7 Keys to Working Smarter and Being Highly Successful

After observing thousands of leaders in companies from startups to over $20B in revenue and helping create over $1 Billion in business value, I noticed one superpower in highly successful people. They worked smarter, not harder, and derive much higher results in less time than almost everyone else. These very successful leaders tended to value highly the Management Strategies and Learnings obtained through Business and Executive coaching channels.

For clarity, I deem someone to be successful if they can accomplish three times more than their peers,  have more joy and happiness, and do all of this in less time.  Now, I have to draw a line as many of us are highly ambitious, driven, and are classic workaholics. Most workaholics do not commit to reducing the hours they work and find work exhilarating. Regardless of your view, it would help if you wanted to achieve three times the results and earnings in less time. What you do with the extra time is your business.  But everyone should want to work smarter and not harder.

I am often exposed to CEOs in the same industry and have always been amazed at how varied leader’s approaches are.  To me, the right approach is the one that produces three times the results with a similar effort.  Let’s take the restoration industry.  I have met many CEOs who started their business 20 years before and are stuck at $5M in revenue or less. Also, I have met others that were in the industry for just a few years and had revenue over $5M.   I do not only find revenue disparity. I also find profit and time gaps.  While the average company earns a net profit of 5% of revenue, we have helped companies generate over 20%.  Would you rather be a $10M company that produces $500K of net profit or a $5 Million company that produces $1M in net profit?  That was a trick because you should want to be the $10 Million company generating $2 Million profit, expecting the growth and the profits.

The most successful CEOs build far larger companies, have higher growth rates, have more free time, and have 3x the net profit margin. And, yes, there are other measures of success. I want you to consider that working more hours than everyone else, regardless of what you earn, is a fool’s choice! All I want to do is challenge us to work smarter continually.

Which leads us to the big question: “How can we make it easier to achieve our success goals faster?”  How can a person make far more, achieve their intended impact, and work a lot less? Not only is this possible, but others are already doing it. After watching these leaders, I noticed they were not necessarily smarter, more creative, lack ethics, or privileged.  I have met many highly successful people, some ultra-wealthy, and found that they were formerly homeless, living in trailer parks, had no college degrees, and so on. I am sure all of us are capable of high levels of success.

Achieving success is simpler than you think but not easy. If it were easy, everyone would do it.  The strange part is that we are familiar with the concepts but not living them. Here are the principles you must follow to work smarter and not harder:

(1) Manage Your Thoughts

(2) Have a  Strategy

(3) Be Strategic

(4) Work a Plan

(5) Be Disciplined

(6) Resilience Rituals

(7) Build Wealth

Manage Your Thoughts

There are three dimensions to managing our thoughts: awareness, intention, and perseverance. Our mind is a potent tool. How you think will change your outcomes for better or worse. Thus you need to be aware of what you are thinking. For example, if you make up your mind that someone cannot do their job, your words and actions will differ from those based on the premise they are capable of. Your thoughts need to be congruent with your intentions. If you intend on accomplishing something and focus your thoughts on contrary purposes, you will fail. Imagine you plan to have a good day but your spend most of your day angry about something. 

Once our thoughts and intentions are in unity, we need to have perseverance. When was the last time you set out for something new and challenging, and it worked out exactly as planned? Most often, we find we run into unforeseen difficulties and roadblocks.  If you allow your mind to waiver from the finish line, you may not get there in a practical manner.

Have a Strategy

Too often, I find driven people are in constant motion. They confuse activity with productivity. When they see a problem to solve, they are off to the races.  Often leaders are solving the wrong problems or not taking the best route to solve their problems.  By doing so, you may feel better in the short term, but it could have long-term negative consequences.

I recently witnessed a senior leader get angry with a subordinate because he felt they were taking advantage of the company.  He immediately launched into attack mode and let the employee know how he felt.  While the concern was merited and the employee course-corrected, there were longer-term consequences.  You see, the leader was so busy being right that he lost one of the highest-performing people in the industry. That employee decided to quit his boss.

In the end, the leader was not strategic.  Had he been, he would have waited until he wasn’t angry and would have developed a strategy to course-correct the employee in a manner that was okay for both parties involved. Instead, he may need two people to do the work the one accomplished, and his reputation may cause other competent people not to want to work for him.

While I used a personal situation, the same goes for taking on projects, lofty goals, and conquering the competition. One thing we have all learned is that there are many ways to accomplish an objective. Being strategic requires you to consider achieving the ideal outcomes, choosing what “not” to do, using the least amount of resources, and within the desired time frame. It is usually best to consider expanding your options before choosing a path.

Work A Plan

We are working on a plan ties to being strategic.  However, the critical difference is that the strategy is the vision of where you want to go, and the action plan charts your course from beginning to end—many of us are big picture people. We can see what is possible and have a “can-do” attitude.  The problem with visionaries is they believe everything is simple and underestimate what it takes to achieve the outcome.  Taking the ball down the field is usually someone else’s problem.  To achieve grand visions, I recommend the following project management techniques:

(1) Be specific – The objective has to be clearly stated so that anyone could step in and know what needs to be done.

(2) Make it Measurable – Identify the measurable milestones and deadlines that indicate you are on track.

(3) Action Steps – Identify the action steps necessary to achieve each milestone.

(4) Monitor Progress – There must be processes and systems in place to monitor progress.

(5) Course Correct – When progress is insufficient, it is essential to revisit your plan to get back on track.

Be Disciplined

Whether you are working on getting healthy, achieving your sales goals, accomplishing a major project, it takes disciplined action.  Too often, we like the idea of the outcome but are not disciplined enough to achieve it. Think about dieting. If I eat healthily and eat the right amount of calories for three days a week but overeat unhealthy foods the other 4, it will take a lot longer (if ever) to lose the weight. Where if you ate properly every day, that takes discipline.

My brother Matt is the President of Steven Douglas, one of the fastest-growing recruiting and staffing agencies in the US.  Matt has been a top producer every year since he entered the industry almost 20 years ago.  Most people in his industry only dream of producing his revenue production.  Matt shared with me that he has hundreds of employees, and none of them produce as much as he does. Given that he is President, he spends far less time than full-time salespeople. This caused me to ask his secret. Matt has a list of 300 key contacts he calls every sixty days.  He does this by setting aside one hour daily for outbound calls.  This single disciplined activity has helped him achieve more in 5 hours a week than others can produce in 60 hours.  Successful people are willing to commit to such discipline. I have shared this technique with at least 100 people over the years, and none has had the discipline to implement it.

