In this episode, Founder of Working Simply, Inc., Carson Tate, talks about making any job your dream job.
Carson has a BA in Psychology from Washington and Lee University. She also holds a Master’s in Organization Development and received her Coaching Certificate at the McColl School of Business at Queens University. She has 15 years of experience working with organizations across the globe, helping them each to improve employee engagement, productivity, and efficacy. Carson is the best-selling author of “Own it. Love it. Make it Work”, a sought after public speaker, as well as a staunch advocate for fair and flexible workplace practices. Her Productivity Style Assessment featured in the 2017 Guide to Being More Productive by Harvard Business Review.
Today, we learn about the 5 areas that we need to explore in order to make our current job the best job, and Carson gives us 3 ways to identify our strengths. She tells us about her Abilities Opportunity Map, and provides the tools to avoid the “inevitable burnout”.
Carson gives us the template we need to say “no”, we hear about the 15-Minute List and the importance of “protecting your 90”, and she gives some advice to her younger self, all on today’s episode of The Healthy, Wealthy & Smart Podcast.
Key Takeaways
“Any job can be your dream job because you define the dream.” You’re in a job – how do you make it the best job?Carson has identified 5 areas that we need to explore: Recognition and reward, Strengths, Relationships,
Recognition and Reward – What kind of recognition and reward do you need? “I’m talking about praise and acknowledgement.” We’re all human beings, and we really need to be seen for our work.
Strengths – What are those things that you do almost at near perfection? “You can’t not do them. Even on your day off you might try to do them… The reason they’re so important is because this is what you bring to the relationship with your employer.”
Relationships – Having real, authentic relationships at work is essential, not only for performance, but to be happy, fulfilled, and engaged.
Development – This is about owning your own professional development.
Meaning, Purpose, and Joy – Meaning is not defined by what happens to you; it’s your interpretation of the events in your life. “Every job has significance. Every job is meaningful. It’s up to you to figure out what that meaning is.”
There are 3 ways to find and identify our strengths: Reflection, Performance Reviews, and Highlighting Successful Tasks.“The relationship with your employer is a relationship, and any relationship is based on social exchange theory – both parties bring to the relationship and both parties receive. In a relationship that’s healthy, both parties work towards mutually-beneficial goals.” “When we are working from our strengths, the work is easier, there’s less effort but greater impact, more joy, and more flow.” “Even at the end of the darkest week, you can pull back and find a source of hope for the meaning.” “Every time you say no to something, you’re saying yes to something else.” “Clarity creates opportunity. Doing the work to identify what your dream job looks like opens up infinite possibilities for you in your current job and in future jobs.” “In play, that’s where you’re going to find those brilliant insights and connections, and the juice to not be burnt out. The one reason we get burnt out is we don’t play; we just work all the time.”
More about Carson
Carson Tate believes that work can be the full expression of who we are – the vehicle that takes us to a place where we reach the full potential of our greatness. As a visionary in the field of personal productivity and organizational excellence, Carson uses practical advice and empathetic training to guide and support her clients, helping them shine more brightly than they ever imagined possible.
A best-selling author, teacher and coach, for 15 years Carson has worked with organizations of all sizes around the world to help them improve the engagement of their employees, the productivity of their workforces, and the efficacy of their leadership. It is her mission to change how and why we work so that we can each make a greater impact on our own lives, on our communities, and on the world at large.
Central to Carson’s vision is her belief that when we do work that matters to us, it leads to greater success and wealth. It becomes the foundation of a harmonious life where we have the time, space, mental clarity, physical well being, and emotional energy to take care of ourselves and others.
Carson Tate is also the founder of Working Simply, Inc. where she equips organizations with tools, strategies, information and insights that inspire employees and leaders to use their gifts and talents to build their legacies.
Carson’s signature courses include:
Mobilize Your Inbox: How email can work for you. Work Well With Others: Find joy in teamwork. Work Smarter, Not Harder: Get up close & personal with work. The WORKshop: How To Work Simply and Live Fully. Carson Tate Masterclass: Own it. Love it. Make it Work.A prolific public speaker, Carson teaches audiences how to identify what success looks like from a personal and professional vantage point; how to move beyond the way we’re working today, into a new world of productivity and accomplishment; and how to “own it, love it, make it work” by breathing life and inspiration into work.
