What's Best Next

You are here: Home / Blog

David Allen on the Productive Use of Social Media

by

David Allen has a good article in Businessweek on Time Management in the Age of Social Media.

Here is an especially interesting observation:

The challenge is that each of those social media involvements can represent another virtual in box, with an implicit assumption that you should think about and deal with what lands there. If “processing” those additional streams of input is simply a matter of scanning to see what’s of interest to you, that may not take much time; and you can simply drop in and out on a whim. That’s no different than channel surfing, other than the added seductiveness of interactive rabbit trails to pursue.

But if you are expected—by yourself or others—to be more familiar with the content, or to contribute and respond to content directly, you’re going to have to be judicious in how you manage your social media commitments. It’s not as innocuous as another cable station, unless you have specifically downgraded your expectations of how you’re going to be involved.

Time Management is not First About Getting More Done in a Day

by

From To Do Doing Done:

Successful time management is not about getting more done in a day; it’s about getting the things done that matter most. Just trying to get more done every day is life in a squirrel cage running faster and faster to nowhere. Getting done what matters most leads to a life of balance, personal satisfaction, and inner peace. Choosing the tasks to be done is more important than any system of completing random tasks. The tasks we manage on a daily basis need to flow up from the pyramid base of our values. If tasks aren’t related to our values, why would we devote our time to them? (p. 67)

I would tweak two things. First, I would not want to say that getting done what matters leads to inner peace. I don’t think it is possible to find inner peace through any form of productivity, even the right kind where we are genuinely getting the right things done. If our inner peace depends upon any productivity approach, or even just getting done what matters, we are still going to fail often and thus are just setting ourselves up for frustration. But if by “inner peace” she just means a life that is not chaotic, which is functioning well, and is aerodynamic and effective (and thus more pleasant), then I would definitely agree with that.

Second, I would add that it is not enough for our tasks to align with our values. For it is possible for our values to be wrong. Our values must align with correct principles in order to be truly useful.

There is a broad scope of values that align with correct principles, so there is much room for personal uniqueness. But values aren’t the end of the story when it comes to defining the right things to be doing. Values must be based on something deeper — namely, correct principles.

Being Organized is (in part) about Being Ready

by

From Time Management from the Inside Out:

Being organized, whether with your space or time, is all about being ready. It’s about feeling in command so that you are prepared to handle all of the opportunities, distractions, and surprises life throws your way. We live in a complex, fast-paced world filled with infinite possibilities and opportunities. When you develop good time-management skills, instead of being overwhelmed by it all, you celebrate it. You know what to choose. You feel clear and focused, ready to take on life.

This observation on how organization is about being ready echoes the title of David Allen’s second book, Ready for Anything. When you are productive, you are ready for what comes your way.

I would add (and so would the author, Julie Morgenstern, but she just didn’t emphasize it as much here) that being organized is also about being able to execute on your priorities.

So their are two aims and benefits of organization: being ready to deal effectively with what comes your way, and being able to chart the course you want to take. There are both reactive and proactive components to productivity.

Ultimately, these two come together, for even in responding to the unexpected things that come our way, we want to do so in alignment with our priorities. Being organized means you know what those priorities are and that you are able to able to act on them, both in responding to the opportunities and surprises that come your way and in charting the course you want to take.

Catalytic Mechanisms for Improving Organizational Performance

by

Here are some key points from an article summarizing Jim Collins research on catalytic mechanisms for improving organizational performance.

Catalytic mechanisms are galvanizing, non-bureaucratic links that turn objectives, such as Collins’ concept of the BHAG, into performance.

There are several characteristics of catalytic mechanisms.

First, they often produce results in unpredictable ways. “Unlike traditional systems, procedures and practices – which may lead to bureaucracy and mediocrity – catalytic mechanisms let organizations achieve greatness by allowing people to do unexpected things, to show initiative and creativity, to step outside the scripted path.”

Second, they have teeth. “In contrast to lofty aspirations a catalytic mechanism puts a process in place that all but guarantees that the vision will be fulfilled.”

Third, rather than being designed to get employees to act in the right way, “catalytic mechanisms help organizations to get the right people in the first place, keep them, and eject those who do not share the company’s core values.”

Fourth, they have an ongoing effect. “Unlike electrifying off-site meetings, exciting strategic initiatives, or impending crises, a good catalytic mechanism can last for decades.

Notes on Weekly Management One on Ones

by

One-on-one’s are weekly 30-minute meetings between a manager and each person that reports to him or her.

The guys at Manager Tools say that they are the most effective management tool that they know of. They have a series of three podcats on one-on-one’s along with a worksheet that provides some additional details.

I found the podcasts so helpful that I took some notes over them. Here are my notes.

Purpose
The purpose of 1:1’s is communication. A culture of communication, in turn, is a key ingredient of organization-wide alignment and coordination across departments. Communication is the most important lever an organization has for performance.

Basics

  1. Regularly scheduled.
  2. Rarely missed. This means “always reschedule,” instead of canceling. [I would say that sometimes, it just won’t be possible to reschedule and a week will have to be missed.]
  3. Primary focus is on the team member.
  4. Take notes. Keep in a notebook or electronically, and in each meeting refer back to follow-up items.


Agenda
Here is the standing agenda that seems to work best:

  1. 10 minutes: Them. Agenda items they bring and whatever they want to talk about.
  2. 10 minutes: You. Agenda items you’ve brought; updates that will be useful to them to know. Touch base on status of projects and quarterly goals if desired.
  3. 10 minutes: The future/development. (If there is time left for this.)

Preparation
To prepare, they suggest that it can be helpful to review 5 questions. [What I basically do is review notes from the last meeting and pull together agenda items I’ve collected along other items that come to mind (updates that will be useful, etc.).]

Anyway, here are the five questions they suggest:

  1. What things in my notes from last meeting do I need to follow up on? Then write them on your agenda.
  2. What do I need to be sure to communicate to this person?
  3. What positive feedback can I give this person?
  4. What adjusting feedback am I going to give this peson?
  5. Is there something I can delegate? (“There is a gross under-delegation epidemic in America.”)