The problem is, once I had those files in my sight, other images started flooding to mind.  My file drawers are begging to be culled and my To Do list is due for an overhaul. (Seriously – did I really think I’d get to those tasks that had been sitting there for months?)

Confession #1: Productivity Consultant and all – my office organizing systems are starting to run amok. (Don’t even get me started about my garage.) This spring weather has opened my eyes to things I chose to “ignore” for a tad too long.

It’s come time to admit it: I need to get organized.

Usually I am organized. Honest. I just slipped a little over the winter.

Now I have always prided myself on being an organizing junkie. (Hey – we all need something to brag about.) It’s just that somehow things started to slip over the winter.

Confession #2: I like organizing. True statement. I like to put things in their place and to have calmness around me.   Judge me if you must, but I think that organizing is fun.

Unfortunately, a few really good excuses enabled me to fall off the wagon.

Fortunately, I am a pro when it comes to busting excuses. Here they are – with the reality check accompanying them. Hopefully my painful journey will help you to avoid plummeting into the same pit.

Excuse #1: I’m too busy working to spend time organizing

Reality Check: I can fit anything into my life, if I deem it to be important enough. And clearly yes, lots of things do not make the cut. (Case in point: I’m not doing too many sit-ups these days.)

So what I needed was a reminder that being organized is important. It saves me time (otherwise wasted looking for things), keeps me thinking more strategically (and less buried in the weeds) and helps me to be more proactive about my deadlines. (There is nothing less productive than always working in crisis mode.)

Excuse #2: I don’t have any spare time to get organized

Reality Check: I need to make the time.

After weeks of denial, my office manager realized that I needed help and took matters into her own hands: “Ann: we’re going to take 10 minutes to clear this credenza.” I tried to protest – I had a workshop that afternoon and countless other urgent things to do. But deep down I knew that any attempt to resist organizing was feeble.  She is one of those people who it’s hard to say no to. You know the kind. Anyhoo, it was the best thing for me.

Excuse #3: I know where everything is. I’m not losing any time by being disorganized!

Reality Check: I was wasting time (and impact) looking, sorting, re-printing …

Yes, there is a chance that I am an exception to the abundance of research out there indicating how much time people lose on a daily basis from being disorganized. But I’d probably have more luck with the lottery.

Excuse #4: It would take too long to set up – who has the time?

Reality Check: Getting organized doesn’t actually take that long.

I have helped countless clients organize their office. In most cases it has taken somewhere between 2-5 hours. And the beauty of this project is that you can break it down, and get a big visual payoff at each stage.

Excuse #5: Getting organized is painful (ok – this wasn’t my excuse, but I hear lots of other people say this)

Reality Check: Getting organized is one of the quickest returns on your investment. And there is nothing better than a good pay-off.

It is a simple activity that reaps immediate benefits. Turn on the music, recruit help, bring in some yummy snacks and make it fun.

Excuse #6: My job is more strategic; I don’t have to worry about the details

Reality Check: When I am not organized I tend to get caught up in the weeds and reactive (versus proactive). I also run the risk of becoming a bottleneck to other people (who are focused on the details).

Being organized is an important part of being able to see the bigger picture, staying proactive and staying focused on our goals.

 
Excuse #7: My job is simply too busy to stay organized

Reality Check: If it isn’t easy to maintain, it isn’t the right system for me.

There is no ‘one size fits all’ model here. There is no shame in trying a new system. (And even the best systems out there need to tweaking occasionally.) Figure out what isn’t working and adjust accordingly. Keep it simple though. When things get too fancy, they become too hard to maintain.

 
Excuse #8: A clear desk will make it look like I have nothing to do

Reality Check: No one seriously uses this excuse anymore, right?

It’s very easy to let the systems slip. So as the sun shines outside, I’m putting the spotlight on my trouble areas. No more excuses, it’s time to get organized. On that note, I am going to update my To Do list. Feel free to ask me to show it off the next time you see me. It will soon be a beauty.

