What to Tweet About?
People keep saying, “You should be on Twitter”. Yes, I know. I’m on there all right. But I don’t “tweet” much, because up until now, I haven’t really “gotten” what I should be saying. I mean, who in the world cares when I wash my hair or that I had a great talk with my daughter or whether I’m answering e-mail or talking to a client in any given work moment? And I know people definitely don’t want to read a bunch of workshop or coaching advertisements. So, what to write?
And then, today, the answer began to form around the edges of my mind. It happened when I was writing my weekly update to the Aspyrre Community members. I realized that the update created intimacy, a conversation for those who did not have time to show up for the live event that week. And for the first time, I realized I wanted to have that kind of conversation with more people. It occurred to me that the question “what do I tweet about?” is the exact same question as “what do I write about?” when I think about writing an e-mail or a blog.
Except with my blog and articles, I take time to write, and my readers take time to read.
But the world is changing, accelerating at an outrageous pace. Nobody has time to read or write anymore.
In my recent workshops on time management, participants grappled with the idea that they simply can NOT complete or even begin everything there is to do anymore. They have to choose. In my career transition workshops, job-seekers are learning how to write resumes that will not actually be read unless they make it through the first few rounds of selection. Everything has to be in bullets.
So the pieces of the puzzle begin to converge, as I realize what twitter gives me – a place to blog in bullets.
The whole world has access to the bullets, and yes, they are quite lost in a sea – like “pings” from a submarine. But there’s always someone else on line the same time I am and, the more followers I have, the more interested those “per chance” people are in what I have to say. After reading the bullets, some will honor me with more of their time, and read a paragraph or an article. And some of those people might want to delve in deeper and join the community, attend a workshop, hire me as their coach.
We live in a new world, where people can choose who, where, when, and what to engage with. Twitter is a selection tool that enables people to come together quickly around what they care about, and disengage just as quickly when they need space.
At least I think. But today, I’m going to step in and give it a try.
Showing posts with label time management. Show all posts
Showing posts with label time management. Show all posts
Monday, November 16, 2009
Thursday, November 05, 2009
Your “To-Do” List – Is it a Tool or a Weapon?
How do you feel when you look at your to do list?
How do you feel when you look at your to do list?
- Do you feel confident that everything is contained in one place, or do you wonder what’s missing?
- Do you feel clear about what to get started with, or do you feel overwhelmed at how long the list is?
- Do you feel a sense of accomplishment as you check items off throughout the day, or a sense of desperation as you watch the list grow throughout the day?
A to-do list is supposed to be an organizational tool, used to keep you productive, prioritized, and focused, and as a result it should greatly reduce your stress. But all too often I work with clients with to-do lists they want to hide from. The sense of overwhelm they experience as they see an unending list that can’t possibly be completed is enough to send them crawling back under the covers and take a sick day. If your to do list makes you feel bad and doesn’t help you work more productively, it may be a weapon you are using against yourself instead of the tool you originally created to serve you.
When facing your to-do list feels like facing an enemy, chances are it has become a trigger for negative self talk. If you listen closely to the words of your thoughts, you might notice things like, “I am so incompetent – I’ll never get all of this done”, or “what a loser”, or “this will take weeks and I’ll never get any time to relax and enjoy my life”, or “it’s useless, I can’t get on top of it – why bother doing any of it?” There are many variations in what you might be saying to yourself, but if the sight of your list triggers feelings of overwhelm, impatience, exhaustion, or other draining emotions, you can bet there is some form of negative thinking and self-talk behind it.
For many people, the energy drain is so severe that they avoid the list and procrastinate on tasks they might have otherwise enjoyed or easily completed. When that happens, your to do list has become a weapon you are inadvertently using against yourself, and it is no longer effectively serving its purpose as an organizational tool.
So, if this is happening to you, what do you do about it?
The first thing is to get back to the purpose of the to-do list. The to-do list serves you; you don’t serve it. Ask yourself why you have a list in the first place? Is it to keep you more organized, or prioritized? Is it to prevent you from forgetting things? Once you get clear on what you wanted the list for in the first place, you can make some adjustments to your list, or you can use an alternative tool that might work better. Here are a few ideas:
- To keep you prioritized and productive: write a “top 5” list each day, of the five most important things you want to get done. There may be a longer to do list that you use to contain ALL your projects, but the top 5 is much less overwhelming, and keeps you focused on the 20% that will give you 80% of your results.
