An article detailing the work we did together, and their experience as a customer, is also available.
I believe personal finance should be a core subject taught to our children at school. We should teach how to manage and budget money, the concepts of savings and compound interest, and the risks of credit and deferred payment. Finance and money management education should be threaded through each year of schooling. I think it would offer more practical value – and a better return on investment – than some of the traditional subjects taught.
An opinion piece in The Age by Liora Miller, “Is PayPass the enemy of the young?” reflects on some of the risks of tap and go payments, especially for young people.
Australian Tax Office research this year reveals that only one in five Australians still prefer using cash for purchases.
Last week I bought lunch from a sandwich shop. I paid with cash. The look of surprise on the server’s face was clear; to the point where we both made a joke about the rarity of somebody paying with ‘real money’ as opposed to PayPass tap and go. In Australia, tap and go is essentially the default.
Cash use in Australia has fallen by a third in a period of six years.
That’s about how long tap and go transactions have been available, and I would think the next third of cash usage will decline more rapidly than another six years.
When I use tap and go, I take the extra step of entering the transaction into YNAB on my phone. YNAB’s direct bank import features don’t work with Australian banks but I consider that a feature because entering each transaction keeps me connected to my money and my budget. I recognise, however, that I’m an outlier. Most people are not taking a similar extra step – it’s spend and forget.
A cashless society in the near future appears to be an inevitability. We need to focus on ensuring young people understand the implications of deferred payment.
This is the key point of the article, but unfortunately, Miller fails to suggest how this might happen. This brings us back to my initial premise: that we as a society need to get serious about financial literacy.
I am Treasurer and Director of Midlas, a not-for-profit organisation that offers financial counselling as one of its key community support services. The government provides funding support to enable Midlas to offer this service. Yet demand is outpacing supply, and this is a common refrain across all the providers of financial counselling.
As great as it is that government provides financial support to assist organisations such as Midlas help people in financial stress, the policy settings are wrong. Just like medicine, where spending on prevention is cheaper and more effective than spending on a cure, spending on financial education would be more effective and deliver greater good than spending on help after the damage is done. Avoiding financial stress would lessen the prevalence of issues that often stem from financial stress, such as illness and poor mental health, relationship damage, homelessness, and drug and alcohol abuse. Not only would this benefit the individual but it would help broader society who share the negative impact of these societal problems.
Through us, the government needs to get serious about teaching our kids about personal finance and money management. The growth of tap and go is a lead indicator of a problem that may come to bite us in years to come. We should act before personal indebtedness becomes a national plague.
It was recently reported and brought to my attention that Elon Musk had issued a memo to the staff of Tesla. I’m no Musk acolyte, but within his commentary there can be found some good stuff. Within this particular memo Musk highlighted a number of productivity boosting tips. One tip jumped out at me because it is aligned with how I explain to my customers the way I aim to deliver the Business Evaluation service of the Entrepreneurs’ Programme. This is fundamental to how I work to be respectful of their time commitment.
Elon Musk was reported as writing:
Excessive meetings are the blight of big companies and almost always get worse over time. Please get rid of all large meetings, unless you’re certain they are providing value to the whole audience, in which case keep them very short.
The aim of my engagement with my customers is not to prove myself, or the worth of the service, by hanging around for hours and hours on end. If something can be achieved in two hours rather than four, then it’s bad business to take the four hours. If the work needs four hours, then I will commit that time. I won’t commit six.
What I say to my customers is that I want to stay with them for as long as I am delivering genuine value that is over and above the time, effort and person-hours they are committing to the process. Once I see the value they are receiving is tapering off, then I will wrap things up. The last thing I want to do is overstay my welcome, using up their time when they could be doing something else that could contribute more to their business success.
Just as Musk implored his staff to keep meetings short, so I remind and encourage myself to only use as much time is necessary – and no more.
I lean heavily on my diary to plan ahead, guide me through my days, and establish a rhythm to my life. The type of work I do has a tendency to drift towards haphazard if not controlled, so a calendar helps me establish and maintain order.
The problem I’ve faced in more recent times is having an overabundance of calendars I need to refer to before being able to commit to something. In simpler times, if I had a gap between 9am and 5pm, it was available to be taken up by a meeting. With the added complexity of kids and a wife who has an even more complex and random schedule than my own, things have reached a point where I need to check about 5 different calendars before I could confirm if I actually had availability for a meeting, irrespective of whether there was a gap in my calendar.
This year I made a personal pact to get better at managing this uncertainty. I’ve considered how I could build a system that works better for me and my family, while maintaining flexibility for my clients. Many of the methods I’ve adopted are not new ideas; in fact, some are a blast to the past when people used paper day-runners and had a personal assistant (secretary?) who would prepare things on their behalf. Alas, I have neither of those, so I have leveraged my skills in process design and automation.
Following is an outline of my diary management workflow as it has developed to date. It remains a work in progress and I expect it will continue to change.
