Blog 700! Trade-offs and Rethinking Outcomes

This is blog number 700! Thanks so much to all of you for reading throughout the years. You comments and compliments always make my heart smile. If you ever want to look at old blogs, they are all here Striking Matches – Igniting new ideas and expanding the way we think about things. With all that said, this week is about trade-offs and broadening how we think about outcomes.

A few weeks ago, I was asked to create content for a breakout room during our Marketing Summit (shout out to Todd and Sam for a great job). I had a trade-off to make, because I could have approached this in a couple of ways. Option A, I could have let it be the typical presentation. It would have worked, but it would have been relatively boring and unengaging. Option B, I could turn it into an experience, but I would have to invest more time and energy.

I chose Option B. I invested a significantamount of my time designing and partnering to build an experience focused on driving decisions with AI. I wove a movie theme throughout everything, creating movie posters, scene briefings, scripts, intentionally choosing props, and so many other things to pull this altogether. Most importantly, I found people to work the stations who absolutely KILLED IT with their stories of driving decisions with AI. (The Lilly Market Research crew is pretty special in case you didn’t already know)

Let’s make a few connections. We live in a world where we often think of trade-offs solely focused on the easily measured things like efficiency or ROI. I’m not saying those things are wrong. I’m saying that at times they can be incomplete. At times, overly focusing only on the easily measurable things will cause you to miss out on greater opportunities.

If you only focus on outcomes that can easily be measured, then nothing I did makes sense. Option A would have cost me less time and less resources. Option A would have freed up more time so I could do other things. However, if you broaden your views on what a positive outcome is, then it becomes a different story. Option B and the experience we built created more energy and engagement than Option A could have dreamed of. Additionally, all this time I invested in Option B filled my bucket. It brought joy and unlocked more creativity that is spilling into everything else I touch. Option B took a lot of my energy, but is still one of the best trade-offs I’ve made in a long time.

The challenge: How will you broaden your view on outcomes as you make trade-off decisions?

Bonus- If you want to get meta with this, if you only focus on easily quantifiable outcomes, then it doesn’t make sense for me to write blogs. I can’t quantify if the blogs save time or do anything for the bottom line. I’d like to think that they give people a smile, motivation, and a pick me up when they need it. I like to think they give folks new ways of looking of things. I also know that the writing makes my heart happy, and that counts for something. Combined, those reasons are more than enough to make the corresponding trade-offs to keep writing.

Have a jolly good day,

Andrew Embry

Enabling Trade-offs (7-15-26)

Last week was about making trade-offs in order to avoid burnout. This week is about enabling trade-offs.

The other day my boss did something that was very simple and very effective. I was on an email chain with my boss and someone else. My boss wrote something along the lines of, “You should connect with Andrew on this. Andrew will be wrapped up this week and next week on X.” It was a simple two sentences. It drove home that this was important. It also gave me air cover that he didn’t expect me to move on it right away. He was enabling me to make a trade-off to focus on X, and get to this at a later date. It was a simple two sentences that were powerful and appreciated. Have you ever had a leader give you air cover? How did it feel?

Let’s connect the dots. How often do you hear leaders talk about how we need to make trade-off decisions? I feel this is a constant talking point at most townhalls. Now, how often do leaders enable you to actually make trade-off decisions? How often do they proactively give you the air cover to not do all the things all the time at the same time? This is where things tend to fall apart. It’s easy to say the right things, and much harder to do the right things.

Something I’m trying to do a better job of is ensuring there is more comfort, clarity, and alignment around what can move slow in comparison. The conversation usually goes like this, “The top priorities are A, B, and C. I see you are also trying to move X, Y, and Z. If X, Y, and Z ever threaten A, B, and C, then I want you to know I’m okay with X, Y, and Z moving slower. I’m comfortable with you pausing that work and making that trade-off, so we can nail A, B, and C.” You can have conversations like this if you are officially in a leadership position and even if you are an individual contributor partnering with cross-functional teams.

