Having the Dutch invite a Spaniard to give a conference in Amsterdam titled “Work Smarter, Not Harder” and to present Método FASE, a Spanish productivity and time management methodology, might seem like a joke, and above all, not very credible. That’s why we added to the title: “Work Smarter, Not Harder and LIVE BETTER.” The idea of wanting to know the secrets of Spaniards to enjoy life is much more attractive. Jokes aside, last week we were in Amsterdam invited to this conference by QBE Amsterdam, thanks to Sebastián Ijaz and Beatriz Valenti, all of them clients of the method. First surprise: full house! And, knowing the place well, since some of us have worked in the country before, we were surprised that they valued the messages we usually convey so much. Second surprise: Very positive reception, much greater than expected. Full House: The Impact of the Productivity Conference in Amsterdam This made us think about the reasons behind such a good reception. Later, when talking with Joris, our coach who leads Northern Europe, we came to the following conclusion: technology, which came to help, has progressively and silently deteriorated high-productivity cultures like the Dutch, where they are now starting to have time management problems more than in the past. The misuse of technology for communication in all its forms – email, mobile, Teams – as well as the power of the internet to distract us, among other things, has led to multitasking taking over everything, making the rest difficult. It makes us not have enough time, unable to work with full attention on certain topics, and drains our energy during the day. And this leads us to the hamster wheel of silent and progressive deterioration, where we end up lacking time to think about our priorities or to plan well. What an irony. Our conclusion is clear: technology, or rather, the misuse of technology (as Jon Acuff says, “there is a whole industry that does not want me to grow, that does not want me to change, that does not want me to stay connected to what really matters”), has made productive people and cultures less so, and those that were not productive are in free fall. And that’s why we see so many cases of burn-out. It’s not the workload, nor the issues in the sectors, nor how complicated your company is, nor your boss, nor your team, nor your partner; it’s us and our inability to detect that, with this way of working, everything is much more complicated than it really is. We must change. Everyone can find balance, but effort is required to achieve it. Are you ready?
Author Archives: Gabriela Morales
Jun
Pladis UK success: Helping teams work smarter, not harder, with the FASE Method® PLADIS, one of the world’s leading snacking companies with over 300 years of family baking and confectionery experience, and FASE METHOD®, one of the leading methodologies in Europe, help contributors and senior managers achieve a balanced life and better results. No one doubts that when our teams are committed and engaged, everything works much better, creating a virtuous cycle of greater goal achievement, better results, and more resources to take care of them. If there is something that serves as a solid foundation to prevent people from losing motivation, it is the sense of feeling overwhelmed and the increasing level of stress. Pladis UK understood more than 2 years ago that when its people are at their best, they will have motivated teams and the business will be a great place to work for everyone. That’s why they entrusted us to launch an innovative program to help their teams learn how to work smarter, not harder through our FASE METHOD®. Our mission More than a training program, this is a transformative individual program aiming to shift the culture towards more effectiveness, better well-being, and benefits for both the company and the employees. This initiative “FASE METHOD® implementation at PLADIS UK: Transforming how we work” that has recently been awarded the BEST INNOVATION INTERVENTION at the Global Pladis HR Awards. Pladis, like many of our other clients, has been a pioneer in understanding the necessity of helping people and teams learn how to WORK SMARTER, NOT HARDER, through a methodology like the FASE Method®. We are deeply grateful for the trust and support of Pladis. Their commitment to employee well-being is an inspiring example for all companies looking to achieve exceptional results through a human and balanced approach. Thank you to everyone who has been part of this journey. Let’s continue working together to create work environments where everyone can thrive!
