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Making Productivity and Leadership More Human
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Better Work Better Life Blog

22 Oct

Posted at 10:08h in Change, Focus and Prioritize, Productivity, Time Management

4 D's: Delegate, Delay, Delete, Do

Have you heard of the 4 D’s?  It’s a principle that has been circulating in my professional circles for years but has gained even more relevance in today’s workplace. Given the workload my clients face, there must be solutions beyond simply working harder and longer. Lately, I’ve been emphasizing the importance of the 4 D’s as a filtering tool to help prioritize tasks on their to-do lists.

Here’s what you need to know to help you use the 4 D’s to filter your tasks.  Look at your task list and for every single item on it ask yourself:

  • Can I delegate this?
  • Is this time-sensitive or can it wait?
  • What would be the consequences if I don’t do it?
  • Is this a priority in the coming week?

Delegate It

My favorite delegation quote is by Pierre Omidyar, the founder of eBay. He says that “five times 80% is much larger than 100% of me.”

Delegating is hard:

  • It takes time
  • It takes effort and planning
  • It takes patience
  • You have to follow up
  • Team members probably won’t do it as well as you at the beginning

But Delegating is Worth It:

  • If you’re doing someone else’s work, you aren’t doing your own work.
  • It improves the effectiveness of the entire team.
  • It provides opportunities for growth and drives engagement.
  • Best of all, delegating gets it off your plate.

My delegation process involves:

  1. Defining what to delegate.
  2. Identifying the right person for the task.
  3. Providing clear instructions.
  4. Maintaining open communication.
  5. Supporting the delegate while empowering them.
  6. Following up on delegated tasks.

If you can, delegate the task

Delay It

Not all tasks are of equal importance. To determine what can be delayed, consider:

  • The impact of postponing the task.
  • Who might be affected by the delay.
  • Whether approval is needed to delay the task.
  • If discussing the delay with someone is necessary.

Time is limited, so prioritizing tasks based on their impact and importance is helpful. If the task isn’t time-sensitive, consider delaying it.

Delete It

Ask yourself, “What would happen if I didn’t do this task?” Some tasks lose their importance over time or may no longer align with your goals or current situation. If a task is deemed non-essential, remove it from your list.

Do It

If doing something serves you, your goals, your business, or someone important to you and it is high impact then that’s a good reason to do it now.  Other reasons are the ones I suggest you use to help you prioritize your tasks – if you don’t do it in the next few days

  • You will miss a deadline
  • It will cost you money
  • You will let someone down
  • You will be embarrassed
  • You will let  yourself down

Productivity is about intentional action, so if a task is significant and time-sensitive, tackle it promptly to maintain efficiency. With intention, doing it now makes sense.  And that is what productivity is all about.

Unlock your potential with the upcoming audio version of Productivity for How You’re Wired on Audible! If you enjoy my blog, you’ll love the insights in my book, available now in print and as an ebook on Amazon. Don’t miss out—I’m excited to share these transformative strategies with you!

01 Oct

Posted at 15:04h in Productivity, Tips for Easier Living

The Value of Systems

Some people love systems, while others resist them. Have you ever asked yourself why you have a system in place? We utilize them so we don’t have to reinvent the wheel every single day.

Most people strive for efficiency. This helps clear time for the tasks that need to be done, while still leaving room for the things we want to do. A useful tool for increasing our efficiency is a well-designed system.

What do you have a system for?

  • Getting ready for bed
  • Getting dressed in the morning
  • Paying bills
  • Establishing children’s bedtimes

These everyday tasks involve numerous steps, yet we perform them so frequently that they become routine. Initially, we need to think through the process, but after repeating it enough times, it becomes automatic. This is the process of learning and integrating new systems and methods.

What systems would be beneficial for you to develop, practice, and execute often enough to become second nature? Here are a few of my favorites:

Planning Today’s Work

  1. I review my calendar, check my emails for anything new, and look at my task list for high-priority items. Then, I assess how much time I have available for work.
  2. Based on this, I determine my tasks for the day. Sometimes I jot them down on a sticky note; other times, I work directly from my task list. It’s perfectly fine if it varies from day to day.
  3. What helps me the most is having a curated list of priorities to focus on each day. I strive to include only the work I can realistically complete. On days when I do this, I am often amazed by how much I accomplish.

