It may be too late for me. I'm committing professional suicide. I see exactly what I'm doing, and I can't stop myself. The problem is procrastination. In fact, I thought about writing to you about six months ago. If I had done it then, maybe I could have salvaged something in my present job. Now, I'm not so sure.
Through no fault of my own, I've risen to a managerial position in charge of marketing for a small manufacturing business. Deadlines are very important, and I keep missing them. I just spent the past week stalling on meetings with my graphic designer to prepare ads for the new line of products we just introduced. The products have been created, parts sourced, manufactured and shipped. Meanwhile, our introductory ad campaign hasn't started yet. I know what has to be done, I know what I have to do to get it started. It's not up to me to create the campaign -- I just have to make sure it gets done. But every time I have the opportunity to move forward with the project, I ... don't.
I have already driven the last few projects I've been involved with into crisis mode because of my delays. The further behind I get, the harder it is to get started. I'm sure that's a cliché, now that I look at it in writing. I know I'll have to deal with questions about the delay, and I just can't answer them. When I'm confronted, my brain just goes mushy.
I think I've probably used up eight of my nine lives with this company, and yet I still sit here in my office studiously not working on the projects at hand while the clock ticks away. Tick. Tock.
I'm miserable. I know what I have to do to make the misery go away (just deal with the projects, for God's sake!), but I'm frozen. Or maybe I'm like a car and the driver is stomping down on the accelerator with one foot and stomping down equally hard on the brakes with the other. Whatever, it's eating me up, causing problems for my employer, and threatening my family (I'm in my 50s and not looking forward to having to find another job).
Stuck and panicking
Call in sick for three days. Check into a hotel. Bring your documents and your computer with you.
Arrange to meet with a confidant on the morning of the first day. This confidant may be a coach, a friend, a spiritual guide, a psychological professional, a mentor. You must have somebody. If you don't have a confidant, deputize someone. Deputize a trusted friend or relative. Insist that they meet with you in your hotel room for a minimum of two hours on the first morning of your three-day sick leave. If they have to take off work, tell them to take off work. This is an emergency!
Explain that you need somebody to be accountable to. You need someone to act as a supportive witness as you make a plan, someone to check in with as you complete your tasks, and someone who, if you don't check in with them, is going to call you and say, What's going on? Make sure you have their agreement: If you don't call them up and tell them your progress, they are going to check on you.
Meet with this confidant on the morning of the first day. Make your list of tasks. Go over the list with your confidant. Highlight any difficult phone calls you have to make. Highlight areas that make you wince when you think about them. Then sit back and visualize the whole thing being finished. Visualize yourself conquering the whole thing. Write down on paper, in front of your confidant, how you want it to turn out. Read that aloud to your confidant. Make it in the first person, positive, something like, "I can handle this project and make it turn out well. I've done this before and I can do it again. When it is over I will feel accomplished and satisfied. And now I am going to take a swim." If the hotel has a pool and you like swimming, take a swim. If you work out, work out. Sit in the sauna. Relax. Eat well. Visualize how you will feel when you are done with this project. In the afternoon, if you feel like working, do some work. If ideas come to you, jot them down. But mainly relax. Rest. Get a good night's sleep.
The next day, get busy. Call your confidant first thing in the morning and say that you are getting up and getting to work. Arise, take a shower, get dressed, eat breakfast, get to work. Do the first task on your list. Just start doing things without thinking about them. If it involves dialing the phone, just dial the phone. If it involves writing, just write. If it involves making an appointment, then make the appointment. Don't think about the things. Just do the things on your list. Work briskly. Piece of cake. Do six items and then take a swim and have lunch.
After lunch, if there are certain things on your list that you fear doing, do those right away. If you have to make difficult phone calls, make them. In dealing with the people you need to work with, take this approach: Ask for their help. Don't order them. Ask for their help. Apologize for any delays you have caused. If you admire the work the people have done in the past, tell them you admire their work. If there is the possibility of bigger projects or promotions, mention that. Whatever you have at your disposal to motivate people, use it. If you have authority to promise bonuses or rush payments, do so. If you have personal discretionary funds, use them. If you have people working for you who have time to spare, enlist their help. Mobilize people. Make careful note of what you promise, so that you can follow through on it later.
If at all possible, do not communicate with your bosses until after your three-day sick leave. Confine your work to setting in motion with your subordinates the things that will make the project succeed. If there are meetings to schedule with bosses, schedule them for after your three-day sick leave.
Check in with your confidant on the afternoon of the first day and on the morning of the second day. Make a new list on the second day. Check in with your confidant on the afternoon of the second day. Make a new list on the third day. Check in with your confidant on the morning of the third day. Check in again on the afternoon of the third day.
After your three-day sick leave, return to work and communicate with your bosses. Tell them that although you were out on sick leave, you were able to finally get things rolling, and that while the project got off to a slow start, it now looks like it will be a success.
Now, maybe the details are different for you. I put you in a hotel because you're in management and make the bucks. And it makes a good story. And stories of victory over crisis travel; they enter the culture and help others; they get passed down to family and to younger co-workers; so they make the world better. But maybe the details are different. Maybe the hotel is a metaphor. The essential thing is the process: You change your environment, clear your life of routine commitments, confide in someone about your crisis, make a list of tasks, attend to your physical and spiritual needs, commit to checking in with your confidant before and after doing your tasks, and do them briskly without overmuch thought. That's it in a nutshell.
And then, after this episode is over, see about working with a coach or mentor, so you do not backslide. If you cannot find a professional coach or mentor to work with you, ask your deputized confidant if he or she would be willing to continue to meet with you. Buy the Julie Morgenstern book, "Time Management From the Inside Out," and do what it suggests.
And every month, go back to that hotel for a swim in the pool.
"Since You Asked," on sale now at Cary Tennis Books: Buy now and get an autographed first edition.
What? You want more advice?