Archive for the ‘Time Management’ Category

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Stop Wasting Time! Avoid These 12 Things

Friday, February 24th, 2012

Your time management habits need to be improved. I’m not trying to single you out, but seriously, most of us could improve the way we manage our time. Especially leaders. In my long tenure as a leadership coach and trainer, I’ve noted that time management is one of the biggest challenges most leaders face and is one of the easiest to fix.

What I’ve noticed is that the same daily tasks and activities are sucking time away from leaders. See if you can spot the ones that are sucking up your time:

  1. Interruptions: telephone and personal visits.
  2. Meetings: the long, purposeless ones.
  3. Tasks that should be delegated.
  4. Procrastination and indecision.
  5. Acting with incomplete information.
  6. Crisis management: putting out fires started by others.
  7. Unclear communication.
  8. Unclear objectives and priorities.
  9. Lack of planning.
  10. Stress and fatigue.
  11. Inability to say ‘no.’
  12. Desk management and personal disorganization.

Guess what? You are probably both the cause and the solution to your time challenges.

Here are a few strategies to avoid the time stealers listed above:

  • Put your daily plans in writing.
  • Plan your days by listing your activities in order of their priority.
  • Delegate.
  • Make brief notes immediately following a conference, meeting, or important conversation.
  • Keep simple records regarding the routine of your daily life.
  • Schedule quiet time – and use it.
  • Use wait time wisely.
  • Keep your work area free of distractions.
  • Stop “living” in your inbox. Check email at set times and be ruthlessly efficient about deleting junk mail.

To be an efficient leader, you must set up and follow a few time management strategies. Just like anything else, when you get into the habit of using your time wisely it will become easier and easier to instill these habits in the rest of the team.

What are your biggest time wasters? Are they avoidable or do you feel trapped by the inefficiency around you?

Howard Shore is a leadership coach and trainer with expertise in time management, leadership coaching and human capital management. To learn more about AGI’s executive coaching, management consulting, and leadership training, please visit www.activategroupinc.com or contact Howard Shore at (305) 722-7216 or email him.

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What Advice Would You Give to a New Business?

Wednesday, February 1st, 2012

If you were asked to give business advice to a new entrepreneur, what would it be? I’m asked this all the time, and find myself dolling out all sorts of tips and tirades—some quite original and others terribly obvious. But the thing that intrigues me about this question is that it sometimes becomes a very powerful reminder to myself on the lessons I’ve learned over the years; lessons I may have forgotten.

For example, I learned early in my leadership career that there is no substitute to sitting across the table from someone and looking them in face. But just the other day, as I was writing the longest email in the history of CYA emails, that I re-learned that lesson. I had gotten so addicted to the time-saving, butt-saving email that I forgot about my own Business 101 advice to new leaders. I promptly reminded myself, deleted the draft email and picked up the phone. 

It did get me thinking though. What simple pieces of business advice would you give a new business owner? And have you remembered to heed it yourself?

Howard Shore is a business advice and growth expert who works with companies that want to maximize their growth potential. To learn more about how an executive coach, management consultant, leadership training, or business coach can help your team, please visit his website at www.activategroupinc.com or contact Howard Shore at (305) 722-7216 or email him.

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How 15 Minutes Can Change Your Business

Friday, January 13th, 2012

A truly effective executive keeps his/her time commitments. Regardless of your industry, position, function, or company size, it’s critical of your reputation to be on time. In addition, I believe that if you don’t get to meetings 15 minutes early, you’re losing big opportunities. While being on time and keeping your meetings is necessary, being 15 minutes early can be a virtual gold mine.

Have you ever noticed that when arrive at someone’s office for a meeting, that they only start prepping for your meeting when you arrive? This is especially true if you are in sales. The prospect is never ready, so by getting there right on time you lose 10 minutes or more of your allotted time. Arriving early usually gets you 10 more minutes of productive time with the prospect. And if the prospect is someone really important (like the CEO), it might be weeks or months before you get face time with them again.

