Prioritising

Feb 15 2016

Let me just do this job first, then I’ll start on that big one…

How many times do we have a task/project to work on only to complete all those little jobs first? All of which eat up time and often used as a means to put off That job, then suddenly we have little time to complete the main item!

As a business coach, I have this under control and don’t have that problem … hmm, okay, maybe not exactly true, after all, when last checked I was still human with all the foibles this race of ours has and yes, I too have to keep a check on myself, specially when I make important decisions like remodeling my home, that’s when I call the experts from https://www.palmbeachroofingexpert.com/.

So what are some of the areas we avoid? What of…

Writing that report you know will be a massive task
Needing immediate gratification – Finding an excuse to do something more interesting.
Wanting help – Waiting for somebody to offer or take over.
Wait on something else – “I can’t complete this report until John gives me the figures”
Changing your job/career

Okay, so we’re all guilty of these, or similar, in one way or another but how do we get around it?? Here are some ideas to consider that I find useful:

EMAILS – Turn off incoming warnings. Helping to avoid the temptation to continually check each new arrival.
STOP JUGGLING – You will inevitably be drawn back into to quagmire of multitasking and when you do, take a short break from everything! Allow your mind to re-focus. Does your roof have a leak? Call up the pros to get it addressed, so you don’t have to stress out over it and focus on your real tasks. Hiring a local roofing company with high reviews on Angies List or Porch will usually be a wise idea.
PRIORITISE – Evaluate and if it’s important enough for you to do, you’ll find a way. If we don’t care, we’ll keep putting it off. Go through your tasks and prioritise them, starting with the most important.
CLEAR WORK SPACE – A cluttered desk is a cluttered mind. Piles of paper, post it notes etc. distract and stop you from focusing on the job in hand. Only keep what you’re working on in front of you, file the rest or create to-do trays.
TIME-MATRIX – Steven Covey’s matrix is a 2×2 square. Along the top is ‘Urgent’ (Left) and ‘Not Urgent’ (Right). Down the side is ‘Important’ (Top) and ‘Not Important’ (Bottom). In each quadrant , asses what is Important/Urgent (Manage), Important/Not Urgent (Focus), Not Important/Urgent (Avoid) or Not Important/Not Urgent (Avoid)
CARTESIAN QUADRANT – Similar to above, this time, along the top (a) If you do make that change & (b) if you don’t make that change. Along the side, (c) will happen & (d) won’t Once drawn, this will help give a much clearer picture of importance to focus on this or any other area where a decision needs to be made.
ACCOUNTABILITY – Chose a person, a supervisor, a junior, a spouse or friend. Tell them you’ve committed to a task with a specific time-frame and ask them to hold you accountable. Human nature compels us to act if we know others are watching!
REWARD – I once had a client who bought himself an iPad when he achieved his overall goal. I like to treat myself to a really nice cup of coffee and chill for half hour to enjoy both it and my accomplishment. Doesn’t need to be big but reward yourself. Scale it according to the level of success.

Procrastination is but one element of Time-Management, if there are other areas that you or your team are concerned with around finalising projects or managing workloads, take the first step by contacting Neil on 07761 187238 or email neil@coachingtosuccess.co.uk where you’ll be assured a warm welcome to discuss how we can help. If you’re online, have a look at his interview video at https://youtu.be/RvCwOL4hPco

Feb 01 2016

The ‘Key’ strengths of Successful Management … Prt 2of2

The last article covered areas in management concerning pleasing everyone and making time for management. Looking at setting standards, being open-minded, communication, problem solving and the art of listening.

As promised, here are the next six areas to consider when mastering the role of Manager.

Previously we looked at two areas that help towards ill-feelings that managers receive, below are another three to be considered.

Maintaining the old mind-set – You have moved on from the role you undertook but you still attempt to do the same old job!
Avoid difficult issues – Confrontation between team members; Putting off doing the reports; Making ‘that’ phone call; Meeting someone you dislike … this list can go on. Trying to ignore it isn’t the answer!
Self-belief – In the past, I thought my rapid ascension was due to luck. Was I really management material? Could I handle this next role? Well, those who appointed me believed in my abilities so look pragmatically as to why you’ve been chosen!

To continue from lessons I have personally learned as a result of seeking further academic qualifications, from experience as well as the good book of ‘How Not Too’ according to bosses I have worked with (and in one occasion, exceeded!), here are another set of clues to take on board.

