I was a participant at an online conference last week. During one of the sessions we were put into breakout groups for a discussion activity. I did not know the other people in the breakout group well, and some not at all. One of the group, unaware of the fact that I specialised in what many people label ‘Time Management’, disclosed that she was working on a new dangerous idea! ‘Time Management is a myth’ she said. Energy Management was the way forward for productivity in her view.

While this is not a new particularly line of thinking, it definitely has some merit. But we need to be careful not to throw the baby out with the bathwater, as my mother used to say. Some people see productivity enhancing systems such as Smart Work as constraining systems that just stress you out even more as you try to follow them, and believe they focus the individual too much on clearing Inboxes and ticking boxes on task lists rather working on the important priorities.

People who hold this belief sometimes shift their focus away from trying to manage the challenging resource of time, to managing their energy levels and their state. Rather than scheduling their work in a time-based system, they observe their energy levels and do the things that feel most appropriate in that moment.

I think energy management is important, and I am exploring this topic for my next book, but we cannot ignore the fact that time is usually our most limited resource, therefore it is the thing that we should manage most closely. Maybe our organising systems should have a healthy dose of both time and energy management driving them. Here are some ways that I combine time and energy when organising my work:

• I have a reasonably heavy meeting schedule, but I try to protect before 10am for my priorities as this is when I have the most energy
• I always create space between meetings so I can reset my focus and energy before the next meeting
• I have a task list prioritised for each day, but I often choose the next priority to work on based on my energy levels
• I am always clear about my ‘must do’ priorities versus my ‘nice to do’ priorities. I know what I can leave until another day if I don’t have the energy to do everything
• I have turned off all email and MS Teams alerts so that my energy and focus is not drained through the day by distractions

So, in my view, managing energy is useful. But you can only manage your energy effectively if you are organised and have a good Time Management system in place. Time Management is not a myth, it is sometimes just a bit misunderstood.

I recently flew to Dubai for my first international client engagement since the pandemic put an end to our travels a couple of years ago. It is not an understatement that it was a bit daunting, but I was very keen to ensure that the trip ran in a safe and uneventful way.

One of the complications of travelling during Covid is that there is a lot of paperwork, forms and approvals involved now, and they all must be spot on, or you don’t get on that plane! Because of this, I was super-focused on exactly what I needed to fill out before I travelled. To ensure nothing was forgotten I created a check list in OneNote, and worked through it, ticking things off as I completed them. It is a quiet period for me workwise, so I had plenty of time to do this. Time was not an issue, but thoroughness was.

This got me thinking about how different types of lists can help us in different situations. I don’t normally use check lists in my day-to-day work, but in this case, it is the perfect tool. Here is my thinking.

When we are managing activities, action items or priorities, we need some way to remember what needs to be done. There are usually two dynamics at play:

1. Timeliness – much of our work will have a deadline attached or some associated time-sensitivity, and
2. Thoroughness – we may need to be certain that every step or action has been completed.

With this in mind, think about the different lists that we could use to manage these dynamics.

A Mental List

If time is not an issue, i.e., is there is no time pressure to get the things done, and thoroughness is not a critical factor, then managing the list of things to do in your head may suffice. If I just need to remember to fix the latch on the shed door at some stage, I probably don’t need to write that down. I am sure to get around to it when the time is right. Some of your work might be like that, but I am guessing that much of your work needs a better system, as your head is not very good at remembering things at the right time.

A Check List

A check list is just a ‘To Do’ list with check boxes to the side, so they can be ticked off as they are completed (a list with lines through completed items serves the same purpose). It is a good way of getting things out of your head and making them visible, and therefore manageable. A check list is useful when time is less of a factor, but thoroughness is critical. For example, pilots will use a check list before take-off to ensure that everything that needs to be checked, switched on or switched off has been completed. Yes, time is a factor, but the plane does not take off without the full list being completed. My list for the trip to Dubai was the same. I needed to get everything done before I left, but the key dynamic was that I had successfully and thoroughly checked every box.

