QuietSpacing

I’m a productivity guy.  It’s what I do.  As a result there are two cardinal rules in my world.  First, never be late.  It’s not only poor form, it displays a complete lack of command for the concept of time management!  I’ve often had clients joke that they couldn’t believe THEY were late for a meeting with the “time management guy,” but it’s not a reputation someone in my field can survive.

The second rule of thumb is to be responsive - highly responsive. I take it very seriously.  To me, responsiveness is the essence of good relationship management.  When my clients are confident that I will get back to them in a timely manner with information that assists them in their efforts, we have a strong relationship.  Not only is that good for my business, it makes working with my clients a pleasure.

When I talk about responsiveness (in conjunction with its siblings - efficiency and effectiveness), I often find that people confuse “responding” with “responsiveness.” Understanding this distinction is important to your individual productivity and success.  This article outlines some of the distinctions between each, and lists their relative advantages and disadvantages.  Some suggestions for improving both are also included.

Responding

Responding to someone is an acknowledgement.  It’s like nodding your head when someone is speaking to you; you’re acknowledging that they’re talking to you.  For example, a reply to an e-mail with “Will do!” is responding to the request in the original e-mail.  A return phone call with “I got your message and will take a look at the question, then get back to you.” is also a response. 

The primary advantage of responding to others is to assure them that you received the communique they transmitted.  This is generally a good thing, though somewhat contrary to good time/workflow management principles for the reasons stated below.  Nonetheless, a modicum of benefit is achieved if others feel better knowing that you received what they sent.

The primary disadvantage to responses is that they are unproductive.  There is activity but no corresponding productivity.  You did something – responded to the e-mail – but nothing got done in the process.  Consequently, that time is literally lost.  This is especially true in the world of e-mail.  We’ve all received a second e-mail from someone asking us if we’d received the e-mail they’d sent us 10 minutes earlier, right?  Now two people are wasting time!  Responding to phone calls with a brief acknowledgement of having received an earlier call is a similar example of this kind of activity with no productivity.

So the question is, How can we respond to others in a more efficient, yet still effective, way?  Looking at e-mail, there are two options.  First, we can setup an auto-responder that acknowledges that we’ve received their e-mail and will attend to it as soon as possible. Similarly, we can use our outbound voice mail recording to communicate the same message.  (Note, for voice mail recordings, it’s a good idea to give callers an alternative to just leaving a message, which further demonstrates a desire to “respond” to their needs.)

Second, if you are working with people collaboratively, you can suggest that they set their e-mail program, or even each individual e-mail, to send a “read receipt” that gets returned to them when the e-mail has been opened.  This puts the onus on them to determine when they need a “response” to a message they’ve sent.

Responsiveness

Being responsive is delivering a substantive communication.  I liken this to moving the ball down the field.  We didn’t just acknowledge that someone communicated with us, we actually provided them with information that advanced the effort.  An example of responsiveness is to reply to an e-mail with “I received your e-mail, took at look at the file and will have a definitive answer for you on Friday.”  In this case, you’ve set a specific time when the sender can expect to hear back from you.  The ball has moved slightly down the field.  (An even more responsive answer is, “I looked at the file and this is what I think we should do.  What are your thought?”)

The advantage of responsiveness is that it’s productive.  Things are getting done, expectations are being managed, and everyone is communicating with each other in a manner that builds strong relationships.  The key point here is that you are managing expectations, which is probably the single most important relationship management skill you can develop for a successful career.  The better you manage expectations, the better the results of every effort will be.

The only real disadvantage to being more responsive is that it usually takes longer to deliver a substantive communication than a simple acknowledgement.  So, the real challenge is learning to execute this skill in a timely “enough” manner.  Here are three ways you can increase your responsiveness right away, along with links to longer articles written on each subject:

• Regularly Surveying All You Command.  At least three times each day, stop and review what’s going on in our world.  This short interlude in our day can be used to re-prioritize what needs doing and gives us a list of things we can update others on in terms of progress made and any changes to deadlines.  More on this here http://wp.me/pvS1W-Bf.
• Batch Process Your E-mail.  New e-mail alerts have created in us a Pavlovianesque twitch whenever a new e-mail arrives in our Inboxes.  This fosters an almost-maniacal need to respond to each one immediately.  The reality is that e-mail is an asynchronous communication technology which means that the communication is not intended to occur in real time.  Thus, we should batch process our e-mails instead of sitting in our Inbox and respond to each one as it arrives.  Check the Inbox as frequently as necessary - every 15 to 30 minutes – but deal with e-mail in batches.  That allows us to be more productive and, consequently, more responsive, throughout the day.  More on that here http://wp.me/pvS1W-lG.
• Rhythms. A further refinement on the batch processing notion is the batching together of work that requires the same type of attention and energy.  There are three basic types of work behaviors we use each day – Rapid Fire, Short Burst, Extended Focus.  By doing like things together, we will be more productive and, again, more responsive.  More on the rhythms of work here http://wp.me/pvS1W-AW.