Courteous & Direct – Refrain from saying one thing but thinking something else! Drop the Jeckyll & Hyde! People like you to be frank and direct about areas such as performance. Do this with humility but also remember the power of ‘Please’ and ‘Thank you’
Humour – For those that know me personally, humour and raising the feel good factor is something I’ll always aspire to achieve. Don’t make a joke of the person or situation, but witty comments relating to the issue will help reduce fearful thoughts and put people at ease.
Respect – All too often I’ve heard manager’s refer to their team as Half-wits, or other derogative remarks (I’m sure you will know of similar expressions). These are not only discriminatory but disrespectful. This in turn leads to distrust and further lack of respect. Here’s the catch, if you think that, you will receive that! To improve performance change your own thought process to thinking ‘positively’ towards staff and their abilities. Acknowledge people’s contributions. Offer assistance rather than reprimand for those who are unsure of what’s expected or lack in skillset.
Praise in Public, Reprimand in Private – We all know variations on this saying but how does it relate to you? I have seen people in authority too frequently belittle people in front of others but to what end does it serve? All too often it’s easier to criticise and take things that go well for granted. Consider the way you currently manage both negative and positive situations and start to adopt this philosophy.
Vulnerability – Showing that you may make mistakes or that you are wrong isn’t a weakness but makes you human and thus, more approachable.
Self-belief – Confidence can affect us all! If you put yourself or abilities down, it’s going to be tricky picking yourself up. Whether it be developing a small business or stepping into new Executive roles. A great saying is “Fake it ‘til you make it” or “Act as if” would be a milder interpretation. This isn’t to say be false but encourages a self-perpetuating growth in your confidence to overcome any hurdle.

Other areas to also consider include focusing on the big picture, being authentic and accessible all while being an independent thinker who looks for solutions rather than focusing on problems.

Coaching to success specialise in Management (Procedure) & Leadership (People) and whether it be yourself looking to get that edge over internal or external competition or simply looking for better ways to help manage the business, contact us by calling Neil Nutburn on 07761 187238 or send an email to info@coachingtosuccess.co.uk to arrange a free, no obligation consultation.

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.

Jan 18 2016

The ‘Key’ strengths of Successful Management … Prt 1of2

Whether you have been promoted, gone straight into the role or found yourself suddenly responsible for those around you, the majority of us like that feeling of being noticed for what others perceive us to be capable of. And what of those who manage on your behalf? What of their style? How does the team(s) look or regard them?

Due to the complexities involved in becoming a respected and admired manager, this feature will be in two parts with the second being a fortnight from now.

We begin this new adventure full of enthusiasm, clear in the knowledge that we will be successful in our endeavours. Then the honeymoon period is over. Demands upon you have increased, those around you approach you differently, the anticipated respect you thought you would obtain is absent. Worse still… you find yourself alone!

So, the happy world of management! It’s great isn’t it? Well it can be, but let’s first look at the areas that help towards creating this ill-feeling and then we’ll look at ways to move forward:

Trying to please everyone – Most of us in management have fallen into this trap but understand that you will need to make decisions that not everyone will like or appreciate!
Make time for managing – Management is about processes, structure, order and not about how much work you do compared to others! Knuckling down to get the job done doesn’t engage others and lack of ‘management’ results in both disengagement and disinterest from those who answer to you.

So where do we go from here? Having learned through education, experience and seeing historic examples from poor managers I followed in my career, I’ve developed a list to aid obtaining that respect a great manager deserves, while I also learned a lot about how management and projects work.

Set the standards – Raise the standard of work, demeanour, attitude and professionalism for all to aspire to.
Open-mindedness – For others to ‘invest’ in what they do. Take an approach of thinking ‘Yes’ before ‘No’ and that the initial idea is just the beginning thought, a small acorn from which greatness may develop. Encourage ideas.
Communicate – Knowledge is NOT power if retained by one person! Develop your communication skills and open that office door. Consider all the means of communicating: Emails, Skype, Written reports, Seminars, Meetings and yes, speaking to one another! Be seen as being approachable and rather than harbour ill-feelings towards someone, put it on the table for discussion.
Problem Solver – Look at a situation with the aim of finding a solution and asking for ideas is a great trait for others to aspire to.
Listen – “Seek first to understand, Then to be understood”, Stephen Covey states as #5 in his book “The 7 Habits of Highly Effective People” (a good read if not done so previously!). The best way to manage this is to listen. Your team may see things that you don’t and respect will be gained if you’re willing to lend an ear.

This is but a start. 3 more areas and another 6 management considerations will be highlighted in the next feature. See how you or the managers under your remit get on with these and here’s to wishing you all the developed success this will bring until the next instalment.

Should you look to gain further professional help, Coaching to success specialise in Management (Procedure) & Leadership (People) and whether it be yourself looking to get that edge over internal or external competition or simply looking for better ways to help manage the business, contact us by calling Neil Nutburn on 07761 187238 or send an email to info@coachingtosuccess.co.uk to arrange a free, no obligation consultation.

Jan 04 2016

New Start, New You … So let’s help you G.R.O.W.

Whether it be the beginning of a New Year, a new job or the determination of a new You! The focus is on development and this only comes about by planning and taking steps to realise it. The following tool comes into its own to help give you that focus you need.

