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The High Performance Workplace slideshow
 

The High Performance Workplace slideshow

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This is the slideshow from the High Performance Workplace workshop

This is the slideshow from the High Performance Workplace workshop

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  • And the key to this will be learning to apply the proven 4D methodology to your email. This will allow you to handle each e-mail only once, reducing the enormous amount of multiple handling of messages. <br />
  • Most importantly, you’ll see the bigger picture of communicating effectively and begin to understand where, when and how to use e-mail <br /> You’ll understand why communicating a synchronous message using an asynchronous medium (ie: email) has not been working for you, both as receiver and as sender. <br /> You’ll recognise a much wider and richer palette that is available to you when communicating with others and when to use the appropriate tool or mode for getting your message across <br />

The High Performance Workplace slideshow The High Performance Workplace slideshow Presentation Transcript

  • Presented by Steuart Snooks Solutions for Success Mobile: 0413 830 772 www.emailtiger.com.au The High Performance Workplace
  • Keys for a High Performance Workplace and improved productivity; Overload Interruptions Commitments Energy Priorities
  • 1: 2: 3: The Three Phases of Work
  • Managing Information Overload Solutions for Success 2013 www.emailtiger.com.au
  • Times have changed . . . quickly
  • The Pace of Information Overload
  • “What information consumes is rather obvious: it consumes the attention of its recipients. Hence, a wealth of information creates a poverty of attention and a need to allocate that attention efficiently among the overabundance of information sources that might consume it.” Herbert Simon, Recipient of Nobel Memorial Prize in Economics and the A.M. Turing Award, the “Nobel Prize of Computer Science”
  • The 7 Critical Impacts of Email & Information Overload? 1: Interruptions 2: Loss of focus 3: Multi-tasking 4: Poor decision-making 5: Lack of ‘think’ time 6: Organisational dysfunction 7: Mental health & well-being 8: Quality of life Solutions for Success 2014 www.emailtiger.com.au
  • www.emailtiger.com.au
  • www.emailtiger.com.au/special-report
  • E-mail Productivity Audit ResultsSurvey Question Benchmark Average TEC Groups How many e-mails do you receive on average each day? 37 50 How many e-mails do you send (new messages and replies) on average each day 26 32 What ratio or percentage of e-mail do you receive internally (i.e. from colleagues) compared to e-mail from external sources? 67% 46% What percentage of received e-mails require an action from you (as opposed to simply being read or filed)? 59% 49% What percentage of incoming e-mail is NOT directly related to your workplace role and tasks (i.e.: you receive them as are ‘cc’ or ‘bcc)’? 24% 28% What percentage of the e-mails you receive are immediately clear to you on the meaning of their message? 72% 61% What percentage of e-mails you receive have a message which would be better handled by face-to-face contact or a phone call? 28% 31% How many e-mails are left in your In-box right now? 1003 2,492 How much time do you spend processing e-mail each day? 2.41 hrs 2.53 hrs How much is this time worth on an annual basis (per person)? $ 25,181 $ 47,671 How often during the day do you check your Inbox? 1. Most of the time 4. At several planned times 2. Whenever they arrive 5. At 1 or 2 planned times 3. Randomly throughout day 6. Infrequently 2.35 2.55
  • E-mail Productivity Audit ResultsSurvey Question Benchmark Average TEC Groups How many e-mails do you receive on average each day? 37 50 How many e-mails do you send (new messages and replies) on average each day 26 32 What ratio or percentage of e-mail do you receive internally (i.e. from colleagues) compared to e-mail from external sources? 67% 46% What percentage of received e-mails require an action from you (as opposed to simply being read or filed)? 59% 49% What percentage of incoming e-mail is NOT directly related to your workplace role and tasks (i.e.: you receive them as are ‘cc’ or ‘bcc)’? 24% 28% What percentage of the e-mails you receive are immediately clear to you on the meaning of their message? 72% 61% What percentage of e-mails you receive have a message which would be better handled by face-to-face contact or a phone call? 28% 31% How many e-mails are left in your In-box right now? 1003 2,492 How much time do you spend processing e-mail each day? 2.41 hrs 2.53 hrs How much is this time worth on an annual basis (per person)? $ 25,181 $ 47,671 How often during the day do you check your Inbox? 1. Most of the time 4. At several planned times 2. Whenever they arrive 5. At 1 or 2 planned times 3. Randomly throughout day 6. Infrequently 2.35 2.55 DANGER!!! Volume = overload Frequency = interruptions Cost = $$$ & time