Resilience Rituals

The airlines taught us a very important less when they told us that we must put our oxygen masks on first before helping others. I have found that highly successful people have a regimen of activities that they use to recharge themselves.  Here are my resilience rituals:

 – 1/2 hour of daily exercise

 – 15 Minute breaks between meetings

 – 15-30 of Meditation

 – 15 Minutes of Quiet reflection

 – Spending time with friends and family

 – Take 4-6 weeks off on vacation throughout the year.

 – Monitor and control my work hours

 – Weekly Massage

It would be best to have the same level of committed discipline to your resilience rituals as your business routines.  For example, if you work out 4 hours in one day, it will not have the same effect as 1/2 hour per day.

Build Wealth

Too many of us are so busy working that we don’t spend the right amount determining how to build wealth. Every very wealthy person I met has at least three streams of significant income.  It is essential that you identify, develop, and give enough attention to your various income streams.  Most people will tell you that the most significant part of wealth came from income streams outside of their day job.  The day gave them the financial start in investing in other activities. Still, many of those activities require learning about and developing strategies and plans to develop each stream. 

In Conclusion

While you can be highly successful without practicing the above activities, it does not invalidate them.  However, by managing your thoughts, being strategic, working a plan, being disciplined, practicing resilience rituals, and building wealth consistently, you will find your path to success with less friction.  Now I challenge you to determine how to use these principles to work smarter and not harder, so you have more time to do the things that are most important to 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 Activate Group Inc or contact Howard Shore at (305) 722-7216.

Avoid Horrible Meetings

A client asked me to observe his weekly leadership team meeting and it was one of the worst meetings I had attended in a long time. Every leader in the room should have been upset because they essentially wasted 90 minutes. More concerning was the fact that leadership rated it a great meeting.

Might you and your leaders unconsciously fall into the same traps as my client? After all, the agenda and process for the meeting is common practice and is prescribed by EOS (Entrepreneurial Operating System) Implementers all around the world. The problem was not the process or EOS, it was the way it was being implemented. Let’s dissect what happened and then discuss what should happen in every weekly meeting.

Form Over Substance

The overriding problem was form over substance. The team followed a proven process and yielded the wrong outcomes. The meeting involved a standard agenda, covered the topics, engaged everyone, started on time, and finished on time. From a theoretical standpoint it appeared to be a well-run meeting. And my client rated it so!

Here are the primary reasons I would rate the meeting horrible:
1. Clarity of Purpose
2. Undervaluing time
3. Little (if any) conflict
4. Lack of accountability
5. Failed to address serious problems

Clarity of Purpose

Are your meetings more focused on purpose or process? Purpose focuses on intended outcomes and process focuses agendas, start and end time, checking the boxes, and having the meeting in the first place. The problem with process is that you can follow it flawlessly and not accomplish your purpose. The challenge with standard operating procedures is the presumption that conditions don’t change. When it comes to leadership meetings, we are always operating in turbulent conditions, so we need to have flexible standard operating procedures that adjust the process to accomplish our purpose.

The purpose of the weekly leadership meeting is to:
• Share key information across the team
• Break silos
• Keep focus on the top priorities
• Hold people accountable when they are off track
• Solve big issue(s) together

Agendas are typically designed to identify the key information that needs to be shared. Personal update, business update, customer feedback, employee feedback, priority status, to-do status, metrics update, and key company and department challenges. After providing this information the team identifies topics, prioritize, and discuss key topics, and agree on solutions. This is precisely what my client did. So, you are probably thinking, this sounds like they should have had a great meeting. What’s the problem?

Information was shared and after 45 minutes none of the key issues in the company were raised. Yes, they identified issues, but it was all small issues. This company had major issues and none of them were brought to the table. When issues were addressed, half the room would check out when it was not their issue. Leaders had opinions and observations that should be raised, and they did not. Worse, most of the issues discussed was a quick conversation between two people that should have happened and could have been resolved before the meeting. These people are all in the same building, are steps away from each other and clearly have not been talking.

Had this meeting addressed its purpose, the leadership team would have spent a lot of time discussing their number 1 issue, people. Certain vacant positions were causing the company to miss opportunities. Keeping the wrong people was costing them money. And, there was no confidence in how this would be resolved. Every leader has a hand in this obstacle and failure to address was costing this company over $1 Million in profit. This discussion should happen every week until results prove that the plan is in place that is showing the progress necessary to capture the $1 Million.

Key Observation: Focus on making major improvement to your business every week. Leadership meetings should limit the small stuff.

Undervaluing Time

If your week is like most leaders, time is always an issue. Time is finite and if we don’t use it wisely the company and performance suffers. When we have meetings, we are investing time just like we would money. When you allow for a bad meeting, one that fails to speed up taking advantage of big opportunities and eliminating your bottlenecks, it is costing you dearly. In the case of the people issue (identified above), it is costing the company $20K in profit each week.

Have you ever wondered why time is being squandered? I have given this significant thought and find two reasons to be the main culprit. First, we tend to avoid the elephants in the room. The elephants are the big problems. To resolve them is difficult, it can take considerable thought, requires conflict, and takes significant steps and time to address. As a result, we go after the small stuff. Second, it feels good to check items off the task list. As problem solvers by nature, we feel good when we solve a volume of problems. However, most of the problems would go away or be different if you addressed the elephants.

In the client example, it was considered important to finish and end on time. Because this occurred, the meeting was rated well. Based on the content and discussion, this meeting should have been completed in 60, not 90 minutes. Most weekly meetings, when focused, can be completed in 30 minutes. In my client’s case, the extra time was caused by taking 45 minutes for ideation and updates. Not only did they spend time focusing on minor issues, but they also spent too much doing it. I plan 60-minute meetings with a 30-minute buffer. While I expect to get done in 60 minutes, there are times when the issue is big and important. It is crucial that you finished discussing and prescribing a solution before leaving the meeting. Failure to do so adds a week delay in addressing important issues. In addition, it causes more time to solve the same problem because you lose momentum in the discussion.

Key Observation – Get better at increasing the value from holding meetings and have the discipline to get done in shorter periods of time. Reward the team with unscheduled time when this happens, and they will go back and get more ROI from their time. A key measure of a successful meeting is identifying and measuring the value of the decisions and actions from the meeting.

