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

“The in-box culture is dead.” — Evan Rosen, author of The Culture of Collaboration: Maximizing Time, Talent and Tools to Create Value in the Global Economy

“In the long history of humankind (and animal kind, too) those who learned to collaborate and improvise most effectively have prevailed.” — Charles Darwin, British biologist

“Individually, we are one drop. Together, we are an ocean.” Ryunosuke Satoro, Japanese poet.

The term “collaboration” has a number of interrelated meanings in the working world. In one sense, it refers to broad community efforts designed to make work-life easier and more productive for everyone. In another, it applies to delegation: the practice of handing off part of the workload to others who can do it more easily or cheaply. The idea can extend to other forms of work- and information-sharing as well, including processes like mentoring and applying other peoples’ solutions to your own problems. Science as a whole, for example, is a collaborative effort. So is society, when you get right down to it.

Indeed, one of the traits that makes humans unique (and gives us an advantage over most of the animal kingdom) is our ability to cooperate and strategize with one another for our mutual benefit. In combination with our amazing abilities to adapt and communicate, this has put us at the top of the food chain.

In its most useful sense, perhaps, collaboration simply denotes close-quarters teamwork—an essential condition for success in the modern business environment. While productivity training tends to focus on individual accomplishment, most of us do work in team environments. The white-collar wage-slave toiling in isolation has become increasingly rare; hence Rosen’s statement above regarding the death of the old in-box culture.

Ideally, your organization already has a collaborative team culture in place, one you can slot into as soon as you begin working there. But if it doesn’t, do your best to foster one, in the best “many hands make light work” tradition.

Getting It Started

Effective collaboration requires careful planning. Although it may seem difficult to achieve, strive to share the following with your team on each new project:

- Common goals.
- Common metrics for measuring progress.
- A valued outcome.
- A firm deadline.
- Clearly documented processes for accomplishing specific tasks.
- A familiarity with each team member’s working style.
- Mutual respect.
- A willingness to learn.
- Sufficient resources, accessible to all.
 

You’ll also need a clear division of labor and unambiguous leadership. Determine immediately who’s in charge. This should shake out naturally if the collaboration includes the group manager, but this doesn’t always happen.

Needless to say, remain as flexible as you can, roll with the punches, and accommodate the eccentricities of your co-workers—but don’t let them take advantage of you. You can’t and shouldn’t try to do it all yourself. Work instead to heighten what some commentators call the “collaborative intelligence” or “CQ” of your organization, if you can do so without damaging your personal productivity. Increased CQ facilitates and increases your agility within both the company and in the marketplace.

Keeping It Moving

Once the ball starts rolling, continue to build buy-in, solidify team spirit, and otherwise encourage group cohesiveness. True collaborative efforts require cooperation, commitment, and flexibility from everyone involved…and sometimes a cheerleader. They also require an investment of time; a scare commodity, true, but the likelihood of increased productivity makes it worth the outlay. By harnessing others’ labor, abilities, talents, and skills, and letting them harness yours, you maximize productivity all around.

What do you do when there’s TOO MUCH TO DO?

You mark your calendar and come to THE PRODUCTIVITY ACADEMY with Laura Stack!

Due to popular demand, we are once again presenting The Productivity Academy on March 15 at the Marriott Denver South at Park Meadows in the Denver area. 

Past participants have said:

You just have NO idea. Really.
New planner. New plan. New tools. New knowledge. New mindset. New energy. New enthusiasm. New HOPE!!

and

I have benefited hugely from the tasking tools in Microsoft Outlook, particularly saving emails to tasks – as well as your 3-minute rule. My inbox is emptied every time I check my email! I am also using standing tickler files at work and home, which has helped me corral all that incoming paperwork! Finally, I am aware of what times of the day I should be working on more difficult tasks, but I have not gotten to where I’ve committed to doing it yet – work in progress!

You’ll learn Laura’s innovative PRODUCTIVITY WORKFLOW FORMULA (PWF). Are you tired of hearing “do more with less”? Many people are already working as long and as hard as they can, and “productivity improvement” classes can be hard to swallow. Laura Stack, The Productivity Pro, turns time management on its head and shows overwhelmed professionals how to actually DO LESS and ACHIEVE MORE. They’ll produce greater results and create significant impact on organizational goals. Laura teaches her latest thinking using this innovative workflow formula to reduce to-do lists, reduce commitments, reduce distractions, reduce the glut of information, reduce inefficiencies, and reduce energy expenditure. Past clients using these systems and methods report savings of 90 minutes a day and higher productivity than ever before!

