Monday, October 25, 2021

How To Know If You Talk Too Much


You may have heard the saying, "When you're in love, smoke gets in your eyes." Well when you're talking, smoke gets in your eyes and ears. Once you're on a roll, it's very easy to not notice that you've worn out your welcome. You may not even realize that the other person is politely trying to get a word in, or subtly signaling that they need to be elsewhere (possibly, anywhere else if you have been really boring).

There are three stages of speaking to other people. In the first stage, you're on task, relevant and concise.  But then you unconsciously discover that the more you talk, the more you feel relief.  Ahh, so wonderful and tension-relieving for you… but not so much fun for the receiver. This is the second stage – when it feels so good to talk, you don't even notice the other person is not listening.

The third stage occurs after you have lost track of what you were saying and begin to realize you might need to reel the other person back in.  If during the third stage of this monologue poorly disguised as a conversation you unconsciously sense that the other person is getting a bit fidgety, guess what happens then?

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Unfortunately, rather than finding a way to reengage your innocent victim through having them talk and then listening to them, instead the usual impulse is to talk even more in an effort to regain their interest.

Why does this happen? First, the very simple reason that all human beings have a hunger to be listened to. But second, because the process of talking about ourselves releases dopamine, the pleasure hormone.  One of the reasons gabby people keep gabbing is because they become addicted to that pleasure.

Not long after my book, Just Listen, came out, I too succumbed to ignoring signs that I had started to annoy my friend and fellow coach, Marty Nemko, host of a radio show about work on KALW, NPR's San Francisco affiliate. He and I have been coaching each other for some time.  He hit a nerve when he told me, "Mark, for an expert on listening, you need to talk less and listen more."

After I recovered from the embarrassment, he pointed out a nifty strategy that I have been using. It's helping me and it might help you. Nemko calls it the Traffic Light Rule. He says it works better when talking with most people, especially with Type A personalities, who tend to be less patient.

In the first 20 seconds of talking, your light is green: your listener is liking you, as long as your statement is relevant to the conversation and hopefully in service of the other person. But unless you are an extremely gifted raconteur, people who talk for more than roughly half minute at a time are boring and often perceived as too chatty. So the light turns yellow for the next 20 seconds— now the risk is increasing that the other person is beginning to lose interest or think you're long-winded. At the 40-second mark, your light is red. Yes, there's an occasional time you want to run that red light and keep talking, but the vast majority of the time, you'd better stop or you're in danger.

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Nemko says that following the Traffic Light Rule is just the first step in keeping you from talking too much. It's also important to determine your underlying motivation for talking so much. Is it that it just feels good to go on and on and get more stuff off your chest? Do you talk to clarify your thinking? Or do you talk because you often have to listen to other people, and when you've found someone who will let you have the microphone you just can't help yourself?

Whatever the cause, filibustering is usually a conversational turn-off, and may result in both of you deteriorating into alternating monologues. And that certainly will do little to move the conversation or your relationship forward.

One reason some people are long-winded is because they're trying to impress their conversational counterpart with how smart they are, often because they don't actually feel that way underneath. If this is the case for you, realize that continuing to talk will only cause the other person to be less impressed.

Of course, some people who talk too much simply "may not have a sense of the passage of time," Nemko says. If this is the case, the cure is not to look inside yourself for psychological insight. It's just to develop a better internal sense of how long 20 and 40 seconds are. Start to use a watch to catch yourself, for example, when on the phone. You'll get in the habit of stopping an utterance when your light is still green, or at least yellow.

Finally, remember that even 20 seconds of talking can be a turn off if you don't include the other person in the conversation. To avoid that, ask questions, try to build on what they say, and look for ways to include them in the conversation so it is a genuine dialogue instead of a diatribe.

Well I think my 40 seconds is up, so I'll stop here.

About the Author : - Mark Goulston, M.D., F.A.P.A. is a business psychiatrist, executive advisor, keynote speaker, and CEO and Founder of the Goulston Group. He is the author of Just Listen (Amacom, 2015) and co-author of Real Influence: Persuade Without Pushing and Gain Without Giving In (Amacom, 2013). Contact him here.

Thanks to Mark Goulston / Harvard Business Publishing / HBR
https://hbr.org/2015/06/how-to-know-if-you-talk-too-much?utm_medium=social&utm_campaign=hbr&utm_source=LinkedIn&tpcc=orgsocial_edit

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Monday, October 18, 2021

Analytical Tools For Six Sigma


Six sigma is the goal of improving the quality of a product or process. Six sigma uses a repeating cycle of improving the process, monitoring it, and then finding another factor or aspect to improve. Six sigma analytical tools identify areas that require improvement, prioritize them, and help monitor progress toward the new quality standard. The simplest six sigma analytical tools can be broken down into check sheets, charts and diagrams.

Charts :- Six sigma chart tools include Pareto charts, SPC charts and run charts. The Pareto principle states that 80 percent of all defects are caused by 20 percent of the root causes. Pareto charts are graphs that show which causes result in the greatest number of defects. This is done with each root cause listed from largest to smallest along the X axis. The Y axis shows the percentage of the total increasing as each root cause is added until the total is 100 percent. Those root causes on the far left are the problems for quality improvement.

Statistical Process Control charts are called SPC charts. Run charts and SPC charts plot a variable like weight over time. SPC charts will have an upper and lower acceptable limit while run charts only show the average. Both chart types will vary randomly around an average value. If the chart begins to show a trend in one direction or begins to move toward one of the outward acceptable limits of the SPC chart, the process needs to be brought under control by the six sigma team.

