The Plan: Goals

The core principle of planning is to successfully complete one’s goals: a list of things to be accomplished. Each goal should be specific and measurable. Goals can be oriented to business objectives, personal interests, charitable causes, etc. Regardless of the goal’s definition, the process for achievement is essentially the same. (Examples used here are business related.)

For instance, one of my goals is:

• develop subject material to include:

§ formalization

§ accountability

§ accessibility

§ manageable

§ measurability

§ regular reviews

• submit the series to at least 5 magazines and/or newsletters for publication
• negotiate a formal publishing terms of agreement
• with the publisher, determine opportunities for future articles

Goals for an NAILD sales representative might be to:

•   Increase sales by 8%
• Improve margins by 2.5%
• Add 10 new annualized customers
•   By December 20^th, develop a follow-up plan to increase renewal rate of annual agreements

Essentially, goals are meant to specify the “deliverables” (results) of an individual, departmental or company effort(s), e.g. increase sales. In abusiness climate, this would relate directly to the company’s overall mission and objectives. For instance, if one of the company’s objectives were to increase its market share in a new sector, a sales representative’s goal, among others, would likely be to add new customers who compete in that market segment. On the other hand, if one’s personal plan was to take an exotic vacation in the coming year, one’s goal might include setting up a monthly savings schedule to set aside sufficient funds to pay for the trip in cash!

Goals should target what is considered to be the most important issues to be addressed in the planning horizon (quarterly, semi-annually or annually). Mundane, matter-of-fact items, such as submitting expense reports on time or filing old correspondence, should not be included as goals. Doing so indicates lack of sincerity and understanding of goal-setting process.

It’s important, also, that each goal is expressed in clear, succinct and easily understood language. Goals should be expressed in terms that will be understood by anyone reading the plan. Jargon, abbreviations and acronyms should be avoided.

Finally, knowing how the results will be considered in judging success or failure is mandatory! Goals must be expressed in measurable terms: time, units, percent or dollars. Lacking this requirement can potentially produce wasted effort and resources, damaging misunderstandings and failure to achieve an important, if not, critical goal!

Take-aways:

•   Goals should complement organization’s overall objectives
•   Goals should specify expected results
•   Goals should be expressed in clear language
•   Goals should be measurable

Gary Thomas
glt & associates
203-209-9072
gary@gltworkshops.com

The Plan: Making Progress

As necessary and helpful as Goals are in the planning process, actual progress isn’t made until “actions” are taken. At the action (i.e. task) juncture, advancement toward realizing goals begins to take shape. It’s at the action level that productivity is separated from “busyness”. Fundamental “action” components may appear commonplace, some even unnecessary. But assiduous attention to each “action” category will payout important and useful benefits. Noted below are “action” highlights:

•   Each goal must be supported by specific actions that directly or indirectly contribute to the goal’s attainment.
•   Each action must be put in writing and clearly linked to its goal(s).
•   Like goals, actions must be clearly and succinctly defined.
•   Goals (and their subordinate actions) should be organized, sorted and prioritized before being implemented.

o   Priorities should be determined and sorted by “high value” and “low value” parameters. For instance, high value items are classified as “A” tasks; low value items are classified as “C” tasks.

o   “A” items must be addressed first. Focus on “C” items should not be considered until there is not enough time to properly work on an “A” item or until the “A” item is put on hold, awaiting input from others or other legitimate reasons.

• Recognize causes of distractions that interfere and interrupt progress being made on each “action” and their remedies. Some typical distractions include: (C=Cause), R=Remedy)

o   Over-commitment (working on too many tasks at once)

C: Too often we reluctantly, and unnecessarily, agree to add another, burdensome task to our To Do list.

R: Saying “NO” to taking on more responsibilities is an effective defense.

o   Poor or no prioritization:

C: Failing to work on most important tasks first.

R: List every task from highest to lowest benefit (value).

o   Procrastination:

C: Putting off necessary actions because of fear, confusion, indecision, lack of understanding, feeling overwhelmed.

R: Break large projects into smaller tasks that are less intimidating, more doable.

o   Phone call interruptions:

C: Answering every phone call.

R: Rely on voice mail.