In my over fifteen years of advising management as a labour and employment lawyer, I can attest to the fact that feedback is critical to an employee’s willingness and ability to contribute to an organization’s success.  Maintaining an ongoing dialogue of reciprocal feedback provides an employee with an identity of function, leading to increased productivity and achievement of team objectives. Moreover, it provides a feeling of empowerment that compels the employee to contribute positively to the overall culture of the workplace.

Many managers identify the formal appraisal process as the sole opportunity to provide employee feedback. What is not realized is that the failure to provide regular, constructive feedback can actually trigger the poor performance cycle: The manager becomes frustrated with the employee’s performance but fails to communicate why, or how the employee can improve. The employee senses the manager’s frustration but has no idea how to address the frustration thus perpetuating the performance issue. The manager’s frustration level increases.  The manager stops communicating with the employee and delegates the employee’s responsibilities to other team members. This causes the employee to disengage from the team and, in some cases, become disruptive by sabotaging the manager’s effectiveness. The manager’s frustration increases … and on it goes.

By being too focussed on planning, organizing and staffing the work, managers can overlook the key responsibly of sound employee management: cultivating productive relationships with employees.

Productive workplace relationships are founded upon trust. In a manager/employee relationship, trust is built by the manager creating open channels of communication and by providing ongoing and regular feedback on how the employee is performing in his or her role. With relatively few exceptions, employees need to know that they are valuable, competent and that they can positively contribute to their environment. Managers can only meet those needs and foster productive workplace outcomes through providing positive and/or constructive feedback.

With this in mind here are 5 strategies for how managers can use effective feedback to create productive, trust-based relationships with their team members:

1.   Be Accessible

Effective feedback thrives in an environment of open communication. Managers need to be approachable, and to take the time required to build relationships with their employees so that feedback is viewed as coming from a place of support rather than criticism.

2.   Communicate Feedback Appropriately

Ensuring that critical feedback is constructive and understood is very important. Don’t trust such delicate communication to email or other impersonal means which are susceptible to misinterpretation of tone and intention.  Performance concerns should be communicated face-to-face with opportunity for the employee to raise question or provide input.

3.   Provide Performance Feedback Continuously

The performance review should not be the first time that performance issues are raised. When an employee arrives at his or her performance review he or she should already have a good idea of what issues will be raised. The performance review should be the occasion where progress is measured or a strategy for improvement is discussed.

4.   Listen to Employees and Solicit Feedback

Trust is fostered in environments where feedback is a two-way street. This means actively listening to employees and making them feel that they have influence in their role. Moreover, employees should be invited to provide feedback on a manager’s style, for better or for worse. A manager’s efforts to improve are a solid trust-builder and are appreciated by the team.

5.   Be Solution Rather Than Problem-Focussed

Feedback on performance concerns should be constructive, with the focus being on how the employee can be supported towards improvement, where possible.

The above suggested strategies are proven techniques to building trust, and establishing respectful, productive workplace relationships.  Feedback is one of the keys to meting objectives and reducing turnover.

Feedback shapes so much of our career success. So I wanted to share my thoughts on the top things we need to know about seeking feedback.

Know what it is about

Feedback needs to be based on clear and specific goals. You and your boss need to come to a common understanding about these goals and how you are measuring them. Your goals should include both quantifiable outcomes (e.g., specifics such as numerical or tangible measurements) as well as competency development (e.g., behavioural skills, capabilities, etc.).

Know where you are

Once you have clearly defined your objectives, you can self-monitor on a daily basis. In fact, it is your responsibility to do so. Feedback allows you to validate your self-assessment and gain a broader perspective. Ideally, you and your boss are closely aligned in your opinions about your performance. Pay close attention to any discrepancies.

Know what you could change

Feedback helps you to decide whether you are on the right path. It also helps to give you the information you may need to chart a new path by helping you to understand what you need to do differently.