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Check Sheets :- Six sigma analysis can begin with a check sheet. A check sheet can be a check lists or a defect diagrams. Check sheets can be attribute check sheets, location check sheets, and variable check sheets. The check list will include all areas to check or verify before the product is considered good to send to the customer. Defect concentration diagrams involve a picture of the product with checks or x-marks where the defects have been recorded. This provides a visual image as to where the problems are occurring.

Diagrams :- Diagrams are used to show all of the causes and factors that affect quality. Cause and effect diagrams list all causes of a bad effect. Cause and effect diagrams can list the bad effects caused by the environment, the organization, and unacceptable measurements. Failure modes and effects analysis, or FMEA, traces all the ways a product or process could fail. It also lists the possible consequences of each type of failure.

Root cause analysis traces the root cause of a specific problem. Each cause is determined by asking why it happened. Each problem is traced back until it has a simple and direct root cause. A single root cause could be a factor in several of the root analysis. For example, lack of documents and drawings could be the root cause of both assembly operators building the product wrong and inspectors not knowing to check for the assembly error.

Thanks to Tamara Wilhite / Bizfluent /  Leaf Group Ltd. / Leaf Group Media
https://bizfluent.com/list-6791392-analytical-tools-six-sigma.html

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Sunday, October 3, 2021

The Case For The 6-Hour Workday


Summary
:- The eight-hour workday harkens back to 19-century socialism. When there was no upper limit to the hours that organizations could demand of factory workers, American labor unions fought hard to instill a 40-hour work week. But so much has changed since then. The internet fundamentally changed the way we live, work, and play, and the nature of work itself has transitioned in large part from algorithmic tasks to heuristic ones that require critical thinking, problem-solving, creativity, and uninterrupted stretches of time to get into a state of flow. How can you foster a shorter, more productive workday for your own team? Make it okay for employees to not be in a hyper-responsive state. Encourage employees to turn off notifications and batch-check e-mails. Block off time in calendars to allow for several hours of uninterrupted work each day. Cut your default meeting time from 60 minutes to 30 minutes. By cultivating a flow-friendly workplace and introducing a shorter workday, you’re setting the scene not only for higher productivity and better outcomes, but for more motivated and less-stressed employees, improved rates of employee acquisition and retention, and more time for all that fun stuff that goes on outside of office walls, otherwise known as life.

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The eight-hour workday harkens back to 19-century socialism. When there was no upper limit to the hours that organizations could demand of factory workers, and the industrial revolution saw children as young as six-years-old working the coal mines, American labor unions fought hard to instill a 40-hour work week, eventually ratifying it as part of the Fair Labor Standards Act of 1938.

So much has changed since then. The internet fundamentally changed the way we live, work, and play, and the nature of work itself has transitioned in large part from algorithmic tasks to heuristic ones that require critical thinking, problem-solving, and creativity.

Adam Grant, organizational psychologist and New York Times bestselling author of Originals: How Non-Conformists Move the World, says that “the more complex and creative jobs are, the less it makes sense to pay attention to hours at all.” Yet despite all of this, the eight-hour workday still reigns supreme. “Like most humans,” Grant says, “leaders are remarkably good at anchoring on the past even when it’s irrelevant to the present.”

Heuristic work requires people to get into the physiological state of flow, coined by Hungarian-American psychologist Mihaly Csikszentmihalyi in 1975. Flow refers to the state of full immersion in an activity, and you might know it best as “the zone.” A 10-year McKinsey study on flow found that top executives are up to 500% more productive when they’re in a state of flow. A study by scientists at Advanced Brain Monitoring also found that being in flow cut the time it took to train novice marksmen up to an expert level in half.

The Modern Organization Sabotages Productivity :- Many of today’s organizations sabotage flow by setting counter-productive expectations on availability, responsiveness, and meeting attendance, with research by Adobe finding that employees spend an average of six hours per day on email. Another study found that the average employee checks email 74 times a day, while people touch their smartphones 2,617 times a day. Employees are in a constant state of distraction and hyper-responsiveness.

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Jason Fried, co-founder of Basecamp and author of It Doesn’t Have to Be Crazy at Work, said on my podcast, Future Squared, that for creative jobs such as programming and writing, people need time to truly think about the work that they’re doing. “If you asked them when the last time they had a chance to really think at work was, most people would tell you they haven’t had a chance to think in quite a long time, which is really unfortunate.”

The Typical Employee Day Is Characterized By:

  • Hour-long meetings, by default, to discuss matters that can usually be handled virtually in one’s own time
  • Unplanned interruptions, helped in no small part by open-plan offices, instant messaging platforms, and the “ding” of desktop and smartphone notifications
  • Unnecessary consensus-seeking for reversible, non-consequential decisions
  • The relentless pursuit of “inbox zero,” a badge of honor in most workplaces, but a symbol of proficiency at putting other people’s goals ahead of one’s own
  • Traveling, often long-distance, to meet people face-to-face, when a phone call would suffice
  • Switching between tasks constantly, and suffering the dreaded cognitive switching penalty as a result, leaving one feeling exhausted with little to show for it
  • Wasting time on a specific task long after most of the value has been delivered
  • Rudimentary and administrative tasks

“People waste a lot of time at work,” according to Grant. “I’d be willing to bet that in most jobs, people would get more done in six focused hours than eight unfocused hours.”

Cal Newport, best-selling author of Deep Work: Rules for Focused Success in a Distracted World, echoes Grant’s sentiments, saying that “three to four hours of continuous, undisturbed deep work each day is all it takes to see a transformational change in our productivity and our lives.”

