Every work day offers challenges we are well positioned to handle … and some for which we could never have prepared. Ulla de Stricker offers an overview of common “interesting” work scenarios and suggests approaches to preserve professional dignity – not to mention sanity: While there is no one recipe for handling everything our careers will throw at us, some basic attitudes go a long way toward managing whatever may arise.

1. Mother Said There’d Be Days Like These:
Dealing Professionally and Elegantly with
the Unforeseen at Work
Ulla de Stricker
www.destricker.com

2. What is “Unforeseen” ?
• Work load fluctuations
• Change as a result of external events, budget
adjustments, new technology
• The behavior of others!
• … in other words, everything we could never prepare
for in school! (Hence my “culture” lectures.)

4. What We Will Cover
Context
Part 1: Planning Pays – Creating “Time Space”
Part 2: Approach Counts – Creating “Mind Peace”
Part 3: Solutions are Key – Being Constructive
Part 4: Lessons Matter – Deriving Value
Part 5: Leadership is Personal – Workplace Culture

5. The Information and Knowledge Professional’s
Career Handbook: Define and create your success
Ulla de Stricker and Jill Hurst-Wahl

7. Basic Premise
• We strive to flexible and nimble and prepared and then …
stuff happens!
• We may be organized and have “plans B” …
• But there will always be surprises:
– Sudden changes in the external environment
– Internal shifts (staffing, budgets)
– People acting oddly (for whatever reason)
• The smart money is on sound coping skills and an attitude
of “what did we learn?”

8. Examples (1)
• Many colleagues off sick: Can you pitch in on the front
desk today and for the week?
• I’ll be delighted to represent our organization at the
conference by filling in for Joan. Next week ?!!
• Hey, what do you know about the implications of
content delivery to mobile devices? Can you come to
our project meeting on Friday and bring some
background information?

9. Examples (2)
• The meeting is going off the rails. I am the chair.
• The meeting is going off the rails. I am not the chair.

10. Examples (3)
• The users are offering wonderful ideas about the new
website. But I’m swamped.
• Another instance of systems bottlenecks holding us up.
But I don’t have time to document the
dates/times/durations.
• We’ll get back to these

11. Part 1: Planning Pays
• Aunt Karen’s stress reducing tip: “Always make time for
a flu.” (She wraps Xmas gifts in September.)
• Thomas Jefferson’s principle: “Never put off till
tomorrow what you can do today” (aka done is done)
• Time management and priority setting skills are
paramount
• How is my work time allocated to key responsibilities? In
that case, how many days will I need to build the
presentation I volunteered to do?

12. Tool: Log A Day in the Life
• Documenting the time consumption of all activities - and
ranking their importance - will identify the candidates for
elimination or change, and provide measures for
scheduling:
• What would happen if X activity did not occur?
• Could some tasks be done less frequently?
• Are there alternatives to the usual routines?
• Etc … the aim is to create “room” for the “expected
unforeseens” – so that true surprises/opportunities are
manageable

13. Investing for the Future
• Because so many factors are beyond our control, there’s
much to gain by building a nest egg of time savers
(templates, boilerplate text for frequent emails,
documents prepared way ahead, etc)
• Could time spent doing lengthy tasks be reduced through
learning more about the tools? (2 days of intensive study
to stop wasting time every day)
• Could slogging through a weekend of filing/organizing cut
down on months of “where did I put …?”

14. Multitasking is No Virtue
• Studies show it reduces productivity!
• If the culture permits rampant interruptions (immediate
boss is of course allowed) … are there options to “wean” or
set up “best time to get my full attention is …”?
• Could we “close the door”?
• We are, of course, considerate of others’ time!
• In some cases, it is the job to be immediately responsive

16. What is an Emergency? For Whom?
• Matrix of “unfortunate ---> life threatening” and
“urgent/now ---> critical/long term”
• Admirable to save the day now and then … but not to train
others they don’t need to plan
• “Glad to have helped - what can we put in place to avoid
such a panic in future?”
• Defensive strategies e.g. “all those files are in the X folder –
feel free to have a look”?
• Price of saying no (potential ill will) vs. benefit of saying yes
(a thanks and that’s it)

17. Bottom Line (1)
• The more control we have over what can be
controlled, the better we’ll handle the unforeseen
• The more we know about the organization’s goals and
priorities, the better we’ll make split second decisions
- or suggest solutions - we can defend later
• Speaking Managementese is essential: Resources,
true costs of activities/processes, return on
investment … (know the annual report / strategic plan
by heart)

18. Bottom Line (2)
• The more conscious we are of ownership, the more
natural it will feel to say “I’ll lend a hand to help with
your challenge” (i.e. you own it, I can still choose to
help) – aka “who is accountable?”
• The more we own our successes and slipups, the more
respect we’re in a position to earn for taking
responsibility

19. Part 2. Approach Counts
• Ideally, our personalities fit the work culture … an order-
and-predictability craving person will be stressed in a
hectic environment
• But it always helps to work on one’s approach
• What is my approach to my work?

