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It’s pretty easy to recognize a bad boss when you’re an employee. But when you work for yourself, you are your own boss. It’s a little more difficult to distance yourself from the situation to look at it objectively.

In this episode, we collectively team up to define what a good boss looks like, and then dive in and analyze the most common ways in which those of us who are self employed tend to be bad bosses of ourselves.

We talk about distinguishing between your two selves (your boss self and your employee self) to become more self-aware of your strengths and weaknesses. We discuss how personality types play in, and how being aware of your tendency to overwork or be over-lenient is something you have to compensate for.

I also share my vision for Small Scale Sabbaticals and why I pay all of my employees to take a week off every 7th week and how it has affected our company.

Highlights, Takeaways, & Quick Wins
  • A good boss understands that no matter how great the job is and as many amenities as they provide, the job isn’t the entirety of your life.
  • Knowing your strengths and weaknesses allows you to employ yourself in areas where you have strengths or delegate in areas where you don’t.
  • There’s always going to be more work, but we also need to rest and take care of ourselves.
  • You need self-awareness to know where your strengths and weaknesses are.
  • How you manage yourself is how you tend to manage others.
  • Understanding personality types helps you be more self-aware.
  • A good boss understands the importance of rest just as much as work.
  • Purposeful breaks are invaluable.
  • The time you spend at rest affects your work and the time you spend working effects your rest.
  • It’s not about hustling enough to earn a sabbatical—you have to start with a sabbatical because it makes your work that much more effective.
  • Use sabbaticals to pursue secondary passions.
Show Notes
  • 08:33 Sean: Let’s start by defining a good boss. If we’re talking about not being a bad boss to yourself, then we need to define what a good boss is.

Defining a Good Boss

  • 09:02 Ben: A good boss is flexible in terms of understanding their employees’ strengths and weaknesses, what motivates them, what gives them energy, and what takes energy away from them. Knowing those things allows them to adjust their leadership style in a way that helps their employee be the most efficient and effective at what they’re doing, not just in the short-term, but in the long-term.

A good boss keeps in mind the long-term sustainability of the employee’s ability to perform their task and not get burned out.

  • 09:40 That sounds like a really tall order. Bosses are people too with unique personalities, strengths, and weaknesses, so part of what makes a boss good is a proper pairing with their employees. At least be able to compensate for where they’re not going to have a strong connection with their employee. It’s awareness of the employee, awareness of themselves, and knowing how to engage those differences in a way that makes everybody work together smoothly.
  • 10:36 Sean: We got some great answers to the question, “How do you define a good boss?” in the chat room. Daniella says, “A good boss can see past failures.” Terence says, “A good boss understands the balance of work and life.” Aaron says, “A good boss doesn’t make fun of you when you don’t know how to do something.” Colin says, “A good boss is someone who respects your profession.” Steph says, “A good boss helps you grow professionally.” I really liked Terence’s answer about understanding the balance of work and life, because for me, I like fusing the two. I think my work is my life in a sense.
  • 11:27 We’re defining a boss because we’re going to bring this around to your two selves: your employee self and boss self. You have work and life, and some people see it as separate things—this is where you do the thing you have to do and this is where you get to do the thing you want to do. For some people, what they want to do is also what supports them and there’s an overlap there. Maybe that looks like a venn diagram or maybe that’s a total eclipse. As a boss, are you creating a job for your employees, or are you giving them a place where they can pursue what they’re passionate about and have the pursuit benefit both the company and them personally?
  • 12:24 Ben: It depends a lot on the company’s values. If the company values the bottom line, then the boss is handcuffed to this idea of making the most profit. It’s the mindset and value around expenses vs. investment. Employees are expenses; how can we keep expenses low and and production high? I felt like I was in that kind of a roll when I was working for a bank. Regardless of what the market was doing, I got to the point where I felt like I was a commodity to the bank. I was just a number to them and if I met my sales goals, I could stay, and if I didn’t meet my sales goals, I was given corrective action. Those goals weren’t adjusted for the market.
  • 13:25 They kept that unrealistic goal and if people couldn’t meet it, then they’ll just bring in the next round of people who were going to fail. As long they kept the bar high, the bank got what they needed, even though eventually the employees were going to fail out of the system. In that set of values, the boss isn’t going to be able to work in the best interest of the employee. Given that the values of the company are strong, the boss has an opportunity, even if an employee is doing work they don’t necessarily feel passionately about, to connect the work they’re doing to the bigger goal.
  • 14:27 They can show them the meaning behind what they’re doing and that there is a purpose to it. People need that, they need to feel like what they’re contributing is serving a purpose. What allows us to bring value, focus on our work, and do good work on a daily basis is also being able to be fully present at home with our families or be able to have personal time doing other things that are fulfilling. A good boss would care about those too and not necessarily seeing those as separate, but seeing them as serving one another. When I feel like I’m feeling fulfilled because of the value I’m providing at work, I also feel more freedom in my personal life to enjoy the things that are fulfilling there and visa versa.
  • 15:32 Sean: When it comes down to having a boss and how they treat you in understanding that work and life balance, is understanding that as much as they may be successful in paring your passions with the work you do, this job isn’t all of your life.

