“When all is said and done, much more is said than done.”
From CEO to manager to team member, colleagues who don’t follow-up demoralize an organization and invite their teams to disengage. Funny thing–I have found that the amount of talk is typically inversely proportional to the amount of meaningful action done. Lots of talk usually means little action.
From the Dec. 2010/Jan. 2011 issue of FastCompany, T. D. Jakes comments on team-building: “‘You don’t want people who just do what you do.’ When Jesus was choosing the twelve disciples, ‘he did not choose [another] rabbi.’”
Diversity, in so many ways and in so many situations, pays huge dividends.
The November 2010 issue of Fast Company confirms a previous November 8th post about the importance of simply, and sincerely, saying, “Thank you.” Nancy Lublin writes that thanking people is more than just a matter of courtesy. She cites a ten-year study by leadership experts Adrian Gostick and Chester Elton of 200,000 managers that showed saying “Thank you” correlates with bigger profits. She goes on to offer that we try to say thanks to those in unappreciated jobs, new colleagues, and the supposed “little people” who we all know are critical in each of our organizations.
Setting priorities is an important component of managing time well. Deciding between what activities are important and what are urgent can help set priorities, but only if we don’t over value the urgent.
If one doesn’t manage well, important things will tend not to get done while urgent things will consume nearly all time available. We can allow urgent things to totally block any progress on important things. Getting a handle on this could involve some of the following strategies.
1. Learn to distinguish between important and urgent.
If you don’t treat importance in a different way from urgency, you’ll do things you don’t need to, you’ll give prime time to low return activities and you’ll work well below your capability. [ExcitingFutures.com, Time Management Priorities]
It may be worthwhile to consider another spin on the ol’ saying, “A lack of planning on your part does not necessitate a crisis on my part.” That something has risen to the level of urgency may not necessarily mean that it is important–or important enough to take you away from the tasks that bring real value to you, your team, your organization, etc.
2. Create lists and schedule important tasks.
If you have an important task to do on a regular basis, some experts encourage you to decide specifically when and where you will do the task. Many claim it works for both single actions and repetitive tasks. [“The Compliance & Management Update for Supervisors,” November 12, 2010, pg. 1.]
The thought is that having a list of important activities and somewhat tightly scheduling those important activities will help prevent your day from being blow-up by supposedly urgent matters that in the whole scheme of things may not be that important.
3. Don’t lose the forest…
Yes, many have long ago grown tired of the ol’ saying, “Can’t see the forest for the trees.” However, there is some wisdom in being able to step back and see the big picture. Sometimes in stepping back from the seemingly urgent things (“trees”), we can more clearly see the bigger picture (“forest”) and that bigger picture can help inform our decisions about getting important things done.
4. Seek help from above.
No, not pray (although some days we’ll try just about anything!). Talk with your supervisor. Elicit her/his help in deciding which tasks are the important ones on which you should focus 80% of your talents and energies.
Communication experts claim the following…I tend to agree.
Communication is:
10% verbal (what is actually being said)
35% tone (how it is being said)
55% body language (all those non-verbal signals Plus…)
So what are we saying that we’re not saying…
Please and Thank-you…such simple every day words that growing numbers of individuals discount as important because they are “so very pedestrian,” “so very elementary.”
It is because those terms are so elementary that they remain so important to team members. While one has the prerogative as a supervisor to “order” anything and everything work-related to be done, contexting those requests with respectful words ensures that team members will give their best. After all, in many situations, it is all about respect.
In like manner, expressing appreciation for work done (even though that work is being compensated by wages and benefits) ensures team members know their worth to the organization and further, know that they count toward the organization’s success. Saying thank-you is so very easy to do yet so often not done. One has to muse as to why.
Recently at a local business, there was tremendous push-back against a proposed change to an activity that many units had been engaged in for years. (Many posts could be written about how the “new directions” initiative was announced and initially handled.) The major driver for the push-back (besides the reality that change is typically challenging)? Those who had been engaged in the rather productive, customer-centric activity received no meaningful thanks for their dedicated work–work that had been done without management assistance, support, or direction. A direct but simple “Thank you–your work has set the table for some for some great things” would have gone a long way.
Of course, sincerity with please and thank-you helps too…
Recently heard from a high-level leader of a not-for-profit organization…
“I made her cry, and I’m glad!”
Sooo, who wins with this kind of approach to organizational interactions? Who thrives in this kind of environment? The frustrated team member who is brought to tears doesn’t win. The bullish administrator who has more disenfranchised colleagues doesn’t win. The productivity of the organization doesn’t win.
So why do we do this?
Picture of Mary (Miller) Pfleidner found on a paper in a family bible. Images attached below. Paper with picture identified her with the following data.
Born 01May1853; Died 04April1923
Mary (Miller) Pfleidner
Daughter of Michael & Barbara (no maiden name) Miller. Born in Germany. Mary (Miller) Pfleidner’s children: Charles J. Pfleidner and Barbara L. [Lorena] (Pfleidner) Bowen.
Paper with Mary (Miller) Pfleidner data
Rebecca Anne (Young) Witcher–daughter of Jane (Bowen) Young–daughter of Barbara Lorena (Pfleidner) Bowen–daughter of Mary (Miller) Pfleidner–daughter of Barbara (no maiden name) Miller.
Bible pages:
Bible Page [1
Bible page [3
The Genealogy Center of the Allen County Public Library has a great new website at www.GenealogyCenter.org. It’s a great site to visit virtually before you visit in person. Stop and check it out.
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