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Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
Mastering Workplace Performance - London, UK
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Mastering Workplace Performance - London, UK

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A seminar based on the principles found in Your Best Just Got Better: Work Smarter, Think Bigger, Make More (Wiley, hardcover, 2012). …

A seminar based on the principles found in Your Best Just Got Better: Work Smarter, Think Bigger, Make More (Wiley, hardcover, 2012).

Here's a link, to the table of contents, prologue and Chapter One: http://amzn.to/bestbetter

Published in: Business, Technology
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  • Every company has their own “so that.” Whether it’s called a purpose, guiding principles, a mission statement or goals and objectives, each organization aligns its resources toward a common, pre-defined set of results. Looking toward where you want to be three months from now, what kinds of goals and objectives must you strive to work toward?\n
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  • \nWorkbook is two-fold – A workbook for today and A resource for later\n
  • \nWorkbook is two-fold – A workbook for today and A resource for later\n
  • \nWorkbook is two-fold – A workbook for today and A resource for later\n
  • \nWorkbook is two-fold – A workbook for today and A resource for later\n
  • \nWorkbook is two-fold – A workbook for today and A resource for later\n
  • \nWorkbook is two-fold – A workbook for today and A resource for later\n
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  • Transcript

    • 1. MASTERING WORKPLACE PERFORMANCE Jason W. Womack Jason@WomackCompany.com 805-798-1362
    • 2. Questions / CommentsJason@WomackCompany.com
    • 3. Time Management The Myth ...
    • 4. PRODUCTIVITY MEANS...Please list THREE(3) words to describe“Productivity” onPage 1.
    • 5. PRODUCTIVITY MEANS...Please list THREE(3) words to describe“Productivity” onPage 1.
    • 6. WHAT DOES“Better” mean?
    • 7. WHAT DOES“Better” mean to you?
    • 8. Time Management The Goal
    • 9. 3 AREAS OF FOCUSFOR TODAY’S PROGRAMMaximize your productivityBe, work and live at your bestAchieve greater and morerewarding results
    • 10. Please identify thethree words thatmost relate to yourgoal for attendingthis course today.
    • 11. Please identify thethree words thatmost relate to yourgoal for attendingthis course today.
    • 12. Resources SeeQuality HearPrinciples PracticePerformance UtilizeProductivity ImproveOpportunities BeingPriorities ManagingTeam TakingOrganization WorkBehaviors LiveSystems HaveImprovement SynchronizeSeminar DesignSustainable LeadingVision ResultingRole Coach
    • 13. WORD TO IDENTIFY A CLASS OF THINGSNOUN design vision process
    • 14. WORD TO DESCRIBE AN ACTION VERB action task delegate
    • 15. Time 1
    • 16. TIME9615-minute blocks - sleep - commute - meals - everything else
    • 17. Time 1 2 Energy
    • 18. ENERGY
    • 19. THIS INCLUDES BOTH mental AND physical energy
    • 20. THE BRAINFunctions intellect memory comprehension
    • 21. THE BODY Composition water nutrients bone
    • 22. Time 1Focus 3 2 Energy
    • 23. FOCUSthe center of interest or activityan act of concentrating interest oractivity on something
    • 24. Time 1Focus 3 2 Energy 4 Ecosystem
    • 25. ECOSYSTEMEcosystem: a biological communityof interacting organisms and theirphysical environment
    • 26. How it works...•Ecosystem•Focus•Energy•Time
    • 27. How it works...•Ecosystem•Focus•Energy•Time
    • 28. How it works...•Ecosystem•Focus•Energy Please turn to Page 6•Time and write things you know need your time, energy or focus.
    • 29. GO FOR 40 ...What’s Really Going On?(Work To Think About)
    • 30. How it works...• Ecosystem• Focus• Energy• Time
    • 31. How it works...•Ecosystem•Focus•Energy•Time “IF” this is is interesting to you, turn to page 6, and please add: google alerts
    • 32. •Ecosystem•Focus•Energy•Time
    • 33. OPTIMIZING YOUR TIME AND FOCUS Presented by: Jason W. Womack 805-798-1362 Jason@WomackCompany.com
    • 34. Please take out yourBlackBerry / iPhone ...
    • 35. Open to a NEW email message
    • 36. In the body of that message,type the word: cant (just like that)Press the space bar...
    • 37. What happened?
    • 38. cant became can’t
    • 39. oo = (805) 640-6401ce = (805) 798-1362lm = 020 8144 7000ol = (600 word email abouthow to maximize the MicrosoftOutlook Dashboard I writeabout)
    • 40. Jason@WomackCompany.com
    • 41. Practice
    • 42. Practice makes
    • 43. Practice makes habit.
    • 44. Comfort doing the same thing +Number of Repetitions 1 2 3 4
    • 45. What takes up your time,energy and focus by mid-morning most work days?(Start with the obvious/easy ones!)
    • 46. Page 37
    • 47. What tools, systems,technology, gear do youuse during the work-day?(Start with the obvious/easy ones!)
    • 48. Page 110
    • 49. What do you do regularlyto re-invent and re-engagewith your life and work?(Start with the obvious/easy ones!)
    • 50. Page 171