A good boss understands that no matter how great the job is and as many amenities as they provide, the job isn’t the entirety of your life.

  • 16:17 Ben: And the value you’re able to contribute while you work isn’t just relegated to the time you spend there, it’s a sum of the whole person you are, including the things you get to do off the clock, brings value to your roll at work. In defense of bosses: some employees have the mindset that bosses should be down in the barracks with them working. That might be a part of their role, but if they’re better served by making sure you have what you need to do your job and it seems like they’re not doing the work with you, they’re still serving their role. It’s important to understand the difference between the product and the physical doing of something, and the roles that need to be in place for that to be possible are important too. When we talk about being our own bosses, understanding that there are different roles is a helpful mindset in order for us to engage that well.
  • 17:39 Sean: We’ve got more good responses from people in the chat room: “A good boss recognizes hard work and rewards it,” “A boss provides,” “A good boss communicates,” and, “A good boss will invest in their employees and not micromanage.” Brian says, “A good boss doesn’t expect you to work on Sundays without even paying.” Felippe says, “A good boss doesn’t slave you.”
  • 18:32 Ben: I think a good boss also recognizes abilities in people they don’t recognize in themselves and has a way of calling those forth by the way they lead their employees. I don’t know if this is a common experience but I would say a boss that is good at doing that, will have employees that would say things like, “When I’m working for this person, I’m constantly surprising myself. I didn’t realize what I was capable of producing, but this person really drove me.” That’s not to say they were driven in a bad way, but maybe right in the middle of it it feels like they’re being worked hard, but when they get to the end of it and see the results of that hard work, they’re glad they were pushed that hard.
  • 19:33 Sean: Emily says, “A good boss is a leader and an innovator. I’ve had too many bosses who were dinosaurs—unwilling to learn or try new things in order to move the team or company forward.” Brookes says, “A good boss trusts his employees.” I like this picture of a boss.

Your Two Selves

  • 20:36 Ben mentioned self-awareness and he said it’s something he believes many of us who work for ourselves lack.
  • 20:46 Ben: If you’ve listened to this podcast for a while, you probably know I’m in love with the concept of the two selves. It’s my shortcut to become more self-aware and understand the way different aspects of my personality interact with each other. It’s also license to be a little bit crazy too. By default, we don’t tend to be very introspective and pay attention to what our good or bad work habits are, what our personality traits are, and how they play out in the way we do our work.
  • 21:36 If we can imagine we’re another person and we’re examining objectively the kind of work habits we have and the tendencies we have, we can get to a place where we can see clearly what our strengths and weaknesses are. How that relates to this is the two selves are essentially your “employee self” and your “boss self”. Your boss self gets to sit above these strengths and weaknesses and sees the employee self as a different person. That’s useful information so that your boss self knows how to manage those strengths and weaknesses. You can’t do that unless you spend some time becoming more aware of those things.
  • 22:40 Sometimes it may require the help of an outside source. You might need to talk to a friend, someone you’ve worked with before, or even a client and say, “I’m interested in improving my process. What can you tell me about your experience with me? What are some things I can work on? What are some things I need to do better? What are some things I did well?” Most people will take that opportunity to share what their experience was with you.
  • 23:13 Sean: Samantha says, “My most recent boss or manager didn’t have the proper experience or perspective. She hadn’t risen through the ranks, so she had no idea what it was like to be in my role and couldn’t relate. She passed off a lot of work that she didn’t understand how to do and relied heavily on my prior experience to where I felt like I was doing the job of two people—way too stressful.” That’s why I like, when you’re a boss, doing the actual work of things before you delegate. That way, you understand before you pass something off to someone.
  • 23:49 Ben: Sometimes, when you put on that boss hat, it’s almost like you forget all the things you know about yourself. That’s where I have a tendency to underestimate deadlines and overbook myself. My employee self would look at the boss self and say, “Don’t you remember two weeks ago when we had to stay up until two o’clock in in the morning because you didn’t estimate correctly?” It’s funny to talk to yourself that way, but it’s good to have that conversation with your boss self so you can avoid those problems you keep running into. What can we do to make this work more efficiently?
  • 24:41 Sean: Being aware of your strengths and weaknesses is important too. Knowing what you’re good at and things that aren’t your strong point, or things that could be better and you haven’t practiced them, is important for both of the selves.

