Q: I'm working with a highly discplined business owner who has “making work fun” at the bottom of the activity list. Are there particular things you recommend for people on their own, knowing they see a trade-off between "fun" and getting tasks done.
A: Let me address several questions embedded in here. First, when I coach around activities that people have listed at the bottom of the activity table, I ask them how important those things are to their work right now. Since this part of the instrument is a forced choice, there will always be activities at the bottom; being at the bottom is not necessarily a bad sign. But it is something to think about, especially when those activities come out of a weaker pattern. Do they do them enough? What might they get out of doing them more? “Making work fun” being at the bottom particularly resonates with me – probably because I’ve lived that way, too, and I see it so often among Driven, Organized leaders and entrepreneurs. If Collaborator is someone’s weakest pattern, I might inquire as to whether she’s bringing enough joy out to draw others toward her and engender cooperation. Does she need to lighten up more – not only for her health, but also for the brightness and positive emotions that are so positively contagious to others. If she already has a good dose of Collaborator energy, no problem. But if this being at the bottom is symptomatic of a sort of relentless driving nature, I’d recommend some fun breaks - ideally with others. Whether people are on their own or not, I always look at how they can use their strengths and their present life as a way to move in the direction they’d like to. So, if this person is very disciplined, to use your example, maybe a disciplined approach to “fun” would appeal to her – as in buying theatre tickets for a season that enforces the discipline of a weekly fun break. If she has a pet, maybe play with it daily. If this person loves to cook, maybe join or create a cooking group with a few friends and enjoy a roving dinner once or twice a month. But as much as I’m a fan of practice and appreciate the patterns as a map for how to move in desired directions, I never force practice on people. If their life is working, if their leadership is working, whatever the context we’re coaching in, they don’t have to do anything. Maybe just being aware of the patterns for awhile is the best “prescription.” Awareness itself propels our growth when we’re ready to go there.