A Dated List

At Adapt, when we run our personal productivity training, we focus heavily on using what we call a ‘dated list’ in MS Outlook to manage day-to-day priorities and activities. This is because time is a factor when we are working on many different things at once and have other people relying on us to deliver information or work to them. A dated list is a task list that has been divided into a series of daily lists. So rather than having one large check list, you may have several tasks scheduled for today, a few tasks scheduled for tomorrow, and some scheduled for Friday. You could either use your calendar for this, or a dated task list in MS Outlook or Gmail, or a combination of both. This method of managing your priorities is most useful when time is of the essence (and let’s face it, in our modern workplaces, it usually is). The benefit of scheduling your tasks for specific days is that it reduces procrastination and promotes working proactively. Most of us are time-poor, so managing our work with time in mind makes sense. You will also find that your list is less overwhelming when it is broken down into more manageable chunks. And to be clear, I am not saying that thoroughness is not important with your day-to-day priorities, but time is often the greater focus.

A Project List

Finally, some work needs a strong focus on both time and thoroughness. Project work is a good example of this, as they are complex endeavours, involving multiple people, over a longer period of time than most day-to-day work is managed. Keeping an eye on when things need to be done is critical and ensuring that everything gets done is also critical. A good project plan or schedule should show the entire team a list of all activities, and a list of start and due dates for each task or activity. The project plan may be managed in a high-end project tool like MS Project or Jira, or a more user-friendly tool like MS Planner or Asana. Either way, time and thoroughness can be managed more easily because the right tool is being used for the job.

So, to close, there is no right or wrong when it comes to the list you use. But some tools are better in certain situations. In the work context, at minimum you would be well advised to stop using your head to remember things, and at least write them down in a check list or To Do list. But don’t dismiss the value of a dated list or a project list to manage your work.

Myself and my partner Vera went to the movies recently, and as always, had a little laugh at the start of the movie. In the local cinema we go to, a big sign comes up on screen just before the movie starts that says:

Please bring your glasses back to the bar

This always makes us laugh as Vera misinterpreted this instruction when she first arrived in Australia. Vera is from Milan in Italy, where they tend to do movies a bit differently. Unlike modern Australian cinemas, the ones in Italy don’t have bars serving wine or food that you can bring into the movie with you. So, when she arrived here ten years ago, this idea was completely new for her.

When she sat down for her first Australian movie experience, glass of wine in hand, and this sign came up, she felt she needed to do exactly what it said, bring her glass back to the bar. And so, she did this immediately, bringing her half-full wine back to the bar, not wanting to get into trouble with these strange Australian cinema staff. A reasonable interpretation, I would think.

Of course, now she understands that they meant her to bring the glass back at the end of the movie, but they did not specify the expected deadline, so assumptions were made.

Do people in your workplace do the same thing when delegating or requesting work?

If we do not consistently and explicitly communicate the expected deadline, we leave this open to interpretation and assumptions. People may assume the task is more urgent than it really is, and end up reacting immediately to the request, or assume that it is not urgent and end up causing unnecessary delays.

Before you press send on an email requesting an action, review it quickly and make sure that any deadlines have been clearly stated.

Now be quiet, I’m watching the movie!

I don’t know about you, but I find the Ikea store layout devilishly clever but a bit frustrating. They have designed a one-way route that takes you past every department, every display and every product. Which is fine when you want to browse and are not sure exactly what you want. But I have often done my research already online, and want to get straight to that product, or possibly straight to the picking area to collect and pay for the product.

I reckon the key to Ikea is knowing where the little short-cuts are. Or if you are really clued in, the secret door that, like a ladder in snakes and ladders, brings you straight to where you want to go. That is gold!

I try to apply the same thinking to my document filing folders on my PC, or on OneDrive. Unlike my email filing folders, where I only operate with one folder (as the search function in MS Outlook is all I need to find things), I still find I need folders to organise my documents outside of Outlook. For me, the search function in Windows is not as nuanced as that in Outlook, so folders are required to bring some order. I keep these folders to a minimum though.