The challenges: How are you giving your people air cover to make trade-off decisions?

Have a jolly good day,

Andrew Embry

Trade Offs and Burn Out (7-7-26)

This week I want us to pause for a moment to think about the rest of the year, trade-offs, and burn out.

I was off last week, enjoying our summer shutdown. During this time, I made a few decisions about things that would be non-negotiable for the week. For example, I decided that I would get 7k-10k steps in every day. Nothing was going to get in the way of this. Maybe I would trade off sleeping in, so I could wake up and walk first thing. Maybe I’d trade off sitting on the coach relaxing for walking. I was intentional about my decision, and I was intentional about making trade-offs to reach that goal.

Then, work started up again. We are basically 1 week into the back half of the year. Over the past few days I’ve heard people say things like, “We’re already back to the races,” “Back on the treadmill,” “It’s already so busy.” Do you feel this way? I know I do. All of a sudden, achieving those goals became more complicated, because a lot more was on my plate.

Let’s connect some dots. In my time away, I was able and willing to do things for the house, my family, and myself. This filled my cup and made me a better human. As we start up the second half of the year, I can already see that there is more work than I’ll ever be able to do. If I try to do it all, I know I’ll burn myself out. When I burn myself out, I won’t be good for my family, myself, or my work colleagues.

I’m realizing that if I’m not intentional about my goals and the trade-offs I’m willing to make I won’t be successful. If I’m not intentional, I might spend too much time on X project and not enough on Y, when Y is what really counts. If I’m not intentional, I might trade-off my health or my time with my family for getting lost in the daily grind.

Have a jolly good day,

Andrew Embry

How are you communicating your priorities and workload to others? (1-21-26)

Happy Wednesday,

Last week was asked ourselves the challenging question, “How broken am I willing to be to achieve my goals?” This week I want us to explore a question that should help us avoid being broken, and that question is, “How am I communicating my priorities and workload to others?”

I like my boss. He’s a cool dude and pretty smart. However, he can’t read minds. #bebetter Since I know he can’t read minds, this shapes how I talk to him about priorities and workload. Here was our conversation last week as we discussed goals for the year. I started by explaining the major workstreams and the ones I felt would provide the most value. I explained that in our current state I couldn’t do all of them justice. My boss asked me what my top 3 were. I explained, “Project A and B provide the most value and will take the most effort for X, Y, and Z reasons. I need high quality deliverables for A and B. That basically eats up my Q1. I won’t be able to do Project C justice unless I give up sleep and run myself into the ground, or I get some help. Help looks like this…” My boss tells me he agrees with my rankings and that if we can’t get help in that way we will have to push C until later in the year. We established priorities, trade-offs, and now I have the air support to not burn myself out. It was a 5 minute convo, but all we needed to ensure alignment.

Let’s connect dots. As good as my boss is, I can’t expect him to know everything on my plate. #slacker I can’t expect him to understand how long and how much effort everything takes. If my boss would play in radioactive waste, he might develop mind reading powers, but since that likely won’t happen I need to verbalize these things to him. Once I talk about these things, we can shift into problem solving mode where we can make actual trade-offs where we focus on some things and let others go.

Gut check. How often do you give an HONEST assessment of your workload and capacity? For many years in my career I just sucked it up and ran myself into the ground. I was scared to ask for help. I was scared to say that I had too much. I paid the price for this with my health, and it’s not a price I want to pay anytime soon. We can only address a problem if we know it exists.

The challenge: How will you communicate your priorities and workload to others?

Bonus for the leaders: Are you creating the environment to have these conversations? If your people come to you and discuss legitimate constraints and your default response as a leader is “Just figure it out” you’re likely doing more harm than you realize. I hope as leaders we are creating the environment to have these conversations where we can acknowledge legitimate barriers AND be problem solvers.