New Client Onboarding

  1. I open my master Getting Started document and customize it with the specific needs of the client. I then save the document with the client’s name.
  2. Next, I open an email and use a pre-written template saved in my signature. I update the email with the client’s name, start dates, and materials needed, and add a personalized greeting. I attach the Getting Started document.
  3. I enter the client’s email address, hit send, and I’m done! This entire process takes just five minutes. I’m a bit embarrassed to share how quickly I can do this—I want my clients to feel special. Most of the time, the effort lies in the personalization.

Weekly Meal Planning

  1. I keep a running grocery list. Whenever I use an item up or get close to finishing it, I add it to the list.
  2. Before heading to the store (or ordering groceries), I plan what I’ll cook or eat for the week.
    1. My breakfasts tend to be repetitive. As long as I have eggs, fruit, and the ingredients for oatmeal and granola, I’m set.
    2. For lunch, I prefer leftovers from the previous night’s dinner. I also keep tuna fish packets, salad ingredients, and sliced turkey breast on hand—this is usually all I need.
    3. I enjoy cooking dinner a few nights a week as it helps me make healthier choices and serves as a great creative outlet. First, I look at my calendar to determine how many nights I can realistically cook. Then, I select recipes accordingly—usually around three. I try not to overdo it to avoid wasting food. I browse my collection of recipes (which I often change) saved in a three-ring binder or flagged in a favorite cookbook and write down the necessary ingredients on my grocery list. If an item isn’t available, I can figure out a substitute on the spot.
  3. I cook! Knowing I have ingredients for a few different meals gives me the flexibility to whip up whatever I’m in the mood for. However, I make it a priority to prepare fresh fish the same day I buy it.

From these examples, you can see that developing a system can apply to nearly anything. I bet you have numerous systems in your life that you don’t even realize.

Stop Reinventing the Wheel Consider applying this approach to the areas that challenge you. Can you identify one task that frustrates you and that you struggle to complete? Do you have a system for it? Probably not. Can you create one? Likely. If you’re having difficulty, please comment below, and I’ll be happy to share some ideas to help you get started.

Coming Soon to Audible: Productivity for How You’re Wired, print, ebook, and soon as an audio book, available on Amazon.

09 Sep

Posted at 16:40h in Envision Success, Planning Tools, Productivity, Productivity for How You're Wired, Stress Management, Tips for Easier Living

The last year of blog posts has shared excerpts from my new book, “Productivity For How You’re Wired.” Today’s post is the final entry in the series and serves as the conclusion to the book. It is relevant to any change you want to make. In a couple of weeks, I’ll share a post with you that isn’t from my book. I’ve been collecting blog ideas, and I’m excited to share new content with you. Remember, you can review the book highlights anytime at ellenfaye.com/blog.  I hope you enjoy this last “book” post.

Making Change Stick: I know you are eager to bring more order, peace, and control to your life. However, if you are serious about real change, you can’t rush the process. Quick fixes don’t deliver sustainable results.

I once heard a speaker say that when you change one thing at a time, you have a 90% chance of success. If you change two things at once, your chance of success declines to 63%. I haven’t been able to source this data, however, the concept makes sense. If you put your attention toward one thing, you end up with results. If you spread yourself too thin, you’re often left with nothing to show.

When I work with my clients, we start with one thing at a time. First, we consider the topic, then we study what has worked for them in the past in similar circumstances. We then strategize and come up with a plan. After that, my client will spend the time between our sessions to experiment and practice. They come back and we discuss what worked, what didn’t work, and where we need to tweak. We keep practicing and tweaking until it works and is integrated into their routines.

As you’re evaluating your own productivity and how you’re wired, keep in mind that focusing on one change at a time will drive results. Getting you from where you are to where you want to be is a process.

Integrate the change before adding something new — Keep your energy and focus on one new thing at a time. If you change too many variables at once you won’t know what made the difference. You are the experiment and you’re looking for your best solution. Observe and tweak. Work out the bugs and practice. When it feels comfortable, it is time to add another behavior change.

Understand the science — The brain learns through repetition. The 21-day habit theory has been disproven. The real science indicates the time it takes to create a new behavior is reflective of how often the neuropathways of that behavior are traveled in the brain. Think of a trail in the woods. If you take it occasionally, you’re fighting through new brush and undergrowth. But with frequent travel the path becomes clear and recognized. Brain scientists say nerve cells that fire together, wire together. The more you fire the cells and travel the path, the sooner the nerve cells will wire together and the sooner you will have integrated the new behavior.

Be kind to yourself — Set realistic goals and expectations. Backsliding (three steps forward, one step back) is completely normal. Keep yourself supported.

Be patient with yourself — Don’t undermine your success by rushing the process. It took years to create your habits. You’re not going to undo them in a week. Lasting change is a process. Give it the time and commitment you deserve.