May
I came across a news article last week that made me ponder the above question. Here, I share my thoughts on how communication and adaptability to change are key to mastering AI. While it’s true that technology evolves rapidly, my experience has taught me that it’s not always about learning something completely new. Rather, it’s crucial to refine skills we already possess. Effective Communication with AI: Effective communication is fundamental when interacting with AI. We need to be clear and precise in our requests to obtain relevant responses. This challenge highlights a gap in our basic education: we are rarely taught to communicate effectively from a young age. However, the demand for this skill in the professional sphere pushes us to seek tools, courses, and coaching to improve. In the context of AI, knowing how to communicate our needs is more crucial than ever. This reminds me of the joke/meme shared by Digital Synopsis about graphic designers: “To replace graphic designers with artificial intelligence, clients will need to accurately describe what they want. We’re safe.” Adaptability to Change in the AI Era: Since 2023, we have seen an exponential increase in the use of AI, and I am sure that in 2024 this growth will be even greater. Adapting to this rapid evolution requires a certain orientation towards change. For example, while we were working on our workshop ‘EfectivIdAd by Método FASE’, Microsoft launched Microsoft Copilot, a revolutionary tool that I had to quickly integrate into our approach since it was not initially considered and would undoubtedly be a game-changer for productivity. It caught me a bit off guard, and I confess that I struggled to overcome certain resistances to having to try and master Microsoft Copilot, after having based my ecosystem of applications on other suites. In short, mastering Artificial Intelligence is not about being a techy or having to deal with complicated new technologies; it’s about having a minimal understanding to then progressively put it into practice. What Concerns You About Overcoming Your Resistance to AI? I don’t know where to start. I don’t have time. It’s not for me. I have resistance to change. It won’t add anything to my work.
May
Many times, clients ask us how we managed to develop a methodology that is so simple yet so powerful and tailored to the current needs of managers. And we always have to correct them. We created the initial sketch back in 2015, and since then, we have progressively co-created the FASE Method with hundreds of our clients. And we continue to do so. Day by day, week by week, month by month, because the world evolves, and so do the roles of leaders and teams. And it happened again recently with a client. At a roundtable where we were presenting the implementation path of our method, new ideas emerged that further enriched it. Xavier Marcet talks about avoiding the addiction to corporate inertia, that is, their resistance to change. This is our way to avoid it: by listening to and challenging our clients to think with us about how we can help them improve their way of working, to work smarter, not harder. All this with one goal, to aspire to the work lives we desire while maintaining a balance and harmony between personal and professional life. Let’s keep co-creating for many more years
Apr
“Owning a Rolex isn’t nearly as cool as owning your time.” Jade Bonacolta from The Quite Rich. Jade Bonacolta has created a lifestyle concept called Quite Rich, which defines wealth in terms of time, life experiences, relationships, and self-confidence, rather than monetary wealth. On the other hand, Paul Altieri, writes a post on Bob’s Watches website, claiming that the identity of those who own a Rolex reflects a “Supreme Focus”, meaning, these individuals are characterized by having a very clear and strong focus on their ambitious life aspirations, achieving a level of determination that suggests that, if desired, anything is possible. All this has made me think carefully about it, possibly due to the concept of FOCUS which is one of the pillars of our FASE Method. I have considered what would be a better gift for our children: a Rolex or teaching them to master their time management. And, extending this reflection to our teams, what is better? Offering them a bonus at the end of the year so they can buy a Rolex or investing that bonus in training to improve their time management and personal effectiveness, thus aligning with what Jade calls “Quite Rich”? I have come to the conclusion that, while we decide between the Rolex or the training on individual effectiveness, we can start with something that undoubtedly has no price for both them and us: As leaders, we must be examples to follow in our organization and time management so that they advance towards achieving results and become deserving of the bonus. As parents, if we are examples of good personal organization and time management, we will help our children, in their preparation for the future, acquiring the greatest number of differential competencies possible. And it is evident that personal organization is one of them, being the basis of many other differential competencies such as leadership and resilience. Investing in a Rolex or investing in winning time. That is the question to be resolved.
