To Be Successful, Manage Your Morning

Breakfast Crepes with Berries Recipe

I don’t know about you, but when the calendar turned to July 1st, I was asking, "What happened to May and June?" And does anyone else feel like you just get your day started and the next thing you know it’s time for dinner? What’s happening to make our days spin by so quickly?

Obviously it has nothing to do with the changes in nature. The earth is still spinning at the same speed – 24 hours. The problem seems to be with how well or poorly we are managing our time. Our expectations for a 9-to-5 work life, with weekends spent relaxing with family or a good book seem to have all but vanished. Instead, our expectations have morphed into an addictive world of 24/7/365 information and connectivity and an illusion that with all this information and technology we can do more. I refer to an illusion because even with all the gadgets we can surround ourselves with, the clock still ticks 60 times for every minute. Other things may be changing, but the human capacity element of this equation is still the same.

Is it Time to Reassess Your Time Management Practices?

Since I offer time management workshops to my clients, I’m very careful to not be a hypocrite; on one hand espousing great techniques for managing balance and order in your schedule, while on the other spinning out of control trying to catch up with my own commitments and projects. But every now and then even the doctor has to take a step back and check on healthy habits.

Recently Fast Company.com published an article by Laura Vanderkam, a nationally recognized journalist and author of the book, What The Most Successful People Do Before Breakfast. I’m sure all of us have attended a time management workshop at some point, and have tried to develop and incorporate new habits into our lives based on the techniques shared. Changing habits can be a difficult task. Like with any behavioral change, it’s easy, especially when stressed, to fall back into old routines. So as Laura suggests, periodically monitoring how you’re doing is a good practice to maintain in order to sustain the changes you are interested in.

When I saw Laura’s article I was intrigued, because clearly I needed to take time to assess what I’ve got going on if I’m missing entire months! And she’s right: For most people the early morning hours are a great time to get things done. Mornings usually offer the best window of opportunity for time with minimum interruptions – which we know is a major derailer of our efforts to manage our time.

Personally, in an ideal world, I like to get my 4-mile walk started about 6:30 a.m. This works for me because it allows me time to get in my exercise before some ‘emergency’ wakes up, it provides me a guilt-free schedule that doesn’t cut into my work time, and I get the added benefits of ‘quiet time' - being with nature, renewed energy, and an opportunity to think about how I will organize my day when I do get to my desk. But as we all experience, the world doesn’t always offer the ideal.

In the past I’ve written about time management and suggested techniques such as:

• Turn off your email pop-up feature when you’re working on your computer so you aren’t inviting interruptions.
• Put an ‘away message’ on your phone and computer to help others manage their expectations of when you’ll get back to them.
• Schedule ‘out of the office’ time to work on major projects or chunks of work where you need to be totally focused due to content or schedule.
• Be mindful that more hours worked does not equate to better productivity; in fact, at some point overtime hours transform into less productive time.
• Multi-tasking doesn’t make us more efficient; in fact, studies are confirming what we intuitively experience, all those tasks are really interrupters for each other. Best to do one thing at a time.

Here are a few additional points from Laura to help you, if you are interested in reassessing how you start and manage your day:

• Track your time – To improve how you’re spending your time you have to know what you’re doing with it right now. Be aware of the decisions you are making and the reasons behind what you think you have to do.
• Picture the perfect morning – As you are visioning how to spend possibly the best hours of the day, consider what you would enjoy doing, as well as utilizing some of this time for personal and professional growth.
• Think through the logistics – Create the plan and assemble what you need for success.
• Build the habit – Laura’s 5-step process to optimize a behavioral change: start slow, monitor your energy, attempt one habit at a time, and reward yourself.
• Tune up as necessary – This is an important step, not to be overlooked. As you step back and reflect on what’s working and not working with your time management practices, be willing to let go of the rituals that no longer work and replace them with others that fit your current life.

So What’s Next?

Change is continuously happening and that change is impacting the way we work and play. We can’t assume the routine that worked for us last year or last week for that matter, is the optimal routine of what we should be doing tomorrow.