R: Set aside time, each day, to return all phone messages.

o   Emails:

C: Stopping progress to read each email when it arrives.

R: Plan “quality” email time. Reserve certain times of the day when all incoming emails will be read and acted upon.

Effective task management (taking adequate and timely actions) is a critical component to implementing one’s plan. Misappropriating time and energy to complete actions that do not produce optimal results causes frustration, discouragement and, eventually, damaged self-esteem.

Task management skills can be learned and easily applied. In addition to being open to change, we need only to be disciplined, organized, focused and resilient…talents we all have.

Take-aways:

Þ  Specific, timely actions are critical. Put them in writing

Þ  Prioritization ensures proper focus and best results

Þ  Identify & eliminate distractions

Gary Thomas
glt & associates
203-209-9072
gary@gltworkshops.com

The Plan: Measurements

To remain viable, companies must develop a clear and decisive plan, set goals that, when met, will allow the company to sustain itself and measure and monitor the company’s progress to make certain that it is moving toward its objectives. Measuring progress, however, is not a static act. In fact, some business theorists claim that setting performance criteria in quantifiable, measurable terms can a) propel improvement, and b) align employee’s objectives with those of the company. As a proactive management tool, it can be used to motivate salespeople to increase sales. In addition to management needing key performance indicators (KPI) to measure progress, salespeople, customer service personnel, billing clerks, etc. can all benefit from setting their own, personal KPIs that are specific and appropriate to their job function. Why so?

The “motivation-hygiene theory” (The Motivation to Work, Frederick Herzberg) asserts that there are motivating factors inherent to work it self. In other words, workers are naturally motivated to work. Factors, such as, feeling of achievement, potential for recognition, possibility for advancement and personal growth lend satisfaction to “work” and to a certain extent satisfy workers’ attitudes and desires. The theory goes on to say that management can enhance job satisfaction by making certain that the job is challenging to the employee’s abilities and by increasing the levels of responsibility for those who excel. Excelling, of course, is determined by comparing one’s performance to pre-established standards or goals, i.e. measurement.

Truly motivated people, regardless of job position, set their own performance goals (typically higher than those set by management!) and constantly compare their output to their personal standards. Objectivity is demanded, so measurement criteria fall into four, neutral categories: units, percentages, time, and dollars.

The NAILD PAR would provide some great bench marks to measure the performance of your company.

Sales personnel, traditionally, are measured by sales dollars and/or units increased. Sometimes by profit margins, too. Accounts Receivables measurement criteria could be an improvement in collections vs. billings (dollars or percent). Where labor is involved, finishing jobs ahead of schedule (time) or the number of callbacks may be appropriate.

In the business world, routinely comparing our performance to some pre-set standards or goals is an all-important function. KPIs should focus on performance criteria that the person can change or influence and who has the educational background and training relevant for what they are being measured. Finally, the number of performance based criteria being measured should be limited to key outcome goals, i.e. 4 or 5, not 20 or 30!

Take aways:

Þ  Limit number of key outcomes being measured

Þ  Measure in units, percentages, time and dollars

Þ  Measuring performance can be motivational

Þ  All functions can be objectively monitored and measured

Gary Thomas
glt & associates
203-209-9072
gary@gltworkshops.com

At the end of each day it seems that we have endless lists of chores still on our “To-Do” list, stacks of unopened envelopes and piles of unfiled folders. And what’s worse is that the most urgent or important To-Do’s may have gone untouched!

Intuitively, we might think that having 10-20 items requiring our attention is excessive; overloading our schedule with action items is, we surmise, self-defeating. To a certain degree, of course, that could be true. But having incomplete To-Do’s isn’t necessarily a sign of inattentiveness or poor task management. Having the “wrong” items still on our list at the end of the day could be much more problematical.

Concentrating on what we must work on is, by far, more important than how many items are calling for action. Secondarily, being aware of how much time each action will consume to complete will permit us to more reasonably gauge where we will be at the end of the day. Finally, as pointed out in an earlier article, putting every task in writing i.e. To-Do list, will help ensure that key chores won’t be overlooked.

An absolute must for effective task management is to prioritize each task or To-Do and, then, focus our effort on those tasks considered to be urgent and/or of highest value/benefit...our “A” items.