    • 51. Could practicingsomethingnew build anew habit?
    • 52. If it could, what habits would you practice?
    • 53. Our Philosophy of Productivity Be, work and live at your 100% 94
    • 54. In order for you to “be, work, live” at your 100%...
    • 55. What will you need to have done...
    • 56. What will you needto have done...how will you need to have been...
    • 57. 8
    • 58. I am at my best when ... page 7
    • 59. JASON@WOMACKCOMPANY.COM
    • 60. Set up your Daily Dashboard...and review it several times each day.http://www.womackcompany.com/odcs
    • 61. Use signatures as templates to answer frequently asked questions or provide the sameinformation to a different group or person. Knowledge Base...
    • 62. Please think of one topic/question you know you typerepeatedly to anyone via e- mail...
    • 63. Please think of one topic/question you know you typerepeatedly to anyone via e- mail... Directions... Contact information... How to... What are the benefits of... Where to find the... etc...
    • 64. Do you have asignature with just your contact information?
    • 65. Do you have asignature with just your contact information?
    • 66. This one “signature” is 1343 words long. Enough to save me about_?__ minutes of typing/thinking time.
    • 67. This one “signature” is 1343 words long. Enough to save me about_?__ minutes of typing/thinking time. If I typed 50 words a minute... 26 minutes!
    • 68. 9
    • 69. www.OutlookDashboard.com
    • 70. www.OutlookDashboard.com
    • 71. www.OutlookDashboard.com
    • 72. www.OutlookDashboard.com
    • 73. www.OutlookDashboard.com
    • 74. www.OutlookDashboard.com
    • 75. CONTROL + SHIFT + M = A New E-mail Message(While you’re reviewing your calendar!)
    • 76. Jason@WomackCompany.com
    • 77. For complete directions on setting up your Outlook Dashboard…Please visit:! www.OutlookDashboard.comWe’ll send the 39-page eBook for free thisweek…E-mail to request your own copy!
    • 78. 10
    • 79. Productivity is... 123
    • 80. 14
    • 81. 125
    • 82. Productivity:“Doing what I said I would do, inthe time that I promised.” 125
    • 83. 126
    • 84. Productivity:“Doing what I said I would do, inthe time that I promised.”I.D.e.A. 126
    • 85. 127
    • 86. Productivity:“Doing what I said I would do, inthe time that I promised.”I. IdentifyD.e.A. 127
    • 87. 128
    • 88. Productivity:“Doing what I said I would do, inthe time that I promised.”I. IdentifyD. Definee.A. 128
    • 89. 129
    • 90. Productivity:“Doing what I said I would do, inthe time that I promised.”I. IdentifyD. Definee. experimentA. 129
    • 91. 130
    • 92. Productivity:“Doing what I said I would do, inthe time that I promised.”I. IdentifyD. Definee. experimentA. Assess 130
    • 93. 15
    • 94. 132
    • 95. Create (and maintain, andreview!) agendas for people you meet or speak with regularly 132
    • 96. 133
    • 97. Remember, all of these tips aremethod first, technology second... 133
    • 98. Remember, all of these tips aremethod first, technology second... This one tip can save you between 10-50% of the time you spend inmeetings, whether formal and scheduled or impromptu “in the hallway.” 133
    • 99. RIGHT-CLICKHold and Drag toe-mail the agenda
    • 100. 16
    • 101. Work to Manage Answer the question: When am I finished on this? 140
    • 102. Work to ManageUsing your lists of “think about/talk about” andthings to do, please write down several multi-stepoutcomes you are managing Answer the question: When am I finished on this? 140
    • 103. 16
    • 104. Work to Do Answer the question: Where do I start on this? 143
    • 105. Work to DoUsing your list of “think about/talk about” writedown several next actions you need to DOas soon as possible Answer the question: Where do I start on this? 143
    • 106. Important / UrgentThe “Eisenhower Principle”
    • 107. Important / Urgent The “Eisenhower Principle” URGENT + NOT URGENT + IMPORTANT IMPORTANT URGENT + NOT URGENT +NOT IMPORTANT NOT IMPORTANT
    • 108. EFFORT PAYO F F
    • 109. Preparation Prevention Values Clarification PlanningRelationship Building True Recreation Empowerment
    • 110. Preparation Prevention Values Clarification PlanningRelationship Building True Recreation Empowerment
    • 111. 3 Kinds of Work We Have 151
    • 112. 3 Kinds of Work We Have Work we have to think about 151
    • 113. 3 Kinds of Work We Have Work we have to think about Work to manage over time 151
    • 114. 3 Kinds of Work We Have Work we have to think about Work to manage over time Work to do sooner than later 151
    • 115. Our specialty...the “-ologies”What makes for a “productive” day? 153
    • 116. Psychology:What happens when you’re thinking about working? 154
    • 117. 155
    • 118. Technology: Wasn’t “gear” supposed tomake life and work easier??? 156
    • 119. 157
    • 120. Sociology:What happens when you sitdown with other people and try to get things done? 158
    • 121. 159
    • 122. THANKYOU
    • 123. MasteringWorkplace Performance presented by: Jason W. Womack Jason@WomackCompany.com

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