MANAGING YOURSELF AT WORK - Executive Wisdom...the same work quicker or to develop more...

MANAGING YOURSELF AT WORK

PORT MORESBYJULY 2018

© Ric Willmot 2018. All Rights Reserved executivewisdom.com

@RicWillmot #WillmotWisdom

Everyone talks about managing others.How to supervise. What makes a great leader.But it all starts with you.How can you better manage yourself in the workplace?

© Ric Willmot 2018. All Rights Reserved executivewisdom.com@RicWillmot #WillmotWisdom

The Busyness Continuum

Goal Setting versus Goal AchievementKnowledge versus Results


In a study of 6,000 business professionals, the great majority said that the most important factor in career success was developing a strong track record of achieving results.

But the minutiae that permeate our jobs on an everyday basis can distract us from that goal.

We need to understand what all those distractions are doing to us if we’re going to put our focus back where it belongs.



Visualise a continuum measuring how busy you are on a typical day. From less to more busy, we have the following categories:

Not Busy — living a quiet life with a minimum of activity.Busy — being actively and attentively engaged; living a life full of activity, responsibilities, and commitments.Really Busy — being engaged in constant, challenging, and ongoing activity.



If you are like most professionals in the 21st-century, you probably find yourself in the Really Busy category.Although that's a challenging spot to be, it's unfortunately just a fact of life in today's business world.But a growing percentage of working professionals regularly find themselves in the Too Busy category.In fact, it's not uncommon to conduct a management development program and find it more than 50% of the participants feel they are too busy.



When we're too busy, our ability to communicate breaks down, and our listening skills diminish.We tend to lose focus and attention to detail.Problems that need our attention are left unresolved, or they’re simply ignored altogether.Busyness can damage our ability to focus our time and talent on doing the things that lead to getting desired results.



S.T.O.P. Being So Busy

When things in the workplace become increasingly pressurised, fast-paced, and turbulent, its only logical to respond by trying to do the same work quicker or to develop more sophisticated and complex solutions to the logistical challenges you face.But in fact, when things in the workplace get crazy, it is imperative that we slowdown and exercise self-leadership and leadership of others with greater precision, passion, and persistence.



An effective way to achieve this is through a model called S. T. O. P.Sit—Think—Organise—PerformS. T. O. P. is the process of slowing down and becoming more intentional and mindful in the way you approach your work.

S.T.O.P.



Sit quietly, someplace where you won't be disturbed.Think about what you really need to accomplish, as opposed to everything else you're supposed to do that maybe less important.Organise yourself to place top priority on the results that really matter.Perform based on your priority system, checking your results to make sure that you meeting your goals.

S.T.O.P.



What specific results do I need to deliver in order to be successful over the next month/quarter/six months?

STRATEGIC S.T.O.P.



What specific activities and practices do I need to engage in to deliver the desired results?

STRATEGIC S.T.O.P.



Am I currently investing my time at work on the activities that deliver the results we need?

STRATEGIC S.T.O.P.



Are my working relationships where they need to be to deliver superior performance and results?

STRATEGIC S.T.O.P.



Is there a talent or skill that I need to work on to improve my performance?

STRATEGIC S.T.O.P.



Is there a problem or barrier that is getting in the way of my performance that I need to fix immediately?

STRATEGIC S.T.O.P.



Measure your ongoing performance to ensure you stay on track.Establish and maintain a scoreboard to track the key performance metrics that are most important for your success.

STRATEGIC S.T.O.P.


What Specific Results Am I Being Paid To Deliver?

What activities will get me there today?



It is imperative that you organise your thinking to develop a performance script for the day.You need at least 11 minutes to refocus your thoughts from urgent, pressing issues of the moment to the key activities of the day and the things you really need to get done.

ORGANISE



As your day unfolds and you implement your plan of attack, take 5 minutes halfway through your day to review your plan and make adjustments.At the end of the day, take another 5 minutes to review what you did and didn’t accomplish.

ORGANISE



Creativity is the Result of Hard Work



I Notice A Great Deal More If I Am Curious Rather Than Certain



For a product or service to count as innovative at Whirlpool, it must be:

unique and compelling to the consumercreate a competitive advantagesit on a migration path that can yield further innovations, and provide consumers with more value than anything else in the market.



Rules for Stifling Productivity

Be suspicious of every new idea from below — because it’s new and because it’s from below.After all, if the idea were any good, senior people would have thought of it already.



Insist that people who need your approval to act go through several other levels of management first.Most will fade away before getting to you.




