It has been a long time since my fingers last visited this blog. Ironic, really, because just before I went on a hiatus I blogged about how you have to be disciplined and "make" time.
Well, I have been making time for a lot of things. Probably too many things. But not blogging.
My writing energy has been devoted to a couple of other projects. This summer, I'll be using a new textbook that a colleague and I wrote and edited, for our MBA strategy/capstone classes. I developed a paper with another colleague about measurement systems for social ventures; it won a "distinguished" research award and is forthcoming in the Academy of Entrepreneurship Journal. My favorite, though, is an article I wrote to commemorate the 100th anniversary of Fredrick W.Taylor's Scientific Management. The call for papers from the Journal of Management asked whether his work was still relevant in today's businesses. You betcha!
A key insight of Taylor's was that overloading workers made them less productive. Well, that's certainly still true today, although the overload tends to be mental rather than physical. My paper specifically addressed the issue of information overload, why it is so detrimental, and how scientific management and lean manufacturing principles could alleviate the problem.
All this is to say that I have realized I need to take a dose of my own medicine. I am overloaded. And very, very tired. So the stories I will be writing this summer will be reflections about applying scientific management and lean principles to my personal and professional lives. Comments and suggestions are welcomed!
Showing posts with label priorities. Show all posts
Showing posts with label priorities. Show all posts
Tuesday, May 8, 2012
Saturday, June 12, 2010
The Best Laid Plans
There are some who would say, "Why plan? Things change as soon as you step onto the proverbial battlefield." In the months since I last blogged, I have been a bit "shell shocked," to continue the military metaphor, with unexpected and conflicting demands on my time coming at me from several fronts.
So, while I agree that it is generally true that things do not work out as they are planned, I still believe that planning is valuable, for several reasons:
So, while I agree that it is generally true that things do not work out as they are planned, I still believe that planning is valuable, for several reasons:
- Plans help me to visualize what is to be done. According to Stephen Covey, one of the 7 Habits of Highly Effective People is to "begin with the end in mind." Planning forces you to define what the end is to be.
- Plans help me to adjust to changing circumstances. Rather than simply react, I can be proactive in how I respond when things change. Do I adjust the plan? Do I put the plan on hold? Do I persist?
- Plans help me to stay focused on my priorities. If I haven't planned, then I am likely to overlook someting that I should do. Like everyone else, I have a lot of demands on my time. I want to be intentional, and address the most important things first.
- Plans help me to be more realistic. My eyes are bigger than my stomach, and my heart is bigger than my brain! There are so many interesting projects and possibilities and worthy pursuits -- and so little time. Planning forces me to take something off, when I take something on.
- Plans make me a better colleague and friend. If someone asks me for help, I want to give a reliable response as to if and when I am willing and able to do what is asked.
Wednesday, February 24, 2010
Self Control
I am giving a talk this evening, to a student-led conference on leadership and health.
The basic premise of my talk is that you cannot expect to lead or influence others if you are not in command of yourself. Self-control is crucial. It affects how you prioritize, what you say to other people, how you react to emergencies -- as well as on your ability to lead.
Self-control is a practice of discipline. It comes from what is described in the Bible as the "Fruit of the Spirit" (Galatians 5:22-23). It takes time to develop, but is easy to lose!
Why do we lose self-control? I believe one of the biggest reasons is what Dr. Richard Swensen (Margin, 2004) calls a "lack of margin." Just having margins on a page, we should have blank space in our schedules and cushion in our finances. When we are overextended, either with our schedule or our finances, we are more likely to explode when something unexpected arises. Certainly, we lose the positive attitude that draws followers to leaders.
How do we develop more margin? I think Stephen Covey's 7 Habits of Highly Effective People (1989) has a lot to offer to someone looking for more margin. I will highlight two key points that he makes: 1. Sharpen the saw, and 2. Put the big rocks in first.
Sharpening the saw means taking care of yourself. Getting enough rest, eating healthful foods, and exercising even moderately will go a long way to improving your self control. Covey identifies the need to invest time in yourself for physical, social, spiritual, and intellectual renewal.
To make the time, you have to "put the big rocks in first." That means that you prioritize and protect the time that you need. We often spend too much time on things that are urgent, but not so important. Sharpening the saw activities are important, but not necessarily urgent -- so you need to schedule those activities ahead of the urgent (but not important) ones. Be aware of the time you spend on things that are neither urgent or important (e.g., watching TV, being immersed in MySpace, etc.), and set boundaries on those.