Know where you want to go

Feedback not only provides you with insight into today, but also a roadmap for how to get to where you want to be. Feedback allows you to check in on your progress on your future goals and  helps you know whether you need to course correct or chart a new path. It may encourage you to add or interchange some of your goals.

Know that it is your right

Feedback is the fundamental underpinning of a good relationship between an employee and their supervisor. There should be a shared responsibility for feedback, along with growth and development. While managers need to make sure they are providing feedback, it is equally important for the employee to seek it out. As a professional looking to grow and develop, this is more than a decadent indulgence. Feedback is your right.

Granted, some bosses are not as keen (or skilled) at giving feedback as we would like them to be. Somehow, you both need to find the courage in your relationship to obtain this feedback. You could facilitate this process by asking for targeted input. For example, you could say “I noticed that there was not much head-nodding or discussion during my last executive presentation. What else could I do to prompt this?”  In the event you encounter resistance from your boss and after failed attempts to request/encourage feedback, you may need to seek advice from your HR team. This may be difficult and will require courage on your part but it is imperative that you request a standard for leadership from your boss that you deserve. Obviously, this consultation with HR is a last ditch attempt but it may be necessary.

I have encountered many bosses that were willing and able to provide great feedback. I have also encountered a few that weren’t and did on one occasion seek support from my HR representative. I was pleased that I did in the end because after sitting down with the HR professional and my boss, we were able to convince him of the need for HIS benefit and mine. It turned a difficult situation and frankly a difficult relationship into an extremely productive one. Over the subsequent two years, this boss developed great skill in providing meaningful and productive feedback. I benefitted immensely and he went on to positions of even greater responsibility as a result of his reputation as a thoughtful, engaged leader!

I hope that you walk away from this article with greater insight into the power of feedback – and the determination to integrate feedback into your personal development plan.

Put on your boxing gloves and prepare to battle.  Today’s article is all about busting through excuses for not delegating.

Excuse #1: No one can do it (except me)

A key part of building a strong team is to challenge them. If you intentionally strive to push people outside of their comfort zone, you will naturally start delegating more.

Obviously you want to check in with them often. Delegating and training go hand in hand.  The overnight sensations tend to only happen in Hollywood.  (And maybe you, being the star you are, required very little hand-holding back in the day, but let’s not hold everyone else to that standard, ok?)

Excuse #2: No one can do it as well as me

I am asking you to ignore a common misperception: ‘If I am the best person for the job, I should do it.’

There isn’t a doubt in my mind – you probably are the best person for the job. I know, I know … no one can do it as well as you. Believe me, I have heard this before. Instead, we should be asking ourselves whether anyone else can do the job.

If someone else can do it (even if it requires some coaching on your part), let them.

Excuse #3: No one has time

Another classic reason why people do not delegate is because their team is already too busy. At which point I ask “too busy doing what?”

It is true that we only have so much time in a day.  We will never be able to get everything done. 

But we definitely have time for our top priorities. (At least we do when we strip away the other distractions.)

I recommend that you and your team jointly identify the top priorities.  Sure, you can all work on other things outside this list, but not to the extent that it bumps your top priorities.

Excuse #4: I don’t have enough people to delegate to

This is where it helps to think outside of the box.  There are lots of delegating opportunities out there.

Ask your manager for ideas about engaging other people. Seek out volunteers. Work with your suppliers. Consider reaching out to people in other departments.  This can be a goldmine of opportunity as lots of people may be interested in expanding their network or skill set.  Your project may provide them with the perfect opportunity.

When engaging others, it is critical to let them own parts of the project.  If you merely seek out their advice, it probably won’t be enough to get them to roll up their sleeves and help with the work.

Excuse #5: I just don’t like to ask for help

Ok super hero, what’s up with this excuse?  Think about how great it feels when someone comes asks you for help. 

Like any skill, we get better at it the more we practice. So push yourself to ask for help.  The more you do it, the more you’ll realize how rewarding it can be – for both you and them.

