The Productivity Pro® Blog by Laura Stack - Time Management, Getting Things Done, How to Be More Productive

Stop Trying to Be on Time!

Victor Borge, the Danish humorist and musician, was well into a performance when a woman came in late, fighting her way through the rows to her seat near the front. Borge stopped playing and as she proceeded—trampling over people, rustling, and disturbing her way to her seat—he said (much to her chagrin, as all eyes focused on her ill-timed arrival), “Excuse me, excuse me, excuse me.” After she sat down, he walked over near where she was sitting and said, “Where are you from, Ma’am?” “Fifty-Seventh Street,” she said. “Well, Lady, I’m from Denmark, and I was here on time.”

While Borge might have been trying to get a laugh from his audience, his obvious annoyance speaks to the principle of Preparation in Mark Sanborn’s newest book, The Encore Effect: How to Achieve Remarkable Performance in Anything You Do, which I’ll discuss in this brief article.  In the 16 years I’ve been speaking professionally on the concepts of personal productivity, one of the biggest complaints I hear from leaders who bring me in to speak to their employees on performance is something around “the inability to meet deadlines, always being late, constantly running behind, or being forgetful”—a performance that is hardly remarkable.

People are much more irritated by lateness than you can know or they will admit; it can dampen everything from promotions and raises to friendships.  Late people crowd you, physically and mentally.  When people show up late, it undoes your schedule and disrupts your day.  Showing up late or sending something in late—no matter how well done—still means a black mark against you. 

I consider myself blessed to be close friends with Mark and his wife, Darla.  Since we only live a few miles apart, our families frequently enjoy spending time together.  At a recent 4th of July barbeque at our home, Mark joked with me about the already-cut-up plates of tomatoes, onions, pickles, and lettuce, wrapped in plastic, and waiting in the refrigerator.  I joked back, “Why, I’m just following the principle of Preparation from your book!”  Does a simple act of slicing burger fixings in advance make for a better barbeque?  I think so.  Being unprepared would have meant trying to cut everything up while the burgers got cold.  I still would have been “on time,” but I’d be half listening to them and missing pieces of conversation while focusing on my task. 

This is the source of many people’s lateness, I believe: they are trying to be on time.  On page 17 of The Encore Effect, Mark defines average performance as, “the best of the worst and the worst of the best.”  He says further, “These performers are the best of the mediocre middle, neither hot nor cold but lukewarm.  The problem is that average performance doesn’t get you noticed.”  Simply being on time doesn’t get you noticed, because it’s fairly typical.  It just doesn’t stand out.  It’s okay…it’s just expected…yawn. Don’t be simply “average”!  So don’t be on time: be EARLY. 

Mark’s principle of Preparation—planning in reverse—speaks to this concept. I had to chuckle at his story of the fishermen on page 61.  It reminded me of cutting up tomatoes before the barbeque.  Being prepared means you do things EARLY.  Not on time.  Early.  Done in advance.  Proactive.  Forward looking.  With a long-term focus.  We’re not talking ridiculously early here, in a way that inconveniences your host when you arrive for a party.  It’s a way of thinking, a way of being, a way you frame your behavior.

The process of finding and seizing “The Crucial 5 Percent” (page 64), applies Preparation to people in this way:

1. “Late” people are perpetually behind on everything.
2. “On time” people arrive or finish a minute or two ahead or behind the goal.
3. “Early” people are remarkable and are prepared for everything.

Imagine how life would be if you were always so prepared that you arrived early everywhere, for everything.  You would:

• Get the first choice of many things,
• Gain admiration and respect,
• Are able to relax and not sweat,
• Get good press and publicity, and
• Have a bit time to relax, read, or return a call.

My point is that you can never really be on time…just barely on one side or the other…so you’re never totally trusted, no matter how skilled you are.  Being early makes you look remarkable and demonstrates to others you can be depended upon.  Being late, however, makes people wonder if you’ll be on time next time. 

Mark distinguishes between “routine” and “remarkable” on page 18.  I couldn’t agree more and would frame it in this manner:
• Routine “on time” people communicate through their actions, “I might not make the next deadline.”  “I’m barely in control.”  “I’m not looking beyond the moment.”
• Remarkable “early” people communicate through their actions, “I don’t need deadlines.”  “I’m in complete control.”  “I look ahead.”

(We won’t discuss late people, since that belabors the obvious.)  In trying to be early, don’t go out and simply set your watch five minutes fast to try to fool yourself, because psychologically, you know it is five minutes fast, and make up for it anyway.  Keep your clocks on the correct time.  Preparation is all about planning.  Instead of thinking, “I have to be there at 9:00 AM,” think, “I will plan on arriving at 8:45.”  Then work backward.  How long should it take you to get there?  Add a buffer in case there’s traffic.  What time would that require you to drop off the kids at daycare?  What time would you have to get them up in order to make that happen?  What time do you have to get up to make that happen?  And what will you do if you arrive even earlier than 8:45?  Be prepared to pay bills, make calls, read a report, or write thank-you notes.

