Habits

Dec 22 2014

The 9 Hit list of common time-management mistakes … Prt 2 of 2!

Part 2 of 2: A fortnight ago we started off by discussing the first 5 parts of mistakes so commonly made in managing the tasks we have in the time to achieve them. How we manage the task is what is imperative. Time continues regardless and there are always 60 minutes in an hour, 24hrs in a day and 168hrs in in week no matter how you look at it.

See how many you’re guilty of! Here’s to the start of insuring you spend your time wisely and, in turn, create wealth for your business or time for the family or friends…

PROCRASTINATION

This is the mother of all distractions from taking us away from important tasks. There are a myriad of reasons why we put things off and find other, often menial in comparison. Maybe you’re dreading the task or find it’s too big. I will often create an action plan to break the task into smaller, manageable components, work for half hour on each and then spend a last element joining the pieces together. Another is to set a time break when you will start/finish regardless of where you are. Repeat this until it is complete!

MULTITASKING

So you can multi-task eh? Here’s some data for you, as a result of not concentrating on one task or another, or speaking on the phone while emailing a reply to someone, you can actually take up to 40% MORE TIME to complete a task as you are not focused on it. Also, the person on the other end of the call realises you are not giving them your full attention and we won’t even go in to mistkaes yuove made in yur emails (or article in this case)! Become aware of the traits of Multitasking to insure you don’t fall into the trap.

FAILING TO COPE WITH DISTRACTIONS

I used to be forever reading emails as they pinged through or picking up the phone as yet another FB message found its way there. Now it’s different! I’ve turned off all email alerts and my phone goes on silent, as if I was in a meeting, when I have something important to accomplish. Manage your distractions as well as interruptions

NOT TAKING BREAKS!

We are not robots and can’t produce the best quality work over an 8hr+ stint. This is treasured downtime which enable our brains to gain a chance to breath. We feed our bodily engines with food so feed your brain with frequent breaks. Create time in your diary to go for a walk, do some exercise anything to stop your brain focusing on what you are currently doing and when you return, you’ll be surprised as to how things become so much clearer.

Coaching to success specialise in time-management to help their clients become much more productive in work while freeing up time for family and friends. If you wish to know more, simply take 10 minutes out to contact Neil on 07761 187238 or email neil@coachingtosuccess.co.uk and discover who we can help you make those changes.

Oct 13 2014

8 Starting points to effective delegation

No matter how hard you work, there’s still the same number of hours in a day with a limited number of tasks achievable. With this limitation, your success is further impeded as there are only so many people that can help you!

Well here’s a bit of shocking news, you can continue to shine while reducing your work load allowing you to concentrate on what YOU do BEST! Yep, there are others around you that can take some of your work load off. So throw away the mantle of egotistical self-importance and learn to trust in others.

OK, maybe that was a bit harsh but all too often we believe that others can’t do a particular job as well as we can. Sorry to tell you this but they can, and in some cases, even better! (Hands up from me as I too was once guilty of this!)

Why do we struggle to delegate?

It takes up-front effort to organise and monitor (initially!)
You know what to do inside out so it will be quicker
You believe no-one else can do it

Look at your role. What are you doing that others could actually do to free you. Yes, there may be an expense but if you are able to earn more while someone else handles elements that take up your time unnecessarily, then it’s a false economy to do it yourself and even more so if you’re attempting to grow your business.

So what can we do about it? Well, to begin, look at the following…

Delegate responsibility with authority but remember, ultimately, it is YOUR
Begin with the end in mind (Stephen R. Covey). The end is what is important, not necessarily the route taken. Allow the other person some slack to do it their way thus building trust!
Know the required outcome and be clear in this when passing a task on. Don’t assume they know, inform.
Refrain from belittling due to what hasn’t happened. Yes, this needs addressing but ride the successes. Consider accomplishment rewards or benefits, publically praise their work or express future opportunities.
Support! Be there to answer questions, monitor (but not micro-manage) and ask for progress updates.
Define authority and accountability. What is their level of approach? Do they need to ask what needs to be done next? Set the parameters.
Show due diligence. Agree progress updates. Discuss expected deadlines or timelines. Take time to read submitted reports or have discussions. Where necessary, make relevant adjustments.
Yes, you could probably do it quicker and more efficiently. With a little time up front, you will soon hand over relevant tasks allowing you the time to concentrate on what you do best.

