Names are for people, pets and imaginary friends

For some time there has been a trend whereby companies name their internal projects or methodology, as if operational acts command the creation of an interesting sobriquet in order to effectively communicate its importance to the organization. Projects named with an underlying technology erode corporate identity in favor of a third party product. Even more confusing is when those underlying technologies change yet retain the original project name. Similarly, naming corporate methodology or processes gives rise to corporate in-speak and leads to confusion by clients not, “in the know.”

I understand the intention behind naming projects, I've heard many of the arguments - it's a cheap form of branding, it provides an umbrella for troops to rally under, it is different and therefore exciting for folks participating. But I don't agree. I have never known craftsmen to get excited about their tools, but I know plenty that get excited about the work itself. The customer. The product. The service. This is where the focus should be, not on names.

After spending several years working on named corporate initiatives, I see they are lightning rods for derision, cynicism, cause confusion and fail to communicate benefits. Overly idealistic names (the “People Plan”) cause the scope of efforts to expand unchecked. That last example began in 2006 and continues today, encompassing pretty much anything people do at work. Sub-committees have been created to handle every possible permutation, though none of this effort correlates to increases in sales or improved product offerings.

Rather than branding projects, emphasis and effort should be directed towards effectively distilling and communicating the project benefits. For those projects that benefit customers, this information can then be shared concisely. At no time should methodologies be named or shared with clients.

What has your experience with project & methodology naming been?

Do one thing that sucks, every day

One of the best habits I have ever cultivated is to do at least one thing each day that I would rather not do. The more difficult and unattractive, the better.

Find something for yourself, anything, that you know needs to get done, would rather not do and have been putting off. Do it. Now, repeat that behavior every day from now on.

You'll be amazed how easy this become over time. You'll marvel at your knowledge will increase and your personal borders expand. And, when you really need to do something really difficult, you will have created reserves of strength and energy to get the truly tough stuff done.

The Importance of A First Date (in Marketing)

Marketing materials - whether they are your website, brochure, print ad, or facebook page all serve the same purpose: a “first date” between your company and a potential customer. The interactions should be comfortable, informative, and encourage consumers to want know more or, better still, to commit to the relationship by purchasing products or services.

Like dating, marketing materials can suffer from a bad first date. However, unlike dating, when things go wrong with the marketing message, it really is “you” and not the customer with the problem. Here are common tactics that can ruin that first experience.

Bragging - while it's a great to be proud of your company and it's products, it is not OK to go on an on about it on at first contact. Text heavy marketing materials are almost never read - they are too much work.

Self-involved - these communications focus on the company perspective of what it thinks is important instead of how the product/service will benefit the customer. Marketing communications must clearly define benefits to the customer to be effective.

Introverted - the opposite of the above, these tactics say too little about the company, products or services. This seems to be a tactic reserved for small businesses who often follow the, “build it and they will come” marketing model. With no dialogue it is even harder to start a relationship with customers.

The best dates, like the best marketing, are smart, thoughtful and concise. Suitors demonstrate an understanding of their dates, contextualizing benefits and encouraging meaningful dialogue. Make sure first dates with your company encourage long-lasting relationships.

If I were to have a first date with your product, how would it go? Does it clearly tell me how it would be useful in my life? Encourage me find out a bit more? Solicit my feedback for improvements?

For anyone interested in an evaluation of their marketing content or collateral, please contact me via the comments board. I’d love to hear from you.

60 seconds to improving your image

Improving your image immediately - who wouldn't want that? People say nice things about you. You have the ability to call in favors and are certain to get what you need. Tough conversations are a thing of the past. People seek out your counsel and assistance. You feel good about yourself and so do others. The world will do as you command….

I'm over-selling the idea as part of my promise to “color the world” today - more on that later - by emphasizing the idea that with small changes, big results can occur. Here's how to change your image:

Do what you say you are going to do. Every time.

