Exercise and Fasting

My experience with fasting, exercise, and electrolytes.

Disclaimer: I am not a doctor, nutritionist, or an expert in fasting or exercise. I am learning as I go and your experiences may vary. I highly recommend contacting IDM for expert coaching and advice.

A common question I get is about exercise and fasting. My response is simple – I always exercise in a fasted state. This is a rule of mine. Mark Sisson and Dr. Fung talk about this topic in their respective books. The challenge I found is how to apply this in the real world. How do you apply not eating and exercising? This sounds odd, but it is a difficult balance of water, electrolytes, and mental strength.

Some History

If you are curious, you can read more about my journey here.

For years, I have followed the conventional wisdom of fueling before, during and after workouts using a heavy carbohydrate approach. I used, and loved Infinit Nutrition and still use some of their products. When I started fasting, the journey to being a fat adapted athlete, and moving to a Primal lifestyle (April 2018), required me to figure out my nutritional and electrolytes plan for endurance endeavors (1/2 marathons and 70.3 triathlons).

My experience to become fat adapted took time but wasn’t as physically difficult as I expected. The hardest part was trusting I didn’t need fuel before, during and immediately after my workouts as I was instructed to do so for many years. It was also difficult to break the habit. Once I was free of my habit, it was liberating to not worry about fuel (<3-hour workouts). My body provided all the fuel I needed. What about water and electrolytes?

My Electrolyte Playbooks

I have always struggled with getting my electrolytes right. I added Salt Sticks capsules in addition to the Infinit fuel I was using which helped, but I still dealt with cramps and GI issues. In my transition to being fat adapted and incorporating fasting in my lifestyle, I worked with an IDM coach to develop a playbook for the right balance of water & electrolytes. Over the last 6 months, I have settled on the following playbooks:

Extended Fast Playbook

At a minimum, 5 grams of sodium throughout the day using The Right Stuff
During exercise, one to two packets of the Right Stuff (1.7 grams of sodium) each with 16 ounces of water per packet
400 milligrams of magnesium in the morning
Drink water, green tea, coffee throughout the day using thirst as a guideline

The EF playbook is a starting point. I’ll increase to 9 – 10 grams of sodium if it is warm weather, I am working out more than an hour a day or sweating a lot.

Note: I incorporate a 42 – 72 hour fast twice a month depending on my travel schedule, stress, travel, etc.

Intermittent Fast Playbook

My EF and IF playbooks are similar, but for IFs the sodium intake is primary from food and there is a less of an emphasis on counting the grams:

During exercise, one packet of The Right Stuff each with 16-20 ounces of water per packet
400 milligrams of magnesium in the morning
Drink green tea, coffee, water throughout the day using thirst as a guideline

Like my EF playbook, this is a starting point and I adjust accordingly.

Note: I use 16/8, 18/6 and 20/4 IF patterns

Final thoughts

The biggest lesson learned in developing my playbooks is how to listen to my body and to deal with the warning signals before my body raises the white flag. My warning signs are fatigue, nausea, and dizziness. Sometimes the warning signals are very subtle and hard to hear, so my advice is to learn what those signs are for you and learn how to listen.

As stated earlier, my playbooks are starting points, and I adjust according to how I feel, environmental conditions, stress, etc. Whenever in doubt I break my fast. I never try to push through a fast or a workout if my body is giving me warning signs.

Important Note: For longer workouts (3+ hours), I generally start in a fasted state, but will use Spike Free in addition to electrolytes.

Recommend Readings

My battle with Insulin Resistance

I am an athlete and have been one since I can remember. Before high school, I participated in karate, soccer, basketball, and baseball. When I entered high school, I began weightlifting, jogging, and cycling. In my 30s, I added swimming to the mix with the goal of participating in triathlons. I have since completed more 1/2 marathons (13.1 miles) that I can remember, ran a full marathon (26.2 miles), participated in three 1/2 Ironman’s (1.2 mile swim, 56 mile bike ride, and 13.1 mile run) and trained for a full Ironman (2.4 mile swim, 112 mile bike ride, and 26.2 mile run). At my peak training, I was working out 18 hours a week. Regardless of my passion for fitness, I have always struggled with my weight.