Break Silos and Encourage Conflict

I have participated in thousands of meetings. The difference between great and ordinary leadership team meetings is how leaders engage in meetings. In great meetings, everyone in the room is playing to win and there are no sacred cows. Everyone demands excellence, want to contribute value, and cannot stand for bulls#@t. If you get through a meeting and there is little conflict, your meeting suffered one of the following:

1. You are discussing insignificant items.
2. There is a lack of trust

Healthy conflict needs to be mandatory. If you are discussing a difficult issue, there should be varying opinions as to the definition of the issue, multiple ways to solve the problem, and rarely consensus on actions to take. It takes vigorous debate, challenging each other’s assumptions, questions about sources of information, and so on. While I am certain there are moments where this happens in your meetings, how often? What percentage of your meeting involves conflict?

In my experience, a lack of conflict occurs because of the highest-ranking person in the room. For conflict to happen, this person must be more curious, and listening rather than talking too much. After all, they already know their opinion. The job is to access everyone else’s brains. It is important to understand everyone’s perspective on a subject. Even when it is not in their area of expertise. Some of the best ideas and perspectives come from those people that seem the least qualified to contribute. In every meeting everyone should expect to share and contribute ideas. They should truly be part of the decisions. Our job in meetings is to co-create.

We also need to be vigilant about three types of circumstances:

1. Politics
2. Low Contributors
3. Negative Influencers

You can identify politics when people are not speaking their mind. Their body language, tone and past discussions on a subject indicate whether they are speaking up. When people are saying what others want to hear or staying quiet because they are avoiding going against the grain, this is politics.

Key Observation: By making people speak up you help them grow as leaders. You get more and better ideas and break siloed thinking. We want to not only hear everyone, but we also want to understand why they have come to their conclusions.

Lack of Accountability

We must hold the team accountable for achieving company and department priorities and goals. While this is obvious, it is not happening in most organizations and execution suffers. While my client presented the status of priorities and goals, it was a farce, and no one spoke up but me.

First, when leaders presented their metrics, almost everyone one of them was red. Red should be an indicator of poor performance. In an accountable organization when this goes on for too long someone should be fired. When I saw how many metrics were red, I asked “how long they had been red.” The team answered “forever.” Essentially their targets were not real expectations and did not represent reasonable expectations. Targets for the week, month, and quarter for every metrics must represent present conditions. Failure to adjust them accordingly leads to an environment where it becomes impossible to be accountable.

Secondly, this team recently set new priorities and had concluded that the old priorities were too shallow and would not drive needed results. Instead of updating their scorecards they reported on old priorities. Worse, since there were no clear milestones and due date for action steps it was impossible to know whether leaders were on track to complete their priorities. Thus, the priority status update was bogus.

Key Observation: When metrics and priorities are not properly developed it is impossible to hold someone accountable until it is too late.

In conclusion, by having meetings that achieve their purpose, you will be able to grow your organization faster and with less effort. You must properly use time when you hold weekly leadership team meetings. Time is best used solving “big” rather than small issues. Your company would be better off solving one big issue rather than lots of small ones. The big issues relate to quarterly priorities and show up when metrics are below meeting a reasonably high standard. You know that you have hit gold, when you are having constructive conflict and rigorous debate.

Trying to Sell an Apple to Someone Looking for Chocolate?

Recently, I facilitated a meeting for one of the most innovative companies I work with. The leadership team is one of the smartest I have ever worked with, and there is a clear vision about solving gaps in their market. Moreover, they arguably have the best SAAS platform to serve their target segment. Yet, they have struggled to grow.

Have you ever wondered why some companies seem to grow with ease while others don’t? I have pondered this question because I have seen far too many organizations struggle to grow. For the SAAS Company, the secret showed up in a strategy session I recently facilitated. The conversation centered around one key question, “Why is this SAAS company finding it so difficult to acquire new customers? The answer was not what you would expect.

Are You Answering the Right Question?

Often, leaders are trying to solve their growth issues by centering on the wrong questions and problems. Typically if you asked the question, “How do we increase sales faster,” you would hear answers like:
• We need more revenue.
• We need more leads.
• We need higher quality leads?
• We need better salespeople.
• Our sales manager is not doing her job.
• We need better marketing.
• We need more marketing.
• We need more salespeople.
• Our customers don’t understand why we are different.
• We have failed to articulate our value proposition well.
• Our salespeople need a better process.
• Our salespeople need better training.

Have You Identified the True Problem?

While the above may be components of solving your growth issues, it is likely not your problem. I often see companies spend significant money and time addressing all the above. After years of frustration, they find themselves right back where they started from. They find other companies in their industry growing far faster, and some started much later and far larger. Your company has likely developed great products and services, cares about your employees and customers, works very hard, and has many loyal customers. In addition, your company might have implemented best-practice execution processes like EOS and Scaling Up, and yet the growth outcomes are not getting much better. What gives?

The right approach is to change your question. In my client example, we changed the question from “how do we increase revenue” to “why is it so difficult to acquire new clients ?” I asked the leadership to answer the question with a question. We brainstormed for 10 minutes until we complied with enough inquiries related to the initial question. Here are some of the questions they came up with?
• How do we remove sales friction?
• What would we need to do to increase market share dramatically?
• Why can’t we sell product “A” to our target market?
• Why is there so much friction in acquiring new customers?
• Would it be easier to sell a product that is on par with our competition?
• What do we need to shift in sales and marketing?
• Who is our real target customer?
• What is the evolutionary path for customers?

After developing 25 questions, I asked the team to narrow down the list to one critical question that would address almost all of the questions. The answer was, “why can’t we sell product “A” to the masses?”

By using the new question as a focal point, we were able to discover their real problem. The market was desiring a product they were not offering. Worse, they had the perfect product, and it was bundled into their more sophisticated product. In the long run, their product was more complete and would better serve their target market. The problem, most companies were not ready to consider their full suite, and they were trying to force it on them.

While there is a lot more to this story, I was hoping you could recognize that these extremely smart leaders were essentially trying to sell an apple to people looking to buy chocolate. When the prospect did not see the chocolate, they moved on to the competitors. We realized that we had to metaphorically get the customer into the supermarket and sell them chocolate before they were willing to consider the apple. Chocolate was their primary need. Once they loved our chocolate, we could take them down more isles and sell them more of what they needed.

Stop Trying to Convert the Heathens?

