February 2012 - Breaking the Culture of Blame

We all have a phrase or two that we can't stand hearing. Here's one: "There's plenty of blame to go around!"

Often spoken by someone in the media, it's a phrase that has become prevalent. Possibly because blame has become popular.

• Parents blame the schools, churches—and Hollywood—for how their kids turn out.
• Spouses blame each other (sometimes with their attorneys present).
• Employers blame the employees.
• Workers blame management.
• Voters blame the politicians they elected.
• Politicians blame their predecessors.
• Coaches and players blame the officials.
• Manufacturing blames R&D who blames HR who blames Marketing who blames Sales who blames ... the customer!

And everyone blames the economy. Why not, it's so easy!

This culture of "blame" at work has a cost. Blame:

• Indicts people
• Destroys morale
• Reduces creativity
• Lowers productivity
• Increases fear
• Drives wedges between colleagues
• Breaks down teams

In Personal Accountability using the QBQ!, John G. Miller, author of QBQ! The Question Behind the Question, discusses how to eliminate those "blame" questions that begin with "who". In fact, ask yourself, "How can I now work to solve the problem?"

January 2012 - Email: Obstacle to Working Sm@rt?

We were promised that today's technology-rich workplace would allow us to get much more done in much less time. The expected result: either a three-day or a four-day work week where we would struggle to keep ourselves busy. Email was one technology item that we were told would change both our working and personal lives. It has!

But not everyone thinks it has made us more effective or saves us time. Many people today readily list email as a time waster when we discuss "productivity pirates" during our time management classes. The complaints start with dealing with the high volume of messages received each day and proceed from there to the distracting email Desktop Alerts (pop-ups that fade while you frantically try to read them), poor message subject lines, unclear messages, Reply-to-All responses sent by other message recipients, etc.

Let's face it, email messages are easier to create or read than to respond to. To respond effectively, we need to think about the issue, gather our thoughts and organize them, type our draft reply, re-read the draft reply to make sure it's clear and logical, and then send it. Since it lacks the audio and visual clues (the "body language" components present with a face-to-face conversation), we often get a reply to our reply requesting some clarification of our comments. Are all of the messages you receive clear and logical?

If you sense your reply will generate an endless back-and-forth series of messages, pick up the phone or go to that person's office and discuss the issue. You'll end up saving a lot of time. Oh, but you won't have any documentation of the various positions on the topic. If that's important, someone could confirm the final agreement with one short summarizing message that also lists the actions to be taken by whom and by when. 

We also recommend in our Working Sm@rt with Microsoft Outlook class that your team create and agree to a set of "rules of the road" for email. First, develop a list of "Email Maddeners", the most common things about email that drives everyone on the team crazy. Then, create and agree to the set of team email rules to address those issues. Others may continue to drive you crazy, but there's no reason that team members should be doing it to each other!

December 2011 - Lessons from a Hurricane

The parallels between preparing for and experiencing a hurricane and preparing for and handling our typical workday are many. Several years ago, I was teaching a class in Richmond, VA the morning that Hurricane Isabel was to make landfall. One participant remarked during a break that he had made no preparations. In fact, he was planning on eating “a big lunch” in their cafeteria prior to their early release at 1pm. He had made no preparations and had minimal food at home.

How often do you know about upcoming deadlines or events, and still do little preparation or planning? I hope this person ate “a huge lunch” prior to leaving work, since finding food after Isabel passed through the Richmond area would have been difficult at best.

You can learn lessons from Isabel, both in your daily personal and work lives. Each day, you have to deal with “mini-hurricanes” (crises, phone interruptions, drop-ins from your boss / colleagues / staff). Are you prepared for them? You may be asking, “Prepare? How can I prepare?”

There are things you can do. While you can’t predict the Who, What, Where, When or How of the “mini-hurricanes”, you can plan your workload on the basis that reactive demands will happen every day. Prepare by having a realistic workload / task plan for the next few weeks. I call this “planning for the unplanned.”