In 2010, I participated in my first triathlon (sprint distance) – I was hooked. I signed up for a 1/2 Ironman shortly afterward, hired a coach and continued to expand my knowledge of the nutritional needs of an athlete. As I applied what I learned, and my training increased, my weight started to go up. I was alarmed. I did what most determined people do and what my doctors told me to do – work out more and eat less. I was exercising up to 16 hours a week, but my weight continued to increase, I was getting slower and was struggling with injuries. I decided to seek help.

I found a doctor that focused on athletes with metabolic issues like what I was experiencing. She took the time to get to know me and didn’t tell me what I had heard so many times in the past – exercise more, eat less. She spent hours analyzing the results of my blood work, talked to other experts, worked with my coach, and sought answers. She was driven to find why I could not lose weight. Roughly a year after completing my first ½ Ironman, 2012, I had gained 15 pounds and was diagnosed with insulin resistance.

My doctor and I spent 7 years trying to understand why my body wouldn’t respond to the latest and greatest science and medications for insulin resistance. At one point, I was on five different medications including one that required shots before every meal. Nothing was helping, and things continued to get worse. It was not a pleasant point in my life, but I was convinced that my doctor would find the right solution – eventually.

My turning point came early in 2018. I was training hard for another 1/2 Ironman and following the well-publicized and scripted nutrition plan of heavy carbs, quality protein, and limited fats. I followed the nutritional guidelines of fuel before, during, and immediately afterward training. Based on my body weight and exercise volume, I was taking in 300-400 grams of carbs of day and still being told I was not eating enough all while my weight was continuing to climb.

Race day came, and I had trained hard, but I was at my heaviest since 2005 at 227lbs and at roughly 32% body fat. I did what the experts told me to do, and nothing was helping – it was only getting worse. It was demoralizing, and I didn’t know where to turn. I had spent over $20K on my doctor and medications (insurance covered nothing) and spent years injecting and taking various prescriptions that were going to “fix” my insulin resistance. To this day I wonder what long-term damage these medications may have done to my body.

My wife, a former triathlete and one hell of a swimmer, had found Dr. Fung’s blog. She encouraged me to read it. To say I was hesitant is an understatement. I had followed one doctor for many years, and I was very reluctant to follow another. She continued to encourage me and one day I started reading through his posts. I was intrigued. I bought one book and read it nearly in a single sitting. Bought another book, read it within a week. What Dr. Fung had to say made sense. I knew a lot about insulin resistance and how metabolism worked but was new to fasting. What I loved about Dr. Fung’s approach is that it is supported by science, has been around for centuries, practiced by cultures all over the world, and best of all, itwas free. After spending thousands of dollars on doctor’s visits and prescriptions, this was really encouraging. I had to try fasting.

In April 2018, I tried my first fast – 16 hours. I did this daily for a week and found it to be much easier than expected. The following week I tried an 18-hour and 24-hour fast. It was challenging, but doable. After a couple of weeks of following an 18/6 fasting schedule, I completed a 5-day fast and the following week completed a 6-day fast. The results were immediate and shocking. Symptoms of low blood sugar disappeared, the fear of needing to have food nearby “just in case” was gone, the weight started to drop, and I could visually see my body changing. I signed up for IDM coaching sessions to help guide my fasting schedules. Within a month, I had dropped 10 pounds, incorporated fasting into my daily life and switched to a keto/paleo lifestyle.

Working with my IDM coach, we developed my fasting and weight goals. My fasting goal was simple – 72-hour fast each week followed by an 18/6 eating window until I hit my target weight and body composition. When I eat, don’t count calories, eat real foods, and use Keto as my nutritional guide. I set three weight goals: 195, 185 and, in my mind an impossible goal of 175. I had an additional goal of becoming a fat adapted athlete. Something I didn’t think it would work for me, but I wanted to strive for it. After years of the triathlon and running community “educating” me on the right way to eat (carb loading, fuel every 15 minutes, etc.) the idea of going for a 2+ hour workout and only needing electrolytes were unimaginable to me, but I knew what I had done before didn’t work.

With the guidance of Dr. Fung and my IDM coach, I learned what an incredibly powerful tool fasting and real foods are. Within six months, I accomplished all my goals, including what I thought was impossible – weighing in at 175lbs and being a fat adapted athlete. I dropped 15% body fat with no muscle loss. All the weight loss was fat.