Ok, time to take off the boxing gloves. That about wraps up today’s workout.  Just remember to keep working on your delegating muscle.

Delegating is something that I have become quite comfortable with over the years.  I have been able to distill a few gems that lead to positive delegating experiences.  I would like to share my top three tips for effective delegating with you here.

Clear Communication

Clear communication regarding your expectations is at the very top of the list.

You must be very specific regarding the scope (in other words, what others need to do), productivity, output, quality and timeline.  You need to carefully think through all of these aspects and ensure that you communicate your thoughts clearly.

When I was the Director of Marketing, I needed to do my job as a delegator the best I could to allow my team to do their best work.  At the time, I was overseeing multiple brand managers who were all responsible for developing messages for the sales team. I was personally accountable for ensuring the consistency and impact of these messages. It was absolutely critical for my delegating instructions to be clearly thought out, specific and well communicated in order for me to achieve my goals.  While they were individually responsible to conduct the sessions, management held me accountable to ensure they all delivered.

I also believe that the person receiving the work is equally responsible for understanding my expectations.  The receiver must also ask questions to be clear that they understand what they are responsible for.  They need to prompt an upfront discussion if there are any gaps in their ability to deliver.  And finally, they need to prompt a meeting with me if at any point they cannot deliver on these expectations and offer contingency ideas. 

Understand Your Purpose

There are many reasons for delegating.  You may be focused on relieving your own volume so you can work on things of greater importance.  Or you may be focused on training and developing someone else.

Regardless, it is imperative to be clear about your purpose in delegating.  From this, you can plan accordingly.

Clarity around your purpose also helps the person receiving the work.  It helps them to understand why they are entrusted with the work and how they are creating value for themselves or the organization.

Finally, you want to make sure that your boss is aware of and supports your decision to delegate work that you are ultimately responsible for.

Regular and Formal Follow-up

Delegating does not just stop after the initial assignment of work.  There needs to be a formal mechanism in place to check-in, monitor progress and provide support as needed.

From the start, it helps to make sure that you have the right people to delegate work to.  I also consider the capabilities of the person I am delegating to.  I want to make sure that I have done my due diligence to assess their skills required for the task.  If it is a stretch, I ensure that my follow-up plan reflects that.

There are many cases where it makes sense to give people stretch tasks.  But in these situations, you cannot just walk away.  I strongly advocate having a formal process to monitor their progress, coach them as needed and, in extreme cases, reallocate the work if necessary.

These formal reviews should be scheduled in advance, with a frequency dictated by the specific situation. In addition, I always strive to be highly accessible by phone, email and in person.

Delegating is something that I value and embrace.  Effective delegating requires an investment of my time – time that I am willing to give.  The payoffs are directly proportional to my input.

I like to be organized.

Ok – I admit it. I like to be organized. In fact, I sometimes find myself procrastinating by organizing. When I walk past an unorganized office, I need to resist the urge to jump in and start sorting. But enough about me …

Simple Improvement

Getting organized is one of the easiest ways to boost our productivity. It doesn’t strain the brain, yet it yields some immediate positive results.

Getting organized offers many compelling benefits:

• We save time by not having to look for things
• We significantly reduce chaos and distractions
• We are able to focus more on our most important work

Getting organized is actually pretty simple.

Most of us know what we need to do to get organized. The biggest challenge is likely finding the time. So my first tip would be to clear your schedule for 2-3 hours. My second tip would be to recruit some help. An assistant, an eager colleague or a dutiful friend all work. Finally, make it fun! Bring some snacks, turn on some music or even uncork some wine.

A few simple tips will help focus your efforts.