Ask departments or individuals to challenge and criticise one another’s ideas.That saves you the job of deciding; you just pick the survivor.




Express your criticisms freely, and withhold your praise.That keeps people on their toes.Let them know they could be fired at any time.




Treat identification of problems as signs of failure, to discourage people from letting you know when something their area isn’t working.Fear of mistakes will reduce risks.




Control everything carefully.Make sure people count everything that can be counted, frequently.That ensures a tight ship with nothing extra for unproven plans.




Make decisions to reorganise or change policies in secret, and spring them on people unexpectedly.This also will keep people on their toes.




Make sure that requests for information are fully justified.Don’t give it out freely.




Assign to lower-level managers, in the name of delegation and participation, responsibility for figuring out how to cut back, lay off, move people around, or otherwise implement threatening decisions you have made.And get them to do it quickly.




Above all, never forget that you, the leaders, already know everything important about your business.Isn’t that why you’re in charge?




Stuck? Start searching for a solution.

IDEO is a well-known design company in California.The toy unit generated 4,000 new ideas—230 of which were deemed to be promising and went to the prototype stage. Of those 230, eventually 12 were deemed to have commercial potential and were sold to clients.When you go for quantity, you’re exercising one of the fundamental abilities of divergent thinking—fluency, which is the ability to generate many options when faced with a challenge.


Nobel Prize scientists published twice as many papers as non-winners. Einstein had 248 publications.Edison had 1,093 patents.Mozart had over 600 compositions.J. S. Bach had 1,000 compositions.Picasso completed more than 20,000 works in his life.


Principles for Divergent Thinking

Defer Judgment

Go for Quantity

Make Connections

Seek Novelty






What do you want to achieve?How do you want to do it?


What does it mean for you and your organisation?

What would you do differently tomorrow?

What will be the impact on your staff?

What will be the impact on your customers and end-users?

Who do you need involved to make this a reality?

What do you consider will be the roadblocks?


What will this do to your current priorities?

How will your performance be affected?

What are the key problems that must be overcome before you implement this?

What are some innovative techniques you can employ to implement your objective?

How will you educate your people about these issues?


IBM grew from a one-building small business into one of the largest corporations in the world primarily because of its sales force, not because of its pioneering innovations.

Boeing did not invent the commercial jet. De Havilland did with the Comet, but it lost ground when one of its early jets exploded in midair; not exactly a brand-building moment.American Express dragged its feet into credit cards, not introducing its first card until 8 years after Diners Club. Taking advantage of Diners Club’s billing and bookkeeping problems, Amex built not a more innovative service but a more reliable service.


Starbucks did not invent the high-end coffee chain; Peet’s preceded it.



Engage Ric for Your Organisation

Many people ask: “How can we get Ric to come and do an in-house program or consult?”

Send an e-mail to [email protected]

Send a text message to +61 412 728 113 and Ric will call you.

Private Mentoring & Coaching

The Private Client’s Mentor Program is six months of UNLIMITED ACCESS by telephone, fax, e-mail, regular mail, etc. We can meet in person as well if convenient for both of us. You and I begin with my studying your current situation, expectations, and objectives. We then establish our mentoring goals. Some members call me daily, some weekly, and some monthly. Some meet with me, others don’t. It’s up to you how we partner.

I return all telephone calls within 2 hours and written correspondence in a day. When you have completed the Mentor Program you will be able to define key business success concepts and you will immediately be able to implement strategies and techniques to maximise your effectiveness, efficiency, revenues and profitability. There are differing levels of the Program that you can join ranging from the Individual Program through the Target Programs up to the Global CEO Program. Some of the exciting benefits in being a member include:

1. UNLIMITED ACCESS by telephone, fax and email2. Telephone calls returned within 2 hours (9:00-5:00 Australian EST)3. All written correspondence replied to within a day4. Monthly Members-Only electronic newsletter & White Papers on management, strategy, marketing,

leadership, etc.5. Premium-Access to the Members-Only pages of our website6. Complimentary membership to Ric’s Forum7. Complimentary registration to any, and all of our webinars

Benefits in working with Ric in the Program includes but is not limited to:

• Assistance with how to make more sales; get more clients; make more money; all with greater balance

• Developing strategy that is effective and usable to achieve results and action• Assistance in creating an effective marketing whirlpool to attract more ideal clients, more easily• Managing staff better to benefit you and your clients• Helping you to handle any situation with confidence• Overcoming client objections• And, much more ...

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