You can get more done with efficiency – to a point. Unfortunately, many of us believe multitasking is efficient, even though it usually makes us even less productive in the end. Multitasking can reduce our effectiveness as well as our capacity for critical thought, meaning that the real key to success is identifying critical tasks and prioritizing them, rather than trying to do it all.
It’s not the end, but it is an end. The final debrief of our year together in the Climate Lab was bittersweet and carried with it intentions to pay our lessons forward into the world – collaborating with each other, if possible. For my part, I want to continue bridging gaps in knowledge and perspectives to co-create more equitable solutions to the climate crisis.
2024 was hard, and thinking about resolutions at a time when I’m simply trying to hold myself together seems pointless. This year I intend to focus on building strategies for resilience instead of trying to make myself a “better person.” I hope I can succeed at achieving some level of self care – and that my actions can inspire others to do the same.
It was only a matter of time before members of my Climate Lab cohort would be asked to produce something as a result of our learning, instead of just cramming information into our heads. In a time when my country feels more divided than ever, I wanted to find a way to work toward equitable, sustainable solutions that addressed concerns of conflicting parties.
The questions guiding our work in the Climate Lab focus on how to make climate action effective and inclusive, scalable and just – but the desire to craft the perfect approach can come at the expense of moving forward with a good approach. During our week in Fiji, we saw some inspiring examples of people making a difference by simply doing their best.
Complex problems call for complex solutions. We’ve already determined that more robust perspectives lead to success, but that can be easier said than done when it comes to managing humans. Humans have a tendency to gravitate toward feeling comfortable and right, so it’s up to leaders to challenge everyone’s assumptions – including our own – when building solutions. (It’s also important for us to model imperfection.)
With one third of my year-long program completed, our cohort has been doing a lot of reflecting on what we’ve seen, learned, and applied. At the end of a week together in Hawai’i, we focused on some very real leadership challenges we’ve faced in a fragmented, polarized world, as well as how to encourage and empower others to keep moving forward toward a common goal.
As my climate change leadership program continues, we’re exploring important topics about who gets to make decisions, what approaches might be effective, and why people might be resistant to change. During our first four months of virtual sessions, I’ve been thrilled to see themes from my own work come up in discussions that are relevant across our cohort, whether we’re talking about theory or practice.
It’s been a long year, and I was feeling too burned out for resolutions (of which I usually make at least 10). But what if I made a resolution to have more fun… and backed it up with my own data on how to do that… and employed a color-coded spreadsheet? I’m embarking on something I’ve never done before: committing to one single resolution.
My cohort of climate leaders has already met a few times to kick off our year together in the Indo-Pacific Leadership Lab. I am thrilled and honored to be part of such an incredible group of people, and I’m already wrestling with some difficult concepts – notably that I can’t solve climate change on my own, and that we won’t solve it in our lifetime.