“A” items are oftentimes uncommonly difficult. It’s not always clear what must be done, what resources are required or how much time is needed. A wrong approach may even involve certain degrees of risk. Yet, when we accomplish our most meaningful tasks, the results produce a significantly greater, positive impact on our overall accomplishments. “A” item example: Finalize and submit relighting proposal for United Airlines hangar.

C” items are relatively easy to achieve and can be done while consuming only minutes. The benefits for accomplishing “C” items may hardly be noticed, but our task list for the day will have been dramatically reduced and we are undeservingly proud of all that we’ve accomplished. “C” item example: Reschedule next month’s dentist appointment. (Guidelines how to properly prioritize tasks will be the subject of a future article in this series.)

So, start each day focusing on what’s most important (“A”s) for today, not what’s easiest (“C”s), and not on those items that don’t need attention until next week! Tackle less important tasks during lunch, at coffee breaks or while waiting for a meeting to begin.

In getting things done, quality trumps quantity.

Take aways

Þ  Create and maintain a To-Do list (in writing) that includes all planned tasks for the day

Þ  Start each day by assessing, prioritizing and working on the most important tasks (“A”s) first

Þ  Estimate how much time each item will take to complete

Þ  Concentrate on the benefits of each task, not the number checked items

Gary Thomas
glt & associates
203-209-9072
gary@gltworkshops.com

The Plan: Fallacy of Time Management

A common complaint most people share is that there isn’t enough time to do our daily tasks. We seem to end nearly every day with incomplete projects on our desks. There just isn’t enough time!

Hundreds of books and articles have been written with time management prescriptions that promise to gain for us additional hours in the day. But TIME is NOT THE ISSUE! The same amount of time is allotted each of us, regardless of wealth, ethnicity, height or job title…24 hours/day, 525,960 minutes/year. The real issue is not time management, it is task management. We have no control over time, but we can take control over what we do in the limited amount of time we have. Listed below are some basic guidelines for improved task management. Faithfully applying these simple procedures to your daily routine (making them a “habit”) will improve your efficiency and effectiveness, as well as lower your error rate and stress.

·         Put on paper or computer every task you want to accomplish for the day and/or week

·         Prioritize every task, including personal actions (refer to next week’s article on prioritization)

·         Work on the most important tasks first

·         Have a clear understanding of what’s involved in starting each task and finishing each task.

o   Why am I working on this project? Is it my #1 priority? My boss’s? My customer’s?

o   What is the deliverable I need to produce or provide (final expected outcome)?

o   What resources are needed to complete the task? Are they available?

o   When is it due? (Must it be completed today?)

o   Who needs the final product? If multiple recipients are involved, are they all expecting the same deliverable(s), at the same time?

o   Who can/must help me complete this task? Are they available and willing to help?

o   Where do I go for assistance, if needed?

o   How is the task to be coordinated? By me, by a team, by a committee?

o   How is the deliverable to be presented? Email, presentation, hard copy?

o   Estimate the time it will take to gather and coordinate material (remember, it’s likely to take longer than you anticipate, so build some cushion time.)

·         Break down large projects into smaller, doable “chunks”. But remember to go thru the why, what, when, where and how process described above with each “chunk”.

·         Focus on one task at a time.

o    DO NOT WORK ON MORE THAN ONE TASK AT A TIME! Multitasking is inefficient and error prone.

o   If you’re going to work, then work. If you’re going to relax, then relax.

·         Learn what your common distractions are (see upcoming article) and guard against them. Some are self-created, some are forced on you. Be vigilant and resilient.

Take-aways:

• Time management is a fallacy

• We can only manage what we do

•  Make a prioritized list of all tasks for the day/week

• Focus on the most important tasks first…”A” items

• Understand what deliverable is expected, when and how to provide it

• Focus on one task at a time

• Don’t cave-in to distractions

The Plan: Setting Priorities

Planning is a systematized approach for completing tasks, usually within a specific time frame. Our task list typically includes desired results to our wishes, wants and “musts”. Often, we are challenged to make hard choices between competing tasks. The logical approach seems to be to start with the most important task first (“A” items). But how do we determine which is most important, i.e. those with the highest value?

