Have you ever noticed yourself running in a mental squirrel cage? A squirrel cage is a rotating toy for small caged animals — hamsters, mice, and squirrels. They climb aboard, and as they run the cage spins. They run, but they get nowhere.
When your mind runs in its squirrel cage, it too runs but gets nowhere. Pick up the dry cleaning tomorrow, call the doctor to change my appointment, get the lawn mower fixed, return Philippe's call, call Josh's teacher about his homework load, make reservations for vacation, pick up the dry cleaning tomorrow, call the doctor…over and over, but none of it is getting done. Each item in the list is a rung in your mental squirrel cage.
If this sounds familiar, think of the personal cost. Running the cage prevents you from being fully present with the people and things you love — your morning jog, your loved ones, the books you like to read, or even this article. Running the cage keeps you from focusing fully on what's happening right now.
To learn how often this happens for you, carry a pen and notebook or index card for a few days — everywhere. When you notice that you're in the squirrel cage, record the time and a few of the items you remember. If you're a habitual cage runner, you'll soon know it.
Running your personal squirrel
cage prevents you from being
fully present with the people
and things you loveTo spend less time aboard your squirrel cage, deal with the items that you run over and over in your mind. Eventually, you'll find methods that work for you — meanwhile, here are some to get you started.
- Make a catalog of the rungs of your cage
- Whenever you recognize that you're in the cage, make notes of any of the items you can remember. You can't deal with them unless you know what they are.
- Recognize the hidden cost of procrastination
- When we delay dealing with minor tasks, they become available to serve as rungs in the squirrel cage. Procrastination thus drains our energy and blurs our focus. Next time you're considering postponing something, remember the squirrel cage.
- Make conscious choices
- Once you know what items make up your personal squirrel cage, you can choose, for each one, whether you'll take action, or keep it in the squirrel cage. If you can't act right then, pick a date. If you choose consciously, you'll most likely choose to act rather than keep it in the cage.
After a while, you might notice a time that you aren't running in your squirrel cage. Congratulate yourself. Celebrate your progress in some concrete way that you really enjoy. See "Celebrate!," Point Lookout for February 21, 2001, for some ideas. Top Next Issue
The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More
Your comments are welcomeWould you like to see your comments posted here? rbrentJeJqcqYNNhdeBUDner@ChacwKuPocdPmgBCiahSoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- Should I Keep Bailing or Start Plugging the Leaks?
- When we're flooded with problems, and the rowboat is taking on water, we tend to bail with buckets,
rather than take time out to plug the leaks. Here are some tips for dealing with floods of problems.
- Our Last Meeting Together
- You can find lots of tips for making meetings more effective — many at my own Web site. Most are
directed toward the chair, or the facilitator if you have one. Here are some suggestions for everybody.
- Asking Clarifying Questions
- In a job interview, the interviewer asks you a question. You're unsure how to answer. You can blunder
ahead, or you can ask a clarifying question. What is a clarifying question, and when is it helpful to ask one?
- The Deck Chairs of the Titanic: Obvious Waste
- Among the most futile and irrelevant actions ever taken in crisis is rearranging the deck chairs of
the Titanic, which, of course, never actually happened. But in the workplace, we engage in activities
just as futile and irrelevant, often outside our awareness. Recognition is the first step to prevention.
- The Utility Pole Anti-Pattern: I
- Organizational processes can get so complicated that nobody actually knows how they work. If getting
something done takes too long, the organization can't lead its markets, or even catch up to the leaders.
Why does this happen?
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenaBYyIrtbNzOcuAehner@ChacAoHXGdwzyjgCDqKIoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
- Your stuff is brilliant! Thank you!
- You and Scott Adams both secretly work here, right?
- I really enjoy my weekly newsletters. I appreciate the quick read.
- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.