The Simple Weekend Habit That Makes You Less Unhappy

Picture this: You’re scrolling through your phone on a Saturday morning, already feeling the weight of the week ahead pressing down on your chest. Your mind is racing through your to-do list, replaying last week’s stressful moments, and somehow managing to worry about Monday’s meetings all at the same time. Sound familiar?

We’ve all been there. But what if we told you that one of the world’s leading happiness experts has a simple practice that could help you, and it only takes half a Saturday?

When Google’s Former Chief Business Officer Discovered the Power of Doing “Nothing”

Mo Gawdat is more than your typical happiness guru. The former Chief Business Officer of Google X—the guy who helped open Google’s businesses worldwide—knows a thing or two about the relentless pace of modern life. But after experiencing unimaginable loss and depression despite his massive success, Mo discovered something profound: sometimes the most productive thing you can do is appear to do nothing at all.

In a recent episode of A Bit of Optimism, Mo shared what he calls his “Saturday practice,” a simple routine that has become the cornerstone of his happiness philosophy. 

The Magic of Saturday Until 2 PM

Here’s Mo’s game-changing approach: “Most Saturdays, my alarm clock is set to 2:00 PM. Doesn’t matter when I wake up, but I am in reflection mode until 2:00 PM.”

But this isn’t just lounging around (though honestly, that sounds pretty great too). Mo has turned this time into what he calls “mini silent retreats.”

“I’m completely alone,” he told Simon. “No interaction with time pieces. So I don’t know what time it is. No interaction with the internet. No interaction with news. I’m not checking my WhatsApp. I’m completely with my little remarkable, or paper and pen. And basically thinking.”

The Stress Audit That Actually Works

During these Saturday sessions, Mo does something most of us avoid like the plague: he actually deals with his stress head-on. But not in the way you might think.

“I do a stress stock taking, basically I write down everything that stressed me the week before and I basically scratch out the shit that I don’t want to stress me the next week.”

So… you can decide what gets to stress you? According to Mo, absolutely.

“For example, you know, this annoying friend that’s constantly negative will probably receive a text saying, ‘Hey, can we make our interactions a little more positive or maybe make them less?'”

The man literally addresses his stressors one by one. That friend who always complains? That meeting that serves no purpose? That news app that sends you into a doom spiral? He tackles them systematically, like a happiness detective solving the case of his own wellbeing.

Meet Becky: The Technique That Silences Your Racing Mind

But Mo’s Saturday practice gets even more genius. He’s developed what he calls the “Meet Becky” technique, and we’re slightly obsessed with it.

“I call my brain a third party name. Becky was the most annoying girl in school. So literally, you know those people that walk to you all the time and just say annoying things and then walk away with no solutions? That’s your brain.”

Here’s how it works: Set a timer for 20 minutes. Write down every single thought your brain throws at you. But with one crucial rule: no idea gets repeated twice. Mo explains what happens next:

“I guarantee you, normally around minute 11 or so, you go like, ‘so what else?’ And your brain goes like, ‘um, that’s it really.’ And it completely runs out of ideas. I promise you this is as close to heaven as you’ll ever get. Total silence.”

The result? “A few minutes later it starts to tell you nice things… It’s run out of crap.”

Why This Isn’t Just Another Self-Care Trend

Look, we know what you’re thinking. Another wellness guru telling us to meditate and journal? But here’s what makes Mo’s approach different: it’s ruthlessly practical.

This is about more than achieving some zen-like state. It’s about recognizing that “we think that life should be stressful, especially busy ones because, you know, it’s a trophy.” But what if that trophy is actually weighing us down?

Mo puts it perfectly: “You become more productive with silence sometimes. You become more productive by doing nothing sometimes.”

The Science Behind the Silence

What Mo discovered aligns with what neuroscience has been telling us for years. Our conscious brains can only process about three feet of information around us, but our subconscious brains have access to the equivalent of about 11 acres. When we’re constantly “thinking,” we’re actually limiting our problem-solving capacity.