Other reasons for arriving 15 minutes early: It allows you to take a few minutes between meetings to have a glass of water, make a call or two, and take collect your thoughts.

This little time management philosophy could just change your business life. I know you will find that you get more done, have better meetings that give you time to develop rapport with co-workers, employees and prospects.

Being late doesn’t imply authority. It communicates disrespect for all those around you.

Howard Shore is a business growth expert who works with companies that want to maximize their growth potential by improving strategy, enhancing their knowledge, and improving motivation. To learn more about him or his firm please visit his website at www.activategroupinc.com or contact Howard Shore at (305) 722-7216 or email him.

 

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Of Course You Can Do Better – Part 2

Monday, November 29th, 2010

By Howard Shore

In Part 1, we got our attitudes in order, turned our decisions into commitments, made sure our word was worth something, and tackled time management. (more…)

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Of Course You Can Do Better – Part 1

Tuesday, November 16th, 2010

I recently held a workshop for a group of owners who are members of the Entrepreneurs Organization. (more…)

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1 Simple Time Management Secret with Huge Benefits

Monday, November 16th, 2009

By Howard Shore, Executive and Business Coach

A truly effective executive keeps his/her time commitments. Regardless the industry, position one holds, function you are in, or size of company, it is critical to take being on time seriously. In addition, I believe that if you do not get to most meetings at least 15 minutes early you are losing huge opportunities. While being on time and keeping your meetings is necessary, being 15 minutes early can be a gold mine. I have had clients partially apply this secret, and the results were automatic.

Every time you reschedule, cancel, miss, or are late to a meeting, you generate direct and/or indirect costs. If one looks at the situation objectively and follows the chain of impact from rescheduling, cancelling, missing, or being late in order to quantify the costs, you would see that some examples of the problems include:
· Reduced employee loyalty/satisfaction because of frustration, disappointment, or even anger, which in turn leads to decreased productivity and/or increased employee turnover
· Reduced customer loyalty/satisfaction because of frustration, disappointment, or even anger, which decreases revenue
· Increased errors, which can reduce customer service or product quality, leading to a rise in product returns, reduced revenue, increased charge-backs, etc.
· Decreased productivity while people wait around for meetings to start, or stop for recaps of material already covered for the benefit of latecomers
· Increases in the length of time it takes to make critical decisions, sometimes by months, which costs you revenue and sometimes extra expenses.

The culprits always justify their actions with comments such as:
· My biggest customer needed me.
· An emergency had to be dealt with.
· I had too many phone calls/e-mails to return.
· Another matter was more important.
· Traffic was bad.
· The other meeting ran too long.

The comments above may be reasonable responses on occasion, but, in most cases, they are excuses for not being responsible, and they are costing you, others, and your company even if you cannot isolate and measure the cost.

Think about your own experience. What are your true thoughts about someone who is late? When your doctor keeps you waiting for 45 minutes, are you happy when he finally sees you? Does he seem more qualified, somehow better than other doctors, worth paying more to see? Is this someone you would want to refer to a friend, invite over for dinner, do a special favor for, or maybe work until midnight for? Of course not! Amazingly, though, bosses somehow think it is okay to make employees stand outside their offices for 20 minutes while they take a phone call, or have them wait in the conference room until they’re ready to make an appearance, or ask people to cancel other meetings to attend theirs. In the end these executives are ineffective and are causing their team to be ineffective as well, which is costing their organization big money.

Regardless of what people tell you, if you are late for meetings by more than 5 minutes twice a week, reschedule or cancel meetings more than twice a week, or miss meetings twice a month, you can be more successful merely by improving your time management.

Another aspect of the importance of keeping meetings and being on time is trustworthiness. Salespeople have learned that the first step in the buying process is to get the prospect to “buy” the salesperson. If the buyer does not trust the salesperson, it will likely not matter how good the company or its products are. The salesperson will go home without a sale. If the salesperson does not show up on time it lowers trust.

