Leadership
Productivity Consulting and Leadership Coaching for business and nonprofits - get your most important work done. Collaborating with leaders and their teams to become more strategic, focused and productive. Leadership and Board Coaching, Strategic Planning Facilitation, Productivity Coaching and Consulting, Professional Speaker.
Productivity Coach, Productivity Consultant, Leadership Coach, Executive Coach, Business Consulting, personal productivity, time management, nonprofit, board coach, collaboration, strategic planning, facilitation, change management, leading productive teams, project planning, board development, volunteer engagement, association management, workplace productivity, executive director.
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Leadership

Working HybridIt seems we just got used to working at home and now we are returning to the office in some way. Today’s workforce is everything but stationary.

Productivity in the hybrid work environment focuses on mobility and flexibility. Your office is in your work bag. The goal is to work effectively regardless of location. Leveraging the benefits of this new work paradigm means looking at productivity differently.

Acknowledge the Difference

  • Time in the office can be energizing and inspiring. Take advantage of the lift you get when you’re with others, understanding that effectiveness improves with a change of pace and environment.
  • Child care and family obligations shift. Going to work provides a much-needed break. The flexibility enables you to be better in each situation.
  • Self-care continues to be important. Taking time for a walking meeting or planning an exercise break with colleagues helps to maximize the time. Leaders are on the lookout for ideas to support the new normal. Tell them what you need.
  • Planning your start and stop times in the office is helpful to helping you create routine and provides markers to keep you on task and effective.

Uplevel Communication

  • Hold planning meetings with your family or roommates. While regular review of work schedules and obligations is always helpful, holding regular planning meetings when one or many are working from home and hybrid is especially valuable.
  • Communicate goals and deadlines. Understanding expectations helps all parties manage deadlines and avoid stressful last-minute time crunches. Share a work-plan that identifies steps, deadlines, and areas of responsibility.
  • Leaders should consider no meeting days to encourage people to come to the office on meeting days, and support focused work time on WFH days.

Redefine Meeting Etiquette

Meetings in which some participants are in the room and others are on video chat present their own challenges. Identifying these challenges and creating new agreements to support them ensures all participants are treated fairly.

  • Those in the room can read non-verbal cues more easily than those on video. Meeting leaders should create extra space for clarifying questions and priorities.
  • Side conversations exclude those not in the room. While they are always annoying, during hybrid meetings they are especially detrimental.
  • Sometimes new ideas come after the meeting when in-person participants are still in the room. Be sure to include any post-meeting comments and actions in the meeting notes and create time to discuss at the next meeting.

Plan Work Strategically

With less structure it is even more important to build in supports to boost your productivity.

  • Weekly Planning: Identify which tasks are most effective doing at home and which are most effective doing at the office. When doing your weekly planning, block out specific tasks for the place they are most effectively performed.
  • Home is best for project, quantitative and focused work.
  • Office is best for meetings, small group work, creative problem solving and planning/
  • Task Management: When working hybrid, you’ll want to add in the variable of where you are doing the work. You can adjust your task list by dividing your list into HOME and OFFICE subsections.
    • Each day, write out a physical list of the most important things you intend to accomplish for the day.
    • Be deliberate and identify what’s possible to do for the day depending on other commitments and amount of time the identified tasks will take.
    • Build in time when at the office for conversation and walking to meetings.
    • Build in time at home for taking care of the kids/pets and household chores you’re squeezing in.

Create Parallel Work Spaces

Boosting productivity in the office is dependent on your particular work set up.

  • If you have an office, focus on creating an easy transition between work and home. Create parallel equipment set ups; two monitors, a wireless keyboard and mouse in both locations so all you have to do is plug your laptop in and start working.
  • If you have an open seating arrangement, follow the above noted recommendations AND work to find your best space at the office.
    • Don’t pick the center cubical. Instead choose a space at the end of the row so you aren’t between two people that can be distracting.
    • Be mindful of the person with the bellowing voice and move as far away as possible.
    • Sign up for conference room space. Work whenever you can with a door.
  • If you have a permanent desk assignment follow both guidelines above. If it is too hard to concentrate in your assigned space, explain to your manager that your productivity is compromised and work to find a better arrangement. Chances are they’d rather have you in the office some of the time than have you working at home all of the time. See if they will work with you to come up with a better solution.

