One day, I was getting dressed for an event and almost dressed. When I was ready to put on my socks, I couldn’t find the pair I was looking for. After fumbling around the sock drawer for what seemed like forever, I had only found one. Because I was already late and stressed, panic set in; where was the other sock? Why was this taking so long? Why did this minor activity killed all my momentum? In the end, I couldn’t find it, picked another pair, and in frustration, dumped the entire drawer on the bed!
When I came home later, the sight of my ransacked bedroom made me do something I hadn’t done in years: sort the socks. Because I was no longer rushing, it seemed much easier. But as I was doing it, an idea struck me – I was having the same problem with other “piles” in my life: receipts, business cards, menus, and, of course, stacks of newspapers and magazines. Each had reached a point where they were so overwhelming that I didn’t want to deal with them!
I realized these are all forms of data. There was information in those piles that could have helped me make better decisions. Those receipts could have helped me track my spending and save money. Those articles could have given me valuable information that could help my business. And those business cards could have turned into profitable business relationships.
So my Sock Drawer Adventure taught me some important lessons that I began to apply to the other data in my life. In the end, it wasn’t that painful and it took less time than I thought. For you, I’ve broken it down into 9 simple steps:
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- YOU HAVE EVERYTHING YOU NEED TO GET STARTED.
One of the first things I realized was, “damn, I’ve got a lot of socks!” Every Christmas, my Mom gives me a pack of socks, yet I never stop using the ones that I had. As a result, I had more socks than I could ever possibly wear.
We all collect information that we never use. The volume alone overwhelms us, and never get to any of it. The first step in getting control of our data is to stop hoarding data and take a good, hard, honest look at what you’ve got.
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- GO THROUGH EVERYTHING.
Every scrap of paper is information, and you never know what you’re going to find. I found some interesting socks that I had never worn. I found some that brought back memories of specific events. I also found a fair amount of spare change, stamps and other trinkets that were stashed there.
Leave no stone unturned. It could be a long, messy process, but look through that old file box or that discarded thumb drive. You never know what useful things you’ll find.
I’ll continue with steps 3 and 4 in my next post. In the meantime, start tackling your own piles of data…that should keep you busy until then! 🙂
In my last post, I talked about my experience organizing my sock drawer, and how it turned into a metaphor for decluttering other ‘piles’ in my life. The first two lessons were really the most difficult and time consuming:
1. You have everything you need to get started; and
2. Go through EVERYTHING.
Hopefully, you were able to put these to use since last time and you’re ready for the next steps. So here they are…
3. GET OVER THE FEAR, GUILT AND SHAME
As I was sorting socks, I began to feel silly – why I hadn’t I done this sooner? Why did I have so many of them? How many times was I in a situation where I could have really used that spare change? And why did I waste time going to the post office when I had those stamps the whole time?
We often procrastinate because the past reminds us of our own shortcomings. We don’t look through receipts because somewhere along the line we told ourselves we weren’t good at accounting. We put it off because someday we’ll hire somebody to do it for us.
News flash: the Cavalry isn’t coming! Not only do you have to rescue yourself, you should rescue yourself, because only in doing it will you realize that you can! And if you do it yourself, only you have to know what you did and why.
But the amazing thing is, as you cope with your data, you also cope with your feelings. By the time you’re done, you’ll be able to talk intelligently with you accountant, your IT guy, your marketing consultant or anybody else you have to deal with to get your systems back on track. You can hold your head up proudly instead of burying it in the sand!
4. BREAK IT DOWN INTO MANAGEABLE PIECES
As I looked at the pile of socks on the bed, I started separating them into obvious subcategories – white vs. dark, business vs. casual, long vs. short, thick vs. thin.
Whatever information source you’re looking at, sort it into smaller segments, then tackle one at a time until you get through them all. Reward yourself each time you complete one of these mini-tasks, but never lose track of the big picture!
Dealing with the emotional side of decluttering takes just as much time and energy as the physical task. But without dealing with it, you’ll end up right back where you wear this time next year.
