Bonus Hacks …

Bonus Hacks …

I am loving this journey of becoming more intentional about how I spend my time so I can multiply my impact.

The conversations of the past weeks with my client Steve and newfound collaborator Richard Medcalf have been enlightening.

So much so that I wanted to share just a few more practical tips with you that have emerged this week in the hope that they may help you also.

#1 – Auditing my time was far more useful AND fun than just filling in a spreadsheet (thank goodness). Each time I made an entry I became much more conscious of my priorities and ways to spend less time doing what I was doing. Download here if you haven't tried it yet. I can thoroughly recommend the exercise (instructions inside).

#2 – Richard's idea of using prisons and fortresses in freeing up time is golden. I am experimenting with some ways to do this that I thought might help you also, as well as some organisation-wide tactics being employed by some of my clients.

First, my own two experiments:

My prison – Locking away 90 minutes late in the day each Friday to do the admin stuff. No more checking who has paid us first thing every day, working out which invoices to chase or edit, or tidying up loose ends as they decide to loosen themselves. I am finding the reduction in context shifting useful but finding it hard to be disciplined!

My fortress – Saving Thursdays for my ‘flow day'. This means no meetings, coaching sessions or any other interruptions if I can possibly help it. I'll move the day when needed (especially for the rest of this half year as I have existing client bookings I can't move). Next year, however, I'll lock it away universally. So far, the very idea of having a whole day with no meetings feels luxurious, making Thursdays (ie today, when I am writing this post!) feel a bit like a sanctuary.

If you want more information on how these work, listen to my interview with Richard in our free Clarity First Base Program. Register here and you will be taken to the library. Search the word ‘hack' and you'll find the interview in the third post in the series.

He has some really great ideas: it's worth listening.

And to three other interesting ones I have heard of recently:

  • Facebook holds ‘Meeting Free Wednesdays' to enable their people to dive deeply into their work. In working with them over the past couple of years I can confirm they stick to it and find it productive.
  • Endeavour Drinks does this differently. They block out between 1-2 hours early in each day where meetings are banned. Given the fast-paced nature of retail businesses, I can see these smaller chunks which taken together equal about a day of time, working well. Their need to be responsive to customers means locking away a whole day would not work for them.
  • Steve, the client who gave me the ‘strategy hacker' idea, locks away two, two-hour blocks each week to solve problems and work at his whiteboard. He has found that between 10am and mid day on Tuesdays and Thursdays work best for him. This enables him to clear his desk and mind of urgent things first and then ‘grab a cup of tea and a biscuit' before heading to his office to hunker down for a couple of hours.

#3 – Using an electronic time tracking tool is also becoming surprisingly useful. I had not realised how much time I spend emailing for one thing. I am still getting the hang of it, but am finding RescueTime offers me a low-effort yet insightful view on both how I spend my time. It also allows me to tell it how productive I am using each tool I use which gives me a crude measure of productivity too.

#4 – For this to work, I need to get better at delegating. I don't just mean willing to do it, either. I mean knowing how to do it. Some of my efforts here have borne fruit, others need me to be more specific, particularly when working with new team members.

Again Michael Hyatt has come to the rescue with his tips on the subject. He offers four levels of delegation, which you can learn more about here

I hope you have found this useful – do let me know how your own experiments have gone.

Please note, this post contains affiliate links, and as RescueTime Associate I earn a small amount from qualifying purchases. This helps me cover the costs of delivering my free content to you.

PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong. She continued helping others when living in New York, Tokyo and now back in Australia.

Her clients include mid to upper level experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US.

Hacks for becoming more strategic

Hacks for becoming more strategic

I am usually not a fan of completing audits.

Keeping records of minutiae has never been my strength.

But, wow.

Even though I have by no means kept a perfect record of what I have been up to over the past couple of weeks, the insights have been powerful.

They have certainly helped me get out of the weeds so I can become clearer about ways – to quote today's interview guest – multiply my impact.

Richard Medcalf of Xquadrant specialises in helping successful people magnify their impact.

