Attention – Page 6 – mardihumphreys.com

The Tide is High

You kept your business solvent during the pandemic. Now vaccines are available and buildings are reopening. Both you and your workforce are deciding where to go from here. Pivots like switching the product you manufacture (e.g., making hand sanitizer instead of bourbon) or shifting your employees to working from home has not only burned everyone out, but also revealed work-life integration paradigm shifts. You need to both retain your current workforce and attract new employees, but how? This week, let’s focus on keeping the folks you have.

Pivot Again

You regularly adapt your business to market conditions. This shift in the balance of power is a condition more abrupt than most, but it offers you a gift. It forces you to look at your mission, vision, values, policies, and procedures and sift them through the filter of The Platinum Rule. For example, employees hear the siren call of flexibility and autonomy in their jobs. Are your company’s paid time off policies amenable to employees with caregiving duties to young children, aging parents, chronically ill partners, etc.? If not, then it behooves you to reevaluate those policies. If your employees are being washed away by the Talent Tsunami, then you need to take a long, hard look at your company’s culture, protocols, and development paths. If your workforce was happy before the pandemic, then they would not be so tempted to leave now. You will be wise to shift your mindset to focus more on taking care of your employees and repeatedly communicating that commitment. People want to work in an environment where they feel valued. If your company has a vision the workforce can believe in, you coach them to share it, and demonstrate how their jobs are integral to realizing it, then employees get invested in meeting the company’s goals and want to stick around.

Engagement Brings Retention

The inconvenient truth is it’s cheaper to keep an employee than to hire a new one. If you don’t know what your employees need to achieve work-life integration, or to feel appreciated, now is the time to ask and actively listen to their answers. Individual contributors who feel they belong and have purpose are less likely to burn out. How do you know if your employees are burned out? Ask them. Company-wide email surveys are easy to create, send, and compile results. You can ask questions like: How do you think the company handled pivoting during COVID-19? How many days a week do you want to WFH? If the company reimburses you for upskilling, will you agree to work for us for a year? The answers will give you data that will not only help you to assess the risk of employees leaving, but also reveal what you can do to keep the good ones.

“Bye” the Way

Unless employees signed a contract saying they’d do one, they are not obligated to give exit interviews. A smart employee will not grant one if they don’t have anything nice to say. An exit interview is more of a benefit to you than to them. It’s an exiting employee’s gift of feedback to you. If the resigning employee grants one, stick to questions that will help you retain other employees. For example: What could the company have done to make it easier for your team to communicate with each other?

What are you doing to encourage your employees to join you in making your business succeed? Please share in the comments.

The Motherhood Penalty

During a networking lunch with a female colleague, we chatted about our grown-and-flown daughters. We have four between us and love them more than life. I said, “I think being a working woman in America is a challenge, but being a working mother in America is a problem. Having children is a luxury.” She replied, “Or a liability.” That’ll preach. She said out loud what plenty of people think but don’t publicly acknowledge because we’re afraid of either hurting our children’s feelings or being harshly judged by our peers.

Research reveals that when both a man and a woman are up for the same job, gender is a factor in who gets it. The general perception is that a man can focus on the job, while a woman, specifically a mother, will be distracted by her circumstances outside of the job. This unconscious gender bias is called The Motherhood Penalty.

It can show up in how managers talk to each other about their direct reports. For example, on Monday a department head comments that Joe is a good example to his children because he worked all weekend to finish a project, but when Jane does the same thing, this department head worries aloud about who is taking care of her children. Also, think about positions in your business that require travel. Are there more men in those jobs than women?

A woman doesn’t have to be a mother to get penalized. Assumptions regarding women’s lifestyle choices are common. Some prejudice is so ingrained and subtle it occurs unnoticed until a vice president looks around the company and wonders why there are so few female directors. To get promoted to director, you first have to get promoted from individual contributor to manager, and that’s the problem.

The solution falls heavily on Human Resources. They possess the data and are in the position to ask questions about what it reveals. For example, if the organization has historically promoted more men than women from individual contributors to first-time managers, why? The answer may require an assessment of the performance review process to bring gender bias into the company’s collective consciousness. You can look at quantifiable statistics like skillsets and who consistently met their departments’ KPIs. But anecdotal evidence must be gathered too. Are female employees held to a higher standard than male employees in the same role? Are female employees’ mistakes criticized more and remembered longer than male employees’ mistakes?