When it comes to accessing documents, I see people who click through directory after directory, level after level, to get to the folder that holds the document they want. And this is like wandering the pathway in Ikea. It is taking the long way around, when all you want to do is get to the folder you know you need.

So, I try to create as many shortcuts to my documents as possible. I work on the Pareto principle with my folders and believe that we tend to access 20% of our folders and documents 80% of the time. So, I have created shortcuts to these folders in OneDrive by right clicking on them and adding them to my Quick Access Toolbar.

I also use an archiving strategy to hide rarely used folders. I have about eight main header folders in OneDrive for things like Financials, Program Development, Presentations etc… Each of these header folders will have some sub-folders that store the actual documents. I have created a folder in each of the main header folders that I have called ‘Archive’ so that I can dump any old, lesser used folders or documents into this space, and therefore keep my core folders lean and mean. Just to be really clear, I have simply named this folder Archive, it is not an automatic archive like you have in your mailbox for emails. But the concept is still the same – don’t clutter up your working space with old, less relevant information.

Taking the time to think about what information you need access to most frequently and setting up your system to provide quick access is worth the effort. And by the way, if you do go to Ikea, look for the secret door just behind the wardrobe section. It is a winner!

When I was a boy, my dad had a bit of a control thing going on and would not let me touch any of his tools or do any of the practical ‘handyman’ jobs around the house. I guess he worried that I would not do the jobs properly, and he always went by the adage that if you want a job done well, do it yourself. It turns out I am actually quite handy, and love pottering about with a screwdriver, a saw or a paintbrush.

One of the jobs I desperately wanted to be able to do when I was about ten years old was to cut the grass with our new petrol lawnmower. But of course, there was no way that dad was going to let me near his gleaming red mower. I did not give up. I pestered and pestered him for months until one day, he decided that maybe I was old enough to take on the job of cutting the grass each week.

How excited was I? He gave me a lesson, and off I went around our lawn, happy as Larry. So, this became my job. But of course, after a few weeks I was bored with the glamour of cutting grass, and much preferred to be out on the road, kicking ball with my mates. Now my dad had to pester me about when I was going to cut the grass. Eventually he gave up and started to cut it himself again. I guess he was right – if you want a job done well, do it yourself!

Many people come to our team wanting to boost their productivity. They want to know all the strategies, and all the tips and tricks that will help them to get focused, organised and in control. I often finish my personal productivity sessions with a weekly planning strategy that I call a Weekly ROAR (Review, Organise, Anticipate, Realign). It usually resonates with the audience, with many appreciative nods of approval. But I suspect that like my grass cutting, people give it a go for a week or two and then get bored. They stop doing the ROAR because it is not sexy, and it requires time each week and some deep thought. Even though they found it very valuable when they did it. When we get busy, it is so easy to leave behind the disciplines that serve us most.

So, if you are not investing time each week in a solid weekly planning strategy, think about my dad. He passed away over twenty years ago, but he is out there somewhere, looking down at all of us, thinking that if you want a job done properly, you need to do it yourself! This would irritate him enormously, so please be disciplined about your weekly planning.

Zooming in and out of focus 

I am currently researching the content and topics for my next book, which will focus on what the most effective senior leaders do differently to the rest of us to maintain productivity in such busy roles. 

One of the things I notice effective leaders doing differently is managing their focus and attention. Much like rubbing their stomach and patting their head at the same time (a challenge I attempted unsuccessfully many times as a child), they seem to be able to focus on many things at once, whilst at the same time being able to zoom into fine detail on certain issues or topics.  

I recently read a story about Elon Musk at the launch of his first rocket, Falcon One. After a couple of years of blood, sweat and tears, he and his team were in the final 10-minute countdown to the first launch. You can imagine that he was focused on many things that were happening in the room and out on the launchpad. But at this moment he also chose to interrupt the flight director to badger him about a design detail for one of their future rockets.  

Understandably, the flight director was incredulous that he was being interrupted about such a detail at this critical point in time, but this is just the nature of Elon Musk’s brain. He is both able to zoom in on what is happening right now as well as able to zoom out to a more strategic horizon. He can hold both of those perspectives in his head at the same time.  