This is why our best ideas come in the shower, during walks, or in those quiet moments when we’re not actively trying to think. Mo’s Saturday practice creates intentional space for this kind of processing to happen.

Your Saturday Challenge

So here’s our challenge to you: try one Saturday until 2 PM. Not the full 40-day silent retreat Mo does annually (though if you’re feeling ambitious, go for it), but just one Saturday morning of what he calls “the activity of doing nothing.”

Set your alarm for 2 PM. Put the phone away. Grab a pen and paper. Do Mo’s stress audit. Try the “Meet Becky” technique. See what happens when you give your brain permission to empty itself out.

As Mo says, “Everyone can” find this time. It’s just a matter of choosing to prioritize it.

The Single Best Way to Be a More Assertive Leader

Imagine you’re leading a strategy meeting. Your team is split on a major decision. Half are pushing for a bold, expensive pivot, half are advocating for a safer, proven approach. Everyone’s looking at you to make the call.

Your instinct screams for the bold option. You could shut down the debate right now and move forward with confidence. But what if you did something else?

“Before I share my thoughts, I want to make sure I truly understand both sides. Joe, you’re advocating for the conservative approach. If I were completely convinced that option B is right, what would my strongest arguments be? What risks am I seeing that others might be missing?”

Then to the other side: “And Caitlin, if I were absolutely certain that option A is wrong for us right now, what would I be most worried about?”

Instead of a tug-of-war where everyone digs deeper into their positions, you get something more productive: people reveal their real concerns and genuine insights. They feel heard. And you make a decision with complete understanding of every angle.

This isn’t indecision. This is what real assertiveness looks like.

The Practice That Changes Everything

Learn to argue both sides of every important issue.

Before advocating for any position that matters, spend time genuinely understanding and articulating the strongest possible version of the opposing viewpoint. This isn’t about playing devil’s advocate. It’s about doing the intellectual work to comprehend why reasonable people might see things differently.

Why This Works

Most assertiveness training teaches us to be more confident in our own position. But confidence without understanding often comes across as arrogance. When leaders can argue both sides of an issue:

  1. We become more credible. People trust leaders who’ve considered multiple perspectives before reaching conclusions.
  2. We become more persuasive. Understanding real concerns means you can address them directly instead of talking past them.
  3. We become more collaborative. Teams feel safer challenging leaders who’ve already challenged themselves.
  4. We become more decisive. Decisions made with full understanding of trade-offs are stronger and more sustainable.

How to Practice This

  1. Choose Your Issue: Pick something you’re advocating for: a strategic direction, policy change, or resource allocation.
  2. Build the Opposing Case: Spend real time researching the strongest arguments against your position. What legitimate concerns exist? What risks might you be overlooking?
  3. Practice the Opposition: Articulate the opposing viewpoint out loud until someone who holds that view would say, “Yes, that’s exactly what I believe.”
  4. Integrate What You Learn: When advocating your position, acknowledge legitimate concerns: “I know some of us are worried about X, and that’s valid. Here’s how we can address that while moving forward with Y.”

The strongest leaders aren’t those who never doubt themselves. They’re those who doubt themselves privately so they can be confident publicly.

Instead of: “We need to implement this strategy because it’s clearly the right approach.”

Try: “I know there are legitimate concerns about the risks and costs of this strategy. I’ve considered alternative approaches, and here’s why I believe this path gives us the best chance of achieving our goals.”

The difference is night and day. One approach shuts down conversation. The other opens it up.

When leaders combine thoughtfulness with the courage to speak up for what they believe, they become leaders worth following.

12 Words That Kill Trust (And What to Say Instead)

We’ve all been there.

That moment when your boss looks you in the eye and says “just trust me” before completely tanking the project. Or when someone starts a sentence with “with all due respect…” and you brace for impact because you know respect is about to leave the building.

Last Tuesday, we started tracking these trust-destroying phrases in our office. By Friday, we’d filled an entire whiteboard. That’s when we realized: these aren’t just annoying corporate-isms. They’re relationship killers disguised as professionalism.

We dove deep into the research, talked to communication experts, and discovered something amazing: for every trust-killer, there’s a trust-builder. Simple word swaps that transform bad conversations into productive ones.

