It's not just the number of hours we're working, but also the fact that we spend too many continuous hours juggling too many things at the same time.
What we've lost, above all, are stopping points, finish lines and boundaries. Technology has blurred them beyond recognition. Wherever we go, our work follows us, on our digital devices, ever insistent and intrusive. It's like an itch we can't resist scratching, even though scratching invariably makes it worse.
Tell the truth: Do you answer email during conference calls (and sometimes even during calls with one other person)? Do you bring your laptop to meetings and then pretend you're taking notes while you surf the net? Do you eat lunch at your desk? Do you make calls while you're driving, and even send the occasional text, even though you know you shouldn't?
The biggest cost — assuming you don't crash — is to your productivity. In part, that's a simple consequence of splitting your attention, so that you're partially engaged in multiple activities but rarely fully engaged in any one. In part, it's because when you switch away from a primary task to do something else, you're increasing the time it takes to finish that task by an average of 25 per cent.
But most insidiously, it's because if you're always doing something, you're relentlessly burning down your available reservoir of energy over the course of every day, so you have less available with every passing hour.
I know this from my own experience. I get two to three times as much writing accomplished when I focus without interruption for a designated period of time and then take a real break, away from my desk. The best way for an organization to fuel higher productivity and more innovative thinking is to strongly encourage finite periods of absorbed focus, as well as shorter periods of real renewal.
If you're a manager, here are three policies worth promoting:
1. Maintain meeting discipline. Schedule meetings for 45 minutes, rather than an hour or longer, so participants can stay focused, take time afterward to reflect on what's been discussed, and recover before the next obligation. Start all meetings at a precise time, end at a precise time, and insist that all digital devices be turned off throughout the meeting.
2. Stop demanding or expecting instant responsiveness at every moment of the day. It forces your people into reactive mode, fractures their attention, and makes it difficult for them to sustain attention on their priorities. Let them turn off their email at certain times. If it's urgent, you can call them — but that won't happen very often.
3. Encourage renewal. Create at least one time during the day when you encourage your people to stop working and take a break. Offer a midafternoon class in yoga, or meditation, organize a group walk or workout, or consider creating a renewal room where people can relax, or take a nap.
It's also up to individuals to set their own boundaries. Consider these three behaviors for yourself:
1. Do the most important thing first in the morning, preferably without interruption, for 60 to 90 minutes, with a clear start and stop time. If possible, work in a private space during this period, or with sound-reducing earphones. Finally, resist every impulse to distraction, knowing that you have a designated stopping point. The more absorbed you can get, the more productive you'll be. When you're done, take at least a few minutes to renew.
2. Establish regular, scheduled times to think more long term, creatively, or strategically. If you don't, you'll constantly succumb to the tyranny of the urgent. Also, find a different environment in which to do this activity — preferably one that's relaxed and conducive to open-ended thinking.
3. Take real and regular vacations. Real means that when you're off, you're truly disconnecting from work. Regular means several times a year if possible, even if some are only two or three days added to a weekend. The research strongly suggests that you'll be far healthier if you take all of your vacation time, and more productive overall.
A single principle lies at the heart of all these suggestions. When you're engaged at work, fully engage, for defined periods of time. When you're renewing, truly renew. Make waves. Stop living your life in the gray zone.
TONY SCHWARTZ
Tony Schwartz is the president and CEO of The Energy Project and the author of Be Excellent at Anything.
Today is International Women’s Day. Canada’s 2012 theme for International Women’s Day is ”Strong Leadership. Strong Women. Strong World: Equality”
Be a leader today and take the time to do onething for women today. The “one thing” you choose can be quite small. As we each do one small thing, together we have a big impact.
Some suggestions? Help a friend with a difficult situation. Provide some guidance to a colleague. Volunteer at a charity. It doesn’t have to be hard.
Give your advice and support freely and unconditionally. Together we are stronger.
The CICA Women's Leadership Council hosted a webinar on the 7 Deadly Sins of Career Management, presented by Kathleen Grace.
One point which really hit home was not to shy away from risk as it can hamper career advancement. Rather than worrying about making a mistake, think of it as adding to your education. “Lessons learned are tuition not mistakes.”
Reframe your mindset and accept that mistakes simply add to your experience. Personal experiences, good and bad, are a big contributing factor in your likelihood to accept risk (and opportunity) in the future.
Despite how complicated leadership can seem at times, moments of leadership are accessible to all. Watch this 6 minute TED Talk and wake up to how you can make a difference in people’s lives.
IMPACT Consulting's Jennifer Campbell is taking social networking off-line... So, step away from the computer -- it is time for a girl's night out!