Your plan may not be perfect, but when the crisis occurs, you only need to adjust your plan. You avoid high stress now by referring to your plan and respond confidently to the new tasks assignments. You avoid the high stress later that comes from tasks “piling up” as a result of your having previously made unrealistic commitments.

In our Working Sm@rt with Microsoft Outlook training, we discuss how to use Outlook to develop a realistic workload plan and stay on track with less stress.

That person in Richmond may have tried on the way home (at the last minute) to stop for food and batteries. But by 1pm, Isabel, the rude uninvited guest, had already arrived at his door.

November 2011 - Reducing Email Traffic – Part 6

Many people today are burdened with 100 to 150 email messages each day. Here are some suggestions to reduce the digital deluge. These suggestions can be used by teams to discuss the issues, to share ideas and preferences, and to adopt some email “ground rules” within the team.

Let’s look at HANDLING MESSAGES.

Don’t use your inbox as a catch-all folder for everything you need to work on. If you’re deferring either replying or action, move the messages out of the inbox using the 4 D’s technique together with your Outlook Taskpad (2003) or To-Do Bar (2007 or 2010).

To cut down on email buildup while you’re on vacation, travel, or just out for a day or two, use the “out of office” feature in Outlook together with your voicemail to let people know when you will be returning and who to contact if the matter is urgent. If necessary, authorize a colleague to check your inbox for you. Put a “Catch Up Meeting” with yourself on your Outlook Calendar for the first day back to reserve some time to process both your email and paper inboxes.

Avoid regularly using the “return receipt requested” Outlook function. This generates a high volume of unnecessary email traffic (and demonstrates mistrust in your colleagues).

Establish a second email account through a “free” email provider and give this address to anyone who might send non-work related email. Also, use this address when buying items on the Internet where the vendor may sell your address to other companies for marketing purposes.

Set up a “Six Weeks Folder” that deletes its contents automatically after six weeks. Use this folder 1) for messages you’re unsure about, such as email you want to delete, but you’re not sure if the person’s going to call you tomorrow and ask about it, or 2) for monthly reports that you only need during the coming month.

October 2011 - Reducing Email Traffic – Part 5

Many people today are burdened with 100 to 150 email messages each day. Here are some suggestions to reduce the digital deluge. These suggestions can be used by teams to discuss the issues, to share ideas and preferences, and to adopt some email “ground rules” within the team.

Let’s look at LARGE DOCUMENTS and MEETINGS.

If you’re sending an attachment larger than 5 MB to a large group of recipients, consider putting it on the company’s Web site or Intranet instead, or file it on a shared drive and email a link to that file.

If you do send a large attachment, indicate what’s in the file and where the recipient should look.  Graphics and attachments are fun, but they slow down your ability to download messages when you’re on the road. Use them sparingly.

Pre-MEETING messages should be in a standard format and should group together the major elements such as agenda, location, pre-meeting assignments, and any resource material required. Make the “Subject” descriptive, so that all know what the meeting is about. (If possible, post documents and files required for a meeting to an intranet and include a link in the agenda email.)  Plan your agenda for calls and meetings to avoid having to add further information by messages afterwards. Eliminate messages sent as “after-thoughts” after meetings.

Don’t send messages confirming action agreed during internal telephone calls or small meetings unless by prior agreement. However, within 24 hours of a large meeting, send out a brief summary to all participants and include “who’s to do what, by when, and how important it is.”              

To be continued….

September 2011 - Reducing Email Traffic – Part 4

Many people today are burdened with 100 to 150 email messages each day. Here are some suggestions to reduce the digital deluge. These suggestions can be used by teams to discuss the issues, to share ideas and preferences, and to adopt some email “ground rules” within the team.

Let’s look at MESSAGE LENGTH and DISTRIBUTION.

Try to restrict yourself to one subject per email. Lumping actions / information on two or more topics in one message can cause confusion and cuts down on clarity. Also try to keep your MESSAGE LENGTH to one screen “page” or less (if longer, phone or meet instead). Get the essence of your message across in the first two sentences. You can put a crucial point in a postscript (P.S.) – they almost always get read. Finally, remove long sections of historical text from messages that have been circulated. A concise message not filling the entire screen with text is more likely to be read.

