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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

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.

Written by Scott Scanlon (4th Aug 2015)

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They say you get better with age, but does it just happen? As I thought about this and evaluated my own leadership journey, I realized it does not just happen. You can be growing older but not getting better. It requires deliberate effort to get better at whatever you commit to do.

As a leader, you most likely started out as an entry-level employee, rose to a supervisor, to middle-level management level and then to senior management level. This journey takes time and character adjustments. You need to grow from a personal level to grow your organization. As Jack Welch quoted, “Before you are a leader, success is about growing yourself. When you become a leader success is all about growing others”

I believe each level requires new skill sets but here are six tips that can help you increase your leadership prowess to take you to the next level:

Engage in Personal Development: You are as good as you believe you are, and thus act in accordance with your beliefs. As a leader, therefore, you can only increase your competencies by being in touch with whom you are and your potential and aspirations. You can enlist the help of an executive coach or a life coach to make this process shorter and more effective.

Be a life student: Readers are leaders however, as Harry S. Truman put it, “Not all readers become leaders, but leaders must be readers” the difference is in what you read. Read material that is helping you grow to be the leader you want to be. In today’s competitive market place, the leaders who stand out are the ones who evolve quickly with the trends. The fastest way to keep evolving is through reading your industry reports. However, do not leave it at that put into practice the new methods of doing things that you learn.

Be authentic: The people you are leading can tell when you are being real with them or not. Always be honest when interacting with every employee to the biggest customer. Being honest includes owning your mistakes; every so often, you make a wrong decision. When you push the blame to others, you lose credibility with your staff. However, when you are open, you build trust with your staff; you know that without trust, you will have no followers.

Be a Visionary: This means you do not accept the status quo and are open to new information. A visionary leader has a vivid imagination and can paint the future today. When you have the ability to visualize the future and write it on paper as a vision. Then inspire others to work towards it, you set yourself apart. Do not be afraid of taking risks as long as you believe in your vision. As a visionary, you should not only take big risks but also calculated ones. Therefore, you will put together your action plan with a specific strategy in mind.

Be a good Communicator: You can have all the right strategies to propel your organization forward, but if you lack good communication skills, they will remain as ideas. Cultivate your communications skills, both verbal and written. The result will be a team that knows exactly what the vision is and how to go for it. Good communication is not one sided, you need to be an active listener. Listening to your staff is important because they have ideas that will contribute to your vision and make it larger. With open communication, your team will reach great milestones faster.

Mentor others: Your expertise and achievements puts your name out there. Did you do it all alone? Chances are you didn’t but worked with a support system of your staff and fellow mentors. Your expertise comes together when your team is right behind you, moving when you move and halting when you halt. However, after it all, you will pass the mantle to someone else. The best thing to do is to mentor others. Through mentorship, you can inspire them to become the best version of themselves and learn from your mistakes.

In conclusion, step out and be the leader that you are meant to be. Incorporate the above six tips into your growth plan and enjoy the ride to top management.

(Jim Iyoob, 28/7/2015)

What is your action plan to improve your leadership skill?

Training that we provide relate to this article :-

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