In organizational planning, we conduct assessments of the current requirements, consider the needs for the future, and work on plans to close the gaps between the points in time. The same process works for personal change. Consider what you’re doing now, what’s working and not, and how you vision using your time in the future. Once you’ve got a handle on what needs to change, the appropriate actions will become apparent.

If you’d like to read more specifics about Laura’s tips, check out her Fast Company article. Healthy living requires a balance of time for work, play, spirituality, family, friends, ourselves and community - not in any particular order. It’s a constant tug-of-war to find the ‘time.’ However, initiating and monitoring good habits can make it possible.

As always, I welcome your comments to my posting. Please share your thoughts below. If you found this article helpful, I’m very happy for you to pass it along to others. Have a great week.



This article was written by Deborah A King, SPHR, CEO and Organizational Effectiveness Consultant with Evolution Management, Inc. Debbie and her team are energized about changing individual and workplace practices and can help you navigate a plan for successful change. Contact Debbie for more information: Debbie@evolutionmgt.com or 770.587.9032.

Larry Lewis
(Article or MP3 Options)

Succeeding with Chaos

Have you been paying attention to the fast-paced, mainly technology-driven changes taking place in our world these past few years? Have you been watching as technologies have imploded traditional models for business, news and politics, blazing new paths into how we communicate, work, sell, and live? Are you struggling, maybe even trying to read the tea leaves in order to make sense out of what all these changes mean? Well, perhaps the chaos we’ve been observing and experiencing has really been a precursor for what we’ll be dealing with in the future – ambiguity!

I recently read Robert Safian’s Special Report: The Secrets of Generation Flux which appears in this month's Fast Company magazine, and strongly recommend that you check it out. In it, Safian explores the parallels between Chaos Theory and the uncertainty rocking our organizations from the board rooms to the cubicles. One quote in particular summed up the uniqueness of the dilemma. This is a comment offered by D. J. Patil, Data Scientist with Greylock Partners on how forecasting business strategies has transitioned to a process resembling the work of meteorologists:

"There are some times when you can predict weather well for the next 15 days. Other times, you can only really forecast a couple of days. Sometimes you can’t predict the next two hours."

Isn’t that the truth? So how do organizations succeed when there is so much change and chaos around the globe impacting so many different markets? What impact will the speed and adoption of technologies have on traditional business planning models and our abilities to conceive paths for growth and expansion, particularly as the possibilities to glimpse at what the future requires continue to decline?

Safian starts with one certainty:  "the next decade or two will be defined more by fluidity than by any new, settled paradigm; if there is a pattern to all this, it is that there is no pattern." Now, I don’t know about you, but that certainly sums up what I’ve been experiencing within my business and client engagements. The only thing we can really count on is that things are going to change; and those changes are being driven more rapidly than ever by diverse individuals and situations around the globe.

Safian defines his term Generation Flux (or GenFlux) very broadly – it’s not so much an age thing, as it is a psychological attitude. GenFlux includes those individuals with a "mind-set that embraces instability, and that tolerates – and even enjoys – recalibrating careers, business models and assumptions." Considering what we know about personality types and work preferences, this definition will terrify a lot of people, while others will be extremely motivated by the blank paper and box of crayons they’ve just been given.

Here are a few of the "secrets" I took away from the report:

• Chaotic disruption is rampant. No industry or corner of the globe is safe.
• Clarity of mission and purpose is critical. 
• Institutions as we’ve known them are out of date and too much structure and "rules" are pointless.
• The ability to acquire new skills is the most important skill set.
• We need to improve leadership development approaches to strengthen confidence for working with changing technologies, as well as uncertainty and risk.
• Trying to replicate what worked yesterday only leaves you more vulnerable; let it go. 
• Building adaptability skills is a requirement to be future-focused; a skill Safian labels as a signature trait of Generation Flux.
• Strategies built on nostalgia erode opportunities for risk-taking and growth. Accept that the world is shifting and that new patterns are required.
• The "long" career is dead. Employees will be changing jobs, and companies, at an increasingly faster pace.
• Command-and-control hierarchical structures are disintegrating.
• What helps one organization succeed is not guaranteed to work for another. Change strategies must be customized to the organization, mission, values and culture.