Are you guilty of ignoring the market? This is a common mistake. My client was a great example. They had the perfect product but were so enamored with their complete solution causing them to ignore the market expectations. While they are correct, their product can and will solve bigger, more complex problems, there were too few leaders that were aware and ready to solve them. They were getting ahead of themselves. And, like a good priest or rabbi, they were delivering sermons to inspire and convert the heathens. The problem was that the disciples were not listening. When this occurs, the sermon is white noise. Their best approach was to get the easy win, earn the customer’s trust, and use that as a platform to cross-sell later.

Conclusion – Ask Yourself… and Take Action!

If you are like many leaders, you know that your company can and should be growing much faster. Have you found the right question to answer? Do you know the primary problem? Are you spending enough time facing the brutal facts?


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 Howard Shore or the firm, please contact Activate Group or call (305) 722-7216.

Three Keys to Maximum Business Performance

3 Keys to Maximum Business Performance

While people have been impacted by globalization, technology, and other circumstances, achieving business success has not changed. Over time, you will need to discuss changing conditions and have a robust operating system maneuvering these issues. But I have concluded that while most entrepreneurs pride themselves on their speed in getting things done, I see them running in circles. More creative entrepreneurs may make lots of rapid right turns instead of circles. Still, they find themselves in the same place and with the same problems as the people running in circles, never achieving acceleration.

 

The Difference Between Speed, Velocity, and Acceleration!

Acceleration in performance should be the goal of all leaders. Most people use the words speed, velocity, and acceleration interchangeably. However, these are three different outcomes. Speed defines how much distance has been covered in a particular timeframe. Velocity is the rate of change of distance in a particular direction concerning time. And acceleration is the rate of increase in velocity. Great companies achieve far greater velocity than “good” companies.

 

Every Business Has the Same Fifteen Leaks

As I wrote in my first best-selling book, Your Business is A Leaky Bucket, there are fifteen ways every business is leaking growth and profits. The bigger the business, the bigger the leaks. No business is immune. The odd part is that you likely already know you have the leaks. And, all fifteen leaks had a centering cause…leadership. They result from poor leadership. These leaks individually and collectively slow velocity, and large leaks can cause demise in your business. My book helps you identify and quantify the leaks. More importantly, I prescribed how to address each leak. Average companies achieve speed, good companies achieve velocity, and great companies achieve acceleration. The latter spend specific leadership time narrowing the fifteen leaks.

Leaders I work with are stunned when they realize how easily they can improve a business. But are often surprised by the dollar value in the improvements. However, easy does not equal simple. It takes discipline to work on the business rather than in it. It takes perseverance to stick to your plans and focus on a limited number of objectives while saying “no” to others. It takes rigor to drive excellence.

 


The Three Primary Reason Business Leaks Occur

There are three primary reasons why those leaks continue to recur throughout the life of your business:

1. Mediocrity—You know your organization and people are capable of more, but you allow average to become the standard for your business. Sometimes, this happens because you attempted but failed to raise the bar in the past. There is also a tendency to compare your business to industry norms and become comfortable if it’s doing better than the industry average—even if that industry average is a massive bottleneck in your business. Accepting the lower standard may be common in your industry, so you accept it, too. For example, high turnover has become the accepted norm in certain positions in some industries. But excessive turnover is a significant drag on a company’s ability to grow and scale. Ask yourself, how often have you taken too long to replace someone you know is not capable of doing his or her job? These are examples of accepting mediocrity!

2. Mastery—It takes discipline and perseverance to continually improve and address the issues that cause slower growth, lower profitability, and cause leaders to be tied to their work. Let’s be honest; when you started your career, were you thinking, “I am going to be a master craftsman at culture, team cohesiveness, strategy, people, execution, and cash systems?” Each of those areas requires skills and knowledge, continuous learning, and continuously increasing your level of mastery. However, as your business grows, so do the challenges in these areas. The typical leader would prefer to focus on industry knowledge, serving customers, and making better products and services rather than think about, discuss, and address those other, less tangible issues. In reality, culture, team cohesiveness, strategy, people, execution, and cash are the business operating systems that you use to run your business.

3. Invisibility—Financial statements do not capture the substantial costs of the weaknesses in your business operating system. Generally accepted accounting principles are only designed to capture actual transactions, assets, and liabilities. There is not a place in accounting principles to capture the cost of mediocrity and lack of mastery. Like most leaders, you do not go out of your way to quantify these costs. Here are some examples of mediocrity that should be monitored and will not be found in your financial statements:

– The cost of keeping underperformers

– The cost of lost sales because of mistakes in the sales process

– The cost of customers who left because of their disappointment with your quality and bad processes

– The cost of a bad strategy leading to higher customer turnover or slower customer growth

 

There are no financial statement line items for these costs, yet they exist in every business. Such losses are much more significant than you want to face, so you don’t! You are complacent with being good enough, especially if you are growing rapidly and profitably.

To succeed in business, leaders must have a business operating system and toolkit that help them work on the business in a way that allows their team members to make clear decisions and act regardless of the noise. Success is the result of your commitment to that system and how well you use the tools that support it. For the past 100 years and into the next 100, you will find that business challenges are the consequence of how effectively leaders handle these six operating systems:

(1) Culture
(2) Team Cohesiveness
(3) People
(4) Strategy
(5) Execution
(6) Cash

 


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 Howard Shore or the firm, please contact Activate Group or call (305) 722-7216.

Lack of Accountability is an Epidemic

Have you ever been frustrated because a colleague had failed to follow through on a critical priority? You are not alone. I have concluded that lack of accountability is an epidemic in most organizations. The good news, this is solvable.

I recently had a C.E.O., Rocky (not his real name), tell me that he felt his team wasn’t following through on the key priorities. Worse, they agreed to them! Rocky felt that maybe his team thought that what they chose to work on was more important than the agreed-to strategic initiatives. I found this puzzling and needed more context to diagnose and develop an action plan. After all, I knew his team members. All possessed high integrity and the required intelligence, and all worked hard. I doubted that any of them were willfully sabotaging the company, mainly since this was a group issue.

So, I asked if I could sit in on their next weekly meeting as an observer. What I found was eye-opening!

Rocky led the meeting with his entire team present, and they all actively participated. After the meeting concluded, I debriefed his whole team. I complimented them on their high energy and congeniality and asked if this was a typical meeting. They said it was. So, I pointed out that even though they all effectively worked together to solve a business problem, there was one key item missing from their meeting, and probably from their others, as well. All heads turned to me.

