012 Don’t Work For Money

In one of our previous episodes we discussed one of our readers who sent an email about being content where they are. During the course of our discussion we touched on not working for money. Today we will talk about what exactly that mean. Everybody believes that they work for money. You make a deal and sell your lifetime: eight hours plus commute and then you receive money for your real life. This started in the Middle Ages, or perhaps even thousands of years ago. As professionalization kicked in people began doing the stuff that they were good at for a living. 

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"Don't survive, thrive!"

If you are doing this, you are being average! And I want you to be excellent, not average. The question that you need to answer for yourself is: why are you here? If you just want to live, make babies, watch them grow, and then die this podcast is not for you. This is 2019, almost 2020. Don’t survive, thrive! Now you can make a legacy and leave something. A single person can affect hundreds of thousands and millions of people even after they’re gone. Most of our listeners are based in Western Europe. You are living in where you can do whatever you want, whenever you want.

The world is full about five billion people who have a reason to suffer. If you live in in Western Europe, then I am sorry to say you do not have a reason to suffer. Although the word ‘consequence’ has a negative connotation, there can be positive consequences for a certain action. I worked my ass off to get this company off the ground and now I face the consequences: I can work whenever I want for as long or as I want.

"If you don't like your job, go somewhere else!"

If you don’t like your job, go somewhere else! My intention is to give you an idea of your opportunities and options. My invite is don’t live an average life, live an awesome life. So why not work for money? Because life is too short to suffer. Everyone loves money, but is it that colored piece of paper that brings you happiness? Or is it the possibility of things that money can bring? Don’t go to a crap job only for the money. Instead, have your focus on what you want to do with your life. 

"Understand your meaning, your purpose!"

Unfortunately, people tend to live in extremes; either I work in an office in a job I hate, or I sit on the beach all day doing nothing. Why can’t you work your job, but in your free time work on monetizing a passion so that you can end up doing something that makes you happy but also provides an income. Work for entertainment. Work for fun. Understand your meaning, why you’re here! Life’s too short to suffer, so don’t work for money!

Stay in lead!

OLAF KAPINSKI 🙂

Transcript

Okay. How are you today, Olaf? Very, very good.

So last time, maybe we had such a good time talking about the excitement of moving to a new place, that we forgot to speak about how to bring in our positive attributes or positive habits from our old company and negating the effects of going to a new place and getting all of these bad habits.

So bringing the positive and not absorbing the negative from the new company.

How would you deal with that in this instance?

I think that always starts with the decision from yourself. Honesty and then a decision.

So honesty, when you say, how do we keep the good habits? And how do we leave the bad habits in the old company, right?

That means you need to have clarity on your habit.

This is what I mean with honesty. Be honest with yourself.

Enough people lie to themselves like “Okay, I wanted to lose weight.”

And if I don’t see myself eating the last piece of pizza at midnight as I woke up, then nothing happens. Know this is only this one piece.

Do it. You’re betraying yourself, right? So, understand.

And be honest with yourself. What is the stuff that you don’t want to do any more?

And what is this stuff that you want to do? Okay. I don’t believe in cutting or eliminating bad habits, because the habit was a filler for something

So for example, you say you eat those rubber bears.

What’s the word of those? From Haribo? Gummy bears. You are addicted to these gummy bears. No. Say “I don’t want to eat them anymore.”

It will not work when you say I will not eat them anymore, because your body is used to getting into this box where you keep them and just have one.

It doesn’t work to not do this anymore.

What works is when you replace this with something. Let’s say you eat chewing gum instead, so all the time everywhere. When you said I need to have one of these gummy bears, you go for a chewing gum.

This works so the body can replace one habit with the other habit.

And then maybe later on, you can replace the chewing gum with drinking water, and then you’re off this.

Okay, but going from “I eat this and then I don’t?” I haven’t seen this working for average people successfully and sustainably.