The Same But Different

Though derivatives of the same concept, “responding” to a request and being “responsive” to one are very different things.  Each adds value to working relationships, but responsiveness adds more value. 

We must seek ways to quell the immediate-response needs of co-workers, clients and colleagues by using the technology at our disposal so we can focus on being more productive and, ultimately, more responsive to them.  The result will be stronger relationahips, which is always a good environment in which to work.

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Today’s working environments are riddled with interruptions and distractions. Just when we get focused on one task, a new e-mail arrives, the phone rings, or someone stops by and off we go on a new tangent. Later, when we return to the original task, we need to get back up to speed before we can make any progress. The net result is lost time and greater anxiety.

Unfortunately, interruptions or distractions are a part of the workplace. Consequently, we must understand the nature of each to better manage them.

Dissecting Time Bandits

Productivity saboteurs originate from one of three sources – You, Them, and It. Let’s examine the role of each source in diminishing our productivity.

You. The most insidious time bandit is yourself. We each allow, even create, distractions that reduce our productivity and cause our workloads to pile up even higher. A classic example of this is flitting from task to task or place to place during the day. The act of just “touching” your work is a distraction you create rather than actually doing anything substantive on any one task. For example, does this sound familiar?  You’ve got to get a task completed, but you find yourself incessantly checking your e-mail Inbox, your Twitter account or your Facebook updates. Nothing is getting done, but there’s a whole bunch of activity going on! The most productive way to manage this type of self-inflicted distraction is to sit quietly in front of the work you need to do. Yes, just sit there.  Quietly … maybe with a blank screen or pen and paper in front of you. Let your mind settle down and allow yourself to think just about what it is you need to get done. Resist the urge to dart off to some other perceived exigency. As your brain settles down and begins to focus on the task at hand, you’ll discover the path to completion for this project.

Them. Everyone in your workplace is a potential time bandit. Without warning, these folks can pounce on you, delivering up huge interruptions. Some of these interruptions are substantive – they actually require your assistance. However, many of them are unnecessary and do nothing but cause you to veer away from your well-intended and productive efforts. Moreover, keeping an “open door” and managing by “walking around” are highly lauded management practices that must be considered when seeking to manage unnecessary interruptions for fear of communicating an unwanted message – leave me alone! The best tact is to divide your time physically between periods when interruptions are “acceptable” and periods when they’re not. Thus, during “acceptable” periods, make yourself available via the open door, etc. When the interruption occurs, quickly determine its priority and manage accordingly – deal with it right now, schedule time with the interrupter (in the future) to deal with the issue, or stand up (to indicate closure) and accept any physical manifestation of the interruption and place it in the Inbox for future consideration. Conversely, during “unacceptable” periods, make yourself unavailable via a closed door (with or without a note on the door asking not be disturbed) or simply by leaving – go to a place where you’re unlikely to be found such as a conference room or empty office.

It. The “it” to which I refer is most often technology. We are bombarded by various interruptions and easy-to-access distractions via modern technology. For example, take new message alerts! “You’ve got mail” became the banner of the Internet age. Today, busy workers deal with tens, if not hundreds, of e-mails every day, with a corresponding “Ping” and screen flash every time a new one arrives. What’s the point of knowing every time “You’ve got mail”!? If it’s so darn important, why aren’t you calling me or coming to see me? You get my point. The same goes with the onslaught of social media – updates to Twitter and Facebook and their progeny are bombarding us with largely unexamined and generally unimportant information. The best way to handle this particular productivity saboteur is to take command of the technology and drive it, instead of being driven by it. Specifically, turn off all new message/update alerts and visit each technology source as often as necessary to remain in control of the information being delivered via that channel. Thus, you can turn off your new e-mail alert and check it every 20 to 30 minutes to make sure you’re remaining responsive. With social media, check it on your breaks – they’re “social” by definition, so treat them as such!

Doing What You Can With What You Have

In short, interruptions and distractions can never be eliminated from our days. In fact, some matters are truly urgent and require an interruption. However, if you realize that these emergencies are in the great minority of events and construct mechanisms to efficiently attend to the rest of the productivity saboteurs that come at you during the day, you’ll find that your focus goes up and, along with it, your productivity and sense of accomplishment!

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Time can’t be managed. It ticks inexorably forward, second by second. The phrase “time management” is really just a catch-all to describe how we get things done. The sum of all we get done is our productivity. Thus, we’re talking about productivity, and, in this case, individual productivity.

Productivity – getting things done – is driven by how much focus we can apply to any one task. The greater the focus, the greater the productivity. Oh, and the net result of increased productivity is not just getting more done, but also the feeling of accomplishment that comes with it. Feeling accomplished is a fundamental component of satisfaction. Thus, getting more done equals feeling better about what we do!

