Episode 93: Flow On Demand

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Flow is one of the best feelings at work — that magic zone where you’re so focused and immersed that time disappears, distractions fade, and the work feels almost effortless. But too often, we treat flow like a lucky accident instead of something we can actually design. In this episode of The Workplace Chameleon, Dr. Celina Peerman explores how leaders and teams can set up the conditions to enter flow more often, on demand. She breaks down what flow really feels like, why the modern workplace often makes it so rare, and how to invite it in by matching the right work to the right moment, setting clear goals, reducing distractions, and protecting time for deep focus. With practical strategies and examples, Dr. Celina shows how leaders can model and safeguard flow for their teams, creating an environment where high-quality work happens with less stress and more engagement. This week’s challenge: protect one uninterrupted block of time and see what happens when you give your brain the conditions it needs to do its best work.

For more leadership tools and resources, visit www.drcelinapeerman.com
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Episode Transcript

Speaker 1 (00:06):
Welcome back to the Workplace Chameleon.
This is where we explore how toadapt, align and lead with
intention, especially duringtimes of change.
I'm Dr Selina and today I thinkwe're talking about one of the

(00:26):
best feelings, and while we'refocused at work, it happens in
different parts of our life.
We're going to talk about flowF-L-O-W.
I hope that you have felt it.
I hope that you just in it.

(01:08):
But here's the catch Most of ustreat flow like a lucky
accident let's call it that Likeit only shows up once in a
while, maybe when the starsalign and the emails stop for
like five minutes.
We treat it as a gift insteadof a skill.

(01:33):
In this episode, I want toshare some ideas with you for us
to flip that.
Flow is not random.
You can actually design for it.
You can create the conditionsso it is more likely to happen

(01:56):
more often, not just once in ablue moon, but almost on demand.
Think about a time when youwere completely absorbed in
something in flow.
Maybe it was solving a toughproblem at work where the

(02:17):
solution just clicked.
You were writing something thatyou were genuinely excited
about.
You were building somethingwith your hands, a project, a
puzzle.
In my family that's even apiece of furniture, or having a
conversation where the ideasflowed so fast you didn't even

(02:41):
notice the clock.
That's flow In flow,distractions fade away.
You're not thinking about thenext meeting, you're not
worrying about the inbox, you'renot distracted by your phone

(03:11):
phone.
You're here, present, and thework feels good.
And from a leadershipperspective, flow isn't just a
personal win, it's a performanceadvantage.
Research shows that when peopleare in flow, they produce
higher quality work in less time.
I think that sounds fantasticand they do it with okay.

(03:32):
This also sounds fantastic.
Mental fatigue it's like turboboost for productivity and
satisfaction.
So my work is better, my brainis less tired and I get more
done, and it's better.

(03:55):
When is the last time you losttrack of time because you were
so absorbed in your work?
Absorbed in your work.
Consider what you were doing.
Now there are lots of expertsout there who have identified
this, maybe in your strengthsthat when you do something in
your strength area, this is mostlikely to happen.

(04:18):
I agree it doesn't happen moreoften because we're trying to
get the stuff done, we need toget done or we've been asked to
do that.
Maybe isn't our favorite spaceto be, but if flow is so

(04:39):
powerful.
Could we figure out how to livethere just a little more often?
Could we figure out how to livethere just a little more often?
I am concerned.
The modern workplace is notbuilt for it.
We have created cultures ofinterruption open calendars
where anyone can drop in ameeting, instant messages that

(05:07):
ping us potentially all day long, phones lighting up email
notifications, a culture thatcelebrates multitasking, even
though multitasking doesn'tactually exist.
Remember, I've covered that ina previous episode.
It's really just task switching.
Flow requires focus and focusrequires space, and in most
organizations, space is thefirst thing to get filled.

(05:29):
I also think about anotherbarrier we don't always match
the right work to the rightmoment.
Trying to do deep strategicthinking in the middle of a
chaotic morning of interruptionsis like trying to Meditate at a
rock concert.
Okay, I can get in the flow inthe right concert, but the
conditions may not support it.

(05:50):
Leaders often assume well, ifit's important, people will
figure it out.
But flow doesn't just happenbecause the work is important.
It happens when the environment, the challenge and the person's
energy line up just right.

(06:10):
Here's the good news.
I don't think you need to waitfor it to show up.
You can invite it in.
Think of it like prepping agarden Seeds don't grow in
concrete.
They need the right soil, theright light, the right water.
Your work is the seed, flow isthe harvest, but you have to

(06:34):
create the conditions first.
I want to be really realisticabout this, though it's not
going to happen all the time.
Pick possibility, increaseopportunity, get there a couple
more times this next month.
Here are some ways to do it.