Now that I had their attention, I explained that not once did they discuss their key quarterly priorities and the corresponding key measures developed to provide headlights. In other words, Rocky wasn’t holding his team accountable for focusing on achieving their strategic initiatives. And, by extension, if Rocky wasn’t holding them accountable, I asked if maybe they thought that where they chose to begin wasn’t that critical? I saw a couple of heads nod. However, the most common response was that they didn’t fully grasp what they were supposed to do.

My colleagues and I at Activate Group, Inc. have been exposed to thousands of leaders spanning most industries in businesses ranging from start-ups to billions in revenue. We have learned that a lack of accountability typically stems from a lack of clarity. After all, it is hard to commit to something if you don’t fully understand it; and, if you’re not committed, you can’t subscribe to the need to see it through.

In his excellent book The Five Dysfunctions of a Team, Patrick Lencioni talks about how, for a team to get the desired results, it first needs to work its way up through four other levels. It starts with trust. This is the foundation required from which they can effectively engage. Next, a strong team will engage in constructive conflict and dialog to allow everyone to be heard, gain clarity, and consider more alternatives. After everyone is heard, it is crucial that you ask for and gain commitment from all stakeholders. It is at this point that engenders the necessity of accountability to drive results. When you skip any or all of the first three steps, you tend to lose clarity and commitment.

In my client’s case, it turned out they didn’t spend enough time engaging in constructive conflict. While they had developed a solid foundation of trust over the years, they didn’t spend enough time in having that constructive dialog so that everyone clearly understood the initiatives and could commit to supporting them as priorities.

The other mistake I found—and find often—is a lack of a clear accountability system. Within this system must be clear on who is accountable to make sure a particular thing gets done, what must get done, and when. In many cases, that assignment is left ambiguous, and, as a result, no one feels accountable.

I helped my client implement several steps that you can implement in your organization:

1- Leave plenty of time on the agenda to make sure that everyone was clear on the priorities.

2- Ensure that the priorities are specific, measurable, attainable, relevant, and time-bound—the useful acronym S.M.A.R.T.

3- Limit the number of priorities assigned to each executive to make sure you spend enough time in a constructive discussion (Specific, Measurable, and Relevant) and that they aren’t stretched to the point that they might drop some balls (Attainable) during the upcoming fiscal quarter (Time-bound).

4- Assign accountability to only one person. Others can help, so they can delegate responsibility for any number of tasks, but only one executive would be held accountable.

5- Create an Accountability Dashboard so that anyone could review it and understand the status of each priority. The Dashboard has to be updated before each meeting.

6-  Change meeting agendas so that time is allocated to priorities and key measures first, and other topics are addressed as time permits. The Dashboard now becomes a tool to be reviewed.

7-  Create a powerful meeting tempo for each week to allow the team to stay current with all key aspects of the business and get help with their stuck priorities.

The above changes have become ingrained in the company, and the level of team engagement has far exceeded Rocky’s expectations. As a result, by driving clarity and, thus, accountability, the company has managed to grow during the three most recent quarters, all during the pandemic! They grew sales by 20% and increased their profitability by almost 30%!

 

Want to Learn More about Accountability?

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

How to Remove OVERWHELMED from your Business Vocabulary

HOW TO REMOVE OVERWHELMED FROM YOUR BUSINESS VOCABULARY

The CEO of one of my Business Coaching clients, let’s call him Joe, was very highly strung when I first met him. He was saddled with both working on the business and working in the business. He felt that his management team was inadequate for the job and had to step in and do the job for them constantly. As a result, he was always tired, impatient, and short-fused. His team members frequently walked on eggshells to avoid the fallout of Joe unloading from feeling overwhelmed and over-worked.

That was a year ago. I recently picked up a new executive coaching client, Mike, who was a referral from Joe. After going through some pleasantries in our first call, I asked him why he wanted to work with me. He told me that he has known Joe for years and has noticed a remarkable change in Joe’s behavior. He now found Joe much more relaxed, Mike continued, and it was fun to hang out again. Additionally, he noticed that Joe now appeared to be more focused and took the time to work on his business expansion, as well as made the time take a long overdue vacation with his family. Mike wanted that for himself, as well! He felt that he was facing burnout and needed to reverse that trend.

Many business owners and CEOs find that they, too, can feel overwhelmed and over-worked. Sometimes, they behave like Joe, and other times they just check out and disappear, trying to hide from the demands and the fatigue. These are all symptoms of burnout, just from different ends of the spectrum. It is always a big red flag when the CEO is the busiest person in the Company.

There is no magic formula for the CEO to change this dynamic. It’s about adopting new habits, both for themselves and their management team, to give them the freedom to spend more time working on the business. Here are the things you can implement to help not feel overwhelmed and burned out:

-1-  Create a Culture of Learning – The entire team was assigned a reading list and we did follow-on discussions and exercises. I curate the reading list to focus on gaps in the desired behaviors the team needed.

-2-  Create a Culture of Accountability – If you’ve read my previous blog, you learned that the lack of accountability typically stems from the lack of clarity. After all, it is hard to commit to something if you don’t fully understand it; and, if you’re not committed, you can’t subscribe to the need to see it through.

-3-  Prioritization – Implement a planning process (Strategic and Operational) that identifies the key priorities and aligns the management team’s members. Use a balanced set of metrics to provide both headlights and taillights so that everyone knows how they are performing.

-4-  Talent Scorecard – Implement a talent scorecard to determine if you have the right people filling the right seats. The scorecard is used to evaluate everyone in the Company, including the CEO.

-5-  Communications – Create a strong communication culture by implementing proper meeting rhythms and employs active listening.

-6-  Transparency – Fostered organizational alignment and improved operational velocity and effectiveness through clarity and accountability. Everyone in the Company knows what is going on and how you are doing. Everyone must understand the Company’s purpose and values, its priorities (for the quarter, year and beyond), and how success is measured.

By applying these six key principles, Joe’s Company is growing at a healthy clip and year-over-year profitability has improved by 20%. Also, employee turnover has dropped, and most employees think it’s a great place to work. Joe has developed and made his bench of managers stronger and more capable; and the trust in the leadership team is at an all-time high. He now has the freedom to focus on other higher-value initiatives and activities. Most of all, Joe no longer feels overwhelmed. He is working on growing the business and finds the time to spend with his family and hone his golf game. Joe is a happy man, and his team sees that too. He is still busy, but he is now only pursuing strategic business objectives and lives a balanced personal life.