That's it. What's more - it is everything. Broken agreements - or failing to honor commitments - are the causes of most problems faced in business and in life. Whether it is a failure to correctly estimate shipping time for a product sorely needed by a client, or telling your wife you would be on time for dinner, and were not, precedents are set by our ability to match action to words and speak to our integrity. Integrity is fragile; taking many good acts to build but only a single bad one to cause damage.

Are you a person of integrity? Do you keep your word?

Actions speak louder than words.
At the end of every year, the staff and I develop goals for the upcoming year. For my home life, I review my personal goals during the December holiday break. It's a good time to get re-acquainted with where you said you wanted to be, and where you actually ended up. More rightly you can assess whether you kept your word to the company and yourself. At this late stage in the year you've hopefully have stacked up a pile of accomplishments and not a list of well-intentioned-things-not-yet-completed. After all, when it comes to reviews, it's not what you wanted to do that counts - it's the measurable results that matter. Fall on your sword, show the boss this article, and promise her you have seen the light and are changing your ways. However, if in the future you find yourself behind the proverbial eight-ball, rather than stressing a repeat performance of the sword play, I offer a simple solution. Stuff happens.

Stuff happens
One of the best things about life is that it is unpredictable. One of the worst things in life may be that it is unpredictable. And while random chaos may be a bit daunting, I've got you covered: planning and communication. If resources are required, they will be scheduled. If projects can be scheduled, they can be rescheduled. If agreements can be made, they can be amended. It all comes down to setting expectations and then keeping up with the details, informing everyone when things change.

Waiting until the last minute before asking for an extension demonstrates a lack of control. Gleefully nodding as a client adds more and more requirements to the project without a subsequent discussion of delivery dates is poor judgment and poor service. I'm not suggesting that these discussions will be easy, they are often not, but nonetheless they must be had to ensure expectations are set and your reputation remains intact. Just remember, whenever status changes, you need to communicate this to others and ensure everyone knows.

Coloring your world
Today started out as a cold and gray Fall morning. The kind of day where you might not want to get up, at least that's how it began for me. As my wife left for work, I decided that for both of us, we could use a positive pick-me-up. So, I decided to update my status - both literally and figuratively - to, “gray days make me wanna color your world. Heck, I'll even use Pantones®!” I've noticed a trend lately where folks dread Mondays, love Fridays and generally miss everything in between. And there's a lot of good stuff in there. So what do you say, constant reader, think I should write a piece on positivity? I can promise it won't be cloyingly sweet and it will make you think. Drop a line and let me know.

On Being Prepared

Centuries ago, in the time before electricity, the internet and siren’s song of American Idol, I was a Boy Scout. Or rather, I am an Eagle Scout. During these formative years that I, like many, were inoculated with the Scout oath, laws and the mental tattoo, “Be Prepared.” I went on to work with scouts during the summer, teaching Emergency Preparedness and survival skills.

And so, with what sometimes feels like a fanatical zeal, I plan contingencies. For everything. “What if there is traffic on this route? What if the client asks us to deliver early? What if my top performer decides to leave? Then what?”

In business the impact of the unknown “what if” question could be small, with no effect, or there could be significant consequences. Losses can be quantified financially, in terms of productivity, or perhaps damaged personal prestige.

Here’s the idea, if someone walked in from the gas company announcing a gas leak with the threat of explosion, what would you do? What if the problem can’t be resolved for three days? Could you work somewhere else? Are the tools, files, or resources you need easily relocated, or will you be up a creek? How would staff be notified? Could you still make money during this time?

You can’t plan for everything, but if you follow the guide below, you can prepare for many of the curve balls thrown your way.