It is now seven months since my first fast and the discovery of IDM and Dr. Fung. I am the lightest and fittest I have ever been in my life. I haven’t had signs of low blood sugar since late April, I train about 10 hours a week and only use electrolytes and water. I fast daily (usually a 16/8 or 18/6), follow a keto & paleo lifestyle and continue to drop fat and gain muscle. I literally owe my life (and thousands of dollars) to Dr. Fung and the IDM program. I can now look to the future and focus on continuing to improve my health, becoming a better athlete, and having a healthy relationship with food.

To other athletes, I highly recommend following Mark Sisson, reading Primal Endurance and listening to the Primal Endurance podcasts. Mark is an accomplished athlete and has written several very good books. Mark also has published several very good cookbooks.

My tips & tricks – your mileage may vary

Learn to love Apple Cider Vinegar (ACV)! 1-2 tablespoons & water every morning
Exercise always in a fasted state
When you eat, enjoy it and eat real foods. Don’t count calories.
Don’t be too hard on yourself and learn how to “cheat.”
Fasting can be very hard, more mental than physical. Stay busy, drink ACV, and Pique Teas. This is mostly a mental game and your mind wants you to be comfortable. Fasting is not comfortable. When I thought I would have to stop my fast because of hunger or the desire to eat, I went for a walk, raked leaves, did something to take my mind off it and I learned I could push through. Note: Any time I didn’t feel well (usually because of lack of electrolytes) I broke my fast.
There is no right way to fast. Learn what works for you and your body.
This is my lifestyle – not a fad.

Please define Done!

Guidelines to help define done for requirements, development and test.

We have all been there, but I’ll pick on me for this blog. During a daily standup, I’ve stated my task is done. Woot woot! Time for a cup of coffee and then onto the next task. Just as the Agile board is being updated the project manager asks: “is the code checked-in?”, “was a code review done?”, “is it deployed to the development environment?”, “did you unit tested?”. Umm…(insert awkward silence). I guess I need a bit more time.

It happens to the most seasoned team member. In my experience, the best way to prevent this is to have a clear definition of what Done is. It varies by team and team member, so define early and incorporate as part of your daily routine.

Define Done

The definition of Done is set of guidelines or checklist to follow. It ensures everyone is on the same page on what is required to get a task completed and how to verify the requirement has been met. Defining Done is not easy, takes time, and is a living document. Without the definition of Done, items are missed, assumptions are made, and an inferior product is delivered. Of all the principles that guide a project team, I feel the definition of Done is in the top two or three priorities.

In this blog, I outline key areas where the definition of Done is most critical. This is a starting point – expand and update.

Note: I will use the term “tasks” for simplicity. The approach is applicable to all project delivery methodologies I can think of.

Definition of Done for Tasks

One of the best methods I have seen is a detailed review of each task by all project team members. In an Agile project, this is often done as part of the planning session. During this session, I ask each team member to review the task subject, requirement, and acceptance criteria. Any confusion, assumptions, or missing details need to be addressed before the task definition is Done.

This is a time-consuming process and I hear lots of grumbling about the time that could be spent doing something else. Each time I run through this process, however, I am reassured this is the right approach as the tasks are matured, assumptions are removed, and the team understands the objectives. The net result is a higher quality product, a team that understands the bigger picture and a happier customer.

Writing task definition and acceptance criteria seems like a relatively straightforward task but writing a comprehensive task (subject, details, and acceptance criteria) takes experience and creativity. A few guiding principles I recommend:

Is the title short and descriptive? I found this article particularly helpful.
Are there assumptions in the task? For example, “personal information” may mean multiple things to different team members. Spell out the details and remove the assumption.
Do multiple audiences (PM, analyst, developer, QA, SME) understand what the task is trying to convey?
Is the acceptance criteria defined? This post does a great job spelling out why what and how to write the acceptance criteria.
Is there a priority assigned to the task?
Ideally, an estimate and high-level design are provided. Depending on the size of the task, an estimate and design might be a separate task.
…

This list is a starting point but covers critical items.

