Sweat­ing the small stuff and for­get­ting what’s im­por­tant

Sun.Star Davao - - VIEWS - Stella ESTREMERA [email protected]

DID you find it dif­fi­cult to ad­just your wak­ing hours?” a friend asked as I shifted ca­reer in Au­gust last year.

“No,” I replied.

“But aren’t you a night per­son?” she per­sisted.

“I sim­ply changed my wak­ing hours,” I replied. Re­ally. Be­ing a night per­son was the call of the job. There is ab­so­lutely noth­ing to do if you re­port at 8 a.m. in the ed­i­to­rial room of a news­pa­per of­fice, not un­less you are work­ing on some spe­cial project. Re­porters still need to gather their re­ports and write them be­fore you can even edit them and lay them out. While there are the so-called non-per­ish­ables, like life­style sto­ries and fea­tures that we can work on ear­lier, you will run out of things to do even be­fore the bulk of the work comes in. All oth­ers can be done re­motely on your mo­bile. Mean­ing, you are just ex­pend­ing un­nec­es­sary ef­fort for some­thing you can eas­ily do even when you wake up later in the morn­ing.

Be a night per­son when work re­quires you to be a night per­son, and be a day per­son when your work re­quires you to be. It’s that sim­ple.

“Have you pre­pared your­self to the idea of you driv­ing?” an­other friend asked when we dis­cussed about the ve­hi­cle I will be get­ting.

“Do we have to pre­pare our­selves to such idea?” I asked. It’s just driv­ing, you mean peo­ple psy­che up for this? All that needs to be done is to take up a re­fresher course just so you build mus­cle mem­ory, then drive. Psych­ing my­self up for such a rou­tine task is giv­ing this task more than the at­ten­tion it re­quires.

It’s funny, and some­times down­right frus­trat­ing, how many pre­fer to meet life with their angsts and ex­cuses, and the small stuff, when there is noth­ing there to even worry about. Of greater im­por­tance is in how you wel­come the world and the peo­ple around you, but no, peo­ple would rather fo­cus on whom or what to blame for the state their life is in, they’d rather fo­cus on how they have not yet psyched up enough to face an­other task.

This is how it is with many, as they worry and blame, look­ing at ev­ery de­tail of their lives and dwell on what they hate -- the bad habits of peo­ple they work with, the neg­a­tive posts of other peo­ple, the sad­ness and the anger... and then they won­der why their day is not get­ting any bet­ter, why their busi­ness re­mains in the red.

In the book, “Hum­ble Lead­er­ship: The Power of Re­la­tion­ships, Open­ness, and Trust” by Edgar H. Schein and Peter A. Schein, it in­tro­duces the con­cept of “per­son­iza­tion”, not per­son­al­iza­tion but per­son­iza­tion. It de­fines this as a process of mu­tu­ally build­ing re­la­tion­ships with co-work­ers, col­leagues, and the bosses based on see­ing that per­son as a whole.

“Per­son­iza­tion has noth­ing to do with be­ing nice, giv­ing em­ploy­ees good jobs and work­ing con­di­tions, gen­er­ous ben­e­fits or flex­i­ble hours. It has ev­ery­thing to do with build­ing re­la­tion­ships that get the job done and that avoid the in­dif­fer­ence, ma­nip­u­la­tion, or worse, ly­ing and con­ceal­ing that so of­ten arise in work re­la­tion­ships,” an ex­cerpt from the book reads. Pon­der on that then beam me up.

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