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Archives for August 2010

Priority Inbox

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From the Google blog:

People tell us all that time that they’re getting more and more mail and often feel overwhelmed by it all. We know what you mean—here at Google we run on email. Our inboxes are slammed with hundreds, sometimes thousands of messages a day—mail from colleagues, from lists, about appointments and automated mail that’s often not important. It’s time-consuming to figure out what needs to be read and what needs a reply. Today, we’re happy to introduce Priority Inbox (in beta)—an experimental new way of taking on information overload in Gmail.

Gmail has always been pretty good at filtering junk mail into the “spam” folder. But today, in addition to spam, people get a lot of mail that isn’t outright junk but isn’t very important—bologna, or “bacn.” So we’ve evolved Gmail’s filter to address this problem and extended it to not only classify outright spam, but also to help users separate this “bologna” from the important stuff. In a way, Priority Inbox is like your personal assistant, helping you focus on the messages that matter without requiring you to set up complex rules.

You can learn more about how this works and how to get started using it in the full post.

Why Companies Should be Generous in Their Pay

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This is explained very well in the Gallup book 12: The Elements of Great Managing, by Rodd Wagner and James Harter. The book is “based on Gallup’s ten million workplace interviews–the largerst worldwide study of employee engagement.”

They make the point — rightly, I believe — that “most employees who feel generously compensated repay the gesture.” For this reason, companies that pay with a generosity of spirit are likely to perform better financially than those that don’t. The reason is that when employees feel that they are being treated well with their pay (rather than the minimum the company could get by with paying them), they tend to match the gesture with more effort. It also tends to result in higher engagement (because of the thought behind their pay — not because of being driven by money), which also results in greater performance for the organization.

Here is what they have to say in their own words:

Most employees who feel generously compensated repay the gesture

One truth reemerges in various permutations throughout this book. It is that human behavior usually doesn’t conform to the logical or mathematical assumptions behind many personnel strategies. This certainly holds true of the tug-of-war over an employee’s salary.

The traditional view assumes that a company should pay as little as possible to secure someone’s services, whether that amount is just a little more than a competitor would pay or the lowest amount for which the worker will settle in his salary negotiations.

The often-overlooked flip-side of that strategy holds that the employee will do the minimum required to make his salary and his bonus. The company wants maximum work for minimum pay, while the employee wants just the reverse. Between these competing forces, the wage is settled, giving both sides a tolerable, antagonistic compromise.

But a funny thing happens in experiments where one person offers a wage and another person decides what level of effort to give in return. If the “employer” offers an above-market wage, the “employee” usually matches it with more effort, even when the worker can get away with doing less. “This suggests that on average people are willing to put forward extra effort above what is implied by purely pecuniary considerations,” wrote researchers Ernst Fehr and Simon Gachter. With conscientious, engaged employees, generosity of pay begets generosity of effort.

While money itself does not buy engagement, it appears an employee’s perception that the company is aggressively looking out for his financial interest leads to productive reciprocation. More than just the money, the thought counts.

The research points to a choice that executives must make. Do they want a workforce that thinks, “I have to fight for every extra dollar they begrudgingly pay me,” or one that feels, “If I look out for my company, they will look out for me”?

Simple questions reveal where a company stands. If a talented employee does something extraordinary or repeatedly distinguishes herself, will it be her manager or the employee herself who initiates discussion of a raise? Does the company spend more to attract outside stars than to cultivate internal ones? Does the company realize its talent is underpaid only after a competitor woos them away?

In matters of pay, as with the 12 Elements, what employees enthusiastically do for the company depends heavily on what the company eagerly does for them.

A Snapshot in to How Books take Shape

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I mentioned briefly the other day that I’m starting work on a book. I’ll give more details on what the book is about and so forth shortly.

I thought it might be fun not only to talk about the book itself (float ideas, post some early drafts parts of chapters, and so forth), but also talk a bit about my process as well. After all, it seems very fitting, when writing a book on productivity, to peel back the curtains a bit on the productivity process involved in creating that very book.

So, even though it is a bit out of order to talk about the process before what the book is actually a bit, here’s the first snapshot for you.

[Read more…]

Your Weaknesses Are Not What You are Bad At

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Listen carefully: Your weaknesses are not what you are bad at, and your strengths are not what you are good at.

Your weaknesses are the things that make you feel weak, and your strengths are the things that make you feel strong.

This means there is incredible hope for growth. For when we say “your greatest opportunity for growth is in your area of your strengths, not your weaknesses,” we do not mean: “if you are bad at something, you don’t have much hope of ever getting better at it.”

There might be something that you are initially bad at but which you could become excellent at. For if it is something that makes you feel strong, then it’s not a weakness and you won’t be stuck. You just need to work on it — and work hard — and you will experience tremendous growth.

Having a right definition of strengths and weaknesses keeps us from a fatalistic mindset. It says: “It doesn’t matter what you are bad at. If there is something you want to accomplish, identify what makes you feel strong and seek to accomplish it along that path. If you currently aren’t good at something but doing it makes you feel strong, great news: you will be able to experience tremendous growth in that area if you work hard at it. And if there are legitimate areas of weakness (things that weaken you) that weigh you down, you can navigate around them by identifying your strengths and leveraging them to pass by your weaknesses.”