Now, the work we do is probably less dramatic, but building this skill would be useful for any of us, especially emerging leaders. The ability to zoom in and zoom out, and to consider multiple issues as well as focus in on the topic at hand is so useful, and impressive to those that will decide on your leadership journey. I believe the ability to hold the big picture in your head (or in a system), and then deep dive quickly to the heart of the matter is one of the great leadership skills. This skill is like a broad-spectrum antibiotic that can deal with a number of different infections but can also act as a highly targeted treatment for a specific illness. Very useful indeed. 

So, how do we work on this ability to zoom in and out with our focus? There is no doubt that a part of what makes some senior leaders good at this is practice and experience. But this skill is like a muscle that can be worked on and built up. Here are a few ideas to help you zoom: 

To be better at zooming out to focus on multiple issues or topics 

• Stop at regular times to think and plan. This should be at least a weekly practice 
• Look up at the big picture regularly and think about the people, priorities and projects that require your attention 

• Look ahead in your schedule and anticipate upcoming deadlines, and possible issues that may need your attention 

To be better at zooming in with your full attention on one issue or topic 

• Know what is on the critical path of the work you are involved in – what activities are crucial to success? 
• Prioritise ruthlessly, and avoid giving your time away to low value work that stops you from focusing on what is important 
• Protect time to think, and give yourself the time to focus on the things that deserve your attention 

If you are a manager or a leader in your organisation, it can be very easy to get caught doing too much of the work, and not spending enough time thinking about the work. Your ability to guide the team in the right direction, to empower them to get the work done, and to navigate the issues and obstacles that come along is directly tied to how you manage your focus and attention.  

I want to help the future. The past is past and was busier than I would have liked. The present is upon us and is full-on. But the future has yet to happen and can be influenced by what we do now. Anything I can proactively do ahead of time to make my future, and other peoples futures, a bit easier I am going to do it.

The old saying, ‘A stitch in time saves nine’ sums this idea up beautifully. As does ‘Measure twice, cut once’ and ‘The early bird catches the worm’.

There are opportunities every day to do little things that will have a big impact down the track. Things that make your life easier when you get to that point. Things that make life easier for someone else. But we are often so busy that we overlook these opportunities and end up paying for the oversight later. I cannot say that I have nailed this discipline, but I strive every day to be proactive in service of a better future.

Some examples are:

• Sending out meeting agendas early
• Responding briefly to requests to set up an expectation about when I will do the work
• Taking time after meetings to capture my thoughts and any next steps
• Pulling out a weed in the lawn when I see it
• And yes, restocking the toilet rolls in the cupboard when they get low

Working with a proactive mindset takes effort and commitment. But I reckon it is worth it. So, what are you going to do today to make your future a better one?

Something that I experience a lot, and hear my clients talk about, is online meeting participants not turning their camera on. Now, I know that with remote working, it can be hard to have what is happening behind us on show in a meeting. We might be forced to work from our bedroom, have kids jumping around us, or just be having a bad hair day. I get that, and always try to be understanding when my training or meeting participants choose to turn the camera off.

But when I deliver training or meet with people, it is really important for me to get toe to toe, belly to belly, eye to eye, and when online, camera to camera with the other participants. How else can I get to understand them, and create the connection for them to understand me?

In the work context, there can be a perception that managers want cameras on because they care about what you are or are not doing. But I don’t subscribe to this approach. I want your camera on because I care about you, not about what you are doing. I care about getting the most out of our interaction, for you and for me.

So, if you have slipped into a habit of not turning your camera on in meetings, think about what is then missing from the meeting. When you don’t turn your camera on I can’t:

• See you
• See your body language and hand gestures
• Pick up the nuances of your expressions
• Know when you are trying to say something
• Observe your mood
• Add context to your words
• Grow my relationship with you
• Experience your rich world and environment
• See you smile
• Spot your frown
• Be certain that you are engaged

I strongly believe that we should manage the amount of time we spend in meetings carefully, and when we are in a meeting, we should aim to make it the absolutely best use of all of our time. Remember that being able to see people can be a critical factor in achieving this. If we were in a physical meeting room together, we would not turn our chairs around and avoid looking at each other. That would be rude. So, let’s not do that when meeting online if we can possibly help it.