The head of an orchestra can’t necessarily play every instrument but they know how to get the whole group to create a beautiful symphony due to their skill in management. This is no different for you.

Sep 29 2014

5 Chairs to conflict resolution!

I got myself into a potentially heated discussion the other day through a dismissive comment I made that hit a raw nerve!

After receiving a barrage of aggression, I realised how easy it is to upset someone. So what did I do? Stand and fight back, but to what end? Just to prove I was superior in the use of the English language (that’s not to say I was!), only to create the catalyst for a break down in our relationship over a petty remark?

Now, I realised that I was at fault and should have refrained from using flippant remarks. The situation dispersed straight away when I put my hands up and announced “my bad, I only meant to make light of the situation”. At this point, the hypothetical inferno that could have potentially gone out of control was eliminated.

All too often, we allow simple situations to spiral with both parties wanting the upper hand. It’s not a sign of weakness to back down, more of strength, as long as you are doing it for the right reason, ie I was in the wrong, not to simply appease the other person.

So what happens when it’s gone beyond the niceties and there is a definite issue, with seemingly little resolve due to the fact that “I’m not in conflict, they’re simply WRONG!”

This tool is best handled with someone to arbitrate and ask the questions. It involves 4 chairs facing in on each side of a square and 1 chair to the side.

Person one. Directly opposite is…
Person two. The chairs on either side will be…
The company/boss/family and opposite…
Outsiders looking in.

The 5th chair is for person ‘2’. Observing only.

Person ‘1’ sits in chair 1. Questions are asked concerning their views, reasons and thoughts behind what has started this conflict. The arbitrator’s task is to ask questions while insuring person 2 doesn’t interrupt.

Once person 1 has exhausted their thoughts, they are then asked to sit in chair 2 and express how they think person 2 feels about the situation. This is the critical stage for person 2 to listen and realise how their actions affect the other person.

When complete, asked them to move to chair 3. How would the company/boss or family look at what it going on and eventually to chair 4 representing someone who could potentially be effected by this.

Once complete, the whole exercise is repeated with Person 2 starting off in chair 2, then 1, 3 and 4 and the first participant in the observation chair.

When completed, all parties are brought together having a clearer understanding of cause and effect, working to resolve issues as logic has had an opportunity to step in rather than allowing emotion to gain full control.

The physical movement between chairs is an NLP trick that triggers the brain to realise they are leaving one post behind and can see clearer in the next post.

Debate adds energy to new potential ideas. Conflict dampens the thought process and the potential of moving forward. This can be costly not just for business but the morale too.

Coaching to success know the right ‘incisive’ questions to ask as we’re trained in this process to alleviate the tension and build on answers given. If you have conflict and are looking for a resolve, then make your initial enquiry with Neil either via the phone on 07761 187238 or email neil@coachingtosuccess.co.uk for a friendly, informal chat to see how we can help.

Sep 01 2014

5 things to consider when attempting that all important decision

Historically I’ve had to make decisions and kept looking at the options without really knowing what the blazes to do. Instead of gaining clarity, the more I looked, the more frustrated I became!

Knowing I’m not alone on this, today’s article is based on how to put some steps into action to aid that final decision, so here goes.

You know what it’s like, you make correct decisions, woohoo, everything pops up with that wonderful fragrance of roses. However, when it goes wrong, all you can smell is that stuff you put around the base of them! So surely it’s imperative that we offer some mindful consideration that isn’t blinded entirely by emotional outcome.

Here’s Coaching to Success’ hit-list of things you should do to take steps in achieving the required goal.

The Gathering – I’m not reminiscing about Sean Connery and Christopher Lambert in Highlander but talking about information! Look within yourself as well as factual or logical sources. Are you comfortable with the potential outcome and have you the skill-set to manage it. What information do you need? Write these down so they’re not scrambling for positioning or confusing your thought process.

