Hopefully by now we all get it: this economy is challenging, things are changing, and everyone is looking for ways to do more with less. Unfortunately, as many companies struggle to adjust to this new reality, opportunities are being missed. Often we are so focused on stretching an organization’s financial and other resources that we become less effective in managing our human resources.
(C) Copyright 2009 Laura Stack. All rights reserved.
When it comes to time management, social media can be a double-edged sword. On one hand, it can help you make connections and expand your professional network faster than ever before. On the other hand, you can dump countless hours into social networking sites and see little return on the investment. Here are five things you can start doing right away to help you use social media efficiently and productively.
(C) 2009 Laura Stack. www.TheProductivityPro.com
Public Seminar in Denver on Tuesday, February 9 from 9:00 AM – 12:00 PM
Advanced Outlook 2007 Tips and Tricks
Discover Little-Known Tips and Tricks for Managing Your Workflow
Are you buried by hundreds (or thousands!) of email messages? Do you spend hours every day in your inbox? If you have a hard time keeping up with your email, attend this critical half day of training with Laura Stack, The Productivity Pro®, a Microsoft Certified Application Specialist (MCAS) in Outlook. Laura helps Microsoft employees understand Outlook (they don’t get it, either)! She will demonstrate ADVANCED Outlook methods with her actual Outlook software and an LCD projector. This is not simple computer training—it is workflow processing—where you’ll learn to use Outlook to get more work done and increase your performance. Even Outlook “power users” will be amazed by how much they learn. To reduce frustration for all, please do NOT attend if you don’t consider yourself an intermediate/advanced user. Laura moves quickly; you might be seriously lost if you’re a beginner. We will not learn to create folders, schedule meetings, create email, or do any task that is considered a beginner-level skill.
For more details or to sign up visit us online: http://theproductivitypro.com/s_publicworkshops.htm
Meetings can absolutely eat up your day if you let them. Ever seen the Dilbert cartoon about preliminary pre-meeting meetings? Does it feel like you’re stuck in that Dilbert cartoon and can’t get anything effective done? Well, you don’t have to take it anymore! Keep these things in mind when dealing with time-stealing meetings.
Refuse Face-to-Face Meetings When Unnecessary
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, by now 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.
Do not accept a meeting invitation if the requestor can’t state in one sentence the exact reason you’re 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.
Cancel Meetings
Meetings can be important; they allow for the exchange of ideas and play an important role in the dynamics of the workplace. But not all meetings have the same value. With a limited number of hours in the day, you need to pick and choose when a meeting is appropriate and when it isn’t. Always think twice before calling a meeting. If you have the flexibility to choose, you should always think twice about agreeing to attend one, too. If you feel like a good deal of your day is wasted by meetings, consider the following:
Is the meeting simply to exchange information? If so, an email might do the trick just as well, and save everyone a lot of time.
Is there travel involved? An elevator ride is one thing; real travel is quite another. Whether the meeting will include attendees from across town or across the country, always stop and consider whether a conference call or webinar meetup might be just as effective (I use www.gotomeeting.com). Sometimes the face-to-face is critical. Other times, it just doesn’t matter, so why waste travel time?
What’s your role? Maybe your place could be taken by an assistant who can take good notes. Just make sure that if decisions need to be made, whoever’s taking your place is capable of filling in for you. Others will be annoyed if your absence turns into an inconvenience for them.
If you do need to be there personally, find out exactly what’s needed of you. If only one item on a two-hour agenda involves you, perhaps you can handle that matter first and leave the meeting early. Or ask what time to show. Spending half of your day in meetings waiting for your agenda item can be a frustrating time-waster.
Limit Attendees
More is not merrier. 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 much more profitable things to do than sit in your meeting. Think about how much 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 there. 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.
Multiply Your Hands
Have meeting requests and responses go to your delegate (if you have one), not to you. Don’t wade through all the responses; that’s why you have an assistant. In Outlook, under Tools, Options, Delegates, select “Send meeting requests and responses only to my delegates, not to me.” Brilliant.
Avoid Meetings on Fridays
Many departments and teams 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 Fridays, 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 in any case.
Distribute Your Agenda Early
Always send or request an agenda and include it in the text portion of the appointment, or include it as an attachment. A basic agenda should include a statement of purpose, any logistical considerations, the decisions to be made, a list of the topics to discuss (in priority order), who’s responsible for that item, and how long you’re 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.
Set Your Meeting’s Length Yourself
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 and you’ve determined you’ll only need forty minutes, then manually change the invitation and schedule for that. Otherwise, time will expand to fill the amount of time available. If you’ve promised folks you’ll be out of there quickly, people tend to work toward that goal. If there’s slack time, more socializing will naturally occur, 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.
Use Online Scheduling for Outside Parties
According to an international research of online scheduler Doodle, professionals spend 5 hours a week with setting up meetings alone (see 1st International Study on Scheduling Trends 2009 http://www.doodle.com/about/mediareleases/survey.html). Doodle.com is an online polling tool to find a good day/time for participants to meet, especially helpful when they don’t work at your company. I particularly like the Outlook plugin. It provides an online display of optional meeting times allows all participants to indicate their preferred times and enables the organizer to choose the final slot. Done. There is no toggling between participants’ calendars and no inefficient email chains—obtaining the availability of external parties is made effortless. By engaging participants, Doodle makes scheduling transparent and very flexible, regardless of whether they use online or offline calendars, paper planners, or no system at all.
Allow Enough Breaks
Provide 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’ll just start getting up randomly and sneaking out. Clearly state at the beginning, “We’ll meet from now until 10:00, and then we’ll break until 10:10,” etc. If you’re meeting over a lunch hour, it’s also common courtesy to provide food.
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.
Strike a Balance on Scheduling
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 2-3 weeks in advance. Anything sooner or further off than that is fraught with scheduling challenges and conflicts.
Immediately Inform the Meeting Leader of Conflicts
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.
Confirm Everything
I’ve often shown up for a meeting but the other person “forgot.” You’d like to think all adults are responsible and will do what they say they’ll 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’s 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. Confirm with attendees, too, when it’s your meeting. Open the original meeting request, select Actions, and then New Message to Attendees.
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, select Meeting in the Type dropdown, type up your meeting notes, put in the day/time of the meeting, indicate in the Contacts field the people at the meeting, and select a Category for the meeting name or project. When you pull up a 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).
Get Tough
Here are three questions you should ask yourself whenever you schedule a meeting:
Do we really need all these people? Make sure you aren’t inviting anyone who doesn’t need to have a seat at the table. Not only does it make scheduling more difficult, but you’ll either (a) waste their time or (b) bend over backwards to accommodate someone who isn’t going to show up anyway.
Can we keep people in the loop without inviting them to every meeting? Some meetings are full of wallflowers who need to know what’s going on but don’t necessarily need to contribute. Publishing meeting minutes or distributing essential information electronically can save time and shorten the attendee list. Also, take a look to see if some work areas are sending multiple representatives. By choosing a single designee from each area, you can make sure everyone is represented without having everyone in the room.
Do we need to meet at all? This is a question you should ask about EVERY meeting, not just the hard-to-schedule ones. Any meeting that doesn’t have a clear objective (if not a formal agenda) should be on the chopping block.
(C) 2010 Laura Stack. All rights reserved. http://www.TheProductivityPro.com
I asked readers to fill in the blank on our last monthly survey and received some great responses. There were tons of interesting answers, but it didn’t take long to start seeing some patterns.
(C) 2009 Laura Stack. www.TheProductivityPro.com
Everyone has a productivity personality. It’s the collection of strengths, weaknesses, and day-to-day habits that come together to determine how a person works best.
I’ve written often about how important it is to get a handle on your own personal productivity personality, but it’s important that you don’t stop there. After all, most of us depend on others at some point in our day and the individual work styles and attitudes of those around us can have a huge impact on our own ability to get things done.
That’s why I put together a list of the 12 dysfunctional personal productivity personalities. Hopefully this list will help you smile (rather than cringe) the next time a coworker’s bad habits start to drive you up the wall. I’ve also included some thoughts on how to deal with each of these pesky personalities.
So here they are, in no particular order:
1. Scrappers. The scrapper’s desk look like a modern art exhibit, covered in scraps of paper and sticky notes. They write important notes on whatever is close at hand, whether it’s a fast food receipt or the back of an envelope (a scrapper’s favorite).
Handling the scrapper: You can’t force scrappers to adopt a comprehensive planning system or put all of those little scraps into Outlook or a BlackBerry (although you could try to coach them). What you can do is make sure that items pertaining to your work don’t get lost in the shuffle. Send follow-up e-mails detailing key meeting take-aways, check in before important deadlines, and never fail to follow up on a delegated task.
2. Pilers. Pilers have a lot in common with scrappers, except it is generally much more difficult to navigate your way through the piler’s office. They keep everything and file nothing. There will be boxes on the floor and every inch of desk space will be occupied by stacks of paper, generally piled up to the point that an archeologist could use them to figure out what the piler has been working on for the last five years.
Handling the piler: The best thing you can do for the piler is simple: don’t add anything to the piles. Chances are that any document, book, or report that you put in the piler’s hands is going to end up in heap someplace, where it is probably as good as gone. Never hand your only hard copy over to a piler unless you are ready to kiss it goodbye. Also, be sure to set clear deadlines. Their idea of giving something a high priority is placing it on their (generally largest) “immediate attention” stack. Don’t ask them to do something “right away,” ask them to do it by a specific date.
3. Multi-taskers. Multi-taskers always have a thousand things going on at once and generally take pride in it. They flit from task to task, getting many things started but few things completed. And they often appear frazzled, overwhelmed, and scattered.
Handling the multi-tasker: Always use caution when working with a multi-tasker. He or she will rarely admit that they don’t have the capacity to take on another task and can easily become distracted by competing priorities. Always double-check, very directly, with multi-taskers to make sure that they can and will do what is expected in an agreed-upon timeframe.
4. Interrupters. “Gotta minute?” It’s practically the interrupter’s catch phrase. They will constantly show up at your desk, interrupting your day and derailing your train of thought. Their interruptions are sometimes trivial and sometimes relevant, but almost always ill-timed.
Handling the interrupter: You have to be honest on this one. If someone asks if you have a minute, don’t be afraid to tell them you don’t. The more cautiously you guard your own time, the more others will begin thinking twice before asking for it needlessly. A polite response to an interruption is to simply point out that no, you don’t have any time right now but would be happy to meet later in the day if needed. Beyond that, a simple “Do Not Disturb” sign can go a long way – just don’t abuse it.
5. Procrastinators. Some people seem clinically incapable of doing anything before the last possible moment. They start things with just enough time to squeeze them in before the deadline. You’ll also notice that procrastinators tend to put off high-value (often challenging) tasks in favor of more pleasant, less critical ones.
Handling the procrastinator: Don’t let a procrastinator drag your project team down. The best way to get out ahead of a procrastinator is to plan in advance and evaluate results on an ongoing basis, not just when the work is done. If your procrastinator is expected to deliver a weekly progress report, they’ll be more likely to stay on track. Of course, you should probably steer clear immediately before your meeting. That will be crunch time.
6. Socializers. Socializers waste inordinate amounts of time chatting with coworkers and keeping up with the personal lives of everyone at the office. They’re great at planning the company party, but tend to fall short in other ways.
Handling the socializer: Socializers do what they do because they get something out of it – interaction, stress relief, distraction from work, whatever. If you don’t have anything along those lines to offer, they’ll lost interest in you pretty quickly. You just need to be sure not to play along. If you’re in the habit of nodding your head and smiling while others talk your ear off, then you are part of the problem. Politely point out that you are trying to keep your day on track and need to get back to what you were doing.
7. Meeting addicts. Some people apparently just love to call meetings. Maybe they really enjoy the setting and the interaction or maybe it honestly has never occurred to them that it is possible to get things done without putting half the department around a conference table. Either way, the result is a lot of time wasted by everyone involved.
Handling the meeting addict: First of all, don’t be afraid to decline a meeting when it’s appropriate to do so. Simply state that you don’t feel your presence is needed and ask that you be kept in the loop on any important outcomes that might affect your work. Second, don’t be afraid to suggest an alternative to a meeting. When you get the request, simply call the organizer to ask if the matter could be handled by e-mail or conference call. In fact, you might be able to resolve the issue on the spot and save everyone a lot of time and disruption.
8. Crisis creators. We’ve all been there. A lack of planning by one person leads to a crisis for everyone else. Even minor issues are exaggerated into a full-blown disaster and everyone involved ends up feeling stressed and drained as a result. Crisis creators seem to always be fighting fires and coworkers are often dragged into the fray.
Handling the crisis creator: Unfortunately, we often have to step in and help fight fires even if they aren’t our fault. If a certain individual is constantly working in crisis mode, it is important that you don’t play into the drama. Keep a cool head and don’t get overly stressed. Then, once the crisis is resolved, insist on a debriefing meeting to figure out what went wrong. Once crisis creators realize that problems aren’t going to be forgotten once the crisis is over, they’ll be more inclined to stay out of trouble in the first place.
9. E-mailers. They send an e-mail for everything. It doesn’t matter how simple or how complicated an issue is, an e-mail message is the answer. They never use the phone, they never walk across the hall to deliver a ten-word message, and they usually LOVE the “Reply All” button.
Handling the e-mailer: Usually you won’t have much luck influencing the e-mail habits of a colleague, although you can specifically request the recipients do NOT Reply to All but respond to you directly instead. What you CAN do is set clear expectations concerning your own use of e-mail. If you only check your messages a few times each day, tell people that so they don’t expect you to treat Outlook like an instant messaging service. People are generally pragmatic about things and if e-mail isn’t a good way to get a response from you, they’ll stop using it for everything.
10. Packrats. Packrats have never thrown anything away in their professional lives. They don’t worry about the company’s records retention policy, because they retain everything, no matter what. They are often overwhelmed by their own treasure trove of obsolete documents, but will come in handy if you ever need to take a look at the final report from that project that was cancelled in 1986.
Handling the packrat: Packrats are sometimes highly organized creatures, but are often more worried about the thickness of their project files than they are about what’s inside. Never trust a packrat to manage priorities or to take away the key points from any given interaction. Be direct about what you need from them so you don’t end up with a ton of unnecessary research or extraneous background information. Just the facts, please.
11. Perfectionists. By insisting on doing everything perfectly, perfectionists generally fail to accomplish much at all. They can never finish, because it “can always be better.” They work hard, but complete little. Perfectionists keep meticulous meeting notes, promise the world during planning sessions, and often seem to crack up just as the project is coming together.
Handling the perfectionist: When you are working with a perfectionist, it’s a good idea to plan for frequent touch points throughout the project. Rather than expecting to reconvene at the end, schedule several synch-up meetings along the way. Define the level of expectation and the exact deliverables. This will help keep the perfectionist working in manageable (if imperfect) chunks and also give the person a chance to dazzle you with little presentations throughout the project. Perfectionists just love that.
12. Workaholics. The workaholic works an 80 hour week and never misses an opportunity to remind you of it. Puzzling, though, is the fact that they seem to accomplish less than others working half the hours. The workaholic typically has no boundaries between work and home life.
Handling the workaholic: Remember that to a workaholic, “end of day” does not mean five o’clock. Usually, it means “before tomorrow.” When you are expecting something from a workaholic, keep in mind that you will likely see an e-mail roll in at 10:45 p.m. Also remember that there is no sense of urgency to a workaholic. Since they plan to be working into the evening anyway, they tend to waste time during normal business hours. You can subtlety nudge them in your direction by saying things such as “I’d like to have that by three o’clock so that I can be out the door on time tonight.”
I have no doubt that at least a few of these 12 dysfunctional productivity personalities will have you smiling and thinking of someone you work with. But also keep in mind that each of us has a little of one or more of these personalities in us as well. So as we work to deal better with our chronically troublesome coworkers, we should also be willing to improve on our own little areas of personal dysfunction. Now THAT is productivity improvement!
What dysfunctional personality styles would you add?
Make it a productive day! ™
(C) Copyright 2009 Laura Stack. All rights reserved. http://www.TheProductivityPro.com
Sometimes the most productive thing to do is nothing. If you don’t have anything new to add to the conversation, whether it be on email or in a meeting, don’t say anything at all. (C) 2009 Laura Stack. All rights reserved. http://www.theproductivitypro.com
Part of what keeps us stressed out is all of the incomplete tasks running around in our heads. Too many folks have loose ends and things they say they will “get to it some day.” Stop saying “some day” and get those things done! (C) 2009 Laura Stack. All rights reserved. http://www.theproductivitypro.com
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