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Why Do We Always Slack off?

Why Do We Always Slack off?

Life Hackers, have you ever paused to think why hacking your habits and behavior occupies you from time to time? Or why doing things better and faster will always earn you the respect of those around you?

Let’s take a minute to take a closer look at our evolutionary past and and the first human hackers.

In the past, we were part of a hunter/gatherer society; all were working to get an edge in an unforgiving environment. The tools we used and the techniques we invented gave us an advantage over rivals and made our existence more bearable, sometimes even triggering the next evolutionary leap.

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Take for instance the story of fire…

In the beginning (about 1.7 million years ago), humans discovered they could use fire. They didn’t know how to control it at first, but little by little they learned its advantages, how to manipulate it, and ultimately even how to create it from scratch (no pun intended).

Before we knew how to create fire, we used to “harvest it” from our environment which required a great deal of effort. It doesn’t grow on trees; quite the opposite, it sets them ablaze. Tribes would fight each other to own it and would invest considerable time and effort to maintain it.
…And then, someone found how to create it themselves.

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Just imagine the Eureka moment in which humans learned how to create fire and were able to reproduce the process. Imagine the ensuing era and the leap we’ve all made as a result. Those same feelings/hormone surges/thoughts the cave men and women felt back then are the ones you’re experiencing today when you hack a need.

Hacking was a trait that was developed in us through years of trial and error, or in other words, evolution. It was a trait driven by necessity. One can argue it is the key to our evolution. For me, hacking is much more than just about inventing or changing the functionality of a tool or behavior; hacking is about me masting my environment, but I, as most of you, also find myself slacking from time to time (i.e. not doing the things I need to do when they need doing). This brings up an important question: if my ancestors developed the hacking trait, why do I experience behaviors today that hold me back? Or, in other words, why do I slack?

Well, two reasons that come to mind:

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#1 Distractions over time

From the discovery of fire to maintaining it, and eventually creating it at whim took time; a lot of time. Why? The first hackers had an unstable environment with many threats and distractions, and it was a challenge to simply survive; we just didn’t have the brain capacity and ability to focus only on fire creation.

Just as our ancestors struggled with their environment, we too are constantly battling our environment. Granted, there isn’t a saber-toothed tiger roaming our backyard to distract us, but the seemingly constant distractions over time eventually break our willpower and lead us to slack.

We must learn to commit and focus. Distractions will never go away, so we must learn to control them, and fend them off so we can hack and make our leap forward.

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#2 Our success is the reason we fail

Minjung Koo and Ayelet Fischbach from the University of Chicago explain in their research that the reason we slack is because we can’t focus in the “here and now”: we are often distracted by things that we’ve done or the benefits we’ve derived from those accomplishments, which they call “to-date thinking”. Instead we should be focusing on the job we need to do or “to-go thinking”.

You might say that we start as good hackers, accomplishing a thing or two, only to finish as slackers. We pass time by reading about other people’s hacks, trying to copy rather than invent new ones. That’s why serial entrepreneurs are scarce (they don’t stagnate on past success) and repeat Nobel Prize winners are rare; the discovery of maintaining fire postponed the discovery of how to create it.

What’s it to you, you ask? Don’t rest on your laurels, and keep the saber-toothed tigers at bay!

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Last Updated on March 15, 2019

How to Be a Leader Who Is Inspiring and Influential

How to Be a Leader Who Is Inspiring and Influential

When I began managing people 15 years ago, I thought having a fancy title was synonymous with influence. Over time, I learned that power is conferred based on likeability, authenticity, courage, relationships and consistent behavior. When leaders cultivate these attributes, they earn power, which really means influence.

Understanding influence is essential to professional growth, and companies rise and fall based on the quality of their leadership.

In this article, we will look into the essentials of effective leadership and how to be a leader who is inspiring and influential.

What Makes a Leader Fail?

A host of factors influence a leader’s ability to succeed. To the extent that leaders fail to outline a compelling vision and strategy, they risk losing the trust and confidence of their teams. Employees want to know where a company is going and the strategy for how they will get there. Having this information enables employees to feel safe, and it allows them to see mistakes as part of the learning journey versus as fatal occurrences.

If employees and customers do not believe a company’s leadership is authentic and inspiring, they may disengage, or they may be less inclined to offer constructive criticism that can help a company innovate or help a leader improve.

And it is not just the leadership at the top that matters. Middle managers play a distinct role in guiding teams. Depending on the company’s size, employees may have more access to mid-level managers than they do members of the C-suite, meaning their supervisors and managers have greater influence on the employee and the customer experience.

What Is Effective Leadership?

Effective leadership is inspiring, and it is influential. Cultivating inspiring and influential leaders requires building relationships across the company.

Leaders must be connected to both the teams they lead as well as to their own colleagues and managers. This is key as titles do not make a person a leader, nor do they automatically confer influence. These are earned through trusting relationships. This explains why some leaders can get more out of their teams than others and why some leaders experience soaring profits and engagement while others sizzle out.

