by Helena Escalante | Goals, Leadership, Mindset, Miniseries, Opportunity, Planning, Productivity, Resolutions, Time, Tools, Willpower
Links to other parts of this miniseries:
How to find 5 extra hours per week – Part 1
How to find 5 extra hours per week – Part 2
How to find 5 extra hours per week – Part 3
How to find 5 extra hours per week – Part 4
How to find 5 extra hours per week – Part 6
Estimated reading time: 4 minutes, 6 seconds.
TODAY’S IDEA: How to find 5 extra hours per week – Part 5
— From Learning to Lead: Bringing Out the Best in People by Fred Smith (1915-2007)
Good morning! How is your time crunch coming along? I hope you are indeed finding/making additional time. So far the points in this miniseries from Fred Smith’s list have focused mainly on external situations or dealing with others. But what about our internal selves and our outcomes? This is as important—if not more—than anything else we’ve seen so far.
Let’s look at how to deal with our energy, our work, and our mind when we are in a time emergency so that we can, optimally, find a minimum of 5 extra hours each week.
14. Protect personal energy. Becoming stressed and pressured for time cuts down energy and alertness, says Smith. “Since I work so much more efficiently when alert, I must protect my energy when time is scarce [so that effectiveness doesn’t suffer].” He emphasizes the importance of sleep, and also says, “I find it very important during such a time to eat less and exercise more.” In terms of the workload, Smith reminds himself, “not to try to accomplish more by overworking. What I can do in fifteen hours is not three times what I can accomplish in five.” Since a person can only have a certain number of productive hours during any given day, it’s important to make them count.
15. Schedule work according to productive hours. Each one of us knows when our most productive and effective hours are (check this miniseries to create the right environment to Be Awesomely Effective). Schedule your most creative and productive things for those hours. You’ll get the most important projects accomplished, and the work you get done will be much more than during the rest of the day.
Want to know when your peak time is? Ari Meisel, productivity guru and author of The Art of Less Doing, has a fantastic (and free!) app for smartphones. It’s called Less Doing Peak Time. Backed by science, Meisel designed it in a way that takes less than a minute every time you tap on it, and over the course of a week, you tap at different times and the app will let you know the window of time when you are at your most productive. Brilliant! (And so easy too!)
16. Compile a list of second-wind jobs. These are jobs that actually refresh you, pull you out of a lull and give you an energy boost or bring about a second wind, hence the name. Smith explains, “Second-wind jobs kill downtime and get me going. I like to do something exciting that I’ve really been waiting to work on… [These jobs] increase my utilization of time.”
17. Discipline self-talk. The author points out that all of us talk to ourselves. The important thing—especially during an emergency—is to discipline the details, and this includes our own self-talk, to focus on achieving the outcome we want. Smith relays an example: “Going to a meeting, I say to myself, What do I want to come out of the meeting with? It’s clear in my mind if I have talked it over with myself. I walk into the meeting with my agenda set and don’t waste time.”
Years ago, my friend Patti DeNucci, author of The Intentional Networker (we will see some ideas from that book in here soon), taught me the power of setting intentions before going into meetings, events, etc. Just as Smith asks above, as you are planning to go to an event/meeting, etc., ask yourself what your reason is for attending and set an intention. You will now have a purpose to be there and to work deliberately in making it happen. This is a great practice, not just for time crunches. Also, as you are approaching your entrance to the venue or meeting/conference room, remind yourself of your intention and you will be focused the whole time on accomplishing it before you leave. Try it out, it works wonders — thanks, Patti!
Come back tomorrow for the last part of this miniseries. We will learn, among other things, why it’s important to leave meetings first.
ACTION
TODAY: Attending a meeting? Going to an event? Having a conference call or just a plain business phone call? Set your intention. What do you want to get out of it? Then focus your time on making it happen. It always works (as long as it’s a good intention for all involved, of course!).