Have a jolly good day,

Andrew Embry

Ensuring Our Goals Resonate (1-8-25)

This week we are going to kick off a series focused on goals, and we will start by reflecting on whether or not our goals resonate.

For the past few years, I’ve set a generic goal to get healthier. Getting healthier might be a goal that resonated with other people, but if I’m honest, it was never really motivating and never really connected with me. It was too abstract of an idea. Over the past few months, I’ve lifted weights on a more consistent basis and I’m discovering how much I enjoy that. This year, instead of having a generic goal of getting healthier, I have a goal of building more strength. More specifically, I want to increase the amount of weight I lift on a weekly basis by 15-20% by the end of the year.

I understand that ultimately the idea of building strength is connected to the idea of getting healthier. However, the goal of building strength is so much more motivating to me. I enjoy lifting weights. I love the simplicity of knowing if I’m making progress or not on any given day. I get excited about making improvements whether it’s adding in a few extra reps or increasing how much I’m lifting at any given time. Building strength is a goal that resonates with me. It’s a goal I can rally behind and execute against. I don’t have that same passion for the generic goal of get healthier.

Let’s make some connections. Have you ever had a goal that didn’t resonate with you? Did you pursue that goal with the same zest as you did for something that truly connected with you? Think about common work goals. They include things like, drive sales, hit quota, decrease costs, improve market share, increase customer satisfaction, and deliver more value. These goals aren’t necessarily wrong. At the same time, they may not resonate with us. Maybe the goals are too abstract or maybe they are something that don’t exactly connect to what we value. We have to find a way to translate and create goals that connect with us. I’ve said for years my main goal at work is to deliver magic, which means doing the impossible. That idea may not make sense to anybody, but it gets me out of bed in the morning. It gives me something that I am excited about pursuing and delivering. It gives me fuel that sustains me throughout the year.

The challenge: What are your goals? Do they truly resonate with you?

Have a jolly good day,

Andrew Embry

Electric Currents, Parenting, Leadership, and Burn Out (1-10-24)

As we start off the year and begin to dive back into the craziness, I think we can all agree that we want to make sure that throughout the year we are taking care of each other in order to avoid exhaustion and burn out. With this in mind, I want us to reflect on electrical current, parenting, leadership, and burn out. If you’re in an official leadership position, I hope you read this and seriously consider the themes and implications. Side note, I’m in an official leadership position, and I’m writing this as a reminder to myself more than anything.

Let’s pretend for a minute that I took a lot of heavy power using appliances and plugged all of them into the same surge protector. It might look something like this picture. I’d assume that you’re thinking, “Why would you do that? That is not smart at all. Even though it’s a surge protector, it is not designed to handle that amount of electrical current. You’re going to burn something down.”

Now let’s think of parenting. Imagine that I have an overwhelming list of demands for my kids, and I expect everything on my to-do list to be done perfectly, and this occurs over months. My kids struggle with this workload. When I notice them struggling, I tell them, “You just need to practice some self-care. Take a rest.” However, the workload and expectations stay the same. At this point, I’d assume/hope you’re thinking something like, “You’re being a bad dad. You’re giving them an impossible task that is beating them down, and instead of doing something that could help them you are telling them to fix it themselves. They don’t have the power to fix it themselves, because they don’t control the expectations you are putting on them. You need to do something.”

What does this have to do with anything? The overloaded surge protector that would start a fire was MY responsibility because I chose to route too much power through it. When my kids were struggling and couldn’t fix it by practicing self-care, it was MY responsibility, because I controlled the list of demands and expectations. Why don’t we more consistently apply this same thinking when we think about employee burn out? Most things I read and hear about burn out put the responsibility on the individual employee. We tell them to practice self-care, go for a walk, and get plenty of rest. Why don’t we more consistently look at the leader and hold them responsible for creating an environment that is a huge contributing factor to burnout? The fact is, even if the individual practices the best self-care ever, it doesn’t matter if their work environment is always crushing them into the ground. The individual can have some responsibility, but not all. Leaders have a large portion of responsibility with regards to burn out, because their actions or inactions are the ones that create environments where burn out has a higher or lower chance of being a negative force for employees.