As pointed out in last week’s article (Time Management Fallacy), an estimated completion time should be established for every task; urgent, important or otherwise. Furthermore, it’s helpful to maintain a weekly and daily To-Do list as a reference and reminder. If major projects are scheduled over the next 12 months, a Master To-Do List should also be considered.

In assessing tasks for priority, consideration must be given to each task’s urgency and importance. One approach for doing this is to begin by:

Creating a simple box, divided into 4 equal quadrants. Above the upper left quadrant write URGENT and above the upper right quadrant write IMPORTANT. To the left of the upper left quadrant write NOT URGENT and to the left of the lower left quadrant write NOT IMPORTANT.

Each task should be assigned to one of the 4 quadrants.

·         Quadrant I = Urgent/Important: Crises mode items. Needs immediate attention

·         Quadrant II = Not Urgent/Important: Planning and preparation

·         Quadrant III = Urgent/Not Important: Some mail, reports and some meetings

·         Quadrant IV = Not Important/Not Urgent: Junk mail, some phone calls, time wasters   

(The quadrant design was created by Stephen Covey and is entitled Time Management Matrix. Additional commentary on the quadrant concept can be found in his book First Things First.)

In most cases, determining urgency and importance will be the responsibility of the task owner. A principle guideline is to keep the upper URGENT/IMPORTANT box empty (upper left box). According to Covey, many, if not most, tasks categorized as URGENT, aren’t!

A very helpful final stage is referred to as “Next Action” (Getting Things Done by David Allen.)   Before any task is set aside or temporarily delayed, attach a note that identifies what actions must be done next. The Next Action technique will ensure that nothing important is overlooked when the task is resumed and will accelerate the recovery time needed to return to the context of the task. Every action has a Next Action until the task is completed.

The benefits of prioritizing tasks, as described above, are the highest valued tasks are easily identified and worked on first. Additionally, more effective scheduling decisions are made and stress is reduced for the task owner.

Take aways

●    Work on most important tasks first

●    Maintain a To-Do list

●    Assess priority of each task by its level of urgency and importance

●    Assign every task to a box in the Time Management Matrix

●    Keep a “Next Action” list with every incomplete task

Gary Thomas
glt & associates
203-209-9072
gary@gltworkshops.com

                                              The Plan: Distractions

Why is it that, so often, we end the day with a stack of tasks left untouched? The litany of reasons is endless.

Some of the reasons are blatantly obvious, but we simply don’t see them. Yet, even though we aren’t consciously aware of these seemingly innocuous time-wasters, we are in control of them and we are, therefore, responsible! Three common “distractions” are reviewed below.

MULTI-TASKING: simultaneously working on more than one task at the same time.

A significant draw back to multi-tasking is that the human brain is not able to effectively “focus” on multiple tasks at one time. Julie Morgenstern, a “time management” consultant and author, claims that it can take 4 times longer to do things when they are stopped and restarted.  Her research shows replacing multi-tasking with “single focused” work effort can save up to 2 hours/day.

Antidote: Work on one project at a time.

PROCRASTINATION: postponing or setting aside something that should be done.

Procrastination is a common reaction when confronted with a task we’re not mentally or emotionally prepared to address.

According to the authors of a HARVARD BUSINESS ESSENTIALS book entitled Time Management there are 3 principal causes of procrastination: 1) Unpleasant or uninteresting tasks, 2) Fear of failure and 3) Not knowing where to begin.

·         1) The potential confrontation, for example, is not an experience normally seen as pleasant. One’s reaction is frequently to delay, avoid or hope that the encounter never happens. If the reason for the task is important, proactively addressing the issue, now, is essential.

Antidote: Do it and move on!

·         2) When facing a difficult or unfamiliar task, we may reluctantly admit that fear has disabled our ability to make any progress. This distraction typically occurs when we’re unsure of our own ability to “do the job”. Antidote: Admit your apprehension. Then, on paper, scope out what has to be done, based on what you now know. Activate your plan and seek assistance/guidance, along the way.

·         3) The obvious solution to “not knowing where to start” is to ask. But, for several reasons, this option may not work or even be available.

Antidote: When there is no apparent beginning point, then simply start where you feel most comfortable. The “next steps” will slowly become apparent.