Well folks, everyone is in sales. We are selling to employees, bosses, boards of directors, shareholders, children, customers, vendors, and so on. If you are on time and keep your meetings with someone, you help earn trust, which in turn helps earn power with someone, and then the sales process has a chance of happening. On the other hand, if you cancel meetings, make people wait, show up late, and constantly reschedule, you lose their trust. You lose power with that person, and there is no deal. It is that simple!

Even better than being on time is the “15 Minutes Early Plan.” Have you ever noticed that when you arrive at someone’s office to have a meeting, that is when they start preparing for your meeting? This is especially true if you are in sales. The prospect is never ready, so by getting there just in time, you lose at least 10 minutes of your allotted time. Arriving early usually gets you 10 more minutes of productive time. And if the prospect is someone really important (like the CEO), it might be weeks or months before you get “face-time” again, so those are 10 big minutes.

Another benefit of the “15 Minutes Early Plan” is to lower the impact of road rage from the horrible traffic in Miami and South Florida. Estimating a just-in-time arrival requires PhDs in geography, quantum physics, and mathematics, and a lot of luck. By planning to be 15 minutes early, you can bring less stress to your meeting and your life.

Even if you do not have to drive, it is just no fun to rush around. It is nice to have a few minutes between meetings to have a glass of water, call your significant other to say hello, or take a few deep breaths before running to the next meeting. You will find that you get more done, and your input will be much better. In addition, it gives you an opportunity when you get to the meetings to have some time to develop rapport with others without having to waste valuable meeting time.

As I’ve already mentioned, all of this is linked to success. What is meant by success? Success is defined by the individual, and typically defined in terms of money, friends, possessions, colleagues, status, power, prestige, customer satisfaction, strong family, etc. At the end of the day, I leave it to you to find your definition of success. Use the “15 Minutes Early Plan” and you will have more of it.

We help clients maximize their growth by providing strategies on the fly, knowledge, and motivation. Contact Howard Shore at (305) 722-7216 or shoreh@activategroupinc.com to find out how a business coach, our consultants and trainers can help you accelerate your success.

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State Your Goals the SMART Way

Saturday, November 14th, 2009

By Howard Shore, Executive and Business Coach

The first step in successfully executing a goal is to state it properly. You know your goal is well stated when anyone who reads it knows exactly what you are trying to accomplish and in what time frame. The better a person states the goal, the easier it is to create the action plan. An acronym commonly used for stating a goal properly is SMART (Specific, Measurable, Attainable, Realistically high, and Time-based).

While these criteria seem simple, they are actually not easily achieved. If they were, everyone would be reaching a lot more of their goals. Very briefly, let us discuss what each of these criteria really means:

  • Specific – You say exactly what it is you want to do. Hazy goals are doomed to failure. For example, “We are going to establish a new training program for our supervisors by 10/1/XX.” You are not defining what you want to train them to do.
  • Measurable – The goal must be stated in a way that allows you to definitely know whether it has been achieved. In addition, you should be able to see whether the trend is negative so that you can modify your detailed action steps accordingly. For example, “We are going to increase the frequency of meetings with our hourly staff.” How often would you consider acceptable, and what do you want to communicate about?
  • Attainable and Realistically High – Goals must be lofty enough so we do not trip over them. If the goal is too low it will not stimulate anyone to put forth extra effort. On the other hand, if the goal is unrealistic no one will take it seriously.
  • Time-Based – When do you want this goal completed by? Be honest, are there goals you have talked about for years that are still on your to-do list? It is probably because you have not committed to a deadline.

The following is and example of a SMART goal:

  • Get 10 appointments with decision-makers in the hospitality industry that employ more than 250 people and are located within 50 miles of Miami area by the end of the quarter.

Once you have stated your goal in a manner that meets all of the SMART criteria, you then need to consider whether they achieve WAY (Written, Aligned, and Yours).