- To move through your list faster: Most people know about the A,B,C method of prioritization. A items are the most critical items, B items are important, and C items are things you’d like to do when you can find the time. Add a Q designation for anything that takes 10 minutes or less and is relatively easy. Each day when you get 15 – 20 minutes of open time, such as before a meeting, knock one or two Q’s off your list. You might be surprised at how much shorter your list stays as a result.
- To get rid of the overwhelm: The bottom line is that technology has changed the nature of work over the past decade such that it is now literally impossible to get everything on our lists done. The people who survive in this new age of information overload have changed their mindsets and expectations accordingly. It’s no longer “getting it all done” that is important. It’s choosing what’s most important now, given the current circumstances and opportunities in this moment, which may be entirely different from what was relevant just a moment a go. Shifting your mindset to a new way of judging your competence can be powerful. Instead of “getting it all done”, if “getting what’s most important done” is what makes you competent, your to do list may lessen its power over you, and go back to its rightful place as your servant.
I’ll be talking about this mindset change in my Calming the Chaos workshop November 17th. To see a list of workshops I’m currently offering, you can always visit my website at
www.aspyrre.com.Friday, October 16, 2009
Getting a Better Return on your Energy
Sometimes we look at time management one dimensionally, and we forget to look at our energy, which is one of the most significant factors related to productivity. Some activities you do throughout your day are completely draining. You don't look forward to doing them, you often procrastinate, you don't enjoy yourself while you are doing them, and when you are done you are relieved and ready to relax. On the other hand, some activities naturally energize you. When you do them you forget about time. You tend to be more focused and engaged. You do a better job naturally. You feel good about yourself after you are done, and you leave the task energized, confident, and excited to move on to a new challenge.
How much more productive would you be if you could build your work day around activities that energized you? If you could eliminate or at least contain the ones that drained you? And if you could create systems and routines to get more out the ones in the middle?
My bet is that regardless of how much time each activity takes, you would end up getting more results from everything you do. If you'd like to experiment, here is an activity I recently walked Aspyrre Community participants through in our business systems forum. You can do this using a four column spreadsheet:
Column 1 - Write a brainstormed list of every activity you do regularly in your business, daily work, or job search.
Column 2 - Score each activity from 1 to 5 with 5 being the highest based on your reponse to this question: "if this activity is done consistently and well, how much impact will it have on my success?"
Column 3 - Score each activity based on whether it gives you energy or drains your energy. If it is neutral (like brushing your teeth, for example), score it a 0. If it gives you energy, score it from 1 to 5 with 5 being the MOST energizing. If it drains your energy you want to give it a negative number between "-1" and "-5" with "-5" being the activities that drain you the MOST.
Column 4 - Add column 2 and 3 (remember when you add a negative number to a positive number, it's just like subtraction. So 4 plus "-5" is like 4-5 and your answer would be -1). Your results should range from "-4" at the lowest to 10 at the highest.
How to Analyze your Results:
Activities scoring between 5 and 10 - capitalize on these activities. Build as much of your work as possible around them because you get the most leverage from them.
Activities scoring between 0 and 5 - systemize these activities, by having a step by step process or a routine for them. This enables you to do them more frequently with less energy drain, and get more leverage from them than you do now.
Activities scoring between (-4 and 0) - Eliminate / delegate / or at the very least CONTAIN these activities. They will always drain you, so if you can limit them to a short period of time and give yourself a reward afterwards, or otherwise manage them, you will be drained less by them.
When I did this exercise something quite obvious hit me between the eyes, and I actually revised my business strategy as a result. I'd love to hear what comes out of it for you!
Sometimes we look at time management one dimensionally, and we forget to look at our energy, which is one of the most significant factors related to productivity. Some activities you do throughout your day are completely draining. You don't look forward to doing them, you often procrastinate, you don't enjoy yourself while you are doing them, and when you are done you are relieved and ready to relax. On the other hand, some activities naturally energize you. When you do them you forget about time. You tend to be more focused and engaged. You do a better job naturally. You feel good about yourself after you are done, and you leave the task energized, confident, and excited to move on to a new challenge.