This is from the conclusion of my new book Productivity for How You’re Wired available on Amazon. Many templates are included via the time tools link discussed in the book.

20 Aug

Posted at 09:23h in Envision Success, Leadership, Productivity, Productivity for How You're Wired, Productivity for Leaders

Why Solid Leadership Skills are Critical for Team Productivity

If you lead a team of 1, 10, 100, or 1000 there are skills you need to drive your productivity. These aren’t productivity skills per se’, they are leadership skills. Looking at leadership from a productivity perspective will help you boost your effectiveness and the effectiveness of your team. Where are your opportunities for growth?

Collaboration

Collaboration is the coming together of individuals, with positive intention, to work toward a best solution. These solutions develop from the sharing of knowledge, perspective, and experience in a psychologically safe space.

Communication

Communication is a process in which information is exchanged. It provides a forum for understanding and agreement and it builds connections. Good communication is key to creating productive teams. 

Decision Making

A good decision is one in which the chosen course of action meets the objective with the least amount of risk and the greatest benefits. Leaders are expected to make decisions frequently and, often, quickly. Finding the balance between quickly and too quickly can be a challenge.  

Delegation, Follow Up and Accountability

No matter how well you may do things, there is only one of you. You can accept the limitations of not delegating, or you can learn to delegate. 

Delegation is the assignment of responsibility to another person for the purpose of carrying out a specific action. Delegating involves thought and planning, and, by nature, is proactive. Not delegating is reactive, allowing a situation to dictate actions.  

Effective Meeting Best Practices

People don’t hate meetings; they just hate meetings that waste their time. When meetings are good, they advance all that is good in an operation. When they are bad, they waste resources. 

Yes, meetings take time. They take you away from the work you’ve prioritized. However, when people come together collectively, share information constructively, and stay focused on the task at hand, meetings can result in solid decision-making with the ability to quickly move into action.

Productive meetings take planning before, during, and after. Additionally, having meeting agreements sets the stage for on–going meeting success.

Conflict

Conflict is a natural occurrence. An individual’s past experiences inform thought and result in different people holding different perspectives. When important decisions are on the table and there are differing opinions, conflict can arise. How leaders navigate conflict affects the team’s productivity.

Toxic Personalities

A safe work environment drives productivity. Yet toxic personalities are often revered in the workplace. 

While in the short term this may seem sustainable, perhaps even beneficial, the long-term cost to the team may be irreparable. Not only does tolerating the “bad apple” suggest that accepting mediocrity or rule-bending is acceptable, it can also undermine the productivity of the rest of the team.

All these leadership skills and concepts impact a team’s ability to get into flow, do innovative work and drive success. Without these skills leading a productive and effective team is next to impossible. 

This is the chapter highlights  from Chapter 15 (the last chapter!) of my new book Productivity for How You’re Wired available on Amazon. Many templates are included via the time tools link discussed in the book.

29 Jul

Posted at 09:07h in Envision Success, Leadership, Productivity, Productivity for How You're Wired, Productivity for Leaders

productivity and leadership

In my last blog post I shared with you the concept that team productivity is impacted by the leadership effectiveness of the person leading the team.  Here’s why:

If doing one’s most effective work occurs when a person is in the flow state, then a team’s most effective work occurs when the team is in flow. We call that team flow. 

What does team flow look like? How does it feel? What could be possible?

  • The team has clearly defined priorities resulting in time, money, and energy being spent intentionally and proactively. Team members are not frustrated by constantly fixing problems.
  • Team members are clear about both the team’s goals and their own personal goals. They know what constitutes high-value work and do not waste time on things that don’t support desired outcomes.
  • Healthy relationships are based on open, honest communication. People feel safe to be their most authentic, best selves. Team members do not get sidetracked with drama, ego, and narcissistic behavior.

Productivity–focused leaders understand their role in creating a team that is in flow. 

To create a successful sustainable business, leaders must embrace the humanity of working with people. 

Motivation 

It’s not about the MONEY! Money does not inspire best performance. Money is an extrinsic motivator — an external force — and extrinsic motivators such as fear and reward have very short lifespans. They are quick fixes and easily forgotten once an acute situation passes. 

The motivation that matters, the one that drives productivity and results, is called intrinsic motivation. Intrinsic motivation comes from inside oneself and it is this motivation that has staying power. Intrinsic motivation is what affects a team member’s productivity. It is the driver when someone chooses to go above and beyond in their work.