Think about it for a minute. If a leader doesn’t have a clear vision, then all the additional energy trying to navigate the swirl is extra burden on the team. If the leader doesn’t have clear priorities about what work needs to be done, the quality it needs to be delivered in, and the effort it should require, then all of the extra work done on things that isn’t needed puts extra burden on the team. If the leader is not actively driving a culture where people feel heard and valued, then all the extra energy people put in to survive that culture is extra burden on the team. Have you ever been on the receiving ends of any of those situations? I have. I’ve found that once you add up all that extra burden ON TOP of already largely out of reach goals and expectations, you have the perfect recipe for burnout. Have you ever been the leader who hasn’t done those things well? I have. What did you notice? I notice when I don’t do those things well, it puts a tremendous burden on folks that shouldn’t be there, and it sucks their souls.

The challenge: As a leader, what are you doing to create an environment that minimizes the potential of burnout? Asked another way, as a leader are your actions increasing or decreasing the chances of people experiencing burn out?

Have a jolly good day,

Andrew Embry

Setting Expectations Relative to Your Reality and Blowing Fuses (1-18-23)

Happy Wednesday,

This is the last one in our series about protecting energy. Last week was about protecting your energy and blowing fuses. This week we will continue to think about blowing fuses as it relates to setting expectations relative to your reality.

Back in November, Cam played Legos with a friend in the garage. Cam got me and said, “The power went off in the garage.” I see that Cam and his friend have their socks and shoes off and are wearing t-shirts. I’m confused because the garage isn’t heated, and Cam explains, “We didn’t want to have to wear coats and stuff as we played so we turned on both space heaters (in the same outlet).” This blew the fuse. I reset everything and then turned to the kids. “I get that you don’t want to wear coats or anything and that the extra layers might get in the way when playing Legos. Running two space heaters is not good for the electrical system. We aren’t building a fire to warm you up. You need to put your socks, shoes, and coat on if you want to keep playing in the garage.

What does this have to do with anything? This is a story about how their original vision and expectations led to blowing a fuse. They wanted to be warm and barefoot like summertime, so they tried to do that with the space heaters, and it didn’t end well. Their expectations did NOT match the reality of the situation (it was cold 😉). How many times has this happened to you at work? It often looks something like this, “This project is critical, and it needs to be perfect,” but you look around and realize you don’t have the financial or people resources to make it happen. You also quickly realize that you aren’t going to be given more time, energy, money, or people. You still try to deliver that perfection anyway, and before you know it you have burned yourself and other people out. Does this sound familiar? I spent a fair amount of 2022 in that space, which is why I’m so focused on not ending up back there.

When Cam and his friend realized that the reality was different from their expectations, they had a CHOICE about how to proceed. They could stop playing Legos (stop the project). They could find other ways to heat up the area (get more resources). They could adjust their expectations and behaviors to match their reality. In their case this meant putting on coats. In our case at work, it might be admitting that the “perfect” deliverable is NOT possible with our current resourcing and being okay with delivering something less than perfect. The struggle to let go of perfection is real, knowing that I won’t hit the standards I hold for myself and likely will upset/disappoint others. These aren’t easy choices to make. They are necessary choices if you want to protect your energy.

The challenge: How can you set better more realistic expectations in order to protect your energy and the energy of others?

Direct bonus thoughts that might hit a little hard: As leaders we have the burden/responsibility to set the parameters and realistic expectations that enable people to protect their energy. This is especially important if you are in an official leadership position, because your actions will naturally carry extra weight. Below are a few situations where I’ve seen leaders handle situations in a way that communicated to me that they weren’t aware of or didn’t care about burning people out. I’ve seen these things, and I’ve been the leader in these situations. Have you? Something to think about.