It is not unusual to meet people who have goals they have not communicated to anyone. Even worse, they may not be written down anywhere. In personal and organizational circumstances, it is always best to write your goals down for the following reasons:

  • Helps clarify your thinking
  • Keeps your goal from unconsciously being altered
  • Helps strengthen commitment
  • Simplifies the communication process
  • Provides a framework for measurement
  • Allows you to compare them to other goals

A common reason goals do not get achieved or take longer than expected is improper alignment. Goals may not be aligned for reasons that include:

  • Creation by separate people or departments
  • Failure to consolidate goals in one place to review congruence
  • In our desire to be optimistic, we are unrealistic
  • Incomplete or nonexistent action plans that underestimate what it will take to achieve our goal.
  • Failure to prioritize goals, thus giving them all equal priority.

Lastly, if a goal is yours, it is much more likely that you will be internally motivated to achieve it. It is hard to get excited about somebody else’s goals. This is primarily due to the fact that most people act based on their own self interest.

If you have goals that are not communicated succinctly to everyone, who is responsible for accomplishing each part of the plan, and what is the likelihood they are going to do it? People like to have purpose and know where they are going. We use goals to focus individuals and organizations in the same direction. When we achieve goals, it increases energy, which has a positive impact on results, thus further increasing energy, increasing focus on goals, increasing results, increasing energy, and so on. It is that simple!

If you want to achieve more goals, make sure that you state them in a SMART WAY! Review our website at www.activategroupinc.com to understand how an executive coach or business coach can help you increase the success of your career and business or contact Howard Shore at (305) 722-7216 or shoreh@activategroupinc.com.

Reference and excerpts taken with permission from Leadership published by Resource Associates Corporation, Mohnton, PA

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Seven Steps to Delegating for Results

Saturday, November 14th, 2009

Howard Shore, Executive and Business Coach

Have you ever noticed that great leaders are also excellent delegators? Delegation saves time, develops and motivates people, and makes an organization more productive. Therefore, it is fair to say that this is one of the most critical skills for any leader or manager to acquire. For this reason, I encourage every leader to become a master delegator.

On the surface this seems like an easy task. Give your work to someone else; sounds nice, doesn’t it? So why are so many leaders so reluctant to delegate? And when they do, why do so many leaders delegate so poorly?

The problem is that many leaders have acquired the skill of delegation through on-the-job learning. There is no course in school and only minimal reference to delegation in textbooks at school. Delegation is not easy and is a process that has a sequence of steps. Like any process, if you miss a step, it does not work properly.

There are Seven Steps in the Delegation Process:

  1. Defining What to Delegate.
    There are really three reasons to delegate work: to better control our use of time, to build our people, or to motivate our people. So the first question you will need to answer is: why are you delegating? When looking through these three lenses, we usually find a reason to assign most of the work on our desks to others. The higher you are in the organization, the more your role should be growing and developing the organization and less “doing.” Delegation is the primary tool!
  2. Selecting the Individual or Team.
    Too often leaders go to the same people over and over again. They get too comfortable with specific individuals or teams. This is usually a mistake as it demotivates other team members in the organization and may even compromise the performance of your “A” team. That “A” team usually depends on support from the rest of the organization to get things done. Silos form in the organization, and this prevents the entire organization from coming together to its fullest potential.
    While I think we should always give our most important projects to our best players, we need to involve and delegate to the entire team at some point. With each person, consider why you are delegating (motivation, growth, or time management) a task, and match the appropriate tasks to that person’s capabilities.
  3. Assess Appropriate Level of Delegation.
    Typically, leaders delegate using the same style for every person on their team and this is a mistake. The level of delegation should be adjusted based on the task and the person being delegated to. Delegation is not just telling people what to do and expecting them to do it. There are many different degrees of supervision and involvement required of the person who is delegating the task. The more experienced and reliable the other person is, the more freedom you can give. The more critical the task, the more cautious you need to be about extending a lot of freedom, especially if the company’s financial future or reputation is on the line.
  4. Communicate Tasks In Specific Terms.
    This is where most delegation fails. Many leaders and managers do not do a good job of expressing what they want. People are not mind-readers. Many hours have been wasted doing re-work because leaders failed to explain what they wanted up front.
    If you want something done a specific way, tell them. If you are not clear about what you want, take the time to brainstorm with your colleague before they start working. Employees find it frustrating and get demotivated when they feel like lab rats or are spinning their wheels.
  5. State Measurable Results.
    Explain how a task fits into the overall organizational picture, describe the measurable results you are looking for, and let them know how you will rate their performance.
  6. Agree on Deadlines.
    The deadline is the most underappreciated part of delegation. Too many leaders give people tasks without asking what else they have on their “to do” list. This is a motivation killer.  Not only is it disrespectful to the recipient, it is disrespectful to anyone who is depending on the person you just delegated to. Most people are trained to never say “no.” They have been wired to say “yes,” even when they know they already have too much on their plate. Often, the delegator already knows this, but chooses to take the position of “not my problem,” which in the long run destroys trust and respect for the delegator and decreases employee morale, organizational productivity, and profitability.
    When you delegate a task, you must sit with the person you are delegating to and make sure that realistic deadlines are being created. It is your job as the delegator to help your people be successful and not set them up for failure. If you are delegating to someone who has a history of over-committing, it is important to help reconcile commitments to make sure that the most important things get done first.
  7. Follow-up and Feedback.
    It is essential that you have a feedback system in place so that you know that things are on track. Provide support should your delegatee need help in getting the task accomplished. It is essential to let the person know how they are doing and whether they did a good job. In the end, you should take the blame for failure and pass on the credit for success.

Delegation is one of the most important tasks as a leader. When done correctly, it develops your succession, increases your personal productivity, and motivates your people. Many leaders develop excuses not to delegate that include: they can do things faster themselves; they like doing things themselves; their people are not ready. These excuses and others all have short-term benefits but long-term adverse consequences. However, the investment in delegation is usually worth the positive long-term benefits.

Review our website at www.activategroupinc.com to understand how an executive coach or business coach can help you increase the success of your career and business, or contact Howard Shore at (305) 722-7216 or shoreh@activategroupinc.com.

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Seven Simple Ways to Speed Up Your Productivity

Saturday, November 14th, 2009

By Pablo J. Perez, Executive and Corporate Coach

“I never have time to finish all my tasks.” “I wish the day would last 30 hours.”  Those are common expressions I’ve heard from my prospects before we start a growth discovery development process.

These days we are under more time pressure than ever. We have new electronic gadgets to provide us with “real time” information (e-mail, instant messenger, task bars, calendars, GPS, etc) and open a world of input in front of us. We buy those gadgets to make our lives easier, but sometimes what we try do is to live our live faster.

In order to release the time pressure and get more benefit from our use of time, here are 7 simple ways to be more productive with less effort:

  1. Clear your head. It’s not easy to gain the right perspective, to know what is important and what it is not, if we spend most of our day in the middle of an information stream. Take an hour, two if possible, to shut off the information flow. You will have the opportunity to get a better view of your life and your job. The time you “take off” will be well worth it. Tell everyone that you are unavailable, shut off all your gadgets, shut yourself in somewhere private, and take some time to think about what is important and what is not. What are your goals? Where are you going? What will it take to get there?
  2. Concentrate on what is important. Once you have your head cleared, you need to figure out your priorities. Ask yourself this question: “What task can I do that will get me the most return on my time investment?” Think about the project that will get you the most recognition, or will help you to increase your business.  Make a list of these types of tasks — they are your most important priorities.
  3. Get rid of what is not important. Now look at your list. What’s on there that’s not essential? Can you just drop those items from your schedule? Or delegate them to someone else? If not, put them on a “to do” list. Then, as you focus on your essential tasks, check back on that list every now and then. Sometimes you’ll realize that the less essential tasks were not really necessary at all.
  4. Do what is really important first. If you have a list of things to do today, and one or two of them are truly essential, do those items first thing in the morning. Don’t wait until later in the day. Get them out of the way, and your productivity will speed up.
  5. Keep it simple. Do not move around with a bunch of gadgets or the latest and coolest applications. Find a simple notebook for writing things down, a simple to-do list (no frills) and the simplest application possible for doing your work. Then forget about the tools and think only of the task at hand. If you are too worried about the tools, you’re not actually doing anything.
  6. Do one thing at a time. Most of the time multi-tasking is a waste of time. You cannot get things done when you have a million things pulling for your attention. Focus on the essential task in front of you, to the exclusion of all else, and you are much more likely to get it completed, in less time, with less effort.
  7. Simplify some more. Once you have created your priorities, identified your essential tasks, and eliminated distractions, you should become productive. Every now and then, take a look at what you’re doing, at the information coming into your life, at how you spend your time and the tools you use. Then simplify some more.

At Activate Group we help clients achieve quick, efficient and profitable growth through the easy implementation of proven methods. For more information, please contact us at (305) 722-7215 or send an e-mail to pjperez@activategroupinc.com.

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Remove Distractions to Ignite Sales Growth – Part 1

Saturday, November 14th, 2009

By Howard Shore, Executive and Business Coach

For a time, I attached the following quotation to my e-mails: “Never confuse activity with results.” (Lou Gerstner, CEO of IBM) While this applies to every person in your company, today I am going to focus on the sales force. During the last 7 years I have met and worked with hundreds of Chief Executive Officers. Regardless of whether their sales growth was high or low, many of them had the potential to double and triple that growth. The scary part is that most of them did not know it.

The most common thief of sales growth is distraction. Based on my experience, I estimate that on average, employees lose 40% of their time to distractions. This number ranges between 30% and 60%, depending on the company they work for, and can reach as high as 70%, depending on the individual. Distractions can be classified into two types: 1) leadership and organization; and 2) individual-specific. The leadership and organization distractions can be categorized into poor sales support, customer service mishaps, products that do not meet client needs, bad sales management, and poor communications. “Individual-specific” distractions refer to daily mental or situational conditions faced by the salesperson.

Part I deals with leadership and organization because these have a more dramatic impact on growth than most companies realize. Most companies’ systems and processes do not allow their salespeople to run at full stride, and in many cases hold them back. What is your senior management team doing to help remove distractions that interfere with the performance of your sales force? You should be holding weekly meetings to address the issues, and here are a few of the questions that need to be answered:

  • What product issues regularly come up that your salespeople have to continually address?
  • What customer service and account maintenance issues do your salespeople regularly deal with that you can assign to someone else so your salespeople can spend more time qualifying, hunting, and closing?
  • When you listen to your salespeople, can you identify some of the personal biases that affect their sales performance and could be remedied through coaching?
  • Does your compensation system motivate your salespeople, or is it a distraction?
  • Which of your people were hiring mistakes and are taking too much time to manage?
  • Is your sales manager demotivating your salespeople, and is he/she a good manager?
  • Does your sales manager spend at least 80% of the time managing, and, within that 80%, is the right amount spent coaching, motivating, holding salespeople accountable, and recruiting new salespeople?

Ultimately, your organizational processes and systems need to be established in such a way that you hire, develop, and support top performers. Success can grow dramatically by removing distractions and keeping your salespeople focused on selling. I find that many organizations unwittingly do the opposite, thus compromising growth. While we cannot win every sale, every minute spent by a salesperson on a distraction is a guaranteed no sale. Please stay tuned for part two of this article which will focus on the “individual-specific” distractions that affect your salespeople.

Review our website at www.activategroupinc.com to understand how an executive or business coach can help you increase the success of your career and business, or contact Howard Shore at (305) 722-7216 or shoreh@activategroupinc.com.

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