Take Care of Yourself

Working hybrid blurs the lines between work and home. Consider new ways to refuel and reenergize to create conditions to do your most productive work.

  • Differentiating between work time and non-work time can help you to move from the working-all-the-time mindset and help you create the space to give your mind and body necessary recharge and renewal time.
  • ESQ – Exercise, sleep and quiet are your secret weapons. If these basics aren’t in place everything else will be harder.
    • Sleep – When working hybrid, staying on the same sleep schedule for office and home days will help your body acclimate more easily. An added bonus would be on WFH days using your extra commute time for self-care and starting your work day at the same time.
    • Exercise – Walking, working out, doing quick burst exercises all can help your brain work better. If you’re stuck and can’t get started with your work, move your body.
    • Quiet – Research indicates that downtime improves creative thought, problem solving, and replenishes work mojo. Meditation, reading, playing games all help soothe the mind so when you work you are more focused.
  • Take advantage of being able to go to the office. Don’t automatically think you don’t need to be there. As social beings’ connectedness and sense of belonging is an inherent need. It’s hard to motivate when you don’t feel connected.

Working hybrid brings more complexities. If we can structure our work and our time effectively, the hybrid model – working from home for focused work time AND going to the office to collaborate and connect, is the best of both worlds.

 

Managing Over

This week I’m sharing content from an another article I was featured in. Thanks again to Kathyrn Vasel, of CNN Business for the great article on How to shut down an over-talker at your next meeting.

 

(CNN)Meetings can be a bore, but they can really drag on when someone is talking too much or going off topic.

If one person dominates the conversation, it can deter others from speaking up and mean missing out on new ideas and getting a variety of opinions.
“I’ve never led a team where there isn’t some degree of someone who is an over-talker,” said Ellen Faye, a productivity and leadership coach.
Leaders need to learn how to manage a meeting. They need to take charge when someone goes off the rails, but they also need to tread carefully when it comes to reining the person in.
“You want meetings to be useful, and if you have someone who goes on and on — that meeting has become non-productive,” said Faye.

Set a firm agenda

It’s easier to keep people on track with a comprehensive agenda that includes topics and time frames. It provides a blueprint to what will (and won’t) be discussed, which can help people stay on topic.
Set the tone of the meeting from the start: Telling attendees that you plan to keep things moving and on topic can make people more aware of their speaking time and make it less awkward if you have to step in.

Create time limits

Setting parameters can also help curb over-talkers.
You can request that people keep their comments to around one minute or two, or that they share their top thought and then move on to the next person, Faye recommended.Another option is to outline that you want to hear from each participant at least once, but no more than three times.
“That way, everyone is compelled to speak up and participate, but the over-talkers will be more limited,” said Faye.

Steer them back on track

We can all get into the weeds sometimes and risk getting bogged down with details that aren’t relevant.

If that’s happening, Faye suggested saying something like: Those are great details to work on. Let’s keep a note of that for later.
“It takes a leader with confidence to know when enough is enough,” she said.

Create a ‘parking lot’

Making sure participants feel heard is important, but sometimes their ideas just aren’t relevant to the topic at hand.

Those ideas can be sent to a “parking lot,” which is a list you create, either on paper or for everyone to see.

This validates an idea, but keeps the conversation on topic. Just make sure to circle back to the parking lot at the end of the meeting.

“The actions in the parking lot need to be forwarded in some way,” advised Hallie Crawford, a certified career coach. That could mean moving an ideato the next meeting’s agenda, assigning someone to look into it, or dealing with it via email.

Politely interrupt

If there’s a serial over-talker or someone has been going off on a tangent for several minutes, it could be time to interrupt — just be polite about it.
If someone is being verbose and not getting to their point, Crawford suggested saying something like: “Joe, if I can interrupt, I think that is a great thought. Do you have any recommendations of how we can implement that plan or strategy?”
She also said phrases like: “Sorry to interrupt, but in the interest of time” or “bringing us back to the agenda” can also get people back on track without coming off as harsh.

This week’s topic comes from a client’s inquiry.  She is seeking a better way to balance freelance work, her full-time job, and everything else going on in her life.