As you dust off your piles, consider the following organizing tips:

• Clear your desktop. Only keep the task that you are currently doing on your desk.
• Set up a staging area (for example, on a back credenza) for work you plan to complete later that day or week.
• Establish a home for everything. Create files. Group like with like. House things where you use them. Purge anything that is unnecessary.
• Put everything else away. Worried you’re going to forget about it?  Write it down on your To Do list.
• Commit to maintaining your organized office. Avoid creating a ‘to be filed’ pile. These piles multiple faster than rabbits. Instead, file it right away.

So there you have it – a low-key, easy project that can boost your productivity. Perfect for these lazy-hazy summer days.

Christmas, Hanukkah, Muharram or Kwanza … while they are all joyful observances, they can be associated with their share of stress.  Not to mention the mounting pressure to get a lot of things done. 

Here are our TOP THREE productivity tips to get you through the holiday season with that ho-ho-ho spirit:

1.        Less is more.

Don’t over commit yourself. 

• Work: Be selective about the meeting invitations you accept.  We often have more choice than we believe we do.  Also, acknowledging that this is a very busy time of year, being tightly focused on your absolute top priorities is now more important than ever.  (Focusing on your top priorities also means limiting the time you dedicate to other, less critical, tasks.)
• Socially: Be selective about the social functions you attend – you don’t need to be at everything.  
• Gift exchanges: Despite the fact that gifts are part of the holiday process – less is still more.  You don’t need to ‘shop till you drop’.  Organize your shopping list, limit your trips to the mall and set a shopping deadline (well ahead of the actual gift exchange date). 

2.       Get Organized and Stay Organized

Operating with a To Do List throughout the year is absolutely critical and the holidays are no exception.  Make sure your To Do list captures 100% of your action items. 

Schedule times to get things done (project wrap-up, holiday cards, etc.).  Don’t assume that you’ll ‘find time’ or ‘squeeze things in’ at this time of year.  Based on personal experience, I can guarantee that this is a sure-fire way to add stress to what is supposed to be a festive months.

3.       Take Time to Truly Enjoy the Holidays

This suggestion is the most critical one.  Embrace your time off.  Spend a good amount of quality time with your family.  Let bygones be bygones (even with those family members who know just how to strike your last holiday nerve.)  Focus on some good ol’ rest & relaxation so you can start 2010 more refreshed, focused and productive. 

With all of these tips, you’ll be sure to turn ‘Bah Humbug’ into ‘Happy Holidays’ in no time.

But, how many times have you said to yourself: “I wish I had just taken the five minutes to do …”? Hindsight is always 20/20, and there are many times when a few extra minutes upfront would have saved time ‘fixing’ things down the road.

The Bad and the Ugly
You may have noticed in our last e-newsletter subject line that there was a spelling mistake (Writing Things Down ). Some of you ignored it and some kindly wrote to say that there was a typo.

The discussion in the office was whether we should call attention to our mistake or sweep it under the rug. It’s been a month since the last newsletter, so who would remember – seriously? But then the idea sprung that it might be helpful to use this as a teachable moment. (For those of you wondering, this ‘teacher’ is sometimes the first person who needs the lesson!)

As professionals, we tend to follow a process when we are trying to achieve something. When we skip steps in this process, we run the risk of costing ourselves more time in the end. Here at Clear Concept, we skipped the final e-newsletter review that would have clearly [read: hopefully] caught our typo.

The Good
There are certain times when we should take the time to complete each step in the process. Examples include:

• Making sure that a direct report clearly understands the new task assigned
• Holding a mid-project review session
• Providing feedback to a colleague
• Calling a client who had a not-so-good experience with a product
• Proofing an email to make sure the content is clear and the correct ‘To’ people are listed

As we all know, taking a few good extra minutes at times like these can help avoid the bad and the ugly.

Turns out, despite how many times the above study is referenced, it appears to be mere folklore.  But, other studies are validating there appears to be some truth in this urban myth after all.

One study was based on 149 participants from 6 countries.  Those who wrote down their goals accomplished more than those who did not write down their goals.  To top it off, the differences were significant.  (Academics love the word significant.)  And those who shared their goals with others accomplished even more.