So What’s Next?

According to Safian and the GenFlux leaders he interviewed, firms that excel in the future will be those who have developed leaders and employees comfortable with ambiguity and uncertainty. They will be organizations brave enough to question their status quo, even when the answers may be surrounded in fog. These organizations will aggressively seek out ways to plan and implement change initiatives, not waiting for change to approach them.

Mr. Safian concludes his article with an appropriate quote from Charles Darwin:

"It is not the strongest of the species that survives; nor the most intelligent. It is the one that is most adaptable to change."

As a passionate Change Management Consultant, this article was exciting to read. It was exhilarating to be able to intellectually conceptualize what I’ve been feeling and seeing. But at the same time, I know organizations historically haven’t been very good at assessing, designing, and implementing change. History shows that some change initiatives fail because leaders underestimate the time or investment required for moving the "operational" and "people" meters in a successful manner. Or, they fail because sponsors got impatient and decided instead to mandate employee change, or worse, they didn’t approach the change in a collaborative way, with as many stakeholders as possible, and resistance became the kiss of death.

Whatever the reasons, we need to get better at it and improve our results. If one or two decades of change will be required to advance us to the next pattern of predictable business norms, that’s a lot of change. That’s why I think that in addition to building competencies necessary to be successful in a world of ambiguity, leaders must also develop competencies for leading change.

I truly enjoyed Mr. Safian’s article and hope you will take the time to read it. In addition, the video link on my whiteboard below is an interesting look at applying Chaos Theory to planning. Although David Thorpe is speaking about fractals and urban forms, his message is transferrable to organizational planning. He recommends two great books in this video that I think you’ll also enjoy:

Leadership and the New Science by Margaret Wheatley and Chaos: Making a New Science by James Gleick.

Thinking about the operational and human resource impacts of a changing global marketplace can be overwhelming for any organization. Consider these questions:

• What could the organization do differently if strategies where intentionally aligned with clear mission and value commitments?
• What does fast-paced change mean to the levels of structure and empowerment supporting hiring, engagement and developmental strategies; especially if employees are no longer content with structured and traditional career paths?
• The term "blended background" seems to strengthen an individual’s probability for success with change and ambiguity. What does that do to rigid qualification standards for selecting candidates, projects, locations, products and services?

Are the ideas of Generation Flux a fad? I don’t think so, and I think concepts like these and others written about by well-known thought leaders are pointing us to a future mandating "think-on-your-feet" creativity. Surely the fact that thought leaders are even taking the time to explore these concepts warrants at least a new look at what your organization is doing and what it could be doing if it let go of fear.

We’ve got some exciting and challenging days ahead. I hope I’ve given you new food for thought. I welcome your comments to my posting; please click below. If you found this article interesting I’m happy for you to pass it along. Have a great week.


This article was written by Deborah A. King, SPHR, CEO and Sr. Organizational Effectiveness Consultant with Evolution Management, Inc. Debbie and her team are energized about changing times and can help your organization navigate the uncertain journey of individual, team and organizational change. Contact us for more information: www.evolutionmgt.com or 770.587.9032.

Explore the idea of applying Chaos Theory to city planning and how it can work for your industry - David Thorpe

Building a Team Takes Team Work

I’m often asked to include team building objectives into the meetings, retreats and interventions I am designing for clients. In many cases, the client initially thinks about the team building request as an exercise, or a get-to-know-you mixer. What I like to share with them is that team building is not a ‘once a quarter’ event. It’s an on-going, dedicated effort by the leader and team members to be open and engaged in an effort to explore and learn more about each other. As a result of their experiences with each other it will be easier for behavioral shifts to take place to improve relationships, communications and overall workplace effectiveness.  

Although we often think of fun, games, assessments and group simulations when we hear the phrase ‘team building,’ there is no quick, one-time magic fix for improving team cohesiveness – it takes work. What’s your plan for building and enhancing the working relationships of your team members? If you’re just developing a plan, or want to enhance your existing strategies think about incorporating the following points.

