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Tips : Simple Productivity Tips for Organizing Your Work Life

Productivity means the effectiveness of productive effort, especially in industry, as measured in terms of the rate of output per unit of input.

1. Start the day with structured 'me time': Go through email and social media updates that have piled up overnight and triage the backlog. Knock out quick responses and referrals, so other people can start working on tasks. Schedule the bigger tasks. And delete the stuff that is informational or not important.

2. Use commute time to complete coordination tasks: It’s crazy not to use commute time to winnow out time-intensive tasks.

3. Reduce all meeting times by 25 percent: You will get the same amount of work done, because so much time is wasted dealing with conference call setup and useless banter.

4. Schedule regular breaks during the day: Running from back-to-back meetings is not productive, because you get tired and lose focus. Block off time in your calendar and take breaks. Making these breaks a routine increases predictability, creating a regular schedule to keep your mind organized. If you can afford it, take a 10- to 20-minute power nap after lunch, too.

5. Work 'offsite' when it makes sense: When you need to write a document or research a topic, the absence of office interruptions will improve concentration.

7. Switch off popup notifications on mobile devices and on desktop: Don’t let applications interrupt your concentration with annoying popup messages. Shut them off

8. Converse, don’t email: Pick up the phone or walk down the hall and talk directly to colleagues. For geographically remote folks, use chat.

9. Chop up big problems into smaller chunks: This will reduce the feeling of overload and the procrastination associated with taking on big jobs

10. Use checklists for repetitive tasks to reduce errors: Particularly when you are overworked or are operating under time constraints, checklists keep you on track.

by David Lavenda ( 18th Aug 2015) Written

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Trust can be fleeting - especially the trust we instill in leaders. A leader might spend 30 years building trust, and then watch it disappear in 30 minutes if he’s not careful. And when leaders flagrantly violate trust, it’s often never recovered.

Consider the epidemic of distrust caused by leaders putting their self-interests above all else. You’ll even hear some economists argue that this makes sense, because we’re all motivated by money and that’s just how the market functions.

Well, I disagree. Greed is not the market operating. Greed is actually disgraceful. But unfortunately, many leaders get away with it. Then all the people that depend on them—customers, shareholders, communities—are betrayed. Often a whole enterprise is destroyed.

To me, if you’re privileged enough to be in a position of leadership, it is paramount that you maintain the trust of the people for whom you have a responsibility. And if you violate that, then you have failed.

Now, here’s the catch. We all fail. But we can recover. Leaders can bounce back, but they have to prove themselves. I like to think that the virtues you live by when things are going well don’t matter.

The real test is how you behave when times are tough. And if you’re a leader, your constituents want to see what you do under severe pressure. If you can stay true to your values then, people will trust you again. You’ll be viewed as authentic.

[Watch Bill George explain why difficulty is an opportunity.]

In fact, there’s a correlation between being an authentic leader and getting great results.

Here’s an example. When Anne Mulcahy—former CEO and chairperson of Xerox—was faced with bankruptcy, she reconfigured the whole company and made some really daring decisions. She decided not to cut R&D, not to cut customer support, but to invest in the long term. They ultimately had to trim up and have fewer employees in the end, but they came back. They avoided bankruptcy and achieved great success, in fact. And Mulcahy didn’t have finance experience - she rose through the ranks, starting as a salesperson out of college. Authentic in her virtues and loyalty to Xerox; she made many bold decisions and went on to be voted one of America’s Best Leaders by US News and World Report in 2008.

How to Build Trust

So how can you do this? It requires a few qualities.

You’re willing to get experience doing the work of your team. This doesn’t mean giving rousing speeches, putting out strongly worded press releases, or releasing polished promotional videos. This means you actually spend time with the people doing the work.
You honor those people by listening and responding in earnest.

When I was at Medtronic, I gowned up and saw between 700 and 1,000 procedures. I’d put on the scrubs, met with the doctor, and watched an open-heart surgery, a brain surgery, or a pacemaker implant. And that’s how I learned the business.