Knowing your strengths and weaknesses allows you to employ yourself in areas where you have strengths or delegate in areas where you don’t.

  • 25:41 If we’re removing ourself from realizing this is one person, a good boss understands personalities. They take the time to understand how you tick, what you need, what your fuel is, what fulfills you, what your goals are as a person, or what your weak points are. A good boss takes the time to understand those things so they can work with you better and when it comes to yourself, you should know those things about yourself. You should be self-aware enough to know where your strengths and weaknesses are.
  • 26:25 Ben: Step one is knowing those things and step two is knowing what to do about those things. The time you invest in learning about your personality and how to best engage that personality that helps you be most effective is time well spent. That’s an investment that will give you great returns in the long-run.

Overworking vs. Over-lenient

  • 26:57 Sean: We’ve harkened back to experiences of working for someone and having a bad boss. So many of us have moved on from that and became an even worse version of that boss, but we’re not wanting to admit it. We’re not looking at it objectively. We don’t take the time to split it into the two people we really are. It’s time to evaluate if you’re being a bad boss to yourself. How do you know that? There seems to be two extremes: you’re too lenient with yourself—you’re lazy and don’t get any work done—or you’re completely overworking yourself.
  • 27:51 Ben: Depending on your personality type, you probably have a tendency to land on one side or the other naturally. The boss’s job is to understand what that natural tendency is and to compensate for it. For myself, I don’t know if I would call it laziness, but I have a lack of focus and structure most of the time. I’m not generally a very driven person, so the boss part of me wants to add structure to that lack of discipline and help me develop discipline in other ways, so the boss part of me right now has me getting up at five o’clock most mornings and going for a run.
  • 28:40 Through that process, I’m going to prove to myself I can discipline myself to do things I feel uncomfortable with doing. That’s a move in the right direction. The boss part of me often reminds me we have time set aside on Sundays where I have to write down all the things I’m going to accomplish that week and schedule them out, because that part of me knows if I don’t do that, I’m going to wake up feeling overwhelmed and not know where to start on that list. The boss part of me knows those weaknesses and knows how to focus me. If I’m not being purposeful and the boss doesn’t show up, I get lenient and do whatever I want to do.
  • 29:27 I appreciate the boss trusting the employees one someone mentioned, because there’s a difference between trust and being realistic about an employees strengths and weaknesses. If the boss said, “Do what you want to do,” left to my own devices, I’m not going to get as much accomplished. On the other side of it, sometimes the boss has to come in and say, “You’ve been working for 14 hours and I know you enjoy your work, but it’s time for you to take a break, because you can only do this for so long before you burn out.”
  • 30:11 Sean: I like this being aware of which way you tend to go by default, because for me, it’s more toward the overworking side. How you lead effects the culture and the work ethic of your employees. We have this hustle work ethic here. Laci was even saying if it’s evening and I’m working on something, she feels like she should go work on something, even if she may want to read a book. It’s the status quo here. I’ve been self-aware enough to realize that’s my tendency and I’m heading towards burnout.
  • 31:08 That’s why I’ve had to put safe-guards in place for me. Ben’s boss self is telling him to wake up early and run and my boss self, if I’m going to be a good boss, tells me it’s ok to be done and finish the work tomorrow. There’s always going to be more work, but we also need to rest and take care of ourselves. Those are my safe-guards and they’ve lead to the sabbatical.

How you manage yourself is how you tend to manage others.

  • 31:51 Ben: Not everyone is on this path, but if you’re creating content and building a platform, hopefully you have it in your plans to begin to delegate things you don’t need to be doing. Right now, when you’re working for yourself, is a great time for you to develop the healthy habits of how you relate to yourself as a boss and as an employee. That’s going to help you be a better boss to your future employees.