FUTURE: Make sure that you are taking appropriate care of your energy, stress and sleep over the next weeks while you are in monk mode. Go back to this miniseries on how to create 2 awesome hours of work every day. This will help you enormously to get through your time crunch and crush your goals effectively.
Know someone who could use an additional 5 hours per week during a time emergency? Please share this post with that person. Thank you! Email, Facebook or Twitter.
by Helena Escalante | Goals, Leadership, Mindset, Miniseries, Opportunity, Planning, Productivity, Resources, Time, Tools, Willpower
Links to other parts of this miniseries:
How to find 5 extra hours per week – Part 1
How to find 5 extra hours per week – Part 2
How to find 5 extra hours per week – Part 3
How to find 5 extra hours per week – Part 5
How to find 5 extra hours per week – Part 6
Estimated reading time: 4 minutes, 18 seconds.
TODAY’S IDEA: How to find 5 extra hours per week – Part 4
— From Learning to Lead: Bringing Out the Best in People by Fred Smith (1915-2007)
How is monk mode going? Are you making progress towards your 5 extra hours per week? I hope so!
I also hope that, as I share these ideas with you in this miniseries, you begin to see why it makes sense to apply them only when you are in a time crunch. Albeit, there are some points that I believe can be applied also at other times to make our work much more efficient, such as #11 below.
I’ll let you select your favorites from this installment of the 20-point checklist from Fred Smith’s book Learning to Lead. Happy monk mode!
9. Know your limitations. You do not have to meet with everybody that asks to see you. Smith tells a story of a person who wanted to go by and talk to him. Since he was busy, he asked, “What do you want to see me about?” And upon hearing the response, Smith realized he could not help him and did not see him. “I didn’t need to sit down and talk to him thirty minutes, and then disappoint him. I told him very quickly by phone, without being brutal.” Smith explains, “When I’m pressed for time I must pinpoint the counseling situations where I can uniquely help and then push the others to someone else. But a lot of times, we will see someone out of curiosity… just to find out the story.” Don’t give in to curiosity. Recognize you’re pressed for time and know your limitations.
10. Ask permission to say no. This is a brilliant approach if you’re concerned you’ll disappoint or seem rude by saying no. Smith explains, “When I need to decline something, I want to say no as simply and graciously as I can. When I ask for permission to decline, people generally give it to me. I don’t say ‘If you only knew how busy I am, you wouldn’t ask!’ I just say, ‘Let me ask a favor. May I say no?’ […] I handle it once, cleanly and clearly, and save a lot of time that way.”
11. Distinguish between information and relation. This book was written in 1986 when there was no email, chat, text messages, social media, etc., but the approach Smith mentions applies perfectly to today’s digital communications too. “Those who say to answer every letter when you receive it are missing a very important point. Mail and phone calls come in two kinds: information and relation. When I divide them up, I find most of my mail and calls are information. I can handle them once. But I don’t want my habit to cause me to handle relational things that way.” Smith says he takes care of providing the information that is required once, as it can be given at that point or later, and thus he avoids handling informational requests twice. However, if someone asks a personal question, he avoids saying the first thing that comes to mind: “I ask myself, How will this strike this person?” And given that this approach requires more time and energy to think about, he suggests postponing all relational questions until after your emergency period if you can.
12. Utilize [an assistant] for informational things. In today’s world of automation and optimization, you can use the help of an assistant. Be it an electronic device, an online program, a website, a Virtual Assistant that works remotely, or a person who works next to you, let them handle all requests for information.
13. Deal only with the “driving wheels.” Smith explains, “Every organization has some people whose thinking and action control everyone else’s thinking and action. In order to save time during a period of emergency, I only deal with these driving wheels. They may not be the title people. But if we know our organizations, we can identify the driving wheels and the people I call the ‘idling gears.’ […] If I’m in a hurry, I spend time only with the people who make things happen, who form the opinions. I put the other relationships on hold for a while.”