Here are the twelve phrases murdering trust in offices everywhere—and exactly what to say instead:

1. “Just trust me”

Why it kills trust: The verbal equivalent of “don’t look behind the curtain.” If someone needs to ask for trust, they probably haven’t earned it. Real trust is built through actions, not demanded through words. Trust must be earned through consistent actions and transparency.

Say instead: “Here’s my thinking…” or “Let me show you why this will work…”

2. “With all due respect…”

Why it kills trust: Nothing respectful has ever followed these words. It’s a warning shot that disrespect is incoming.

Say instead: “I see it differently…” or “From my perspective…”

3. “No offense, but…”

Why it kills trust: Spoiler alert: Offense is absolutely intended. This phrase is like saying “I’m about to insult you, but I’m giving myself a free pass.”

These types of disclaimers can appear passive-aggressive and diminish trust.

Say instead: “I have different thoughts on this…” or just share your perspective without the disclaimer.

4. “I’m just being honest”

Why it kills trust: Code for “I’m about to be cruel and call it virtue.” Honesty without kindness is just brutality with a bow on top.

Note that this phrase can imply previous dishonesty and be used to justify insensitive comments.

Say instead: “My perspective is…” or “I want to share some feedback…”

5. “That’s not my job”

Why it kills trust: The ultimate team killer. It says “I’m here for me, not for us.” Nothing screams “not a team player” louder.

This phrase can cause lasting damage to working relationships, making the speaker appear unhelpful and disengaged.

Say instead: “That’s outside my expertise, but let me connect you with…” or “I can help you find the right person…”

6. “I told you so”

Why it kills trust: Nobody likes a retroactive genius. This phrase prioritizes being right over being helpful.

Say instead: “What can we learn from this?” or “How can we prevent this next time?”

7. “It is what it is”

Why it kills trust: The shoulder shrug of phrases. It signals you’ve given up and expect everyone else to do the same.

This phrase communicates resignation and a lack of accountability, which can demoralize teams.

Say instead: “Given our constraints, here’s what we can do…” or “Let’s work with what we have…”

8. “That’s above my pay grade”

Why it kills trust: Translation: “I don’t care enough to help.” It’s passing the buck in a fancy wrapper.

Be warned that this can come across as deflective and undermine your credibility and influence.

Say instead: “I’ll need to bring in [specific person] for that decision” or “Let me find out who can help with this…”

9. “Let’s take this offline”

Why it kills trust: Often code for “I don’t want witnesses to this conversation.” It can make others feel excluded or suspicious.

Say instead: “This deserves more time. Can we schedule a follow-up?” or “This needs a deeper dive. Who should be included?”

10. “It’s not personal, it’s just business”

Why it kills trust: Everything at work involves persons, so it’s all personal. This phrase is often used to justify treating people poorly.

Say instead: “I know this impacts you. Let’s talk about how we can move forward…”

11. “I don’t have time for this”

Why it kills trust: What people hear: “You’re not important enough.” It dismisses both the issue and the person raising it. This phrase makes employees feel undervalued and like their concerns don’t matter.

Say instead: “I want to give this proper attention. When can we dive deeper?” or “This is important. Let me check my calendar…”

12. “Whatever you think is best”

Why it kills trust: Passive-aggressive surrender. It sounds supportive but often means “I disagree but won’t engage.”

Remember: Vague agreement can be more harmful than disagreement—it signals disconnection and lack of support.

Say instead: “I trust your judgment on this” (if you do) or “I have some concerns. Can we discuss?”

The Trust-Building Alternative

Trust isn’t built through perfect words—it’s built through consistent actions. But words matter because they reveal our intentions. Instead of these trust-killers, try:

  • “Help me understand…”
  • “What would success look like to you?”
  • “I’m curious about your perspective…”
  • “Thank you for bringing this up…”
  • “Let’s figure this out together…”

And the most powerful trust-building phrase in any language?

“I was wrong.”

Use it wisely. Use it honestly. Watch trust grow.