Visit The Productivity Academy to find out more and register. We’ve got a special for early registrations! Individual registrants can save $100 by using coupon code EARLY by February 6, and if you bring 3 or more people from the same company, you save $100 per person! 3 or more people ordering with the EARLY coupon code can save an additional $100 off their order.

There’s a Lot to Learn About Personal Goal Setting From Football

It’s that time of year again! I’ve said it before and I’ll say it again – The Superbowl offers a great acrostic game opportunity for learning productivity techniques.

What does time management have to do with Super Bowl football?

Everything!

Football pros competing in the Super Bowl use great goal-setting techniques. By studying the game, you too can learn a lot about how to set objectives. Successful football teams devote a great deal of thought and time to planning how to move the ball down the field.

And successful people devote time to planning what they’ll accomplish in business and in life. Ask the coaches who’ve led teams to the Super Bowl. They know you can’t win without a good game plan.

The term “SUPER BOWL” describes nine components for making touchdowns in your life:

S = Specific. Progress in football is measured a yard at a time. Similarly, you’re wise to measure your progress toward a goal in numbers, percentages, milestones, or dates. “Learn software program” isn’t specific, but “Spend five hours a week learning software program” is. “Lose weight” isn’t specific, but “Lose thirty pounds at one pound a week” can be measured by simply stepping on the scale. “Make more calls” isn’t specific, but “Make five new outbound prospecting calls a day” is.

U = Us. The quarterback doesn’t attempt to score by himself; he hands off the ball to other players. Individual players can’t win without help from their teammates. Reaching a goal requires an entire team of people to be accomplished. You’ll experience limited success if your department or family doesn’t buy into your goal, so understand your strengths and know when to delegate pieces of the task to others. Where can you save time by passing the ball to others qualified to do the task?

P = Plan to succeed. Top teams don’t go out and just start playing. They prepare, plan, and study the playbook. They determine in advance what will be effective and how to spend their time. Similarly, don’t tackle a job without drawing up a plan of attack. List all the steps it will take to execute your plan in a logical sequence. Each night, draw up your plans for the next day so you are focused and
purposeful.

E = Effort. Teams get to the Super Bowl through effort, not luck. Yes, you might reach your goals through sheer luck, but the odds are much better if you work hard. Injuries can put the very best team out of the playoffs, so players put effort into staying healthy. Scoring a touchdown isn’t easy, but it’s attainable with effort. Similarly, your goals should challenge you without being unrealistic. Don’t set yourself up to fail, but do force yourself to stretch. When you experience success at reaching “stretch” objectives, you
gain confidence. Also know when to take a time out and rest, so you don’t burn out or get fatigued.

R = Reward. Players have unique ways of celebrating a touchdown—through a gesture, a dance, even a back flip. Have a plan to celebrate your accomplishments, too. You’ll stay motivated to work toward your objective when you know the rewards. The vision of earning a Super Bowl ring keeps players pushing toward that end.  What will be your reward once you’ve accomplished your goal? What is exciting enough to make you want to shoot for it? A vacation? A massage? A round of golf? Rewards can also be intrinsic, such as increased self-esteem, more confidence, or the pleasure of a job well done.

B = Belief. Football players have a burning desire to win, and so should you. Have confidence in yourself! Picture yourself in the moment you achieve your goal. Determine how you will feel. Use positive self-talk and hear what others say when your goal is achieved. Enlist your friends and create your own personal cheering section. Your fans help you maintain your enthusiasm, and you’ll rise to the level of your own self-esteem. When you’re having a slow day, call your fans and ask for encouragement.

O = Obstacles. Teams spend a lot of time studying the competition and determining how to beat it. What obstacles do you face when working on your goal? What might prevent you from obtaining it? Consider early in the process what could go wrong, then put contingency plans in place and anticipate problems before they occur.

W = Written. Many people dream about what goals they want to accomplish, but few actually write them down. Coaches don’t have all the plays memorized; they refer to their playbooks. Written objectives are tangible and concrete. Make them uplifting and phrase them in a positive way. Review your progress at regular intervals and track it as you go. For example, measure your weight each week, summarize your sales calls every day, or determine how many pages you wrote each day.

L = Limits. Football games have four 15-minute quarters, a framework in which players have to succeed. Break your goal down into manageable pieces with well-defined start and stop dates. Many goals will have multiple action steps, each with a target date. Don’t think of a project as a 10-hour task; think of it as 10 one-hour tasks. A goal is a series of first downs—mini-goals that help you see your progress and keep you motivated.

Remember, you don’t have to move 100 yards all at once. Take small steps toward your goals every day or every week. Get moving, and you’ll soon feel the positive effects of the change. And every little bit of change can lead to long-term healthy habits, which last far beyond the Super Bowl party!