You also have to break the procrastination habit, something I have already blogged about.
No fun? Well, actually, you might find that by creating more margin for yourself and focusing on the right priorities that you will enjoy life more, be a better leader, and have more time for intentional fun. Self control pays dividends.
The basic premise of my talk is that you cannot expect to lead or influence others if you are not in command of yourself. Self-control is crucial. It affects how you prioritize, what you say to other people, how you react to emergencies -- as well as on your ability to lead.
Self-control is a practice of discipline. It comes from what is described in the Bible as the "Fruit of the Spirit" (Galatians 5:22-23). It takes time to develop, but is easy to lose!
Why do we lose self-control? I believe one of the biggest reasons is what Dr. Richard Swensen (Margin, 2004) calls a "lack of margin." Just having margins on a page, we should have blank space in our schedules and cushion in our finances. When we are overextended, either with our schedule or our finances, we are more likely to explode when something unexpected arises. Certainly, we lose the positive attitude that draws followers to leaders.
How do we develop more margin? I think Stephen Covey's 7 Habits of Highly Effective People (1989) has a lot to offer to someone looking for more margin. I will highlight two key points that he makes: 1. Sharpen the saw, and 2. Put the big rocks in first.
Sharpening the saw means taking care of yourself. Getting enough rest, eating healthful foods, and exercising even moderately will go a long way to improving your self control. Covey identifies the need to invest time in yourself for physical, social, spiritual, and intellectual renewal.
To make the time, you have to "put the big rocks in first." That means that you prioritize and protect the time that you need. We often spend too much time on things that are urgent, but not so important. Sharpening the saw activities are important, but not necessarily urgent -- so you need to schedule those activities ahead of the urgent (but not important) ones. Be aware of the time you spend on things that are neither urgent or important (e.g., watching TV, being immersed in MySpace, etc.), and set boundaries on those.
You also have to break the procrastination habit, something I have already blogged about.
No fun? Well, actually, you might find that by creating more margin for yourself and focusing on the right priorities that you will enjoy life more, be a better leader, and have more time for intentional fun. Self control pays dividends.
Wednesday, February 3, 2010
Individual Throughput
When I was younger, I found it hard to understand why other people could not "get it all done." I was a hard worker, efficient, and results-oriented.
That changed dramatically in my early thirties, for two key reasons. The first is that I had a child. Suddenly, my ability to manage and control my time was greatly diminished. My priorities were divided. There was never enough time to do all that I wanted to do as a mother and as a professional.
The second reason was my career change, from the corporate world into academe. I was better able gto pick and choose the things I worked on, but never really felt completely done, especially as I was developing my expertise. There was always more to learn -- and there are still so many interesting problems to solve!
As a result, during that season of life, I allowed myself very little downtime. As I often said, "I'm a working mom. I'm either working or mom-ing." No wonder I became stressed, cranky, tired and overweight. But I had good throughput!
As I approach 50 (and a new season!), the need for downtime is crystal clear to me. I do not believe this is a function of age, but rather, a result of wisdom. Downtime is beneficial because it restores and re-energizes. And I believe that, by giving yourself the freedom to shut down (and disconnect), you are actually going to improve your overall throughput.
This belief is supported by a recent article published in the Harvard Business Review's October 2009 issue (Reprint # R0910M). In their study of management consultants, Leslie Perrow and Jessica Porter suggest that "Making Time Off Predictable -- and Required" produces better overall results for individuals, the teams, the professional services firm, and the clients.
In our family, we have a few ways in which we achieve downtown. One is the "mental health day," when we are absent from work and/or school to recharge and de-stress. More often, though, we observe the Sabbath (although not always the same day/time of the week). Napping is encouraged and accomplishing tasks and chores is forbidden. We also try, with mixed success, to have disconnected vacations. To achieve this, my son and I have to shake down my husband and get his phone and watch. Otherwise, it becomes a "virtual vacation."
Try this yourself. Set aside a day and give yourself permission to be a human being, not a human doing.
That changed dramatically in my early thirties, for two key reasons. The first is that I had a child. Suddenly, my ability to manage and control my time was greatly diminished. My priorities were divided. There was never enough time to do all that I wanted to do as a mother and as a professional.
The second reason was my career change, from the corporate world into academe. I was better able gto pick and choose the things I worked on, but never really felt completely done, especially as I was developing my expertise. There was always more to learn -- and there are still so many interesting problems to solve!
