Tag: Lent Prep

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Normal Work Meeting Frequency in the USA | Lent Prep | Easter Prep |

Standard Meeting Cadences

Meeting TypeFrequencyPrimary Purpose
1:1 (Manager/Report)Weekly or Bi-weeklyCareer development, roadblocks, and personal check-ins.
Casual Water Cooler MeetingDaily (15 mins)Quick tactical alignment: “What did I do, what will I do, Issues?
Team Staff MeetingWeeklyHigh-level project updates & department news.
Project SyncWeekly or Bi-weeklySpecific look into a live project with a cross-functional group.
Monthly All-HandsMonthlyCompany-wide transparency, big wins, and long-term strategy positive meeting – never negative.
RetrospectivePost-Project or QuarterlyReviewing what went well and what needs to change for the next project.

For Home life, I have been sharing content on this blog for family relationship dynamics.

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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.
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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 AutonomyIt shows you value ownership and efficiency.
Ignored in meetings (Hurt/Invisible)A need for Contribution EquityIt shows you want to maximize your value to the team.
Last-minute changes (Panicked/Angry)A need for Predictability/ProcessIt shows you are focused on quality and planning.
Unclear feedback (Defensive/Confused)A need for Actionable ClarityIt 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.”

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A Template for an Apology and Mending Fences with a Colleague | Lent Prep | Easter Prep

Professional apologies in the workplace are slightly different than in personal friendships. While the goal is still to mend the relationship, the focus is accountability, reliability, and the restoration of the team dynamic.

The Direct Ownership Apology

In an office, mending fences with colleagues often starts with a clear admission of a specific lapse such as missing a deadline or a communication deadline.

The “Corrective Action” Plan

An apology used to demonstrate a commitment to process improvement. If a mistake at work caused extra work for others, your apology is presenting a plan designed to ensure a positive relationship future. This shows respect for their time and labor of your colleagues which have to work to deal with your mistake.

Public Credit or Private Validation

If the hurt involved undermining a colleague such as your boss, or taking undue credit regarding your colleagues ideas, your apology involves publicly highlighting their contributions to the idea and making it a team idea not a single persons. This can be done by sending an email to the team or manager specifically praising that colleague’s recent work or clarifying their role in a success.

Email Template: Professional Mending of Fences

This template is designed to be direct without being too emotional. This maintains professional standing while showing regret over the mistake / action which caused harm to a professional project or relationship.

Subject: Following up / Apology regarding [Project Name or Situation] Formal Email Tone

Dear [Colleague’s Name],

I’ve been reflecting on [the meeting/our conversation] from [Day/Date], and I want to reach out and apologize for [my tone/the oversight/the delay].

I realize that my [actions/words] created [extra work/tension] for you and the rest of the team. That wasn’t my intention, but I recognize the impact it had, and I’m sorry for the issues it caused.

Our working relationship is very important to me, and I’d like to make sure we’re back on track. I would like to continue supporting your/the team efforts and moving forward on the projects.

I’m committed to developing better communication and cooperation skills on my end from here on out.

Best regards,

[Your Name]

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When You are Arguing and Use the I Statement

“I” Statements vs. “You” Statements

The difference is subtle but powerful. “You” statements often sound like an attack, which triggers a “fight or flight” response in the listener.

SituationThe “You” Statement (Avoid)The “I” Statement (Try This)
Late Reply“You always ignore my texts.”“I feel anxious when I don’t hear back from you. I’d love a quick thumbs-up next time so I can finalize our schedule.”
Messy Kitchen“You’re so lazy; you never clean up.”“I feel overwhelmed when the counters are messy. I like to cook in a clean space. Could you please help clear the dishes before bed?”
Interruption“You keep cutting me off!”“I feel frustrated when I’m interrupted. I lose my train of thought. I’d like to finish my point.”

Pro-Tips for Small Frustrations

  • Stick to the Facts: In the “when” part of the sentence, avoid words like “always” or “never.” Instead of “When you’re always late,” try giving a specific example from some other person. “When my friends arrive 15 minutes late, it makes me feel stressed.”