Vacation Countdown Starts on Monday. 30 Days of Prep to leave your desk and not worry about your projects or colleagues.
Happy Easter Weekend! | 30 Day Vacation Countdown Starts Monday! |
Budget Talks at Work | Lent Prep | Easter Prep |
Workplace budget discussions are about alignment, ROI (Return on Investment), and transparency. The rules change depending on who you are talking to about money.
For the CEO: The Vision & The “Why”
The CEO isn’t usually in the weeds of line-item expenses; they focus on the “big picture.”
- Rule: Strategy First. When the CEO talks budget, it should be tied to the company’s 12-month or 5-year goals and your specific projects in relationship to those items.
- Rule: Radical Transparency (Within Limits). To build trust, a CEO should share the health of the budget without sharing confidential data.
- Rule: They are the CEO. A CEO must own unpopular decisions. If a bonus pool is cut, the CEO delivers the news rather than delegating it to HR staff or consultants.
For Admins: The Gatekeepers & Accuracy
Admins are the “ground truth” of the company’s spending. They see the receipts.
- Rule: Strict Confidentiality. Admins often see what executives are spending on travel or client dinners. The rules are set by HR. Spending is monitored by software and receipts provided. Don’t bully the Admins or expect them to lie for you. Your email accounts and phones are most likely owned by the business and are admissable in court.
- Rule: Documentation is King. Admins are not evil. They are busy doing paperwork and making sure projects are looking professional through editing, and consistent formatting and following corporate standards. If a receipt is missing, the rule is the same for the Intern as it is for the VP and is set by the accounting department.
- Rule: Proactive Reporting. Admins should alert managers to “budget creep” before a department goes over its limit, not after. This protocol is set in place by accounting and project managers.
For Staff: Stewardship & Justification
For general employees, the budget is a tool they use to do their jobs.
- Rule: Treat It Like a Precious Commodity. What is the ROI of your spending?
- Rule: “No Surprises” Communication. If a project is going to go $1,000 over budget, the staff member must flag it the moment they realize it—not when the invoice arrives.
- Rule: Contextualize Requests. Explain why you would like to spend more money and the Return on the expense.
For Clients: Value & Predictability
Talking money with clients is about building a partnership.
- Rule: No Hidden Fees. Every potential cost should be disclosed in the initial contract. Surprising a client with an extra $500 fee is a fast way to lose a $50,000 account.
- Rule: I’m the Expert Rule. When a client asks why your budget is high explain the value of your work and your expertise.
- Rule: Extra Work Rule. If a client asks for extra work, the rule is: “I’d love to do that; let me send over a quick estimate of the costs for the extra work so we can adjust the budget.
Update Schedule for Work | How Often to Update
Checking in with Your Boss
- Frequency: Weekly or Bi-weekly using an email Format.
- The Strategy: Instead of asking “What do you need from me?”, send a “Wednesday update via email. Briefly list projects, benchmarks and pain points you are having. This proactively answers some questions and keeps them up to date for their meetings and management duties.
Checking in with Colleagues/Peers
This is about coordinating and completing goals.
- Frequency: Daily or every few days
- The Format: Project management tools .
- The Strategy: Use specific texts like, “Hi! I’m planning to start my portion of the report on Thursday—are we still on track to have the data by Wednesday afternoon?” This gives them a deadline and a reason for your inquiry.
Checking in with Other Departments
This is about milestones. Since you don’t work with them directly, you want to be mindful of their internal deadlines.
- Frequency: Once a month or at specific Project Milestones where they may need data for Kudos.
- The Format: Email or a designated intranet communication channel.
- The Strategy: The “Early Warning” system. Ask for updates before you need the information. If you need something by Friday, give them a week. This accounts for their busy schedules and prevents you from being frantic at the last minute looking for data.
Summary Checklist for Workplace Updates
| Stakeholder | Recommended Frequency | Best Channel | Tone Tip |
| Boss | Weekly | Email Update | Proactive & Concise |
| Peers | Every 2–3 days | Intra-office Communication | Collaboration-focused |
| Departments | Monthly / Milestone | Direct & Deadline-driven |
Making a Binder for Work Focused on You Being Away
Create an “I’m Away from My Desk” Binder. You can use this Jpg.
What to include:
An “Out of Office Bible” is the greatest gift you can leave your colleagues. If it’s thorough, they won’t feel the need to try and “find” you on the trail, and you won’t spend your first week of hiking wondering if the office is on fire.
Since you’ll be gone for 90 days, this binder needs to be a standalone manual. Here is exactly what to include:
Binder Section 1: The “Big Picture” Calendar
This is a high-level visual of the time you are gone.
