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Education

Focus on what you control No one is in the house at all times.
You could be just outside the house,
and take charge motivated but not at peak level. You
could be in the yard, getting the work
done but not driven to do more. You
By Jeff Fortney could be down the street punching a
clock and putting in minimal effort.
Clearent LLC Those in the last group are doing
a job, not working a career, and are
So, are you in the house?" This was the rhetorical last line of a seminar likely ready to move on.
I attended in the 1980s. Although most took it to be an announcement
that we could leave after two days, it made me pause because I wasn't Get yourself back in the house
" sure that I was in the house.
When that question was asked dur-
In the 1980s, my employer believed in the benefits of training and found the ing the seminar, many in the room
best bang for the company's buck was training seminars on a number of topics. paused. It made me consider that the
This particular seminar was for managers of all types. The purpose was to lessons taught could be applied to
provide techniques and steps that can be taken to recognize and increase the managers, as well. How do you keep
productivity of employees at risk. The first day focused on identifying signs of people in the house when you aren't
those not fully invested in their work; the second day covered steps to take to there, too? Begin by recognizing the
help them gain or regain their commitment to their efforts. following signs that you are outside
of the house:
The premise was simple. Employees who were "in the house" were producing • You are easily distracted or
at their peak performance level. They enjoyed their work, looked for ways to look for things to do that are
better their company and saw satisfaction in a job well done. They were less not work related.
worried about punching a clock than producing quality results. • The quality of your efforts is
below your standards.
• You become a clock watcher,
waiting for the end of the day.
• You consistently find fault
with your company, often re-
peating perceived affronts.

It takes only one of these to move you
toward the door. Two, and you are
outside of the house. It's impossible
to get others back in the house if you
aren't present yourself. Your produc-
tivity suffers as well.

I have found one technique consis-
tently gets me back into the house. I
tell myself that all I have to do is take
control. This has nothing to do with
usurping power I don't have; it entails
using the power I do have ‒ my ac-
tions. The first challenge is to identify
the actions you control.
List actions that lead to success
Start by listing things to do that
you know will make you successful.
These should be actions that have led
to your success previously and can
further your efforts to reach your fu-
ture goals. For example:

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