Take a read break

I’ve been an avid reader forever probably because my mother is. As a young child, I couldn’t help notice she perpetually had her nose in books. To this day she is the same. For comfort and a break from the stresses of life, books were and are her escape. Is there something in this for any of us whether leaders, managers or members of the vital teams that power all organizations?

Various research sources indicate that vast and deep reading helps us to connect disparate ideas thereby adding to the creative journey. For example, I’ve been told that when I am in front of groups as a facilitator-teacher, I seem to effortlessly pull out stories and all manner of peripheral and supporting information on the fly, depending on the direction of the class discussion. I don't even know what I know until a trigger comment from someone. Then, I have to watch that I don't lose my audience by deviating too long from where we were on the agenda! At the least reading broadens my thinking and helps me “entertain”.

But there is a real benefit to reading that it often overlooked – its stress-reducing power. According to John Coleman’s August 15, 2012 HBR blog, “For those who want to lead, read”, six minutes of reading can reduce stress by 68%.

Now that’s an attractor in today’s far too fast-paced work environments! But it all depends on what one is reading, doesn’t it? Heavy duty reports don’t qualify.

So all you managers out there, take out your novel and set an example that reading breaks - fiction or non-fiction - contribute to productivity not the other way around. Water cooler gatherings have finally gained respectability as they help social cohesion, innovation, employee engagement and well-being. Now it's time to put read breaks of any kind in that same category.

When You're Feeling Micro-Managed, What's One Way to Change Up the Situation?

The best managers define the right outcomes rather than the right steps then get out of the way, as the Gallup Organization confirmed in its massive 25 year study in the late 1990s. This finding still stands, particularly among the upcoming younger generations who seek autonomy, purpose and mastery, according to Daniel Pink’s research and documented in his book Drive.


In reality, best managers are in short supply. Micro-managing is a frequent workplace complaint whether you are a front line worker or a middle manager. So, if you are feeling micro-managed, a not uncommon predicament, how can you shift the relationship with your manager in a positive direction using the Gallup and Pink knowledge?

In First Break All the Rules, which describes the Gallup results, authors Marcus Buckingham and Curt Coffman like to quote Oscar Wilde to illustrate the interpersonal challenges we face generally in life, let alone in organizations:

A truth ceases to be a truth as soon as two people perceive it.

If the only truth is your own, it’s easy to understand why reality is a moving target. In the case of a micro-managing manager, the truth can indeed be elusive as it appears in many guises in any given day. How do you catch the truth and make it work for both of you?

Do the obvious: Get yourself out of the perpetual cycle of uncertainty and frustration by digging deeper for the “truth” --- that which is in your manager’s head. Use the “right outcomes <> right steps” framework as your guide. Shape your own working life instead of letting your manager shape it for you. In essence, go on a search and discovery mission to draw out more clearly what your manager has in mind.

These steps help change up the situation. Talk with your manager in real time to:

1. Clarify the outcomes, in detail, including the assumptions behind them (Use open-ended questions that start with “what”, “how” and “in what ways”).

2. Negotiate improvements to the outcomes, based on your own wisdom and experience.

3. Take the opportunity to bargain for the right resources, if appropriate.

4. Explore and sign off on the next check in time and the nature of the deliverable.

In some circles, this is called “managing up”. Others might name it “project chartering” with your manager. At its most fundamental, sharing “truths” is the bridge.