1. Define critical systems. What are the essential tools for your business? Computers? A kitchen? Telephones? Transportation? Make a bare-bones list of the minimum number of things needed to successfully operate. Notice I didn’t say easily or comfortably – because we want to be ready for the worst of it. Start your planning there and anything above this line will seem easy.
2. Prioritize. Now that you have the list of essentials, list the in order of importance. At a large financial firm I worked with recently, it was critical to have customer data online all the time – even in the event of an emergency. Marketing data, such as their website or files for printed materials, could wait as long as 72 hours.
3. Document. Put your plan in writing including contact names and numbers, addresses of offsite resources or suppliers that will be able to help when things go wrong. If your plan relies on moving supplies or backing up data, make sure your plan includes who will be accountable for this task and how often they will do it. There's nothing worse than executing a contingency plan only to find that when you need it most, it's incomplete or missing altogether!
4. Keep a copy offsite. Copies of the emergency plan should be in the hands of key personnel both at work and at their homes. If anything happens in the middle of the night you could be shut out of your location and unable to reach the plan. Having offsite copies ensure that key people can get in contact and begin to activate the plan to get the business back up and running.
5. Test the plan. Don’t wait for something to happen! In conjunction with senior management test your plan at least once a year. Dream up different scenarios that designed to test critical parts of your plan to ensure that, should something happen, all of the resources needed to keep your business operating are available.

I wish you luck developing an Emergency Response Plan. If you have questions, or thoughts you’d like to share – not only do I appreciate the feedback, but it will help me with my merit badge!

There’s a difference between hiring people and recruiting talent.

When hiring people, you may be looking to fill the role, perhaps without requiring the all of the skills necessary to perform fully and effectively. You are just looking for a warm body to do a limited number or tasks. For a variety of work situations this may be acceptable, as long as the candidate has customer service skills and modicum of likability.

Recruiting talent is, for all purposes, relationship building. As much as the candidate is striving to be hired, the company must extend itself as well to attract the best possible candidates. Establishing an open atmosphere of mutual interest, respect, and gain ensures that each party will be rewarded from the pairing. For the company, it is the candidates skills, polish, and drive that signal they can provide results, value, and innovation needed. For the seeker it provides the security, sense of place, and belonging needed to approach the position with a clear mind and an energetic spirit necessary to give their best effort.

Hiring a new employee is a big investment, and potentially a risky one as well. This is made more difficult when an industry is growing, and becomes highly competitive with each of the largest players seeking to achieve a dominant position in the market. With many good companies vying for a limited number of exceptional people, it is crucial to make the right choice.

My question to you is are you hiring someone, or recruiting talent?

7 Ways to Energize Employees

Times are tough and there is no room for gloom, so what can you do to keep your staff energized and productive? My first response is, please don’t tell them they are lucky to have a job! Nothing is as demoralizing, alienating, and just plain unfeeling as having the boss not care. Ok, maybe that’s a bit of a hard sell, so let’s agree that it’s sucky and move on.

I drew up a list of things that have worked for me time and again – in up markets and down. These tactics dont' seek to buy favor, won’t cost very much, and really build relationships that produce tangible results for everyone. You might notice many of these items require personalizing the experience to the individual – that’s on purpose. I’m not a fan on one-size-fits-all managing, because it never works. People are unique and should be recognized and treated as such. Do the work, trust me, it will pay dividends.

Provide Structure

For many, the quickest way to get them cranked up about their job is to clearly define it. What are the expectations? How will accomplishments be measured? What defines a positive result? Documenting and sharing these answers will provide certainty, security, and allow business to continue smoothly when things get bumpy.

Thank them. Personally.

People like getting thanked for going the extra mile. I don’t usually thank people for doing their job, because it’s their job, and it sets a bad precedent since they are getting paid to do it. Strong leaders get the heck out of the way and let people do their thing, but they make sure to step in and say thanks when the situation calls for it.

Recognize people the way they like to be recognized

I once worked at a place where every month at the big department meeting managers would put up someone from their team to be “recognized.” As their names were called, these people were made to stand up. Usually they were being thanked for doing their job, which we covered in the first bullet, and managers thought they had done a good thing. People hated it. Many did not like being praised in public for doing their job. They thought it was stupid. I use note cards to thank people. Most like it because they know I actually went out, bought stationary, and took the time to detail why I was appreciative and what the benefit of their action was. Many have kept them, hanging them in their cubicles as a sort of collection. How did I decide on note cards? I asked.