OVER COMMITMENT: taking on more than you can reasonably do

Because of fear, pride or friendship, we occasionally accept tasks, knowing that we don’t have time to do them. This may lead to failure, disappointment or embarrassment.

Antidote: Just say NO!

Other time wasters: telephone, inadequate preparation, email, disorganization, ineffective meetings,

The resolutions assigned to each of the distractions shown above may appear to be oversimplified; but they are not. Confounding or complex issues are often satisfied with common sense, perseverance and patience.

Take-aways:

·         Multi-tasking doesn’t work

·         Each day, review what’s left undone. Determine why (i.e. distractions). Apply an antidote.

·         Just say NO!

                                             The Plan: Accountability




“I thought Mike was going to do it!” “It wasn’t my fault, Purchasing dropped the ball!” “Don’t blame me, it wasn’t my idea!” Sound familiar?

These are typical excuses used by those not wanting to accept accountability or be held responsible for their actions but who want to be seen as the victim.

Accountability can be defined as “the state of being accountable, responsible or liable”. Even though we can’t be held accountable for every situation in which we find ourselves, there is much for which we are liable. It’s when one denies responsibility or disavows liability for the results of their actions or decisions that they tread into the murky waters of deceit. The potential reaction to these behavioral traits, by anyone in the firm, is friction, suspicion, distrust and lack of cooperation .The probable results will be inefficiency, unacceptable levels of productivity and errors made by the owner of the statements and, likely, by colleagues who resent being “played”.

Managers and mentors must be alert to words of denial and blame, by themselves, as well as by the employees. It is when a pattern of claiming victimization is apparent that immediate, appropriate steps must be taken.

To preclude such behavior, managers should implement the following approach:

1. ·         Set measureable standards for results
2. ·         Describe what the minimal results should encompass
3. ·         Confirm what is expected and how success will be measured
4. ·         Require updates and provide critical feedback

If results are found to be below standards, management must quickly address the reasons why. Initially, the goal shouldn’t be punishment, but rather, to ask what must/can be done to ensure that failure is not repeated. However, if management hears repeated claims of denial and/or suspects that blame is being directed toward others, intervention is clearly called for.

When preventive or reparative measures are needed, the following, additional actions should be considered.

• ·         Determine if failure was due to lack of knowledge, judgment, understanding or insufficient procedures. Train accordingly.
• ·         Search for “victimization” patterns.
• ·         Emphasize that the goal is to find the solution, not to assign blame.
• ·         Increase giving and asking for feedback.
• ·         Emphasize a “make, keep and answer” personal commitments policy.

All must know that they will be held accountable for results. Just as important, those who deny accountability and resort to finger pointing must be dealt with; not doing so, makes illegitimate excuses seem to be acceptable and undermines management’s credibility. Rather than encouraging people to ask, “what else can I do”, tolerating a “victimization” mentality justifies, in the minds of others, the pretext “it’s not my fault”. Promote responsibility, not excuses.

Take-aways:

·         Let all know for what they are being held accountable

·         If results are unacceptable, find the cause and resolution

·         Be alert for “patterns” of denial and blame (claims of victimization)

·         Show empathy when warranted, but demand ownership of actions & results

Gary Thomas
glt & associates
203-209-9072
gary@gltworkshops.com

                                               The Plan: Accessibility



The word “accessibility” often refers to easy access to buildings or vehicles by people with disabilities. It can also mean having entry to certain web sites or even gaining approval to see sensitive information pertaining to national security or privacy issues.

In terms of accomplishing our everyday goals, accessibility suggests the need to have our list of goals always handy. It seems trivial, yet, not having relevant details for what needs to be done next can block us from being timely, efficient or effective. This is particularly true when our To Do list is lengthy or includes on-going projects with extended horizon dates.

It is rarely recommended that one should maintain multiple To Do lists, yet under certain circumstances, more than one list is practical and preferred. For instance, a “master” list that covers annual goals typically spans short-term and long-term time periods. Having immediate access to all long-term actions may not be needed, especially if the actions must be done in sequence; that is, relying on several other actions that must be done first.

But a list of daily, weekly, or even monthly required objectives can facilitate well-timed progress on decisions or actions.