Understanding Personalities Helps You Be a Better Boss

  • 32:33 Sean: Cynthia asks, “How do you navigate being a boss when your employees are your family, or even equal partnership? I’ve got a buddy who’s dad started a business with him and his brother. He gets frustrated by the family dynamics because he is more qualified than his dad and brother and they still treat him like the baby.”
  • 33:07 Cory: I think it works pretty well. I think Sean knows more about me and Laci and how we think more than another team member you haven’t known as long would. There are some strengths there knowing how that person works.
  • 33:34 Sean: That’s why I like Myers Briggs so much. I have a large family so I have a number of people I can reference and it’s helpful when I know someone who’s a certain personality type and I can extrapolate that. I get how Ben operates because he’s the same personality type as Laci and Matt. I know what you need, what helps you do great work, and how to encourage you. Of course I know how Cory thinks too because he’s the same as me. I try to expand that beyond the two most common personality types around me so that I understand it and can relate to my employees. Cory Miller is an ENFP in Myers Briggs, while Laci and Ben are ENFJ, and me and Cory are INTJ.
  • 34:54 Family certainly helps and there are challenges that are different, but the biggest thing for me has been Myers Briggs. It’s an awareness. Understanding personality types helped me be more self-aware because I understand my tendencies, my strengths, and my weaknesses so I can work on those, but also the same for other people. I can employ their strengths and help them with their weaknesses or at least understand how they operate. I can’t say it always works though, the dynamic has to be right. For instance, if I was working in one of my family member’s businesses, I don’t know if that would work. I feel like I’m in the right position for my personality type.
  • 35:44 Ben: That’s just one aspect of the conversation. When I think about working for family, I think about the whole idea of a prophet isn’t welcome in his hometown. It’s the idea that they’re so familiar with you, your strengths and your weaknesses, they have difficulty relating to you as an authority. This doesn’t just play itself out in a boss role, it even plays itself out in my relationship with Rachel. If I share information I just read with her, she’ll respect it some of the time, but when it’s confirmed independently that’s when it really sticks.
  • 36:37 It’s because she knows me, my strengths, and my weaknesses. It’s not that I’m not a credible source necessarily, it’s that she knows me too intimately. That’s where I wonder if sometimes certain people are suited for that and certain people aren’t. I wouldn’t say I’m not suited for it, but I think it’s good for me to be aware that, because of my personality type, I have the tendency to not feel like an authority for people. How do I take on that role? I need to be able to take on that role if I’m going to lead them.
  • 37:18 Sean: You mentioned a book that sounds really interesting to me, and you basically said this book describes your personality type as a catalyst.
  • 37:38 Ben: This book offers a framework for understanding personalities that not only speaks to how you are, but also how other people see you and how you’re most fascinating or intriguing to other people. The name of the book is How the World Sees You, by Sally Hogshead.
  • 38:16 Sean: When you mentioned catalyst, to me that’s a valuable thing. When I think of building a team, everyone has these different strengths. I don’t know exactly how this ties back to being your own boss, but there may be elements that can and that was interesting to me.
  • 38:48 Ben: Based on your two strongest personality traits, on a grid she identifies where they intersect as where your strongest personality expression is. That’s where you’re going to be the most fascinating and where you use the least amount of energy to create the most fascination. There’s also the reverse of this, because these personality traits live on both sides of the grid and they intersect.
  • 39:27 Sean: It’s almost like a times table, where you’ve got the numbers on one side and the other, and you follow it until they meet.
  • 39:33 Ben: Where the primary and the secondary meet is your strongest. Where the secondary and the primary meet is your counterpart. It’s not exactly a weakness. My counterpart is the rockstar and that can also be a place where I create a lot of fascination, but the opposite of those is your weakness. One of mine is intrigue. When I’m trying to keep things hidden and be mysterious, it takes a lot of energy and I don’t fascinate very well that way. I’m most fascinating when I’m passionate and engaging. She also talks about some of the weaknesses—the things you have to make up for. I’ll create a really engaging experience by speaking passionately about things, but if I don’t follow that up with action then I lose all that.
  • 40:38 It’s a really interesting look at those things. It’s immediately helped me realize what I’m doing. It’s easy for me to get into a room with a client and feel as passionately as they do about the thing they’re doing. That fascinates them and creates a connection, but if I don’t do something with that or take action immediately, that fascination and connection fades and I lose it. It’s really helped me to understand I need to be on top of that part of it. The boss part of me says, “Alright, you did a good job in that conference room. Now you need to get some steps in place and get the ball rolling. Don’t just let that fade.”
  • 41:59 Sean: I think all of this comes back to self-awareness: a good boss is someone who takes the time to understand what your strengths and weaknesses are and helps employ you in the right areas. If you’re your own boss, you need to be self-aware and know what those are. Some people don’t like Myers Briggs and that’s fine. These are tools, not religions. They just help me get closer to the root and it helps me understand myself better and how I operate, which is valuable.
  • 42:47 Ben: If you find out what your two strongest personality traits are or if you get those four Myers Briggs letters in place, and then in practice it’s inconsistent with what you’ve found, then it’s totally ok to realize it was inaccurate or to try a different approach. Be flexible with that, don’t feel like you have to keep hammering on it because that’s what your test said, even though it’s not working.