Come back tomorrow for another installment of this 20-point checklist where you will learn about creating a list that can help you make the most of your downtime during this crunch.
ACTION
TODAY: Think of a time in the past when you met with someone out of curiosity. Now think of the time when you met with someone for a specific purpose. Be aware of that part of you that gives in to curiosity so that, during this period, you are not tempted by it.
FUTURE: As you are moving through this period of time emergency, think about getting assistance for those things that you do that someone else could do, e.g., handle the requests for information. Give that some thought and implement the way it works best for you.
Know someone who could use an additional 5 hours per week during a time emergency? Please share this post with that person. Thank you! Email, Facebook or Twitter.
by Helena Escalante | Goals, Leadership, Mindset, Miniseries, Opportunity, Planning, Productivity, Resources, Time, Tools, Willpower
Links to other parts of this miniseries:
How to find 5 extra hours per week – Part 1
How to find 5 extra hours per week – Part 2
How to find 5 extra hours per week – Part 4
How to find 5 extra hours per week – Part 5
How to find 5 extra hours per week – Part 6
Estimated reading time: 4 minutes, 0 seconds.
TODAY’S IDEA: How to find 5 extra hours per week – Part 3
— From Learning to Lead: Bringing Out the Best in People by Fred Smith (1915-2007)
So far, In Parts 1 and 2 of this miniseries, we’ve looked at some important basics, such as letting people know that they’ll be seeing less of you for a certain time, cleaning your desk, eliminating the news, being selective on our reading materials and waking up a bit earlier. Today we are going to continue looking at the next installment in Fred Smith’s 20-point checklist as it appears in his book Learning to Lead.
6. Work on the majors only. “Some people have the unfortunate habit—and it is a habit—of listing everything that they have to do as if it were equal with all the others. […] Not everything in life is of equal importance… make a hierarchy of priorities to keep [you] from allowing emergencies to top the list. […] Write down the two, three or four major things [you] simply cannot slight, and be sure only to work on them. These are [your] current majors, the items of greatest importance today. Everything else has to be pushed aside to work on the majors.”
As it relates to this point, on this post, Greg McKeown (author of Essentialism) emphasizes two things:
(a) The idea that we can do all or have it all is a damaging myth because “it results in stressed people trying to cram yet more activities into their already overscheduled lives.”
(b) Prioritizing (or focusing on the majors only) doesn’t mean just saying no. It entails “purposefully, deliberately and strategically eliminating the non-essentials, and not just getting rid of the obvious time wasters, but cutting out some really good opportunities as well.”
Be careful as you work on the majors, as some decisions will be very hard to make and require lots of careful thinking, especially when the opportunity in front of you is very attractive. Try to postpone those opportunities for later, when you are done with your emergency period.
7. Make no radical changes. “The object of the battle plan is to pick up time, not to change.” Since radical shifts require much time to implement, Smith advises against them: “I wouldn’t try to review my habits for spending time. These are my reflexes, and it takes too much effort to change them. I wouldn’t attempt to rework the organization or correct others’ mistakes or get people mad at me and have to go back and apologize. I call these kinds of things ‘rework.’ I save the rework for the general war and concentrate on winning the present battle.”
8. Avoid the wood-hay-and-stubble activities. “Things that flatter [your] ego, satisfy [your] human ambition, make [you] liked—social affairs—are wood, hay, and stubble. If [you] have time for them, they’re perfectly all right… [but] they can drain a lot of time.” Smith suggests making a list of the meetings from which you can stay away comfortably. Lunch with [an organization] every time it meets is not mandatory as you can catch another of those lunches in the future. Under emergency mode, Smith points out he might go into a meeting and say, “Folks, I’m pressed for time. I’m going to have to ask your indulgence. Give me 15 minutes to cover my subjects. You talk them out after I’m gone and then write a memo on what our plan should be.” But he reminds us to do this only during an emergency crunch. “They might let me do it for as long as six weeks, but I would be neglecting my responsibilities if I tried every time.” So just determine what is wood, hay, and stubble for now and avoid it during this period.