Assuming it’s more risky to fill a leadership position with a woman instead of a man is false speculation. Anything could happen. The man could take all the leadership development you give him and go work for your biggest competitor. When organizations advance the person most qualified for the job and provide reasonable support for that person, everyone benefits; especially the clients.

How do you see The Motherhood Penalty at work? Please share in the comments.

Reservation Highly Recommended

Dad and Me Father’s Day 2021 Photo by MSH

During one of my networking groups last week, we discussed what we learned from the men in our lives in honor of Father’s Day. My dad unintentionally taught me the power of follow-up. In a conversation he habitually listens more than he talks, asks engaging questions, and, even if it’s weeks later, texts or calls for an update. You’d assume the follow-up would be the most powerful part of the process, but no. It’s the listening. If you’re just listening to reply, you’ll jump into the conversation at your first opportunity. But if you restrain yourself and listen to understand, (e.g., repeat what the speaker said back to them, ask investigative questions) you build trust. Acting with restraint is useful in many work situations.

Social Intelligence

Robert Greene advises “Never outshine the master.” You may be smarter than your manager when it comes to the assigned task, but if you push back too hard, you reveal that you lack social intelligence. For example, once upon a time I was in a brainstorming meeting with a group of five people: an executive, his assistant, and two of my teammates. The exec kept falling down rabbit holes and I kept pulling us back with the same phrase, “So, the goal is zero waste…” The third time I said it, the exec seemed embarrassed. By the fifth time I said it, both the exec and his assistant were annoyed and my teammates were uncomfortable. In demonstrating I knew what the goal was, I exposed that his ideas would not achieve it. Remember the cliche, don’t bite the hand that feeds you? When applied to work, don’t break the finger of the hand that signs your paycheck.

Emotional Intelligence

Let’s say our team missed a deadline because you spent more time on social media than working on our project. If I pointed this out, how would you react? Would you get defensive and lash out? Or would you take a few deep breaths and ask for a safe place outside your workspace to store your phone while you’re working on our project? The latter choice shows restraint. Reacting out of ego won’t serve you in the long run. Humility is strength, not weakness. You fell into temptation. Get up, make the necessary adjustment, and keep going.

Business Intelligence

Creative freedom is an oxymoron. Freedom leaves choices wide open. You’re more creative when given parameters like a direction, deadline, or dilemma to solve. In other words, a restraint. For example, I’m constantly looking for ways to promote brand awareness that won’t break my budget. The views on the company’s social media pages go way up when I post photos or videos of our dog. Thus, “Tails From the Home Office,” a photo/video series starring my adorable-but-less-than-helpful “assistant” was born. Restraint is also crucial when searching for B2B clients. No one wants to miss a lead, but lack of focus denies you a priority. BTW, Priority implies one. If you have multiple priorities, then you don’t have any. Define yours and filter decisions through it. If your sweet spot is fast-growing manufacturers with 50 or fewer employees, build relationships with them. Don’t let FOMO cause you to miss those you serve best.

How has showing restraint helped you get ahead at work? Please share in the comments.

Brand Awareness

Last week we talked about bringing your whole self to work which concentrated on the impression you give. This week let’s talk about your reputation and if the brand you’re projecting is being received the way you intend.

Why do you need to know?

In the 1980’s, Lee Atwater coined the phrase, “Perception is reality.” You may think you are kind, compassionate, and thoughtful, but if your peers, bosses, and clients see you as cruel, harsh, and insensitive; that’s a problem. For example:

You thought that you were being assertive, but your team mate accuses you of being difficult
You thought that you were celebrating accomplishments, but your boss suggests you stop bragging
You thought that you were being diligent, but your client complains your follow up is aggressive.

You can’t control every opinion of you, but shouldn’t you intentionally manage what you can? Every day you’re creating an impression and it affects what projects you get assigned, who you do them with, and even future job opportunities. Your performance is judged not only by what you do, but also how you do it. Your skill at influencing how others perceive you is a key to controlling your career trajectory. This is not manipulation; it’s both personal and leadership development.

How do you find out?

Self-awareness – Much of our behavior is unconscious and habitual. Consider taking an assessment like The Myers-Briggs Type Indicator, DiSC Profile, or Clifton StrengthsFinder. Look for patterns in the data. E.g., Do you behave more dominantly when you’re stressed? Pro Tip: Don’t dwell on the results you disagree with. These tests are snapshots of where you were mentally and emotionally when you took them.