Before you close shop for the day, ask yourself, “What’s coming up next week?”  “What can I get out of the way now?”  Before you retire for the night, go over the next day.  Know exactly where you need to be, what you need to have with you, and have everything laid out.  Have clothes selected, school papers signed, lunches made, briefcase packed, and schedule outlined.  As Mark says on page 58, “The future we experience depends on the preparations we make today.”

By preparing in this way, you enable yourself to be early.  Soon, you won’t have “deadlines,” because they will be unnecessary.  Deadlines eliminate all the job of accomplishment as you work for the deadline, not the completion of a project or task.  Deadlines were made for people who would not get things done without one.  You, on the other hand, are prepared, a remarkable performer, deserving of an Encore performance.

Stop being on time!
© 2008 Laura Stack.  Laura Stack is a personal productivity expert, author, and professional speaker who helps busy workers Leave the Office Earlier® with Maximum Results in Minimum Time®.  She is the president of The Productivity Pro®, Inc., a time management training firm specializing in productivity improvement in high-stress organizations.  Since 1992, Laura has presented keynotes and seminars on improving output, lowering stress, and saving time in today’s workplaces.  She is the bestselling author of three works published by Broadway Books: The Exhaustion Cure (2008), Find More Time (2006) and Leave the Office Earlier (2004). Subscribe to her free productivity newsletter at www.TheProductivityPro.com.

Do productive people always have their dream jobs?  No.  Are you more productive when you enjoy what you’re doing and are happy in your work?  Yes. 

So do you find your work fulfilling?  Or are you just going through the motions to pay the bills?  What if you’re in a job that is a springboard to the next one?  That’s fine.  There’s a difference between everyday annoyances and unsettling, deep malcontent.  Life’s too short to keep a job that makes your stomach hurt.  As they say, do what you love, and the money will follow. 

How do you know if you’re in your dream job?
• Make a list of your dreams.  You may have only one; you may have several.  Some may be really big.  Some may be small.  “I want to make jewelry and sell it online.”  “I want to be a meteorologist.”  “I want to start my own pension consulting business.”
• Make a list of your passions.  What do you love?  Singing?  Playing guitar?  Photography?  Is there a dream job in there somewhere?
• Make a list of your core values.  Is it important to you to have ample time to enjoy life?  Is it important to you to be helping others through your work, no matter how many hours of the week it takes?�
• Make a list of what you’re naturally good at and love to do.  Teaching people how to play tennis?  Working with animals?  De-cluttering homes and offices?  Cooking French cuisine?  Is there a dream job in there somewhere? 

Now why don’t you do it?  Perhaps you’re afraid you won’t make any money.  Perhaps you’re afraid to leave a high-paying job in search of a more fulfilling one.  Perhaps you’re afraid you’ll fail.  Whatever the reason, fear is a really energy drain.  It will paralyze you, lock you up, and keep you in the status quo.  If you are to find your purpose and experience the flow, you will have to muster the courage to fight it off.

Happiness is not all about money.  You could have a BMW, a home with 4 bathrooms, your kids attend the best schools that money can buy, and your wife looks like a supermodel.  But perhaps you’re still unhappy, and you can’t figure out why.

As Stuart Goldsmith says in his book The Seven Secrets of Success, “Becoming wealthy has little to do with buying a bunch of silly toys.  You have to be a very sad individual if this is the limit of your imagination.  How much champagne can you drink?  How many Rolexes do you need?  How big a wardrobe of clothes will satisfy you? This is all junk.  They are toys—harmless baubles to amuse us for five minutes.  Attaining these toys is not the purpose of a noble life.” He adds, “. . . Happiness comes from leading a worthwhile life and producing something of quality and value.  Sitting around in a mansion and staring at your Porsche will not make you happy.” 

It’s quite normal and understandable for people to want a lot of money.  Having a lot of money, especially in a capitalistic society, is equivalent to having plenty.  This is an instinctive, evolutionary drive.  Of course you don’t want to have to walk 20 miles with your Neanderthal club in hand to find a food source.  But in a capitalistic society such as ours that’s brimming with shiny things, this perfectly reasonable drive morphs into greed.  And before you know it, we equate money and things with happiness.     

But it’s not money in and of itself that makes us happy.  It’s the freedom that money provides that opens a big, wide door to the land of happiness.  In other words, if we’re not living hand to mouth, we have the time to pursue what we truly love—whether that’s writing a novel, volunteering full-time for a homeless shelter, or having time to watch the sun set every single evening. 

