5 Reasons To Keep A Work Diary

Many historical figures kept work diaries or journals. Ben Franklin, John Adams, Andy Warhol, and countless others have recorded the events of their day in some form. While these historic diaries are incredibly fascinating for us to read today, the benefit they gave to the writers was probably far greater.

Richard Branson has written bestsellers based largely off of his years of recording his daytime thoughts and working experiences into journals. Reading Branson's thoughts motivated me to keep a loose log of work and life experiences as well. The ritual has helped me immensely, probably more than any other work or time management "hack."

My process is pretty simple: At the end of each day I'll recount what worked, what didn't, and some other random things that happened during the day. There isn't a lot of structure, just merely stream of thought that lasts about fifteen minutes. Sometimes I'll vent in wordy prose, other times I'll just make a quick list. I've found that it's not so much what or how I write, but rather that I do it. The results have been profound for me. I'd recommend this practice to anyone. Here's why:

1. The release

If anything, it feels good to unwind and recount the bits of the day. There's something about the finality in writing something down on paper that makes it more real, and makes the memories stronger. I doubt I'd be able to remember half of what I did throughout the day if I didn't recount them. It also helps with answering that recurring question of "Where did the day go?!"

2. An honest overview

If you're like me, you keep lists of stuff that needs to be done throughout the day. I've had days where the morning started with 15 things on the list, and ended with 13 left undone. Ouch. Yet being able to recall the day allows me to see some of the other things I did get done that weren't on the list.

3. See the wins

We often forget the things that we got done during the day for lots of reasons. We're taught at an early age that what we do isn't as important as what we didn't do. After all, what we don't get done often impacts us more in work and other social settings. This causes us to automatically shove the stuff we did accomplish into the back of our minds, and fret about the undone. However, focusing on what we have done—the wins—in our day rejuvenates. Going to bed looking at what was accomplished can be a massive motivator to help start the next day, and can keep us from closing the day on a sour note.

4. Minimize your mistakes

One definition of insanity is repeating the same process over and over again, while expecting a different outcome. Similarly, it's easy to plow through each work day like the last, without giving a second thought to the events of the day. This is especially true for our bad days. On our worst days, we simply want to unwind and not have to relive the nightmare that was the previous working day. But it turns out the worst parts of our days are important to remember as well (even though it stings). Reverse engineering what went wrong is helpful to ensure it doesn't happen again, and work journals are perfect for this.

5. A new perspective on your day

The most helpful part of this exercise for me is getting perspective on what my days end up looking like.  After a particularly bad day last month I reflected, stiff drink in hand, on all the events of the day. This helped me to see that my day wasn't as bad as I had remembered it. In fact, it was a really decent day, minus a couple setbacks towards the end. In my mind I had made these setbacks out to be more important than they were. The day wasn't a total loss after all! Perspective is everything.

As our days move by us faster and faster, it becomes that much more important to take a breath, and reflect on what happened during the day. Without the perspective of our days, we can't really take satisfaction in our big wins, nor can we learn from our mistakes.

"Buy Put" Stock Option Investment Strategy"

A stock option is a contract that gives investors the right, but not the obligation, to buy or sell 100 shares of stock at a strike price by a set expiration date. A "call option" enables investors to "lock-in" a price for a particular stock (the strike price) for a premium. If the stock price goes above the strike price by enough to cover the premium paid for the "call option" and any commission fees, the investor will make a profit. Should the stock price never reach that strike amount, the investor only loses the premium, and any commissions paid. In other words, "call options" have unlimited potential profit with minimal risk, which make them good investments during bull markets, where returns continue to outperform historical norms.

A "put option", however, is a better investment option during bear markets, when returns are below historical averages. A "put option" gives the holder the right (but not the obligation) to sell 100 shares of stock at the strike price to the writer of the option. In other words, the writer of the option is betting that the stock price will rise above the strike price. Using the "buy put" stock option investment strategy means that you are betting that stock prices will go down---and the lower the better!