Small Scale Sabbaticals

A good boss understands the importance of rest just as much as work.

  • 44:06 Sean: In the chat room, Ben’s wife Rachel was saying the time you spend with your family effects your work and the time you spend working effects your family. They play off of each other and they’re very symbiotic. For me, the whole work and rest thing is the same. I highly value rest because that’s my weakness—rest is the safeguard I have to put in place because my tendency is overworking. I’ve had to prioritize that out of self-preservation. For those of you who don’t know, we have what we call Small Scale Sabbaticals.
  • 45:19 We have a break every day, we take a day off every week, so I wanted to extend that a little more. I’ve heard of people taking a year off every seven years, but why not something in between those? I wanted to take off a week every seventh week, because I believe we’re more impactful the other six weeks we’re on, to the point we’re not just breaking even. When I went to hire a team, I was planning to stick to the sabbaticals for myself, but what does the employee’s schedules look like when I’m gone? I realized that if I really believe in this model, then why don’t I give my employees the Small Scale Sabbaticals too? We all take the seventh week off at the same time and it’s the heartbeat of the organization.

Taking sabbaticals has helped us be even more productive when we work.

  • 46:39 I just decided to do it because we work hard here. I’m setting the hustle standard and everyone has this similar work ethic, so I think we need to offset that if we want to be healthy people. I’m not saying someone is a bad boss if they don’t give you every seventh week off. I’ll just say it—you probably don’t work as hard as we work here. We work really hard, but we also value the break. I think taking a break is invaluable and crucial. If you’re being lazy and not getting anything done, then the sabbatical doesn’t help you. You have to start with the hustle and then offset it.
  • 47:55 Ben: If you’re not in the habit of taking a sabbatical, the fact you’re not able to focus on your work may be because you’re already burned out and you don’t realize it. It’s not just work, right now my family life has a lot of hustle. It’s very hard work, so it may be that at times I’m working so hard with my family and working hard at work, I get to a place where I burn out in other areas of my life and I don’t feel focused at work. I also don’t want to create the notion that you have to be at a certain hustle level before you can justify taking a sabbatical. It may seem like, “I’m already not producing as much as I should be, so it’d be bad if I take a sabbatical,” then maybe you need to take a sabbatical so when you come back to work, you’re ready to focus.
  • 49:07 Sean: That’s the number one thing people say when I talk about this—“Man, I wish I could take a sabbatical.” Really, you just have to start, just like you have to show up before the motivation hits you. You have to take a sabbatical and then you can afford to take a sabbatical. You work every week and you’ve got at least one day off, but there’s always a feeling of a light at the end of the tunnel. It’s like checkpoints and you can’t imagine what it would be like not to have a Saturday and Sunday.
  • 49:58 What if you didn’t have weekends? There would be no end in sight. You’re used to having weekends, but that’s what Small Scale Sabbaticals become to us. Now, we can’t even imagine working this hard with no end in sight or only have two weeks of vacation a year. They become like long weekends essentially. You work and then you take a break, and sometimes you just have to start.

It’s not about hustling enough to earn a sabbatical.

Sometimes, you have to start with a sabbatical because it makes your work that much more effective.

