Womenetics Academy Spring 2013 | Session One: Navigating through Distractions.

1. 2013 Spring Series: Kinetic Breakthroughs for Transformational
Leaders
Session I
Navigate Through Distractions
Pam Vaccaro, MA, CSP

2.  This handout is a reduced version of the full
PowerPoint used during the 3-hour program.
 Activities we will complete during
the program are displayed with this icon.
 The full version of the program’s PowerPoint will be
available after March 14.
 Go to: “Womenetics Linked In” page. Request to join
the “Academy” group. The PowerPoint will be there.

3. The Focused Leader

4. OWN IT SOLVE IT
See IT
SEE It DO IT
We live above the line when we take
accountability for our actions, problems,
and direction alone or as an organization.
Adapted from Partners in Leadership, LLC Oz Principle

5. ?
The Focused Leader

6. “I was so busy all day, but….”
?

7. ?
The Focused Leader

8. Behavior
Retention
Habits
Productivity
Focus
PROCESS
INTENTION
MOTIVATION
Multi-tasking
Attention
Time
Copyright 2009 Designs on Time Pamela J Vaccaro

9. Behavior
Retention
Interventions Habits
 Accountability Productivity
 Course Correction
Interference
Focus
PROCESS
FDDTM
INTENTION
MOTIVATION
“Focus Deficit
Attention Disorder”
Time

10. For the Focused Leader

11. 1. Choose to focus.
2. Reconsider multi-tasking.
3. Remember 1= 4 1/2.
4. Take recess.
5. Use your chronobiology.

12. Getting in Focus
1. Know your “why” for focus.
2. Be intentional.
3. Remove distractions.
4. Achieve success.

14. Getting in Focus
 Decide on the importance of
the task at hand.
 Check for accuracy if you are
in a multi-tasking situation.
 Who?
 What?
 When?
 Where?
 Why ?
 How?

15. What is multi-tasking?
When is it ok?
When is it not ok?

16. Getting in Focus
One unit of focused time equals
4.5 units of time if the focus is
broken.
 Consider this loss of time when
changing your focus or asking
for a colleague’s attention.

17. Getting in Focus
Short breaks refresh the brain’s ability
to focus again more intensely and
productively.
Walk around your house/the office.
Focus on a pleasant visual.
Read for enjoyment.
Meditate.
Breathe.
Yours?

18. Getting in Focus
 Define you “best” time of day.
 Define your “worst” time of
day.
 Protect this time from
distractions.
 Collaborate with colleagues on
protecting each other’s best
time of day.

19. For the Focused Leader

20. ?
The Focused Leader

21. Focus Management
Implementing a process for focus
Practice effective planning strategies:
1. Be a planner.
2. Plan by the week.
Adjust by the day.
Discern hourly.
3. Apply the all important 80/20 rule in all
planning decisions.
4. Use “snippets of time.”
5. Apply the HLE principle.

23. ?
The Focused Leader

24. Long-Term Plan based on Mission-Vision-Values

25. Mind Mapping

26. Mind Mapping
Mind Mapping is a form of
brainstorming, but much more
focused. Use Mind Mapping
before a “project” to generate
tasks for Excel or PM software.
Smartdraw.com
 MindJet.com

27. Name of Project current week upcoming
3/11/2013 3/18/2013 3/25/2013 4/1/2013 4/8/2013 4/15/2013
tasks for wk tasks for wk tasks for wk tasks for wktasks for wk tasks for wk
Taxes x Copies to CEO Revise Finalize Send to Jane Yeah-done!
Leadership Article Draft Final Copy E-mail Completed x Call writer
Womentics Program 3/14 Chicago x Follow-up
Company Celebration Mind Map/Excel Contact site Order food Confirm Revise Celebration
attendees plan
Sample Use of Excel for Project Management

28. Excel is one of the best and
simplest tools to line item
“projects” of any kind. This
activity forms the basis for
planning by the week.

29. Implementing a Process for Focus
 Paper vs.“Plastic”?
It does not matter how you do it,
but that you do it (planning).
 A calendar is not a planner.
 Planning involves looking at all the
steps to complete the task and
scheduling them for execution.

30. Implementing a Process for Focus
 Plan by the week.
 Adjust daily.
 Discern hourly.
 Ask the critical question—
“Am I in my 20%?”

32. Implementing a Process for Focus
The 80/20 Theory of
Vilfredo Pareto is the premier guide
for focus.
“20% of what we choose to do
produces 80% of the results we
desire.”
Choose wisely and intentionally to
maintain focus.