Ok, Lights, Camera, Action!

A good friend of mine had a high-profile career at the very top level of AFL football administration. We were talking recently about what it means to be an elite player in a football team. Whilst any player who has made it into a top-level footy team is going to be a good player, he reckons most teams only have 2-3 elite level players, and the great teams might have 5-6. The elite players are superstars on the field and operate at the elite level in everything they do off the field. They have an elite mindset that flavours everything they put their mind to, which leads to outstanding results.

This got me thinking about what this would look like in the workplace. What would elite look like in the context of the activities that we do in our corporate jobs? Specifically, I got to thinking about what elite looks like within the context of how we approach meetings. I reckon that most of us approach meetings as good players, not elite players (and I very much include myself in that). This can be dangerous for team productivity, because meetings are a group activity with the potential to waste group time.

What if we decided to approach our meetings with an elite mindset? What would this look like?

I think that elite starts with being absolutely ruthless about which meetings we attend, and the purpose of each meeting. Being clear about the purpose of the meeting, and the purpose of you attending that meeting ensures that you spend your time on the right work in the right meetings. Being elite means we have the courage to question the need for some meetings, or the need for us to attend the meeting. None of us have time to waste in meetings that are not necessary, or relevant to our role or skillset.

Once you have decided that attending a meeting is a great use of your time, then elite is about getting clear about exactly what you need to get out of the meeting or put into the meeting to make it a productive use of time. This requires making time to plan the meeting beforehand, even if you are not the meeting organiser. This is time consuming, but elite takes time.

How can we make sure we are elite in the actual meeting itself? For me this is about actively engaging. Don’t be passive. Turn up on time. Turn your camera on. Ask questions. Contribute. Keep the meeting on track. Facilitate. Be aware of the needs of others in the room and help the group to achieve the outcomes the meeting is designed to achieve.

After the meeting, elite players follow through on what they promised, and ensure that the right next-step actions are in place to execute on the outcomes of the meeting.

My friend Cam told me that elite footy players were more than the goal scorers and playmakers. They inspired everyone around them to step up and do better. Wouldn’t it be great if the elite mindsets that we bring to meetings inspire those around us to be better in this meeting, and in the rest of their meetings?

Like many people in the present circumstances, my partner and I are involved in a Friday night Zoom Trivia gathering to ease the isolation of lockdown. It links us up with our beautiful friends and challenges the grey matter in a healthy way. But the part everyone hates is the scoring.

Over the past few weeks, we would take turns hosting the trivia, and would come up with the questions, and score the results. This part was very stressful for both the hosts and the participants, as each team would have to email their answers in after each round, and the hosts would have to madly mark each answer sheet and call out the rankings. I reckon this makes what should be a bit of fun a real chore.

This was until last week, when my friends Nick and Jackie were hosting. They very cleverly, said ‘Let’s make a change. Everyone can just score themselves after each round, and text us your scores’. Hold on, that’s not the way we do it around here! What if someone cheats? Very discombobulating! But when you think about it, genius. You see, the purpose of the Zoom Trivia is for us to connect and have fun. Sure, someone could cheat with their scores, but then again, someone could just Google the answers off camera if they wanted to. Of course, we won’t, because we don’t take it that seriously.

At one level, this seems so obvious. But for several weeks this year, and for many weeks last year when we also were zooming, it wasn’t. It never occurred to us, probably because this was the way we had always done it.

What do you and your team at work do that makes things harder than they need to be, just because that is the way you have always done it? Could you make things easier? If you are busy, with lots of pressure on your time and energy, this is a great question to ask yourself and your team. In fact, here are a few useful questions that might help:

• What are we trying to achieve by doing this?
• What are the critical steps required to achieve that outcome?
• What if we did not do this at all?
• What are the steps that cause friction for our team?
• How could we make this quicker/easier/simpler?