Stay tuned for more lessons next time. Meanwhile, have you found these tips helpful? Let us know by posting a comment or sending an email.
They say in business that “it’s easier to get forgiveness than permission,” a phrase that encourages one to take action first, and worry about consequences second. Presumably, the action taken is the right thing to do, and the process of requesting permission is a bureaucratic exercise which slows the whole process down.
In an ideal world, the two should not be mutually exclusive. Everyone in your organization should be required to take immediate action when necessary, to do what’s right for their internal or external customer, without lengthy deliberation.
On the other hand, organizations need structure and process, and having a bunch of “loose cannons” around, acting without considering their impact on others, can be counterproductive at the very least, disastrous at worst.
The key, as with most things, is to maintain balance. Creating a culture of mutual respect, where stakeholders have a degree of autonomy, combined with accountability, is essential to the most successful enterprises – whether they are businesses, non-profits, volunteer organizations, or governments.
My guess is that when most of us made it to positions of leadership, we made a solemn vow not to be like our old bosses. Similarly, I’d guess we probably also swore we’d never be anything like our parents.
How’s that working out so far?
Like it or not, we tend to repeat behavior we’ve experienced in the past. The key is being aware enough to keep the positive traits and minimize the negative ones.
Leadership affects different people in different ways. Some of us become “Bully Boss” – we take revenge on the past by doing what was done to us; overworking staffers, changing direction without warning, or treating customers as if we’re the only game in town. Some of us become “Doormat Boss”, being super-lenient with staff and customers, keeping unproductive employees or allowing customers limitless revisions on projects. Some of us alternate between the two extremes.
Then there are the bosses we loved, the ones who were fair and fun to work with. The ones that made tough decisions when called for, for the good of the organization, even when it meant some short-term pain. The ones who were as firm with higher-ups and clients as they were with staffers. The ones who tried to do what was right, to make a situation a win-win for everyone involved.
My guess is that the Good Boss wasn’t always that way; he or she may have started out being like one of the other two. But somewhere along the way, they learned that either path was no good for them or the people around them.
For most of human history up until about the 1960s, the CEO was King. He told his employees what to do, and they did it. He told his customers what to buy and when, and they did it. Disobedience meant swift punishment. Employees and customers were powerless.
Again, I ask – how’s that working for you these days?
The most profitable and productive firms today are the ones who treat their internal customers (i.e., staff) and external customers with respect. By the same token, there is a culture of mutual accountability which doesn’t just happen by accident. It is applied fairly, regardless of friendships and family relationships.
Now doesn’t that sound like the kind of organization you want to be a part of, one in which everyone feels valuable?
This is not a passing management fad – this is the way business will be done from now on. What are you doing to shape your environment for yourself and your people?
Cinco de Mayo (Spanish for “fifth of May”) is a celebration held May 5. While many Americans confuse it with Mexico’s Independence Day (which is actually September 6), it is actually a commemoration of the Mexican Army’s unlikely victory over the French at the Battle of Puebla on May 5, 1862. In the U.S., it has become a day to observe Mexican heritage – including the consumption of margaritas and other Mexican-themed beverages and food.
I can’t think of Cinco de Mayo without thinking of one of my favorite clients – the old Cork ‘N Bottle on Georgia Avenue in DC. Karl Kennedy purchased the store in 2006, with the idea of turning a neighborhood liquor store into a destination for fine wine, specialty beverages and cigars. It became much more than that.
In rebranding the store, we tried several different logo designs, but ultimately based the look on the original neon sign over the front door. We carried that through all the printed marketing materials, loyalty cards, web site and monthly newsletters. We also did product photography and setup for the online web store through which customers could order wine for delivery.
For over five years, Cork ‘N Bottle was not just a store, but a vital part of the upper Georgia Avenue community. It was a gathering place for local politicians, celebrities and other characters, home of wine tastings for local connoisseurs, employer of local residents, and patron of local organizations and community groups. After growing into a thriving enterprise, the store was sold in the fall of 2011.
Here’s to a good run…salud!
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