Apr
I want to share a personal story about my career as a writer, something that ten years ago was unbelievable but now is a reality. I cannot start in a better way than by highlighting James Clear’s quote: “Every action you take is a vote for the type of person you wish to become.” Ten years ago, I began reading and learning obsessively about personal productivity, despite being an inconsistent reader before that. Then, I started writing posts, one per week. After some years, I decided to write a book, a task I thought difficult for someone who needed to improve their writing skills. Day after day, for more than two years, I committed to writing. Some days, it was for 30 minutes; others, it was for 2 hours; and sometimes, it was just 5 minutes. When I had what I thought might resemble a book, I sent it to several publishers. One of them said yes, and that book, as of 2024, is in its 14th edition in Spanish. A year ago, a valued client suggested I launch the book in its English version. Considering the impact it could have on the FASE Method brand, especially at a time when we had more international than national clients, I thought it was a great idea. And once more, I received another surprise this month: the book is in its 2nd edition. So, thank you immensely for your support. P.S.: By the way, I still write every single week; it’s a weekly habit. We must bear in mind that YOUR HABITS SHAPE YOUR IDENTITY. So, I don’t just write; I AM A WRITER.
Mar
Mental Masturbation I was surprised by this term when I read it with that connotation about intentions and realities. Many people do not dedicate enough time to setting goals and creating plans. They find it hard to stop and think, preferring to continue on the hamster wheel of M&Ms we recently talked about. Letting themselves be carried away by the day with an apparent occupation created by others. But many set goals and create coherent plans, but then are unable to carry them out. They then share and discuss their ideas. But that’s where it ends: in the dopamine high that thinking about it and sharing it provides, even without future execution. They call that Mental Masturbation. The term is brutal. What is often missing? The ability to align our schedule and calendar with those goals, plans, and intentions. That is what makes the difference. Therefore, I don’t just want you to share your goals and plans, but also to show me your schedule aligned with them and explain how you are fulfilling them week by week. Your schedule never lies.
Mar
From time to time, we find ourselves forced to republish this image. Why? Because the situation does not improve or even worsen. The only thing that does improve is that more and more people recognize that this is their natural way of working, but they know they need to change it. We always insist to our clients that we must have four, or rather, five modes of work during the day: 1️⃣ Attend only the meetings in which we really need to be. 2️⃣ Dedicate time to manage our communication channels: emails, mobile, internal messaging… 3️⃣ Moments of full attention and concentration, without multitasking. 4️⃣ Recharge times. 5️⃣ Personal life moments at the end of the day, with our minds focused on personal matters. And what is, unfortunately, the real reality for many? That the following gets mixed into each of those modes: 🔹 When I want to be concentrated, I check my email, WhatsApp… 🔹 If I’m in an important meeting, I’m replying to emails. 🔹 When I want to take a coffee break to recharge, I continue answering WhatsApps or looking at my phone. 🔹 When I’m at home to enjoy my children, I keep looking at my phone more than I should. And so we could go on… Some may already be thinking that their case has no solution for various reasons we convince ourselves of. Although the perfect world does not exist, we guarantee that we depend much more on ourselves than we might think. Achieving this becomes a differentiating professional element while also being a formula to gain time and enjoy a more balanced life with harmony between personal and professional aspects. PS: Writing this post took me 11 minutes, thanks to avoiding multitasking. Had I fallen into it, it would have been 30 minutes, with more errors and lower quality.