And for better ways to communicate at work, check out Simon’s Optimism Library.

Tired of Soul-Crushing Corporate Jargon? Help Us Bury the Worst Acronyms

Listen, we need to talk. Pull up a chair, grab your coffee (or emotional support beverage of choice), and prepare yourself for what might be the most cathartic experience of your corporate life.

We’re officially opening what we’re calling the Acronym Cemetery, and we need your help filling it.

But first, a confession: We work for Simon Sinek, and he has a rule that drives new hires (usually the ones who used to work at big corporations) absolutely bonkers for their first month—no acronyms allowed. Zero. Zilch. Nada.

“PDP” for product detail page? Nope. Write it out, marketing guy.

“AOP” for Simon’s product The Art of Presenting? Absolutely not.

“EOD?” You better specify 5pm, pal.

We actually measured it (because what else would we do with our acronym-free time?), and we’re 79% happier as a result. That’s a real stat we definitely made up while writing this.

The Breaking Point

Recently, some of us were in a meeting with a vendor who said something along the lines of, “We need to leverage our KPIs ASAP to maximize ROI on our B2B SaaS platform while ensuring our SMEs align with the RFP requirements EOD.”

We blacked out. All of us. Simultaneously.

When we came to, we were standing in a misty graveyard, surrounded by weathered tombstones. But these weren’t ordinary graves. No, these were the final resting places of acronyms that had been worked to death in conference rooms across America.

The Grand Opening

Here’s the thing: We’ve got plots ready, shovels sharpened, and eulogies half-written. But we need your nominations for which acronyms deserve burial first.

The inaugural residents include:

COB (Close Of Business) 1997-2024

“Died of ambiguity, leaving everyone guessing when the deadline actually was”

Last words: “Is that New York time or Pacific?”

RTO (Return To Office)

2020-2024

“Died from causing anxiety in countless company-wide emails”

Last words: “Please refer to the updated hybrid work policy for your RTO schedule”

OTP (On The Phone)

1998-2024

“Succumbed to obsolescence when chat statuses made it redundant”

Last words: “BRB, OTP with client”

Send Us Your Worst

But we know you’ve suffered more. We know there’s an acronym out there that makes your eye twitch every time it lands in your inbox. The one that makes you question your career choices. The one that haunts your Slack notifications.

WE WANT THEM ALL.

Submit your most hated corporate acronyms in the comments. Tell us:

  1. Which acronym hurt you
  2. How it died (overuse? meaninglessness? passive-aggressiveness?)
  3. What its last words were

Feel free to submit your worst acronym offenders to [email protected]. Be specific. Be brutal. Channel all that repressed rage from years of not understanding what anyone was talking about in meetings.

Together, we can create a world where communication actually… communicates.

Because here’s the truth: This whole cemetery project might seem like a joke (and it mostly is), but it’s really about something bigger. Every acronym we bury is one less barrier between what we mean and what we say. Every spelled-out phrase is a tiny victory for clarity. Every abandoned piece of jargon brings us closer to the radical idea that work communication should actually make sense.

We believe that when people understand each other, magical things happen. Trust builds. Ideas flow. Work becomes less about decoding corporate hieroglyphics and more about doing things that matter.

So yes, we’re building a cemetery. But really, we’re clearing the path for better conversations, stronger connections, and the revolutionary notion that when someone says something at work, everyone should actually know what they mean.

The cemetery gates are open. The burial plots are ready. We just need your victims.

With love, properly labeled shovels, and a dream of jargon-free meetings,

Team Simon 

P.S. – If you’re still using “low-hanging fruit,” that’s not an acronym but we’ll bury it anyway. Some things just need to die.

P.P.S. – Seriously, Simon will personally engrave the tombstones if we get enough submissions. (He probably won’t, but we’re hoping he will.)

Submit your acronyms to [email protected]

And for better ways to communicate at work, check out Simon’s Optimism Library.

What to Do When Your Company Has Zero Promotion Path

Most of us who’ve worked at a small company know this moment: You’re two years in, basically running entire departments, but your title is still something vague like “marketing coordinator.” There’s no org chart on the wall because there are only twelve of you. The CEO sits ten feet away but has no idea what a promotion would even look like because they’re too busy keeping the lights on.