Carson is a staunch advocate and champion for fair and flexible workplace practices that create healthy, nurturing environments for workers everywhere. Her goal is to shift the focus from output to impact – our value as workers is meant to be measured by our contribution.
There’s nothing Carson loves more than connecting with people. In her uplifting and empowering courses, one-on-one coaching, speeches and workshops, Carson shares surprising ideas and insights that clients and audiences can immediately apply to create fulfilling lives that align with their values and priorities. She inspires people to craft a future for themselves in which their work plays a joyful role. Above all, Carson believes that work is where your mission meets your spirit.
Book Mention
Own It. Love It. Make It Work: How to Make Any Job Your Dream Job, by Carson Tate
Suggested Keywords
Productivity, Job, Work, Career, Burnout, Strengths, Relationships, Meaning, Opportunity, Possibility, Play, Recognition, Reward, Purpose, Reflection,
To learn more, follow Carson at:
Website: https://carsontate.com
Facebook: @thecarsontate
Instagram: @thecarsontate
Twitter: @thecarsontate
LinkedIn: https://www.linkedin.com/in/carsontate
YouTube: https://www.youtube.com/c/CarsonTate
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Read the Transcript Here:
Speaker 1 (00:00):
Hi, Carson, welcome to the podcast. I am happy to have you on Karen.
Speaker 2 (00:04):
I'm so glad to be with you. Thanks for the invitation.
Speaker 1 (00:06):
Absolutely. And now, today, what I really love to talk about is how to make any job, your dream job. So this is the title of your, well, the subtitle I should say of your book own it, love it, make it work, how to make any job, your dream job. So let's talk about how to do that because there are a lot of people now working in areas or positions or working in ways that maybe they didn't think they would ever be working because of the COVID pandemic. Right. So let's talk about making your job, your dream job. So how do we go about doing that? It's just an easy question.
Speaker 2 (00:47):
Easy question. I love the easy questions upfront, right? Yeah. Great. Well, first of all, let's go ahead and make sure folks aren't going to give me the eye roll forever. So here's, here's the qualifying statement. So any job can be your dream job because you define the dream. So to create your dream job means that you're going to identify what that is for you and not believe there's a one size fits all or a must or should, but it's what do you need to be engaged and fulfilled in your current job? Because the other reality for most of us is that we can't just quit and go be a lavender farmer. And the South of France that sounds blissful or entrepreneurship might not be the right option for all of us. So we're in a job and I don't want you to stay in suffer.
Speaker 2 (01:46):
So how do we make it the best job? So there are five areas that I found in my research and work with clients that we need to explore for ourselves. The first is recognition and reward. So what type of recognition and rewards do you need? So I'm talking about praise and acknowledgement because we're all human beings and we really need to be seen for our work. But Karen, you might be the kind of person that just wants the email, great job, Karen, that goes out to the whole team and you're like, Oh God, I feel good. I might be the person that wants yeah. The boss to stand up in front of the whole group, have me there and this great grand presentation of my excellence, but we're all different. And so it's knowing what I need is the first step. So admitting that you have recognition needs and knowing what those are.
Speaker 2 (02:38):
And then the second one is strengths. And so you're in health care and a bit, a lot of your listeners are as well, physical therapists. So you went into your profession because you had an interest in probably an aptitude in science and working with people. The second step is to really identify and own your strengths. What are those things that you do almost at near perfection? You were really good at you. Can't not do them. So even on your day off, you might try to do them. And as something you want to develop and grow, so you might read about it. You might take courses. You're the one that has the magazine that you want to look at. Those are your strengths. And the reason they're so important is because this is what you bring to the relationship with your employer. Your strengths are what enables your employer to serve their patients, their customers, and earn revenue.