Eric Garton said in an April 25, 2017, Harvard Business Review article:[1]

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“… inspiring leaders are those who use their unique combination of strengths to motivate individuals and teams to take on bold missions – and hold them accountable for results. And they unlock higher performance through empowerment, not command and control.”

How to Be an Inspiring and Influential Leader

To be an inspiring and influential leader requires:

1. Courage

The late poet Maya Angelou once said,

“Courage is the most important of all the virtues, because without courage you can’t practice any other virtue consistently. You can practice any virtue erratically, but nothing consistently without courage.”

Courage is required in the workplace when implementing new strategies, especially when they go against professional norms.

For instance, I heard Lisa TerKeurst, bestselling author and founder of Proverbs 31 Ministries, explain her decision to move away from her company’s magazine. While the organization had long had a magazine, she saw a future where it didn’t exist.

In order to make the switch, she risked angering her team members and customers. She took a chance, and what started out as a monthly newsletter, has grown into a multi-dimensional organization boasting half a million followers. Had Lisa not found the courage to change the direction of her organization, they undoubtedly would not have been able to experience such exponential growth.

It also takes courage to give and receive feedback. When leaders see employees who are not living into the company’s mission or who are engaging in behavior that may undermine their long-term success, one must risk temporary angst and speak candidly with the colleague in question.

Similarly, it takes courage to hear constructive criticism and try to change. In business, as in life, courage is necessary for being an inspiring and influential leader.

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2. A Commitment to Face Your Internal Demons.

If you feel great about yourself, enter a leadership position. You are likely to be triggered in ways you didn’t think possible. You are also likely to receive feedback that may leave you second-guessing yourself and your leadership skills.

The truth about leading others is that you get to a point where you realize that it is difficult to take people to places where you yourself haven’t gone.

To be an influential and inspiring leader, you have to face your own demons and vow to continually improve. Influential leaders take their personal evolution serious, and they invest in coaching, therapy and mindfulness to ensure that their personal struggles do not overshadow their professional development.

3. A Willingness to Accept Feedback

Inspiring and influential leaders are not afraid to accept feedback. In fact, they actively solicit it. They understand that everyone in their life has a lesson to teach them, and they are willing to accept it.

Inspirational leaders understand that feedback is neither good nor bad but rather an offering that is critical to growth. Even when it hurts or is an affront to the ego, influential leaders understand that feedback is critical to their ability to lead.

4. Likability

Some people will argue that leaders need not worry about being liked but should instead focus on being respected. I disagree. Both are important.

When team members like their boss and believe their boss likes them, they are more likely to go the extra mile to fulfill departmental or organizational goals. Likable leaders are moved to the front of the line when it comes to being influential.

Relatedly, when colleagues feel management dislikes them, they experience internal stress and can spend unnecessary time focusing on the source of their manager’s discontent versus the work they have been hired to do.

So, likability is important for both the leader and the people she leads.

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5. Vulnerability

Vulnerability is critical for being an inspiring leader. People want the truth. They admire leaders who can occasionally demonstrate vulnerability. It promotes deeper relationships and inspires trust.

When leaders can showcase vulnerability appropriately, they destroy the illusion that one must be perfect to be a leader. They also demonstrate that vulnerability is not a dirty word; they too can be vulnerable and ask for a helping hand when necessary.

6. Authenticity

Authenticity is about living up to one’s stated values in public and behind closed doors.

Influential leaders are authentic. They set to live out their values and use those values to guide their decisions. The interesting thing about leadership is that people are not looking for perfect leaders. They are, in part, looking for leaders who are authentic.

7. A True Understanding of Inspiration

Effective leaders are inspirational. They understand the power of words and deeds and use both strategically.

Inspiring leaders appropriately use stories and narratives to enable the teams around them to see common situations in an entirely new light.

Inspirational leaders also showcase grit and triumph while convincing the people around them that success and victory are attainable.

Finally, inspiring leaders encourage the teams they lead to tap into their own genius. They convince others that genius is not reserved for a select few but that most people have it in them.

As explained in the article True Leadership: What Separates a Leader from a Boss:

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“A leader creates visions and motivates team members to work together towards the same goal.”

8. An Ability to See the Humanity in Others

Inspiring and influential leaders see the humanity in others. Rather than treating their teams as mere tools to accomplish organizational goals, they believe the people around them are unique beings with inherent value.

This means knowing when to pause to address personal challenges and dispelling with the myth that the personal is separate from the professional.

9. A Passion for Continual Learning

Inspiring and influential leaders are committed to continual learning. They invest in their own development and take responsibility for their professional growth.

These leaders understand that like a college campus, the workplace is a laboratory for learning. They believe that they can learn from multiple generations in the workplace as well as from people from diverse racial and ethnic backgrounds.

Influential leaders proactively seek out opportunities for learning.

The Bottom Line

No one said leadership was easy, but it is also a joy. Influencing others to action and positively impacting the lives of others is a reward unto itself.

Since leadership abounds, there is an abundance of resources to help you grow into the type of leader who inspires and influences others.

More Resources About Effective Leadership

Featured photo credit: Markus Spiske via unsplash.com

Reference

[1] Harvard Business Review: How to Be an Inspiring Leader

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