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Like Nobody's Business
How
we want to work...and live! |
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You start off your week with good intentions. Really, you do.
"Get the Adams project done first thing, then dive into the
quote for the latest library project. After that, lunch with
Matt and Helen to discuss the new office network." On the ride
home that night, you vow: "I'll get to it all tomorrow." Days
pass and, as you pack up to leave for home late that Friday
night, you wonder where the time got to.
The SBA reports that new businesses start-ups have an 85% five-year
failure rate. One key reason, of course, is that there's not enough
money to build the business. Another is that there’s not enough time
to do what's necessary to build the business. While we prepare
budget requests and loan applications to get more money and
regularly review our company or department’s financial performance,
we just seem to suffer our way through our calendars and the day to
day.
In
recent years, there’s been quite a bit of buzz about the notion of
"work/life balance," "time management" or "time mastery." Imbedded
in these catchy phrases is the idea work and life are supposed to be
in harmony – that we’re supposed to limit the number of work hours,
take care of our home lives and have every domain of our lives
happily humming along with one area of life not overtaking any one
of the others. But what about those people out there who love
working long hours – who would work on vacation, who will never
retire?
Should they change the way they work?
Manage time? Maybe not.
In
reality, the only things we can really manage, here, are our
integrity – whether we’ll do what you say we’ll do consistently
over time -- and the workability of our days and of the tasks that
make up those days. By workability,
I mean, whether something produces the kind of result you want and
for which you are willing to be responsible. Most everything else is a
smokescreen.
In
all cases, I suggest that my clients consider what's workable and
consistent with their priorities. One client complained that her
work schedule was getting overly-dominated by meetings for charitable and civic
responsibilities -- things that didn't make her money and took time
away from her key daytime priority (working her business so that it
would provide financially for
her family). My coaching with her focused on workability and
priorities. If all those meetings worked without the key priority
dropping out, no problem. If they didn't, she was to
consider doing something else. In her case, when we really examined
what was going on and considered her preferred way of getting things
done and priorities, we found that all those meetings didn't work --
that there wasn't enough time left over for the work that made her
money and helped her manage her familial responsibilities.
See if one or two of these suggestions to see can help you can boost
your workability.
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Tasks you hate: One of my least favorite things to do in the
universe is answering my voicemail. Comes from my heady
days as head of a benefits team for over 5,000 active and
retired employees and their families. I remember wishing
then that there was someone who could review my voicemails,
answer those that they could and give me a summary of the
rest. In my business, I went out and found that person -- a
whiz that helps me stay focused on those tasks that make my
business money. My virtual assistant isn't someone on my
payroll: She's an independent business owner I contract for
as much or as little service as I need. |
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Delegate. Many tasks, while things we can do well, just aren't
the things we should be focused on if we're going to build
our businesses and have our lives work.
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Low cost help: College students, mothers with available time
while the kids are in school, retirees looking for a little
extra cash are, many times, highly skilled people looking
from flexibility. Create lists of routine tasks (filing,
data entry, etc.) and a schedule that works for them and
turn them loose. You may be able to arrange college credit
for interns seeking experience to help their résumé's shine. |
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Create the
routine you had when you worked in an office. Get up at the
same time and get out into morning traffic (yes, I said
traffic). Go have that morning cup of java (or cuppa tea)
out. Take your planner and map out your day. Make
top-of-the-day calls and draft your emails where you're less
likely to be interrupted. Just that one hour at the top of
your day can shave hours off your week. If you got into the
work flow after spending time "at the water cooler," create
that -- find others who work from SOHO's (small office/home
office) and set up a morning conference call while you have
our morning snack. Those conversations generated lots of
energy while you were working from someone else's office and
they can serve the same purpose here. Be mindful of the time
you spend on this -- it can become a great distraction, if
you're not careful. |
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To
do lists: Most "to do" lists end up "didn't do lists." One
key reason is that we tend not to schedule in exactly when
we're going to tackle those tasks. If your list has 5 calls
you need to make, schedule it in your planner for, say,
9:00-10:00 am. Remember: writing it down on a list isn't the
same as structuring it in so it gets done. |
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If you're
going to "multi-task," put like things together. Set one
time, for example, to make calls and answer emails; one time
to do errands, like that trip to the bank, post office and
printer; check bank balances and pay bills and write
invoices. Cluster tasks around commonly-needed resources or themes |
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Don’t
schedule back-to-back meetings -- unless, of course, you’ve
got a worm hole in your pocket or red sequins on your shoes.
Schedule in ½ hour or so of travel time both before and
after your meeting to accommodate transit time. |
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Concentrate
your time. One therapist routinely had client meetings
scattered throughout the day and into the evening with,
sometimes, 1-2 hours between sessions. By only
concentrating on filling her earlier appointments and only
offering the evening times on one day of the week as
overflow she had less “down-time” and got more done,
including getting home earlier to be with her family. |
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Create
office hours. |
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Figure out
when you work best as well as when your customers want to
see you. Deal with any obvious divergences.
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Plan for
interruptions. Family, co-workers, neighbors, and pets can
rob your of productivity. Know that they may have down
time and assume you do, too, or may not understand that
working from home is still working. |
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Stop
interruptions.
Let Tom down the street know that you can't walk their dog
just because you're home or tell your family when you'll be
available to them. Make friends with "no." |
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Take a
break. It will help you perk up your thinking. If you find
yourself spinning your wheels, stop. Go do something very
different for about 15 minutes. A brisk walk, particularly,
can speed up your metabolism, release needed energy and
clear your thinking. Just remember to come back. |
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Stop taking
lengthy breaks |
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Get started
when you want to every day. |
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Quit: We
get into lots of trouble when we don't know when to call it
a day. We work long past the point of being productive and
begin taking longer and longer to get anything done. |
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Automate
common tasks using office productivity software. You can
shave off time, for example, by setting up your computer to
fax documents instead of printing them first. |
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Carry
postcards and stamps. When you finish a meeting, instead of
adding a “thanks for meeting me” note to your To Do list (or your
“gee, it would be nice if I could get this done” list), take 2
minutes and write your brief note right then. Drop the
stamped note off on your way back to the office.
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Plan for
your long-term success. |
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Make snap
decisions on small matters. We spend more time in the
problems, details and drama of the day to day than in the
vision and planning for our success. |
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Plan for
emergencies. |
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Oh, and
stop having emergencies. |
Read Fast Company's
It's About Time article
Want to talk with Lalita to see how she can help you create
velocity in your daily actions? Call
for a complimentary evaluation session
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