Speaker 2 (03:37):
And so knowing what the strengths are, a column, your relationship currency with your employer, they're the gold. And when you work from your strengths, your performance goes up, you're more in the flow and you're just generally more happy and fulfilled. So we want to spend more time working from your strengths. But the only way to do that with our employer is to demonstrate how they benefit your employer. So you have to know what they are, and then you okay to help you achieve your goal company. When I do more of this type work, we generate more revenue. We have more customers you're satisfied. So
Speaker 1 (04:13):
When we're talking about identifying your strengths, you don't only want to just identify them for yourself. You want to share them with your friends
Speaker 2 (04:22):
Employer. Yes, exactly. And in not sharing with your employer, Karen, it's being very direct and intentional with your employer around how those strengths support the company's goals. So when I do this work, we are faster. We are better with clients. We earn more money because what you want, the goal here is to do more of them. You want to be able to make an ask, Hey manager, I have a couple of tasks that we really are not driving revenue. And aren't really serving the company that I can see when to let go of those and do more of this.
Speaker 1 (05:02):
Yeah. That makes sense. And if you're working from your strengths, you would probably enjoy it a little bit more, cause you'll see more success.
Speaker 2 (05:09):
Absolutely. And I am, I come from the school of positive psychology. So I take a strengths-based approach, which means we're going to work on your strengths because I can get a 10 X lift, 10 X, times performance out of a strengths-based approach versus working on your blind spots or your, your growth areas. It doesn't mean we ignore them, but I'm not going to spend a lot of time and energy on those because the return on that time investment for the output and the impact isn't as great. Got it.
Speaker 1 (05:41):
How can, how do we go? How do you recommend people go about finding their strengths?
Speaker 2 (05:46):
Yes. So there are three ways you can do a reflection, big fan as a coach of journaling and reflection. So you reflect, what was your best day at work? What do your friends, your colleagues, praise you or acknowledge in your work day? Where do people ask you for help or advice or support? Great place to start. Then if you have any type of performance reviews or three 60 reviews, always a great place to go, to start to mind for those core strength themes. But my all-time favorite way to do it is to look at your task list in your calendar list and go through with a marker and highlight those tasks, those meetings, those calls, the podcast where you were on fire. I loved it. It was really good, strong outcome. And then you start to identify some of your core strengths that way.
Speaker 1 (06:42):
Let's say you are not an employee, but you're an entrepreneur. So do you give yourself performance reviews?
Speaker 2 (06:54):
Really? I've never been asked that question. I would say your performance reviews come from your clients. It would be, you know, that email that you get, or maybe you do a survey with your clients. You ask your clients for feedback. That would be your performance review. Got it, got it. And if you're an entrepreneur, that's where the calendar and task list analysis is super helpful for them. Because if you're not working in that formal structure of the yearly performance review, and as an entrepreneur, initially you have to do it all. And ultimately if I'm coaching you, I want you really working from your strengths and we want to start to figure out how do we automate or outsource those other items.
Speaker 1 (07:39):
Okay. All right. That makes sense. All right. So we've got recognition and reward, which I love and, you know, quick story on that, a friend of mine works for a publisher and she said so do you know what happened the other day? She said, I got this package in the mail and it was from the company. And it was just like some gourmet teas and a mug. And it, and it was a card that says, you know, so-and-so, you're just doing a great job and we appreciate all the work. And she was like, you know, some people need big bonuses. Some people she's like, this is what I needed. So she sort of recognized like my reward is, is just someone identifying, I'm doing a good job and writing a nice note and you know, she doesn't need like the grand fanfare. So I think it's really interesting when you said that it came to my mind and it got me thinking, what do I really like as, as reward and recognition? And I have to say, I sort of like the, just a nice email letter. Like I don't need to be on stage. I don't need it to be in front of a lot of people. And that is what really makes me feel good. Yes.
Speaker 2 (08:49):
Yeah. And how empowering, just to name and claim that, and then what you're going to want to do if you work for a manager is let them know how meaningful it is. And so for you, as you're as an entrepreneur and business owner, how do we create more opportunities for you Karen, to get those affirmations from me who I'm like, Oh my gosh, you know, I had this terrible injury and now I'm running again. And I just finished my first 5k. I mean, that's what we want in your inbox. Exactly.
Speaker 1 (09:24):
Yeah, exactly. Okay. So we've got recognition and reward. Strengths is number two, what's number three.