How much did you spend on your most recently acquired boast-worthy possession?  What if you were to that same amount of money and donate it to a charity that feeds the hungry?  Can you picture the poverty-stricken child whose face lights up when she receives a week’s worth of hot meals?  Which brings you more happiness, the possession, or the child with a full stomach? 

How do you like to make the world a better place?  Helping people overcome illness?  Working with the mentally handicapped?  Teaching people how to exercise? 

If I looked at the way you spend your time, would I be able to tell what’s important in your life?  The majority of people spend far too much time working and not enough time with their loved ones.  Then they arrive home and have no energy left to devote to their spouse or children.  They take the day’s problems out on the people they love—the entire reason they’re working in the first place.  You say your family is important to you.  Can people tell you value them by the way you spend your time?  You say your significant other is the most important thing in the world.  How much time have you spent spending time with them versus spending time working?  You say your spirituality is important, but how much time do you spend praying, reading, meditating, attending services, volunteering, or whatever reflects your beliefs?  Is it merely an outside facade?  Say and do the same thing.  Be congruent.  Or just stop saying it and be yourself.  To be in alignment with your values, what you say and what you do should be the same.

Bottom line: Adjust your career and your life balance so your time reflects what matters to you most.  Put some metrics on your priorities.  Companies measure their results, and you should measure yours.  Spending time with my family is my greatest pleasure in life.  Work is just my hobby.  I only want to be out of town five nights per month.  I want to eat dinner at home 25 days per month.  I want to take six weeks of vacation each year.  I work no more than 45 hours per week, although I could easily work 100.  Keeping track of my behavior each month makes me accountable; I know immediately whether my schedule is meshing with my priorities and my values.  These figures are in front of me as a constant reminder of what I’m trying to accomplish with my life. 

Assess how you’re spending your time.  What are you doing with it?  Watching TV?  Flipping through magazines?  What would you rather be doing?  What are your metrics going to be?  What do you want your epitaph to say?  “He had a well-mowed lawn.”  “There wasn’t one speck of dust in her house.”  “His Porsche was really shiny.” 

Do.  Don’t dream.
© 2008 Laura Stack.  Laura Stack is a personal productivity expert, author, and professional speaker who helps busy workers Leave the Office Earlier® with Maximum Results in Minimum Time®.  She is the president of The Productivity Pro®, Inc., a time management training firm specializing in productivity improvement in high-stress organizations.  Since 1992, Laura has presented keynotes and seminars on improving output, lowering stress, and saving time in today’s workplaces.  She is the bestselling author of three works published by Broadway Books: The Exhaustion Cure (2008), Find More Time (2006) and Leave the Office Earlier (2004).  Laura is a spokesperson for Microsoft, 3M, and Day-Timers®, Inc and has been featured on the CBS Early Show, CNN, and the New York Times. Her clients include Cisco Systems, Sunoco, KPMG, Nationwide, and 3M.  To have Laura speak at your next event, call 303-471-7401.  Visit www.TheProductivityPro.com to sign up for her free monthly productivity newsletter.

It’s back to school time!  With three kids in elementary and middle school, this is a New Year of sorts for parents.  Here are some tips to help you stay sane and productive:

Back-to-the-Future. The first step in moving forward with back-to-school resolutions is to take a look back. What were the situations from the previous school year that could use improvement? Did your child often miss the bus? Did they have a hard time making the honor roll or even passing grades? Was everyone too busy to sit down for dinner together? Once you figure out what areas need improvement, it will help set goals for the upcoming year.

Talk to your children. Whether your school-age children are in elementary school or high school, talk to them about areas they would like to see change, both personally and within the family. Their insight into what areas need improvement may differ from their parents.  Discussing the differing goals will help to bring every person in the family on the same page.  Buy-in on goals from all members of the family encourages success.

Small steps. Having a student go from straight C’s to straight A’s may be asking too much. The same is true for wanting to have a family who never eats dinner together suddenly sit down at the table five nights a week. Success comes from breaking each resolution into small but achievable steps. Set up weekly goals for each person in the family in order to overcome barriers and create small achievements. Adding steps each week will insure a slow incremental achievement of the main goal.

Make a plan. Assess each resolution and make a list of what changes need to come in to play to have a successful outcome. A child who has not been known for good grades may need to have a tutor. In order to help avoid detention for being tardy, have a back-up plan for your student to take responsibility for making their lunch and setting out their clothing the night before. Move dinner back to 6:30 instead of 5:30 to make sure everyone is able to be there. Having a list of solutions for the resolutions gives everyone a roadmap about how they will reach success.