Only copy those who need to see the message. Avoid use of a general DISTRIBUTION list that includes people who do not need to see the message. Instead, set up your own “targeted” Distribution lists. Further, don’t use “Reply to All” unless specifically requested. It’s the most dangerous button on your email screen. Reply only to the Originator, who can consolidate all replies and circulate if relevant.

If you receive messages you don’t need, go back to the sender and ask to be taken off the distribution list. Alternatively, you can set up a filter on your Outlook that will automatically delete incoming mail from a person that you have identified as a junk mailer.             

To be continued….

August 2011 - Reducing Email Traffic – Part 3

Many people today are burdened with 100 to 150 email messages each day. Here are some suggestions to reduce the digital deluge. These suggestions can be used by teams to discuss the issues, to share ideas and preferences, and to adopt some email “ground rules” within the team.

Let’s look at the RESPONSE REQUIRED.

Assist colleague’s inbox filtering by agreeing on acronyms to use in subject lines that quickly identify action items and other important messages. For example, AR = action required (in the first sentence say what action is required), RES = response required (be sure to request reply by a date with your reasons a reply is required), FYI = for your information i.e. absolutely NO action required. (Recipients can then set up Inbox filters to divert FYI items to a “FYI” folder.)

Agree on the use of the ‘Importance’ email indicators. For example, ‘High’ for a reply in less than 1 day, ‘Low’ if you don’t need a reply within a week, and the default ‘Normal’ for the rest. You can sort email in Outlook by Importance.

Where appropriate, word your message to get a specific response so as to cut down on un-actionable responses. For example, “Please respond only if you want to be part of this committee.”          

Agree that you don’t have to send acknowledgement replies to all the messages you receive. Quick responses, if used selectively, are OK. For example, you may agree to limit a “Got it!” or “Thanks” response to long messages only.

Our Working Sm@rt with Microsoft Outlook training course discusses / shows how these and other techniques can reduce your email processing time by an hour or two each day.

To be continued….

July 2011 - Reducing Email Traffic – Part 2

Many people today are burdened with 100 to 150 email messages each day. Here are some suggestions to reduce the digital deluge. These suggestions can be used by teams to discuss the issues, to share ideas and preferences, and to adopt some email “ground rules” within the team.

Let’s look at the SUBJECT line and CONTENT.

Compose a SUBJECT line that lets the recipient make a quick decision whether to read your message, forward it, file it, or delete it.

Make some change to the ‘Subject’ each time you reply, so that the recipient can retrieve the right message days, weeks, or months from now  -- make Subjects “crystal clear.”

Use the ‘Subject’ line for the entire message if it’s short, and end the message with “EOM” (End of Message) so recipient doesn’t have to open the email.

As for CONTENT, start with a summary and use numbered headings in CAPITALS so your recipient can scan for the information they need most. Leave a blank line between paragraphs.

Write brief responses. Those who write to you frequently will adopt your style.

Don’t use email for just “floating ideas before you forget them” – note such ideas down and arrange them instead to meet to discuss, allowing sufficient time.

Don’t use email to try to achieve a consensus decision on anything – it will go on forever.

If a problem isn’t solved in three messages, pick up the phone!

Our Working Sm@rt with Microsoft Outlook training course discusses / shows how these and other techniques can reduce your email processing time by an hour or two each day.

To be continued….

June 2011 - Reducing Email Traffic – Part 1

Many people today are burdened with 100 to 150 email messages each day. Here are some suggestions to reduce the digital deluge. These suggestions can be used by teams to discuss the issues, to share ideas and preferences, and to adopt some email “ground rules” within the team.

A team should start by brainstorming all the email functionality and response standards required by the team. Then agree on an order and timeframe for implementing the agreed action plan to improve email effectiveness in the team. Finally establish some measurement processes for the team to ensure that the changes are being implemented.

Let’s look at URGENCY.

Don’t use email for urgent communications or if you need a response within a few hours – it’s mail!  Use the telephone or speak face to face. Have an team / departmental policy where internal messages are not expected to be read instantly.