Want to Learn More about Removing that Feeling of Being OVERWHELMED?

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

What’s Coming That I Do Not See?

Recently a client sent me an email with a curious question: “What is coming that I do not see?” All leaders have asked this question one time or another. However, most fail to address the real reason they had the concern. Max (not his real name) was concerned because his financial results (while very positive) were a surprise. He was wondering if there was a better way to avoid positive and negative financial shocks. The key to avoidance is a better understanding of your financial results and the metrics that lead up to them.

There are 5 Reasons to Become Better at Understanding Your Key Metrics

 

1- Lack of understanding key metrics leads to poor decisions.

2- Fear causes your organization to slow down.

3- Lack of financial vision causes your organization to squander key financial resources.

4- Forecasting focuses leaders on the core issues and leads to business acceleration.

5- Lack of mastery of metrics leads to poor accountability.

Predictable Cash Flow is Achievable

The challenge Max and many other leaders face is to overcome their lack of expertise, commitment, and discipline when it comes to gaining a complete understanding of their financial statements and the underlying metrics that drive them. Unlike factors such as a COVID-type event, most financial outcomes can be predicted with a reasonable degree of accuracy. In fact, it’s likely that most of you who are reading this are not comfortable with metrics and finance in general. That discomfort should not prevent you from requiring the same high standards and rigor you demand in the other areas of your business. The good news is that every business leader can address this problem. Committing to better forecasting will make your business stronger, and you don’t have to empty your bank account to do so.

Lack of Understanding Key Metrics Leads to Poor Decisions

After working with hundreds of companies, I have noticed one difference between top industry performers and the rest. In top-performing companies, everyone knows their numbers. I recently witnessed this in action with Company X (not their real name). Company X has great products and services yet failed to make a profit. We were working with several companies in the same industry. All those other companies had accurate and timely financial statements and the right metrics to evaluate how to improve their financial results. Company X never had accurate or timely financial statements for their management meetings. Worse, management had lost trust in the numbers they did have.

Because they lacked reliable and timely information, they made decisions based on hunches. They made all the logical moves to improve a business in their industry. Unfortunately, they were not seeing or addressing the right issues and challenges. Convinced their whole problem was selling, general, and administrative expenses (commonly known as fixed overhead), the leadership team focused on cutting these expenses. While minimizing overhead is a good business practice, it did not get to the root of the problem. In some cases, cutting the expenses caused the company to be less profitable. They were cutting through the bone.

Company X’s main problems had nothing to do with fixed overhead. In actuality, their fixed costs were lower than that of competitors of similar size. After pushing for better information and competitive benchmarking, they realized their gross margin (revenue minus direct variable costs) was awful. Their gross margin was operating 50% below the better players in the market. It meant that the leaders running their operating departments were failing to perform, and these leaders were hiding in plain sight. In the end, it was determined that they had a pricing problem and direct labor costs required to deliver their services could and should be much lower. Before having this knowledge, they failed to focus on addressing those two issues.

These challenges are predictable and solvable.

Fear Causes Your Organization to Slow Down.

It seems obvious that fear can cause your organization to slow down, but what are you doing about it? Imagine you are in a long dark cavern with many possible turns, no flashlight, and no directions. How fast will you move through that cavern to get to the other side? Most people would slow down and be more cautious. Those who want to try to move quickly are likely to trip, hit their heads, get lost, and possibly injure themselves in the process. Some people may reverse course because they find it too dangerous to move forward or don’t want to go through the trouble.

Now imagine facing the same cavern, except now you have a high-powered flashlight, night vision goggles, and a map showing you the quickest way to the other side. Most of you run your businesses more like the first scenario than the second. And it costs you significantly.

Using the right metrics allows everyone in the organization to contribute to your success. Learning and using your company’s metrics will enable you to show each employee the way to peak performance. The more people that have this flashlight, the better and more predictable your financial results become.

This challenge is predictable and solvable!

Lack of Financial Vision Causes Your Organization to Squander Key Financial Resources.

Getting ahead of oneself is something I wish I could tell you I have never done. I am guilty of bringing on too many people too quickly. Also, I am guilty of investing too heavily in a new endeavor without testing it. We have all done it. I can tell you in almost every single circumstance I should have known better. I was making decisions that defied reality.

A great example is a business services company. They had national growth aspirations, great products and service, a strong reputation in their local market, and the CEO was highly driven. The company was highly profitable, but its growth had stalled in its local market. Rather than addressing the fact that their existing sales team was failing to perform, they doubled the number of sales team members and tripled the number of markets. The result was predictable. Almost all the new salespeople failed. The company got little traction in the new markets, and the old salespeople continued to perform poorly.

You might be thinking, this is an easy problem to solve: Hire the right sales manager, fire the team, and build a new one. That is what most companies would do. However, this company’s data was telling them a story that they did not want to recognize. They had the highest customer churn in years; the owner, who had been a star salesperson in the industry for over 30 years, was no longer producing; and getting meetings with new prospects seemed to take an act of God. After challenging their performance, we learned that their pricing was no longer competitive for the value delivered. Additionally, the market had shifted, and the leaders failed to recognize and address the current market’s needs. Before adding salespeople and a new sales manager, this company needed to address its strategy issues.

By not addressing the real issue, you may be following the plot of the movie 300. The story revolves around King Leonidas, who leads 300 Spartans into battle against the Persian “God-King” Xerxes and his invading army of more than 300,000 soldiers. Despite having 300 of the most formable soldiers globally, there was no way for them to win the battle. I see this same plot playing out in many companies.

This is another problem that is predictable and solvable!

Forecasting Focuses Leaders on the Core issues and Leads to Business Acceleration

Let’s get back to Max. Max leads a company that has lots of good data. They needed more discipline and focus on understanding their metrics, what issues they should be addressing, and how to recognize the leading indicators causing the surprises in their financial results.

After reviewing actual results and comparing them to the forecast, we learned many things. They had identified and used the right metrics but needed to get better and to set realistically high assumptions. In Max’s case, they beat their sales goal but how they originally derived the sales goal had no bearing on reality:

1- They had 40% fewer leads than expected. This happened because they had not done enough analysis to understand how many leads would come from each marketing channel in each market. Had they looked at the past performance, they would have known there was no basis for their targets. And, they had no new action plans that would drive different results.