When I was on the board of Target Corporation, the former CEO, Bob Ulrich, explained how he walked about 14 store floors a week. He didn’t tell them he was coming. He just put on a sweatshirt, walk around, and watch the store run.

And take Dan Vasella at Novartis. He’d be down in the labs all the time with the researchers asking, “What are you working on? What are the barriers?”

Instead of being the invisible entity who spends his or her time at black tie CEO events in DC, this is a leader who delves into the real day-to-day functions of the business. And that’s the type of leader who builds trust.

To maintain that trust, you need care about your team, want to be out there with them, and love the business. You really do have to love it! I can’t stress that enough. If you don’t love it, don’t do it.

(Daniel Goleman, 9/8/15)

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Despite effective leaders being the cornerstone of business success, leadership pipeline planning isn’t happening, research by U.K.-based global talent management provider Penna finds today. Conducted among 1,000 senior corporate professionals, Penna’s research found that the majority of respondents (63 percent) do not know if they have a leadership pipeline within their organization, or they don’t actively plan for what their future leadership will look like. This trend is further supported by Deloitte’s2015 Global Human Capital Trends Report, which found that despite ‘building leadership’ remaining paramount within organizations, little or no progress has been made in the last year. In fact, the capability gap for building great leaders has widened not just in the U.K., but globally.

“It’s concerning how many organizations are failing to plan their leadership pipeline,” said Penny de Valk, Penna’s talent practice managing director. “At a time when leadership capability is a precious commodity and critical to an organization’s success, we need to get better at succession planning and developing leaders at all levels. Building a leadership pipeline means being able to spot and develop potential and companies that are doing this well have a real source of competitive advantage.”

This competitive advantage is echoed by the findings showing that the organizations that do directly plan their leadership pipeline believe it’s paying off with nearly half (46 percent) saying they have a good talent pipeline of future leaders and almost a quarter (23 percent) going one step further to say it is ‘very strong.’

“Considering that 30 percent of investor’s decision making is based on quality of leadership, companies are taking a real gamble by not planning,” said Ms. de Valk. “Investing the time in leadership pipelines now will help organizations reduce the risk of future leadership shortfalls acting as a drag on business growth.” The investment shouldn’t be limited to succession planning within just the top team, she added. “A strong pipeline should consider talent from across the entire organization — after all, among junior teams could be budding future leaders and it is critical that their potential is recognized.”. Penna research also uncovered other findings that seem to dovetail closely with research compiled over the last year by analysts tracking the executive recruiting industry at Hunt Scanlon Media.

According to Penna, twice as many respondents said they prefer to use internal recruitment for senior level hires over external recruitment (31 percent vs 15 percent). The greatest risk identified with hiring a senior leader externally is “finding out the candidate doesn’t have the skills or the aptitude they said they did, or what was expected” (46 percent). On the flip side, the benefit of external hires is that “they bring fresh ideas to senior teams” (52 percent).

More than one in three said that one of the biggest risks of hiring a senior leader internally is “finding out that their experience isn’t as good a fit for the role as expected.” The benefit of internal hires is that professionals “understand what will and won’t work in the business” and “know the business inside out, therefore requiring less training and support.”

“Penna’s research is an important additive to our cumulative knowledge of why succession planning is a required business imperative for companies looking to maximize their human asset potential,” reports Hunt Scanlon Media.

Counting Down : 58 Years,Merdeka Day… 31st August 2015

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Tips : Simple Productivity for Organizing Your Work Life

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How Leaders Build Trust

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Are Companies Failing to Build Their Leadership Pipeline?

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Counting Down : 58 Years,Merdeka Day… 31st August 2015

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How Leaders Build Trust

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Warna-Warni di Aidilfitri @memoirComfori-7/8/2015

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Are Companies Failing to Build Their Leadership Pipeline?

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