  • 51:03 Ben: Maybe you can’t take a sabbatical tomorrow, but observe the difference in your work ethic when you put sabbaticals on the schedule. Every time you open your calendar it’ll be there, even if it’s a few weeks out. Observe the difference in how you approach your work in the days leading up to that. I think you’ll find that you have more energy toward your work knowing you’ve got the sabbatical coming up.
  • 51:42 Sean: I’ve noticed that and so has Cory. Stuff takes as long as you give it. We just have to get our work done in six weeks instead of seven weeks.
  • 51:58 Ben: I think it can also reset some unhealthy things you’ve been doing with your clients. Maybe you’re in a habit of putting a client in the earliest spot as soon as they call you, but this forces you to not schedule anyone for that whole week that’s set aside. This client might be ready to go but you’ve got to tell them you can put them in the following week.
  • 52:27 Sean: People say, “How can you operate with a whole week off?” but it’s the same as a weekend, it’s just scaled proportionately. It’s just like if a client wants to meet and it’s Friday at 3pm—why wouldn’t you schedule them on Sunday? Everyone understands it’s the weekend, so you meet them on Monday. I’ve had to schedule podcast interviews four or five weeks out with a sabbatical in there, and they say, “Can you do anytime sooner?” I have to say no, that’s my availability.
  • 53:40 Ben: It’s a mental thing too. If you feel apologetic about that in your head, regardless of how you communicate that, it’s going to come through. You have to be unapologetic and tell yourself, “The results I’m going to provide for my client is better because of the sabbatical.” That way, even if you don’t say anything about it out loud, you don’t even have to wrestle with it in your head. You want to do the best work for your client, so of course you’re going to schedule them six weeks out, otherwise they wouldn’t get the best from you. You wouldn’t be doing them a favor by trying to get them in sooner.
  • 54:23 Sean: It’s like the process. If you compromise the process, you won’t get the results. The example I like to give is, “I want your world-famous pizza, but you have to make it how I tell you to.” No! The results require the process. If you want this work from me, I need to do it this way. If you want my best from me, I need to have my break first. It’s just important. Coming back to being your own boss: you have to take care of yourself on both ends of the spectrum.
  • 55:05 You need to hold yourself to a high standard, work hard, be disciplined, and hustle, but you also have to take care of yourself. If you’re doing your own thing, hopefully this podcast has been illuminating for you and helps you be more self-aware. If we’re honest, most of us are probably close to as bad as some of the bosses we’ve had in the past and we’re not taking the time to realize it.

Using Sabbaticals to Pursue Secondary Passions

  • 56:15 Sean: Doing seanwes TV every day will make the sabbaticals all the more noticeable, so I want to have a page on sabbaticals when we redo the website. There’s two main reasons for sabbaticals: to rest and to pursue your secondary passions. I’m real big on focus and seasons of life. No one has only one interest—the people who are known for one thing chose to curate it and focus on it. It’s not that I don’t enjoy music or other things I’ve stopped focusing on, it’s that I’ve chosen not to focus on them in this season, but to keep those fires alive, I like using the sabbaticals to revisit them.
  • 58:06 Rest, but produce music, work on a book, or pursue your art—whatever it is for you. Because seanwes does this as a company, I’m encouraging people to pursue their secondary passions and tp have a conversation about it when they come back. What did you work on? Where did you go? What did you learn? What did you make? This page would essentially be a collection of projects. If I make an album on a sabbatical or Cory makes a film, they get to be featured on this page. It’s almost like a portal with a bunch of different projects and cool things that people have made. Who knows what that turns into.
  • 59:02 Ben: I like that mindset too because it’s not like the sabbatical is for sitting around the house and doing nothing all day. If you’re used to that level of hustle, sitting around all day would be unfulfilling.
  • 59:23 Sean: It’s switching it up, like working out a different muscle group. Creating music would feel like a totally different kind of energy.
  • 59:39 Ben: Rachel asked, “How do you mention sabbaticals to your audience? The last one I took, a few people messaged me and asked if everything was ok because my blog hadn’t been updated in five days. I usually update every day except Saturday. I’ve been trying to figure out a good way to let people know I’m on sabbatical, so they won’t see anything from me.” It’s a good indication you’re doing things right if people notice you didn’t post and they say something. They care and you’re being consistent.
  • 1:00:30 Sean: People don’t notice announcements, they notice consistency. If you want to launch a product, write a book, start a blog, do a daily video show, or take a sabbatical and have people notice and understand, you’ll have to talk about it a lot. In my audience, there’s still people who don’t know about the sabbaticals. I feel like I’ve talked about it so long, but we’re just now coming up on a year. You basically have to train your audience to understand sabbaticals. I prerecord these mini sabbatical episodes that go out with kalimba, just to change things up and still be consistent. Eventually, people will get it but it takes a long time.
  • 1:02:33 Aaron says, “I like sabbaticals best because they give me time to think about I really want to be doing. It gives me focus on what’s most important to me right now.” Aaron likes to spend his sabbaticals learning, which I love. As an employer, it just makes my employees that much more valuable.