Come back tomorrow to read the next installment in Smith’s list on finding 5 extra hours. You’ll learn why dealing only with the “driving wheels” is important during this period. Are you enjoying this miniseries? Please let me know in the comments here.
ACTION
TODAY: Make your hierarchy of priorities and focus on working on your majors.
FUTURE: As great opportunities present themselves during this period, you’ll be tempted to say yes. Think whether they are essential and contribute to your goal during this time crunch or take you away from it. If they take you away from it, politely decline (you’ll learn a great way to do this tomorrow!) or, if possible, postpone doing them until the time you are out of monk mode. Write these opportunities down in a piece of paper and put them in the same box with your unnecessary reading. Once you are done with your emergency period and come back up for air, you can examine them and decide what to do about them.
Know someone who could use an additional 5 hours per week during a time emergency? Please share this post with that person. Thank you! Email, Facebook or Twitter.
by Helena Escalante | Goals, Leadership, Mindset, Miniseries, Opportunity, Planning, Productivity, Resources, Time, Tools, Willpower
Links to other parts of this miniseries:
How to find 5 extra hours per week – Part 1
How to find 5 extra hours per week – Part 3
How to find 5 extra hours per week – Part 4
How to find 5 extra hours per week – Part 5
How to find 5 extra hours per week – Part 6
Estimated reading time: 4 minutes, 13 seconds.
TODAY’S IDEA: How to find 5 extra hours per week – Part 2
— From Learning to Lead: Bringing Out the Best in People by Fred Smith (1915-2007)
In yesterday’s Part 1 of this miniseries, we learned what the basis must be to declare a time emergency, and roughly how long we can make it last without affecting our work or relationships. We also learned how to announce going into monk mode to the people that surround us in order to get their help and support. So far so good.
Today, we will start unpacking Fred Smith’s 20-point checklist in Learning to Lead. The goal is to help you find five extra hours per week, despite being completely swamped. There’s no time to lose, so let’s get started!
1. Clean off the desk. “To start the battle, sweep away everything you won’t be using in the next six weeks. When I diet I don’t leave food lying around the house to tantalize me. Unfinished work tempts me, makes me want to look at it, pick it up, finish it. I feel guilty about it. So the first step is to clean off my desk.” If cleaning your desk becomes a tremendous chore in and of itself, then grab a box and put all the stuff in there that you won’t need for the next few weeks. Once your emergency plan is over and you are back to normal, you can take the contents of the box, examine them and clean them up. For now, they’ll be fine in a box: out of sight, out of mind.
2. Stop reading the newspaper. “I can pick up three and one-half hours a week right there, and if I only need five hours, that’s a pretty good start,” says the author. If you’re hesitant to do this out of fear someone will ask something and you might appear uninformed, it’s easier to reply, “No, I didn’t see that. What did it say?” The person can tell you in a few minutes. Smith asks himself, What am I getting out of the newspaper that’s worth making my life frantic? In this post, I talk about lifestyle design guru, Tim Ferriss, author of The 4-Hour Workweek, who decided not to read or watch any news based on four factors. The same goes for TV: “Break the habit of turning on the set without first checking the listings. Make TV watching a planned occurrence,” says Fred Smith. His book was written when there was no easy way to record a TV show, yet nowadays you can record or stream your shows at will, so there’s no excuse for binge-watching when you can do this at a later time.
3. Get up 15 minutes earlier. Smith says, “Our wills may support getting up 15 minutes earlier, but they won’t support getting up an hour earlier. We say, ‘But I should be able to.’ That’s fantasy. We’ve got to be objective about what kind of resolution we have. Fifteen minutes each morning gives me an added hour and three quarters a week. Add that to the previous three and one-half hours and the goal of five extra hours is already reached.”