What else? – As you gather your data and information, be sure not to become blinded by a singular path to find the answer! By this, I mean that we often will find alternative ways of doing the thing we seek. Keep these and add them as possibilities to your list.

Get the scales out! – All areas of decision can be measured and these values weighed. For example, create a pros and cons list such that you rate each item by a score of up to 10.Write a split list of pros on one side and cons the other. Try not to be biased but look at each item independently and weight it according to your chosen criteria. Now bring the emotional elements on how it will affect you with the practical, logical or financial ones. Tot up all the scores to see which comes out strongest.

Bite the bullet, make the decision – How often do we jump the gun (there’s a theme here!) and make a rash decision that doesn’t work out as hoped? From this, we assume other decisions will end in similar outcomes, however, using the above, your decisions won’t be so random but rather calculated!

Take action – Create a timeline, a plan with dates and order. This is your measure to insure that your decision is correct. As part of this sequence, set in review dates or times to asses and make sure that your decision is still the correct one. If it’s a purchase, allow time before making it, checking there are no other unconsidered areas.

These are but an informal way of introducing ways to help decision
making. Coaching to Success utilise these and other tools to help you with the process. Al
ong with other areas of making positive change, we invite you contact Neil Nutburn on 07761 187238 or email to info@coachingtosuccess.co.uk to arrange a free, no obligation consultation to discuss
areas we can help you prosper.

Our business is about your success and your future successes are in your hands so give us a call so we can help you turn the ideas into reality.

Apr 28 2014

How to control conversation hogs.

An old proverb quotes “Empty vessels make the most noise”, meaning there’s that vocal one amongst us who always has to be heard but doesn’t really have much to contribute.

Now I’m not actually a great believer in targeting all people who speak out as not having substance. What I feel is that others who also have important contributions are supressed before bringing it forward fearing rebuttal from outspoken individuals.

So the answer shouldn’t be about gagging these individuals, after all, their opinions do count, more so the question should be about how do you make your point when others are determined that the stage is theirs alone?

Here are some methods that will help.

From the individuals perspective

Go into neutral… The most vocal people often react to feedback. Refrain from nodding or rolling your eyes. Give NO clue and let them go, I can assure you, without fuel, their point will burn out quickly as there’s no engagement.
Continue… When someone butts in, don’t stop. Simply continue as if they were sat there with Gaffa tape across their mouth! They will soon get the point.
Boring!!!… Regardless of how inconsiderate and blatantly rude the other person is, if your subject matter is boring, people will switch off. Whether work or social, don’t go straight into finite detail. Give an overview and if the other party wish to know more, tell them but at their invitation.
Tell them… Frustrating though it is, we often allow others to run away with the conversation. Once they see an opening, you’ve given them the opportunity. So rather than being rude in return, simply inform them “John, sorry, I hadn’t quite finished what I was saying”

From the group Leader

In group meetings, know who these strong characters are. Don’t supress their ideas but allow others to take to the stage first.
- Start with those who will speak out but normally when addressed.
- Then the quieter members, often the ‘thinkers’. Having a gem of an idea but don’t offer it for fear of being shouted down. They will likely follow the lead of some but will not speak out following more ‘assertive’ (or aggressive!) members.
- FINALLY, offer the stage to the outspoken members. Throughout, control the conversation stopping these characters from railroading others!
- Allow people to finish. Give them the floor up to the point they stop. When someone attempts to cut in, as the leader state “Hang on to that thought, I’ll get to you in a minute”, if they persist, be more forceful “Jane, let Mike finish. we will get to your point momentarily”

All too often, people’s passion takes over so courtesy and politeness go out of the window. Rather than treating this as an unacceptable behaviour or trying to shut someone up … change it!

Coaching to success see this behaviour all too being invited to act as arbitrators. If this is something you feel your organisation could benefit from, contact Neil on 07761 187238 or email neil@coachingtosuccess.co.uk to see what further ways we can help you and/or your business in getting the best from ALL contributors.