So what do you do when you want to advance but there’s literally nowhere to advance to or any plan for advancement at all? Such was the frustration of an Optimism Library subscriber who wrote in this question: “My company doesn’t have clear promotion criteria. How do I navigate this ambiguity and still position myself for advancement?”

We brought it to Simon to get his take on navigating career growth when your company treats promotion paths like jazz improvisation rather than corporate ladders.

Simon’s response was direct: Ask for clarity. But how you ask makes all the difference.

“This is very common in smaller companies,” Simon said. “Bigger companies, because they’re corporate, they tend to be a little more organized for this kind of thing.” In contrast, “entrepreneurial ventures are kind of like, woohoo!, right?”

He added that personality and relationships often factor into these decisions: “Sometimes it is and sometimes it isn’t” fair—but that’s the reality.

The Assumption Problem

“One of the worst things you can do if there’s ambiguity is assume that it’s somebody else’s responsibility,” Simon said. The dangerous part? Your boss might think everything is perfectly clear.

Simon has been on the other side of this confusion: “I’ve definitely been guilty of this, you know, where I’ve been the leader of a team, and I think everything is crystal clear.”

Then reality hits at year-end: “I’m missing key information. I promote one person but not another. I give bonuses to some but not others, and everyone’s like, ‘What?’ I’m thinking, ‘You knew this was coming, right?’ But they’re like, ‘We had no idea.'”

The Solution Script

Instead of criticizing the company’s lack of structure, Simon suggests positioning your request as asking for help:

“Hey boss, I need help, right? I want to be the best version of myself. I want to outperform. I want to do right by this company. I want to hit all of my goals, all the goals you have for me, and it will really help me if you and I could spend a little time and actually write down what your expectations are of me, if we can have that discussion so that I can give you everything you expect of me and more.”

The key elements:

  1. Ask for help 
  2. Focus on excellence (not just promotion)
  3. Take ownership of performance
  4. Create written documentation

This perspective changes the conversation from confrontation to collaboration.

Alternative Approach

Simon offers another version that acknowledges your boss’s existing expectations:

“I need your help. I know you have expectations of me. I know you have expectations of us. It would be really helpful so that I meet all of your expectations, that I can find out what’s in your mind and put it on paper so that I can give you what you want and more.”

This script:

  1. Validates that expectations exist
  2. Positions you as eager to exceed them
  3. Creates concrete documentation
  4. Benefits both parties

“So ask for help, instead of complaining about what’s wrong,” Simon said. When faced with organizational ambiguity, the person who creates structure often benefits most from it.

Facing a challenge at work? Maybe Simon can help. As an Optimism Library subscriber, you’re invited to our exclusive quarterly Live Q&A sessions where you can ask Simon your questions directly.

How to Make Your Boss Notice Your Work (Without Looking Like You’re Bragging)

“How do I make my contributions more visible to leadership without coming across as self-promoting or bragging?” 

This question from an Optimism Library subscriber touches on a universal workplace challenge—getting recognition without seeming like you’re fishing for it.

Simon’s answer reframes the approach: “Nobody cares about you, right?”

Before you take offense, hear him out. His point is about shifting focus from personal recognition to organizational success. “How do you help your boss succeed?”

Understanding Your Boss’s Style

Simon admits he’s often that boss who doesn’t track daily operations closely. “I tend to not have my finger on the pulse cause I’m very laissez-faire,” he said. “And so I sometimes don’t know what people are up to, and so that’s why I like status meetings. I’m like, tell me what you’re up to.”

If your boss operates similarly, Simon suggests positioning visibility as a contribution to their success:

“Hey, I thought of an idea. In an effort to help you know everything that we’re doing so that you can share with your boss, like the stuff that you’re getting done in your department, what do you think about some sort of status meeting or status report where all of us can show you what we’re working on?”

The Accountability Approach

Simon’s second strategy might seem counterintuitive: Ask for more accountability.