Feedback – Choose peers, managers, and direct reports you trust to give you objective evaluations. Ask them about a specific situation where their reaction was not what you expected. Graciously receive their feedback. Resist arguing and/or accusing them of misunderstanding. There will be at least a bit of subjectivity in their opinions, so evaluate them carefully. Excavate the truth from their feedback, then determine how you will communicate differently during your next interaction.

Reconnaissance – Observe leaders you admire. How do they behave? How do they influence? How do they present themselves in meetings, 1:1s and on social media? Define the traits they have that you want people to associate with you, then model them. E.g., is the leader known for facilitating productive problem solving? Before your next project meeting, think of three open-ended questions that will prompt discussion of how the team can push the project to the next step.

What if you want to change it?

Start Small – Begin with the easiest impression to change and make altering it a S.M.A.R.T. goal. Activate the perception-changing conversation by digging up common ground. For example, is your team full of dog lovers? If you like the same things, it’s a small step to reason that you want the same things (e.g., accomplishing the project you’re working on together).

Advertise – Let team mates know you’re in the process of changing your behavior, and that you’ll periodically ask for their feedback. Leading with vulnerability triggers support. Resist exaggerating. You can’t sustain deception. When it’s discovered, it’s really hard to earn trust back.

Repeat – You’ve trained people to anticipate you’ll react a certain way. It takes time, both for them and you, to unlearn the pattern and replace it with your new one. Participating in team projects is a good way to demonstrate your change. When successful completion depends on working together, your coworkers are motivated to perceive you positively.

It’s all interpretation. If coworkers, managers, and customers see you in a negative light, soon they don’t want to work with you and you don’t want to work with them. You have the power to make your light shine positively.

What do you do to control your narrative? Please share in the comments.

Teleconferencing Takes a Toll

“Think outside the box,” they say. But teleconferencing (I use Zoom) is a box we have to think inside of. It saves time and money, but what about energy and attention? We yearn for the in-person interactions we used to have, but recreating them virtually is setting our Zooms up for doom. We should approach our various interactions like they’re sports. Each sport has its own set of rules. We don’t play volleyball using the rules for basketball. Neither should we Zoom using in-person protocols. If our mindset is how we can best communicate within the constraints of teleconferencing, then we won’t be so forgetful, distant, quick-tempered, sleepy, and in need of a massage at the end of a day of Zooming.

When communicating, we assign 60-70% of all meaning to non-verbal behaviors like appearance, posture, and facial expressions. The cognitive load this takes to process over Zoom is both invisible and takes more energy than we realize. We stare at other people in proximity reserved for intimate conversations. If I’m at a conference room table with seven other people, I’m not inches away from their faces and staring at them for an hour. But on Zoom, I am. The intensity is exhausting.

We think harder about both giving and receiving non-verbals. In a 1.50 hour meeting last week with seven other people, I felt compelled to nod in agreement until I looked at all seven onscreen. In person, I typically nod three times no matter how many people are in the meeting. I studied the participants’ facial expressions during the silences following thorny questions. I reminded myself to look at the camera while speaking so it appeared I’m making eye contact. It’s work to connect emotionally when delivering our message to a lit dot at the top of our computer screens.

We mentally deal with distractions. While Zooming, calendar reminders, IMs, and email notifications go off. Even if we mute the sound notifications, a visual reminder pops up. (That’s my own fault, but not only is turning them off and on all day a pain; remembering to turn them off and on is too.) The landscapers mow the lawn outside our windows. The kids yell for us. The cat walks across the keyboard. Pretending these distractions aren’t happening isn’t something we have to deal with in person. When I’m at an in-person coffee meeting, I may have to ignore the other customers around us to concentrate on what my potential client is saying, but I’m not distracted by my sleeping dog snoring at my feet.

We look at ourselves for hours. There’s a hide self view on Zoom, but I want to see how others see me. When I’m concentrating hard on a speaker, my face looks like I disapprove. I need to see that non-verbal in order to adjust it. After a couple hours of Zooming, I notice how tired I look. This triggers a domino effect. It lowers my self-esteem, which lowers my confidence, which lowers my desire to participate in the meeting.

No commute allows us to stack multiple Zooms back to back. But just because we can doesn’t mean we should. Lately, when I offer to meet on Zoom, in-person, or with a phone call, my counterpart is politely open to all. When I say I’m tired of Zooming, they’re relieved (three people just last week). Pre-COVID, there were plenty of meetings that should have been emails. Now, there are plenty of Zooms that should be emails, phone calls, or IMs.