(06:56):
Number one know your triggers.
What kind of work naturallypulls you in?
Is it writing, designing,problem solving hands-on?
Is it writing designing problemsolving hands-on?
When does your brain feel thesharpest?
Morning, afternoon, evening?
Pay attention to your patterns.
They are your entry points toflow.

(07:19):
Next, control the environment.
Reduce noise, clear the clutter, close the extra tabs, silence
notifications.
Flow hates distractions.

(07:40):
Create a space, even a smallone, where focus feels natural.
When I'm trying to do this inmy office, I will actually A
clear off my entire desk sonothing else is here, or, b go
into a completely different room.
I'll just go sit at a differentspace, at a different table
just to clear my brain, and Icontrol the environment that way

(08:02):
.
In that space, though, you needto set clear goals.
Flow thrives when you knowexactly what you're aiming to do
.
Not, I'll work on this project,instead I'll draft the outline.
Not I'll do emails.
Instead I will clear the 10most important ones.

(08:27):
Think about it Our brains loveclarity.
Two more Match challenge toskill.
If the work is too easy, youget bored.
Too hard, you feel anxious.
Okay, well, I do.
Flow lives in that sweet spotwhere it stretches you but does
not overwhelm you.
If you're hesitant, if you'renervous, if you're putting it

(08:52):
off, it's not your flowpotential.
Something else is up.
Lastly, I think for this section.
I think about blocking time.
It is really hard to dip intoflow between back-to-back
meetings.
Protect an uninterrupted blockif you can, even if it's just 15

(09:12):
minutes or 45 minutes, andtreat it like the most important
meeting on your calendar.
Consider this If you had oneflow block tomorrow, just 60
minutes of protected,high-quality time, what would

(09:35):
you choose for it?
Hmm, you know what If it wasonly all about you?
Right?
Because it's leaders, peopleleaders, project leaders,
technical leaders, expertiseleaders.
We talk about leading throughchange.
You had a plan for the day.
It changed 10 times fiveminutes when you walked in the

(09:55):
door.
It's not about us.
It's about also what we do withand through our team.
So now let's talk about yourteam, because as leaders, we
don't just design for our ownflow.
We create, or honestly crush itnot in a good way, for others.

(10:17):
Here are some things I want youto consider on how to protect
your team's flow now.
Don't interrupt deep workunless it's urgent.
Just because something's quickfor you doesn't mean it won't
break their concentration.
Two, be intentional aboutmeetings.

(10:38):
Schedule collaboration whenit's most useful, but also
respect solo focus time.
Three, ask team members whenthey do their best work.
Some are morning people, somedo their best thinking in the
afternoon.
When you honor that, youmultiply flow across the group,

(11:00):
multiply flow across the group,multiply flow across the group,
model it yourself.
If you look frantic andoverbooked, your team will think
flow is a luxury, but if theysee you protect focus, they'll
believe it's allowed.

(11:21):
I'm seeing a variety oforganizations take on
initiatives like Focus Fridays,no internal meetings, no
unnecessary interruptions.
I see the responses initiallywhen people think there's no way
we can afford to do that.
Oh, it's amazing to me, thoughEven after some weeks they
already see a difference.

(11:41):
Couple of months, productivityskyrockets, teams finish
projects faster.
And, by the way, just saying,people feel less burned out and
engagement goes up.
Protecting flow pays off.
Here are some team reflectionquestions you can borrow from me

(12:02):
anytime you need them.
Number one when do youpersonally find it easier to
enter flow?
Two what's one distraction wecould remove to help ourselves
or the team find flow more often?
Three how can we adjust ourschedules or habits to protect

(12:24):
flow?
Time Flow, f-l-o-w is not magic.
It's something you mightstumble into once in a while,
but it's the result of the rightwork, the right challenge and
the right conditions.

(12:44):
So when you design for it, youstop waiting for great work just
to happen and you start makingit happen on demand.
So here's your challenge forthis week.
So here's your challenge forthis week Carve out that one
block of time, protect itfiercely, set up conditions for

(13:06):
flow and see what happens whenyou give yourself and your brain
that gift.
It is a gift and it is so worthdoing.
Thank you for joining me on thisepisode of the Workplace
Chameleon.
I hope it inspired you torethink your work rhythm and

(13:35):
find a little more flow.
If you get stuck, if there's away I can help, please reach out
.
There's a way I can help.
Please reach out.
We want to support you any waywe can so that you can lead with
intention, protect yourpriorities, be as mentally
healthy today as you can and dothat for others, while we all

(14:06):
just keep trying to learnsomething new.
Today, such great opportunities, and I will always wish you
well.
Take care.
I hope you tune in again.