So there are always these super disciplined ironmen, and they just say no. From now on. No smoking and I am running the marathon at Christmas. And we have November now.

Yeah, and they do it Cool. Superhumans. Love it.

Yeah, this is not really me and right. First, understand what your bad habits is, then replace it with something else.

So let’s go onto leadership and management: your friendliness.

My biggest point. Everybody behaves like a jerk because they are the superiors.

No, this is not right to behave like an asshole only because you have the corner office.

And by the way, if your company is just still on the level with corner offices and the parking slots closer to the entrance, then I would run.

It’s very often that you have people, especially everybody who works with me, understands I want to be more friendly over the day.

And I want to be more friendly means I don’t want to be angry anymore. So replace the angry with the friendliness in your brain.

So one proposal from I use: doors. In your average office building, you run through doors every other minute.

Every time you run through a door, you stop. You can stop. You stop your brain, you pull yourself up, move your shoulders up down and catch your breath. Head up, smile and then you continue walking.

Use the door frame as your anchor of doing this. Always be re-set yourself. I know how this is.

You’re running from one bloody business which was completely useless to the other one.

And you just spiraled down then I’m the same asshole as at the other company.

If you decided to gain then my advice when you go through a door frame  then you just really stop in the bloody door frame or afterwards. Not to block it, but to reset.

Take one or two seps, put your shoulders down? Turn the head a little. Head up, chin up, and smile. Then continue. It takes you one tenth of a second.

Reset the body. The brain follows.

Have an eye on yourself. It’s always the same. It’s not a magic when you are in this new company and you want to do this.

Or you just want to change nutrition habits, eating habits, whatever. It’s always the same.

So have an eye on yourself. It takes you some repetitions where you have to focus on it. But then it just continues to run.

Does it make sense? So the second thing is, when it comes to, I wouldn’t call these habits in the first place, more like techniques.

So a lot of employees complain that they don’t have appropriate time with their bosses to talk.

And I’m now not talking about a particular project or something. But just talk.

But just have available a space to talk with the boss and where she is there, where she’s listening. I don’t need to prepare anything.

It’s often enough that I know if I forget something this week, or again next week. We call this one month appointments, these things. You just simply introduce all of your management tools.

It is not an option for your employees to discuss your management tools.

I don’t care if they don’t like it. I mean, we’re not here to like it. We’re here to be effective, to just deliver.

And if I believe, as I’m the new boss, that this is the tools that we use, we use these tools and we will make one on one episodes later on.

Each of these tools require a proper introduction into the team meeting or into the team.

And then you just execute. Let’s take team meetings, for example.

I hear so many people saying “No, no, I just have a team meeting every year.”

Like what? We’re not talking about remote teams, I understand.

My last company I had I think 50 people or so across the globe. I had 20 close by and then these 50 across the globe. Across means some in China, some in Brazil, some in America.

You cannot have a physical team meeting every other week. That would skyrocket expenses.

But you have got to meet them. When? When you have some China in and some in America, you don’t even have this in one shift.

I had two virtual team meetings every week. And this is not optional?

“No, boss, you need to understand this. It’s a nice new idea, but we’re too busy to do this.” You say, “You are too busy.

No, you’re not gonna make time. I make time for you.

You tell me what you got to do. And I prioritize for this.”

Now everything is too important. Okay? Tell me what you have. Probably just lunch or a coffee break.

So usually employees are not too resistant to the new boss.

They are very often very surprised, but they usually take notice.

One thing that we forget, I think in the last episode, one of the first and most important information that you have to find out about your new team when you’re in this new company. This is the first week and you have the new year. New employees.

Find out from your boss, not from your employees. Find out from your boss which off your new employees wanted you and your job.

If you have this one person who wanted your job, then you want to understand from your boss why didn’t get it.

You want to know this. You would never talk about it.

But you need to know who is the person who wanted your job.

Who is now disappointed, who thinks you’re an asshole, by definition, because you stole his job.