Are you aware of the toll teleconferencing is taking on your energy and attention? Please share in the comments.

The First Step

The glass ceiling is cracking thanks to so many women beating our heads against it. The light filtering through these cracks reveals that the ladder we’re climbing to get there has a broken rung.

What is it?

At the beginning of 2020, for every 100 men who stepped onto the corporate ladder by accepting their first role as a manager, only 85 women were hired and/or promoted from individual contributor to manager. That statistic refers to white women; the statistics for Black women and Latinas are even worse. The first rung on the corporate ladder is broken for women and it has a negative effect on our talent pipeline. While more women are getting hired for senior management, there aren’t enough at junior management levels to promote. This lack of diversity in management denies our organizations an array of ideas, input, and solutions which adversely affects our bottom lines.

Why Does it Happen?

Women are subject to unconscious gender bias. Adapting to work during COVID-19 has awakened us a bit. Who hasn’t been on a Zoom call where someone (male or female) commented on a female coworker’s children playing in the background? When schools went online and daycares shuttered for months, working moms took on the majority of both housework and childcare. The statistics are worse for single moms and moms of color. Because of the pandemic, over two million women are considering an extensive leave of absence or even leaving the workforce. This makes the broken rung even harder to repair.

How Do We Fix It?

Continuous Development – Women need skills including strategic thinking and negotiation to level the playing field. If your company doesn’t have an official leadership development program, find your own. It’s a good investment of your T.E.A.M.

Get a Mentor – If your company does not offer an official mentoring program, seek one outside the company. Research shows mentees were promoted five times more than an employee who didn’t have a mentor.

Network – Collect people: mentors, coaches, sponsors, peers. A support network makes it 2.5 times more likely you’ll be seen as a high performer and ready for advancement.

Visibility – Share what you’re learning in leadership development with your manager during your 1:1s. Forward reference materials to colleagues and copy your manager. Bring up your development plan during reviews. Post about your progress on LinkedIn. Let the world know you’re taking responsibility for your growth and are ready to serve as a leader.

Stand up for Yourself – If you get passed over for promotion, ask why. Your manager should give you clear feedback regarding what you lack. If you feel the suggestions are vague, press for specifics. Is it a skill? Learn it. Is it not enough experience? Ask your manager to give you assignments that will help you gain it. Make these your immediate goals and achieve them before your next promotion attempt. Keep your manager apprised of your progress.

Have you experienced unconscious gender bias? How did you call attention to it? Have you ever been unconsciously gender biased? What are you doing to be more aware? Please share in the comments.

A Matter of Trust

**Photo by Christina Morillo from Pexels**

This is the last article of the series Know, Like, Trust. If you missed the first two, you can find them here and here. I saved trust for last because it’s pretty hard to achieve without the other two. Let’s say a Potential Client (PC) knows and likes us. Now, how can we earn their trust?

Respect

Becoming known and liked can happen relatively quickly, but trust doesn’t. It takes time to demonstrate integrity, dependability, and consistency. PCs trust our companies after they trust us as people. We need to accurately represent what our companies stand for and broadcast those core values through multiple communication channels. We should be prepared to answer frequently asked questions like:

Can your company really do what you say it can? We’re able to answer this with a testimonial page on our companies’ websites.
Do you really want to help my business succeed? We prove this by sharing our PCs’ “We’re Hiring!” posts on our companies’ social media platforms.
Are we like-minded in our values? We affirm this with a how-we-help statement in every employees’ elevator speech.

We know we’re earning our PCs’ trust when they begin liking, commenting on, and/or sharing our social media content. Sharing is especially exciting. It indicates our PCs are engaging with, endorsing, and embracing our companies’ value-driven content.

Realign

The biggest mistake we make in communication is assuming it has happened. Paraphrasing what our PCs said, reflecting it back, and repeating the process until we verify we heard correctly, demonstrates we not only want to understand the problems, but we are also actively listening. Initially, this exercise is time consuming, but realigning our communication style to our PCs’ streamlines the process for future conversations. Being in accord with our PCs is crucial when it’s time to address sensitive issues. For example, how we will handle our PCs’ customers’ Personally Identifiable Information (PII).