Fried agreed, saying that he gets into flow for about half the day. “If you don’t get a good four hours of flow to yourself a day, putting more hours in isn’t going to make up for it. It’s just not true that if you stay at the office longer you get more work done.”

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Despite advances in technology, and perhaps in large part because of it, many find themselves working well beyond 5 PM just to keep up with their workloads, but it doesn’t have to be that way.

How To Foster A Shorter, More Productive Workday :- I conducted a two-week, six-hour workday experiment with my team at Collective Campus, an innovation accelerator based in Melbourne, Australia. The shorter workday forced the team to prioritize effectively, limit interruptions, and operate at a much more deliberate level for the first few hours of the day. The team maintained, and in some cases increased, its quantity and quality of work, with people reporting an improved mental state, and that they had more time for rest, family, friends, and other endeavors.

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When I announced the experiment on LinkedIn, a connection responded with: “It’s nice in theory, but I can’t finish all of my tasks in six hours!” — as if all tasks were created equally. The law of nature that is the Pareto principle stipulates that about 20% of your tasks will create about 80% of the value, so it’s about focusing on those high-value tasks.

If you’re the manager of a small team with limited resources, take a moment to reflect on the following productivity techniques and remember that your job as a leader is to facilitate outcomes, not just the illusion of them.

Prioritize: Channel Pareto and focus on high-value tasks, aligned with both employee strengths and the team’s goals.

Cut: Reduce or eliminate tasks that don’t add value. Cutting your default meeting time from 60 minutes to 30 minutes, turning off notifications, and batch checking your email are all incredibly effective places to start.

Automate:
If it’s a step-by-step process-oriented task, it can probably be automated, saving you from doing it yourself.

Outsource:
If it can’t be automated, it can probably be delegated or outsourced. You’re probably not being paid to work on $10-an-hour tasks.

Test:
A lot of time is wasted in paralysis analysis and on over-investing in the wrong things. Managers can avoid both through effective experimentation, measurement, and adapting accordingly.

Start:
Do whatever it takes to start your engine. Block out time in your calendar, work on one thing at a time, do the hardest thing first, try listening to binaural beats or use the Pomodoro technique, a time management method that uses a timer to break work down into intervals, traditionally 25 minutes in length, separated by short breaks.

Set Realistic Expectations :- Make it okay for employees to not be in a hyper-responsive state and schedule uninterrupted time to get into a state of flow. Similarly, make it not okay to be interrupting people on a whim. My team has a simple rule; if a team member has their headphones in, you are not to disturb them unless it absolutely, positively can’t wait (which is hardly ever, by the way). Doing so has been shown to decrease workplace stress, according to research by Gloria Mark at the University of California, which found that stress levels declined when email was taken away from U.S. Army civilian employees for five days, because they felt more in control of their working lives.

Some Things Are Worth Fighting For :- By cultivating a flow-friendly workplace and introducing a shorter workday, you’re setting the scene not only for higher productivity and better outcomes, but for more motivated and less-stressed employees, improved rates of employee acquisition and retention, and more time for all that fun stuff that goes on outside of office walls, otherwise known as life.

Organizations are spending big money on digital transformation, but they could reap an immediate, and far more cost-effective transformational benefit just by changing the way they work, instead of what they use to work. Sure, it would be easy to pull out the “some great sentiments here, but it would never work in our organization” card, but some things are worth fighting for; ensuring that our people do their best work and live their best lives are certainly worth it.

Steve Glaveski is author of Time Rich: Do Your Best Work, Live Your Best Life, CEO of Collective Campus, a corporate innovation accelerator, and host of the Future Squared and Workflow podcasts.

Thanks to Steve Glaveski / HBR / Harvard Business Review
https://hbr.org/2018/12/the-case-for-the-6-hour-workday?fbclid=IwAR21T9T1Isao3X4frlgxwuW8DC0SIrwNTEh_HxKB42h1jK2o76kjmvo8ozg

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Tuesday, September 28, 2021

The Manager's Dilemma: How To Empower Your Team's Problem-Solving By Irial OFarrell


The Manager's Dilemma: How To Empower Your Team's Problem-Solving By Irial OFarrell

Chapter One: The Manager’s Dilemma

What’s The One “Thing” That Makes A Good Manager Good?

This is a question that regularly crops up when exploring topics such as leadership, emotional intelligence, and personality styles.  I customarily demur from answering the question as it’s usually asked in a manner that leaves me thinking that if the questioner could just find that elusive elixir, all would be right with their world.  Since there is no silver bullet to sort out all the challenges of management, I don’t like to give false hope.  

That said, I have noticed one “thing” being particularly prevalent in managers.  It’s not a “way of being” or a particular “style” of doing something.  I have no formal research evidence to back up my initial observation.  I can’t tell you the exact percentage of the management population that demonstrates this “thing”.  However, I can tell you that I’ve run my theory past hundreds of managers and it has resonated with all of them.  Of which, the most recent response was, “Yes, of course, look at how we like Gerry, because he’s good at sorting stuff out while Jacob makes very little effort”.

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Just what is this “thing” that managers tend to be good at?  In short, it’s problem-solving.  Managers tend to be very good at solving problems, resolving issues and getting things sorted out.  To be clear, I’m not saying “every” manager is good at this.  You might be thinking of Mary from accounts, who never solves problems, just leaves a trail of them behind her.  Or Dan, two bosses ago, who dithered and dawdled and never seemed to make up his mind.  Some managers definitely suffer from decision-making-phobia, while others are in the CYA game. 