Mar
Saying “yes” to things and demonstrating proactivity is a distinguishing quality at certain moments in your professional career. In the early years, it shows a good attitude, proactivity, and enthusiasm. Furthermore, it benefits your learning and the establishment of valuable internal relationships. It turns out to be a differentiating factor. Likely, it helps you to be considered for future promotions and growth within the organization. As you progress, your agenda becomes fuller. Many more issues and people are requiring your attention. It’s not so much about showing proactivity by saying “yes” to everything, but rather others filling your agenda with meeting invitations, emails asking for your intervention… And that’s when you start to experience that your agenda is overwhelmed. At this point, people react very differently. On one hand, there are the willing ones, who think they can handle everything and that they must say “yes” to everything, believing that the differential value lies in covering everything through an inhuman over-effort. They deteriorate silently and progressively, and their performance worsens. These stories usually don’t have a good ending, and without a doubt, their evolution is hindered. Then there are those who realize their plate is too full, and their phrase is: “I’ll do what I can.” However, this “I’ll do what I can” is not based on any coherent reflection. Unaware, they run many risks by not often attending to what is really important. And at some point, something important blows up. Their reaction to the failure will determine if it’s the end or a last chance. Here, all kinds of reactions are observed as well. Finally, some have learned that the quality of their “yeses” is proportional to the quantity of their “nos,” meaning, one cannot and should not try to cover everything. Proactively, and having identified what is most important, they focus on certain areas while avoiding many others. They know that the perfect world does not exist and that not everything unimportant is rejectable, but being intentional is key. They reserve their best version for key and important issues, and in the rest, they apply minimal effort. The 80-20 rule is part of their DNA. The quality of your “yeses” and the quantity of your “nos” are the foundation for achieving extraordinary results. And the higher the level of responsibility, even more so. The challenge is that defining your “yeses” and identifying your “nos” requires time for reflection. For some reason, it’s hard for us to do it; we prefer to continue on the hamster wheel that the day-to-day imposes on us, which in many cases leaves us so exhausted that we don’t want to stop and think. Choose your battles.
Feb
For the past few weeks, I’ve been deeply reflecting on the four-day workweek trend that’s been gaining momentum in the United States. As a result, I’ve become more attentive to the actual working hours of individuals. Now, my children have become valid interlocutors on this topic since they’ve entered the workforce. Recently, one of them mentioned that a friend was overworking. Upon inquiry, he shared that one day that week, his friend started at 9 am and didn’t return home until 9:30 pm, calling him to vent. I asked if this was a daily occurrence, and he said no. I had him ask his friend about his total weekly working hours. His friend acknowledged that it was the first time in months something like this had happened and, upon reflection, admitted that on many Fridays, he only works six hours and that the hybrid model allows him to relax, a practice he adopts at least two days a week. We often fall into the bias of assessing our weekly work hours based on the longest day of the week. Yesterday, I was listening to a podcast featuring Malissa Clark, an expert in personal productivity and work hours, as well as workaholism. I’m intrigued by her perspective on how the Boston Consulting Group in the U.S. is making significant efforts to reduce work hours for younger employees. This surprises and pleases me at the same time. Such consulting firms seemed to pride themselves on their teams’ long hours years ago. When discussing this with my children again, they tell me that many of their friends feel exhausted not because of the workload but because of the hours, as they have to stay in the office since their bosses haven’t left, which is regrettable. When asked what they do during this time, they say basically whatever they like, such as browsing the internet or chatting. However, having to stay prevents them from getting to the gym, leading to late home arrivals and frustration with their company. This reminds me of another article I read last week by Dr. Anders Hansen, about the impact of exercise on cognitive abilities, mood, and even leadership. It’s costly for the company to have people stay just because the bosses do. Reflecting on this, I’ve concluded that there’s still much to do, but things are changing and will change even more. It’s also true that not everything is acceptable. If we want a good work-life balance, we must earn it by learning to be efficient and avoiding time-wasting, as we often do unconsciously. We can’t expect to work fixed hours and then be inefficient during the workday. To my children, I try not to say something I clumsily could apply to myself, which is that to be a good professional and start on the right foot, they need to be the last to leave and make a good impression. Instead, I advise them to: Prioritize and plan their week. Seek feedback from their managers. Commit to sports and restorative sleep. Stay humble and learn continuously. Reflect on their organization and strive for constant improvement. I made mistakes for years, leading to burnout in 2013, resulting in poor decisions, poor outcomes, and a long list of other issues. Ironically, I now dedicate myself to helping others avoid the same fate. I’m not sure if these conversations are helpful to my children, but what I do know is that the world is moving towards that model. It’s not about warming the chair but about achieving results by understanding what it means to work smart, not harder, and ensuring our best physical, emotional, and cognitive version sustainably over time. “Work smarter, not harder.”