The more "bearish" you feel about the market, the better the "buy put" stock option strategy becomes. Thus, for the price of the premium, the investor locks in the right to sell the 100 shares of stock reserved by the option to the writer at strike price.The lower the stock price goes, the more profitable the option becomes. The investor would be acquiring the 100 shares of stock at a cheaper price (if he/she does not already own it), but is guaranteed to sell the option to the writer for the (higher) strike amount. The larger the gap between the actual stock price and the strike amount (at time of expiration or when option is exercised), the greater the profit.

The maximum loss for an investor using the "buy put" stock option investment approach is the premium paid plus commission fees. If the expiration date arrives and the stock price remains above the strike price, then the loss is total, and the option is worthless. The break even point for a "buy put" option is the exercise amount of the stock, minus the premium and commissions.

"Buy put" options are also susceptible to decay, as their value continues to decrease as the expiration date grows nearer. The only variable that affects decay is the overall volatility of stock prices. When the market is more volatile, the rate of decay will slow. However, when prices are steady and consistent, the rate of decay will actually increase, since predictable prices mean that the time decay is also predictable. For investors who believe that they are in a bearish market, however, the "buy put" stock option investment strategy may be a good one with limited downside.

Easy Answers to Tough Interview Questions

If you were invited for an interview, you’ve conquered half the battle; the recruiter already thinks you can do the job based on your resume. The next half, though, is about proving them right. Things like body language or your outfit play a part, but only a supporting role to what really gets the spotlight: how you answer those tough questions. Here are some tips on how to deliver.

Q: “Tell me a little about yourself.”

What they’re really saying: “I’m trying to figure out why you want this job and if you’re a good fit.”
What they’re not saying: “Tell me a funny story from your frat days or what you watched on Hulu last night.”

There’s a way to be honest, express your individuality, and still tailor your answer to their expectations. For example:

A: “I studied social work at the University of Michigan because I knew it would be the best way to apply my passion for people. Since then, I’ve worked as a counselor for refugee agencies, where I became more informed of global, systemic issues. Those experiences paved a specific long-term career path for me, which is why when this position opened up, I knew it would be a good fit.”

Notice that the answer has a chronological, thematic structure. Your answer doesn’t have to be so formulaic, but the interviewer’s takeaway should be that applying for this job was the next natural step.
Q: “What are your weaknesses?”

What they’re really saying: “You’re not perfect, so how do you compensate?”
What they’re not saying: “What are your weaknesses?”

Employers are moving away from asking this question, but if you get it, avoid either extreme, i.e. sounding fake (“I work too much”) or too transparent (“I’m not very punctual, I tend to lose things,” etc.) It’s all in how you spin it:

A: I pay incredible attention to detail, but sometimes it causes me to miss the bigger picture. I’ve been working on that by approaching projects from a bird’s-eye view throughout the process.”
Q: “How do you handle stress?”

What they’re really saying: “Do you have good problem-solving, time-management, and decision-making skills?”
What they’re not saying: “How do you unwind?”

Cite at least one–if not all three–skills in your answer, and use a specific example. Sometimes a personal answer can work (e.g., I exercise three times a week to stay balanced), but it’s safer to answer how you handle stress or pressure on the job.

A: “In stressful situations, I take a step back and analyze the best ways to solve the problem. For example, in my previous position, there were moments of high volume that were stressful. In order to provide quality customer service to each individual, I prioritized their needs, quickly assessed which cases could be handled by colleagues, and addressed the most urgent situations first.”
Q: “What would others say about you?”

What they’re really saying: “Are you a good fit for our team?”
What they’re not saying: “I care what your friends and mom think about you.”

Always answer this question based on what previous colleagues and employers would or have said about you. Include any weaknesses to give a well-rounded answer, too. Don’t be afraid of commenting on relational skills.