- Key Deadlines: Highlight anything due in your absence (reports, tax filings, project launches).
- Recurring Meetings: List the ones you usually lead and who is covering them.
- Your Return Date: Mark your “Soft Return” (catch-up days) and “Hard Return” (ready for meetings).
Binder Section 2: The “Who’s Who” (The Handover Map)
Create a simple table so colleagues know exactly who is the “New Emmy” for specific topics.
- Topic A: [Colleague Name] — e.g., “Invoicing and Billing”
- Topic B: [Colleague Name] — e.g., “Client X Relationship”
- Topic C: [Colleague Name] — e.g., “Social Media Posting”
Binder Section 3: Project Status Sheets
Dedicate one page to each active project. Use a Stoplight Status system:
- Green: Running smoothly; just needs monitoring while I’m away
- Yellow: Action required by [Date]. I won’t be here to work on this.
- Red: Needs immediate attention or has a major bottleneck. Extension applied for just in case.
- Next Steps: “The very next thing that needs to happen for this project is…”
- No extra digital files available. Check my work file for documents.
Section 4: The “How-To” Vault (SOPs)
Don’t assume people know your “invisible” tasks. Include Standard Operating Procedures (SOPs) for:
- Logins: Where to find group passwords (use a company vault like LastPass if possible).
- Software: Any niche tools only you use or available on your work computer.
- The “Workarounds”: “If the printer jams this specific way, do this…” or “This client prefers phone calls over emails.”
Section 5: External Contact Directory
A list of vendors, clients, and partners you interact with that will talk to other people.
- Name & Company
- Email & Phone
- Context: “They usually call on Tuesdays for the weekly update.”
Section 6: The “Break Glass in Case of Emergency” Page
Define what an actual emergency is.
Example: “If a client cancels a contract, call my supervisor [Name]. If the building is physically flooding, call [Maintenance]. Do NOT attempt to contact me on vacation except through the police department. [Specific Dire Scenario].”
Pro-Tips for the Binder
- Digital & Physical: Keep a physical binder on your desk, but email a PDF version to your team members and boss so they can search for keywords.
- The “Table of Contents”: Make it the first page so they don’t have to hunt.
- Post-it Notes: If you have physical files on your desk they might need, flag them with Post-its or leave them with an admin on her desk.
Calendar Update | Giving a Heads Up at Work | Example: Trefuly is Hiking for the Summer
Upcoming Calendar Note: Temporary Hiatus for the Summer
I’m writing to share a quick update regarding my schedule. I will be taking a leave of absence for the Summer to work on my goal to finish the AT Trail. During this time, my usual updates will be on hold. I look forward to reconnecting with you all when I return in September. This is a thirty day notice.
During my hike, my work is focused on planning for the September through Thanksgiving Detox which I will blog you through. After Thanksgiving, we start the prep for Christmas and New Years celebrations.
Don’t forget to write your vacation notice for your emails at work and on your personal email.
Observe for KUDOS Moments at Work |
Integrating KUDOS into your workday is a fantastic way to build healthy working relationships and healthier work habits. Here is how you can weave KUDOS into your daily routine:
Morning: Knowing & Understanding Your Work Day
Start your day by getting yourself ready before the chaos begins.
- Self-Check: Take twenty minutes to identify your current emotional state at work, your top priorities for the day and make sure you have everything to complete your daily goals. Ask yourself, “who do I need to interact with today?”
- Active Empathy: Before your first meeting or social interaction, remind yourself that everyone you encounter has their own goals you may be able to help. Make sure you know how they are helping or working with you on your goals for the day or in your projects.
Mid-Day: Doing & Openness
This is the “action” phase where you engage with people at work.
- Action: Do your work and make sure your colleagues know when they can interrupt. Break one large goal into a day goal task and finish it before lunch. Let people email you if they have a question and respond to them after you finish your morning goal. Thank them for working with you by sending an email (Kudos file the email).
- The Feedback Loop: When someone offers a suggestion or a critique during your breaks or through email, read the email a few times before responding. Keep your response in active reading mode or listening mode.
End of Day Solidarity & Recognition
Wrap up your day by connecting with other teammates, emailing or sharing in a conversation updates or Kudos of appreciation.
- Express Gratitude: Send one quick text or email to a friend or colleague acknowledging something specific they did well during the day or sharing information that might help their goals.
- Daily Review: Before leaving your desk, review what you accomplished that day, what you would like to accomplish tomorrow and what your schedule is tomorrow. Check to see where you may need to interact with your colleagues.