Join us for Network Night, a social evening where you will:
connect with new women while practicing your networking skills
relax and recharge in the company of cool, like-minded ladies
and learn the latest tips for “Keeping Your Career Fresh”!
Date: Friday, February 24th, 2012 - 7:30-9:00 pm Location:Yellow Griffin Pub, 2202 Bloor St. West (at Runnymede subway)
Your $15.00 entrance fee includes a facilitated networking program, top tips for career success in 2012, snacks and beverages, plus a whole lot of fun thrown in!
Brought to you by Beth Yarzab and Jennifer Campbell, creators of the Reinvent Your Career workshop and business owners of CareerFit Mom / Action Impact Movement (and great friends, to boot!)
Introverts are hot. Lately, thanks to a new book by Susan Cain titled Quiet: The Power of Introverts in a World That Can't Stop Talking, the quieter folks among us are having something of a moment in the sun. Here are some great tips for introverts to better thrive in the extroverted world of work.
To many professional service providers, the concept of finding new clients and winning work is intimidating. Even the very term “business development (BD)” strikes terror in the hearts of some professionals. Among my coaching clients, the fear often comes from a mistaken assumption that to succeed in BD one has to be an aggressive salesperson. This couldn’t be less true. So put away your fake smile and your clammy handshake. These tips will have you feeling comfortable and improving your BD results in no time:
It’s a marathon, not a sprint: It may take multiple meetings and interactions via phone/email before you’re ready to propose your services or ask for work. Simply focus on advancing your relationship a little each time you interact. This takes the pressure off feeling like you have to land a big contract over lunch.
Meaningful conversations: Sharing meals with prospective clients can help bring in good work. But the most effective business developers always make lunch more than a chit chat over chicken Caesar. Know what you want to achieve and plan some questions that will help you bring the conversation in that direction when the time is right. For example:
What are you working on?
What does success look like for you/your business?
What gets in the way of achieving this success?
What kind of help do you need?
Talk less, listen more: In 2012, it’s no longer about the aggressive pitch. Instead, build a relationship and find common interests so you both win. Have your prepared questions and also let curiosity be your guide. When in front of the prospect, ask yourself what you’re most curious about and pose your questions from there. Your lunch date will find it refreshing.
Let your prospect guide you when to ask for the work: It’s great to have lunches, drinks and conversations. It is also great to actually win work! Each time you interact with a prospect, check in with them. “What is the logical next step? Have I earned the right to propose on this work? Can we start on this small project so we can solve this problem with you?”
For more on effective BD, check out Get Clients Now by C.J. Hayden. Hayden provides an excellent 28 day plan that will get you into action and bring results. And remember: It doesn’t have to be hard. It could even be fun!
If you are like many of the professional services firm partners I coach, you are under ever increasing pressure to bring new clients to the firm, to deepen relations with existing clients and to increase firm revenue. You likely excel in your professional domain and struggle with business development (BD). And even if you are good at it, you likely feel torn between logging billable hours and investing in BD.
A few years ago, I wrote a post on how I was defining my target market and my niche. To help me, I used a concept from Michael Port’s Book Yourself Solid. Port recommends having a “red velvet rope policy” to help keep out unwanted clients and bring in only ideal clients. Defining your ideal client and your red velvet rope policy is a necessary step in laying a solid marketing foundation for your BD success. And it’s really quite easy (and arguably fun!):
Describe your ideal client (be as detailed as possible):
Who have you loved serving in the past? What kind of company? What kind of file? What kind of people were you dealing with? What did you like about the work?
If you were bringing in only ideal clients (for your practice area or the firm in general), what characteristics would they need to possess in order for you to do your best work for them? Be selfish! Assume you will only work with the best of the best.
Describe your dud clients (again be as detailed as possible):
What kind of past clients have turned you off/ shut you down/ had behaviours or issues you couldn’t tolerate? What kind of clients/ files should not be getting past your “red velvet rope”?
Once you have a clear picture of your duds and your ideals, look at your current roster of clients and categorize them as ideals, duds or neutrals. Port challenges you to fire the duds to open you up to working with only ideal clients. In theory, I really like the notion. In practice, I believe most of my coaching clients would rather phase out the duds and target their BD efforts on bringing in ideal clients.
Well...your ideal clients are waiting. How about getting clear about who they are so you can find them?!
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If you are like many of the professional services firm partners I coach, you are under ever increasing pressure to bring new clients to the firm, to deepen relations with existing clients and to increase firm revenue. You likely excel in your professional domain and struggle with business development (BD). And even if you are good at it, you likely feel torn between logging billable hours and investing in BD.