I started by establishing clear and non-negotiable days for which I was available for visiting and meeting with clients. I refer to these as “External” days. The remaining days were locked in as days to spent at the office – my “Internal” days. These days are consistent every week, to help with that rhythm.
When visiting clients a lot of time is lost in transit. By collating these visits into a fewer number of days, I reduce my transit downtime, and have the opportunity to fill those days more effectively.
My “Internal” days facilitate getting into a flow state more often because they aren’t broken up by meetings and appointments. Again, a more productive outcome.
Technology – WhenWorks
My next area of improvement was in the way I was booking the meetings with clients on my “External” days. I had been spending too much time and effort bouncing emails back and forth, doing the ‘availability exchange’ – trying to find a time that works for me and them. I needed to find a better way that was efficient but respected the impact of items on my other calendars.
I started with a trial of Calendly. This cloud-based service provides a method for people to book a meeting time that is subject to the parameters I set. Calendly was good, but had its drawbacks. I use FastMail for email/calendars/contacts and it uses standards-compliant IMAP/CalDAV/CardDAV protocols. Unfortunately, Calendly wants to only work well with Office 365/GSuite/iCloud. My employer provides me with an Office 365 account so I could still make use of the service, but it meant that I had to remember to replicate my Fastmail calendars to Office 365. It worked, but it never felt simple and seamless.
Enter, WhenWorks. After trialling this for just a couple of weeks, I have purchased an annual subscription. WhenWorks is fundamentally an iOS app that is supported by a cloud-based booking platform. By running on my device it improves on Calendly because it can access all my calendars, irrespective of what platform they reside upon. WhenWorks can take into consideration the impact of every single calendar when making times available for others to book.
WhenWorks is simply brilliant. It looks great and offers a full range of options without being overwhelming. Most importantly, my clients have used it without any problems whatsoever.
Automation – TextExpander
For the first half of this year I have been using saved email templates in Cloze to correspond with clients and ask them to select a meeting time using my Calendly service.
Now with my change to WhenWorks, I’m moving away from Cloze and back to using TextExpander to send email using Mail.app instead. With TextExpander I can make a few choices upon snippet execution that lets me customise a boilerplate email. This way the email the client receives is quickly and efficiently tailored to the type of meeting we will have, and will prompt them to schedule a meeting using the appropriate WhenWorks meeting template relevant to that meeting type.
Routine & Preparation – OmniFocus & Daily Papers
The last step is incredibly low-tech, but has made a profound difference to my state of mind at the beginning of each day. It is not a new approach. It is common sense. It is simple. But it requires discipline.
I have set a daily repeating task in OmniFocus that commences at 4pm and is due at 5pm, prompting me to prepare for my next day’s meetings. That’s it; a simple prompt.
This prompt, however, ensures I remember to gather the various documents, information and whatever else I need to have ready to be successful for the events of the next day. Sometimes this process takes 2 minutes, sometimes the full hour.
Since doing this, I’ve found I don’t have stress the next morning, suddenly realising that I’ve got a meeting first thing that I have not prepared for. It creates a calm state of mind for the evening, knowing that I’m ready for the next day. It enables my mind to cogitate on what I have coming up, such that when events unfold I find myself better prepared and ready to roll than I otherwise would have been.
Each of these elements is fairly straightforward in and of themselves. Bringing them all together, though, has improved my flow, and has largely resolved the problem of double-booking and calendar mixups.
Of course this stuff is never done, and it will change with workload and circumstance. For now, however, I feel like it has gotten me closer to the concept of ‘mind like water’ than I was previously.
All work and no play makes Jack a dull boy.
It’s very easy to spend time focusing on work. It has a tangible reward – income! It provides an emotional response – we might love it or hate it (or even just feel meh about it). And, for many, it defines who we are.1
I’ve been taking stock, and have realised that I need to add some more variety to my days. I do my work, I look after my kids, and despite us sometimes being ships passing in the night, I share time with my wife. What has gone missing though, is a third interest. What else can I do? How else can I bring some interest, variety and further meaning to my life?
I don’t want to be passing time here on our earth, responsibly moving projects and tasks forward without having some fun and spontaneity along the way.
It’s clear what my answer must be – I need to find some hobbies!
Ideally, these hobbies will stretch me out of my comfort zone. While I have always been enjoyed technology and basketball, I should move outside these domains to see if I can find something else that is fun and different.
I’ve drafted a list of ideas, with ideas ranging from board games to cooking. I plan on experimenting across a range of areas to see if anything grabs me. And because you can’t manage what you don’t measure, I will try to keep a journal in Day One to track any major hobby events and record my thoughts and impressions of things I try.
I hope I find a new and interesting activity to engage with, but even if I don’t, it will be an interesting life experiment.
This concept of work defining who we are is particularly weird. The work we produce is a product, not a state of being. By defining ourselves by our work we are limiting our potential. The work we do should be a combined result of our skills, traits and personality. The work is achieved because of who we are; it is not who we are.
Have I just buried the lede in this footnote? ↩