The World in Which We Work

Today’s work environments are fast-paced, noise-filled places where focus is hard to attain and virtually impossible to maintain. Establishing and maintaining a command environment with respect to our workload is the best way to increase our focus and get things done in the most effective and efficient manner. If we allow ourselves to become enslaved by our workload, we will find ourselves constantly reacting to the latest emergency, which is an inefficient way to manage our responsibilities.

Establishing and Maintaining a Command Environment

There is no silver bullet solution to establishing and maintaining a command work environment. It is both a series of disciplined behaviors and a mindset that keeps us in charge of what we need to do. However, there is one simple exercise we can do each day to start us down the right path.

I call this exercise Regularly Surveying All You Command. That is, at least twice, if not three times per day stop what you’re doing and survey all that’s coming at you in addition to what’s already on your plate. In terms of the “when,” I recommend you do this first thing in the morning, at mid-day, and at the end of the day before going home. The purpose of this exercise is to take stock of your workload in terms of what needs doing and what’s likely to get done.

The process itself is simple.

Morning Review:

1. Enter your workspace.
2. Review everything already on your to-do list and calendar first. (Do NOT look at the e-mail that came in overnight first.)
3. Once you’ve reviewed what’s already on your plate, look at the new e-mail, factoring it into your existing priorities. (Note, most people do this in the opposite order – which causes them to be reactionary to both the stuff that’s already on their list, as well as to those things that have most recently arrived.)
4. Get to work on your first effort of the day now that you’ve organized everything in your world based on highest priority instead of most recently received.

Mid-day Review:

Repeat this exercise at mid-day. With the day one-half over, you have a good idea of what will get done today and what will most likely get sent into the future. Make sure to communicate any of these shifts to others to keep them up to speed on your efforts.

Day’s End Review:

At the end of the day, a final review is in order to reprioritize everything left on your to-do list based on what you know of your calendar for the next few days. Again, this is a good time to circle the wagons and communicate any changes to others. Once you’ve put everything to bed, you can leave the office knowing you’re in command!

(Note, I am not suggesting that you only check your e-mail three times each day. You need to do that as often as your duties require. What I am suggesting is that you engage in this prioritization exercise several times each day to remain on top what you need to get done).

Commanding Your Work Makes You Effective and Efficient

If you can train yourself to review and prioritize your work two to three times each day, and communicate changes in deadlines to others, you will find that you feel more in charge of your workload. Moreover, you will likely address priorities in a better fashion, demonstrating to others your command. You’ll not only feel better, you’ll be performing at a higher level!

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It’s been a rock and roll day here at QuietSpacing(R) central.  Monday’s always are … for most of us.  Between all the things I shoved into this week from last week, the things everyone else shoved into this week, and the collective exigencies that popped up over the weekend, it’s a wonder Monday ever ends!

I felt myself ease into the groove right way, first reviewing the landscape of the day, then triaging all the e-mails that had arrived overnight.  The collective pulse rose as people started calling and the activity level all around me increased.  Soon, I was responding to client and employee requests for my attention, while I also re-scripted a presentation I wanted to record for the web. 

The middle of the day heaved over and as the afternoon drew out in front of me, I found myself contending with several technical issues.  By mid-afternoon it was time to get a number of things done out of the office, so into the world I went.  The relative quiet of the outside world was a welcome relief to the mounting pressure building in the office.  E-mails weren’t quite as urgent as keeping my eyes on the road and phone calls were taken more selectively.

With the errands complete, I returned to the office for a final triage before heading out into the drizzle for a run. 

While I slogged through the rain, I reviewed the day from the 10,000 foot level.  There had been much activity and even a fair amount of productivity, but what struck me the most was the rhythms I’d experienced during the day.  The more I thought about what I’d done all day, the more I realized that we (all of us) work in three distinct rhythms – Rapid Fire, Small Burst and Extended Focus.  Each rhythm has its own pace and its own benefits. 

Breaking Down the Day

From a productivity standpoint, the longer we can stay in each rhythm, the more we’ll get done.  It’s not just that multitasking is inefficient, it’s that batching like tasks together reduces the need to change the type of focus and energy you need to remain highly productive. 

To achieve this higher level of productivity, group like tasks together based on the three categories below, then organize your day around addressing them in batches.  Not only will you get more done, you’ll enjoy the benefits of accomplishing these associated tasks.