Do something unusual

Ok, so I didn’t tell the whole story above. When I first asked the recognition question, the response was, “Show me the money!” It’s always, “Show me the money!” which makes it one of the hardest conversations to have. Money as recognition is just bad. It’s a short term fix that sets up all the wrong precedents. Money is for salaries, or bonuses, not recognition. If you aren’t comfortable having this kind of conversation try this instead, invent something unusual. It gets noticed and, believe me, the more creative it is the more personal it feels. Here’s what this looks like: To help fight the winter blues, I once held a celebration in February for Waitangi Day. It wasn’t much, just a cake and some drinks supplied at lunchtime along with a few printouts of what Waitangi Day is all about. It broke the monotony of winter and gave the team something to talk about.

Introduce them around

Although I said money-as-recognition is not recommended, there is another kind of currency that you can tap – social currency. People like to know they are going places in the company, but it feels even better when someone else sees it too. Taking the opportunity to introduce staff to others in the organization – whether its to others in a higher position or another area of interest to your employee – indicates that you are aware of this persons value and are willing to cultivate it through helping them build relationships.

Time for training

This one pays for itself. Allow folks the time to get training, and not only will they appreciate the experience, but the group benefits from their new skills as well.

Challenge them with “The Impossible Task”

A longtime favorite of mine, the impossible task is an idea that will significantly improve the business. I say “idea” and not “project” since it should really be a radical game-changing idea, just outside the bounds of possibility. When President Kennedy announced on May 25, 1961 that we would land a man on the moon by the end of the decade, much of the science, materials, and technology to make this happen didn’t exist. It was an impossible task. By marshalling resources and applying focus, America was able to land on the moon in 1969. The impossible task allows employees to have ownership over a common goal that gives purpose and provides focus. And, it is that energy that allows for quantum leaps in business.

What are some of the ways in which you energize your employees?

Rise of the Corporate Blog

I’ve been watching with some interest the growing number of small companies investing time and effort into developing a corporate blog. And, while many seem to have gotten right, a greater number are in need of help. Here are a few solutions to the most common ways these blogs have missed the mark.

Understand the role of the Business Blog
When the blog is linked to the firm, the blog should promote the collective smarts of the firm and it's ability to synthesize new trends and information into a compelling service to me, the humble reader. It is free information given to the reader to engender trust, interest and promote your expertise. It is not a place to practice your comedy routine.

Get yourself an Editor in Chief
The role of an editor in chief is:
• Making article selections
• Final-editing of all accepted articles and requesting final approval from authors (if needed)
• Setting and enforcing deadlines

Without an EiC, no one is checking either the content or the quality, both of which can affect your business.

Now, edit!
People won't spend a lot of time on your blog if there's too much to consume - blogs are information fast food. Half the challenge in writing is having the same content & impact in half the words. Strive for concise & effective statements.

No working “blue”, no pissing people off
As I mentioned, the company blog is not the place to try and be witty - sometimes people don't get the joke. Just as important, steer clear of profrane or polarizing statements. Use the medium to promote your authority, not alienate people by talking about your love life, binge-drinking, political leanings, or frenemies.

Avoid the trio of boring
Plodding, down-speaking, and lack of authority are all blog killers.

Some things don't translate well when written i.e., "In case you haven't heard..." or "I don't know about you..." can be construed as condescending and off-putting to readers. Articles should entertain & inform, but not assume - for reasons documented in the seminal treatise, ASS|U|ME.

Continuing with the "collective smarts" premise, the style should indeed be one of authority. It's apparent that a blog is comprised of folks thoughts, so it's not needed to say it. Stopping short of committing to an opinion is another great sin. That's what readers are hungriest for. We want to know what the authors think and why - so we can sell our ideas by using your information as a credible source.

(Wrong) Turn of Phrase
Use of idioms - or turns of phrase - are colorful additions to story telling but I recommend not using them. For those whose first language is not English, idioms can cause confusion. For the rest of us, we appreciate editing, and sometimes the idiom you thought you knew comes out wrong and you end up looking stupid. It's safest just to steer clear.