“Scorecards or OKRs or something like that, asking if you could do scorecarding or some sort of technique so that you can be held accountable for the things you’re being asked to do,” Simon said.

This serves dual purposes: “It lets somebody know what you’re doing,” while adding “a huge amount of transparency, so nobody thinks you’re lazy if they’re not seeing your work product.”

The Perception Problem

Simon shared a revealing story about his first job that illustrates why visibility matters. His boss gauged productivity by stress levels—a metric that worked against Simon’s naturally calm demeanor.

“The way that she gauged whether you were busy or not is how stressed you were,” Simon said. “So I’m pretty relaxed even when I’ve got tons of work—this is what I’m like when I have nothing to do today, this is what I’m like when I have a lot to do today.”

Meanwhile, a stressed colleague was perceived as the busiest team member: “She would be always stressed out, and even if she had like two things to do, she’d be walking down the hall looking wound up… and our boss thought she was always the most, the busiest one on the team.”

Young Simon even experimented with acting stressed: “I did an experiment where I walked down the hall and pretended to be super stressed, and my boss was like, ‘Hey, nice job getting all your work done.'”

“You have to learn your boss’s style,” Simon said. The lesson isn’t to fake stress, but to understand how your boss measures productivity.

Three Scripts for Visibility

Simon offers three specific approaches to create visibility without seeming self-promotional:

  1. Priority Alignment: “Hey, can I sit down with you go through my priority list to make sure I’m focusing my time in the right places?”
  2. Accountability Request: “Hey, can we do scorecarding so that I can be held accountable for you?”
  3. Status Update System: “Hey, can we do status reports so that you know everything?”

“The point is all of those things are telling somebody what you’re doing,” Simon said. “And it does create accountability tools, which is good too.”

By framing visibility as a tool for your boss’s success rather than your own recognition, you transform what could seem self-serving into organizational improvement.

Facing a challenge at work? Maybe Simon can help. As an Optimism Library subscriber, you’re invited to our exclusive quarterly Live Q&A sessions where you can ask Simon your questions directly.

Your Coworker Stole Your Idea? Here’s Simon’s 3-Step Response

“What’s the best approach when someone else takes credit for my ideas in meetings?” 

That’s the question an Optimism Library subscriber sent us, and it’s one that hits close to home for anyone who’s ever shared a brilliant insight on Tuesday only to hear it presented as someone else’s brainchild by Thursday.

We brought this frustrating scenario to Simon, and his response started with an unexpected perspective check.

“It’s not always the case that someone stole your idea,” Simon said. He’s been on both sides of this equation. “Sometimes somebody starts an idea and somebody builds upon an idea, and so who owns the idea—the person who originated it or the person who made it better?”

Simon shared his own experiences with idea ownership confusion. “I’ve definitely been in meetings where somebody has stolen my idea, at least that’s what I thought,” he said. But he’s also experienced the flip side: “I’ve had it the other way around, like someone’s like, ‘That’s my idea.’ I’m like, no, you gave me a shitty idea. I made it a good idea, the new idea is my idea.”

The point? Not every case of perceived idea theft is actually theft.

Step 1: Determine If It’s a Pattern

“If it’s a one-off thing, I would let it go, to be honest with you,” Simon said. We all misspeak sometimes, and creating conflict over a single incident might backfire.

The key is watching for patterns. Does this person consistently say “I” instead of acknowledging team contributions? If you’re seeing a trend, that’s when action becomes necessary. “If you see that it’s a recurring pattern where they say ‘I’ instead of ‘I built on Simon’s idea’ or ‘Hey, the team came up with it,’ it’s a recurring pattern,” Simon said.

Step 2: Use the FBI Method for Private Confrontation

When a pattern emerges, Simon recommends a private conversation using what he calls the FBI method—Feeling, Behavior, Impact.

“The behavior has to be really, really, really specific,” Simon said. Skip generalizations like “You always steal my ideas.” Instead, he suggests something like: “On Thursday in the meeting, that was something I gave you and I showed you the PowerPoint of my idea, and you took it as your own. You changed my name to your name.”