He offers a number of terrific ideas including how to:

  • Harness your curiousity to increase your influence
  • Lead strategically when there is already too much to do
  • Use a concept called prisons and fortresses to make sure you get to the things that really matter

And plenty more too.

>> Click here to access the interview as well as some other practical takeaways, including a checklist to help you lead strategically when there is already too much to do.

PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong. She continued helping others when living in New York, Tokyo and now back in Australia.

Her clients include mid to upper level experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US.

Hacks for becoming more strategic

Hacks for becoming more strategic

I was stunned at the shift in my perspective after filling in ‘Steve's Strategy Hack' spreadsheet for just a day and how this has continued over the past week.

Click here to read the first post in this series if you have not yet already done so.

So much so that I called him and talked about the first thing I noticed: Most of my time is spent on number ones.

In a way that is good: I am not wasting time. I am mainly working on the things that are both urgent AND important.

At least there are not many number threes or fours that according to the Eisenhower Matrix I mentioned, should be delegated or eliminated.

Interestingly, most of the number threes emerged as I realised I was doing work that others should be doing, and so should definitely be delegated. See my first few days' records here.

Now my challenge is to shift the dynamic and free up time so I can think strategically. 

My sense is that by being more focused on the number twos – important but not so urgent tasks – I will be more motivated to fit more number twos into my week. 

To achieve that, I turn to Michael Hyatt's Freedom Compass, which I have found to be golden.  

The basic premise is that we all need to balance our proficiency and our passion to find and focus on our ‘true north' if we are to add maximum value.

The idea is that we prioritise our time so we spend more time in what Michael calls our Desire Zone. Here are four steps to help achieve this:

Step 1 – Delegate, automate and eliminate anything that belongs in our Drudgery Zone. These are low level repetitive tasks that can be done by someone else or which add less value than we should be delivering in our role.​​​​
 

Since starting this exercise, I have realised these categories fit into two groups: easy things and hard things. 

Things that are easy to delegate, which are tasks that someone else in my team is equiped to do both in terms of time available and skills as well as their view of their responsibilities.

In our business, this might include technical problems which I pass to Sheena to solve. She built a lot of our systems and is perfectly positioned to find quick fixes or take the time to investigate more deeply if needed. For the repetitive tasks I ask her to address, she then automates them either with technology or by writing a procedure for our colleague Fatima to process.

Things that are harder to delegate, which are things that involve asking someone else to do something they either do not know how to do or do not want to do. 

One of these jumped out at me this week as I was filling in Steve's Strategy Hacking Spreadsheet. In reviewing a draft document a colleague had written, I came unstuck. I reworked it completely when I should not have done so. The author had ‘flicked it to me quickly' and assumed (rightly this time!) that they could effectively delegate upwards and I would fix it.

After reworking it, however, I realised that this was not a good use of my time and I should have instead identified key opportunities for improvement (which I could do within minutes of opening) and asked for them to rework it. This would have been a better learning experience for them and also given me half an hour back as well as reduced my frustration.

Step 2 – Dealing with the things that are in our Disinterest Zone​​ is harder, but just as essential. These are tasks that we may be good at but which frankly bore us. Having a large number of tasks in this zone is a red flag if they can't be automated or passed on to someone else.
 

This is one area I can get better at. It is just too easy to keep doing admin or other simple tasks which although not value adding are satisfying to the extent that they lead to ‘things being ticked off a list'. 

Step 3 – Face up to items that fall in our Distraction Zone. These are items that we like to do​​, that may be easy for us, but which are beneath us. For example, I make for a very expensive web designer, yet this is one of my hobbies. I love tinkering around and employing some of my design skills on our sites. This is the kind of thing that should not appear too often in my ‘strategy hacker' spreadsheet though, if I am to add real value. 

Going through this diagnostic audit has spurred me to action. I just posted a job ad to get someone to help me with some of my marketing activities.

Step 4 – Fire up the things that fall in our Desire Zone. This is where work becomes fun. The more we spend time here, the more value we will add. This is where our passion and proficiency intersect and we can optimise the value we add.​​  The more time we can spend in our Desire Zone the more we will thrive as individuals and as professionals.