  •  What productivity tools do you and your people use in the workplace?  How much training have your people had in using these tools?  MS Excel  MS Word  MS Powerpoint  MS Outlook
  • “White collar workers waste 40% of their day not because they are not smart but because they were never taught the organising skills to function in the modern workplace!” Wall Street Journal 2005
  • 3 Keys to Mastering Email Information Overload Steuart Snooks www.emailtiger EmailStrategist 3: Increase speed 2: Reduce volume 1: Decrease frequency . com . au © Solutions for Success 2014 See our website for more ideas on mastering email at www.emailtiger.com.au Managing Overload
  • 3 Keys to Mastering Email Information Overload Schedule times to check email (rather than react as they arrive) Turn off all email alerts Manage expectations Use rules to automate processes Clarify expectations and parameters with others Choose to be ‘selectively ignorant’ Handle each email only once, using the 4D method File email quickly Communicate with CLARITY Steuart Snooks www.emailtiger EmailStrategist 3: Increase speed 2: Reduce volume 1: Decrease frequency . com . au © Solutions for Success 2014 See our website for more ideas on mastering email at www.emailtiger.com.au Managing Overload
  • Shift your working paradigm
  • Change Outlook default settings Solutions for Success 2013 www.emailtiger.com.au By making the calendar view your default, instead of your In-box, you will start the day with a broader perspective of your workload and priorities for the day. The In-box need only be accessed at a time of your choosing and when you actually intend to process each message. Outlook 2010
  • 7 Reasons Why You Should NOT Check Email First Thing in the Morning? 1: The inbox is NOT your to-do list 2: Starting with email makes you REactive rather than PROactive 3: Ignorance is bliss! 4: Avoids short-term gratification to achieve longer term results 5: Checking e-mail is an excuse for a lack of priorities 6: Your morning energy and alertness should be directed to higher priorities 7: Controls unmanaged and unspoken expectations Solutions for Success 2013 www.emailtiger.com.au
  • Managing Interruptions Solutions for Success 2013 www.emailtiger.com.au
  • The Impact of Interruptions
  • As a result of constant interruptions, do you find that you start to multi-task? Do you often have 2 or 3 files open on your desk? Does your computer often have 4 or 5 windows (or more) open at once? Multi-tasking
  • Solutions for Success 2013 www.emailtiger.com.au Multi-tasking
  •  Numerous interruptions  Broken focus  Limited results Results Time The Myth of Multi-tasking
  • Different space for different types of work
  • The Paradox of Choice Solutions for Success 2013 www.emailtiger.com.au
  • KEEP THE INBOX EMPTY Handle each message only ONCE1: 2: 3: 4: DITCH / DELETE DEAL DELEGATE DECIDE • WHERE - File (Done / Move to Folder / File along with) • WHEN - Convert to a Task or Calendar item • WAIT - Add to Watch List (pending reply)
  • 7 Ways to Write More Effective E- mail 1: Think first – is e-mail the best way for this message/person 2: Communicating in the Age of Speed 3: What is Your Desired Outcome? 4: How to Write Better Subject Lines 5: Automate Your Follow up 6: Why the Inverted Pyramid Structure works best 7: Why You Should Write an E-mail Backwards Solutions for Success 2013 www.emailtiger.com.au
  • To To FOCUS on your desired outcome
  • To To cc cc FOCUS on your desired outcome
  • Media richness framework (based on a theory by Daft & Lengel) Twitter,Fb, IM,Text Email Voicemail Timeneedtocommunicate Degree/depthof understanding Greater context or richness Asynchronous Synchronous Digital Auditory Visual Phone call Meeting (face-to-face)Video conference Solutions for Success 2013 www.emailtiger.com.au
  • 7 Reasons Why You Should NOT Use E-mail for Urgent Messages 1. Lack of background detail, richness and context 2. E-mail can be easily misunderstood 3. It can actually take LONGER to fully communicate your message 4. The synchronicity of e-mail as a sender 5. The synchronicity of e-mail as a receiver 6. It’s the wrong ‘mode’ for urgent communication 7. Limits your control of e-mail Solutions for Success 2013 www.emailtiger.com.au