2- The company exceeded its sales goal by 25%. There was no correlation between the assumptions used to develop the costs. They got the following wrong:

  1. They forecasted having all positions filled in their sales department despite knowing that they were beginning the month with nine open sales positions.
  2. They had several new salespeople who normally do not derive any sales for at least 45 days (their sales cycle).
  3. Their target appointments, appointment conversion rate, and sales closing ratios did not resemble anything close to reality.

Max can now work with the department leaders to improve future forecasts reflecting what they learned. Based on new assumptions, they are going to destroy their sales goals for the year.

This was predictable.

Lack of Mastery of Metrics Leads to Poor Accountability

To establish a proper accountability system, you need a clear understanding of your metrics, the same metrics required to build your forecast. Invariably, forecasts and budgets are wrong because they are built the wrong way. In most cases, leaders look at last year’s numbers and decide at a high level what they want the new numbers to be. However, the devil is in the details, and not the details most budget creators think about.

Leaders need to spend significant time understanding the leading metrics (e.g., number of units sold, number of people required to sell that number of units, number of new customers, number of returning customers, etc.). It would be best if you looked back to understand the trends and underlying causes of those trends and project forward what will happen to these leading metrics in the future based on your business plans. A good example is Max’s company. The number of performing salespeople is a crucial component to the company’s success. Fewer performers will ensure lower results. Thus, key considerations are what percentage of salespeople meet quotas and whether those quotas are reasonably high enough to justify the employee’s tenure.

You might be wondering how understanding metrics ties to accountability. Max’s sales manager believes she performed well because she beat the budget. However, the budget was a farce in that none of the company’s performance standards were met in her department. Despite exceeding the revenue budget, the number should have been higher. This conclusion arose by looking at a complete set of metrics rather than the final revenue number. A primary driver was the number of open sales positions.  The lack of people caused them to fall well short of potential.

Moreover, once we started evaluating the critical success metrics (e.g., number of meetings, meeting conversions, etc.), it was clear that there was a lack of integrity in how they were derived.  Not even management was confident about what they should expect. You can’t hold a person accountable without valid expectations.

The results could have been predictable, and this problem is solvable.

Now What?

Practice, practice, and more practice. You can only get better at forecasting with commitment, discipline, and continuous improvement. And the Finance department is not solely accountable for forecasting. Instead, it is a process that requires input from everyone. All leaders need to help develop the metric targets related to their departments. It is also helpful to run the standards by the employees that must deliver on them. The feedback is where the gold lies.

With practice, I believe every leadership team can produce highly predictable results. Each time you go through the evolution of a new forecast, you will learn new ways to improve performance and strengthen accountability in your organization.

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/contact or contact Howard Shore at (305) 722-7216.

Overcoming the 5 Dysfunctions of a Team

5 dysfunctions of a team

In his book, The Five Dysfunctions of a Team: A Leadership Fable, Pat Lencioni identified team behaviors that reduce positive results in an organization. In my opinion, this book is a must-read for all managers and C-level leaders.

As the company leader, you are the core of your team. Your primary responsibility is to motivate and use the team to create customer loyalty; deliver products and services; execute the company strategy and anything else required to achieve goals. Some teams are big, and some employees may have to play on more than one team. This is where problems could arise.

Lencioni identified the most common problems that arise in teams and how to overcome them. I’m summarizing here, but seriously recommend reading the whole book. It’s a great read and worth every penny.

Absence of Trust

Absence of trust is the hardest dysfunction to overcome and it can be a killer. In some teams, too much time, energy and good ideas are wasted trying to protect reputation. Employees are reluctant to ask for help and to offer assistance to others, causing lower morale and unwanted turnover. As a leader, you can prevent this dysfunction by encouraging open dialogue in meetings. Then, work with your managers to identify situations where employees demonstrate lack of trust and bring it out in the open through discussions that focus on the strength of each team member, and address behaviors that lead to mistrust.

Fear of Conflict

If you’ve overcome the absence of trust dysfunction, your team is now mentally prepared to engage in passionate discussion without the fear of judgment. They know that while their idea may not be accepted, at least it will be heard. What is important here is to focus on discussion and resolving issues quickly without resorting to personal attacks. That being said, healthy conflict saves time and results in better decisions. Practice restraint and allow conflicts to resolve naturally. But as the company leader you must set the expectation that personal attacks will not be tolerated. Wipe out this dysfunction by looking for passive-aggressive behavior behind the scenes or back-channel attacks and calling it out.

Lack of Commitment

Is commitment lacking in your organization? It may have resulted from a lack of healthy debate in meetings, which led to false consensus and no buy-in. Productive conflict taps into everyone’s perspectives, which allows everyone to confidently buy in and commit to decisions. Build commitment in your company by demonstrating decisiveness, and communicating awareness and acceptance of the fact that some decisions may turn out wrong. Then, cascade messaging to key people in your organization to support follow-through on decisions and ensure that everyone is aligned.

Avoidance of Accountability

Accountability is a team effort. Team members need to hold each other accountable when behaviors and actions do not support team goals. Peer pressure is the most effective means of producing performance. Foster accountability by creating clear standards with defined indicators that enable each team member to know that they are doing their part. The more detailed the action plans and the more specific the performance metrics are, the easier it will be to hold people accountable. However, there should be an external fail-safe measure in place so that the team cannot run too far off course.

Inattention to Results

Sometimes ego and self-preservation get in the way of company goals, and that results in inattention to results. If teammates are not being held accountable for their contributions to the collective results, they will likely look to their own personal interests. You can avoid this trap by having good measures in place that align an individual’s incentives with that of their team. Set the tone to focus on results and make sure your conversations with individuals are consistent with focusing on organizational results and not encouraging selfish behaviors.

You can significantly increase your team results by improving their performance by nipping these dysfunctions in the bud.

What other dysfunctions would you add to Lencioni’s list?

Howard Shore is a business growth expert and business coach 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 activategroupinc.com or contact Howard Shore at (305) 722-7216 or email him.

5 Keys to Business Success

As many of you have learned from my seminar “Turning Strategy into Action,” the difference between business success and failure can be broken down into a few factors. While some owners are lucky to have the right product at the right time, most find that if they do not do these 5 things they will either fail or, worse yet, discover that they would have earned a better living by getting a job.

Only 16% of All Businesses Make Money over Their Lifetime!

