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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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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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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