Why Does ‘Writing it Down’ Have an Impact?

Writing things down does several things, including:

•  Makes your goals more concrete and specific
•  Encourages you to filter out your most critical tasks
•  Adds the reinforcement that is often necessary to turn a goal into a reality
•  Creates a formal mechanism for you to share your goals with others

 Applying This Lesson

If you’re not already doing so, there are several things you can do starting today:

1)      Write down your plan for each day.  Do this the night before so you are primed to sink into a meaty project as soon as you get back to work the next day.

2)      Maintain one central TO DO list.  Don’t rely on your memory.  Write everything down.

3)      Create project plans for bigger chunks of work (i.e., 5 hours or more).  Define the key activities and timeline.

4)      Communicate your plan with other people.  This added accountability will bring you one step closer to achieving each of your goals.

5)      Ask your team members to write down their goals.  Together, refer back to these goals periodically to reinforce accountability and measure progress.

 Make it Happen

Lee Iaccoca once said: “The discipline of writing something down is the first step toward making it happen.”

We know that the best way to reinforce a lesson is to apply it.  When it comes to writing down your goals, take some inspiration from Nike: Just Do It.

Clear Concept, together with Pace Productivity Inc., interviewed several CEOs and top executives to find out how they are able to get so much done.

Read on for a few of their productivity tips:

1. Know Your Priorities

• Jim Estill, CEO of Synnex Canada, begins each day with a plan. This allows him to focus on his priorities and avoid getting side-tracked with other things.
• Andrew Barlow, General Manager of Machine Control Systems, stays focused on getting his top three tasks done as soon as possible, despite having a much longer list of other tasks.
• Brian Fetherstonhaugh, Global CEO of OgilvyOne, identifies his top three priorities to accomplish on a weekly basis and focuses on keeping these top of mind.

2. Focus on One Thing at a Time
Despite dealing with a barrage of requests, action items, routine items, and emergencies, CEOs excel at maintaining their focus.

• Michael Cloutier, former CEO of AstraZeneca Canada, evaluates his list of priorities every week based on impact, time required and probability of getting something done. He then focuses on the highest priorities (which really stand out through this exercise) and doesn’t allow himself to be swayed until they are completed. Cloutier ignores all interruptions (except calls from his family) until he has a break in his planned schedule to address them.
• Fetherstonhaugh states that the “focus muscle” is vital to productivity and that it is important to keep this focus muscle strong. He relies on his ability to focus intensely and switches tracks quickly when he needs a break.
• Tim Penner, President of Procter & Gamble Canada, attributes much of his productivity to being highly focused. “Whatever I’m doing, I’m going to absolutely dedicate myself to doing it. If that means that we’re in a meeting and we’re talking about things, I’m in the meeting. I’m not going to be answering my Blackberry.”
• Pat Merrin, Managing Director of Lucas Milhaupt Europe, speaks about the dangers of allowing oneself to be frequently pulled off track. “Dealing with urgent issues can be a fun place to operate because you get immediate rewards and you feel as though you’re accomplishing something. But you end up in a constant firefighter mode and can lose sight of the more important things.”
•  Chuck van der Lee, President and CEO – Rogers Retail, actively manages his interruptions by making sure his schedule has time blocked off for important things.
• Bruce Bowser, President & CEO of AMJ Campbell, has a restricted access policy when he is working and asks that people speak with his assistant.

3. Be Strategic About Your Email
While CEOs are faced with countless interruptions throughout the day, they use several techniques to effectively manage these interruptions.

• Jordan Banks, Former Managing Director of eBay Canada and Former CEO of Jump TV, personally reviews the 300+ emails he gets each day. He relies on his preview pane and the first two sentences. He also uses non-prime working time to respond to emails and even mentioned that he can get through a few emails in an elevator ride!
• Several executives cited the importance of the Touch it Once principle. Penner is big on deselecting work and tends to delete irrelevant messages immediately.