Resource

After all this work, we may discover we aren’t the best solution for a PC. Our role then becomes connecting them to someone who is, because we are in relationship with our PCs for the life of their businesses. We demonstrate both trust and courage when we offer, “What you need isn’t what we’re best at, but I know someone who is.” It’s important to have an established network of colleagues we know, like, and trust to partner with so when this happens, we’re ready to refer them. It not only solves our PCs’ current problem, but also sets us up as the future go-to, trouble-shooting resource. When our PCs’ next crises strikes, we will be the first people they reach out to for help. Referrals build trust between all businesses involved in reaching solutions. People love to connect people they trust to one another. When we pay it forward, our colleagues feel obliged to repay in kind by connecting us with one of their PCs whose problem we can better solve. The loyalty these relationships inspire can help everyone’s companies grow exponentially. When our PCs trust us, they want to keep collaborating with us. Who doesn’t want to work with someone who solves their problems?

What do you do to prove your trustworthiness to PCs? Please share in the comments.

Resume Refresh

Multiple companies in my networking groups are hiring and there are a plethora of position postings on my social media platforms. Sufferin’ Succotash! This seems to be a hint to update our resumes.

Then and Now

When our grandparents first entered the workforce, they looked through newspaper help-wanted ads, typed up a resume and cover letter, mailed it to the hiring company, and waited by their rotary phones to be called in for an interview. Technology has exponentially streamlined the job hunt. Networking is a major factor, but that is another post for another day.

Individualize

Best practice is to get your resume into the email of an ally who will personally forward it with a recommendation to the hiring manger. If you must use a job search website, (Indeed, Monster, etc.) be prepared to sift through scads of subcategories using keywords to drill down through their specializations and/or certifications. Edit your resume to match the job descriptions of the returned results. It takes a lot of attention, but tailoring your resume to fit each position you apply for is essential.

Short is Sweet

Your resume is an advertisement enticing recruiters to call you for interviews, so leave them wanting more. It shouldn’t be longer than two pages and one is preferable. If you need to cut something, make it the reference section; save those for the interview. Only list your job history for the past 10 years unless the experience you gained is crucial to the job for which you’re applying. If the applicant tracking system (ATS) doesn’t force you to list beginning and ending dates of past employment, omit them. As for hard copies, if you aren’t Elle Woods, stick to black font on white paper. Proofread your resume multiple times before hitting send. Have a friend proofread it. Read it out loud. Print it off and read it. Let it sit for an hour, then go back and read it again.

By the Numbers

Hiring managers want to see you’ve either made your employers money or saved it, so quantify your accomplishments when possible. For example, “My outreach efforts increased my company’s revenue by 3% last year,” or “I initiated the move to an online fax service saving my company about $2000 by not purchasing paper and ink.”

Hello SEO

Even if you have an ally in the company campaigning for your hire, you’ll likely still have to apply for the position on the company’s website. The ATS scans your resume looking for keywords from the job description. Match your skills to the role using the words they use. For example, if the job description says, “Fluent in Spanish,” make sure those exact words are on your resume.

Entry-Level Irony

Many jobs require experience, even for entry level positions. Experience you gained as a volunteer counts. Were you the president of your fraternity? Did you manage a household budget for five people? Have you moved your local animal shelter’s donor information records from spreadsheets to a CRM? You can also showcase your soft skills. List examples of problem-solving, communication, and/or teamwork.

LinkedIn Better

Yes, I just used LinkedIn as a verb. LinkedIn is an interactive resume and interview combined and on steroids. It’s one of the main resources recruiters use to vet candidates, so be sure to put your LinkedIn URL on your resume. Audit your LinkedIn profile. Invest in a good headshot. Follow companies you want to work for and look at the marketing or sales employees’ profiles. Model yours after theirs (e.g., add appropriate keywords from their headlines to yours) so their recruiters can find you. Start a conversation: congratulate them for an award they won, thank them for posting an insightful article, or mention a non-profit you both support.

Have you updated your resume lately? Please share your suggestions in the comments.

How Do You Spell Relief? E-m-p-a-t-h-y

The longer COVID drags on, the more fragile we feel. If everyone feels this way, it’s affecting the companies we serve. We need clients to buy our products and services, but desperation has a way of creeping into our subconscious and leaking out in our presentations. It’s neither attractive nor productive. We have to be willing to brainstorm our clients’ current problems and help them weigh the value of possible solutions – even if we are not the relief for their immediate pain point. Should we pay more attention to the role empathy can play in business? If so, how do we communicate it?