If there is a legitimate issue with the project, and the leader tells the group they will just have to figure it out without giving them more time, people, money, or taking things off their plate through automation or prioritization, then there is a good chance that the leader’s actions are communicating, “I’m okay with you burning yourself out to make this happen.” (My new go-to move is to ask, “What do you NEED to make X happen? Do you need time, people, to take things off your plate, or something else?”)

If there is an issue and the leader responds with, “You will just have to prioritize” without being able to say what they are able let go of completely or where you they comfortable with the team giving less effort, their actions are likely communicating, “I’m okay with you burning yourself out, because everything is important and everything needs to be done.” (My new go-to move is to start by asking, “What do you NEED to make X happen?” Then, I reclarify priorities. “Here are the 2 or 3 things where we need A effort. Here are the things we need B effort. I don’t even want to talk about Q, R, and S because they aren’t important. If we have to let go of Q, R, and S, we will just have to deal with it.)

If a leader is not consistently celebrating and recognizing people who prioritize (by either saying no to work, choosing to delay unimportant work, or giving less effort to unimportant work) or are comfortable giving less effort to things that don’t matter as much), then the leader is sending a message that you don’t truly value prioritization. (I’m working hard to recognize folks here.)

Have a jolly good day,

Andrew Embry

Screen Time, Value, and Prioritization (3-17-21)

Last week was about identifying your cultural pillars. This week is about parenting, screen time, value, and prioritization.

One of our rules is that the girls get limited screen time each day. During this time they have the option to do different things. They can watch cartoons, play video games, or do something on the ipad. Whatever they choose to do, they still get the same amount of time. The other day the girls had their normal amount of screen time. They chose to watch a cartoon on the main TV. At the end of the episode, I told them it was time to turn everything off. They asked for more screen time. I told them no. They got upset, because they said they didn’t want to watch cartoons, and they had really wanted to play video games. I reminded them that they knew they had limited amounts of screen time and that they chose to watch cartoons. I also explained In the future they would need to be more thoughtful about how to spend that screen time if they were disappointed.

What does this have to do with anything? The girls don’t realize it yet, but we are essentially teaching them a sneaky lesson in prioritization and understanding what you value and want. They have a set amount of screen time, and they have a few different ways they could spend that time. How should they spend it? It all depends. Out of their options, which one(s) would give them the most value? In a similar way, we all have a limited number of hours each week to fit in everything we need to do as it relates to our holistic health, our relationships, and work. How often have you looked back at the day or week and said to yourself, “Whoa, I don’t think I did any of the things I really wanted to do. I wish I could have done X, Y, and Z instead.” I know this happens to me sometimes. There’s no way to go back in time, but I can do a better job of ensuring I know what I value and then making sure I focus my efforts on those things. Sometimes, this means making sure I’m prioritizing and staying focused on important work. Sometimes, this means that I step away from that important work and spend time connecting with others and myself to ensure I’m meeting my other needs. It all depends on what I value and need.

The challenge: What do you value? Are you CHOOSING to prioritize your time to reflect what you value?

Bonus thoughts: When it comes to prioritizing work I tend look at 3 variables: impact to the business, quality of the deliverable, and amount of effort. I try to focus on the things that have the most impact. From there, I’m constantly balancing quality and effort. If the work needs to be A quality, then it requires a lot of effort. This means, I can only do a limited amount of A quality things at a time. However, if the quality required is only a B or C, then that requires less effort and I can produce more work. My opinion is that most stuff really just needs to be a B, because it’s not going to be perfect before it hits the market anyway. Being honest about the quality helps me make sure I put the right amount of effort towards the right things. There is no point putting maximum effort toward something that needs to be a B.

Have a jolly good day,

Andrew Embry

Restaurants, Serving, and Sprinting (6-24-20)

Last week was about embracing new foods and stepping outside of your comfort zone. This week is about restaurants, being a server, speed, and thinking.