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All of that said, most managers tend to be good at getting things sorted out.  Why might that be?  Taking a step back, who tends to get promoted?  At the junior levels, the people that catch management’s eye tend to be those that can figure things out, get things resolved, at least come up with some ideas and suggestions.  Let’s face it; people who take that approach tend to make managers’ lives easier.  Ironically, the employee’s reward is often more work, in the guise of additional projects, high-profile projects, opportunities that provide them with greater experience, exposure and confidence.  When promotional opportunities come up, who’s most likely to succeed?  Yep, our problem-solvers.  So, they move up the ladder and into management.

Just to reiterate the point, I used to lecture third-year manufacturing-design engineering students on Human Resource Management.  The module was introduced in response to evidence that showed that many engineering graduates moved into management roles within five years of graduating.  What do engineers tend to be very good at?  You got it, problem-solving. 

Surely, managers being good at problem-solving is a good thing, right?  On the face of it, yes.  It would seem to be a good thing, but let’s take another step back and consider it from another angle.  Let’s consider Trish’s situation.

The Manager's Dilemma: How To Empower Your Team's Problem-Solving By Irial OFarrell

Case Study Debrief

I’d love to say that Trish’s situation is a one-off, but I’ve met way too many “Trishs” to know it’s a common pattern across many industries.  Before we dissect the dynamics of this case study, it would be worth your while taking a couple of minutes and reflecting on what you think is going on. 

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Trish’s Perspective Of The Dynamic

As humans, we tend to continue doing what works for us.  Trish was good at her job because she was good at sorting things out, i.e. problem solving.  Trish was rewarded for being good at her job, by being promoted.  Consciously or unconsciously, she has clocked that she is good at her job because she sorts out problems and she gets rewarded for being good at her job, by being promoted.  Trish has connected the two and concluded that she should continue doing what got her promoted, i.e. solving problems.  It’s also what she sees her peers and her own manager doing.  When she goes to her boss, he tends to just sort it out for her or gives her direction on how best to deal with it. 

In addition to her strength of problem-solving, nobody has sat down with Trish to explain the purpose of the manager role, how it differs from the functional work of the team, how her mindset needs to shift or what additional skills she needs to start developing.  Her new boss just told her that her job was to ensure the team’s work was completed on time.  She’s doing this as best she can, with the skills, experience, direction and training she has (or hasn’t) been given. 

The Manager's Dilemma: How To Empower Your Team's Problem-Solving By Irial OFarrell

Team’s Perception Of Trish And The Dynamic

As for the team, Damon likes to understand the reason why one course of action might be better than another course.  If he just needs a decision, he’s happy to take Trish’s direction.  However, if there are several options, he likes to be able to have a discussion about them and work out which is the right option to take.  He has noticed that this doesn’t seem to be in Trish’s repertoire.  He can deal with that, but what he finds really irritating is when he brings an issue to her that he has sorted out, she immediately jumps in to either tell him what to do or takes it from him to sort out.  She doesn’t even allow him get to the end of his explanation before she’s whipped it from him.  He has gotten to the point where he doesn’t even try anymore.   

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For Ericka, on the whole, she has found that Trish’s direction is usually similar to what she was thinking herself, so it works as a good sense-check for her.  At this stage, she’s happy to just push on and sort things out herself.  Since Trish often seems so busy with other stuff, Ericka doesn’t want to bother her. 

The first time Merv brought an issue to Trish, she took it from him and said she would sort it out.  He couldn’t believe his luck—off his plate and onto hers in one fell swoop!  He tested it out a few times and she regularly either tells him what to do or takes it from him.  It’s much faster just going to Trish and getting an answer or, even better, having it taken off him than trying to figure it out himself.  He’s powering through his work while throwing the harder bits onto Trish’s desk. 

Lisa, on the other hand, really wants to learn her role and the various tasks she’s responsible for.  She really likes Trish and feels comfortable going to her with queries.  Trish doesn’t seem to mind how many times Lisa brings issues to her.  She just either tells Lisa what she should do next or sorts it out for her and Lisa is happy to take the direction.  

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When Carla is really stuck, she’ll bring it to Trish to discuss what the best thing to do is.  Carla is a bit of a chatterbox and so sometimes she finds herself discussing her issue with others on the way back to her desk.  Carla sometimes changes the final solution, off the back of these chats. 

Jaime is very focused on the task.  He’s a do-it-and-get-it-done kinda guy.  If he’s stuck, he gets impatient and just goes straight to Trish to get the answer.

As is often the case when more than one person is involved, Trish’s perspective is somewhat different to her team members’ perspectives of the situation. 

The Manager's Dilemma: How To Empower Your Team's Problem-Solving By Irial OFarrell

Dynamic Summary

Ironically, the very skill that got Trish promoted is the very skill that is holding her back from being effective in her role.  Without meaning to or without understanding how, she is causing unhelpful patterns of behaviour within the team.  It’s unwittingly starting to foment a lot of performance issues.  Worse still, she’s the one who is most likely to pay the highest price. 

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Trish is getting seriously swamped, but, all told, it’s easy for her to assume that this is how she should best deal with issues that are being escalated up to her.  Over several months, her approach has influenced and cemented the team’s pattern of behaviour.  Trish isn’t finding any of it beneficial to her, her team, her boss, the business, or the clients.  Nobody is really winning here, but Trish doesn’t know what to do differently.

The Manager's Dilemma: How To Empower Your Team's Problem-Solving By Irial OFarrell

Bio & Contact Details

Irial O'Farrell is an executive coach, author, change & organisation design expert and organisational performance specialist, having set up Evolution Consulting in 2006. She works with leaders to understand the performance dynamics within their business/function, and identifies and supports the implementation of a range of interventions that will position the business to maximise performance.  She has particular expertise in designing and implementing performance management and development systems (PMDS).