The word that comes to mind is RUTHLESS.  She will have to be ruthless in her planning, her priorities, AND her follow through.

A solid plan is paramount:

  • Treat this like you have two different jobs – treat the freelance job like you had a boss and you had to show up. If you’re serious about the other responsibility you can’t not do it just because you don’t feel like it. This holds true for freelance/gig/second jobs, volunteer commitments, family tasks, and other responsibilities.
  • Quantify time allocated to each commitment – If you want to work in your freelance job 20 hours a week and your regular job 40 hours a week, get real about what a 60-hour work week will be like. What do you have to say “no” to to say “yes” to this?
  • Plan it out on your calendar – now let’s bring this to life by clarifying what your week is going to look like. Plug into a calendar grid what you’ll do when. Create a spreadsheet beginning with what time you’ll wake up and what time you’ll go to sleep.  (I call this Ideal Week planning – ideally, if all things go well – my week will look like this…)
  • Pledge to yourself that your 2nd responsibility is as important as your day job – not necessarily in hours, but in commitment. Monitor your actions.  Log your time. If it’s not working ask why not.
    • Are you too tired?
      • Are you working with your body clock?
      • Can you swap office and freelance time?
    • What can change?
      • Are you going to bed at the right time?
      • What other work can you delegate/pass on? – hire someone to clean your house, have your groceries delivered, take your laundry to a wash and fold service.
    • Are you motivated enough?
      • How much do you really want to be doing all you are doing?
  • Assess success weekly – is there a friend or coach you can check in with to discuss how it’s going? Or is it enough for you to be accountable to yourself?
      • Did you reach your goals?
        • If so – what worked?
        • If not – what didn’t work?

At the end of the day there are only so many hours. If you are going to say “YES” to multiple responsibilities, what do you have to say “NO” to?

What is the connection between productivity and leadership?

Perhaps the question is how can these two concepts be pulled apart?

  • A great leader creates the environment for their team to be successful; thus productive.
  • A productive leader gets things done – and that’s not going to happen without strong leadership.

Leaders who produce:

  1. Know what’s important and ensures their team focuses on that work
  2. Have systems in place so team-members know what’s expected
  3. Create space for growth, creativity, and innovation
  4. Develop cultures in which team-member contributions matter
  5. Build connections so that team-members feel they belong

 

Want to learn more? This week I share my appearance on Smead’s Keeping You Organized podcast:

 

The Connection Between Productivity and Leadership  – https://www.youtube.com/watch?v=ET-rmKOFh1U

 

 

 

This week I’m once again sharing content from an article I was featured in. Thanks to Kathyrn Vasel, of CNN Business for the great article on How to Make Meetings More Effective.

You’re running your meetings wrong. Here’s how to make them more effective.

Meetings often get a bad rap. We have too many, they’re too long and they prevent us from being as productive as we could be.

“People don’t hate meetings, they hate meetings that waste their time,” said Ellen Faye, a productivity and leadership coach.

But sometimes meetings are necessary, and can be useful tools for getting things done, brainstorming new ideas and tackling problems at work.  You just have to do them right.

Keep the invite list exclusive
Only invite people to whom the subject matter of the meeting is relevant. “People don’t often really think about who really needs to be at the meeting,” said Neal Hartman, a senior lecturer in managerial communication at the MIT Sloan School of Management. “Lots of people get invited and if the topic isn’t relevant to them, they feel like they have nothing to contribute and they are sitting there thinking of all the other things they could be doing.” Limiting the size of the meeting can also spur better conversation, said Paul Axtell, author of “Meetings Matter: 8 Powerful Strategies for Remarkable Conversations.” “The quality of conversation is dependent on quality of the relationships that walk into the room. Fewer people are more likely to connect.”

Have a clear agenda
Make sure all attendees have a good sense of the subject and goals of the meeting before they walk into the room. When you send the calendar invite with the time and location of the meeting, it helps to also include an agenda with the intended topics of discussion. “It’s particularly useful to put a suggested timeline for each agenda item.” said Hartman.  Give people adequate time to review and digest any complex data or documents before the meeting to avoid putting anyone on the spot and to keep the meeting moving. “If you are expecting your meeting to be effective and productive and you want to be able to make a decision, you need a certain degree of information and data,” said Faye. And if you expect some participants to run part of the meeting, give them advanced notice and a time limit.