The Manager's Schedule vs. the Maker's Schedule

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This is one of the most enlightening articles I’ve ever read on the subject of time management. It puts words to a dilemma that I think many people (including myself) have felt keenly, but haven’t quite been able to put our finger on. Here’s the core idea:

There are two types of schedule, which I’ll call the manager’s schedule and the maker’s schedule. The manager’s schedule is for bosses. It’s embodied in the traditional appointment book, with each day cut into one hour intervals. You can block off several hours for a single task if you need to, but by default you change what you’re doing every hour.

When you use time that way, it’s merely a practical problem to meet with someone. Find an open slot in your schedule, book them, and you’re done.

Most powerful people are on the manager’s schedule. It’s the schedule of command. But there’s another way of using time that’s common among people who make things, like programmers and writers. They generally prefer to use time in units of half a day at least. You can’t write or program well in units of an hour. That’s barely enough time to get started.

When you’re operating on the maker’s schedule, meetings are a disaster. A single meeting can blow a whole afternoon, by breaking it into two pieces each too small to do anything hard in. Plus you have to remember to go to the meeting. That’s no problem for someone on the manager’s schedule. There’s always something coming on the next hour; the only question is what. But when someone on the maker’s schedule has a meeting, they have to think about it.

For someone on the maker’s schedule, having a meeting is like throwing an exception. It doesn’t merely cause you to switch from one task to another; it changes the mode in which you work.

I find one meeting can sometimes affect a whole day. A meeting commonly blows at least half a day, by breaking up a morning or afternoon. But in addition there’s sometimes a cascading effect. If I know the afternoon is going to be broken up, I’m slightly less likely to start something ambitious in the morning. I know this may sound oversensitive, but if you’re a maker, think of your own case. Don’t your spirits rise at the thought of having an entire day free to work, with no appointments at all? Well, that means your spirits are correspondingly depressed when you don’t. And ambitious projects are by definition close to the limits of your capacity. A small decrease in morale is enough to kill them off.

He then goes on to give some helpful thoughts toward a solution at the end — both in terms of enabling managers and makers to be in sync and in terms of helping those who need to (and want to!) function in the realms of both manager and maker.

(HT: Josh Sowin)

Don't Internalize Failure

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From the book It: How Churches and Leaders Can Get It and Keep It [note: I’m not necessarily recommending the book in this case — haven’t looked through it enough –, but this was a helpful quote I took a picture of when I was thumbing through it in a bookstore]:

Don’t internalize failure. Remember that failure is an event, not a person. When you do fail, allow yourself to feel the disappointment. That’s reality, and an important part of it. But don’t internalize disapproval. Just because you failed at something doesn’t mean your a failure. Shake it off. And try something again.

You Will Suffer from Your Work, and It Is Not Sin

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I feel like I could write a trillion words on the subject, and I hope to write on this in more detail in the coming months (we’ll see). Ajith Fernando captures the essence of my thoughts very well in his article To Serve is To Suffer. He’s hitting a note that you rarely see these days, and I think he’s right on:

I have a large group of people to whom I write asking for prayer when I have a need. Sometimes my need is overcoming tiredness. When I write about this, many write back saying they are praying that God would strengthen me and guide me in my scheduling. However, there are differences in the way friends from the East and some from the West respond.

I get the strong feeling that many in the West think struggling with tiredness from overwork is evidence of disobedience to God. My contention is that it is wrong if one gets sick from overwork through drivenness and insecurity. But we may have to endure tiredness when we, like Paul, are servants of people [emphasis added].

The New Testament is clear that those who work for Christ will suffer because of their work [emphasis added]. Tiredness, stress, and strain may be the cross God calls us to. Paul often spoke about the physical hardships his ministry brought him, including emotional strain (Gal 4:19; 2 Cor 11:28), anger (2 Cor 11:29), sleepless nights and hunger (2 Cor 6:5), affliction and perplexity (2 Cor 4:8), and toiling — working to the point of weariness (Col 1:29). In statements radically countercultural in today’s “body conscious” society, he said, “Though our outer self is wasting away, our inner self is being renewed day by day” (2 Cor 4:16); and, “For we who live are always being given over to death for Jesus’ sake, so that the life of Jesus also may be manifested in our mortal flesh. So death is at work in us, but life in you” (2 Cor 4:11-12). I fear that many Christians approach these texts only with an academic interest, not seriously asking how the verses should apply in their lives.

The West, having struggled with the tyrannical rule of time, has a lot to teach the East about the need for rest. The East has something to teach the West about embracing physical problems that come from commitment to people. If you think it is wrong to suffer physically because of ministry, then you suffer more from the problem than those who believe that suffering is an inevitable step on the path to fruitfulness and fulfillment. Since the cross is a basic aspect of discipleship, the church must train Christian leaders to expect hardship. When this perspective enters our minds, pain will not touch our joy and contentment in Christ. In 18 different New Testament passages, suffering and joy appear together. In fact, suffering is often the cause for joy (Rom 5:3-5; Col 1:24; James 1:2-3).

In short, suffering is not just persecution. As Paul’s own example shows, it is also the pain, tiredness (2 Cor 6:5 — even “sleepless nights,” in which I would also include all-nighters), seasons of extensive work (2 Thessalonians 3:8; 1 Thessalonians 2:9), confusion (2 Cor 4:8), emotional pressure (2 Cor 11:28; Gal 4:19), and “non-mind-like-water” mental “weights” that come our way as we are simply being faithful. These things are not automatically signs that we are working too hard. They are often part of the path, and they are supposed to be.