Speaker 2 (09:30):
This is all about relationships because none of us work in a silo. We all work on teams. And what's interesting is that social pain. So conflict feeling excluded from the group is processed in our brains the same way as physical pain, which is, was show interesting to me in my research. So having really authentic real relationships at work is essential. Not only for performance, but we're talking about being happy, fulfilled, and engaged. And if you don't feel like you've got a best friend or that you can talk to someone or work through conflict, which is part of business, that's a problem. So in this chapter, what we do in the book is we explore your work style, which is how you think and process information, because this is how you're going to work with other people and then identify their work style and learn to communicate with each other in a way that you aren't triggering each other and making each other one of, yeah, I'm not going to work with you and ultimately recognizing where you might be unconsciously undermining that relationship by treating everybody the same way.
Speaker 1 (10:43):
Yeah. That's so important. Yeah. I'm a huge fan of relationships. And I mean, I have stayed in jobs longer than I probably should have because I love the relationships. I was like, I don't want to leave. I love it here.
Speaker 2 (10:57):
Yes. And that that's exactly it, the people are important, right. And those relationships that is so important and we've got to do the work right. And that's why that this whole pillar is around cultivate, which requires some self-reflection, but really intentional, thoughtful work to build these relationships that bring us joy and really stretch us and help us grow. That's the fourth one is the development and it's the develop. We call it the five pillars or the five essentials. And the fourth one is to develop new skills. And this is about owning your own professional development, not waiting for your manager, not waiting for your team member to say, Hey, Karen, I think you might like this course. Or have you thought about this position? No, this is about what do I want, how do I want to grow? What's my next step. And being really about putting your own development plan together and then asking your manager to support you. So they might have an internal training program you can join, or maybe they would pay for the conference for you to continue to Uplevel your skills.
Speaker 1 (12:06):
Yeah. And you know, I think, again, that probably takes a little bit of identifying where, what gaps you might need to fill. So can you sort of, when you went and looked at your strengths and maybe you did find some weaknesses, is this where you would want to start developing those? Or would you take your strengths and continue to strengthen them? I guess, as an individual, you know,
Speaker 2 (12:33):
So I'm going to suggest that, and this is just my training and background. Let's further refund strengths because I know that the outcome of that is greater. And we also talk about a tool that I created. I call it an abilities opportunity map, where you start to look at the leadership competencies in your organization, certifications did you not get a position? The best person in your field does this? And we don't do it from a place of comparison or judgment. It's just an awareness. Ah, okay, this person has this skill set or this certification I don't just looking. And then once you build this abilities opportunity map, then you go and say, what do I really want to focus on? And how am I going to develop it?
Speaker 1 (13:26):
Yeah. That makes sense. And kind of looking at your organization and maybe looking at the organization and saying like, I could take, let's say from a physical therapy standpoint it's this great clinic, but while no one's doing pelvic health in this clinic. So perhaps I can develop my pelvic health skills to plug this hole, because like you said, we want to bring more to our employer so that they see us as, you know, boy, this person is a real asset to our company and then you're doing what you love to do. And then they'll continue to promote that. So it sort of circles around, right?
Speaker 2 (14:05):
It does because the framework and the thesis that I'm operating off of is that the relationship with your employer is a relationship. And any relationship is based on social exchange theory, which is give and take both parties, bring to the relationship and both parties receive. And in a relationship that's healthy, both parties work towards mutually beneficial goals. So developing a pelvic health program is exciting for you. You're passionate about women. This is a way to really expand your skillset, huge win for you, huge win for your clinic. It might not be the only clinic in the city that does this. So this is a beneficial win, more of what you want revenue for your company, your company is distinguishing itself. So that's where it's the employee has an equal and powerful voice in this relationship, right?
Speaker 1 (15:05):
Yeah. Okay. Makes sense. What's number five.
Speaker 2 (15:08):
The last one is design your work for more meaning. So this is where we talk about meaning purpose, joy.
Speaker 1 (15:19):
Hm.
Speaker 2 (15:20):
Point our point here is that meaning is not defined by what happens to you. It's your interpretation of the events in your life. So we go back to where we started with my premise at any job can be your dream job because you just, you define that dream. And I believe every job has significance. Every job is meaningful. It's up to you to figure out what that meaning is for you, and then start to craft and shape your work for more meaning. So let's say for example, Karen, for you, one thing that brings meaning and purpose to you is helping women that have been struggling for years within contents, so that it's damaged their self-esteem. Maybe they're not going out in public as much. And this is really important that you help these women. It feels like a passion calls for you and meaning, okay. So by developing the skillset for the pelvic therapy, and then you bring it to your company, we're creating meaning you're doing more of what you love and we're generating revenue for your company. The meaning is in the service to these women and how you were an agent of change in their life,
Speaker 1 (16:40):
Right? So the meaning goes beyond can go beyond just you and just your clinic or just your office or your job, but it can go into sort of the world as a whole, as a whole, which I think is what a lot of people hope that their job can do.