It All Starts with the Leader
Yes, team building will eventually involve the entire team, but initially we need to start with the leader. This is a very important step and one that is often overlooked by management. When a team attempts to engage participants without ensuring the leader is ready, the group is bound to experience confusion and misaligned messages. Before rolling out the team building activities, skill building and revised performance metrics with the expectation that behavioral changes will take place and performance improvements will be realized the leader should be ready for the team to act differently, and therefore ready to alter his or her leadership style, Usually when there is a disconnect between the leader and the process, depending on how the leader reacts, the team members will become skeptical, suspicious and leery of the probability of success. So the first step should always be to make sure the leader is ready.

And what should the leader be ready for? The leader needs to set the tone for open and honest conversations. There needs to be a sense of trust among the team members that the leader will not take advantage of situations where members may be vulnerable – i.e., when sharing information or trying out new behaviors and skills. The leader also needs to be comfortable with a style that encourages and motivates open, collaborative, creative and diverse work and communication styles. The leader can’t ask for creativity and then belittle a team member for trying something new. Or worse, reprimand team members for failing to reach a goal as a result of trying something new. How quick do you think those team members will volunteer the next time the leader asks for an ‘out-of-the-box’ idea?

The leader is critical to the success of the team moving from Point A to Point B and beyond. It’s the leader who will demonstrate commitment to creating the corporate culture that aligns with and supports the success of the team. Executive coaching or working with a mentor are two successful methods for ensuring the leader is comfortable with who he/she is and is ready to take the team from a silo environment to one that is collaborative, respectful, professional and highly productive.

The Next Step
Once the leader is on board with loosening any "command and control" reins in favor of a shared and participatory style, these additional components to team building strategies can be incorporated:

Vision – the leader needs to be able to excite the team members about where the organization is headed. Each team member needs to understand the desired outcomes the team is responsible for and how each member’s contributions are valued.

Commitment – requires an atmosphere of trust where open discussions about expectations, fears and doubts can be shared and members can take the time to understand what they are committing to. A process designed to be inclusive allows for team members to express their excitement, as well as their concerns while they all work through the process together.

Trust – team members need confidence in their leader and the vision of where the organization is going.

Inclusion – I find the best way to engage individual team members in the process is to facilitate individual and small and large group discussions that invite members to speak openly and honestly about the realities of the workplace and to create a safe place to share ideas for improvements. The two-way communication that occurs in these exchanges must be respectful, non-judgmental, and part of a larger process for team discussion, prioritization and goal setting. Often this facilitation is best guided by an unbiased third party or an external resource.

Goal Setting – building off of the work completed by inviting all members of the team to participate, the leader is now positioned to catalyze consensus – not issue orders – about goals, actions, metrics, etc. This is a point where effective teams can often have lively discussions and begin sharing very divergent viewpoints.

Allowing these conversations to take place allows the team to resolve unanswered issues and gain knowledge and information. Ultimately consensus of the team – being able to agree to acceptance, not necessarily agree with a particular approach – is reached as team members feel they have been heard and their thoughts have been considered.

So What’s Next?
The workplace of the future needs great leaders and strong teams to be successful with technology advancements, flexible work arrangements, workforce diversity, and the fast-paced nature of global competition. In order to ensure success, workplace culture must also be aligned to support an environment that encourages the sharing and brainstorming of ideas and creativity. If you didn’t have a chance to read the January Fast Company article by Jon Kolko on the importance of culture, please do. I believe you’ll get some new ideas from it.

In addition to having a culture that supports the organization’s focus on teams, leaders must be skilled at leading work and dismiss the old concept of directing work. Organizational structures still hanging on to "silo" mentalities must be demolished and an emphasis on holistic approaches and the power of synergy and collaboration must be embraced. HR must be strategic with workforce planning and committed to hiring the skills needed to accomplish not only today’s goals, but more importantly tomorrow’s. As Jim Collins advises, moving from good to great is an evolution, not a program – it’s a long-term commitment, not a fad.

Team building is certainly an aspect of meeting and retreat planning. However, supporting those once-in-a-while encounters should be a foundation of long term nurturing and organization development strategies that ensure meaningful on-going success.

www.evolutionmgt.com

770.587.9032

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