• Rapid Fire – You’re Needed.  The best example of the Rapid Fire rhythm is powering through e-mail.  It’s so reassuring to have all those e-mails waiting for us.  Way deep down, our egos are screaming, “You like me!  You really like me!”  (Apologies to Sally Field, but it was just too opportune!)  On a more serious note, the reality is that we get a lot of e-mail and we need to get through it all.  It’s also true that most e-mail is some form of junk mail – stuff you don’t really need to know or do anything about.  Thus, it’s a perfect place to get into a Rapid Fire rhythm and slice and dice your way to the end of them.  Proper setup of for Rapid Fire processing is vital, so check this article out on how to do that – Setup For Power Processing Your E-mail – then select a couple of times each hour to bust a move on that e-mail.  Don’t stop until you’ve covered all the unread ones, then move to the next thing that needs your attention.
• Short Burst – You’re Gettin’ ‘Er Done.  The Small Burst rhythm is reflected in the incremental efforts you make all day long to move the ball down the field.  These are the 10- to 15-minute projects/phone calls/meetings that consume most of your day.  Each time a small task is completed, the project is that much closer to getting done.  Whenever you get a bunch of these done in a day, you feel really productive.  This rhythm is evidenced by the lines through things on your To Do list and the associated feeling of accomplishment you get looking at that list at the end of the day.  The best time to seek out this rhythm is first thing in the morning – right after the initial e-mail triage – and right before going home.  These activities tend to generate mental energy as opposed to deplete it, so fill that tank up first thing when you get to the office and right before you go home!
• Extended Focus – You’re Contributing.  Undoubtedly the most rewarding experience – personally and professionally – is when we feel as though we’re contributing to the effort, whatever that effort might be.  Getting into the Extended Focus rhythm is the most likely place to capture that feeling.  This rhythm is quieter mentally and physically than the other two.  This is when your focus dives deep into a task or project and you begin to see all the connections you’re pulling together.  We’ve all felt proud and satisfied with ourselves when we see a project we’ve worked long and hard on come to fruition.  We’ve made a difference; we’ve contributed.  This rhythm is not something we can enjoy every day, but it’s a rhythm that is necessary to get the big tasks done.  Thus, you need to make time and space for it in your schedule.  Sequester yourself away physically if necessary to get into and be able to stay in this rhythm.  The reward is worth it.

Manage Your Day to Get the Most From It

The three rhythms of the day come and go.  Some days are all Rapid Fire. Some are mixes of Rapid Fire and Short Bursts.  A few include Extended Focus.  Each rhythm is natural and each delivers a reward.  Your assignment, should you decide to accept it (nod to Mission Impossible), is to organize the work that needs doing to best leverage these rhythms.

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Responsiveness is different than responding. Responding is an acknowledgement like “Okay, I’ll get right on that.” Responsiveness is a substantive communication, such as, “I’ve reviewed the materials you sent me and I think we should go forward.”

We spend much of our day responding to others, but it’s when we’re truly responsive that we’re being productive. Seek ways to improve our communications to make them as responsive as possible. Moreover, eliminating the unnecessary responses – “Okay, I’ll get right on that” – will increase the amount of time you can produce responsive communications. 

Communicating with Effect

Try some of these simple suggestions to make you more responsive, instead of just responding more:

• Leverage All Communication Tools Appropriately. Technology has increased the number of ways we communicate with each other. Each has its place and each can be fine tuned to increase productivity. Here are some thoughts. Asynchronous communications – e-mail, texts, and tweets – are terrific tools for providing one-way communications, such as an analysis of a topic or delegating a simple assignment. They are NOT good for discussing intricate issues or developing complex ideas. Phones provide a great way to do these higher-order efforts when distance is an issue. Of course, meetings are the very best way to get things done collaboratively – if done appropriately (a noted caution here.) Applying each of these tools appropriately demonstrates responsiveness to all those with whom you work.
• One Subject Per E-mail. The rest of these suggestions drill down on e-mail since it’s the most used, and often misused, communication tool today. A major mistake many of us make is to group subjects together in a single e-mail. This greatly increases the risk of confusion by the recipient, which leads to more unproductive time clearing up that confusion later. Discuss only one subject – no matter how trivial or complex – in each e-mail. They’re free! Moreover, when it comes time to file that e-mail, it will be much easier because it will only belong to one subject.
• Leverage Subject Lines. The subject line is like the RE line in a letter. It’s one of the first things a recipient sees when the e-mail is received. Leverage that first glance by providing detailed information there. What’s the e-mail’s subject? To which project or matter does it relate? Is there a (clear) deadline involved? These are the things most recipients really want to know when that e-mail hits their Inbox, so make it easy for them. In addition, it’ll be easier to find later if the need to refer back to it arises.
• Minimize the Use of Reply All. Reply All is the most overused button on the toolbar. Consider whether everyone who originally received the e-mail needs to see your reply. If not, just hit Reply and include only those who need your information. This will reduce the overall e-mail going around by a little. And a little bit now aggregates into a lot later.

Doin’ Yer Part

Being more responsive is not just more efficient.  It also increases the amount valuable information being passed between people.  Consequently, more people are better informed about whatever the subject of the communication is.  That’s a good thing!

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