When a client is struggling with a behavior, I ask them to keep track of the specifics for a week or so.
- If you fail to delegate, what are the circumstances
- If you accumulate piles of paper, what is the source
- If you’re late, what is the cause
- If meetings derail, what caused it to go off track
- If you struggle giving feedback, what do you fear
- If you leave work exhausted, what is the biggest source of energy drain
- If you’ve got a low performer, where is the gap
By identifying the specifics, it’s possible to see patterns and themes and then to develop systems or strategies to alter the behavior. For example, if you don’t say “no” as often as you probably should, is that because you’re saying “yes” to help people as only you can or “yes” to take on new tasks that others could do? When you understand the difference, you may be able to create boundaries that help you decline requests without guilt.
Think about where you get tripped up and see if a week of tracking doesn’t shed the necessary insight required to resolve your issue. It’s hard to address generalities.