What the employees identified as the things that motivated them to work harder, go above and beyond, were appreciation and acknowledgement, sense of belonging and problem–solving support.

Successful Teams

How do you create such a culture? What makes a successful team?

Google spent two years delving into just this question. In a study dubbed “Project Aristotle,” Google studied 180 of their teams. Their hope was to find a pattern of team member characteristics that could be plugged into a “dream-team” algorithm. 

However, that didn’t happen. There was no tangible list of demographic consistencies in their most successful teams. “It was only when they began looking at group norms that the researchers found consistencies.”

At Google, successful teams were collaborative and engaged. Google’s Project Aristotle lead researcher Julia Rozovsky identified two characteristics of these teams: 

  1. There was equality in conversation turn-taking; everyone on the team talked roughly the same amount of time. If one person on the team, or even a small group took over, collective intelligence declined. 
  2. Team members exhibited a higher-than-average social sensitivity, intuiting how others felt based on tone of voice, expression, and non-verbal cues. 

Additional key characteristics of successful teams were identified:

  1. Psychological Safety — a work culture that supports risk taking, respect, and openness.
  2. Dependability — the ability to count on colleagues for work to be done on time and to proper standards.
  3. Structure and Clarity — a mutual understanding of goals, expectations, responsibilities, and how work is to be executed.
  4. Meaning — work that is personally significant. 
  5. Impact — work that makes a positive difference.

From a productivity perspective, it’s not surprising that dependability, structure, and clarity would be included. And from an intrinsic motivational perspective, meaning and impact make total sense. However, the concept of psychological safety is the most interesting.  

In her study Rozovsky stated “Psychological safety was far and away the most important of the five dynamics we found – it’s the underpinning of the other four.”  

Many leaders today still think of fear as a great motivator. It makes sense people will work hard to avoid unpleasant consequences; however, this doesn’t encourage intrinsic motivation and it doesn’t result in sustainable productivity. 

Fear diverts resources from the brain. Fear affects working memory, reasoning, processing, and creativity. Psychological safety mitigates fear.

Work life is often fraught with conflict. The effective productive leaders works to create conditions that mitigate conflict and fear and instead support the characteristics that allow for maximum intrinsic motivation. 

This is an excerpt from Chapter 14 of my new book Productivity for How You’re Wired available on Amazon. Many templates are included via the time tools link discussed in the book.

08 Jul

Posted at 15:29h in Envision Success, Leadership, Productivity, Productivity for How You're Wired, Productivity for Leaders

empowering leadership drives team productivity

Leadership is a behavior, not a title. 

It doesn’t matter what someone’s title is, how much they are paid, or how much authority they have. If they don’t influence change, drive progress, or inspire others, they are not a true leader. 

A true leader creates an environment in which those they lead are inspired and motivated to give their all towards the achievement of a desired outcome.

  • A leader creates a culture in which their team members are self-motivated to do great work.
  • A leader ensures their followers’ efforts matter and positively influence outcomes.
  • Some of the most effective leaders do not have titles or authority. They achieve success through the actions they inspire. 

Real leaders work for the greater good. Some managers, owners, or figureheads don’t. Just because someone is in charge doesn’t automatically mean they are going to make decisions that best serve the entity they have influence over, nor does it mean they’re a leader.

  • Real leaders continually monitor their behavior. They are aware of how their actions affect their team. 
  • Real leaders lead team members who work hard and are empowered to support the team’s success. 
  • Real leaders deliberately work to create a culture in which individual efforts result in a win for the system as a whole.

Successful productive leaders know the importance of understanding, considering, and integrating all aspects of their operation. It’s not just big picture, it’s whole picture. They consider the effects of their decisions and anticipate how change affects outcomes throughout the entire system.

Being the kind of leader team members are inspired to work hard for produces great long-term results. It is perhaps the most important quality for boosting overall team productivity.

It takes commitment to be a productive leader. 

  • Productive leaders create a culture based in safety, trust, and relationships.
  • Productive leaders have systems in place so people know what is expected and can effectively do the work that matters most. 
  • Productive leaders communicate, share, and are transparent so people feel secure and confident in the normal progression of work.

Focusing on productivity alone isn’t enough. Focusing on culture alone is not enough. Focusing on profits and growth is never enough. Each part, on its own, gets you only so far, like a bike without tires, or tires without a frame. Successful productive leaders ensure all parts support the whole.

It’s time to think about the productivity of your team differently. 

 

This is an excerpt from Chapter 14 of my new book Productivity for How You’re Wired available on Amazon. Many templates are included via the time tools link discussed in the book.