As covered in the Setting Priorities article, To Do lists should be organized according to Urgency and Importance. Any task falling into either of these categories should be prominently and continually displayed at one’s desk and addressed first. Committing one’s focus and quality effort to high value tasks is essential and being able to easily reference these “A” items helps to sustain one’s productivity and efficiency.

To make the best use of interim, fleeting minutes to handle worthwhile, yet not urgent tasks, maintaining a “short” list of action items can prove to be quite useful. This list will typically include non-urgent items that can be completed with a phone call, an email or a short written note.

Consider the following suggestions:

·         Create a written list of daily, non-urgent tasks that can be accomplished during “free” time, e.g. in between appointments, during a meeting break.

·         Limit list to 5-10 items. Don’t get bogged down searching through multiple pages.

·         Restrict list to actions that will benefit you now or in the near future, e.g. up to 30 days.

·         Keep list current. Don’t reread completed tasks while looking for your next action.

·         Make the list portable; carry it with you at all times.

·         If you are electronically oriented, keep list on your phone, PDA, I-Pad, etc. Sync with your computer, if possible.

Take-aways:

·         Prominently maintain a “priority tasks” To Do list at one’s desk

·         Assign time to accomplish high value tasks first

·         Keep a portable list of non-urgent, daily tasks that can be completed during uncommitted time

·         MANAGE THE TASKS, NOT THE TIME!

Gary Thomas
 glt & associates
203-209-9072
gary@gltworkshops.com

ONE SIZE DOES NOT FIT ALL!

Over the past 12 parts,The Plan e-articles reviewed a number of tested actions to help the reader improve his/her personal productivity. Even though each suggestion has antidotal support, there is no claim that they are universally applicable. What works for Cathy may not be effective for Joe.

Determining what works best is a personal responsibility and should be taken seriously. Someone else’s experience may be interesting but not necessarily helpful. Buying-in to the premise of each article’s theme is a choice, not an obligation!

However, there are some generally accepted fundamentals to personal productivity that should be considered and applied, where appropriate:

·         Develop a written, measurable list of goals (plan)

·         Your plan should be a “living” document e.g. easily accessible, updated frequently

·         Identify major actions (tasks) that must be done to accomplish each goal

·         Break large, complex plans into smaller subordinate components

·         Be personally accountable for the completion of each goal/action

·         Prioritize and concentrate: execute most important tasks first

·         If assistance is needed from others, ensure all know their assigned responsibilities & expected due date

·         Recognize “distractions” (what draws you away from your goal); then return to the task, at hand

·         Follow-up; keep records

TIME

Remember: TIME is a concept, not a tangible “thing” that can be modified. We cannot “manage” TIME. Each of us has 168 hours per week…no more, no less.  However, we can “manage” the actions we choose to take within those 168 hours! We are in control! WHAT A GIFT!

Accomplishing our highest valued goal(s) determines our success, not the number of “completed” checkmarks we show on our To Do list. So, making certain that such a precious commodity, as TIME, is devoted to producing the greatest benefits is our obligation.

Discipline and Perseverance

Two factors mentioned in the first article, but not addressed in detail, were discipline and perseverance. These personal attributes are critical to achieving nearly anything of value, e.g. from training to run a marathon to collecting detailed information for your next tax return to meeting one’s sales quota.

Discipline is not just being committed to a routine or a task. Being disciplined also means returning to a proven procedure or skill-set when one realizes they’ve become lax or have opted for untested shortcuts; or making a decision based on what one knows is ethical and right, rather than alter a decision because of convenience or popular sentiment that may result in an “acceptable” yet, subpar outcome.

To persevere is to faithfully follow through on a goal or commitment, no matter how difficult the task. To persevere is to envision the prize and to sustain one’s pledge by withstanding every difficulty and imposition until success has been achieved. Easy? Hardly! Worthwhile? Absolutely!

Take aways:

þ  Our individual talents are many, but not the same; use what you have.

þ  Measure twice, cut once. ~English Proverb

þ  With ordinary talent and extraordinary perseverance, all things are attainable. ~Thomas Foxwell Buxton

þ  Never, never, never, never give up! ~Winston Churchill