Then explain the impact: “If that continues, it’s gonna destroy morale.”

“This is one of the reasons we teach effective confrontation,” Simon said.

Step 3: Master the Subtle Meeting Redirect

For less severe situations, Simon has a clever in-meeting technique that acknowledges the contribution while reclaiming some credit.

“Love what you’ve done with my idea, Julie, so great. You took my crappy idea and you made it so good. So I just want to give a shoutout to Julie, freaking great thinking,” Simon said.

This approach accomplishes multiple things: “You’re letting that person shine in the meeting and you managed to subtly get in that you were involved, so if there’s somebody in the room that you need to know, they’ll know,” he said.

Simon also suggested another variation: “Oh, I just want to give a shoutout to Stacey. We had this conversation on Thursday and like I shared this kernel of a bad idea and what you’ve done with it is absolutely incredible.”

His final warning resonates: “Be very careful about being the aggressor, because sometimes you get it wrong or sometimes it’s the wrong thing and then you’ll end up making yourself look bad.”

The takeaway? Not every idea dispute requires confrontation, but when patterns emerge, having these tools helps you navigate the situation professionally.

Facing a challenge at work? Maybe Simon can help. As an Optimism Library subscriber, you’re invited to our exclusive quarterly Live Q&A sessions where you can ask Simon your questions directly.

Overwhelmed at Work? Here’s Exactly What to Say to Your Boss

We’ve all had that moment: staring at an impossibly long to-do list while our boss casually adds “just one more thing” to our plate. That sinking feeling in your stomach grows as you wonder how you’ll possibly get it all done—and whether bringing it up will make you look incompetent.

Recently, one of our Optimism Library subscribers brought this question to our attention: “My to-do list is out of control and my boss keeps piling on more. What’s the best way to have that awkward ‘I’m drowning here’ conversation without sounding like I can’t handle my job?”

We took it to Simon, and here’s his response. 

It’s Not About Workload—It’s About Priorities

You first need to reframe this entire conversation. “Instead of talking about workload, talk about work prioritization,” says Simon.

Rather than positioning yourself as someone who can’t handle the volume (which could indeed make you look incapable), you’re positioning yourself as someone who wants to deliver the most value.

The Magic Conversation Starter

Simon suggested this approach: “Say: ‘Boss, I need your help. I’ve got a ton on my to-do list. Can you help me prioritize? I want to make sure I’m spending my time on what you think are the most important things.'”

What’s brilliant about this approach is that it accomplishes several things at once:

  1. It shows you’re taking ownership and being proactive
  2. It positions your boss as the expert whose guidance you value
  3. It focuses on delivering results, not just activity
  4. It makes the prioritization a shared responsibility

The Follow-Through That Changes Everything

The real power comes in the follow-through:

“Then, when your boss gives you something new, say: ‘No problem. Here’s everything in priority order. Where would you like me to put this?’ And start with number one.”

By continually bringing the conversation back to priorities rather than capacity, you shift the dynamic. Your boss now shares responsibility for deciding what gets done first—and what might not get done at all.

“Remember, employers pay for results, while employees want to be paid for effort,” says Simon.

This disconnect is at the heart of many workplace frustrations. Your boss doesn’t care that you completed 400 tasks if the two most important ones didn’t get done. By focusing on prioritization, you align yourself with what your employer actually values—results on the most important tasks.

Making It Work

Each time your workload increases, you bring it back to priorities:

“By having the boss take accountability for priorities, you take accountability for working through them in order. People get upset when important tasks aren’t completed, not when your list remains long.”

Sometimes, just seeing the full list of prioritized tasks will prompt your boss to say, “Actually, never mind, I’ll do it.” Other times, they’ll help you re-prioritize, ensuring that the most critical work gets done.

The Bottom Line

We all face overwhelming workloads at times, but how we address them can make all the difference between appearing overwhelmed and appearing strategic. By shifting the conversation from capacity to prioritization, you demonstrate your commitment to results while creating a shared responsibility for managing the workload.