You want to know this. You’re not confronting this person with it. But you want to know this? You have an eye on this person.

This person has three options. He could change it. He cannot really change it. But he can make politics and mumble around.

You’ve got to know. You need to know where the snipers are.

He can leave. Or he can decide “Well, guess what I don’t care. It wasn’t that important.”

If this person tries to intrigue, you need to know who the person is.

And then you give him a shot across the bow and then you fire him.

Intriguing is not an acceptable. You’re the new manager.

You have a new boss. You cannot risk that somebody goes around and lies around you.

So this is the radical extreme? Yes. Usually this person is a bit grumpy.

And then you better perform. If you’re just an actor who faked your way through the interviews, and this guy is seriously better?

So you better perform if you are self conscious. Yeah. I think this is a word which I was searching for.

If you’re self conscious leader, then you don’t have problems. You’re delivering.

You push it through your list, and then this other person sees that you are a good boss.

 

So then usually this man and I just disappear. If it doesn’t disappear, you need to know where the sniper sits, if there is a sniper. But you’re not confronting him. You’re not in the first team meeting saying “By the way, you are the guy who just lost against me.”

Some people would say if I know that person wanted my job, it makes it very difficult. If they’re doing their job, if they’re working, do not bring it up.

I guess if they are being that person that’s grumbling around the office and making noises to bring it up in, almost, like a gloating way.

But I like the fact that you said yes, it’s better to know, but no confrontation. Just information that’s for you to know.

You’re not making a big fuss out of it or talking about this. I mean, how can that conversation be?

“Yes, I’m your new boss, I heard you wanted to have my position. Now you don’t have it.

Yeah. Sorry. How do you feel now?” Well, what next?

There’s no positive outcome of that conversation. What do you want to achieve that?

So leave it there. He knows he doesn’t have this job. I’m saying he knows he doesn’t have this job. I’m not saying he lost.

Yes very often people want to have this job if the opportunity is there, but they’re not really ready to fight for it. Yes.

So this is maybe the reason why the boss said, “Well, not that guy.”

So leave it there and then just go push through it, drink a ton of coffee with everyone. Make friends and understand who is a jerk.

Don’t you tell them at the first week that they suck. Have an open eye on what’s going on.

Tolerate that things that go on that you don’t understand.

Write them on a piece of paper and keep them to yourself for six months.

If these things are still strange and you still don’t understand them then you go to your boss and say “Okay, I have a proposal.

We have this process which goes from A to C to B. What if we just eliminate C? And we go from A to B.”

So I understand everything is new.

I hear this so often when you’re the new boss, “You shall not make any decisions, in the first year.” I say my goodness, you are hired to make decisions. You cannot not do your job. What stupid advice! I think what they mean is be careful when you make decisions.

You know the space where you can make your decisions. You have your team lead and, you know, there is this new switch thing that needs to be done. And you understand all of that. And it’s your responsibility. Go make a decision fast.

On the other hand, there are other these other decisions.

Maybe you don’t re-organize the whole shop in the first week. Yeah, this is what they need.

Don’t blame the decisions of your predecessor. He made the decisions. “Your predecessor was an idiot. And he did everything wrong…” You’re never agreeing.

You’re never agreeing to any of these negative rumbles. You listen to it and at the second week you stop this like, “Okay, I understand that you’re not okay with him or her decisions.

She’s gone. We do it, we do the different way. And by the way, this is not a whining department.”

 

So you don’t appreciate these. It is ok to have the knowledge. But you don’t accept that. You don’t accept it so you don’t support the repetitions of these complaints.

So in essence, get to your job. evaluate the processes. Then if you know after a certain amount of time, your evaluations are complete, then you offer a proposal in order to streamline the process. It’s quite often that you then find the missing piece in this previous ACB example. Because it’s not obvious, but it’s important.

So assume that the others know their job.

Good. Cool. All right. Thank you Olaf. Bye.