Back in college I was a waiter at an O’Charley’s. In case you’ve never been to an O’Charley’s it is like an Applebee’s. The main difference is that O’Charley’s has some AMAZING rolls. Anyway, when I first started my job as a waiter, I found myself running around constantly back and forth between the kitchen and my tables. I would go get refills for one table, then get to another table and realize they needed refills, so I would have to go back and get them refills. By the end of the night I was exhausted from running back and forth. Over time, I began to realize that I was working very hard, but I wasn’t working very smart. Instead of only thinking about one table at a time, I began looking at multiple tables. Instead, of making individual trips back to the kitchen, I would go back to the kitchen and take care of the needs for multiple tables. Taking a few extra seconds to look around to see who needed refills, more rolls, checked on, etc. enabled me to save steps and avoid sprinting back and forth throughout the night. This led to me being more efficient and effective, which eventually led to me receiving better tips.

You might be wondering where this server story is going. I don’t know about you, but from time to time I get sucked into the frenzy of work where I sprint from project to project and place to place. By the end of the day I feel exhausted. Have you ever felt this way? When you felt like this, how productive were you? If you’re anything like me, during these times you weren’t as productive as you could be. I’ve realized over time that whenever I feel like I’m sprinting out of control I need to pause for a moment. Just like my server days, I need to stop for a moment to look around and figure out what is going on. Rather than sprinting, I need to pause, survey the situation, and figure out a plan. Taking a few minutes to think through things usually results in me figuring out ways to avoid pitfalls and eliminate extra steps. At the end of the day, spending a few minutes to pause and think, saves me hours of running around.

The challenge: Will you take a few moments to pause and plan vs. running around?

Have a jolly good day,

Andrew Embry

Investments and Returns (6-3-20)

Last week was about diversifying how you spend your time to help you be a better human, and Friday’s bonus entry was about investing time and effort in becoming more anti-racist. This is our final entry in the series about investments and it is about investments and returns.

Let’s pretend for a moment I’m a financial advisor. I explain that you can choose to invest in fund A or B. How would you decide to invest your money? I bet that before you did anything, you would want to better understand funds A and B and their rate of returns. After you understood that, then you could evaluate the tradeoffs and decide how to invest.

What does this have to do with anything? In the above example, you would want to understand the potential return, so you could assess the trade-offs and make the right decision. I see two applications of this idea. The first application comes to the work we do. We all have more work than we can handle, so we must make decisions on where to INVEST our time. How often do you pause to think about the RETURN you could get for your effort and then invest your time accordingly? I don’t always do this. Sometimes I just start doing the things on my to-do list without thinking about what is important. Other times, I get lost trying to make something perfect, and all the extra hours I put in didn’t give me much return.

The other connection is about investing in each other. The other day my wife walked into our makeshift office, and she saw me writing an email with a meme telling the person they were awesome. My wife asked me how much time I spend recognizing others and helping them feel valued. I laughed, because I don’t look at that as spending time. I look at this act as INVESTING time. Furthermore, it’s the best and smartest investment I can make out of all the things I do. I’d argue the same would be true for you. Here’s why. I want to have a positive impact on the people we serve. I’m not smart enough or talented enough to do that on my own. Also, the work I do is so complicated that I can’t do it on my own, so I need help to reach my goal. As a result, I invest in people. I give them my energy, effort, compassion, and words of appreciation. In return, I gain teammates and friends. These teammates and friends share their brainpower and skills. Together, we do incredible things, ultimately delivering the impact I want to deliver in the world, which makes me feel fulfilled. The only way I can reach my goals is by investing in others.

Challenge 1: Will you be more aware of how you invest your time and what returns you will get (for both projects and people)?

Challenge 2: Spend a few minutes investing in someone else today with a few words of recognition or something else.

Sending peace and love,

Andrew Embry