For me, this is now about stretching two areas: leadership and marketing. I enjoy getting better at both and can deliver significantly more impact to my business if I excel in both these areas. 

Step 5 – Identify what falls into my Development Zone so I can optimise what I can deliver upon, particularly within the Desire Zone. For me this will be a mix of learning how to create more space in my schedule for things that add more value and also how to do the things that might fill that newfound space.

Given my own observations from tracking my activities over the past week, I will focus on getting better at delegating more. The challenge will be to work out what I can delegate to who as well as how to do it successfully.

This will, I hope, give me greater focus as I double down on creating the best possible online learning program and how to market it. 

Clarifying this goal is​ is already building pressure that is motivating me to not imprison myself in a frenetic day of number ones, but rather create fortresses for number twos.

It also makes me realise how essential it is to go beyond the platitudes. The idea of diagnosing, decluttering and prioritising sounds pretty easy.  

it done will require some practical tactics such as the ones shared with me by Richard Medcalf of Xquadrant recently. I will share them with you next week too.

 In next week's post I will share ideas about ‘fortresses' and ‘prisons' which were just two of the terrific concepts Richard Medcalf of XQuadrant shared with me when we spoke recently.

Keep your eyes peeled for next week's interview.
 

PS If you enjoyed reading about the Freedom Compass, you might also enjoy Michael Hyatt's excellent book on the topic, Free to Focus. He is one of the people who has inspired me to ‘close the doors on Clarity First' so they are only open three times a year. This will, I think provide both me and my program participants with greater focus as we work to strengthen their communication skills.
  

Please note, this post contains Amazon affiliate links, and as an Amazon Associate I earn a small amount from qualifying purchases. This helps me cover the costs of delivering my free content to you.

PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong. She continued helping others when living in New York, Tokyo and now back in Australia.

Her clients include mid to upper level experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US.

Hacks for becoming more strategic

Hacks for becoming more strategic

I loved catching up with a Clarity First alum this week for at least two reasons:

#1 – I love hearing how a story we have worked on together lands, and 
#2 – I also love it when they can teach me something practical that they have made work for themselves which will also help someone else

Steve rang me to tell me that a major strategy I had helped him develop a couple of years ago has now come to fruition. He got pretty much everything he had aimed for at the start.

We were both delighted.

Given I know him well, I also took advantage of the conversation to ask some questions that I thought he was well placed to answer.

He is not only head of the highly successful Australian arm of a global business, he has a family, works pretty regular hours and ‘knocks off' early on a Wednesday to go sailing.

He has plenty to offer many of my clients, especially 
a project manager from a technology company, who said this week: 

I feel like I am running soooo fast just to deliver – how do I find time to be strategic as well?

So, how did he transition from being an engineer to becoming a strategic leader who takes nights and weekends off as well as going sailing most Wednesday afternoons?

Steve offered some practical hacks for those of us who want to deliver at a more strategic level while not working 24/7.

He said some of the best advice he was given as he moved into leadership was to take control of his time. 

So, I have taken his advice and plan to hack my own schedule over the coming weeks to see if I can gain the same sorts of results.

At the moment, getting to yoga on a Wednesday morning would be a sign of success. I have cancelled the last three weeks running.

Let's work out if we can ‘hack our way' to becoming more strategic and get to some fun things outside of work at the same time.


Here is the roadmap for Steve's Hacks. I'll focus one one of these each week for the coming three weeks as I also work to optimise my own schedule and corresponding impact:

  1. Diagnose and declutter: Work out what I AM spending my time now and iteratively respond to my observations by getting rid of the less value adding stuff. By lunch time on day 1 I was stunned at the impact of recording and scoring my time. 
  2. Prioritise: Work out what to do with the “number two's” … I will explain next week
  3. ​​​​​​​​​Optimise: Decide how to make the most of my time so I optimise my potential and the value I deliver while having room for things I enjoy in my life.

Let's get started.