Done for Development & Test

After many years of writing code and claiming my tasks are done, I can say this with love, respect and confidence – developers are notorious for claiming tasks are done when they are not. Here are statements about tasks I have that were “done”, but with a little poking and prodding, code was…

Not checked-in.
Is not part of the build.
Has not been unit tested.
Has not been code reviewed.
…

During the Wild Wild West phase of the project, the focus is on getting sh*t done and compromises are made. That is the reality of project delivery but the problem with some compromises is quality. These compromises are not worth the perceived time savings. Here are some the guidelines I use to define Done for development and test while maintaining quality:

Code reviews are completed.
The code is checked-in to source control.
All files are added to source control.
The code can compile on someone else’s machine.
The code is commented.
The code is maintainable.
The solution passes positive and negative unit and system testing.
The solution passes functional tests using the acceptance criteria.

For development tasks, all above items must be accomplished to be considered Done. This is a bare minimum list. For larger projects/products, the list is more comprehensive.

Ready for Demo!

This is the definitive definition of Done – the solution is in an environment where it can be shown off to the customer and other key parties. Assuming the process above was followed, few corrections are needed and ideally, you have a happy customer.

Final Thoughts

Defining Done is not a trivial task and it takes a team to do so. The project’s architect and project manager generally come up with the initial list, but the team helps shape and mature the list. Once the definition is initially agreed upon, print it, and hang it up where everyone can see it daily. It is a living and breathing document, so expect it to change. When you believe your task is Done, refer to the list and verify.

Until next time,

Chris

Manage by…?

My approach to management and leadership.

Sink or swim. Trial by fire. Fly by management. There are more descriptions and publications on how to be a manager than there are Starbucks in Seattle. So why write another? As common as the topic is, I find that many managers are missing specific fundamentals. My goal of this blog is not to say that my approach is the right approach or I have the answers, but to share my experiences of what has worked well for the teams I have coached throughout the years. I welcome your experiences and approaches.

Nearly all of my professional career I have been a manager and through trial and error, mentoring, and lots of reading, I have developed a style and approach. I do not use a one size fits all approach. My style adapts to the company, culture, and individual.

Note: I use the term manager for simplification. For many practical purposes, I interchange lead and manager. There are differences, but when it comes to guiding, coaching, and mentoring I find more similarities than differences in the roles.

My Beliefs

Before diving into specifics, it is important to share a few of my core beliefs that have shaped my management style.

Being a manager is hard – it is not for everyone.
Do not be a manager if you are not willing to make someone’s professional growth a priority.
A manager should care, personally and professionally, about his/her team. There is, however, a difference between caring and being friends.
Patience is critical. Feel, pause, and then react.
The notion that there is an absolute separation between personal and professional life is a fallacy. Managers balance compassion with getting sh*t done.
Bidirectional open and honest feedback loops are vital.
I follow a strict “no surprises” philosophy during reviews (excluding compensation changes). Reviews are a summation of the one-on-one meetings.

My Fundamentals

My fundamentals represent the must-haves for a manager. This is not comprehensive but is a starting guide. Align with your preferences and your company’s culture. I’d love to hear what you would add to this list.

Clear Communication

Related image Miscommunications happen. Anyone that is or has been in a relationship knows this all too well. I find that miscommunication often occurs because feelings are trying to be spared, there is fear of being honest, or the parties are not speaking the same language (figuratively). Unfortunately, the net result is lack of transparency, dishonesty and often being blindsided. Personally, I’d rather have it between the eyes than dance around a topic (I’m not a good dancer – just ask my wife).

Be honest, direct, clear and blunt if needed. The message does not have to be abrupt or rude. Shape the message style according to the parties involved. Most importantly, do not leave the room without ensuring everyone is on the same page.

1:1s

Related image 1:1s (one-on-ones) are essential. It is time for the employee and manager to have dedicated time to discuss career growth, how things are going, any concerns or questions, and general updates. At times, 1:1s are brief, but use this time to get to know your teammates better and vice versa.

1:1s discussions must be open, honest, and bidirectional. I encourage my direct reports to tell me how I can improve, what I can do to help them and what is on their mind. Depending on the individual, this can take some poking and prodding. Some individuals are not interested in sharing more than what is happening on his/her project. That is the prerogative of the individual. 1:1s are as unique as they come with people management but do I have a few standards:

Conversations are documented by the employee and sent to the manager. Personal items are excluded. The manager updates the document (if needed) and acknowledges. If your company uses a talent management solution (I use Crelate), see if you can store the document there. If not, email storage works fine too. The goal of this process is to help with reviews and promote clear communication.
1:1s happen every two to three weeks depending on the employee and size of the organization. I default to every two weeks.
1:1s form the basis for reviews. As stated above, any items that are going great or need to improve are discussed as they come up during the 1:1s. The worse situation is to blindside either party in a review (performance improvements, desire for a new project, better comp, etc.)
Do not cancel 1:1s. I am notorious for moving 1:1s (among other meetings), but I do my very best not to cancel. It is too easy to get caught up in the day-to-day, but treat this meeting as critical.