Coordinate. One of the main challenges with having family resolutions is time. While one parent is working late, another may be taking one of the kids to soccer practice, while the oldest child is at band rehearsal. Posting a calendar with weekly schedules for each person in the household will help everyone keep track of everyone else. This can help the children to know that the parents have early meetings on certain days; so being on time to the bus is a necessity. And parents can keep track of when and where the children’s extracurricular activities are taking place. It is also beneficial to provide each person in the family with a DayTimer planner. This will help keep the kids responsible for their own time and keep everyone organized.

Smile.  Stay light-hearted about the changes.  You can always start over at anytime.  And don’t forget, there’s another chance to create resolutions coming right around the corner.

© 2008 Laura Stack.  Laura Stack is a personal productivity expert, author, and professional speaker who helps busy workers Leave the Office Earlier® with Maximum Results in Minimum Time®.  She is the president of The Productivity Pro®, Inc., a time management training firm specializing in productivity improvement in high-stress organizations.  Since 1992, Laura has presented keynotes and seminars on improving output, lowering stress, and saving time in today’s workplaces.  She is the bestselling author of three works published by Broadway Books: The Exhaustion Cure (2008), Find More Time (2006) and Leave the Office Earlier (2004).  Laura is a spokesperson for Microsoft, 3M, and Day-Timers®, Inc and has been featured on the CBS Early Show, CNN, and the New York Times. Her clients include Cisco Systems, Sunoco, KPMG, Nationwide, and 3M.  To have Laura speak at your next event, call 303-471-7401.  Visit www.TheProductivityPro.com to sign up for her free monthly productivity newsletter.

Today I feature an article by guest columnist Rosa Say and her blog Managing With Aloha Coaching.  If you enjoy the article below, I suggest you subscribe to her blog.

If I am hard pressed to recommend one and only one tool as THE most essential one in every manager’s tool kit, there is no question for me what it will be.

It is the very first tool I teach new supervisors (and any struggling manager) to use;
No matter the industry they are in.
No matter the country they are in.

Whether they are new to their positions or seasoned pros.
Whether they have just one employee or thousands.

Whenever it is calm, and they are caught up.
Whenever it is frenetic and crazy, and they can’t see that light at the end of the tunnel.

Pretty much no matter what the circumstances are.
And get this – even more than my beloved Daily 5 Minutes®.

The One Tool that every manager must work with, and work with daily, is this:
A simple list kept easily and best with pencil and an 8×10 sheet of paper folded into three columns.

This is not just any list, but a very special one.

It is the list that will endear every manager to every employee, every boss, every supplier or vendor partner, and every customer.

It is the list that can single-handedly reinvent a manager’s reputation, as it simultaneously functions as that manager’s best training and coaching architect.

At the top of this list is its name, and right beneath that, as the headings of its three columns, are all the instructions managers will need.

This magic manager’s list is called, THE FOLLOW-UP I NEED TO COMPLETE.

Those headings of its three columns are,

1. What I must Do to Honor my Word
2. Who I need to Follow-up with, and By When
3. Why it is so Important to Them, and thus, to Me.

When management is a calling (as it should only be) managers work more for other people than they do for themselves. The work they do for others IS the work they do for themselves, for when they elevate the human condition, improving it as it aches to be improved, they are most fulfilled in the work they are most needed for, discovering that being a manager can be the most satisfying and rewarding work that exists.

When employees cry out to me that their managers “don’t know what they are doing,”
or “are never around when we need them”
or “are too poorly trained; it’s like we have a revolving door of management trainees here”
or “don’t really care about us”
or “always seem to be working on the wrong things at the wrong times”
or “said they’d take care of it, but we all know what that means”
… the complaining and whining goes on and on… nine times out of ten I will discover that the manager they are referring to has lost all credibility due to a horrible lack of follow-through. They may start with the best of intentions in very sincere conversations, but they have no reliable system for finishing well, and they are not held accountable.

On the other hand, the managers with exceptional follow-through are referred to as “the great ones.”

A key point is that great managers don’t necessarily do all the work and tasks involved; what they do is orchestrate them well, and they keep work flowing, moving all road-blocks out of the way, human and otherwise. They work to remove any obstacles or adversity (or excuses and yeah-buts) and they communicate to everyone involved about status and progress consistently and reliably.

If you are a manager, is that what you do?

Let’s talk a bit more about those three columns;

1. What I must Do to Honor my Word

This column is described this way because a conversation with someone is likely to be what will trigger the entry you are making. What did you agree to follow-up on? This column will teach managers to “eat an elephant one bite at a time.” A common reason good intentions will fall apart is because we’ll make promises that are way, way too big for us to keep. Using this list over time, managers learn to work from conversation to next conversation and tear issues, problems, and projects into doable baby steps. Then the following column becomes a simple status-check conversation of “Here’s where we are now, what should we work on as our next steps, and how much time will that need?”

