There is a reason why they call it work...

work [wərk] NOUN: activity involving mental or physical effort done in order to achieve a purpose or result.

The past couple of weeks have had me a "little" busy (as well as a little sick), and during all of it I was reminded about the definition of work — that sometimes it isn't much fun (although I suppose by definition that's what makes it work and not fun). I will say I'm a big advocate of finding something that you love to do so it doesn't feel like work, but in the end it is work and it'll feel very much like it sometimes.

My reminder came in the form of 41,000 rows on an excel spreadsheet which required a yes or no decision to be made for each row. Without getting into the detail, I saw no other way of approaching it other than line by line — if there is another way or some AI trick that would've made it easier I'm still a little raw to hear about it quite yet.

There is no intention to debate what work is or what work holds the gold, silver and bronze medals for being the most difficult — although for the sake of getting to the point let's just define work as something that involves mental or physical effort, and my excel spreadsheet leans more towards the mental type of effort (although I was sitting a lot and we all know that's really bad for you). On a more pithy note, I'd say work is the period of time between when you want to stop whatever you are doing and when it's accomplished — and the longer that period of time, the harder the work becomes.

You get tired (physically or mentally), your concentration fails as your mind wanders, and your "will to finish" waivers — all of this influencing how long it takes to accomplish what you need to accomplish (which in turn makes you all the more tired). It becomes a vicious circle that requires even more energy to fight through something that seems to have no end in sight. In this dynamic, work is ultimately resolved in a very binary way — you either accomplish what you set out to accomplish, or you quit. 

It does become that simple — Accomplish or Quit.

There is no real accomplishment that comes without work and sometimes it comes down to four simple words,

"I will not quit"

iamgpe

"No... I'm good... I've got it... I can take it from here."

I suppose I simply want to pose this question... "Considering you didn't know how to do it in the first place and needed help, why would you believe you know what to do next?" The question isn't to anyone in particular — although I suspect you may have asked or been asked this question in one form or another. (Or at the very least, thought it of asking it).

I don't mean for this to be a harsh question or suggest that professional or personal development doesn't have you step into the unknown sometimes with nothing more than the sheer will to succeed. Maybe I'm simply struggling to understanding why a person(s) who didn't recognize there was a problem in the first place, didn't know how to develop a plan (and by extension the activities to implement the plan), would believe that all of a sudden they had the ability to deal with what comes next. 

Is it an issue of self-awareness, simple pride, or the old adage "you don't know what you don't know"? Being it's a human condition I suspect it's something rather complicated. What I do know is that even under the best circumstances it's difficult to get things done, and that's before you add in considerations like capability, competency and council. 

Capability, competency and council... important considerations to reflect on — particularly "self reflection".

• Do you have the capability to do what needs to be done? It is very difficult to understand and admit what you can and cannot do (or be). Sadly not everyone can be a rock-star, a CEO, or a rocket scientist — although remember, there are all kinds of other fulfilling things that you will be capable of doing.
• Do you have the competencies (or skills) you need? Do you know what your skills are, and have you aligned them with what needs to be accomplished? Do you know what you still have to get better at?
• Do you have a council (or network) in place that can help you with the above, as well as make your thinking and actions better (let alone right)?

I can't help but come back to self-awareness... self-awareness of your own capability, self-awareness of what you're good at (and what you need to get better at), and the self-awareness that you don't know everything and you need people's help.

I very much include myself in all of this.

iamgpe

A framework for dealing with opportunities and problems

As a general rule I categorize my working world into two "buckets" — one filled with Opportunities and the other filled with Problems. I will admit it's an oversimplification but I've found it's a great way to ground myself when I have to deal with things.

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op·por·tu·ni·ty [ˌäpərˈt(y)o͞onədē] NOUN — a set of circumstances that makes it possible to do something:

prob·lem [ˈpräbləm] NOUN —a matter or situation regarded as unwelcome or harmful and needing to be dealt with and overcome:

Along with my oversimplified view of things, I have also developed a simple framework of thinking which has increased my probability for success when dealing with "Opportunities and Problems" — see my finely crafted illustration.

At its core, this framework does two things — 1) ensures I consider what's important for my thinking and 2) ensures everything that is actually done stays aligned to address the problem (or opportunity).

There are five considerations that make up this framework, and the result can be as simple or as complicated as you would like to make it (or need to make it).

1. Identify and understand the "Opportunity or Problem" you are faced with — it is important to understand the situation involved and never underestimate the complexity of what you are dealing with. 
2. What are your goals to exploit (if it's an opportunity) or solve for (if it's a problem)? You should have no more than two goals, and preferably only one because there is the chance you may spread your efforts too thin, or even miss the mark. If you have too many goals, maybe you have more than one problem or opportunity you have to deal with.
3. What are the objectives needed to meet your goal(s). Remember objectives need to be SMART (Specific, Measurable, Achievable, Realistic, and Time bound) —  I suggest that you have no more than five objectives (three is preferable). If the project is big and gnarly, it may require a few more; I suggest you prioritize them, and as you achieve one objective remove it from the list and add another. 
4. The activities you need to initiate to achieve the objectives. This could be a laundry list of activities, and they definitely need to be prioritizes because some may build upon each other. Activities, like Objectives, need to be SMART, and are really a tactical subsection of an objective. This sub-sectioning keeps everything you have to do in a manageable form, and helps identify the last consideration.
5. Resources — nothing gets done without people, money, systems, and time. Rallying the resources around the activities ensure things get done and helps prevent reallocation of your resources somewhere else if scope creep comes into play. Depending on the complexity of the goal and associated objectives, having a resource allocated to act as a project manager or "facilitator" may make sense. Sometimes all of this can get very, very complex and fall off the rails very, very quickly if someone isn't looking at the big picture. 

The order of things I've outlined just reflects the planning process you should go through so you can articulate what you need to do and get approval to proceed — or get the green light as we like or say in the business.

Once you get that... well... then it's just a matter of rallying the resources to get the activities going to drive your objectives forward; in turn meet your goal(s) to solve the problem (or take advantage of the opportunity).

Easy Peasy — then again, I may be oversimplifying.

iamgpe