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She is an experienced manager, the first CMI-Accredited Master in Change Management in Ireland, experienced in organisation design, certified Executive Coach and Trainer, and accredited in Emotional Intelligence and Insights Discovery.  

She has published The Manager's Dilemma - How to Empower Your Team's Problem Solving (Sept 2021), SMART Objective Setting for Managers (2020) and Values - Not Just for the Office Wall Plaque: How Personal and Company Values Intersect (2012). 

Website:         www.evolutionconsulting.ie 
LinkedIn:        www.linkedin.com/in/irialofarrell/
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Irial O'Farrell Books

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Saturday, August 28, 2021

Feeling Deflated? Why Leaders Need Recognition Too


Recognizing good work has been touted as key to sustaining engagement. Leaders are encouraged to dole it out to deserving team members on a regular basis, but are leaders receiving their due credit? HR practitioners are employees too – and acknowledging their efforts may be the necessary fuel to continue fighting all the fires. Three leaders shared in a panel discussion how positive feedback has impacted them and helped them better understand their own practices.

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Employee Feedback Can Clear Doubts About Performance

Cary Shek, vice president people & culture at Klook recalled how a team member’s feedback affirmed she’s on the right track. She was working with the team member on their career development and had regular chats about their progress. This may feel like it’s all in a day’s work for leaders, but the staffer shared that everything has been very helpful. “He mentioned that I may not know how much that I have done,” Shek said. “With that kind of feedback culture, I feel, ‘oh yeah, I am actually making an impact’.”

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Managerial Recognition Can Leave A Lasting Impact

Another leader highlighted the lasting impact of a manager’s recognition on someone early in their career. “When I was really young, my boss said that we needed to hire another person to join the team,” said April Wan, VP, global head of HR at Razer Inc. “I [asked]: ‘what kind of person are you looking for?’ He said: ‘I’m looking for another you’. That’s a great compliment…It was a really small moment but that brought a lot of happiness to me and said that whatever that I do was actually worth it.”

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The Impact Of Referring Feedback From Others

Another leader’s experience of hearing people talk positively about her inspired her to include it in her engagement strategies. Earlier in her career, someone mentioned to Sonya Brown, senior VP talent & culture at Accor that a senior leader had been “saying good things about me”. “I remember how that made me feel to have good feedback referred on to you,” Brown said. “If you’re ever having a conversation with a manager, and they say something nice about a team member, I always make sure I refer that on – in case they haven’t heard it directly from the person.”

Thanks to HRD / Human Resources Director / HCAMag / Key Media
https://www.hcamag.com/asia/specialisation/employee-engagement/feeling-deflated-why-leaders-need-recognition-too/307999?utm_source=GA&utm_medium=20210826&utm_campaign=HRDAW-Newsletter-20210827&utm_content=B247FA2E-1754-4744-BFB2-7E9157654F96&tu=B247FA2E-1754-4744-BFB2-7E9157654F96

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Thursday, August 26, 2021

32 Proven Tips For Working From Home

Working from home is becoming increasingly common. With the explosion of cloud technology over the past decade, it’s easier than ever to communicate, collaborate, and be productive while working remotely.

During the COVID-19 crisis, millions of people found themselves working from home for the first time. Twitter CEO Jack Dorsey went so far as to tell employees that they could work from home permanently. 

What most people don’t realize, however, is that working from home is significantly different than working in an office. You can’t take what you did at the office and simply transfer it to your home. New skills and routines are needed—a new approach to managing your teams during crisis, and managing your own work, too.

It’s like when Michael Jordan switched from the NBA to Major League Baseball. The things that allowed him to succeed at basketball didn’t totally transfer over to baseball. He needed a different toolset.  

In this article, we’re going to provide you with 32 proven, time-tested tips for succeeding while working from home. 

Ready? 

Let’s get started. 

#1 – Set A Schedule And Stick To I

When you work from home, the boundaries between work and rest tend to get blurred. If you’re not careful, you may find yourself working too much and not taking enough time to rest. 

Creating a daily schedule puts firm boundaries around your workday. You know when you’re going to start work, when you’ll take breaks, and when you’ll stop for the day. This allows you to get into a daily rhythm. You spend less time trying to decide what you’re going to do, which reduces the amount of decision fatigue you experience and increases productivity. 

Make your schedule clear to your coworkers so that they know when you’re on and off the clock. 

  • Google Calendar allows you to create shared calendars so that people know what you’re doing on each day of the week.
  • Calendly makes it simple to agree upon meeting times without sending dozens of emails back and forth. 

#2 – Quit At Quitting Time

When you work in an office, you leave the building and go home at the end of the day, which puts a hard stop on your work. You don’t have this hard stop when you work from home. You may find yourself keeping an eye on your inbox or thinking about projects through the night, even though you’re technically done working for the day. 

This is a sure recipe for burnout. 

We already know that a majority (70%) of employees say their company needs to do more to prevent burnout. But you can do your part to prevent it, too.

At the end of the day, stop working completely. Close out browser tabs, shut your laptop, and tidy up your workspace so that it’s clean for the next morning. Then give all your attention to the remainder of your evening. 

If you don’t have a hard and fast quitting time, work items will probably carry over into your rest time. 

#3 – Get Dressed

One of the great advantages to working from home is that you don’t need to get dressed up. No suit and tie. No jacket and skirt. You can dress in clothes that are comfortable. 

However, don’t work in your pajamas, as tempting as that may be. The old adage of “dress for success” has real merits. The simple act of getting dressed mentally prepares you to tackle the day. It creates a hard boundary between lounging in your PJs and work. 