As a Coach, we use the following frequently. You can start helping yourself by addressing some of the points disclosed. I use this on myself when looking to break a particular objective into achievable segments but still refer to my Coach as even I won’t ask some questions of myself that need to be asked! Or, sometimes, didn’t realise need to be asked and that’s where I can help you get to the core, then set realistic but challenging goals to reach.

So what is this tool? We refer to it as the GROW model. An acronym meaning Goal, Reality, Options and Will (or the Way forward). Now let’s break it down Further:

GOAL– What needs to be achieved? What behaviours need to be modified? Use SMART (another acronym meaning Specific, Measurable, Attainable, Realistic, Time bound). Know the measure by which you know you have reached the goal.

REALITY– How real is it? This is a critical step allowing you to establish what is happening now and what are the likely outcomes by remaining unchanged? How does the new goal interact with the objective? Have any steps already been taken, if so, what happened? Is it really achievable in the given time frame? Goals need to be at a stretch but still within grasp with effort put in.

OPTIONS– This is my favourite area. No ‘idea’ is stupid! It may not fit with the goal at this time but who’s to say it won’t work later? Let ideas fly, brainstorm allowing free flowing thoughts without fear of ridicule. Try using Spider diagrams where one idea shoots off into other elements. Write every thought. Use exploratory questions that start ‘What, Who, How’. Where there may be blockage, ask yourself a favourite of mine “… and what else could I do?” and keep repeating that same question.

WILL– Now you have the pieces from the ‘O’, let’s put them into a plan! establish which are relevant now. What will have the greatest benefit. Who else do you need to involve? And most critically WHEN are you going to START, not complete, this comes once you know when you will begin and how long each component will take.

Another trick to help you achieve your set objectives is to create awards along the way. Generate rewards for hitting set targets. This will help with positive motivation along the journey. For example, I love coffee so my reward will be to make a tasty brew once this article has been written. Rewards don’t need to be large or expensive, make them proportional to the task in hand.

As a coach, we know how to delve that bit deeper to understand obstacles that may not be revealed by yourself due to subconscious barriers being formed. We’re trained how to listen intently and ask incisive questions to find those little diamonds often missed.

Have a go. See how you get on with this and once you’ve seen the success this will bring and would like to explore what other benefits coaching can bring, contact us by calling Neil Nutburn on 07761 187238 or send an email to info@coachingtosuccess.co.uk to arrange a free, no obligation consultation.

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.

May 11 2015

The art of just getting on with it

With the full knowledge a deadline was looming to write this feature, other ‘Little’ jobs that needed to be completed consistently remained in focus because I wasn’t clear on what it was I needed to write about

Funny really, I was procrastinating as well as hiding away from the task in hand. And then I took my own advice and set about following one or two of the following

How many times have you found yourself in a similar situation where you know you have a project to start, a job that needs to be done or something needs to be prepared but you aren’t clear on what it is so we find ‘warranted’ distractions that take us away (justifiably, of course!) from what really needs to be addressed

We’re all fallible, so such things happen to even us who should know better but it affects us differently. Much like I did here, you can learn to recognise it, then address it with the help of such methods that now follow.

TIME-MATRIX – Steven Covey’s matrix is a 2×2 square. Along the top is ‘Urgent’ (Left) and ‘Not Urgent’ (Right). Down the side is ‘Important’ (Top) and ‘Not Important’ (Bottom). In each quadrant , asses what is Important/Urgent (Manage), Important/Not Urgent (Focus), Not Important/Urgent (Avoid) or Not Important/Not Urgent (Avoid)
CARTESIAN QUADRANT – Similar to above, this time, along the top (a) If you do make that change & (b) if you don’t make that change. Along the side, (c) will happen & (d) won’t Once drawn, this will help give a much clearer picture of importance to focus on this or any other area where a decision needs to be made.
EMAILS – Turn off warnings that an email had arrived. Helping to avoid the temptation to continually check each and every new one.
MONOTASK SETTING – Focus on one task at a time. Although ‘Emergencies’ may arise, can you assess their urgency? Do they all need to be done NOW?
PROCRASTINATION – Guide your wandering thoughts back to where or what you are doing. If thoughts drift, acknowledge what you’re doing and a little self-talk of getting back onto the item in hand.
STOP JUGGLING – You will inevitably be drawn back into to quagmire of multitasking and when you do, take a short break from everything! Allow your mind to re-focus, the stress levels to reduce and concentration to reframe itself.
PRIORITISE – If you are clear as to what is truly urgent as opposed to preferring to do, this will help with the focus too.

These are but a few ideas to help you get back on track. There are others that will also help and this is where a coach can help you to gain focus and meet the objectives, in the meantime, address these and see how you get on.

Coaching to Success’ director, Neil Nutburn, welcomes your enquiries if you are struggling with juggling all those tasks or, as above, avoiding the ones that need to be completed. Contact Neil on 07761 187238 or email neil@coachingtosuccess.co.uk and if you’re online, have a look at his interview video at https://youtu.be/RvCwOL4hPco