Step 1 – Diagnose and declutter

So, this coming week, I will focus on ​diagnosing what I am doing now and start to declutter my activities. Here is how Steve suggested I do it:

  1. Read up on the Eisenhower Matrix (see below)
  2. Record what I am doing as if I were a consultant keeping a super simple timesheet (download my version here)
  3. Score each activity against the Eisenhower urgent / important Matrix​
  4. Tally at the end of each week to see my daily and weekly averages

When interviewing Richard Medcalf of XQuadrant about ideas to help clients become more strategic, he also offered another simple idea. He recommends using a tool called RescueTime to monitor my activity. 

​​It will check how I spend my time when at my computer, eg how much time on email, websites, Word / PowerPoint, etc. It has a 14-day free trial, so I have signed up to see if that gives me some useful information too.​​

So far as day one goes: it's cool. I am looking forward to shining some light on what tools I am using more and less of.

I'd love to hear how this helps you and will come back not only with Richard's interview but more thoughts over the coming weeks. Feel free to email me and share your experiences.
​​
Talk soon,
Davina


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PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong. She continued helping others when living in New York, Tokyo and now back in Australia.

Her clients include mid to upper level experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US.

Do you scribble on books?

Do you scribble on books?

 

Do you scribble on books? 

When I went to school this was considered to be very bad form but as an adult I find it essential. 

Taking notes in the margins of books I want to learn from: underlining key phrases, turning over corners and generally making a mess of a book is a sign that I am loving it. 

I have even learned that there is a term for this kind of scribbling: ‘marginalia'

I have also learned that this kind of messy and manual note taking is essential for learning new things in all places, not just from books.

Research I read this week suggested that learning and mastering new concepts by taking long-form notes is a far superior way to learn. 

I thought you might be interested to know why.

The very fact that we cannot (usually) transcribe by hand what someone says to us in a lecture or a video means that we have to process the ideas between when they enter our ears and exit on our pen.

We have to sort, prioritise and synthesise the information while getting it down which has a statistically significant impact on our deep grasp of the concepts being introduced.

We end up writing down far fewer words than if we were typing but having far greater impact on our learning.

And if we want to absolutely master these concepts, we should convert the marginalia into a summary of notes in a journal. The act of summarising and re-recording will help us engage more deeply with the content, react and potentially create valuable new ideas for us.

Another piece of research even goes a step further to suggest that when reading books that teach us concepts (not just facts) we should read paper copies, not electronic.

So, there you have it. Going old-school matters when learning something new.

And if you come to one of my workshops, don't be surprised if I ask you to close your laptop 😉

 

 

Keywords: leadership communication, leadership skills, learning and development

 

PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong. She continued helping others when living in New York, Tokyo and now back in Australia.

Her clients include mid to upper level experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US.

Three ways to help your teams communicate better today

Three ways to help your teams communicate better today

So, we’ve all been there, you write a paper for review and it goes through numerous rounds of edits and then comes back to you two days later riddled with track changes, comments and questions, often added by those who didn’t understand the purpose of the paper in the first place.

In our business we call this ‘the chain of pain’. As communications consultants, we’re the silent advisors who are tasked to eradicate verbal diarrhoea emails, death by PowerPoint and the chain of pain.

So as HR Managers how do we save our teams wasting thousands of hours of productive time going back and forth, having to re-explain ideas and spending too long just trying to get the point across?

We believe anyone can become a more effective communicator and we’ve worked with enough professionals over the decades to see that everyone needs ‘communication’ as a core competency. In fact, legal and other technical experts can often be the worst offenders especially when needing to explain complex and technical issues and solutions.

So where to start, here are our top three ways we work with teams from the get-go to help them tune up their communications skills.

Ask the right question
Working with a group of mid-level managers recently we asked workshop participants to divide into groups and plan a piece of communication they were developing in their business. About half an hour in, we heard one group have a ‘Eureka!’ moment.

In mapping their plan on a whiteboard, they had realised they had not been able to get management to buy into a recommendation for the past three months because they had not just been answering the wrong question in their papers but they had been trying to solve the wrong problem.