Speaker 2 (17:00):
Absolutely. And I would suggest every job does that. If you will just step back and look at it. So if we go back to I'm a runner and I'm always injured. And so physical therapists, you are my heroes because you need to doing what I love. And so just a big shout out because you keep me up, right? Cause I'm invariably always doing something and not stretching. So, but if you keep me running and I'm staying engaged and I'm healthy and I'm able to care for and keep up with my kids, like we're now talking about a ripple effect of positivity that you can draw meaning from, but you just gotta reframe because what happens, I'm guilty of this. Karen is that we get really caught up in the transactions of our day at 14 patients to see, Oh my God, have you seen my inbox? The paperwork sucks. Yes. I'm not saying that's not hard, but if we can come back and look at our task as a collective whole, that's where we can draw the meaning from.
Speaker 1 (18:08):
Yeah. And I'm so happy that you brought up the emails and the paperwork and, you know, cause everybody, I don't care what line of work you're in. You can relate to the emails, the paperwork, the meeting after meeting, after meeting patient, after patient, after patient. Right? So this can often lead, I think, for a lot of people to state of burnout. Right? So how can we use these five tools to help us avoid that? That what some people think is an inevitable burnout?
Speaker 2 (18:40):
So I'm an, a challenge. Inevitable is I don't believe anything is inevitable. I here to put quotes, air quotes. No, I'm just gonna push back. Cause I think we're aligned on that. I think we better they're like no enough, you know? So two ways, one, we double down on strengths. So when we are working from our strengths, the work is feels easier. There's less effort, but greater impact, more joy, more flow. So the more we identify connect that to how it helps our employer and really intentionally push ourselves to keep doing more of that work can help tremendously the other, Oh, there's two more things. The other thing is back to this meaning that we'll want to pull on. So even at the end of the darkest week of, I am beyond exhausted been doing this, you know, my student loan debt does not seem to be going anywhere.
Speaker 2 (19:40):
I'm chipping away at it. Can you pull back and find a little source of hope from the meeting? And then the third piece is the productivity. So where are you getting really thoughtful about? Let's take your inbox. I believe your inbox can be the best personal assistant you've ever had. The technology is powerful. We just don't use it. So why are we not automating our email management? So you can write rules, you can automatically schedule and send emails. We can create whole systems that filter what comes in. We can create templates. There's so much that can be done with not a lot of effort that can save you hours. So I think sometimes in the burnout we're like, Oh, it's going to take me energy and time to spend 10 minutes in my inbox, setting up that rule and two templates and
Speaker 1 (20:30):
Yeah, exactly. I'm like, ah, one more thing.
Speaker 2 (20:35):
And you're not saying no way. You're probably having an expletive in there. And I'd say, if you do this set a timer, 10 minutes, I'm going to set up one rule and write one automatic template because people ask me this question all the time. I just want to be able to use it over and over again, and then I'm done. But those two actions could potentially save you hours. So it's 10 minutes on productivity tools, looking for automation saying no to meetings that you don't need to attend because they're going to print everything they talked about and posted on the bulletin board. Or you're not even sure why you're there and there's no agenda. And it's just going to people rambling. Don't go say no.
Speaker 1 (21:23):
Yeah. I think that's a huge thing for people. And I've just really come to get better at the saying no thing. Of like when it's not like, when, if it's something that's not working for me, like I have to get better at saying no, because then I over-schedule myself and then I'm all stressed out.
Speaker 2 (21:44):
Right. And it's a self perpetuating hamster wheel. Right. Just keep on it. And the no is freedom. So one way to look at it is every time you say no to something, you're saying yes to something else. Right.