Clear & simple is the most effective way to communicate ideas, expertise, and interest.

How to have a conflict.

Every once in a while we find ourselves in a situation that escalates into an argument - or worse - full on conflict. The place where, "fight or flight" kicks in. You can turn tail and run, or, dig your heels in, ball up your fists, and go for broke. I suppose there's a third option - the possum solution - go quiet and hope it blows away.

Most folks I know usually have one method and that becomes their go-to strategy. This weakens them not only in conflict, but in negotiations and personal affairs. Knowing the strategies can help you decide how you wish to engage with them and how to achieve an outcome that let's everyone involved feel like a winner.


7 Responses to Conflict
What follows are the seven strategies I have seen people use. I've ordered them from most to least toxic and have added strategies to overcome them, where appropriate.

Bully
This person is a freight train, pushing their one-sided ideas by any means necessary. They often leave a trail of pain, hurt, intimidation or humiliation in their wake. There is no attempt at seeking to understand or even hear any other points - it's their way or the highway.

Solution: I have found most bullies operate from a place of fear. Ask open-ended questions about their position to get to the root of their concerns and work to address them in the context of your ideas. In this regard, I have often been a fan of the Socratic method of asking questions that will direct their responses toward the solution that I favor. While this can be time consuming - making small moves to prod the towards the solution - it is often the best method for breaking through the one-sided resistance toward a mutually agreeable solution.

Duck!
There's nothing to this response - there is none. Effort is made to avoid the situation. Ducking phone calls, not showing up too meetings, being emotionally distant are all signs of this type of behavior. Not being present means no resolution can be achieved.

Solution: Persistence. Only when the person feels their ideas are valuable will they come out of their shell. Remaining open and willing to hear them out is often the only recourse. That said, it's still no guarantee they will wish to work with you, but you must try!

Cover!
This response presents itself as giving in, to let the other party win. This is a dangerous one, since it usually means the person is bitter inside and may seek retribution at a later time.

Solution: An awareness of your audience and an overt willingness to listen is the best preparation you can make in this case. Being open in your communication style and immediately addressing any repercussions will, over time, let them know you are aware of their method and you are working hard to come together to find common ground.

Passive-Aggressive
The duality of this message often leads to trouble, rather than being honest about their feelings. Many times the person will appear to agree though there is usually a contingency involved, and this may not be spoken. It might sound something like, "I agreed to work late on Monday to get the Filbert project out, but I assumed that meant I could come in late on Tuesday." Tuesday was never mentioned or agreed upon, and when that person wasn't available it caused issues.

Solution: Be specific. Make sure that all details are covered and address any contingencies that may be introduced by asking the person to detail what their perception of the outcome will be.

Compromise
A good compromise is a balance between each parties position. While both may gain, it is also expected that each will give-in on particular points in order to maintain the relationship. It's helpful in that both feel heard and have not given up on the important points that they want.

Solution: Remaining flexible and including other points of view will ease the way to making concessions.

Problem Solve Together
This method throws requires that individuals give up on the specific way to achieve a goal and instead partner with one another to figure out a new solution to achieve the outcome each participant desires.

Solution: Determine what's important, then wear each others shoes. Focusing on the desired outcome - from the perspective of the other person - really helps when thinking of solutions. You know what you want, incorporate the new knowledge into your thinking and you will benefit everyone.

Change your mind*
Not every situation can end with everyone getting what they want. Sometimes, you can change what it is that you want. After the facts are presented, changing your mind to what the other party wants because it is now what you want - because honoring their wishes is what you want to do. This might sound like giving in, but it's actually the opposite. Supporting the other person pleases you, because you know it will make the other party happy.

* The important thing to remember with this tactic - is that you can't save these up like bargaining chips for a later time. You give in freely because this is the person you want to be. Otherwise, it's just a Cover! move.

Negotiating is one of the best things I have the pleasure of doing. Knowing the different techniques people employ have allowed me to uncover details, feelings or motives that have lead to stronger solutions and better outcomes. I wish you the same successes - please let me know how it works for you.