A: “I’ve been consistently commended by employers for my initiative and ability to think outside the box. My colleagues would say that I’m willing to go above and beyond to get the job done, and that I value working relationships marked by mutual trust and respect.”
Q: “Where do you see yourself in five (or ten) years?”

What they’re really saying: “Do you know where you’re going in life, and are we a part of it?”
What they’re not saying: “Tell me the truth.”

If the job is an entry or even mid-level position, chances are that they know you won’t be there in five years. They’re testing to see whether you’re stable, reliable, and have clear goals. Start with the big picture, then narrow down to the specific company and/or position.

A: “I see myself at a creative marketing firm that pushes the envelope. My goal is to be a senior copywriter that oversees and ideates multiple projects, and I see this position as the starting point.”

These just scratch the surface, but remember these recurring principles when interviewing : be confident, be specific, and be honest–just not too honest. Looking for more interview tips? This video is full of gems that you can use to ace your next interview:

Useless information

Funny but relatively useless information

1. A rat can last longer without water than a camel.
2. Your stomach has to produce a new layer of mucus every two weeks or it will digest itself.
3. The dot over the letter "i" is called a tittle.
4. A raisin dropped in a glass of fresh champagne will bounce up and down continuously from the bottom of the glass to the top.
5. A female ferret will die if it goes into heat and cannot find a mate.
6. A duck's quack doesn't echo. No one knows why. (except in Salford, Manchester. The University of Salford conducted an experiment proving this much quoted internet fact to be a fallacy. So there you go, never believe anything you read on t'internet http://www.acoustics.salford.ac.uk/acoustics_info/duck/
7. A 2 X 4 is really 1-1/2 by 3-1/2.
8. During the chariot scene in "Ben Hur", a small red car can be seen in the distance.
9. On average, 12 newborns will be given to the wrong parents daily.
10. Donald Duck comics were banned from Finland because he doesn't wear pants.
11. Because metal was scarce, the Oscars given out during World War II were made of wood.
12. The number of possible ways of playing the first four moves per side in a game of chess is 318,979,564,000.
13. There are no words in the dictionary that rhyme with orange, purple, and silver.
14. The name Wendy was made up for the book "Peter Pan". There was never a recorded Wendy before.
15. The very first bomb dropped by the Allies on Berlin in World War II killed the only elephant in the Berlin Zoo.
16. If one places a tiny amount of liquor on a scorpion, it will instantly go mad and sting itself to death.
17. Bruce Lee was so fast that they actually had to s-l-o-w film down so you could see his moves.
18. The first CD pressed in the US was Bruce Springsteen's "Born in the USA".
19. The original name for butterfly was flutterby.
20. The phrase "rule of thumb" is derived from an old English law which stated that you couldn't beat your wife with anything wider than your thumb.
21. The first product Motorola started to develop was a record player for automobiles. At that time, the most known player on the market was Victrola, so they called themselves Motorola.
22. Roses may be red, but violets are indeed violet.
23. By raising your legs slowly and laying on your back, you cannot sink into quicksand.
24. Celery has negative calories. It takes more calories to eat a piece of celery than the celery has in it to begin with.
25. Charlie Chaplin once won third prize in a Charlie Chaplin look-alike contest.
26. Chewing gum while peeling onions will help reduce the number of tears.
27. Sherlock Holmes NEVER said "Elementary, my dear Watson".
28. An old law in Bellingham, Washington, made it illegal for a woman to take more than 3 steps backwards while dancing.
29. The glue on Israeli postage is certified kosher.
30. The Guinness Book of Records holds the record for being the book most often stolen from Public Libraries.
31. Astronauts are not allowed to eat beans before they go into space because passing wind in a spacesuit damages them. Not to mention the other drawback to passing gas in such a confined space....
32. Bats always turn left when exiting a cave
33. The Guinness World Record for holding the most Guinness World Records is set by Ashrita Furman , who has broken over 303 official Guinness World records
34. The first British Cyclist to ride 25 miles in under one hour was Ralph Dougherty (1939). Ralph Dougherty was also the first cyclist to be disciplined for failing to wear black socks (which at the time were compulsory because in early time trials, cyclists had to look 'inconspicuous' because initially cycle races were banned in Britain) - Cycling Facts
35. The annual coal carrying world championships is held every year in Gawthorpe, Yorkshire. The ideal weight of the winner is said to be 10st 7lb and the most successful entrants are window cleaners, builders and farmers Yorkshire Facts