How much more productive would you be if you could build your work day around activities that energized you? If you could eliminate or at least contain the ones that drained you? And if you could create systems and routines to get more out the ones in the middle?
My bet is that regardless of how much time each activity takes, you would end up getting more results from everything you do. If you'd like to experiment, here is an activity I recently walked Aspyrre Community participants through in our business systems forum. You can do this using a four column spreadsheet:
Column 1 - Write a brainstormed list of every activity you do regularly in your business, daily work, or job search.
Column 2 - Score each activity from 1 to 5 with 5 being the highest based on your reponse to this question: "if this activity is done consistently and well, how much impact will it have on my success?"
Column 3 - Score each activity based on whether it gives you energy or drains your energy. If it is neutral (like brushing your teeth, for example), score it a 0. If it gives you energy, score it from 1 to 5 with 5 being the MOST energizing. If it drains your energy you want to give it a negative number between "-1" and "-5" with "-5" being the activities that drain you the MOST.
Column 4 - Add column 2 and 3 (remember when you add a negative number to a positive number, it's just like subtraction. So 4 plus "-5" is like 4-5 and your answer would be -1). Your results should range from "-4" at the lowest to 10 at the highest.
How to Analyze your Results:
Activities scoring between 5 and 10 - capitalize on these activities. Build as much of your work as possible around them because you get the most leverage from them.
Activities scoring between 0 and 5 - systemize these activities, by having a step by step process or a routine for them. This enables you to do them more frequently with less energy drain, and get more leverage from them than you do now.
Activities scoring between (-4 and 0) - Eliminate / delegate / or at the very least CONTAIN these activities. They will always drain you, so if you can limit them to a short period of time and give yourself a reward afterwards, or otherwise manage them, you will be drained less by them.
When I did this exercise something quite obvious hit me between the eyes, and I actually revised my business strategy as a result. I'd love to hear what comes out of it for you!
Monday, April 14, 2008
How to Get Cooperation when you Aren’t the Boss
One of the biggest frustrations in a busy work environment is having to depend on other people to get your work done. This can really drive you nuts if your personal reputation, performance review, and future at the company depends on getting results, and those results depend on others.
How can you get people to give you what you need to succeed? Especially if they are overworked, and you are not the boss? Some of the most common ways of handling this simply don’t work anymore:
1. You could send out several requests for help, document the e-mail trail, and not complete your project on time. You could show the evidence to your boss when asked. The problem with this method is that the company needs the project done in order to succeed, and whether or not they understand that you tried, they are still faced with the fact that they don’t have the results they need.
2. You could complain about the person’s lack of cooperation to their boss. However, in doing so, you’ve made them look bad, and while they may comply with your requests in the future so as not to get in trouble, they will not trust you, and may try to get by on giving you the minimum possible. This reduces your ability to put out your best work.
3. You could go talk to the person, and your success depends quite a bit on how you approach the situation. If your frustration and stress have already gotten the better of you, you may end up with less cooperation than when you started. However, if you approach the situation well, you will not only get cooperation, you will have created a long-term ally, and this insures success not only on this project, but many to come.
When thinking about the “right” approach, it often helps to put yourself in the shoes of your target, and imagine times when others have approached you for help. Stop reading for a minute and just do a quick exercise. Remember a time when someone approached you for help and you were more than willing to go beyond the call of duty to chip in, whether or not it was part of your regular tasks. Also remember a time when someone approached you for help and you just wanted them to go away. You did everything you could to get out of it. Write notes to yourself on what the situations were and what your reaction was based on.
What insights do you get from reading your results?
I did this exercise as well, and here’s what I came up with:
When I would be more than willing to go out of my way to help you:
1. I believe in your agenda, goal or purpose. Whatever you are trying to accomplish makes sense to me, and I think it should be done and done well – I’m personally on board with you.
2. I feel that you value, acknowledge and honor what I have to contribute, and I have no doubt that if given the opportunity, you will sing my praises loudly to those who matter.
3. I see a personal benefit to participating. It doesn’t necessarily have to be immediate and tangible. But if I can learn something valuable, or get to work with someone I respect, or even use this work on my resume for ongoing career growth, I’m in.
When I am NOT willing to help you:
1. I think this is your personal agenda and not necessarily good for anyone else or the company. Or, I sense that you are in conflict with someone else I respect, and I worry that helping you would put me in a difficult situation.
