An excerpt from the book The Transition Game, written by CFOLC member Greg Olney. For more information on Olney, scroll down.
There are 86,400 seconds in a day. Everyone has the same amount. The problem arises when we think we have more or less than 86,400. We’ll have an opportunity to sleep a quarter to a third of those seconds away, but what we do with the remainder is up to us. The constant is the time per day even if someone dies in the middle.
We don’t get one minute more in a day than we already have. We do NOT get 86,460 seconds in a day. We just don’t receive an extra minute. It gets really bad when leaders expect 86,460 or more seconds out of a day from the people that report to them. The worst thing I ever said to my wife was, “You can sleep when you’re dead.” What I communicated to her was that her time wasn’t all that important. She didn’t need that quarter to a third of her day. She had more than that. I was wrong.
The same thing will happen in business when the boss has an idea and wakes people up in the middle of the night with a call or an e-mail for something that could have waited until the next morning. People have their own personal schedules and we need to be sensitive to the fact that not everyone is on the same one. Leaders have no idea how much impact and power they carry. I know that whenever I enter a room where there are people that report to me, my mood better be spot-on. (Every move a leader makes is being watched, and that leader only has 86,400 seconds each day to work with.) Certain leaders may schedule e-mails to go out in the middle of the night just to show how dedicated they are and that the business demands focus. Those leaders aren’t communicating dedication and focus. They are communicating lack of care and lack of focus.
We can take 86,400 seconds and turn our lives around or carelessly waste each one. Do you take a few seconds to tell someone you love them? You may not have a chance after that 86,400 is gone.
About The Author
Greg Olney is a business and management professional with over 30 years in management of Finance, Operations, Client Service, Project Management, and IT with companies ranging from multi-million dollars to multi-billion dollars. He has consulted with large and small businesses to create new departments, improve service, develop people, and “projectize” organizations.
Greg lives in the Southern California area and utilizes his time with his wife and children while doing volunteer work. He also holds his Bachelor of Science degree in Finance, Real Estate, and Law from the California State University, Long Beach. In the past, he has attained his CPP (Certified Payroll Professional) and insurance licenses. He has expertise in developing people through programs involving Project Management, Leadership, Business Motivation, and industry-centric areas.
He has authored books centered around change management – The Transition Game, Commitment to Change, Why Change Fails, and (yet to be released) Restoration. All of these books describe the model he built about the transitional movement from the status quo to each person’s and organization’s commitment to change. Greg founded a business called GONATELLE, a consulting company, which focuses on Needs Assessment and Transition to the next Echelon while understanding Lessons Learned and Executing solutions. He lives out his purpose and has done presentations for people ranging from prisoners to presidents. His purpose is to affect change in others so that they can do great things.