Should employees be friends?

Too many leaders confuse their staff for friends. Maybe it’s the long hours in close quarters, but an employee shouldn’t be a friend, nor should they see the boss as a pal. Confusing this dynamic causes all sorts of problems – questions about loyalty and favoritism – and the need to be treated as a friend. Friends on the job forever need to be cut a break, to take time off, to come in late, a new assignment, and a myriad of other considerations that it is not often possible to grant. By contrast, friends at home never seem to ask for such consideration, which, I suppose, is why I tend to keep them at home.

This isn't to say you shouldn't be friendly toward employees - everyone deserves fairness, dignity, and respect.

How do you deal with your work relationships?

Speak softly and carry a big stick

As a leader, you “win” by default. You set the direction and tone. How you instruct others to operate, usually, is how they will operate. When determining if something went right or wrong is your call.

So don’t be a jerk.

There are few things in life more insufferable than the boss who needs to flex their, “bossness.” It never seems to motivate people to their best effort and productivity inevitably suffers. Treating staff with respect, as people, usually makes the way smoother.

Get comfy, it’s your fault

Things go wrong from time to time, no matter how much training, preparation and planning we commit to. The trick is to accept responsibility, learn from it and move forward. I know, there’s no way you can predict every particular event...but it’s still your fault!

“Bob and Debbie had an affair. Debbie’s husband found out. The subsequent divorce proceedings left Debbie without a lot of money, and she embezzled from the firm to make ends meet. That’s MY fault ?!?!?!”

Yes. When was the last time the company conduct guide was updated? When was the staff last informed of the guidelines? Do you regularly audit your books to ensure operations are running smoothly? Had you noted any changes to Debbie’s performance during her one-on-one meetings? I hope you see where I’m going here, when you’re a leader, stuff rolls uphill.

Accountability starts with the leader, so embrace the whirlwind comes your way. It shows character and provides the opportunity to make situations stronger. Once you're past it put the people, process, or technology in place to ensure it doesn't happen again.

Dungeons & Dragons and role playing games for Leaders

Last week Dave Arneson, the man who alongside Gary Gygax created Dungeons & Dragons, passed away at 61. As a young adult I spent more time then I would like to admit learning and playing the rules of this RPG (role playing game) classic. It occured to me last week as I thought about those days, that I had been secretly incorporating the rules of the Dungeon into my leadership style ever since.

You can only be one kind of hero
Arneson believed you can only be one kind of hero. The D&D player character sheet has several different sections to describe a character and their abilities each of is initially scored and decided by the roll of a die. Based on the variety of attribute scores, Ability Scores, Defenses, Hit Points, Reactions, Defenses, and Skills, a player can then decide whether they would be better suited as a Fighter, Magic-User, Cleric, or Thief. Your staff has the same basic set up. They have a role, are suited to a task, and come with additional factors which may serve, or hurt, them depending on the specifics of thei situation.

Leaders treat everyone as an individual - with their own set of skills, knowledge and experience. It’s easy to see who can carry the load of the job description. Usually folks are in their job because they can do it. It takes time and observation to determine who is great under pressure, who handles customers best, and who can sell any idea to anyone. I have a grid of skills that are important to the work that I do and I rate the team against those skills - are they good at Presenting? Can they use Photoshop? Have they ever influenced sales? Can they manage a project?

I keep my list to myself - experience has taught me that considering the corporate staples of job performance, quarterly reviews, one on ones, and other employee management systems we are bound to, they just don’t want to have the pressure of another one. But here’s where the D&D Player Character sheet is useful - targeting areas for growth.

As a leader you are measured by the results you can produced. This directly correlates to your people and their ability to perform the tasks needed to achieve those results. In taking the time to develop your list of skill priorities - as they relate to your job - you can manage your team towards developing those abilities. Or you can recognize those who excel in certain aspects. And you can easily determine who may just not fit - and manage them accordingly.