2. I think you are self-involved, and will use my hard work for your own gain, without crediting me for my contribution, or even appreciating what goes into what I do for you. If this is the case, I will only cooperate with you when I absolutely have to – and I will do the minimum possible.
3. I really like you and want to help you, but I am so overwhelmed with everything I have to do that I have to prioritize. There are other things that I will get into bigger trouble for not doing, and no matter how much I like you, I’m not willing to risk my job for you. While this situation requires an honest discussion with all available managers on resource allocation, if you seem seriously concerned and willing to do whatever you can to support me, I will still put you higher on the list than those who I’m not as personally connected with.
Once you’ve had a chance to consider how it would feel to be on the receiving end of a request to cooperate, here are some tips to help you more effectively get what you need from others:
1. Make sure that everyone who is contributing to your project clearly understands the purpose of the project, how it fits in with organizational goals, and what your personal agenda is related to the project. If you are hoping to get personal recognition, don’t hide this part of your motivation. People will trust you if you are up front, and it also gives them permission to expect personal recognition for their successes.
2. Make sure you always acknowledge everyone who goes out of their way to help you, and do it publicly, specifically and sincerely. Whenever you are speaking or presenting, make sure to share the positive contributions of others, whether they are present at the meeting or not. Also, send a thank you e-mail that not only acknowledges what was done but shares the value to the company and copies the person’s boss. This gift will be printed out and used many times! It doesn’t have to be contrived to be effective. Here is an example:
“Dear Kathy, I just wanted to thank you for taking the time to dig up those statistics for me the other day. I used them in my presentation to over 50 potential customers Tuesday, and they are exactly what we needed to make a strong impact. I know you have a lot on your plate, and I appreciate your support. – K”
3. Take the time to understand the priorities and workload of everyone you need support from. Don’t just say, “I know you have a lot on your plate”, when you have no real idea what they have on their plate. Make an effort to find out what they have to do. Then make your request as easy to comply with as possible. For example, if you need information, some employees will spend 90% of their time formatting it nicely for you because they think their presentation to you is a reflection of them. If they are busy and you don’t need them to do the formatting, you can request an e-mail with five quick bullets, or a list of the top 10 hyperlinks, or just the raw spreadsheet data. You may also discover other ways to make their job easier, or ways to get the information you need in the future without taking as much of their time.
When you look at who gets the most cooperation in organizations, it’s not necessarily the “bosses”. Most people want to feel respected, valued, and part of something positive. You can generate this in everyone you work with. Give respect by making an effort to understand what life is like in their shoes. Give value by consistently showing them how their work positively impacts the company. Give contribution by helping people clearly see the vision and their role in it. These are leadership skills, but you don’t need traditional power to become a true leader. You emerge as a leader by building the skills and using them consistently.
One of the biggest frustrations in a busy work environment is having to depend on other people to get your work done. This can really drive you nuts if your personal reputation, performance review, and future at the company depends on getting results, and those results depend on others.
How can you get people to give you what you need to succeed? Especially if they are overworked, and you are not the boss? Some of the most common ways of handling this simply don’t work anymore:
1. You could send out several requests for help, document the e-mail trail, and not complete your project on time. You could show the evidence to your boss when asked. The problem with this method is that the company needs the project done in order to succeed, and whether or not they understand that you tried, they are still faced with the fact that they don’t have the results they need.
2. You could complain about the person’s lack of cooperation to their boss. However, in doing so, you’ve made them look bad, and while they may comply with your requests in the future so as not to get in trouble, they will not trust you, and may try to get by on giving you the minimum possible. This reduces your ability to put out your best work.
3. You could go talk to the person, and your success depends quite a bit on how you approach the situation. If your frustration and stress have already gotten the better of you, you may end up with less cooperation than when you started. However, if you approach the situation well, you will not only get cooperation, you will have created a long-term ally, and this insures success not only on this project, but many to come.
When thinking about the “right” approach, it often helps to put yourself in the shoes of your target, and imagine times when others have approached you for help. Stop reading for a minute and just do a quick exercise. Remember a time when someone approached you for help and you were more than willing to go beyond the call of duty to chip in, whether or not it was part of your regular tasks. Also remember a time when someone approached you for help and you just wanted them to go away. You did everything you could to get out of it. Write notes to yourself on what the situations were and what your reaction was based on.