2. Who I need to Follow-up with, and By When

This may seem obvious, but in my investigations of trip-ups that have occurred, I am amazed at how many times a manager did follow up, but never reported back to the person they’d made their commitment to. Their reputation and credibility has gotten marred by a bad assumption that “the results will speak for themselves.” Well, not really, and not always. In fact, the norm is that they seldom do. This column also helps cure avoidance behavior; if you didn’t get something done yet, just honestly say so and make a new agreement. Don’t just hope the other person will forget about it; trust me, they probably won’t, and the next column helps you understand why.

3. Why it is so Important to Them, and thus, to Me

This column is a teacher called “Empathy Practice,” one whom all managers need to spend more time with. For us to help people best, we need to see a problem or issue in the way that they see it, and since we can’t usually “walk a day in [their] shoes” the best way to understand their point of view is to key in on why an issue is important to them. I coach managers to work with people without robbing others of the engagement, satisfaction, and growth of doing their work for them – the mantra we speak of is “Do with, not for.” There is a balance to be achieved, that this column helps us understand one person at a time.

Management is a situational art. Coaches like me try to help with certain things, and we can provide tools and tips that shorten the learning curve, however a manager’s best teachers, bar none, are their employees and the other people they work with and are committed to. This is the same reason The Daily Five Minutes® works so well: All you need to know about you can find out from the people you work with side by side, day in and day out.

Managers get trained on the job in the flow of the work they are responsible for. When they follow-through consistently, they excel because they deliver well; they exceed expectations. Their word is believed and trusted.

So take this from me; the 1 best list that every manager must work with says THE FOLLOW-UP I NEED TO COMPLETE at the top, and has those three columns. What they write on it, and how consistently they work through it day by day will determine that manager’s success. Just ask their employees.

21. Journal your meeting notes.  Many people don’t know how to use the Journal feature in Outlook or even what it’s for!  If you’ve ever accidentally clicked it, you’ll get a pop-up box that asks you if you’re SURE you want to turn on the Journal.  Most people freak out and click NO.  Next time, click yes.  Open a new Journal entry, type up your meeting notes, put in the day/time of the meeting, indicate in the Contacts field who was at the meeting, and select a Category for the meeting name or project.  When you select that Contact and click the Activities tab, you’ll be able to see the Journal entries (notes) from every meeting you’ve ever had with that person. You can also pull up your Journal entries by Category to review meeting notes as far back as you’d like.  OR give your notes to your assistant, have him type them up in the text field of the original meeting notice, save, and send a message to attendees (under Actions).

22. Avoid meetings on Fridays.  Many departments and teams just decide as an informal policy to schedule meetings Monday-Thursday if at all possible.  Too many people try to take long weekends or duck out early, making scheduling and rescheduling a nightmare on these days, plus you’ll end up with a lot of no-shows.  I try to leave Fridays open for personal appointments.  I find if I put a doctor’s appointment in between business meetings, something always happens to derail one or the other.  It’s hard to get my mind switched between different realms as well.

23. Always send or request an agenda and include it in the text portion of the appointment or include as an attachment.  A basic agenda should include a statement of purpose (see #13), any logistical considerations, the decisions to be made, a list of the topics to discuss (in priority order), who is responsible for that item, and how long you are allotting for each one.  Ask participants if they have any changes to the agenda items to let you know in advance of the meeting, so you can make adjustments if necessary.  Once you get into the meeting, follow the agenda diligently, so you can ensure all points are covered, decisions are made, and the objective is achieved.

24. Don’t let Outlook pick the length of your meeting.  The default is one hour, so that’s how much time people normally schedule meetings!  Instead, match the length of the meeting to the purpose.  If you’ve done an agenda (see #23), and you’ve determined you’ll only need forty minutes, then schedule for that.  Time will expand to fill the amount of time available.  If you’ve promised folks you’ll be out of there, people tend to work toward that goal.  If there is slack time, more socializing will naturally take place and an hour will definitely get used.  Some people try to build in “buffer” time—don’t cave to this habit.  I purposefully under-schedule and announce the goal at the beginning, so everyone is actively moving forward.

25. For longer meeting, allow enough breaks. Give a break at least one break for every hour and 15 minutes, max.  Let attendees know at the outset what to expect.  If you keep rambling on, and they aren’t sure when they’ll get a bio break, they will just start getting up randomly and sneaking out.  If you clearly state at the beginning, “We will meet from now until 10:00, and then we’ll break until 10:10,” etc.  It is also common courtesy that if you’re meeting over a lunch hour to provide food.

26. Be considerate of those in other time zones.  If you’re in the Pacific Time zone, and some of your meeting participants are calling in from the east, a 2:00 meeting puts them into departure time.  Realize that people may have childcare commitments at the end of the day; an afternoon meeting (or vice versa for early mornings on the west coast) can severely inconvenience folks and reduce the odds of attendance.