Get broad participation
Now that you’ve invited only the necessary players to your meeting, make sure you get input from everyone. “If you have done a good job selecting the participants … it’s useful to hear from everybody to get a nice range of insights and perspectives,” said Hartman. The meeting leader should make sure everyone feels comfortable contributing and rein in any conversation hogs who tend to dominate meetings. There are different ways to encourage everyone to speak up. Some implement a rule that everyone needs to speak once, but no more than three times. Others will simply make sure to call on everyone in the room at some point. “The people who are quiet have good information and if we skip them and don’t hear them we aren’t making the best decision for the team and aren’t getting the best outcome,” said Faye.

Limit your own talk time
While meeting hosts play an important role in the effectiveness of the meeting, they also have to be careful with how much they are talking. One of the biggest problems that leads to unnecessarily long meetings is the leader talking too much and not asking questions or listening, according to Bob Sutton, an organizational psychologist and Stanford professor. “You have leaders who talk to allegedly show off their knowledge, when asking questions helps make everyone feel engaged and recognized,” he said.

Have a call to action
Too often if you ask participants of the same meeting what was accomplished or discussed, you’ll get different answers. To avoid that, the meeting leader should take a few minutes to review what was decided on, any deadlines and the next steps to move forward. “If you don’t leave with specific commitments and timelines, then for the most part you didn’t accomplish anything,” said Axtell.” Most often the missing piece is not nailing down who is doing what and then not following up.”

Limit tech
Technology has made our lives much easier, but it can also be a major distraction in meetings. “If you are texting or emailing during a meeting, you aren’t engaged,” said Faye. “There is no way your brain can be doing that and listening and following the conversation.” Meeting leaders should set expectations and ground rules on what technology will be tolerated and they should practice what they preach. Some companies have even banned technology in meetings or make people turn in their devices at the start of the meeting.

Avoid lip-service meetings
Managers can run the most well-run meetings, but if there is no execution afterward, it can cause friction with employees. “Some leaders seem to believe that if they have meetings and are just listening to people and don’t follow up on the opinions or advice, that will make employees feel better,” said Sutton. That’s not the case. “People get really frustrated,” he said.

If it’s daily, keep it short and try standing
If a daily meeting is deemed necessary, keep it moving and keep it short — no more than 20 minutes. “If it’s a daily meeting where you are reviewing actions … I would do a standup meeting where everyone is eye level and everyone moves on,” said Faye.

Track how much time you spend in meetings 
Some job roles require multiple meetings a day, but Faye recommends aiming to have only two hours of meetings a day with four at the most.
“This gives you enough time to follow up, react and do other work,” she said.

Much is being written about productivity these days, though it doesn’t seem to be really helping too many people.  Perhaps it’s because of the “one size fits all” approach I discussed in last weeks blog. My perspective, and why I’m choosing to include LEADERSHIP in my blog theme, is because your productivity is influenced by the productivity of others in your sphere. We don’t operate in a vacuum. The effectiveness of the people we work with impacts our personal effectiveness.

I know, you may not think of yourself as a leader, but I do.  I define a leader as someone who influences outcome through collaboration and communication.

And, I just love this quote from Jed Bartlett of West Wing fame: A leader without followers is just someone out taking a walk…

Do you influence outcomes?  Do you lead people?

  • As a entrepreneur you lead your vendors; be it your web designer, bookkeeper, virtual assistant, graphic designer, professional organizer, or coach.
  • As a member of a team you lead the people on the team. While you may not always have formal authority over them, quite often informal leaders have great impact on outcome.
  • As a subordinate you lead your boss. If you have ever influenced the outcome of a discussion with your boss, than you are a leader.
  • As a volunteer you lead to achieve the mission of the organization for which you volunteer. No matter what your position, your work influences and impacts the team and the outcome.
  • As a family member you lead your family. Think about deciding where to go to dinner. In my family this takes the ultimate of leadership skill!

For you to be effective, not waste time, and get work done, you depend on those around you. You can either isolate or collaborate. When you collaborate, your productivity is impacted by the cultural health of the team.

And if you’re the leader, your success is absolutely dependent on the productivity of the team.

Productivity isn’t just personal, is it?