  • Schedule times to check email Turn off all email alerts Manage expectations Document links not attachments Reduce your mailbox size Solutions for Success 2014 www.emailtiger.com.au Clarify expectations & parameters Automate with rules Use the 4D methodology When What Where The www of Mastering Email Overload
  • Managing Commitments Solutions for Success 2013 www.emailtiger.com.au
  • Managing Commitments
  • If the next action on anything can be completed, where you are now, in two minutes or less, do it right then (if you’re ever going to do it at all). If you’re never going to do it, then delete it . . . right now!. The 2 Minute Rule
  • Managing Priorities Solutions for Success 2013 www.emailtiger.com.au
  • Prioritising Criteria A B C
  • Triage models START model of Triage separates the injured into four groups: • The injured who can be helped by immediate transport • The injured whose transport can be delayed • Those with minor injuries, who need help less urgently • The expectant who are beyond help Japan The triage system uses categories in colour codes: Category I: Used for viable victims with potentially life threatening conditions. Category II: Used for victims with non-life threatening injuries, but who urgently require treatment. Category III: Used for victims with minor injuries that do not require ambulance transport. Category 0: Used for victims who are dead, or whose injuries make survival unlikely. Finland Triage at an accident scene isperformed by a paramedic or anemergency physician, using thefour-level scale of•Cannot wait •Has to wait •Can wait •LostIsrael A simplified description of the S.T.A.R.T. is taught in the Israeli army to non-medical personnel: the injured who are lying on the ground silently should be prepared for immediate transportation; injured lying on the ground but screaming are injured whose transportation can be delayed; and the walking wounded need help less urgently United States military •Immediate: The casualty requires immediate medical attention and will not survive if not seen soon. •Delayed: The casualty requires medical attention within 6 hours. •Minimal: "Walking wounded," the casualty requires medical attention when all higher priority patients have been evacuated. •Expectant: The casualty is expected not to reach higher medical support alive without compromising the treatment of higher priority patients.
  • Urgent Important Priority Matrix A D C B
  • Urgent Important Priority Matrix
  • Effort Impact Action Priority Matrix Thankless tasks Quick wins Major Projects Fill in activities
  • 1: _____________________________ 2: _____________________________ 3: _____________________________ Admin stuff (the other 5%)4: _____________________________ 5: _____________________________ 5 Areas of Focus
  • Managing Energy Solutions for Success 2013 www.emailtiger.com.au
  • You have limited resources of; Managing Your Energy
  • Low High Energy/AlertnessLevel 10                                   9                                   8                                   7                                   6                                   5                                   4                                   3                                   2                                   1                                     6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 Time of the Dayam pm Peak Energy Time Chart
  • What is the most productive time of your day?
  • My Peak Energy Time is . . .
  • What is the least productive time of your work day?
  • My Peak Energy Time is . . .
  • My Peak Energy Time is . . .
  • Peak Time Down Time Tasks & Activities Tasks & Activities ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ Times when you should and should NOT perform certain tasks and activities
  • Discussion Point How could you change the structure of your day to harness your peak energy times?
  • S Strategic R Reserve T Time Communications or . . . interruptions? Notes: __________________ __________________ __________________ __________________ __________________ __________________ __________________ Also known as GAM time ie: ‘got a minute’?
  • Stay in touch and up-to-date www.emailtiger.com.au Steuart G. Snooks Email Strategist & Expert Conference presentations E-mail audits/surveys Consulting & advice Keynote speaking Research papers Workshops Blog posts Audio CDs Webinars Seminars Coaching E-books Articles Ideas Tips Steuart Snooks Solutions for Success Mobile: 0413 830 772 www.emailtiger.com.au steuart@solutions4success.com.au
  • Presented by Steuart Snooks Solutions for Success Mobile: 0413 830 772 www.emailtiger.com.au The High Performance Workplace