As a result, during that season of life, I allowed myself very little downtime. As I often said, "I'm a working mom. I'm either working or mom-ing." No wonder I became stressed, cranky, tired and overweight. But I had good throughput!
As I approach 50 (and a new season!), the need for downtime is crystal clear to me. I do not believe this is a function of age, but rather, a result of wisdom. Downtime is beneficial because it restores and re-energizes. And I believe that, by giving yourself the freedom to shut down (and disconnect), you are actually going to improve your overall throughput.
This belief is supported by a recent article published in the Harvard Business Review's October 2009 issue (Reprint # R0910M). In their study of management consultants, Leslie Perrow and Jessica Porter suggest that "Making Time Off Predictable -- and Required" produces better overall results for individuals, the teams, the professional services firm, and the clients.
In our family, we have a few ways in which we achieve downtown. One is the "mental health day," when we are absent from work and/or school to recharge and de-stress. More often, though, we observe the Sabbath (although not always the same day/time of the week). Napping is encouraged and accomplishing tasks and chores is forbidden. We also try, with mixed success, to have disconnected vacations. To achieve this, my son and I have to shake down my husband and get his phone and watch. Otherwise, it becomes a "virtual vacation."
Try this yourself. Set aside a day and give yourself permission to be a human being, not a human doing.
Thursday, August 20, 2009
Life is a Process
As I write about process effectiveness, I think about how much of life is really a process: inputs turn into outputs through a system affected by its environment.
For example, procrastinating. This is a process at which I excel, and teach students to avoid. (It takes one to know one.) People tend to procrastinate because they are perfectionists, or because they are overwhelmed, or both. To overcome this, you projectize whatever you are procrastinating about, and then you break it into smaller pieces that are less overwhelming. Visualize the end result. Allow yourself an imperfect beginning. Do the most distasteful task first and get it out of the way. (Have you read Eat that Frog, by Brian Tracy? -- it's the same principle. While I'm at it, let me also recommend The Now Habit by Neil Fiore.) You can see, I am quite knowledgeable -- and if I may say so, adept -- at procrastinating.
My procrastinating process goes something like this: Whatever I am avoiding is usually something on paper: grading, bookkeeping, or in this case, some writing. The process begins with either carrying the papers around for a while, or looking at the pile in an unavoidable place. My anxiety increases, the longer this part of the process continues. Then I think, "Hmm, maybe I should clear my mind of all the little things distracting me from concentrating on this pile." So, I clean out my email boxes, organize something, plan something else, and sometimes even cook dinner. Yet the pile persists. So, the next step is usually a nap -- so I can feel refreshed and focused. Then -- and only then -- do I tackle something ELSE I have been procrastinating about. For example, when I had a stack of term papers to grade last semester, it was a terrific time to rewrite the by-laws for an organization of which I am a member. (I had been putting that off for several weeks, because it was a bit overwhelming, and kind of boring.)
This week, I've been avoiding working on a textbook chapter about process effectiveness. (The reference file has been on my desk for eleven days.) This time, it's an issue of perfectionism: I really, really want to make this chapter life-changing for my students. Truly, I have a passion for processes.
So, my email boxes are current, I have re-organized my closet, planned the first three weeks of classes, and even prepared to make my C, C & C (chicken, couscous, and carrots mixed together) for dinner . The nap was great. And now I'm writing the blog that I wanted to update two days ago, but have been avoiding. See how this works? You have to channel the procrastination, and make it work for you. Eventually, you get it all done.
Maybe I'll start the following chapter, procrastinate about IT, and then go back to process effectiveness. Hmmm...
For example, procrastinating. This is a process at which I excel, and teach students to avoid. (It takes one to know one.) People tend to procrastinate because they are perfectionists, or because they are overwhelmed, or both. To overcome this, you projectize whatever you are procrastinating about, and then you break it into smaller pieces that are less overwhelming. Visualize the end result. Allow yourself an imperfect beginning. Do the most distasteful task first and get it out of the way. (Have you read Eat that Frog, by Brian Tracy? -- it's the same principle. While I'm at it, let me also recommend The Now Habit by Neil Fiore.) You can see, I am quite knowledgeable -- and if I may say so, adept -- at procrastinating.