4. Delay unnecessary reading. Smith recommends, “I would postpone all reading that does not directly contribute to what I am doing during this emergency period.”
5. Read only parts of books. The author says, “I’m surprised at how many people feel they have to read a book cover to cover. If I’m in a hurry, I skim the table of contents, find the subjects I need to know immediately, and read those chapters.” Smith points out that we can still get plenty of ideas that way. Further, nowadays, you can subscribe to online summaries that do a good job of providing the core information in a book. Or I know of a daily blog called EntreGurus that I highly recommend… 😉
Come back tomorrow to check out the next few steps in Smith’s emergency time plan. You’ll learn why it’s important to avoid what he calls the wood-hay-and-stubble activities during a time crunch.
ACTION
TODAY: Get started today. Clean your desk and work area so that you can focus on catching up and working on what you need to get done over the next few weeks. Put your newspaper subscription(s) on hold, as if you were going on vacation. Set your alarm clock for tomorrow 15 minutes earlier than normal.
FUTURE: Keep a box by your desk where you will put the unnecessary reading during this period of time. Once your emergency period is over, you can come back to this pile of reading and determine whether you really want to do it or if it was necessary at all. Sometimes we read materials out of the habit and eagerness to keep up with as much as possible, and also due to FOMO (Fear Of Missing Out), but nothing happens if we let this batch of accumulated reading material go and, going forward, we just pick up from here.
Know someone who could use an additional 5 hours per week during a time emergency? Please share this post with that person. Thank you! Email, Facebook or Twitter.
by Helena Escalante | Goals, Leadership, Mindset, Miniseries, Opportunity, Planning, Productivity, Resources, Time, Tools, Willpower
Links to other parts of this miniseries:
How to find 5 extra hours per week – Part 2
How to find 5 extra hours per week – Part 3
How to find 5 extra hours per week – Part 4
How to find 5 extra hours per week – Part 5
How to find 5 extra hours per week – Part 6
Estimated reading time: 2 minutes, 44 seconds.
TODAY’S IDEA: How to find 5 extra hours per week – Part 1
— From Learning to Lead: Bringing Out the Best in People by Fred Smith (1915-2007)
How do you spend time? “Most people spend time like they do money,” says leadership guru Fred Smith in his book Learning to Lead. “They spend until suddenly they run short; then they seek a way to compensate.”
Most books and philosophies teach a disciplined approach to time and money as the best path to prevent either one from slipping away. Yet sometimes life happens and we find ourselves in a crunch trying to find time desperately to complete whatever project we’ve (over)committed to… In Smith’s experience, when he asks his worn-out coachees how much time it would take for them to catch up they say, “If I only had five more hours a week!”
What to do?!
Smith put together a checklist to conduct an emergency plan “as a way to pick up five [or more] hours from any week you choose. It provides immediate and effective relief for those who are swamped.” However, he warns, “This is for emergency use only. As in dieting or spending money, the long-range answer is a better lifestyle that doesn’t require temporary bailouts.” He goes on to say that “this is a battle plan, not a war plan. You shouldn’t continue this emergency plan for longer than, say, four to six weeks.”
Smith suggests announcing our emergency plan to the people around us with a statement of this sort: “Folks, you are not going to see as much of me for the next six weeks as you have. I’ve gotten behind in some very important things I should be doing, because I’ve been doing other things that were needful. I’m going to need your understanding for the next month while I catch up.”
You can also announce it to the world via email with an autoresponder, just as Greg McKeown did when he went into monk mode to write his wonderful book Essentialism: “Dear Friends, I am currently working on a new book which has put enormous burdens on my time. Unfortunately, I am unable to respond in the manner I would like. For this, I apologize.”
People are generally understanding and cooperative. Just make sure that you are indeed working on what you need to accomplish, as opposed to playing golf for hours on end. Smith says, “When you declare an emergency, it’s got to be legitimate.”