Additionally, what you wear has a significant effect on your self-perception. One study showed that wearing more formal attire made people feel like they had more authority and were more competent. 

#4 – Communicate Expectations To Those Around You

Those at home with you (roommates, kids, etc.) need to know what you expect from them. They need to know when and where you’ll be working, and they need to respect your work time. 

If you don’t establish these boundaries, all sorts of things will begin to impinge on your work time. A roommate needs a ride. A child wants you to play with them. As much as you’d like to do these things, you simply can’t while you’re working. 

Author Glenn Fleishman recommends:

  • Having a conversation with family or roommates so that they know how you’ll be working
  • Sticking to a regular schedule so that everyone knows when you’re working
  • Having some sort of sign or signal that you’re working (closed door, headphones, etc.)

#5 – Observe Routines

Most of us have routines and rituals that we perform before we start working. We drink coffee, exercise, read the headlines, etc. Going through these routines signals to our brains and bodies that it’s time to start working. They become habits and create mental “grooves” of sorts. These mental grooves make it easier to actually get started. 

Additionally, routines have been demonstrated to improve sleep cycles, which consequently helps reduce stress and improve mental health.

As much as possible, try to create and observe similar routines when you work from home. Create a pre-work ritual that helps you get in the right headspace to be productive. Maybe that ritual involves drinking a cup of tea and going for a jog. Maybe it involves meditating using an app like Headspace or Calm

The more you utilize routines, the easier it will be to get your workday started. 

#6 – Take Regular Breaks

When you work from home, it’s easy to forget to take breaks. You just keep working, maybe even going so far as to eat lunch while working. This is a sure recipe for burnout and exhaustion. 

Throughout the day, your body goes through multiple cycles of high and low energy called “ultradian rhythms”. These cycles occur every 90 – 120 minutes and play a large part in how productive you are. At the peak of a cycle, your energy is highest and at the trough its lowest. 

The implication is that you’ll be most productive if you work with your body instead of against it. Focus on getting things done when energy levels are high and then give yourself space to recover. 

Include regular breaks in your schedule and be sure to take them. Resist the temptation to just keep going. Your body and brain need to rest and recharge, and taking breaks allows this to happen. 

#7 – Create A Dedicated Workspace

Productivity is the result of habits, and numerous studies have shown that habits are the result of associations. We take action, observe the outcome, and then repeat that action if the outcome is good. The more we do this, the stronger the habit becomes. 

When you enter your office or cubicle at work, you know that it’s time to be productive. It’s not time to stream movies or check social media. There is a direct association in your brain between your workspace and productivity. 

Creating a dedicated workspace in your home can help you achieve similar levels of productivity. Having one spot where you always work creates an association in your brain between that spot and getting things done.

Your home workspace doesn’t have to be an entire room, it just needs to be a spot where you consistently work. It can be something as simple as a table in a corner. Pick a place where you enjoy spending time and then stick with it. 

#8 – Make Your Workspace Comfortable

You’re going to be spending a lot of time in your workspace, so do your best to make it comfortable. If you hate being in your workspace, it will be hard to be productive. 

Get a chair you like that supports good posture. Make sure the space is well lit, preferably with natural light. Light a candle to keep things smelling nice and maybe put up a few photos. 

#9 – Get The Right Tools

If you’re going to be productive from home, you need to have the right tools for the job. Trying to get things done without the right tools will cause you a huge amount of frustration. 

You may need to buy a laptop or tablet or some other tool. You also may need to invest in a faster internet connection if you’re going to be transferring a lot of files or remotely controlling a computer at work. 

And don’t forget communication tools. You’re probably going to need to chat with your coworkers and collaborate on projects. Applications like Slack, Google Docs, Dropbox, and Loom can help you stay in sync with people. 

#10 – Keep A Task List

When you work in an office, you’re constantly in contact with your boss, who helps you know what needs to be done when. When you work from home, that physical proximity is gone. You have an increased responsibility to identify important tasks and get them done. 

Maintaining a task list can help you stay on task. Each day, before you start working, identify your three most important tasks. Work on your most important task first, and don’t move to something else until you’ve finished. Then go to your second most important task, and so on. 

In his book The ONE Thing: The Surprisingly Simple Truth Behind Extraordinary Results, Gary Keller writes:

Getting extraordinary results is all about creating a domino effect in your life. Toppling dominoes is pretty straightforward. You line them up and tip over the first one…Highly successful people know this. So every day they line up their priorities anew, find the lead domino, and whack away at it until it falls.

Using a task list helps you create the domino effect. It ensures that you get the most important things done every day, which leads to extraordinary results. 

#11 – Do Important Work During Your Peak Periods

There are points during the day when you work more effectively. When you’re able to think most clearly and get things done most efficiently. Maybe you’re freshest first thing in the morning or after lunch. Or maybe you’re one of those rare birds who is at their best late at night. 

As much as possible, work on your most important projects during your peak periods of productivity. If you’re freshest first thing in the morning, don’t waste that time on relatively trivial tasks like email. Focus your energies on the task that will have the biggest impact. 

This is how author Stephen King produces best selling novels year after year. As Mason Curry notes in the book Daily Rituals: How Artists Work, King writes every day of the year starting at around 8:00 am, and he doesn’t stop until he reaches 2,000 words. Only then does he do less important things.  

#12 – Don’t Multitask

When you’re working from home, it’s easy to get sucked into the trap of multitasking. One minute you’re working, the next you’re cleaning up the kitchen or straightening the living room. 

This kills productivity. Time and again, research has shown that multitasking makes you far less efficient. The effort involved in switching back and forth between tasks requires more mental energy, increases the chances of error, and increases the amount of time it takes to complete tasks. 