27. Strike a balance on when to schedule a meeting.  If you schedule a meeting too far out, you’ll get a bunch of cancellations and requests to reschedule as you get closer—or you’ll just get trumped by someone higher up.  If you wait to schedule a meeting until the last minute, it’s hard to find a block of time when most people are readily available.  So it’s best to schedule around one to three weeks in advance.  Anything sooner than that or further than that is fraught with scheduling challenges and conflicts.

28. Let the meeting leader know as soon as you’re aware of a conflict with a scheduled meeting.  If you have a change in your calendar but don’t want to “rock the boat,” you inconvenience more people the longer you wait.  It takes effort to work schedules around appointments, so as soon as you know, raise the flag.  The chair can determine if they can make it without you or if the meeting should be moved.

29. Display multiple Outlook windows at one time.  Perhaps you want to see your calendar while looking at an email.  While in your Inbox, right-click on your Calendar (either on the Folder List or the icon) and select “Open in New Window.”  Outlook will open your Calendar in a separate window, which you can resize and move to where it’s most convenient for you, while still being able to switch back to the Inbox.  This is especially useful if you have a large monitor or dual monitors.

30. Customize your Calendar to your preferences.  Don’t be satisfied with the standard calendar layouts—make it your own!  For example, you can automatically add holidays to your calendar.  On the Tools menu, click Options, then Calendar Options, and then click Add Holidays.  The weekends are also compressed by default.  If you want to show Saturday and Sunday as separate boxes, right click in the Calendar and select Other Settings.  Uncheck the box that says Compress Weekend Days.  While you’re there, change the default setting for 30-minute time slots to 5, 6, 10, 15, or 60 minute slots (I use 15).  Frequently schedule with people in another time zone?  Avoid confusion by displaying another zone.  Under the Tools menu, select Options.  On the Preferences tab, click Calendar Options, Time Zone, and “Show an additional time zone” check box. Select the desired time zone and OK out of there.

(c) 2008 Laura Stack. All rights reserved.  www.TheProductivityPro.com

11. Keep your calendar up to date.  It’s frustrating when your colleagues are trying to set up appointments, and it appears that you’re open, so they send out a meeting request to a large group.  You respond, “Sorry, I have a conflict on that day/time,” to which they respond by banging their heads on the desk in frustration, asking, “Then WHY didn’t you have it on your calendar?”  Truly, if an organization is going to predictably use shared calendaring to coordinate meetings, you must keep yours current.  It’s fine to use a traditional paper method as well, but if you schedule something on your “other” calendar, make sure to update your electronic one at regular intervals as well.

12. Include travel time in a single appointment and put the actual meeting time in the subject.  If your meeting starts at 11:30, but it’s going to take you thirty minutes to drive there and fifteen minutes to get out of the building to your car, block out your calendar starting at 11:00 (so others can’t schedule with you).  Then write @11:30 in the subject line, so you know the actual meeting time.

13. Do not accept a meeting invitation if the requestor can’t state in one sentence the exact reason you are meeting.  For example:
- To inform our department of changes in the holiday pay policy.
- To sell management on our division’s plan to automate payroll processing.
- To brainstorm the best way to resolve the association’s budget deficit.
- To determine realistic sales goals for each region for next year.
- To discuss the critical skills required for successful performance as a first level supervisor.

14. Send lengthy reading materials at least 48 hours in advance.  Participants express frustration with wasting time in meetings reviewing materials that were just handed out.  They don’t have adequate time to digest the information and formulate questions.  They could have reviewed that document while waiting in the doctor’s office yesterday.  Don’t waste everyone’s time by forcing them to sit there and read together like kindergarteners—their time is much too expensive.

15. If updating a meeting already scheduled, send an update to the existing appointment.  If you have already set up a meeting and invited participants, sending an email about the meeting forces them to either copy and paste the additional information into the meeting or have two meeting blocks for the same event side by side on their calendars, forcing them to open two items to get complete information.  If you need to add information, send out a meeting update.  To contact meeting attendees with a reminder or other message, open the original meeting request, click the Actions menu, and select “New Message to Attendees.” 

16. Avoid meeting request responses.  If you’re sending a meeting request to a large group and don’t need or want responses, in the open new meeting request, on the Actions menu, uncheck the line Request Responses.  To make this the default.  Tools, Options, E-mail Options, Tracking Options, “Delete blank voting and meeting responses after processing.”  Or create a Rule (under Tools, Rules and Alerts, start from a blank rule) to automatically delete messages responses with certain words in the subject line.