20. Emotional Work Engagement
• My work is my life vs. my work is how I provide for it
• I’m emotionally invested in the details of the job vs. I
distinguish between professional dedication and
personal feelings
• At this stage of my career (in the job) I’m willing to go
the extra mile because …

21. My Approach is …
• I have prepared and planned ahead in a professionally
responsible manner
• It is not a reflection on me if something weird happens out
of the blue
• Keeping calm is paramount - in fact it helps others
• I may need to get involved - but is the situation “worth”
getting worked up over?
• Such self respecting views go a long way toward keeping
stress in check

22. My Position vis a vis Others is …
• I look after my responsibilities with engagement
• It is not a reflection on me if someone else acts oddly
• It’s unlikely another’s goal is to annoy me - but if an
untoward interaction occurs, I address it with poise
• I cannot control what others do - only how I react
• Such self respecting stances go a long way toward keeping
on an even keel

23. My Response to “Tantrums” is …
• I listen dispassionately without getting pulled in
• I owe others my attention, not my agreement
(acknowledgement is not the same as validation)
• If suitable, I suggest we discuss the matter later
• For example: “Could we address your concern in 30
minutes when I’ll have dealt with X and so can give my full
attention?” (Acknowledges the concern without
committing to any opinion about the specifics.)
• Such dignified poise may defuse tension, allow time to
weigh options

24. My Overall Mentality is …
• What needs to happen next?
• Is there a reasonable solution meeting most interests?
• In other words, I focus on solutions
• After all, we’ll be back here tomorrow
• Such constructive poise may help others be similarly
constructive

25. Disposition vs. Approach
• Disposition: A feature of a person’s basic personality
and belief system expressing itself in interaction with
others
• Approach: How a person chooses to react to his or her
surroundings and to events

27. Example
• You can sit in this traffic jam and fume, or you can enjoy
the company in your car!
(Ulla, 1975, to friend who later gave her the car)
• The meeting was challenging and did not produce the
results I was after - but instead of fretting and getting
resentful, I will proceed to the next necessary step

28. Work Approach
• The belief system we bring to work every day:
• I am here to make a positive contribution and I give it
everything I have, looking for ways I can help the
department over and above my official job
• I am delighted and grateful to have the opportunity to learn
and grow as I tackle the job each day
• I put in my time, but I look forward to weekends

29. Work Approach
• We have all met variations of work approach …
• … and experienced the impact they have

31. Part 3. Solutions are Key
• It’s demanding to be unemotional and analytical when “stuff
happens” or work load overwhelms - but it usually pays off
• The impersonal business approach is a good bet: “I advocate
for X because Y is a priority per the Z Report”
• Watch and document: Has there been a pattern of “stuff
happening” indicating a need for a holistic look once the
latest crisis is over?

32. A Systematic Approach
• Situation analysis (10 seconds or overnight or during a
week or month):
• What are the options and ramifications?
• What are the pros and cons of each?
• With the resources I have, what do I choose to do?
• Let’s look at the examples mentioned earlier:
• Time (allocation, waste)
• Opportunity (business approach)

33. Examples (1)
• Many colleagues off sick: Can you pitch in on the front desk today and for the week?
• I’ll be delighted to represent our organization at the conference by filling in for Joan.
Next week ?!!
• Hey, what do you know about the implications of content delivery to mobile devices?
Can you come to our project meeting on Friday and bring some background information?
• I’d love to help. My time today is spoken for. Would it
work for you if I did X by Friday?
• I’d love to take care of it. Could I get back to you with
some options in terms of rearranging my schedule?
• Which among my other tasks would you prefer to
postpone?

34. Examples (2)
• The meeting is going off the rails. I am the chair.
• I request we focus on agenda item 4. Would each of you
now summarize your view in one sentence?
• If Michael could speak to the matter now, everyone will
have had an opportunity and we can proceed to … (next
item, voting, …).
• It appears we might need additional information or
preparation in order to reach a conclusion. I call the
meeting to an end and will advise everyone of the next
steps.

35. Examples (2)
• The meeting is going off the rails. I am not the chair.
• Madam Chair, would it be helpful if we each now
summarize our view in one sentence?
• Madam Chair, if Michael could speak to the matter now,
we will all have had an opportunity. Only X minutes
remain of the allotted meeting time and items 5-8 are
unaddressed.
• Madam Chair, it appears we might need additional
information or preparation in order to reach a
conclusion. I‘ll be happy to put together a one pager for
a future meeting.

36. Examples (3)
• The users are offering wonderful ideas about the new website. But I’m swamped.
• Another instance of systems bottlenecks holding us up. But I don’t have time to
document the dates/times/durations.
• Memo: It would be unfortunate for [organization] to
miss the opportunity to benefit from … In the brief
outline below, I propose how to turn user feedback into
quickly realized designs. Investing ~hrs now will pay off
significantly by averting costly rework in future.
• Memo: A quick calculation based on observation
indicates the systems bottlenecks are consuming
~hrs/week of staff time that could have been devoted to
priority projects A and B. I offer to document the time
waste - for use in remedial planning by IT - if X project
can gain another day.