What insights do you get from reading your results?
I did this exercise as well, and here’s what I came up with:
When I would be more than willing to go out of my way to help you:
1. I believe in your agenda, goal or purpose. Whatever you are trying to accomplish makes sense to me, and I think it should be done and done well – I’m personally on board with you.
2. I feel that you value, acknowledge and honor what I have to contribute, and I have no doubt that if given the opportunity, you will sing my praises loudly to those who matter.
3. I see a personal benefit to participating. It doesn’t necessarily have to be immediate and tangible. But if I can learn something valuable, or get to work with someone I respect, or even use this work on my resume for ongoing career growth, I’m in.
When I am NOT willing to help you:
1. I think this is your personal agenda and not necessarily good for anyone else or the company. Or, I sense that you are in conflict with someone else I respect, and I worry that helping you would put me in a difficult situation.
2. I think you are self-involved, and will use my hard work for your own gain, without crediting me for my contribution, or even appreciating what goes into what I do for you. If this is the case, I will only cooperate with you when I absolutely have to – and I will do the minimum possible.
3. I really like you and want to help you, but I am so overwhelmed with everything I have to do that I have to prioritize. There are other things that I will get into bigger trouble for not doing, and no matter how much I like you, I’m not willing to risk my job for you. While this situation requires an honest discussion with all available managers on resource allocation, if you seem seriously concerned and willing to do whatever you can to support me, I will still put you higher on the list than those who I’m not as personally connected with.
Once you’ve had a chance to consider how it would feel to be on the receiving end of a request to cooperate, here are some tips to help you more effectively get what you need from others:
1. Make sure that everyone who is contributing to your project clearly understands the purpose of the project, how it fits in with organizational goals, and what your personal agenda is related to the project. If you are hoping to get personal recognition, don’t hide this part of your motivation. People will trust you if you are up front, and it also gives them permission to expect personal recognition for their successes.
2. Make sure you always acknowledge everyone who goes out of their way to help you, and do it publicly, specifically and sincerely. Whenever you are speaking or presenting, make sure to share the positive contributions of others, whether they are present at the meeting or not. Also, send a thank you e-mail that not only acknowledges what was done but shares the value to the company and copies the person’s boss. This gift will be printed out and used many times! It doesn’t have to be contrived to be effective. Here is an example:
“Dear Kathy, I just wanted to thank you for taking the time to dig up those statistics for me the other day. I used them in my presentation to over 50 potential customers Tuesday, and they are exactly what we needed to make a strong impact. I know you have a lot on your plate, and I appreciate your support. – K”
3. Take the time to understand the priorities and workload of everyone you need support from. Don’t just say, “I know you have a lot on your plate”, when you have no real idea what they have on their plate. Make an effort to find out what they have to do. Then make your request as easy to comply with as possible. For example, if you need information, some employees will spend 90% of their time formatting it nicely for you because they think their presentation to you is a reflection of them. If they are busy and you don’t need them to do the formatting, you can request an e-mail with five quick bullets, or a list of the top 10 hyperlinks, or just the raw spreadsheet data. You may also discover other ways to make their job easier, or ways to get the information you need in the future without taking as much of their time.
When you look at who gets the most cooperation in organizations, it’s not necessarily the “bosses”. Most people want to feel respected, valued, and part of something positive. You can generate this in everyone you work with. Give respect by making an effort to understand what life is like in their shoes. Give value by consistently showing them how their work positively impacts the company. Give contribution by helping people clearly see the vision and their role in it. These are leadership skills, but you don’t need traditional power to become a true leader. You emerge as a leader by building the skills and using them consistently.
Friday, January 18, 2008
Our Endless Struggle with Time
All my clients struggle with time to some degree. At one end of the spectrum are those who work 18 to 20 hours per day and still can’t keep up with everything on their plates. They are exhausted, they don’t have time to spend on what they love, and they barely have time to talk with me. At the other end of the spectrum are those who have balanced their life, but still worry about protecting what they have achieved, as there are always opportunities to get lured into new commitments.
