When Solutions Become Distractions

Every once in a while, I have one of those annoying dreams in which either I am lost or I have lost something (coat, phone, keys, wallet, luggage, passport, password, tickets, directions, dog, etc.) and no matter what I do in the dream the situation keeps getting worse. The dreams are unsettling enough, but according to DreamStop they also might signify I have lost out on one or more real opportunities during my waking life. Ouch! Then a few nights ago I dreamt I was in a hotel room trying to pack my bags to come home but I couldn’t fit everything into my luggage because I kept finding things in the room that I had lost in prior dreams. I need to visit that hotel.

Back in 1919, when Walter Chrysler left General Motors, he was involved in a bitter disagreement with GM founder Billy Durant over Durant’s operating priorities, his management style, and what Chrysler viewed as his refusal to recognize untapped opportunities to control costs and improve efficiency. Chrysler was later quoted as saying:

“The reason so many people never get anywhere in life is because when opportunity knocks, they are out in the backyard looking for four-leaf clovers.”

I thought of Chrysler’s four-leaf clovers recently after speaking with an insurance executive friend about his claims operation. He told me he was under pressure to demonstrate improvement in his results, and he had concluded that some sort of clever, disruptive solution might be just what he needed to relieve the pressure and demonstrate his commitment to innovation. He didn’t have anything particular in mind, although he had read about insurtech, and artificial intelligence, and digitalization and they all sounded promising to him. What did I think?

Not all of us perceive opportunities in the same way, of course, and I'm grateful for that since much of my work the past few years has involved helping claims executives recognize problems and identify opportunities. Sometimes it's useful for an executive to kick things around with someone who might bring a different perspective. Not always, though, and I knew after this conversation, that my friend was ready to move into solution-mode without first analyzing the problems he needed to solve. That's not usually a formula for success.

So I suggested that he back up and focus on identifying the operating problems (and root causes) that were dragging down his results before he began to evaluate solutions. What kind of improvement in his results was necessary? Did he have a problem with claim cycle time, closing ratio, customer responsiveness, decision making, productivity, expense control, loss cost management, staff turnover, workloads, quality, or something else? What had to change? What was his timeline? How would he measure success? He became so quiet I thought we had been disconnected, but it turned out he was just disappointed with my advice. He wanted to deploy “cutting-edge” solutions, not slog through an endless, boring analysis of problems, root causes, and the cost/benefit of potential fixes. He wanted the instant gratification that comes from an immediate solution, and why not? Who doesn’t want to be known as a “solution-oriented” leader?

Well, solutions are wonderful, but only when they directly target the problem or opportunity at hand. If they don’t, even though they might seem interesting or promising, they are distractions. Like Chrysler’s four-leaf clovers, they can cause us to miss out on opportunities, and that’s not a good thing in the work world, as writer Adam Hochschild so eloquently reminds us:

“Work is hard. Distractions are plentiful. And time is short.”

I don’t know what my friend ended up doing to improve his results, but I do understand how he got distracted. The siren call of a well-marketed solution can be captivating, and when we are under pressure and something resembling a solution knocks, we tend to open the door wide, even when we can’t afford the distraction. In business, falling in love too early with a solution can be a real problem. In everyday life, not so much.

I’ve been struggling for years to convince myself that I need to buy a vintage Jeep Cherokee, even though I realize the vehicle represents neither an opportunity nor a solution for me. I don’t need another vehicle, I don’t have space for one, and I’d rather spend the money on something else. Yet I persist because the search has become a harmless yet entertaining distraction which, unlike my hard-working friend, I now have the time and freedom to enjoy!

Dean K. Harring is a retired insurance executive who now enjoys his time as an advisor, board member, educator, and watercolor painter. He can be reached at dean.harring@gmail.com or through LinkedIn or Harring Watercolors

Why Work Doesn't Work

“The price of anything is the amount of life you pay for it.” –Henry David Thoreau

I spent most of my working life inside insurance companies, and as my job responsibilities increased, my workspaces improved dramatically. I started my career at a desk in a noisy bullpen with about fifty other people, and I ended it forty years later in a hushed and private executive office suite, but one thing was constant: I always had difficulty getting my work done while at work.