“Time is what we want most, but what we use worst.” – William Penn
Come back tomorrow, as we’ll get started with Smith’s 20-point checklist for finding a minimum of 5 extra hours per week.
ACTION
TODAY: Are you in a time crunch and could use a period of four to six weeks to catch up? If so, block off the time in your calendar so that, as of tomorrow, you will start implementing the techniques that Fred Smith shares in his checklist to put in place an emergency plan.
FUTURE: As you go through the next six weeks implementing the points we are going to see in this miniseries, jot down the lessons learned as you come across them. You will find many ways to improve your time management and effectiveness so that you don’t fall into emergency mode again.
Know someone who could use an additional 5 hours per week to catch up? Please share this post. Email, Facebook or Twitter.
by Helena Escalante | Collaboration, Goals, Growth, Leadership, Mindset, Miniseries, Planning, Time
Links to other parts of the miniseries:
Leadership: Debunking 5 myths
Leadership: Developing influence one step at a time: Position
Leadership: Developing influence one step at a time: Permission & Production
Leadership: Developing influence one step at a time: People Development and Personhood
Estimated reading time: 3 minutes, 10 seconds.
TODAY’S IDEA: Leadership: Climbing the steps
— From Leadership 101: What Every Leader Needs to Know by John C. Maxwell
Well, I thought I had finished the miniseries on Leadership from Leadership 101, but I couldn’t resist writing a coda. After debunking the myths and examining the levels of leadership, John C. Maxwell gives some quick, additional insights into the process of climbing the steps of leadership. I thought you might be interested, as they are very short, to the point, and further help solidify the ideas we’ve seen over the past few days.
Here are Maxwell’s thoughts, verbatim:
The higher you go, the longer it takes. “Each time there is a change in your job or you join a new circle of friends, you start on the lowest level and begin to work yourself up the steps.”
The higher you go, the higher the level of commitment. “This increase in commitment is a two-way street. Greater commitment is demanded not only from you, but from the other individuals involved. When either the leader or the follower is unwilling to make the sacrifices a new level demands, influence will begin to decrease.”
The higher you go, the easier it is to lead. “Notice the progression from level two through level four. The focus goes from liking you to liking what you do for the common interest of all concerned (to liking what you do for them personally). Each level climbed by the leader and the follower adds another reason why people want to follow.”
The higher you go, the greater the growth. “Growth can only occur when effective change takes place. Change will become easier as you climb the levels of leadership. As you rise, other people will allow and even assist you in making the needed changes.”
You never leave the base level. “Each level stands upon the previous one and will crumble if the lower level is neglected. For example, if you move from a permission (relationships) level to a production (results) level and stop caring for the people who are following you and helping you produce, they might begin to develop a feeling of being used. As you move up in the levels, the deeper and more solid your leadership will be with a person or group of people.”
If you are leading a group of people, you will not be on the same level with everyone. “Not every person will respond the same way to your leadership.”
For your leadership to remain effective, it is essential that you take the other influencers within the group with you to higher levels. “The collective influence of you and the other leaders will bring the rest along. If this does not happen, divided interest and loyalty will occur within the group.”
You must know what lever you are on at this moment. “Since you will be on different levels with different people, you need to know which people are on which level. If the biggest influencers within the organization are on the highest levels and are supportive of you, then your success in leading others will be attainable. If the best influencers are on the highest levels and not supportive, then problems will soon arise.”
“Real leadership is being the person others will gladly and confidently follow.” – John C. Maxwell
ACTION
TODAY: Take some time to ponder at what level of leadership you are today with the various people with whom you’ll interact. Figure out what you can do so that you both grow (even if it’s just one, tiny, baby step) and your joint project progresses from your collaboration on this day.
FUTURE: Always remember that you never leave the base level. It’s important to nurture and give time to every relationship that you want to see flourish.
Know someone who wants to learn more about leadership? Please share this post and the upcoming ones in this miniseries, thank you! Email, Facebook or Twitter.