17. Schedule time for preparation and action.  Depending on your level of involvement in the meeting, you need time to get ready.  You might need to start your preparation days before if you need to create a report or give a presentation.  When you accept a meeting, immediately go into your calendar and block off at least 15 additional minutes separately for prep time, a bio break, refreshing beverages, and transfer time—and add more as necessary for mental preparation and review.  Don’t walk into the meeting “cold.”  In the same way, block out time at the conclusion of the meeting to review action items, activate them into your time management system if you can’t complete them right then, and get organized.

18. End meetings before the top or bottom of the hour.  If you’re the one scheduling the meeting, don’t use the standard Outlook settings of hour or half hour blocks.  If one meeting is from 1:00 to 2:00, immediately followed by another from 2:00 to 3:00, you will by default be late to your 2:00.  So use either :15 or :45 start and end times, to allow transition time.

19. Limit attendees. Think through who really needs to be there.  Don’t worry about “hurting someone’s feelings” if they aren’t included.  If you simply want to keep a stakeholder or player in the loop, select them as “optional,” instead of “required.”  Always assume that higher-ups have things to do that are much better uses of their time than sitting in your meeting.  Think about how much money people are paid, and ask if your meeting is worth an hour of their pay PLUS what they otherwise could have been doing if they weren’t stuck in your meeting.  Only invite people if they have a direct contribution to make to the meeting objective, and the desired decisions would not be able to be made without them.  If their presence is only required for ten minutes, give them the first ten minutes, and then allow them to graciously depart.  Keeping others who aren’t invited informed can be done with a quick email summary or inclusion on the distribution list of any meeting notes or minutes.

20. Confirm everything.  I’ve often shown up for a meeting and the other person “forgot.” You’d like to think adults are all responsible and will do what they say they will do, but it’s always better to dash off a quick email.  “Looking forward to seeing you on (date) at (time) at (location).  Let me know if something comes up.”  I don’t make people confirm that things are correct; I ask them to let me know if there is a change.  Also make sure you get directions and map it out well in advance of trying to run out the door.  I look at my calendar for the next day before I leave work and make sure I’m ready to roll on everything.

Numbers 1-10 of 30 scheduling tips:

1. Determine if you really need to meet in person.  How many times have you attended a meeting and asked yourself, “Why am I here?”  Hopefully, you’ve started protecting your time from every person who wants a piece of it.  If my clients want to meet in person, I charge a consulting fee.  For telephone calls, no charge.  Ninety percent of the time, a conference call will suffice.  Extra travel time and expenses are involved when meeting in person, so avoid it unless dialogue and brainstorming are required.

2. Have meeting requests and responses go to your delegate, not to you.  Don’t wade through all the responses; that’s why you have an assistant (if you do).  Under Tools, Options, Delegates, select “Send meeting requests and responses only to my delegates, not to me.”  Brilliant.

3. Create a private calendar to post appointments you don’t want others to see.  We are all used to email folders, where we file email.  Most people, however, have never created a calendar folder.  A calendar folder IS a new calendar.  To create one, follow the same drill for creating an email folder (right-click on the Calendar in the folder list and select New Folder).  However, make sure the folder contains “Calendar Items” in the drop-down box.  Give your new calendar a name such as “Kids Summer Schedule” or “Laura’s personal calendar.”  I kept track of my kids summer activities in one, so my husband would know where his schedule was impacted for driving duty.

4. Check your appointments as Private when you don’t want others to read the text.  Yes, you can!  The Private box is a little, tiny box in the bottom right-hand side of your screen (Outlook 2003) when you create a new appointment.  People who share your calendar will still see a block and that you’re unavailable, but they can’t read the appointment text. 

5. Use the Category box to indicate the project, team, or committee.  Every time you schedule an appointment or accept a meeting invitation, indicate what project it’s related to in the Category box.  Use the Master Category List to add your labels.  “Tag” each appointment with one or multiple categories.  Then under the View menu, select Arrange by, Current View, By Category.  Then you can see all meetings, past and present, you had with a certain group, person, project, committee, etc.

6. Can’t find an upcoming meeting with someone you know you scheduled?  Tired of searching your calendar manually to find it?  Instead, get into the habits of using the Contacts box at the bottom left of each appointment, to indicate whom you’re meeting with (can be multiple people).  To find all upcoming meetings with a particular person, go to that Contact’s address card, select the Activities tab, and in the drop-down box, select Upcoming Tasks/Appointments. The people must be loaded in your personal Contacts list (not just your company’s global address book) for this to work.  If a meeting invitation is used, this feature is automatic, and you don’t need to select the names. 