With adventure comes experience and power
For me, every day in the office is like playing a different D&D adventure. Every day there are new challenges. Some times the challenge is to perform - to meet a deadline, to land a client, to negotiate a win. Other days are zen challenges - to look in the face of something daunting and to see something great, to make a difference. But with each day, with each adventure, you and your team can walk away with skills, attitudes, and learnings. These experiences are essential to growth.

A few years ago I hired a contractor on one of my teams and she was an incredible designer. She created intricate and beautiful designs with ease, and this quickly gained senior leaderships attention. She was also extremely shy. Being asked to stand up and be recognized for her efforts at a quarterly meeting almost caused her to pass out. Noting this on her, “Player Character sheet,” I created an opportunity in her team meeting - a small group setting of six people - to present her technique. I assumed this would be a non-threatening way for her to speak in front of a team she is familiar with and gain experience in presenting. As assumptions some times go, it didn’t go well. She flustered, stammered, and finally walked away unable to present. I brought her aside and coached her, asking if this is something she wanted, encouraging her to take this as a growth experience and to determine, for herself, if this is something she wanted. I’m pleased to say she came back a few days later asking for the chance to speak again, and she did a great job. She has been improving by leaps and bounds ever since.

Presenting challenges creates the adventure for your staff. And with each outcome comes experience that allows your team the opportunity to grow and succeed.

Choose your party carefully
In your RPG party, the mix of characters is important. Having a party full of Fighters is great when in battle, but if you forgot to bring along a Cleric or Magic-User to heal them when things aren’t going so well...can lead to a bunch of dead Fighters. The same is true with your staff. Focusing too heavily on one area - let’s say execution - will do very little for you if you don’t have someone on staff scheduling the work, balancing the load, or managing the deliverables. Cross-training your team to be able to fill in to key functions is essential to ensuring that work continues to move smoothly when someone calls out sick, the workload is high, or when the unforeseen occurs.

Personality matters
During the adventure, things often happen that you never expect. Based on your characters alignment - how they operate in the world - can significantly affect the outcome. If you are suddenly descended upon by a horde of Orcs do you fight, negotiate, or try to run? Sure, knowing the members of your team you’ll likely know who the right person for each task is - and this will get you through 80% of your adventure. But this can’t be your only rule for play. Sometimes, the unexpected happens. Knowing how your team will respond and how they address certain situations allows you to create opportunities. Use these times to your party’s best advantage and let folks shine. And that is a winning plan both in and out of the Dungeon.

Don't let go until it's done

As a corollary to yesterday's post, I'll follow up with the second half of the equation, not letting something go until I have "finished" it. By this I mean putting it in its place. To compensate for a forgetful streak I developed a habit of putting things in specific places. For example, my car keys will only ever be in one of three places when not being used, the door, the dining room sideboard, or my messenger bag. Thanks to this, I rarely misplace my keys.

With other things, mail, notes, magazines, found objects, and any number of other items I wasn't having much success until I decided to cultivate a new habit - touching these things as seldom as possible by putting them away - filing, stowing, or chucking as soon as I have laid my hands on them. I used to have tons of unfiled mail which I let stack up under the auspices of "not having enough time," and which I could never find when I needed. And then there was the mammoth project that lay ahead once I did get around to it.

Now I make sure that once it hits my hands it doesn't leave until it is put away. If I grab a screwdriver to fix a door knob, I make sure I put it back. If it's mail, I make sure to open it, look at it, take out the junk - I mean solicitations - and put it where it belongs. This could be the to read, to pay, or to recycle files at my desk. My folks never explained why I need to put my toys back when I was done, but I see now that it really does make things easier, if not more peaceful!

What tricks do you use for keeping order?

The power of right now

Several years ago I was introduced to The Productivity Handbook: New ways of leveraging your time, information, and communications by Donald Wetmore. It was a book that changed my life in that it allowed me to see just what an unorganized boob I was. I read the book from cover to cover, stopping only to work, eat, and work some more. I read in the morning. I read before I went to sleep. I read everywhere. One day I was admonished by a security guard in my building who saw me reading while crossing the street. Perhaps I took my new found productivity too far?