As much as possible, try to stay focused on a single task. Work in discrete blocks of time and focus on only one thing during each block (known as “time blocking”). Don’t let your attention be spread thin. 

#13 – Use The Pomodoro Method For Productivity

The Pomodoro Method is a well-established technique that helps you work in focused bursts and then give your brain a break. It works like this: 

  • Identify your most important task. 
  • Set a timer for 25 minutes.
  • Work on the task for 25 minutes (one Pomodoro session).
  • Take a 5-minute break. 
  • After four Pomodoro sessions, take a 15-20 minute break.  

Using this technique keeps you on task, helping you give focused energy to the things that are most important. It also keeps you from working too long without taking a break. 

#14 – Block Out Distractions

There are unique distractions when you work from home. If you have kids or roommates, there may be a fair amount of noise. And if you don’t have an office where you can close the door, that noise will probably make it harder for you to get things done. 

One relatively simple solution is to get noise-cancelling headphones and then listen to background music or ambient noise that won’t distract you. Some listening options to consider:

#15 – Block Time-Wasting Websites

Few things kill productivity like the internet. One minute you’re working away, the next you’re sucked into the black hole of Facebook. 

If you have trouble resisting the allure of certain websites, consider using an application that will physically prevent you from accessing those websites. Freedom and Rescue Time both allow you to block specific websites for set periods of time. 

Simply identify which sites you want to block, how long you want them blocked, and then enjoy distraction-free productivity. 

#16 – Respond To Messages In Batches

In an effort to prove that you’re working diligently and being productive, you may be tempted to immediately answer every message you receive. Your inbox dings, you stop what you’re doing, and you fire back a response. 

And while this impulse is understandable, it will make you extremely unproductive and distracted. It’s hard to get much momentum when you’re constantly sidetracked by messages. 

A much more effective solution is to respond to messages in batches. Set aside blocks of time every day when you will go through and reply to all your emails and chats. If your supervisor is concerned about this approach, explain that you’re trying to be more productive and give them your phone number so they can call you if something truly urgent comes up. 

#17 – Get Outside

When you work from home, you’re inside more than normal. You don’t have a commute and you probably have fewer meetings to attend. If you’re not careful, you can spend all your time inside, which is bad for morale and for your health. 

Numerous studies have demonstrated the benefits of being outside. It contributes to:

  • Reduced stress
  • Improved immunity
  • Increased focus
  • Better mental health
  • Improved short term memory
  • And much more

Additionally, being outdoors increases the amount of vitamin D in your body, which is essential. Approximately 42% of Americans are vitamin D deficient. 

Try to get outside your house every day. Go for a walk. Read in a coffee shop. Grab drinks with friends. It may seem counterintuitive, but getting away from where you work will actually make you more productive. 

#18 – Take Sick Days, Even While Working From Home

Americans, in particular, seem to have a particular aversion to taking sick days. In a culture of constant productivity, taking a sick day can seem like weakness. Nothing could be further from the truth.  

If you don’t take sick days, you may actually prolong your illness since your body can’t heal. This was demonstrated during the 2016 presidential election when Hilary Clinton almost physically collapsed due to pneumonia. Unable to rest, a cough morphed into something much more serious. 

The moral of the story? Take care of yourself.  

If you’re sick, take time off to rest and recuperate. Don’t try to power through. Don’t try to get stuff done while laying in bed. Let your body fully recover. Your work will probably be subpar anyway. Cut yourself a break. 

#19 – Eat Healthy

When you’re working from home, your pantry is never more than a few steps away. There’s a huge temptation to mindlessly snack, which can quickly turn into additional pounds. 

There are a number of specific strategies you can employ to help you eat healthy at home:

  • Set specific times when you will snack and stick to those times rigidly
  • Stock up on healthy snacks that satisfy cravings but don’t add to the waistline
  • Prepare meals and snacks the night before so that you’re not tempted to just grab whatever is in front of you
  • Keep a water bottle close by to ensure that you’re hydrated
  • Use the “Healthy Plate Method” to help with portion control
  • Use an app like MyFitnessPal to help you track the calories you consume

#20 – Exercise 

Few things improve productivity like exercise. It clears your head, improves your energy, and lifts your mood. A recent study by Briston University evaluated the immediate impact of exercise on productivity, with employees comparing days they exercised versus days they didn’t. 

On the days they worked out, the employees experienced higher levels of concentration, managed their time more effectively, and felt significantly more motivation. 

The implications are clear. If you want to be productive while working from home, make exercise a part of your day. 

Go for a walk or jog. If the weather is bad, download a workout app like Nike Training Club. Consistently exercising will make the experience of working from home significantly better.

#21 – Connect With People

Loneliness is an occupational hazard when it comes to working from home. You can’t casually chat with coworkers about sports or the latest movie you saw and many meetings happen virtually with video chat. It’s easy to become very isolated very quickly. 

Prolonged loneliness and isolation can lead to a variety of health problems, including:

  • High blood pressure
  • Depression
  • Cognitive impairment
  • Anxiety
  • Heart disease
  • Obesity
  • And more

For the sake of both your physical and mental health, make an effort to connect with people a few times per week. Go to lunch with a friend or grab coffee with a neighbor. 

If circumstances such as the COVID-19 crisis prevent you from connecting with people in person, take advantage of the many communication tools now available to us:

Though virtual connection can never take the place of face-to-face interaction, it can be helpful for a period of time in keeping a healthy work culture alive. 

#22 – Communicate, Communicate, Communicate

Communication becomes even more important when you’re not working in an office. You’re not getting regular face time with your supervisor and coworkers and things can  easily get lost in strings of emails and messages. You need to say things more than once. 