Noisy people, piped in music, ringing phones, scheduled meetings, ad hoc meetings, offsite meetings, committee meetings, meeting invitations, scheduled and unscheduled visitors, emails, text messages, and seemingly endless requests from colleagues for input, collaboration or assistance interfered with my ability to focus and concentrate. So I came in early, and stayed late, I worked at home at night, or on the weekends, and on flights, in the quiet car on the train, and in hotel rooms, just so I could function without those interruptions and distractions. Many of my colleagues did the same thing. We were convinced that there weren’t enough hours in the work day to get our important work done, so we willingly exchanged “life” time for more “work” time.

Once I retired I realized that most of the work accomplished in those extra hours might have been urgent, but it wasn’t really that important. In retrospect, we probably would have been better off tackling the underlying problem, i.e., redesigning our workplace and reframing our work styles to make it possible for folks to actually get their work done while at work.

This all came back to me again recently when I listened to an HBR IdeaCast in which Basecamp CEO Jason Fried was interviewed by HBR’s Sarah Green-Carmichael. The topic: Restoring Sanity to the Office. You can read the full interview transcript and/or listen to the interview here. Some highlights of Fried’s observations:

• You know, people go to work. And when you actually ask them when they get the work done it’s not typically during the day. It’s early in the morning, late at night, on the weekends, on a plane, on a train, somewhere else. And that’s always bugged me. It just doesn’t seem right.
• It seems like something that, for whatever reason, people put up with. But they really shouldn’t.
• It’s very hard to do really good work when you’re constantly being interrupted every 15 minutes, every 5 minutes, every 20 minutes, every 30 minutes.
• Certainly there are some meetings that need to happen. But my point is that I want to push back on the fact that the meeting is the first resort. I think it should be the last resort.
• The idea that we should just layer in more time because we’re inefficient with it and we waste it– I think, basically, if you really break down your day there is more opportunity to waste time than to use time in many companies.

Fried delivered a TED talk in 2010 (Why Work Doesn’t Happen at Work) in which he identified the cause of the “work not happening at work” problem as M&Ms (Managers and Meetings.) Both interrupt work, and work interrupted can be every bit as damaging as sleep interrupted!

I work from home now and I control my own time and project schedule, so almost all my interruptions are voluntary and any distractions and time-wasting are of my own making. I work in a comfortable, quiet room, at my own pace, and I take breaks whenever I want to walk, or play with the neighborhood dogs, or fill the birdfeeders, or work on a watercolor portrait. I don’t have a manager interrupting me, and I only go to meetings I find interesting. I still keep a calendar, of course, but I have a different tool installed on my desktop that helps me think about how I am spending my time. It is called the countdown clock, and I installed it right after I heard Kevin Kelly (founding executive editor of Wired magazine) describe it during a Tim Ferriss podcast a while back. Based upon my birthdate, actuarial tables and a few other factors, the clock estimates how much time I likely have left on this earth.

You don’t have to be retired to use the countdown clock—it is nothing but a gentle, sobering reminder that time flies, no matter how you spend it. Kelly said it helps him think about what’s important each day. It helps me do the same thing, but it also helps me remember that exchanging “life” time for “work” time during my career probably wasn’t quite as important and necessary as I believed it was at the time.

Intrigued? You can read more about the countdown clock at Kevin Kelly’s blog and hear him talking about it in a short 2007 NPR interview here.

Dean K. Harring, CPCU, is a retired executive who now enjoys his time as an advisor, board member, educator, and watercolor painter.  He can be reached at dean.harring@gmail.com or through LinkedIn or Twitter or Harring Watercolors