Quick Reference Table: The KUDOS Daily Anchor
| Principle | Daily Application | Small Habit to Start |
| Knowing | Self-awareness | Morning journaling (3 bullets). |
| Understanding | Empathy for others | Pause 3 seconds before responding. |
| Doing | Consistent action | The “Eat the Frog” technique. |
| Learning | Intellectual Growth | Learn a new fact that will help your work. |
| Solidarity | Community support | Give a genuine compliment to your co-workers. |
Day Goal Suggestion
Incorporate a Knowledge Drop into your day: When someone explains a complex concept clearly or shares a resource that saves everyone time. Make the knowledge drop helpful to your work and projects and something in the news.
Additional Information for KUDOS File
3 Quick Items for Evaluation of Colleagues
| Item Type | What to Document | Why HR Loves It |
| Peer Praise | Unsolicited emails or Slack pings thanking you for help. | Shows you are a culture-builder and team player. |
| Problem/Solution | “The problem was $X$, I did $Y$, and the result was $Z$.” | Quantitative proof of your value-add. |
| Upskilling | Any micro-credential or new tool you learned this month. | Proves you are self-motivated and adaptable |
Kudos Folder for Work Compliments HR Appropriate
Templates and KUDOS folder for a Work Compliment to Use For Bonuses, Promotions, Picking Project Teams
1. THANK YOU! Co-worker on a Team
“Hey [Name], I just wanted to send a quick note to say thanks again for your help with [Project/Task] yesterday. You really helps us achieve our [benchmark/goal/deadline]. I’m lucky to have you on my team!”
2. The “Public Recognition” (For Slack or a Group Channel)
“Huge shout-out to [Name] for jumping in on [Task] today. Their contribution is going to make the rest of this week much smoother for everyone. Thanks for the assist!”
3. The “Direct & Professional” (For an Email)
“Hi [Name], I wanted to formally thank you for your support on [Project]. Your contribution was a key part of getting to the deadline on time / achieving our goal. I value the expertise you brought to the table and Look forward to our next project / opportunity to work together.”
Formatting Your Work KUDOS Folder or Gratitude Bank
When you save these notes, try adding tags to each one. In six months, you might want to remember who helped with what and may want to remember the exact impact each member had on the project when preparing a new project.
Example Entry:
- Who: [Name]
- What: Helped with the a Budget Pivot.
- Impact: Saved me 4 hours of manual data entry.
- Notes for KUDOS: “I was just looking back at the budget project and wanted to remember how much NAME’s assistance helped with the budget pivot. It made a huge difference and their work was excellent/valuable/appreciated
Trigger Development from the Past | Lent Prep | Easter Prep
At work, identifying triggers requires looking for operational frictions. By reframing your emotional reactions as data about your work environment, you can identify them without appearing weak or unable to hold your position.
The Work Trigger Review
Translate your emotional reactions into business language. This moves the focus from your feelings to your effectiveness at work.
| If you feel: | Reframe it as: | Why this sounds “Strong”: |
| Micro-managed (Anxious/Annoyed) | A need for Autonomy | It shows you value ownership and efficiency. |
| Ignored in meetings (Hurt/Invisible) | A need for Contribution Equity | It shows you want to maximize your value to the team. |
| Last-minute changes (Panicked/Angry) | A need for Predictability/Process | It shows you are focused on quality and planning. |
| Unclear feedback (Defensive/Confused) | A need for Actionable Clarity | It shows you are growth-oriented and results-driven. |
Use the “SCARF” Model
Developed by a neuroscientist, this model lists the five domains the brain treats as “survival” issues at work. If one of these is threatened, you will be triggered.
- Status: Your relative importance to others.
- Certainty: Your ability to predict the future.
- Autonomy: Your sense of control over events.
- Relatedness: Your sense of safety with others (friend vs. foe).
- Fairness: The perception of fair exchanges between people.
Setting “Proactive Boundaries”
Identifying a trigger allows you to solve the problem before the emotion hits. This makes you look like a high-performer who manages their own workflow.
- Trigger: Being put on the spot for answers.
- Professional Solution: “I want to give you the most accurate data. Can we add an ‘Updates’ section to the agenda so I can prepare my notes in advance?”
- Trigger: Vague, “can we chat?” messages.
- Professional Solution: “I’m in deep-work mode right now. Could you send over a quick agenda so I can make sure I have the right files ready when we talk?”
Managing the “Post-Trigger” Moment
If you do get triggered and feel a reaction coming on, use the “Consultant’s Pause.”
Instead of reacting emotionally, say: “That’s an interesting. I will be right back to continue our conversation.” This doesn’t look weak—it looks deliberate and composed. If you are unable to leave. Take a pause and look for data. or write down what was said and make sure that you have the information down accurately.”
Today Schedule a Meeting Using An Image
You can use this image to schedule a meeting through text.