Speaker 1 (22:02):
So how do you, what's a gracious way to say no,
Speaker 2 (22:06):
At this point, I'm not able to take on any more projects with the level of attention and detail that I like to bring to projects. So thank you so much for thinking of me. Well, that's good. I like that. Yeah. Thank you for inviting me to your meeting on Friday. I can't attend. If there's anything that you would like for me to think about or reflect on in advance, please let me know. And I'll send you an email.
Speaker 1 (22:30):
Oh, that's nice too. Oh, very good. Very good. Hopefully people are taking notes on those. Yeah. That's really good. That's a nice way to say no, versus just saying, Oh, I'm sorry. I don't have the time.
Speaker 2 (22:44):
Right. And the other piece of the, no, I learned this the hard way and I'm sure your listeners have tucked up, but I live in the South. And so Dan said, we've got a little polite niceness culture going on. And part of a, no is not inviting the second email or you not busy now, Karen, how about now to meet for coffee? So we want to know that has a firm boundary that isn't going to get the creeping back.
Speaker 1 (23:14):
Yes. Yes. And that's hard. So, cause I know sometimes I'll say, Oh, you know, I'm, I'm really busy for the next couple of months, but why don't you check back later? No, no. Should not be doing that.
Speaker 2 (23:24):
No, no, no. And there's also an, I think there's tremendous value of going back to my first example of you value and respect that person you value and respect to the board, the project, the ask enough to say you aren't going to get the best of me. I can't, I can't bring you what you deserve, what this organization deserves. Thank you for thinking of me.
Speaker 1 (23:50):
Yeah. Kind of putting, putting them before you. Yes
Speaker 2 (23:53):
It's because ultimately I, I do believe we want to do our best work and when we're stretched so thin, it's just not possible. And then we began disappointing ourselves and others and that's not a cycle we want to be on either. So the door firmly don't get the creepy crawlies coming back, asking how about now? It's two months later. Where are you? No, I'm still not available.
Speaker 1 (24:17):
Yeah. No, that's so good. That's so good. Have a firm close to that door. Gosh, that's great. Yeah. I love that. Now is there anything else that you kind of want to add on here? That maybe we didn't cover on, on allowing people to really love their work and love their job?
Speaker 2 (24:39):
Yes, but I have to share, I'm going to give you one more productivity hack. Can I do that?
Speaker 1 (24:44):
Oh my God. I didn't want to, you can give me 10 more. I didn't want to keep asking on what, what about this one? Do you have three more that I want to give you? I can't help myself
Speaker 2 (24:57):
Then listeners bear with me. If you don't like this, just speed up just fast forward. Okay. So the first one was stack. So stack saying no is hard. So what I coach my clients on is let's create a template and email to say, no, these are the no templates, no, to be on the board. No, to do this project. So you think about it. You write the know and when you get that ask click.
Speaker 1 (25:25):
And so when you have a template, so do you mean you sort of just keep it in like a word doc and then copy paste into your email.
Speaker 2 (25:33):
So depending on your email platform, so I'll start with outlook and outlook. The best way to do this is to create multiple signatures. So an outlet, people think about a signatures. Haven't, you know, Karen and your phone number. Well, you can create as many, many signatures as you want. So you go in and create a signature that is gracious. No to project ask you type it, you save it. Then when I send an email, Karen I've gotten great new task force really wants you to be on you. Hit reply, insert gracious, no project signature. And in 30 seconds we've saved time. And we haven't gone through the angst of how do I say no? How do I let them down? How do I close the door? No, we do the thinking on the front end. And we just use this over and over again. So we're stacking two habits here and leveraging technology.
Speaker 1 (26:36):
Nice. Yeah. That's great.
Speaker 2 (26:39):
In g-mail you can set up templates too, as that function the same way and absolutely care. Nothing wrong with the word doc I'm copy and paste key is we write it once and you use it over and over again. We don't do the rework time. Copy paste, drop and go. Yeah, that's fabulous. The second one that is one of my favorite ones for healthcare workers is so your day is scheduled for you patient, patient, patient. And so what happens during the day is a lot of things that you could potentially do, like little tiny task or maybe call. I don't want to get your hair cut or whatever doesn't happen. And so you have all this buildup of tasks that now you're trying to do on the margins of your day. So I tell my healthcare providers build something called a 15 minute list, and this is a list that lives with you.
