Life lessons from Elon Musk, Winston Churchill and my Grandma Lois

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It’s the end of the summer holiday season and most of us will have taken some time out from work to relax and enjoy the company of friends and family. A chance to recharge the batteries and often a chance to restore perspective.

Ironically Elon Musk, CEO & founder of Tesla, the electric car manufacturer, has not taken the time to recharge.

The headlines would suggest that he needs the rest more than most. “This year has been the most difficult and painful year of my life” he said in a recent New York Times interview.

He went on to reveal that he has been working 120 hours a week, often sleeping in his factory and not leaving for 3 or 4 days at a time, including the entire 24 hours of his birthday. He also confessed that when he isn’t working he struggles to sleep and resorts to taking sedatives. The result? Several poorly judged public statements which generated scathing headlines and damaged his reputation. He tweeted that a heroic rescue diver in Thailand was a “paedo guy” and accused analysts of asking “bonehead” questions. Musk has since apologised and blamed sleep deprivation. So, not the outcome you hoped for after all those hours of work Elon. And that’s not the worst of it. He further revealed “This really has come at the expense of seeing my kids and seeing my friends”

Surely he could see the signs. Surely his friends and family have been warning him to change. But Elon had lost perspective.

It reminds me of 2 other stories. One of Winston Churchill and another closer to home…

Winston Churchill, our national hero, at the height of the Battle of Britain in 1940 was showing so much strain that his long-suffering wife Clementine penned him a very personal and direct letter. She told him the strain was affecting his behaviour and implored him to be more mindful of how he interacted with others. It was a brave and personal plea which could only come from someone so close to the anxious PM. She signed off “Please forgive your loving devoted & watchful Clemmie”. The rest as they say is history!

Such stress and strain is not the preserve of Prime Ministers in war or leaders in global industry. In fact it is far too common throughout the modern workplace. The statistics on stress are themselves enough to induce anxiety on the part of anyone who cares to listen.

I am thankful to my Grandma Lois who, in 2001, wrote me a similar letter to that of Clementine Churchill. I was working very long hours, verging on burnout. The strain was evident in my personality, my health, my judgement and my relationships with friends and family. The letter was personal, frank and it was brave. She knew she risked a negative reaction with potentially disastrous consequences for our relationship. But she loved me too much to stay quiet. Thankfully her message hit home. It made me stop and think. Later that year I resigned my position and took some time out. The following year Grandma Lois passed away. I still have the letter and I will be eternally thankful for her wisdom.

So, what can you learn from Elon Musk, Winston Churchill and my Grandma Lois?

Are you feeling the pain and pressure at the moment or are you helping to relieve it?

If you want to change, start like me, by taking some time to listen to those around you who love you enough to tell you straight.

My mission now is to help others to avoid a similar fate to that of Elon Musk. Coaching and developing leaders and teams to work smarter, achieve more and live better.


Written By: Simon Goodison

The problem with productivity… (and it’s not what you think)

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Improving productivity isn’t just about staff learning new skills;  it’s also about organisations themselves acquiring a new productivity mindset

Talk to any CEO or FD (as we do all the time), and the likelihood is that of all the things they worry about most, it’s ‘productivity’ that either comes top, or is very nearly top of their list.

Why? Well, the fact of the matter is, Britain has a longstanding ‘productivity problem’. Last year an All Party Parliamentary report concluded that UK output, on a per-hourly basis, was 17% lower than the G7 average. Not only is this the widest it’s been since 1992, but overall output per worker is 19% lower. Of all the G7 countries, only Japan performs worse.

In some respects it’s easy to see why this is the case. In industrial Britain, pulleys gears and mechanical processes dictated people’s output. But in today’s service-dominated economy, staff are no longer working production lines; they are no longer regimented by structure – and the reality is, that in these structure-less circumstances, consistent productivity is a pipedream. Not only do employees face an unrelenting tide of emails, meeting requests and miscellaneous activities that fritter away their time, most offices are open-plan – which also means ‘work’ is itself a fertile ground for interruption & distraction rather than focused concentration

And yet, despite all of this, perhaps the biggest problem with productivity is less that it actually exists (for this is almost a post-industrial certainty), but more the fact organisations don’t think it’s something staff can be trained & developed to improve.

Let me explain. Employers spend thousands of pounds putting their staff on all sorts of other courses, the latest of which is ‘resilience’ training – the new silver-bullet. But, really, all this does is reveal that organisations are looking at things the wrong way round. When you think about it, wanting staff to be more resilient isn’t really very good for employees at all – because it’s about firms saying they want their staff to take on even more work – just not feel as swamped by it.

The fact is, piling people up with more work isn’t a long-term answer to solving low productivity. The only answer is to make people better in dealing with their time in the first place. It’s a subtle, but important difference.

Companies we work with who recognise productivity is a learnable skill see the sorts of improvements resilience-led employers can only dream of. Clients that learn our productivity skills [being disciplined about time; having a system for planning the day; setting achievable lists; building-in interruption time; and working out periods of better ‘flow’] report productivity gains of 10-15%. Or, to put it another way, each member of staff gains around three days extra per month. These are gains that make a demonstrable bottom-line difference.

And it’s worth remembering something else too. Improving productivity isn’t just about staff learning new skills; it’s also about organisations themselves acquiring a new productivity mindset too.

So often we hear that people ‘fear’ being seen to be more productive and efficient than their co-workers – simply because they don’t want to be swamped with more and more work. Yet, it’s this culture of fear that maintains mediocrity and what encourages the ‘good enough’ (rather than ‘great’). Shouldn’t employers be striving for something better than this? Don’t they want to encourage their staff to be better bosses of themselves, so that they willingly grasp new opportunities; from a starting point of engagement rather than ennui?

What we find is that when employees feel in control, and have the tools they need to manage their time properly, they no longer just want to do the minimum, or just do what is good enough. They soon discover that with the time they have spare, they want to do more, suggest new things, take on new projects, simply because they’ve grown to want to do their jobs well again. Engagement is a powerful feeling to foster. Firms full of people that are highly engaged are proven to be more productive too. What’s not to like about that?