I kept lists. Scores of lists - things to do, places to see, skills to master, book and music to procure, ideas to write about, inventions to build, the lists - and the notebooks that contain them - are legion. And those were just my personal lists. There were work lists too. The lists themselves served an obvious purpose - to place thoughts into a referenceable state so I do something with them at some later point. Which was “almost” guaranteed to happen - once I found the notebook and made time to take care of the chore.

From the volume of tasks I had amassed in a number of locations it became obvious not everything could get done, and not everything should get done. Some of the ideas were bad ones, to say the least. It turns out I kept myself busy with list making in an attempt to ensure I was productive. But if the items never belonged on the list, or never made it off the list, was I really productive?

Clearly, being busy is not the same thing as being productive.

Somewhere out of all the mental clutter, I came upon a simple solution that always helps get m,e squeeze the most out of my time.

The two-minute rule.
If something can be done in two minutes or less, it gets done without delay. I started doing this and noticed the benefits right away. Making a call I dreaded meant I would soon put it in the rear-view mirror. Putting things away meant they wouldn’t be in my way later. Paying bills as soon as they arrived resulted in, well, paid bills! An added bonus is the great feeling that comes with really accomplishing things.

Oh, I still keep lists for those things that take more than five minutes. Each entry is prioritized and evaluated in a way that I hope makes Donald Wetmore proud!

Multi-tasking (is) for idiots

As a reformed multi-tasker I know how hard this might be to take. Mutli-tasking does not work. Does. Not Work. It dilutes your efforts and attention, turning it into questionable junk. It seems every role these days require we each wear a haberdashers rasher of hats, but just like wearing a hat, it makes sense to only wear ONE at a time.

Here's how I detoxed my office.
I made a little note behind my computer that only I can see. It says, "What did you accomplish today?" This helps to keep me in check when I start wandering and focused on creating results with tangible impact. Each Friday I review my tasks and make sure the list is complete and prioritized for the upcoming week.

Fend off time vampires.
Forward calls to voice mail and turn off email. These tools were created to catch missives while you are unavailable and not to make you salivate like Pavlov's dog - let them do their job - turn them off. While you're at it, find the alert sound for your email and turn that off too. Fending off vampires at your door is a bit trickier and one I'll blog about in an forthcoming post. For now, let folks know you're in the middle of something and will need a few minutes to get back with them. Be realistic as to when you expect to get to them. Don't say "five minutes" if it's more like an hour.

Prioritize your most important (highest value) tasks.
I keep a list of all my important tasks, the dates they are due, and who had requested them. I subsidize this list with additional tasks such as staff one-on-ones, presentations, monthly reporting, budgeting, and innovation ideas. With most commitments, I tend to want them complete one week in advance of "actually" being due. This gives me time to reflect, edit, and polish.

Offload!
At the start of each week I review the tasks I have set for the week - at least the one's I know about at this point. I consider which, if any, tasks would provide good growth opportunities for my staff. Things like reporting, research, and presentations are always prime candidates since they are tasks I know cold and can use to help others grow in their understanding of the operation. I'm a fan of this model and have found it develops trust and energizes those asked to expand thier duties. It also has the added bonus of providing insight into how the team views the organization.

Focus.
Once the task list is updated - note I don't ever remove items, they are still on my radar for tracking purposes - I settle into the first task and do not stop until I have it completed. I really wanted there to be a bigger secret, something grand and never before heard, but that's all there is to it.

What techniques do you use to keep yourself on task and on track?

What's in a Leader?

Leadership is a topic well written about from many angles and, with your patience, I'll endeavor to spew thoughts on from time to time.

In the last few years I have worked for many large companies in capacities ranging from technical support, management, creative, marketing, and senior management. I've seen some good leaders, a few great ones, and many, many, bad ones. In the interest of increasing my skill at writing and sharing what I have learned, here we are.

I hope you like what you find, and welcome any feedback you care to share.

Cheers,
Jt