Facing a challenge at work? Maybe Simon can help. As an Optimism Library subscriber, you’re invited to our exclusive quarterly Live Q&A sessions where you can ask Simon your questions directly.

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Hate Your Company’s Culture? Here’s One Thing You Can Do About It

We’ve all been there—loving what we do but dreading the environment we do it in. The angst-filled meetings, the pessimistic colleagues, the general feeling that everyone would rather be anywhere else. What if you could change that, even without a fancy title or formal authority?

Recently, one of our Optimism Library subscribers wrote to us asking what to do in this situation: “I love what I do, but I can’t stand the vibe at work. Is there any way I can create a little bubble of sanity with my immediate team without coming across as exclusive or weird?”

We took this question to Simon. Here’s what he said. 

You Don’t Need Authority to Create Culture

The first myth Simon busted was the idea that you need a formal leadership position to influence culture:

“Yes, it’s called initiative—taking responsibility for the culture without needing any authority,” Simon said. “You can take responsibility for making the four people you work with have a freaking great time at work!”

So, instead of waiting for leadership to fix the culture from the top down, you can start creating the environment you want right where you are.

Small Actions, Big Impact

Simon shared one example that illustrates how simple actions can create meaningful change:

“Recently I had some work done at my house, and I would always announce ‘Pizza Fridays.’ I always tell the foreman, ‘Hey. Every Friday I’m buying pizzas for everybody.'”

The result? “Strangely, more guys seem to work on Fridays,” Simon laughed.

But the impact goes beyond just having more workers show up. “If I have a little thing that I need, everybody says yes. That’s not why I do it, but it is one of the benefits.”

Ideas You Can Implement Today

Simon suggested several simple ways to start creating a positive bubble:

  • End meetings with a fun tradition: “At the end of a call when you have an extra three minutes… I could do something silly and fun that made it so we all got off the call with a smile.”

  • Celebrate successes in tangible ways: “One of the companies I know, when they hit their numbers, management makes popcorn in the morning. And so you know when you walk in, if there’s a smell of popcorn, we did well.”

  • Create moments of connection: Ask team members during lulls in meetings to “tell me one thing we don’t know about you.” Simple, but it makes everyone smile and builds connection.

You don’t need a budget or permission for this sort of stuff—just creativity and initiative.

Will People Think You’re Weird?

The subscriber’s concern about “coming across as exclusive or weird” is valid.

“Will you be seen as weird?,” says Simon. “If you’re the first person dancing, probably. But people get it if you’re trying to do it for the good of everyone. And if you make it voluntary, it’s fine.”

Frame your efforts as “for the good of all,” make them fun, and keep them voluntary. Most people will appreciate what you’re trying to do—even if they’re hesitant at first.

There’s also a perfectly acceptable “selfish” motivation for creating a positive bubble:

“At the end of the day, the selfish part is you’re trying to make it more fun for you to come to work by doing these things,” says Simon.

Making the workplace more enjoyable for yourself by making it more enjoyable for everyone is a win-win approach to culture change.

Simon did add an important caveat: maintain professional boundaries. When someone suggested asking colleagues to share “deep dark secrets,” Simon quickly said, “No, don’t ask that. You still have to be professional.”

The Bottom Line

You don’t need to wait for someone else to fix a bad work culture. With simple, consistent actions focused on bringing people together and celebrating successes, you can create a bubble of positivity that might just grow to transform your entire workplace.

These don’t have to be grand gestures—sometimes it’s as simple as the smell of popcorn in the morning or a genuine question at the end of a meeting.

Facing a challenge at work? Maybe Simon can help. As an Optimism Library subscriber, you’re invited to our exclusive quarterly Live Q&A sessions where you can ask Simon your questions directly.

For just $49 more, you can gain access Simon's complete Optimism Library... Yes, the whole thing!

$24.99/month (billed annually at $299) instead of $250 for just this course.

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A spark is something quite small and, by itself, not very powerful. But a spark has the ability to ignite. An idea is like a spark; alone it is just a set of words, but it too can ignite. A great idea can inspire others to dream bigger. Let us all work together to ignite something greater than ourselves.

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