37. It May not Feel Natural
• But such poise is a requirement!

38. Part 4. Lessons Matter
• Once a crisis has been dealt with, it’s appropriate to ask:
What learning can we apply for the future?
• Reality: Others may not be as keen on post mortem
analysis!
• Document our conclusions/actions:
• As a result of … we have … and in future will …
• The aim is to save the cost of … and improve …

39. Post Mortem
• How likely is it the event could recur (e.g. meeting going off
the rails)?
• What contingency could I/we establish to make a recurrence
less likely or at least less stressful?
• In order to minimize … we will in future …
• Such contingencies will allow …

40. Post Mortem Thoughts
• In any future situation where … I will …
• I will make clear to my superior my understanding of priority
responsibilities … so adjustments can be made if possible
• I will request a private meeting so as to …
• The event taught me …

41. Personal Poise, Corporate View
• The more we care about the work, the more painful an
incident can be
• But let’s melt down in private (“why me”) and then go back
and be professional …
• … which does not prevent us from saying e.g. “I will reflect on
the situation overnight and address it in an email tomorrow”
– signals the event will not just be forgotten
• The extra time allows my response to show I am reasonable
and balanced – with a focus on the overall goals & objectives
no one can deny

43. Part 5. Leadership is Personal
• At work (as in life), it’s helpful to distinguish between
“what merits my attention” and “what can be ignored”
• General theme: “Where will I devote my mental and
emotional energy?”
• Context: The most challenging aspects of our
professional careers are related to … interpersonal
dynamics!
• Mastering the skill of interacting appropriately -
achieving personal leadership - will free up a great deal
of energy for positive career growth

44. What is Personal Leadership?
• A search on leadership related terms in popular
bookseller sites yields ~150,000 titles.
• I say: Leadership for others cannot occur until we each
have established ourselves as leaders of ourselves within
the workplace culture
• Examples:
– I am in charge of my desk’s appearance
– I am responsible for my mental state – others aren’t
– It is up to me to choose how to respond to events
– I am confident in my professional value – no matter what anyone
else says!
– Managing my professional reputation involves managing my
power (giving it to others vs. using it for a worthy purpose)

46. I'm Not a Psychologist …
• But I have “seen it all“
• Workplace dynamics and interpersonal communication
require careful and constant attention

47. What is Culture?
• Culture is an outcome of feedback, scope of permitted
innovation, tolerance for learning curves, and more
• What got rewarded gets repeated - though it may be an
undesirable approach in view of organizational goals
• What went unrewarded will diminish - though it was
intrinsically correct and desirable for the organization (a
good tip for those in managerial positions)

49. What Does Culture Do?
• Culture may foster rich experimentation, out of the box
work, and general “why not“ creative approach
• Or may stifle new thinking via risk aversion or “we always
did it this way“
• Bottom line: Intrinsic merits often cannot overcome
culture - and we must function within it

50. So How to Contribute to a
Positive Culture?
• Careful and abiding attention to people, their interactions,
and the experience they have at work
• Awareness that seemingly innocent or insignificant
comments or actions may be symptoms of matters under
the surface
• Active support and reward for healthy behaviors - and
immediate reaction to the opposite
• People are more disappointed in someone who overlooks untoward
behavior than they are in the “offender“

52. AKA Bringing Our Humanity
to Work
• Allowing for everyone’s humanity can be a powerful
support to morale
• Our personal life challenges cannot be checked at the
door
• Not to say the workplace is a therapy group - but a little
compassion goes a long way when “stuff comes up”

53. AKA Bringing “Flowers“ to Work
• Catch someone doing something right or being helpful -
and point it out with thanks
• I really appreciated how you …
• That was so helpful, thanks so much …
• Where did you learn … I’d like to get better at …
• You should know it is not lost on us how you …

54. AKA Bringing “Dr. Phil“ to Work
• Cluing someone in can be a helpful gesture - grousing
privately only causes more stress!
• Did you know that sometimes, your extreme energy and
enthusiasm may come across a bit pushy to some
people? (Personal example!)
• Had you considered that for the new staff members,
procedural complexity is daunting and they need more
time to learn?

55. Thoughts to Pack for Work
• Frame of mind frames the workday
• Since it’s so easy to “lose it“ when things get harried …
here are a few nuggets to keep in mind as we go
through the door, not knowing what might arise today
• Being polished is key!

57. Nuggets
• A positive approach is freely available and costs nothing
to share with others
• There is usually an explanation, even for the strangest
developments … reserve judgment
• What could it look like from the point of view of other
members of the team?
• What we feed, grows

58. Nuggets
• I won’t take anything personally … I’ll get my ego out of
any fray and focus on what needs to be accomplished
• Divergence of opinion is not negative – if the outcome is
a creative solution
• What happens, happens … but I want to be able to look
back at my response with pride
• If in doubt, consider what option is most likely to foster
sound sleep …

60. Final Nugget
• It is not selfish to look after my own sanity and balance!
• Being a whole and serene person enables me to support
my employer and my co-workers with excellence

61. Thank You!
Access to other seminars, articles, and KM blog at
www.destricker.com