Speaker 2 (27:31):
So put it in your lab jacket as a piece of paper, put it on your phone. I don't care Magnasco and how you get it around, but it needs to be with you. And these are tasks you can do in 15 minutes or less. So schedule your cats, that checkup prep for the one-on-one with your team member, call and cancel call all of the little itsy-bitsy things that don't take a lot of time. And then what you do is when you have that patient, that's 10 minutes late, you pull out your list and you go because I can get these things done and these micro segments of our day. So it's a really efficient way to stay on top of the nits and NATS that can add up and feel overwhelming. Great. And then the third one that works well and healthcare and for everyone, but a love it from a healthcare providers is something we call protect your 90. So this is 90 minutes a day on your strategic priorities. So it could be professional development. It could be, you might be doing some research, writing a paper, it could be catching up on your charts, whatever it is. But the way it works is it's 90 minutes a day. That's focused now it's not 90 continuous minutes.
Speaker 3 (28:54):
That's what I was just going to ask. Yeah, no, I made only unicorns have that and without I haven't met a unicorn.
Speaker 2 (28:59):
Yep. So this is the power of it. So it might be 20 minutes that you choose during lunch to do your focus. Then you have another little 10 minute window where you might do another little sprint focus, but the goal is 90 minutes a day because the power and five work days, that's seven and a half hours of focus time. That is a game changer. I have had physicians write really complex research papers using this strategy because we're just chunking just yeah. Intention, intentional chunks focused, and then we go back, but it's the consecutive effort over time that up. And it doesn't feel overwhelming. I mean that versus saying I need seven and a half hours of your time.
Speaker 1 (29:47):
Yeah, no, that's great. Very good. Very good. I love it. Okay. So I feel like we've gone over so much but I'm loving the productivity, hacks and tips, and also loving your sort of five step template or plan to kind of love your job again. So is there anything else about that? And like I said, productivity hacks, we can go for days. People can go to your website and find more. But anything anything else on people loving their job and loving what they do? What would you like people to really remember about the chat
Speaker 2 (30:25):
Clarity creates opportunity. So doing the work to identify what your dream job looks like, how you want to be acknowledged and rewarded what your strengths are, the relationships you want to develop, the skills you want to grow in the meaning you bring, it opens up infinite possibilities for you in your current job. And I would suggest in future jobs, that knowledge is power.
Speaker 1 (30:55):
Yeah, that's great. And before we sort of sign off and find out where everyone can get in touch with you, I have one more question that I ask everyone. And that's knowing where you are now in your life and in your career. What advice would you give to your younger self? Whether it be fresh at a college or what, you know, what advice would you give to yourself?
Speaker 2 (31:16):
Play more? I'm a type, a perfectionist recovering. Some days, some days I'm not recovering and I will get in that strive mode and I've done it since I was 18 years old and would go back and say, it's okay, play a little more. The work's going to be there. And what I've come to learn now is that in play, that's where you're going to find those brilliant insights and connections and the juice to not be burned out. So one reason we get burned out is because we don't play. We just work all the time.
Speaker 1 (31:52):
Yeah. That is great advice. And I have to say, I've heard that from a couple of people on this question is to just kind of like chill out a little bit more relaxed, a little more play a little bit more. So that is great advice. Now, Carson, where can people find you if they want more information about you and what you do and, and all of and yeah.
Speaker 2 (32:11):
And your book. Yeah. So the book own it, love it, make it work. All of your favorite retailers, Amazon is available online. And then my website, Carson, tate.com. Check out the blogs. If you want productivity hacks, they're there tips on loving your job. We've got assessments. All the goodies are on the website. Carson, tate.com. Awesome.
Speaker 1 (32:32):
And then for social media,
Speaker 2 (32:35):
Yes, LinkedIn, the Carson Tate. Awesome. Well, thank
Speaker 1 (32:40):
You Carson so much. This was great. I think you gave my listeners so much to work with, so I thank you so much.
Speaker 2 (32:47):
Thank you, Karen. I appreciate it. And thank you guys for all that you do for us.
Speaker 1 (32:52):
Thank you. Thank you. And everyone who's listening. Thanks so much. Have a great couple of days and stay healthy, wealthy and smart.