Tell your boss and coworkers your schedule. Let them know when you complete a task. Make it clear when you’re taking vacation days. Communicate the same message via chat, email, video conference, etc. 

It’s better to over communicate than under communicate. Under communication leads to misunderstandings, missed deadlines, and a lot of frustration. 

#23 – Keep Written Messages Positive

Tone and body language are lost when communicating digitally. People can’t see your face or hear your voice. It’s really easy for people to interpret your words in a negative way even if you didn’t intend any negative connotations. 

Writing in Inc., Jacquelyn Smith says:

…tone is easy to misconstrue without the context you’d get from vocal cues and facial expressions. Accordingly, it’s easy to come off as more abrupt that you might have intended –you meant “straightforward,” they read “angry and curt.”…For best results, avoid using unequivocally negative words (“failure,” “wrong,” or “neglected”), and always say “please” and “thank you.

When communicating over email or chat, work hard to keep things light and positive. Maybe thrown in a joke or your favorite GIF where appropriate. Little things like this go a long way in helping you maintain good relationships with your coworkers

#24 – Clean Up For Video Calls

A big advantage of working from home is that you can wear comfortable clothes. However, you still want to look professional during video calls. 

Like it or not, your appearance is directly tied to your success. Research suggests that the way a person looks plays a really significant role in career advancement. As much as possible, try to look good when interacting with other employees, even if it’s just during a video all. 

Don’t wear a ratty t-shirt and have your hair going all over the place. Put on a decent shirt, comb your hair, shave, etc. Make it clear that you really do care about the work you’re doing. 

#25 – Use A VPN

Whenever you use a wifi network that you don’t own, like at a coffee shop or library, you should use a VPN. A VPN gives you a secure internet connection, ensuring that someone doesn’t steal important company information. The last thing you want is to have a security breach, and a VPN helps prevent that. 

Some effective VPN apps are:

#26 – Get Educated

Training and skill development programs often happen in the office, and you may miss out on these if you work from home. If this is the case, ask for whatever training you think will help you do your job better. This can be anything from online courses to conferences to books. 

There are a number of online platforms that provide in-depth training on a variety of subjects, including:

If you don’t intentionally seek out training, your skills may languish, which could cost you promotions and salary bumps. 

#27 – Resolve Problems With Phone Calls

If you sense a problem starting to arise, don’t try to solve it via email or chat. Misunderstandings are common with these methods of communication and things can quickly get worse. 

To navigate conflicts, hop on the phone or a video chat and have a conversation with anyone involved.

Kevin Hart, SVP and Managing Director at EMA Boston, says:

Holding people accountable or having a fierce conversation is best done in person. It gives you better understanding of tonality and allows you to observe body language. Also, there’s more room for two-way communication. We encourage face-to-face meetings to resolve conflicts. If that is not possible, a phone conversation is the next preferred way to determine how to move forward.

#28 – Ask For Feedback

Your boss may be hesitant about you working from home, especially in the beginning. They might worry that you won’t be as productive or that you’ll spend work time watching videos on YouTube. Yes, there are performance management systems that organizations use to check in on employees from time to time, but you still need ways to get more immediate feedback on a short-term basis.

One way to set your boss at ease is to ask for feedback on how they think it’s going. Ask them what they think is working and what isn’t. Take notes on the feedback and assure your boss that you really do want to be as efficient as possible. This can keep small problems from becoming much bigger ones.

Also, let your supervisor know of any unique challenges you’re facing that you don’t encounter in the office. Are you encountering any bottlenecks? Are there any tools you need?  This kind of open dialogue will keep things running smoothly. 

#29 – Get Clear On Company Policies

Your company probably has specific policies and guidelines related to working from home, and in some cases the crisis has been a catalyst, prompting companies to upheave and shift their policies in an entirely new direction. New policies could include everything from what hours you need to be available to what you’re allowed to use your company laptop for. 

Make sure you’re crystal clear on these. Knowing exactly what your company expects from you can help you avoid misunderstandings. It also ensures that you and your supervisor are on the same page. If you have questions regarding certain policies, get clarity as soon as possible. 

#30 – Hold Yourself Accountable

Self-accountability and self-motivation are hugely important when working from home. No one is looking over your shoulder ensuring that you get everything done. Temptations and distractions surround you. You need to hold yourself accountable for getting work done. 

You also need to maintain a high level of motivation. In a normal office environment, there are “feedback loops” in place to help you stay motivated. You perform a task, talk to your supervisor or coworkers about it, and get feedback on your performance (if you use a performance management tool for this, it’s all the easier to check. This feedback then motivates you to perform at a higher level. 

These feedback loops tend to be less present when working from home. You’ll only be successful if you maintain high levels of self-motivation. 

#31 – Experiment

It may take you some time to figure what works best for you when it comes to working from home. Don’t expect everything to fall neatly into place right at the beginning. You’ll need to find what works best for you and your style of working. 

Feel free to experiment with your schedule, workspace, task list, management tools, routine, etc. The beauty of working from home is that you have the freedom to change these things. You can optimize your working day for maximum productivity. 

#32 – Be Kind To Yourself

It takes time to get used to working at home. It’s a new work environment that requires new skills. It will take time for you to find your groove. Some days will be less productive than other days, and that’s okay. 

Show yourself compassion. Give yourself time and space to get acclimated. Over time, things will get easier. Until then, be kind to yourself.

Thanks to Alyson Taylor / People Managing People / PeopleManagingPeople.com

https://peoplemanagingpeople.com/topics/proven-tips-for-working-from-home/

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