33. D A
•Not urgent •Not urgent
•Not important •Important
•Great fun/thoughtless •High level of gratification
•(Used for procrastination) •(Often postponed)
C. B
•Urgent •Urgent
•Not important •Important
•“Delusional” •Tension-building
•(Often unquestioned) •(Gets most attention)
20%

34. Implementing a Process for Focus
The Three-Question Discerning
Process for Maintaining the 20%
 What if I don’t do it?
 What if I just do it and don’t whine?
 What would change if I applied
“Think/Question/Negotiate/Delegate?”
20%
80%

35. Implementing a Process for Focus
A snippet of time is a 7-9 minute
time period that occurs
periodically during the day.
Keep a list of snippet tasks.
See them as “gold mine”
opportunities.
Do them during day even at
“recess.”

36. Implementing a Process for Focus
Use Your
Chronobiology for HLE
 Plan high priority activities during your
best time of day to achieve
 “H ighest L evel of E ffectiveness.”

38. For the Focused Leader

39. ?
The Focused Leader

40. 1. Re-define interruption.
2. Reduce “clutter.”
3. Remember the two things everyone wants to
know plus 1.
4. Create focused e-mail habits and routines.
 Getting your e-mails more attention.
 Spending less attention on your e-mails.
5. Create focused meetings.

41. A more accountable way of
defining an interruption and one
that puts you in control would be:
“An opportunity to question my
current set of priorities.”

43. There are basically two things everyone
wants to know
plus one special addition.
What are you going to do for me?
When are you going to do it?
Give an update to reduce stress and
increase credibility.

44. E-mails I/we don’t
mind receiving:
E-mails I/we really
dread getting:

45.  Have I initiated something to
get
my reader’s attention?
 Have I made the e-mail really
easy
for my reader to read and
understand?
 Have I made it clear what I
want my reader to do using the
“what and when” rule?

46.  Have I tried to reduce the time
my reader will spend on this e-
mail?
 Have I told my reader how I
want him/her to respond to
my e-mail?
 Have I remembered to use e-
mails for a quick update?

47.  Use bullet points to line
item ideas.
 Use paragraphs.
 Avoid going under the line
(having to scroll down) if
possible.
 Use cc: very, very
sparingly.
 Use salutation, closing,
and signature on e-mails.

48.  Use a verb or action phrase on the
subject line.
 Use EOM on the subject line.
 Use other acronyms — FYI etc.
 Avoid the overuse of re: on the
subject line.

49.  Consider turning off pop up!
 Check e-mail frequently,
but not constantly.
 Do most important e-mails
during your best time of day.

50. Maintaining focus: controlling distractions
Color-Code E-mails
 2010  2007
Open Outlook.
 Go to “tools.”
 Click “View Tab.”
 Click “View Settings.”  Go to “Organize.”
 Click “Conditional Formatting.”  Select “Using colors.”
 Add “Type in a name” font.  Input e-mail sender/s.
 Choose color – or font changes.
 Input selected color.
 Click “OK.”
 Click “Condition “ in From field put  Apply.
in names you want to apply this
color coding to and click “Okay.”

51. Meetings we don’t
mind attending:

52. Maintaining focus: controlling distractions
 Reverse the upside-down agenda.
Address the 20% first.
 Have a focused line-item agenda
including a time limit and an
expected outcome.
 Use synthesizing language to keep
the discussion focused.

53. Happiest People
• Aware of their____________.
• Get to _____ them.
• Have a sense that they ______________.
Happier
by Tal Ben-Shahar, Ph. D.

54. Question
“How will I feel if I don’t (fill in the
blank)?”

55. Session II:
Build Your Innovation Net Worth:
April 19, 2013
Master the Art & Science of Innovation and Move Business Forward
Presenter
• Identify and eliminate the obstacles to innovation
• Understand the business growth cycle
• Incorporate the four types of innovation
• Establish success metrics for innovation
• Construct effective schemes to introduce new ideas to stakeholders
Susan Reed, Founder and
• Recognize individual innovation thinking patterns
CEO of EdgeDweller, Inc
• Create a business culture where innovation is a consistent practice
For tickets visit: womenetics.eventbrite.com

56. Session III:
Lead from your Core to have Zenith Impact
May 10, 2013
Prepare Your Mind, Body and Spirit To Conquer Leadership’s Challenges
Presenter • An Integrative, holistic approach to strengthening leadership skills
through the mind, through meditation, food nutrition and physical
activity.
• A simple lesson in how the brain is organized to help you optimize
leadership functions.
• The cutting edge science behind how meditation can optimize executive
function.
• Basic lifestyle tools, tips and techniques to strengthen brain function and
Dr. Pamela Peeke, MD, stimulate new brain circuitry
MPH, FACP