7. As a courtesy to your coworkers, send a meeting invitation instead of an email when you’d like to connect.  Rather than emailing colleagues and asking, “What’s your schedule today?  Can we get together for 30 minutes?” take a minute to schedule a meeting invitation.  While in your Calendar, select Actions, New Meeting Request, Scheduling Tab, Add Others, Add from Address Book, and select attendees.  Check their availability on the calendar (this assumes you’ve been granted access to their calendars) and find an open time (or select AutoPick to let Outlook find the next available date/time).  Send the meeting request.  When invitees receive it, they can simply click Accept, and Outlook moves the appointment to their calendars for them.  This saves the recipient time and also saves you from trying to coordinate multiple calendars manually.

8. If someone does send an email wanting to meet, convert it into an appointment.  If your colleagues don’t understand the meeting feature and insist on sending emails for appointments, you can quickly turn an email into a Calendar item.  Right-click on the email, select Move to Folder, and then Calendar.  A new appointment window automatically opens, containing your email and any attachments.  Fill in the date, time, and details, and then Save and Close.  The message is moved from the Inbox into the Calendar automatically.  No more manual copying and pasting!

9. Use labels to quickly “see” the layout of your schedule for the day.  Right-click on any appointment in your calendar.  Select Label.  Select Edit Labels.  Change the text to display the colors as you’d like.  Pick colors consistently with your team (travel, multiple locations, training, personal, vacation, meeting, video conference, etc.) so you can quickly see where team members are working and what they’re doing.

10. Block out time to work.  Sometimes you might want to actually schedule an appointment to WORK.  To protect your time from others, schedule a Task on your Calendar (Outlook 2003).  With the Task Pad view in the Calendar showing, click on a Task you’d like to complete.  Hold the left mouse key down while you drag it to your calendar and release.  An Appointment window will pop up, automatically inserting the task into the text portion of the appointment item.  Fill in the time you want to work on the task on your calendar.  Change the Show Time as field to Tentative, if desired.  Save and close.  The task will still be kept in your Task Pad, but now you’ve blocked out time on your calendar to work on it.  NOTE: Do NOT put things you need to DO on your Calendar (that’s what Tasks are for), because if you don’t complete it, you’ll have to move it manually (not so with Tasks).

© 2008 Laura Stack.  Laura Stack is a personal productivity expert, author, and professional speaker who helps busy workers Leave the Office Earlier® with Maximum Results in Minimum Time®.  She is the president of The Productivity Pro®, Inc., a time management training firm specializing in productivity improvement in high-stress organizations.  Since 1992, Laura has presented keynotes and seminars on improving output, lowering stress, and saving time in today’s workplaces.  She is the bestselling author of three works published by Broadway Books: The Exhaustion Cure (2008), Find More Time (2006) and Leave the Office Earlier (2004).  Laura is a spokesperson for Microsoft, 3M, and Day-Timers®, Inc and has been featured on the CBS Early Show, CNN, and the New York Times. Her clients include Cisco Systems, Sunoco, KPMG, Nationwide, and 3M.  To have Laura speak at your next event, call 303-471-7401.  Visit www.TheProductivityPro.com to sign up for her free monthly productivity newsletter.

Just ran across a nice blog called “Ian’s Messy Desk” that features my article “Reducing Your Reading Pile: Handling Article Overload.”  He has many nice posts to help you get the most out of the 24 hours in your day.  Take a look.

Today we feature guest columnist Monica Ricci.  If you enjoy this article, I recommend you subscribe to her blog’s feed: Monica Ricci’s Your Life: Organized. 

Closing The Loops

Several months ago, a thought whizzed through my head and it was “Life is a series of getting things out and putting them away.”  This is what I call “closing the loops”. If you think of a loop, maybe you picture a circle or an oval. All smooooth and sexy, the curves…

of a loop will never hurt you and the curvy shape is easy on your eyes. No, there’s nothing about a closed loop that hurts!

Now, contrast a nice smooth, wonderful closed loop with an open loop. Open loops are all those little things unfinished that you left for yourself to deal with “later”. The remnants of breakfast from this morning that you never put into the dishwasher, the stack of mail you never processed, or the shoes you dropped by the front door, the appointment you haven’t written into your calendar yet… They’re all examples of open loops. The bummer about open loops is that rather than being all nice and round, the ends are exposed and they’re barbs! Like snakes with sharp teeth, they bite you as you walk through your house. Mess here. Ow. Stack of papers there. Ow. Crumbs and dirty bowls on the counter. Ow. That’s treacherous stuff and I don’t have to tell you, it sucks the life out of you day after day. So how do you close the loops?

Simple. When you get something out, put it away. When you make sandwich, put away the ingredients before you eat it. When you process the mail, throw out the junk and move action items to the same spot every day. Basically, closing the loops is simply becoming aware of what you’re doing in the moment and choosing to follow through with whatever you start.

Follow through. Finish. Close your loops. It only takes milliseconds and it will make your life, your house, and your outlook a whole lot happier.