Establish with the team your regular email check intervals (e.g. every two hours, four times a day, etc.) Agree on an appropriate response time for non-urgent messages.

If you do need to send someone urgent information to review, phone them and let them know it’s coming and the email “Subject” so they don’t have to open everything.

Our Working Sm@rt with Microsoft Outlook training course discusses / shows how these and other techniques can reduce your email processing time by an hour or two each day.

To be continued….

May 2011 - Succeeding in a Tech Rich Workplace

Here are some tips on how to succeed in a technology-rich workplace.

• Start your day with a plan, not your email. Don’t let technology override your essential personal management skills and waste productive hours of the day. Identify your priorities and get them accomplished.

• Schedule your personal time. If you don’t show respect for your time with family, exercising or personal hobbies, no one else will – especially not your boss or customers.

• Control your cell. Decide when you will turn on your cell phone and respond to calls, and when you turn it off so you can focus on important personal pursuits. It should be for your use, not someone else’s convenience.

• Ease up on email. Turn off the chimes unless your job requires it. Checking 4 to 5 times per day is usually sufficient. Use email to save time, not waste it.

• Take a quiet hour. Find a regular time each day to let calls go to voice mail and ignore email so you can work on important projects uninterrupted.

• Don’t be a slave to trends. If you frequently change the technology you use, take a moment to consider why. If you think the latest, fastest technology will make you more productive, you probably will be disappointed.

• Don’t rob your family. Don’t deny your family of your time and attention by being constantly accessible by cell phone, pager or email. One way to de-stress is to turn off your cell phone so you can shift from your professional life to your personal life.

Remember: Just because you can be accessible doesn’t mean you should be.

April 2011 - Tech Rich and Time Poor

Are you tech rich and time poor? If you’re like most people today, you have a lot of technology in your life – cell phones or hand-held devices, computers, Internet, email --- the list goes on and on. But have you ever stopped to ask yourself how much this technology actually enhances your productivity?

In the late1990’s, people responding to surveys about how they use technology, how they manage their use of time, and what role technology plays in their lives, predicted that the 21st Century workplace would include:

• A shorter work week
• Less pressure to make money
• More time spent on vacations
• More generous benefits packages

We can safely say that the 21st century workplace is, by and large, not delivering on these lofty goals! Today, there is still a serious struggle to balance personal and professional demands on our time. For most people, there just aren’t enough hours in the day.

While computers are virtually everywhere in today’s workplace, only 70 percent of people had a computer at their workstation in the early 1990’s. One thing that hasn’t changed is our inability to harness the productivity potential of technology. While one in three people in the early 1990’s admitted they weren’t using technology at maximum capacity, that number has more than doubled today.

Despite the huge technological advances of the past two decades, the optimistic predictions of the 1990’s have largely not come true. Technology continues to hold huge promise. But first we have to learn to maximize its potential. If you use Microsoft Outlook and / or a BlackBerry device, we can provide the skills necessary to get more from those tools. Check out our Working Sm@rt with Microsoft Outlook and Working Sm@rt with BlackBerry courses for more information.  

March 2011 - More Procrastination-Busting Strategies

You’re still juggling several projects at once.  As we said in November’s Tip of the Month, a good first step if you’re having trouble getting something completed is to ask yourself why you don’t want to do it. If you don’t know why, you won’t get it done.

In that Tip we also recommended a strategy of learning to say “no”. Here are two other procrastination-busting strategies.

Take a breather. Beware of confusing hectic activity with productivity. Diving into busy work can leave you balancing 5 or 10 projects at once without having anything to show for your efforts. Pause and reflect on your priorities. If you feel you’re not getting things done, take a deep breath, take a walk, or do anything else that helps you to gain perspective and clarify your thinking. Try to do one thing at a time all the way to completion to help regain a sense of judgment about what’s important.

Some busy people have trouble completing projects because they get caught up in bureaucratic problems or political battles. Devise a battle plan to knock down those barriers. Sit down and map out all the action steps for each project, complex task or goal. Many people don’t spend the time making a road map and sticking to it. Then it seems so overwhelming that they procrastinate.