Use ‘storylines’
A business storyline* is a simple map of ideas arranged into a logical order and hierarchy. It can be used to make a complex business case or structure a simple email, for a presentation or a speech, for a meeting or a workshop, and you can use different storylines to use in different circumstances.

Storyline patterns are ‘the secret’ to structuring your ideas so you can succinctly convey your key points, enabling quicker decisions and better business outcomes.

We worked with a Head of Tax at a major Australian law firm who said that he would previously prepare 50-plus pages of advice, but now he can get a much clearer message across to his clients in five or six pages. The advice is the same, it is just much easier for the client to grasp it. The challenge, of course, is that this approach does make something that is very complex look deceptively simple.

Make it simple, not simpler
Often when we want to come across like we know something, appear confident and show leadership we can waffle, over-explain or fill in silences with a muddled train of thought or lots of over complicated technical jargon to sound impressive.

Coming back to what question your audience want answered, by truly understanding your audience and by spending a short amount of time structuring your communication your leaders and teams will reap the rewards.

By showing clear, concise and well thought out solutions to problems your teams will win more customers, leverage increased senior-buy in and stop haemorrhaging their productive work hours labouring over track changes.

Keywords: leadership communication, leadership skills

PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong. She continued helping others when living in New York, Tokyo and now back in Australia.

Her clients include mid to upper level experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US.

Getting email feedback ‘just right’ is essential (and easier than you think)

Getting email feedback ‘just right’ is essential (and easier than you think)

It is easy to go to extremes when giving email feedback: either so harsh that your recipient is upset and is either so offended or angry they ignore your suggestions or so soft that they miss the point altogether.

This can be because we are either too cautious about upsetting someone and too aware of the limitations of the medium or because we are in a rush and don't realise the impact we are having.

A short article from Fast Company by Sara Marco of The Muse provides a simple formula for getting the balance right: not too hard but not too soft either: just right.

When providing feedback to your team members as they start to use storylines, Sara Marco's approach will work brilliantly.

It provides an opportunity to highlight what your team member has gotten right, and also what they can improve.

Without this level of consistent feedback, your teams are unlikely to stick with the approach and give you the results you need: less rework for you, more great ideas being approved by those higher up.

And, what I love even more about this article, it is written using a pretty solid grouping structure.

Click here to have a read and see what you think.

 Keywords: emails, leadership communication, leadership skills

PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong. She continued helping others when living in New York, Tokyo and now back in Australia.

Her clients include mid to upper level experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US.

Ivy Lee method for prioritisation

I love the power of simple, universal techniques – even though I at times scoff at them because they seem to be too easy and sometimes too ‘general'.

James Clear has again found a simple and fabulous idea to help us all perform better. I have been using this technique for a while now and have found it so effective I thought I'd share it with you.

Again: don't be put off by the crazy simplicity … here's the story to explain …

By 1918, Charles M. Schwab was one of the richest men in the world.

Schwab was the president of the Bethlehem Steel Corporation, the largest shipbuilder and the second-largest steel producer in America at the time. The famous inventor Thomas Edison once referred to Schwab as the “master hustler.” He was constantly seeking an edge over the competition.
One day in 1918, in his quest to increase the efficiency of his team and discover better ways to get things done, Schwab arranged a meeting with a highly-respected productivity consultant named Ivy Lee.

Lee was a successful businessman in his own right and is widely remembered as a pioneer in the field of public relations. As the story goes, Schwab brought Lee into his office and said, “Show me a way to get more things done.”

“Give me 15 minutes with each of your executives,” Lee replied.

“How much will it cost me,” Schwab asked.

“Nothing,” Lee said. “Unless it works. After three months, you can send me a check for whatever you feel it’s worth to you.”  

During his 15 minutes with each executive, Lee explained his simple method for achieving peak productivity.

>> Click here to read the simplest productivity strategy I have come across <<

As always, I am here to help you improve your communication and build your overall success in any way I can.

 

 

PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong. She continued helping others when living in New York, Tokyo and now back in Australia.

Her clients include mid to upper level experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US.