Care

It’s nice to do business with nice people. Given current events, even nice business people are stressed and stress can shorten anyone’s fuse. We have no idea what is going on with our clients outside of our relationships with them, and they may not be comfortable sharing. We should not take any atypical negative attitude personally. We should assume in showing up, our clients are coping as best they can. This is an opportunity for us to provide them with a respite. Remind them blue-sky thinking with us is a valuable idea-generation tool. Validate their efforts by telling them they’re doing a good job.

Pay Attention

When we meet with a client, we need to read the room (or the Zoom). Is she fidgety, grumpy, quiet? Does she look tired, worried, distracted? What about her body language? Is she slouching? Avoiding eye contact? The words she uses are also a clue. We should listen for emotionally charged words and the tone of voice she uses to say them. To find the emotions underneath the exterior, we can start the conversation with the obvious, “How are you doing? How is the family? How is business going?” We are looking for a point of connection. This is trickier than it sounds. For example, empathy is not the client laying out a scenario and me replying, “I know exactly how you feel because that happened to me too once.” While I may have experienced the same situation, my interpretation of it inevitably differs from my client’s. I discredit myself and discount my client if I say I know exactly how she feels. My goal is to understand her experience and feel her unique position with her in the moment. It’s more genuine to say, “Tell me more,” than “ I know how you feel because I…” We’re working to create a safe and judgement-free zone.

Listen

It’s extremely counterintuitive, but don’t problem solve at this point. It’s way too early in the process. Our clients want to feel heard and understood. They’re in pain and need relief. We have to demonstrate our desire to uncover why the pain exists in the first place. How would we feel if we were the ones experiencing this pain?

Not every meeting has to end with submitting a proposal. People can tell when we’re in relationship with them just to see how much we can gain from it. With a mindset of our success is tied to the success of our clients, we develop a sustainable business model based on mutual respect and trust and can build relationships that last for years.

How do you empathize with your clients without veering into problem solving? Please share your story in the comments section.

Can You Feel the Heat?

This COVID Christmas feels off just enough to make us lose our balance. For example, our daughter called me during her commute home the other night. She was stressed. She’d spent eight mask-wearing-social-distancing hours at her office and was rushing home in Chicago traffic to set up the work station in her apartment. She was scheduled to guest on a college’s webcast to promote her company to their student listeners. As I tried to extinguish the fire of her burnout over the phone from 316 miles away and five minutes before Jeopardy!, she accused me of speaking in lyrics from Hamilton, an American Musical. Can you blame me? It has several relatable scenes of characters striving for work-life balance; “Non-Stop” being the most obvious.

The focus of the song “Non-Stop” is Alexander Hamilton writing The Federalist Papers, but he’s got a lot going on in addition. He’s practicing law. He’s a delegate to the Constitutional Convention. He’s distracted by Angelica Schuyler’s move to London and impending marriage. His wife, Eliza, pressures him to accompany her and their children on a summer vacation to her dad’s place, and George Washington enlists him to lead the Treasury Department. Alexander was both working from home and homing from work. Sound familiar?

Maybe you don’t practice law, but you do own a business
You aren’t a delegate to the Constitutional Convention, but maybe you are a board chair
Maybe you aren’t distracted by a friend moving across the ocean, but you are preoccupied by your child’s intent to move into his college’s student housing
Maybe you aren’t being pressured by your wife to accompany her and your children to the in-law’s place for a holiday, but, wait; maybe you are
Maybe you haven’t been approached to lead the Treasury Department, but you are concerned about leading your sales department through the rest of Q4

Add the holiday season to any one of the above scenarios and you’re on the road to burnout. So what can you do? Tap the brakes.

Ways to Combat Holiday Burnout

Take a day (or even just half a day) of vacation and get your hair done; particularly if you get a paid holiday off this month. The extra time spent on your appearance will make you feel better
Phone a friend. We’re all feeling a little mental right now. Find out how he is coping. Stay connected to people; especially the ones you care about and who care about you
Find your release. Take a walk outside. Listen to a true-crime podcast. Take a power nap. Snuggle your pet. Browse memes. Whatever it is, take fifteen minutes to decompress
Change your scenery. If you’re working from home, don’t conference call in the same room every time
Do something holiday themed. Wrap a Hanukkah gift. Bake Christmas cookies. Plan the Karamu menu. Switch to egg nog instead of coffee

I can’t believe I just suggested a drink other than coffee.

What are you doing to battle holiday burnout? Please share your tips and tricks in the comments section.