The time struggle goes deeper than balancing your “to do” list with hours in the day. Americans are addicted to productivity, and sometimes we get our identity from how much we are able to get done in a given time frame. Have you ever had one of those super-productive days and felt a “high” afterwards from the pride in how much you accomplished?
Then there’s the whole problem with everything you do stretching into the available time. You might remove things from your to do list, only to find that you still don’t seem to have time to get everything done.
I did a time management seminar at a client facility recently, and one of the key things we focused on are what I like to call “the underneath issues”. These are the underlying emotional things that prevent you from feeling comfortable in a “non-busy” state. Here are just a few:
1. Trust: If you worry that something catastrophic will happen if everything isn’t handled, then you will constantly fill your plate monitoring everything within your conscious reach that may go wrong. Even if you get more efficient, your empty time will be filled worrying, and you will create new things to worry about.
2. Identity: If your sense of self is attached to how much you can accomplish in a day, then you will constantly be driven to add as much as you can squeeze into the available spaces. It seems silly, lazy, or unproductive to allow yourself empty time, so if you find that you have 15 extra minutes, you will be compelled to squeeze something else in.
3. Connection: If you have a strong desire to have positive relationships with other people, you may have a difficult time saying no to invitations and requests for your time. You may also have a hard time closing down your e-mail or turning off instant messenger, as you wait to hear from people you care about.
It’s not just internal issues that keep us busy. Productivity, hard work, speed and efficiency are among the most important values in business today. And with the influx of technology into our social lives, we have several times as many opportunities to get involved in community activities. No matter how committed you are to living a peaceful life, the world around you will continue to buzz with activity and invite you “out”.
The bottom line is that changing your “time situation” involves more than learning new time management techniques. It requires you to examine your underlying values, and pay attention to how NOT having enough time serves you. Only when you can pinpoint what compels you to stay busy or overwhelmed can you rise above your frustration and make significant decisions that will change your life.
Copyright ©2008 Nahid Casazza, Aspyrre, www.aspyrre.com
All my clients struggle with time to some degree. At one end of the spectrum are those who work 18 to 20 hours per day and still can’t keep up with everything on their plates. They are exhausted, they don’t have time to spend on what they love, and they barely have time to talk with me. At the other end of the spectrum are those who have balanced their life, but still worry about protecting what they have achieved, as there are always opportunities to get lured into new commitments.
The time struggle goes deeper than balancing your “to do” list with hours in the day. Americans are addicted to productivity, and sometimes we get our identity from how much we are able to get done in a given time frame. Have you ever had one of those super-productive days and felt a “high” afterwards from the pride in how much you accomplished?
Then there’s the whole problem with everything you do stretching into the available time. You might remove things from your to do list, only to find that you still don’t seem to have time to get everything done.
I did a time management seminar at a client facility recently, and one of the key things we focused on are what I like to call “the underneath issues”. These are the underlying emotional things that prevent you from feeling comfortable in a “non-busy” state. Here are just a few:
1. Trust: If you worry that something catastrophic will happen if everything isn’t handled, then you will constantly fill your plate monitoring everything within your conscious reach that may go wrong. Even if you get more efficient, your empty time will be filled worrying, and you will create new things to worry about.
2. Identity: If your sense of self is attached to how much you can accomplish in a day, then you will constantly be driven to add as much as you can squeeze into the available spaces. It seems silly, lazy, or unproductive to allow yourself empty time, so if you find that you have 15 extra minutes, you will be compelled to squeeze something else in.
3. Connection: If you have a strong desire to have positive relationships with other people, you may have a difficult time saying no to invitations and requests for your time. You may also have a hard time closing down your e-mail or turning off instant messenger, as you wait to hear from people you care about.
It’s not just internal issues that keep us busy. Productivity, hard work, speed and efficiency are among the most important values in business today. And with the influx of technology into our social lives, we have several times as many opportunities to get involved in community activities. No matter how committed you are to living a peaceful life, the world around you will continue to buzz with activity and invite you “out”.
The bottom line is that changing your “time situation” involves more than learning new time management techniques. It requires you to examine your underlying values, and pay attention to how NOT having enough time serves you. Only when you can pinpoint what compels you to stay busy or overwhelmed can you rise above your frustration and make significant decisions that will change your life.
Copyright ©2008 Nahid Casazza, Aspyrre, www.aspyrre.com
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