Dealing with Negative Emotions

TEST 2 Like it or not, there are going to be times that you are pissed off, upset or sad at work. Emotions are the reality of life. I have worked with managers that believe that as a professional, you should be able to separate your feelings from your job. That is a load of crap. I have been in the position of pissing off a team member and other times where I wanted to fire an employee on the spot because he pissed me off (skipping details).

As a leader, I believe one of the best attributes you bring the table is patience. That is easier said than done. Patience is a virtue, and it takes practice – a lot of practice. The best leaders I know have mastered emotional reaction. I am not suggesting they do not want to jump over the table and smack the person that is irritating them, but they have learned that is far more effective to breathe, listen to the emotion and know when and where to react.

For inappropriate behavior conversations, it is best to have them behind closed doors. There are exceptions, of course, such as egregious behavior, but as a general rule of thumb, I’ll have these conversations as soon as possible, and not wait for the next formal 1:1. Like the 1:1s however, the dialogue is documented and if appropriate, HR is included in the conversation and/or email thread.

Your Style

As I mentioned earlier, I have shaped my management and leadership style based on my mentors, reading many books and blog posts, but most importantly, what has worked well for my team and me. Find a style that works well for you, know that it is a constant state of a draft and it has to be adaptive. One size does not fit all.

Hybrid Cloud – Integrating CRM Solutions

Solution for integrating multiple CRM solutions on different domains using Azure

Background

A recent project I worked on involved writing a one-way integration between three CRM solutions across two domains. This project was spawned by an acquisition taking place between two companies. The parent company has two CRM solutions, Salesforce and Oracle. The parent company is in the process of replacing their legacy CRM solution (Oracle) with Salesforce. The objective for “Day One” (the first day the acquisition was final) was to have the Salesforce and Oracle send contact and opportunity records to the acquired companies CRM solution (Dynamics CRM). Over the next six months, the three CRM solutions are scheduled to come together under a single CRM solution. My task was to write a robust, flexible, and supportable integration in roughly a two week period – no pressure.

Solution

This process would have been easier if there was domain trust between the two companies, however; unfortunately, that was not an option for Day One. To get around this, I turned to Microsoft Azure and SQL Server Integration Services (SSIS). The following diagram outlines the data flow for the solution:

Drawing1

The key to the process is to use Microsoft Azure as the communication ground between the two non-trusting domains. In this approach, Microsoft Azure can foster the communication and enforce security ensuring that only the two domains are connecting to the exposed endpoints.
The data flow is relatively straightforward:

From Company A’s CRM systems, the users click a button after selecting a CRM (Oracle or Salesforce) record. On click of the button, the respective system makes a call to an Azure endpoint sending the appropriate CRM record as a JSON request. In this case, the JSON endpoint represents an opportunity record with associated contact information.
The secured endpoint receives the data and inserts it in a managed Azure SQL database table.
Company B hosts and schedules the SSIS package. The SSIS package queries the Azure SQL table on a regular interval to pick up any new or updated records.
The new or updated data from SQL Azure is stored in Company B’s staging database.
Stored procedures in the staging database for used for cross-database joins, data mapping, and other ETL processing needed before sending to the destination CRM system.
The SSIS package calls stored procedures in the staging environment and sends the data to Microsoft Dynamics CRM using KingswaySoft.
When SSIS completes, logging of any failures or successes are sent back to the Azure SQL database. This step is essential for support.

The above steps are a simplification to the process, but the core objective of enabling data transfer from one company to another is outlined.

A few gotchas:

To connect to Azure SQL, I recommend using SQL Management Studio 2017. There are limitations to older versions.
Unless explicitly known, use a broad range of subnets when securing Azure by IP.
When connecting to Azure SQL, you’ll need to grant the IP you are connecting from. You’ll be prompted to log into your domain account. If you do not have permissions to add your IP address, you’ll need to work with your system administrator. See this article for guidance.

Some helpful articles: