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You are here: Home / 2008 / Archives for November 2008

Archives for November 2008

Have a Great Thanksgiving

November 26, 2008 by Matt Perman

I hope that everyone reading this blog has a great Thanksgiving.

I think the blog is off to a great start, and I really appreciate your readership. Incredibly, we’re already at 1,000 subscribers!

If I get the chance, I’ll still do a few posts over the long weekend. Mostly we’ve been focusing on getting unpacked, arranging furniture, and things like that since we just moved a little over a week ago. I hope to get most of that behind us over the weekend.

However you’ll be spending the holiday weekend, I hope you enjoy it and have a meaningful Thanksgiving. And thank you for reading this blog!

Filed Under: WBN News

The Five Horizons of Workflow

November 25, 2008 by Matt Perman

David Allen talks about viewing your work both horizontally and vertically.

The horizontal perspective is the process for actually carrying out your work — the five stages for executing your workflow. The vertical perspective pertains to how you define your work.

Allen uses an aerospace analogy to illustrate the six horizons from which to view our work. He defines them in this way (see Getting Things Done, page 51):

  1. Runway: Current actions.
  2. 10,000 feet: Current projects.
  3. 20,000 feet: Areas of responsibility.
  4. 30,000 feet: One- to two- year goals.
  5. 40,000 feet: Three- to five- year vision.
  6. 50,000 feet: Life (mission/long-term vision/values)

Each horizon “drives” the items at the level beneath. In other words, if you want to know where most of your next actions are coming from, there is probably a project (multi-step outcome) at the level above creating them. Likewise, if you want to know where your projects are coming from, there is probably an area of responsibility or larger goal at the level above creating most of them.

I have some nuances to bring to the exact way we should define these horizons, and a new horizon to introduce (the concept of operations, which fits in one way or another within areas of responsibility), but for now it is simply helpful to observe that we need to think of our work in terms of multiple horizons.

The upshot is this: If you want to get something accomplished, you need to break it down into its next-level components. For example, if you have a goal that you want to accomplish (30,000 foot level), you can’t just write it down somewhere and forget about it. Instead, you need to create a project or two (10,000 foot level) whose accomplishment will bring you closer to reaching your goal.

Likewise, when you have a project to accomplish (10,000 foot level), you need to determine what the next concrete actions are (runway level) that will bring you closer to completing your project.

Breaking things down to the next level beneath is a fundamental principle for getting things done.

Filed Under: Workflow

How to Keep Track Of Websites You Need to Use a Lot, But Which Don't Have RSS

November 21, 2008 by Matt Perman

I just got an email notifying me that a new account has been set up for me at a new Basecamp site we’re using to manage some projects.

Basecamp actually has an RSS feed you can subscribe to in order to stay up to date on your projects. Nice.

But a lot of sites that we need to use frequently in our work or regular life don’t have this. For example, to review and analyze our Google Analytics reports, I go to the actual site. Likewise with any agenda lists we keep online, financial sites, and other such stuff. Everybody has a bunch of stuff like this.

Here’s what I do when there is a site that I need to use frequently like this.

First, after I’ve created my account, I put the username and password in my passwords document. Even though Firefox (or IE if you use that) stores the passwords, sometimes the browser just won’t fill them in for me (this mostly happens with financial sites). This is also important for when the time comes that you switch computers, or browsers, and all that data doesn’t transfer in your browser.

My passwords document is a bit of a frustration because it is 16 pages, but it is simple. Each site is given a bold heading, then the username and password are underneath. There are some applications that seem to manage passwords well (like 1Password), but I haven’t taken the time yet to seriously compare how much time that would actually save me versus this document. (Also, don’t forget to password protect your password document!)

Second, I add the site to my bookmarks. The important thing here is to have your bookmarks organized well so that they are actually useful. If they aren’t organized well, they aren’t useful and you probably ignore them. See my previous post on how to organize your bookmarks for immediate access.

Third, this usually isn’t enough to remember to actually use the site. Often times the work itself contains natural reminders that will drive me to the site (as it is with Basecamp), and in those cases no further action is needed. But often times there needs to be some trigger reminding me to go check it.

For example, there is no natural trigger that sparks me to check our web stats every day. Some people are really good at just remembering the things they need (or want) to do every day. I’m not like that. When there are more than about 3 things I need to make sure and do every day or semi-frequently, I’m not going to remember to do them spontaneously. So I build them into my routine.

I have a daily routine that I go through every morning (with some exceptions) that contains the most basic things I want to make sure and do every day. One item in my routine is to process my email to zero. Another is to check our website reports (or, it used to be, until my role changed, although I should get back to doing that daily).

So if I’m going to need to review the site daily, I’ll put it in my daily routine. If less frequently, then I put it into my schedule for whatever frequency seems best (weekly, or whatever). And again, if other actions I take will naturally lead me to use the site (for example, paying bills each month naturally leads me to go to my credit card site), then it doesn’t need to go in the schedule, but having the site in your well-organized bookmarks is crucial.

The key principle here is: Don’t rely on your mind to remember to remember something, even your routines. Create a trigger. Sometimes the nature of your work will serve as the trigger, but when it doesn’t, put it in your schedule. Then use your mind for more important things than “remembering to remember,” like creativity and high-level planning and actual implementation.

Filed Under: Workflow

When to Break the Rules With Email, #1

November 21, 2008 by Matt Perman

No productivity approach or email approach can always be followed perfectly. A necessary element of any good approach is the ability to adapt even when things aren’t going smoothly and you have to break the rules.

As we’ve been discussing with email, I recommend totally clearing out the working folders (“answer,” “hold,” and “read”) at least once a day. The importance of this lies in the fact that if you don’t empty them regularly, they are just going to become another open loop that stays on your mind (and you’ll fall behind).

However, one of the values of these folders is that they enable you to easily adapt to the situation when you simply don’t have time to do much email for a series of days. This happens to all of us.

It happened to me just this week. I just moved last weekend, and then immediately had to head off to a conference on Tuesday. This has made time for email very scarce.

In times like this, it’s OK to go a few days without totally clearing out each of the folders. In fact, in these situations the folders become almost more valuable. They enable you to still keep you inbox at zero (since it doesn’t have to take too long to process your email into them), and then zero in on the ones that are most important. You can then deal with the most important ones so that they don’t fall through the cracks, and leave the rest for when you do have time.

The important thing is to not let this go on for too long and not to do it too often.

That is so important that I’m going to repeat it: It’s OK to let your working folders build up for a few days, but make sure to get them cleared out again as soon as possible. If you get in the habit of letting emails sit in those folders for extended periods of time, you lose a lot of the clarity and reduction in drag that this approach brings.

I’m sitting here at the airport getting my working folders cleared out right now. Unfortunately, I had a ridiculously early flight this morning and with everything else going on just said to myself “it’s not worth it.” But the next available flight was 4 hours later — more of a delay than I would have liked. But the good thing is that this just opened up a window of time to get those working folders cleared out so I can go into the weekend back to normal.

Filed Under: Email

You Should Have a Best Friend at Work

November 19, 2008 by Matt Perman

Conventional wisdom seems to suggest that the workplace is not a place for good friendships. One’s work life and personal life are best kept separate.

But as Tom Rath shows in his excellent book Vital Friends: The People You Can’t Afford to Live Without, research by the Gallup organization over the last several years has revealed that friendships at work are actually a critical component of employee engagement and a healthy work environment.

In other words, if you have a best friend at work, you are likely to be more effective in your work, and your organization is thus going to be better off as well. Workplace friendships are an important factor in overall organizational success.

This can actually be quantified. Rath points out that a mere 30% of employees report having a best friend at work. But “if you are fortunate enough to be in this group, you are seven times as likely to be engaged in your job” (p. 53).

Seven times more likely to be engaged in your job. That is huge!

In fact, Rath continues, “our results also suggest that people without a best friend at work all but eliminate their chances of being engaged during the work day.”

Note that the Gallup findings pertain to those with a best friend at work, and not just friends in general. This difference is critical. For their early research indicated that “having a ‘best friend’ at work — rather than just a ‘friend’ or even a ‘good friend’ — was a more powerful predictor of workplace outcomes. Apparently, the term ‘friend’ by itself had lost most of its exclusivity (p. 52)”

Here are some other findings from their research:

  • People without a best friend at work have only a 1 in 12 chance of being engaged in their job.
  • People with at least 3 close friends at work are 96% more likely to be extremely satisfied with their life.
  • Closer friendships at work can increase satisfaction with your company by nearly 50%.

What conclusions should we draw from this?

Organizations that discourage close relationships in the workplace “could be making a costly mistake.” Friendships are a critical part of a healthy workplace, and organizations should take steps to encourage their cultivation. This is first of all good for employees, and second of all it will be better for the organization. Organizations need to recognize that creating an environment that encourages the development of friendships at work is a key part of solving the problem of employee disengagement.

Rath concludes in this way:

While most companies spend their time thinking about how to increase an employee’s loyalty to their organization, our results suggest they might want to try a different approach: fostering the kind of loyalty that is built between one employee and another.

Filed Under: Career Success, Friendship

What's Not Best: Trying to Sleep on Airplanes

November 18, 2008 by Matt Perman

Normally when I’m on a plane I read the whole time. But today I had to get up at 4:30 to catch an early flight out and decided to sleep.

This was not the best decision I could have made. The space is already pretty small, obviously. Then my seat wouldn’t go back for some reason, though of course the person in front of me was able to put their seat back.

I found it impossible to figure out a decent position to rest my head, and wavered in and out of sleep for pretty much the entire flight.

I think there were a couple of other times when I tried to sleep on a plane, never with much success. Has anyone ever been succesful at getting decent sleep on an airplane? Alternatively, how do you make the most of the time when you fly?

Filed Under: What's Not Best

The Eight Kinds of Friends You Need to Have

November 18, 2008 by Matt Perman

I recently picked up Tom Rath’s book Vital Friends: The People You Can’t Afford to Live Without. It was an enjoyable, quick, and informative read. You don’t see many books on friendship, and I’ve never thought much about it before, so the topic really caught my interest.

My biggest take-away from the book was this: Different friends often play different roles in our lives, depending upon who they are and what their strengths are. Rath points out eight different “vital roles” that our friends play. Simply seeing these roles articulated was incredibly illuminating. They are:

1. Builder

“Builders are great motivators, always pushing you toward the finish line. They continually invest in your development and genuinely want you to succeed — even if it means they have to go out on a limb for you” (87).

2. Champion

“Champions stand up for you and what you believe in. They are the friends who sing your praises. Every day, this makes a difference in your life. Not only do they praise you in your presence, but a Champion also ‘has your back’ — and will stand up for you when you’re not around” (93).

3. Collaborator

“A collaborator is a friend with similar interests — the basis for many great friendships. … When you talk with a collaborator, you’re on familiar ground … you often find that you have similar ambitions in work and life” (99).

4. Companion

“A companion is always there for you, whatever the circumstance. You share a bond that is virtually unbreakable. When something big happens in your life, this is one of the first people you call” (105).

5. Connector

“A connector is a bridge builder. …. Connectors get to know you — and then introduce you to others” (111). Connectors are always inviting you to lunch and other gatherings where you can meet new people, and point you in the right direction when you need something.

6. Energizer

“Energizers are your ‘fun friends’ who always give you a boost. You have more positive moments when you are with these friends. Energizers are quick to pick you up when you’re down — and can make a good day great” (117).

7. Mind Opener

‘Mind Openers are the friends who expand your horizons and encourage you to embrace new ideas, opportunities, cultures, and people. They challenge you to think in innovative ways and help you create positive change. Mind Openers know how to ask good questions, and this makes you more receptive to ideas” (123).

8. Navigator

“Navigators are the friends who give you advice and keep you headed in the right direction. You go to them when you need guidance, and they talk through the pros and cons with you until you find an answer. In a difficult situation, you need a Navigator by your side. They help you see a positive future while keeping things grounded in reality” (129).

We need people in our lives that contribute all of these things. Many friends fulfill multiple roles, but to expect any one person to fulfill all of them is to commit the “rounding error” (which he talks about early in the book).

This even has implications for marriage, since friendship is a critical component of any marriage. In successful marriages, each spouse doesn’t expect the other to fulfill all of these roles perfectly. In unsuccessful marriages, you often have one spouse trying to “fix” the other to “do better” at everything and thus be more “rounded.” This doesn’t work. The key is to focus on what the other does bring to the relationship, not on what they don’t bring.

Vital Friends was filled with many other take-aways as well, including more detail on each of these roles and how to strengthen them. Tomorrow I’ll be posting on Rath’s findings regarding friendships in the workplace.

Filed Under: Career Success, Friendship

Should You Organize Your Sent Emails?

November 17, 2008 by Matt Perman

Several people have asked this over the last few days.  The short answer is that I treat sent items the same way I treat deleted items — I don’t organize them, but just let them remain in their folder permanently in the event that I need to refer to one in the future. If I do need to access one down the road, I simply use the search. If my sent items gets too full, I archive it.

If there is an email that I send that will be of long-term use, whether because it defines a policy or it articulates some thoughts that I want to keep handy, then I save the email into my “Documents” folder and organize it along with the rest of my electronic files. If it seems easier, then sometimes instead of saving the email itself, I’ll paste the contents into a Word document and then save that.

There are about two principles guiding my thinking here:

  1. Conservation of time. I find that the frequency with which I look back at my sent items isn’t sufficient to warrant the time to organize them.
  2. Consolidation of content. When there is something I will need for significant ongoing future reference, it is simpler to have all of those files in one spot rather than two. So I keep all such files in “Documents,” rather than Word/Office files in “Documents” and emails in email folders.

Here are some further thoughts on that last point: The way in which something was created (whether by email or some other program) is not relevant to the way in which it should be organized. What’s important is the content.

Keeping all like content together is more important than keeping all emails together. So long-term emails get filed in “Documents” with other Word and Excel and etc. documents that pertain to that particular department or topic. (And again, I am very, very selective about which emails I file into “Documents.”)

Filed Under: Email

Bad Meetings Generate Real Human Suffering

November 14, 2008 by Matt Perman

When I think of suffering, I typically think first about major trials such as famines or significant personal hardship. As we probably should.

But there are many forms of suffering, some of which we are responsible for placing on others. In our organizations, bad meetings are one such instance that deserve more attention.

Bad meetings have an effect on people beyond the meeting itself. They have ripple effects that flow throughout the organization and, perhaps even worse, into the lives and homes of our employees.

Alternatively, running effective meetings — meetings where you get things done and people actually enjoy being there — creates positive ripple effects that impact the organization and, perhaps more importantly, the lives and homes of our employees.

Patrick Lencioni makes this point very well in his book Death by Meeting: A Leadership Fable…About Solving the Most Painful Problem in Business (p. 253):

Bad meetings exact a toll on the human beings who must endure them, and this goes far beyond mere momentary dissatisfaction. Bad meetings, and what they indicate and provoke in an organization, generate real human suffering in the form of anger, lethargy, and cynicism. And while this certainly has a profound impact on organizational life, it also impacts people’s self-esteem, their families, and their outlook on life.

And so, for those of us who lead organizations and the employees who work within them, improving meetings is not just an opportunity to enhance the performance of our companies. It is also a way to positively impact the lives of our people. And that includes us.

Filed Under: Meetings

How to Get People to Send You Less Email

November 14, 2008 by Matt Perman

I don’t believe in being down on email and complaining about how much email we receive (although on a bad day it can be tempting). Keeping on top of your email is a way of serving people.

But, except in rare instances, email is not the primary task of your job. There are many other things you need to be doing, and email already takes up enough time. So it is smart to do what you can to reduce your email volume and thus make sure, as much as possible, that you aren’t spending unnecessary time on email.

The way to reduce email volume is simple: Send less email, send better emails, and use meetings effectively.

1. Send Less Email

As with most things in life, the first place to look is not to external factors, but to ourselves. Email tends to create more email. Send less and you will receive less.

The unfortunately titled but helpful book The Hamster Revolution: How to Manage Your Email Before It Manages You (just ignore their advice they give on filing email) notes that this is supported by research:

Research shows that for every five emails you receive, three require a response. This means that for every five emails we send, people send back three. I call this the boomerang effect. So if you eliminate just one out of every five outgoing emails, you’ll begin to receive roughly 12% fewer emails (p. 17).

How do you send less email? Here are some things you can do.

Ask Yourself: “Is this Email Truly Necessary?”

This is the highest impact thing that you can do. I’ve been guilty of sending off emails that articulate an idea I’m half-way thinking about, only to put in motion a premature discussion that sucks up time unnecessarily. The discussion was unnecessary because the issue didn’t need to be discussed yet, and there weren’t enough details to come to an effective conclusion. The best approach in these instances is: wait.

There are lots of other types of unnecessary emails. The fundamental thing to do here is to put yourself in your recipient’s shoes. Think of all that they probably have on their plate for the day and all the other emails that they are getting. Then ask, “Is this email going to be worth their time in light of everything else that they have going on?” You might realize that the email is actually unnecessary, or that what you actually need to do is clarify and sharpen the email (that is, write a better email — on which, see below).

Limit Use of Reply All

When you are one of many recipients, your default should be to respond only to the sender, rather than to everyone. So often we do the opposite. Only hit “reply all” if you’ve consciously concluded that it is truly necessary.

Limit Use of CC:

Most “cc:’s” are impositions on people’s time. To cc: someone breaks the rule of being clear as to the purpose for which you are sending the email to the person. What is the person supposed to do with this? Just “keep it on their radar?” They have 1,000 other things going on. Often, a cc: ends up being an accidental way of “jumping the cue” (see next point).

I don’t want to say that it is never necessary to cc: someone. Just keep it to a minimum.

Don’t Jump the Cue, Except with Praise

When you are working with someone on an issue and they aren’t in line with you the way you want, don’t email their boss. Even with a simple “update.” Keep working with the person. If you do need to talk about things at a higher level, mutually agree on that.

The biggest way this mistake happens is through the cc: function. You’ve been dialoguing with person X on subject A, and after a while decide to add the person above them in the “cc:” field so they can “get up to speed” with the discussion. Don’t do this. It takes up unnecessary time on the part of the person copied, and the person you’ve been dialoguing with is not going to be too happy.

The one time that you should jump the cue is with praise. If person X has done a great job on something, then it is a great idea to email their boss and cc: them, or to email them with a cc: to their boss. This is something everyone will appreciate.

Limit Use of FYI

This is highly related to the principle of limiting the instances in which you cc: people. Many cc:’s are FYI’s, and just like most cc:’s are unnecessary, so are most FYI’s.

Now, not all FYI’s are unnecessary. You just need to do it right. Instead of forwarding someone a long discussion thread to “update them,” for example, send them a one sentence email you write yourself that gives them the essence of things.

People appreciate real updates like that — updates that truly update them in a quick sentence or two. But they don’t appreciate long discussion threads that they have to wade through in order to figure out what “update” you want them to have.

2. Send Better Emails

So the first principle of getting less emails is to send less emails. The second principle is also in your control: Send better emails.

Why We Often Don’t Send Better Emails

The biggest problem with email is that the cost to the sender is low, but the cost to the recipient is high. It takes almost no effort, for example, to type up a lengthy, 750 word email and ask the person “what do you think?” or some other action (or muddled set of multiple actions). So the sender has it easy, but the receiver might then stuck with a wall of text to read and ambiguous actions to clarify.

When the cost of something is low, you get more of it. When the cost is high, you get less of it. The problem here is that the low cost is on the receiver’s end. So the tendency is to create more emails, and the receiver then bears the cost of those. Since the cost is largely on the recipient’s end, the sender does not feel that and hence does not adjust his behavior accordingly.

How to Send Better Emails

The solution is to make a conscious attempt to think from the other’s perspective. Since you don’t bear the cost of the email, be intentional about considering the cost your email will impose on the other person.

As mentioned above, sometimes this will mean not sending the email. Many times it will mean sending a better email. I won’t go into that here since I posted on this earlier this week. So for an outline of what it means to send better emails, see “How to Write Better Emails.”

However, let me add here two things that I failed to mention in that article: The concepts of EOM and NRN.

The Concepts of EOM and NTN

First, if you can fit your whole message in your subject line, do it. Then, end the subject line with “EOM,” which means “end of message.” This indicates to your recipient that they don’t need to take the time to open the email. They’ve seen everything in the subject line. Delete and move on.

Second, start adding “NRN” at the end of your emails. “NRN” means “no reply needed.” This relieves the recipient of the burden of having to know if you expect a verification that they received your email.

For example, if you send someone a rough idea about this or that, it might be best to close with “NRN” so the person knows that you don’t expect them to take the time to build on or develop the idea. You’re just updating them on a direction of thought you are having, but there is no need to develop it yet.

Or if you send a report, there probably isn’t a need for the recipient to take the time to say “thanks, got it.” Save your recipient’s time by making crystal clear that they don’t need to do this. NRN.

3. Use Meetings Effectively

Last of all, another fundamental way to receive less emails (and send less emails!) is to use meetings effectively.

The connection between email volume and ineffective meetings does not seem to be realized very often. But one of the reasons our email volume is so high is because we are trying to take care of things by email that are better taken care of in person.

The irony is that when we are in meetings, we often feel that the meeting is “taking time away from our real work,” by which we (without knowing it) mean the time to send and receive all the emails we wouldn’t need to deal with if we were just using that meeting effectively.

Patrick Lencioni states this brilliantly in his excellent book Death by Meeting: A Leadership Fable…About Solving the Most Painful Problem in Business (pages 251-252):

Most executives I know spend hours sending e-mail, leaving voice mail, and roaming the halls to clarify issues that should have been made clear in a meeting in the first place. [Lencioni calls this “sneaker time.”] But no one accounts for this the way they do when they add up time spent in meetings.

I have no doubt that sneaker time is the most subtle, dangerous, and underestimated black hole in corporate America. …

Remarkably, because sneaker time is mixed in with everything else during the day, we fail to see it as a single category of wasted time. It never ceases to amaze me when I see executives checking their watches at the end of a meeting and lobbying the CEO for it to end so they can ‘go do some real work.’

In so many cases, the ‘real work’ they’re referring to is going back to their offices to respond to e-mail and voice mail that they’ve received only because so many people are confused about what needs to be done.

So one of the reasons that we have so much email is because we fail to use meetings effectively. Ironically, we then want to get out of meetings so that we can do all the email that wouldn’t have been necessary if we had run the meeting correctly.

There is a lot to be said about meetings, and I will be doing a bunch of posts on meetings as this blog goes on. For now, realize that one of the fundamental ways of decreasing email volume is to run better meetings.

What Tips Do You Have?

I’ve suggested three ways to reduce email volume: Send less email, write better emails, and use meetings effectively.

What are some tips you have for reducing email volume? What do you do to send less email? How do you write better emails? What things do you do that I haven’t mentioned?

Filed Under: Email

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What’s Best Next exists to help you achieve greater impact with your time and energy — and in a gospel-centered way.

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About Matt Perman

Matt Perman started What’s Best Next in 2008 as a blog on God-centered productivity. It has now become an organization dedicated to helping you do work that matters.

Matt is the author of What’s Best Next: How the Gospel Transforms the Way You Get Things Done and a frequent speaker on leadership and productivity from a gospel-driven perspective. He has led the website teams at Desiring God and Made to Flourish, and is now director of career development at The King’s College NYC. He lives in Manhattan.

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