Make it a productive day!

“My first reading of an e-mail is actually a screening process to determine what needs attention…I’ll decide on the spot what to delete and what needs that second reading prior to taking action.” — Junior Morales, poll respondent, Puerto Rico

“Depends on the message. If it’s spam or FYI, then once is enough. If it’s asking specific questions that need thought and/or research to answer, then as often as needed until it’s clear how to proceed. ” — Davyd Breeskin, poll respondent, Washington, D.C.

Several months ago, I posted a poll on LinkedIn asking how many times a day my followers checked their email. The results were rather eye-opening, and as you may recall, I blogged about them in early October 2011. Because I found those answers so intriguing, I posted a follow-up poll in December, asking, “On average, how many times do you read an email before doing anything with it?”

Once again, the troops came through with some very interesting responses. This time I got a total of 46 votes and six thoughtful comments—a somewhat lighter response than normal, but then again, it was the holiday season.

As you may recall, those who answered the earlier poll tend to check their email more often than I recommend—in fact, 63% admitted to checking it throughout the day, never turning their email off, while another 13.6% said they check email hourly. But happily, it appears (based on the current poll results) that while my respondents may check their email a bit too often, they usually don’t damage their personal productivity by obsessing over the individual messages. A total of 17 voters (37%) read each email only once before doing something with it, as most productivity training schemas teach (including mine). Twenty-six voters (57%) review each email twice, while just three (7%) check each email three times. No one voted for the other categories, “Four times” and “Five times”—thank goodness!

The voters didn’t deliver any real surprises this time on the demographics front. Generally, I get a more-or-less even split between management (including C-Suite and business owners) and everyone else; this time, the votes skewed just a bit toward the rank and file. As usual, among those who identified their gender, men voted slightly more often than women did: 18 vs. 13 (58% vs. 42%). It still surprises me how often LinkedIn members fail to include gender on their poll profiles; this time, 15 voters (almost a third of the total) preferred to remain gender-anonymous. The age breakdown was roughly equal across the categories, at least for the 21 voters—fewer than half— who provided their ages (an omission I can more easily understand!). The number of voters varied from 4-6 per age category; the differences are too small, really, to consider them significant, given the limited statistical sample.

The same proved mostly true for the vote breakdowns within the answer categories as well; though I will say that three-quarters of the voters for “Only once” were men, and voters in upper management proved significantly less likely than their subordinates to look at their email more than once. At the risk of extrapolating from insufficient data, the latter seems reasonable, since upper-level employees are usually better at time management.

And make no mistake: as a general rule, the better your time management skills, the less time you waste handling the information that crosses your desk. This assumes, of course, that you give each piece of information your full attention while deciding its fate—and then dismiss it from your mind, so you can move on to the next without bias or distraction. This rule holds true not just for email, but for all forms of information: voicemail, paperwork, verbal orders…and just about anything else you can imagine.

So: how would you vote? If you didn’t participate in this poll, I’d still like to hear what you have to say. Just leave a comment and let me know!

Laura Stack, The Productivity Pro(R), shares her thoughts on managing your time, the value of time and why you should protect it. (C) 2011 Laura Stack. All Rights Reserved. http://www.TheProductivityPro.com

Time management training tends to focus on individual workplace productivity; and while that’s all well and good, most of us actually work within team environments. It’s not a good idea, therefore, to just ignore the productivity issues affecting your coworkers. Your team workflow process can’t function smoothly if the individual parts are broken.

Raising awareness of group productivity issues requires little more than circulating an informal survey among your teammates, and then distributing the results. Simply ask something like, “What are your X biggest time management challenges?” You can make “X” any number you like, depending on how much time and resources you have to dedicate to the issue.

Needless to say, your team’s manager bears the ultimate responsibility for maintaining an awareness of overall productivity issues; and if you manage the team, then you can implement the survey yourself easily enough. If you don’t, consider approaching your manager and offering to take on the responsibility. They’ll probably appreciate your initiative.

Admittedly, this means a little more work for you. However, it takes very little time to initiate the process, and if handled properly, it will increase your team’s overall productivity—which should shave some time and costs off your organization’s bottom line.

I recommend you circulate the survey quarterly, and then make an effort to help your colleagues address their biggest problems. Again, this needn’t take forever, especially if you leverage the copious resources available online; and in a time = money sense, it certainly justifies any effort you put into it.

Even better, you can invest a few bucks in a copy of my new book, What To Do When There’s Too Much To Do, scheduled to hit the bookstores in mid-2012. This slim volume includes simple, direct ways to cut back on your task list and face down the workplace productivity monster. Watch for it!