Section 3: AN EXERCISE IN REAL WORK HOURS

AN EXERCISE IN REAL WORK HOURS

Most people reading this will be doing so in a passive manner. By that I mean they will read, contemplate, but then move on to something else and soon forget the important messages. In Transformation, I teach the importance of taking in knowledge and then acting on that information in order to rewire the brain in the formation of new, better habits. In other words, being passive achieves little and more like entertainment. Reacting forward in some way is active and through neuroplasticity rewires the brain. This is also a habit identified in the studies of the successful and wealthy. In my free webinars on Intentions, and the seven-day mentality control diet challenge I speak in detail about the importance of action for habit changing.

(see www.trevorgblake.com)

Psychologists often tell us that there are three perceptions. Firstly there is the way we see something. Secondly, there is the way we think others see the same thing. Thirdly, there is the way others actually see it. They are very different perspectives. When it comes to learning something and changing habits, I find that taking a step back and observing with ‘fresh eyes’ really helps. Observing objectively, assessing, then reacting in a new way is what I mean by taking action.

It is said that the foundation of magic is the ability to step back and observe objectively, assess what you see, then react accordingly.

When it comes to understanding just how time is used and how much is wasted in the workplace, and how to form more productive habits, it helps to observe with ‘fresh eyes.’

When you go to work tomorrow do so with eyes wide open, ears stretched far. Ditch your perception of how you saw your workplace before, and also ditch how you think others see it. Instead, look with fresh eyes as if you are an outsider seeing it for the first time.

As you walk to your desk, take note of the number of people who are using company time to complete non-company or unproductive activities…

Before they even start their real work.

How many can you spy surfing the Internet on a company-owned computer, texting on their phones, or making personal calls on a company phone during company time?

How often (and for how long) do people hang out by the coffee station or water cooler to discuss last night’s reality TV show?

Then, ask around:

– How many internal meetings does the average employee attend each month?

– What happens if they don’t attend?

– How many of those meetings are about important matters of customer satisfaction and company

– profitability, and how many are about internal issues like medical benefits, employee morale and the– latest performance assessment program?

– How long do the meetings last?

Next, see if you can find an organizational chart, taking note of:

– How many layers of management there are from CEO, through executive vice-presidents, associate vice– – presidents, directors, associate directors, managers, project leaders?

– How do decisions get made? By meeting consensus? By the CEO? By no one?

Check out the Company Standard Operating Procedures (SOP) and note how many rules there are.

When you return home, imagine the owner of that company is a rich relative who just died and willed it all to you. Starting right now, the costs for all that you just observed are to come out of your pocket.

So how do you feel about your prior workplace now?