Elephants are Best Eaten One Bite at a Time

As far as vices go my compulsive, obsessive fascination with the Civil War is probably one of the least harmful ones on which to waste an unjustifiable amount of time, money and energy.  One observation I made from all of the rooting around old archives and tromping around old battlefields is that, had the people of the north known what they were getting into, it never would have happened.  At the outset, the War was not defined as one aimed at freeing the slaves.  Instead it was a patriotic endeavor with the goal of preserving the union.  And the expectation was that it would be relatively bloodless, lasting a few months or so.  Men joined the army to get in on the glorious adventure, much more so than to sacrifice their lives for a great moral cause.

Had anyone known that the War would last four years and that over 600,000 Americans would be dead before it ended; or had Lincoln defined it up front as he did at Gettysburg in 1863 as an ordeal necessary to put teeth into "the proposition that all men are created equal", few would have signed up for it.  The magnitude of the investment in lives and treasure was enormous, and the benefits of putting an end to slavery and defining United States as a single entity were far too intangible to justify such a price.  The War grew piece-meal, ramping up one battle and one event at a time until the purpose became clear, success became feasible, and the cost seemed worthwhile.

I have come to be convinced the lean journey is similar.  Those of us who are lean purists and lean idealists, especially those of us who have been to the mountaintop and seen the other side - just how comprehensive the successful lean transformation must be - are perhaps too quick to criticize those organizations that initially see lean as the simple deployment of a few lean tools.

In Toyota Kata, Mike Rother compares the lean journey to a long flight of stairs, with problems lying on each step.  From the bottom of the staircase it is impossible to see all of the problems or even how may steps there are.  But as the problems are solved at each step, we rise and can see a little bit further up the staircase and we learn what the next problem is to address.

When we tell the organization right from the get-go that the flight of stairs is endless, and that to climb it a complete overhaul of how everyone thinks, and replacing every system in place will be necessary, all for benefits that are not easy to explain - largely because no one can really understand the benefits when they try to do so through the dysfunctional accounting and metrics lens we are looking to replace - we are met with resistance and skepticism, if not outright rejection.

An article in the Albany Times Union sings the praises of the lean commitment made by the governor and the state of Iowa, and urges the state of New York to do the same.  It would be easy to scoff at the lean approach in Iowa:  "Iowa has an Internal Office of Lean Enterprise that has completed 142 lean events ... a law was signed requiring all executive agencies to undertake lean events."  We know that no one can become lean simply by leaving the culture, systems and basic organization intact and simply running a bunch of lean events, then sending the participants back to the same old organization that created all of the problems the kaizen events aimed at fixing.  This 'Kaizen Kowboy' approach to lean never accomplishes much.

Better to withhold judgment, however.  What matters is that all of those events enable the folks in Iowa to climb another step, and see the next batch of problems.  They still can't see the obstacles to excellence or the necessary solutions in their entirety, but they should now be seeing a little more than they could before.  What matters is not whether they see and begin gorging on the whole elephant, but whether they see and commit to the need for taking the next bite.  So long as they keep climbing the stairs one step at a time, they will be fine.
The problem with companies like GM and Delphi was not that they started off with a similar tools-based view of lean, but that they used those tools to climb and see deeper problems - then ignored them - rationalized their way out of addressing hem - opted to never climb higher than the tools took them.  In fact, just about every organization begins with tools.  There is no shame in that.  The key is whether they use those tools to climb, or quit when they encounter the next obstacle.

By Bill Waddell