My procrastinating process goes something like this: Whatever I am avoiding is usually something on paper: grading, bookkeeping, or in this case, some writing. The process begins with either carrying the papers around for a while, or looking at the pile in an unavoidable place. My anxiety increases, the longer this part of the process continues. Then I think, "Hmm, maybe I should clear my mind of all the little things distracting me from concentrating on this pile." So, I clean out my email boxes, organize something, plan something else, and sometimes even cook dinner. Yet the pile persists. So, the next step is usually a nap -- so I can feel refreshed and focused. Then -- and only then -- do I tackle something ELSE I have been procrastinating about. For example, when I had a stack of term papers to grade last semester, it was a terrific time to rewrite the by-laws for an organization of which I am a member. (I had been putting that off for several weeks, because it was a bit overwhelming, and kind of boring.)
This week, I've been avoiding working on a textbook chapter about process effectiveness. (The reference file has been on my desk for eleven days.) This time, it's an issue of perfectionism: I really, really want to make this chapter life-changing for my students. Truly, I have a passion for processes.
So, my email boxes are current, I have re-organized my closet, planned the first three weeks of classes, and even prepared to make my C, C & C (chicken, couscous, and carrots mixed together) for dinner . The nap was great. And now I'm writing the blog that I wanted to update two days ago, but have been avoiding. See how this works? You have to channel the procrastination, and make it work for you. Eventually, you get it all done.
Maybe I'll start the following chapter, procrastinate about IT, and then go back to process effectiveness. Hmmm...
Friday, August 14, 2009
A New School Year
One of the things I love about my job is that I gain closure when a school year ends, and enjoy anticipation of the new year in the fall.
Tom Peters has said that knowledge workers should "projectize everything." Turn all of your work into projects, i.e., temporary endeavors to create a unique product or service (www.pmi.org). Temporary means only that the work has a start and an end; it does not necessarily mean short-term. A unique product or service is the desired result.
Besides enjoying the anticipation and closure that a school year provides, I find that projectizing myself is very helpful. It keeps me interested in what I am doing, and focused on the desired results. For example, I treat each course I teach as a project, even if I've taught the course before. I find that my classes vary greatly, depending on the engagement of the students, the current events we have for discussion, time of day, etc., so each one is unique.
Another way that projectizing is helpful is to provide a warning system for OVERLOAD. I have developed a sense of how many projects I can juggle at one time: my optimum is two classes, one writing project, two volunteer projects, one home improvement project, and one self improvement project. More than that, then my relationships and home responsibilities suffer.
Since I am teaching three different courses this fall, I know I need to cut back on volunteering (but will probably just let the home project idle!). In the same way, projectizing helped me realize that having five self-improvement projects, four home improvement projects, one class, two volunteer projects and four writing projects for the summer was probably unrealistic.
Finally, I like to projectize because it helps me to avoid becoming overwhelmed. Taking each project and breaking it into work packages or tasks (i.e., creating a work breakdown structure), helps me to better gauge how long the project will take. Then I can make realistic commitments to my students, colleagues, and family. (The dogs don't get it, though -- they are all about, "What have you done for me lately?")
Tom Peters has said that knowledge workers should "projectize everything." Turn all of your work into projects, i.e., temporary endeavors to create a unique product or service (www.pmi.org). Temporary means only that the work has a start and an end; it does not necessarily mean short-term. A unique product or service is the desired result.
Besides enjoying the anticipation and closure that a school year provides, I find that projectizing myself is very helpful. It keeps me interested in what I am doing, and focused on the desired results. For example, I treat each course I teach as a project, even if I've taught the course before. I find that my classes vary greatly, depending on the engagement of the students, the current events we have for discussion, time of day, etc., so each one is unique.
Another way that projectizing is helpful is to provide a warning system for OVERLOAD. I have developed a sense of how many projects I can juggle at one time: my optimum is two classes, one writing project, two volunteer projects, one home improvement project, and one self improvement project. More than that, then my relationships and home responsibilities suffer.
Since I am teaching three different courses this fall, I know I need to cut back on volunteering (but will probably just let the home project idle!). In the same way, projectizing helped me realize that having five self-improvement projects, four home improvement projects, one class, two volunteer projects and four writing projects for the summer was probably unrealistic.
Finally, I like to projectize because it helps me to avoid becoming overwhelmed. Taking each project and breaking it into work packages or tasks (i.e., creating a work breakdown structure), helps me to better gauge how long the project will take. Then I can make realistic commitments to my students, colleagues, and family. (The dogs don't get it, though -- they are all about, "What have you done for me lately?")
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