While we do not like to discuss negatives, there some realities we need to present. According to the Small Business Association, 1/3 of all businesses will close their doors after 2 years, and 60% will do so after 5 years. If you do not find this concerning because you have passed the 5-year threshold, you might find it interesting to note, according to the National Federation of Independent Business, only 39% of all businesses are profitable, 30% break-even, and the rest lose money over their LIFETIME.

5 Keys to Being in the 16% Pool

The good news is that turning a profit and staying in business is much simpler than these statistics would indicate. In our experience, most of these businesses failed or did not make money because they mistakenly thought that knowledge of their trade or business was the key to success, and hard work was what it took. While these are essential elements without which you will surely fail, they are not the keys to success. Lack of funding would be number 7 or 8 on my list of reasons by businesses fail.

If you want your business to succeed the following are the top 5 keys to success:

  1. Have, Communicate and Drive Your Vision/Purpose
  2. Strategy
  3. Financial Planning and Review at Least Monthly
  4. Establish and Communicate All Company Goals
  5. Commit to Goals

9 Signs that Your Business is Under-performing?

If you answer “no” or do not answer with a strong yes to any of the following questions, your organization is probably under-performing in the areas of sales growth, customer service, employee satisfaction, innovation, and profitability:

  • Does your management team look forward to participating in your annual planning processes?
  • Does your organization regularly achieve all or most of the financial and non-financial goals set forth in your plans?
  • Does everyone in your organization know specifically what the goals are in your plans and how they will contribute to achieving them?
  • Do the actions in your organization regularly resemble the plans?
  • Do you get regular input from all levels of your organization and use that information to develop your plans?
  • Do you know what trends are going on in your industry, who your competitors are, what your competitors are doing, and what your opportunities and threats are?
  • Do you get regularly input from your customers (not just complaints) and use that information to develop your plans?
  • Do you have specific market segments you are focusing on?
  • Do you know what capabilities, management systems, people, and other resources you must have in place now, for the future, and by when?

Proper Planning Is Critical for Companies of All Sizes

Many small organizations mistakenly think that answering the above questions applies only to large companies and that they can wait to become bigger to take this very important step. They are among the 50% that fail in the first 5 years.

On the other hand, many companies go through the annual rituals of strategic planning, business planning, and budgeting, and completely miss the value of these very important business processes. They spend valuable time, money, and resources to develop written plans that bear little or no resemblance to what actually goes on in the business afterwards. Instead, business goes on as usual, and the plan goes in a desk drawer or on a bookshelf. At the end of the year, financial success or failure is met through other means.

Planning is the journey that you take your management team through to balance near-term performance with that of the long term. Your goal is to maximize your long-term returns on investment in your business while meeting short-term financial needs. In our experience, we see many leaders focusing their planning process on creating numbers (budgeting) that will yield the profits they want to see at the end of the year. Amazingly they will go through phenomenal amounts of detail to get precisely to the wrong numbers. They are the wrong numbers because the reality is they have no idea how they will achieve these numbers, which is the point of planning in the first place. In these companies, it is not uncommon to hear one of two things at the end of the year 1) they achieve profits in some unexpected way, such as the pricing was extraordinarily good (not sustainable), or 2) they missed their numbers and offer lots of excuses that have nothing to do with poor leadership.

Let us help YOU take your business to the next level. Take the next step and contact us to learn more about how Business Coaching can help you and check out the testimonials page to see how we have helped other executives like you.

7 Time Management Secrets that Can Make You Wealthy

Do you want to increase your earnings by 50% or more? Who wouldn’t? The challenge is how to do that and work less at the same time. Many of the ultra-wealthy in our country have figured out how to do just that. After all, the person now earning $20 million a year probably earned $200,000 or less at an earlier point in his/her career. That same person is not working a 100 times harder today. That person has learned to maximize their own productivity and to help others in their teams do the same.

There are 7 secrets to time management that can make you wealthy:

  1. Top 5 Organizational Priorities – The management team needs to agree on the top 5 most important things that must be done in the next 12 months and the next 90 days in order to achieve its goals. These goals need to be put in rank order and communicated regularly to everyone.
  2. Top 5 Personal Priorities – Each individual needs to identify their top 5 priorities as they relate to the organization’s top 5 priorities for the next 90 days and put them in rank order. The status of the priorities should be reported back on a weekly basis.
  3. Daily Task List – Each individual should have a daily task list that should be prioritized into to 2 categories: “must do” and “should do.”  The “must do” category should have no more than 5 items. To make sure the “must do” items can be realistically done that day, a person should estimate the time it will take to complete each task. Add up the time for all the “must do” tasks and all the time scheduled on the calendar. If that time exceeds 80% of the available day then it is unlikely that all of the task will be accomplished, since e-mail, phone calls and unscheduled interruptions must be taken into account in the schedule. The task list should also be compared to the individual’s “Top 5” personal priorities list to make sure that they are making steady progress and not wasting energy and time on the wrong activities.
  4. Create Weekly Goals – At the beginning of the week, decide what it is you want to accomplish by the end of the week. Determine what tasks will be necessary to complete these steps and delegate as necessary. Put an estimated time next to each task you will need to complete and block out time on your calendar to complete each task.
  5. Control Interruptions – While open door policies and responsiveness to customers are good qualities, they can backfire on you. Research tells us that every time you get interrupted, it takes 20 minutes to get back to full concentration. Allowing people to come in at any time, constantly looking at e-mail and BlackBerry, answering the phone whenever it rings, and other common habits cause executives to use 3 to 5 times more time to re-create their original levels of activity. You should create time windows where you are going to accept interruptions. Look at your schedule and identify good break points in your day in which to answer e-mail, return phone calls, and have unscheduled meetings. By getting into the habit of having discipline in these areas. you will create discipline in others. Now they will have to consolidate their questions and condense them into 5 minutes. If they need longer ask them to schedule a regular meeting.
  6. Touch it Once – Whether it is a hard copy document or e-mail, people are touching things 3 and 4 times before they do something about them. This is tremendously inefficient. The rule should be “do it”, “dump it,” “delegate it.” or “file it.” The goal at the end of the day should be to have no piles on your desk and nothing in your in box. If you accomplish this you will save a lot of time in the long run.
  7. Closed Time Management System – Whatever time management system you use, it must be closed. In other words, the same system must take into account your goals, time, tasks, and notes. If your keep these items in different systems you will likely have alignment problems, and important items will slip through the cracks.

Review our website 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 [phone link=”true”] or shoreh@activategroupinc.com.