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cchlearning.com.au

16 AUGUST 2017

The Three Pillars of Effectiveness for

Professionals

WORKBOOK

The Three Pillars of Effectiveness for Professionals

Nick Humphrey

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� EliminationEliminationEliminationElimination

� EssentialismEssentialismEssentialismEssentialism

� BatchingBatchingBatchingBatching

OVERVIEW

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Elimination

The average person makes about 35,000 decisions every day

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MANAGEMANAGEMANAGEMANAGEQuadrant of Necessity

FOCUSFOCUSFOCUSFOCUSQuadrant of Quality

MINIMISEMINIMISEMINIMISEMINIMISEQuadrant of Deception

AVOIDAVOIDAVOIDAVOIDQuadrant of Waste

URGENT NOT URGENT

IMPORTANT

NOT IMPORTANT

� Urgent: are those that require immediate action. Urgent: are those that require immediate action. Urgent: are those that require immediate action. Urgent: are those that require immediate action.

These are pressing matters that require us to drop These are pressing matters that require us to drop These are pressing matters that require us to drop These are pressing matters that require us to drop

everything and do the new task. everything and do the new task. everything and do the new task. everything and do the new task.

� Importance: does task relate to your key Importance: does task relate to your key Importance: does task relate to your key Importance: does task relate to your key

objectives, goals or mission. It focuses on results. objectives, goals or mission. It focuses on results. objectives, goals or mission. It focuses on results. objectives, goals or mission. It focuses on results.

Is it strategically important to your business or Is it strategically important to your business or Is it strategically important to your business or Is it strategically important to your business or

career? career? career? career?

� We react to the urgent task, whereas an important We react to the urgent task, whereas an important We react to the urgent task, whereas an important We react to the urgent task, whereas an important

task requires us to be proactive. An urgent task requires us to be proactive. An urgent task requires us to be proactive. An urgent task requires us to be proactive. An urgent

activity is usually someone else’s priority. Doing activity is usually someone else’s priority. Doing activity is usually someone else’s priority. Doing activity is usually someone else’s priority. Doing

urgent work makes us feel busy and productive. urgent work makes us feel busy and productive. urgent work makes us feel busy and productive. urgent work makes us feel busy and productive.

Eisenhower matrix

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� Keep a note of how you spend Keep a note of how you spend Keep a note of how you spend Keep a note of how you spend

each day over the course of a each day over the course of a each day over the course of a each day over the course of a

week.week.week.week.

� Categorise which quadrant the Categorise which quadrant the Categorise which quadrant the Categorise which quadrant the

activities were mainly in.activities were mainly in.activities were mainly in.activities were mainly in.

� How much time is spent in How much time is spent in How much time is spent in How much time is spent in

Quadrant 2?Quadrant 2?Quadrant 2?Quadrant 2?

Eisenhower matrix: exercise

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The solution?

Say no no no no to everything,

clear your plate then

start again

• DDDDelete

• DDDDefer

• DDDDelegate

• DDDDo

The Four D’s

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Task filtering system: 4Ws

Who Question 4Ds

Who: Join a meeting as an observer only with no clear role. Decline

Who: Review a report which relates to a division or business line that you are not responsible for.

Decline

What: Give a presentation to the board but you are still waiting for key information such as draft budgets or strategy papers.

Defer

When: Provide a comment to the media on the impact of new regulations that have yet to be finalised.

Defer

Why: Take on a new client but you know they are disorganised, are not strategically important and never pay their bills.

Decline or refer to someone else

Why: Consider the impact of the launch of a new well-funded competitor and how it will impact on your strategy.

Do, don’t delegate or delay

Why: Chair the remuneration committee at work but you are already working on other major projects which are critical to your strategy and personal agenda.

Decline

Task filtering: examples

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You have been asked to:

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Learn how and when to say no

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Rejection?

Disengaged? Unmotivated?

Superiority complex?

• We tend to overWe tend to overWe tend to overWe tend to over----estimate the estimate the estimate the estimate the

likely downside, known as likely downside, known as likely downside, known as likely downside, known as

“harshness bias”.“harshness bias”.“harshness bias”.“harshness bias”.

• ConflictConflictConflictConflict----adverse people or adverse people or adverse people or adverse people or

“pleasers” find it particularly “pleasers” find it particularly “pleasers” find it particularly “pleasers” find it particularly

hard to say no. hard to say no. hard to say no. hard to say no.

Learn how and when to say no

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• Not having enough time to focus and complete Not having enough time to focus and complete Not having enough time to focus and complete Not having enough time to focus and complete

current projects. current projects. current projects. current projects.

• We won’t have the time or energy to execute our We won’t have the time or energy to execute our We won’t have the time or energy to execute our We won’t have the time or energy to execute our

own agenda. own agenda. own agenda. own agenda.

• If we are always saying yes, we are implementing If we are always saying yes, we are implementing If we are always saying yes, we are implementing If we are always saying yes, we are implementing

other people’s prioritiesother people’s prioritiesother people’s prioritiesother people’s priorities....

• Helps us from caving into peer pressure. Helps us from caving into peer pressure. Helps us from caving into peer pressure. Helps us from caving into peer pressure.

• The initial disappointment wears off and people The initial disappointment wears off and people The initial disappointment wears off and people The initial disappointment wears off and people

respect your time more. respect your time more. respect your time more. respect your time more.

Why is important to say no?

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� Gentler tone of Gentler tone of Gentler tone of Gentler tone of voicevoicevoicevoice

� Rehearse the common situations Rehearse the common situations Rehearse the common situations Rehearse the common situations

� Buy yourself Buy yourself Buy yourself Buy yourself timetimetimetime

� Blame outside Blame outside Blame outside Blame outside circumstancescircumstancescircumstancescircumstances

� Hold the lineHold the lineHold the lineHold the line

Some strategies for learning to say no?

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� You only have a finite decision You only have a finite decision You only have a finite decision You only have a finite decision

making or executive capacity.making or executive capacity.making or executive capacity.making or executive capacity.

� Are you wasting your “cards” on Are you wasting your “cards” on Are you wasting your “cards” on Are you wasting your “cards” on

irrelevant, immaterial or trivial irrelevant, immaterial or trivial irrelevant, immaterial or trivial irrelevant, immaterial or trivial

decisions.decisions.decisions.decisions.

� Average executive makes 35,000 Average executive makes 35,000 Average executive makes 35,000 Average executive makes 35,000

decisions a day.decisions a day.decisions a day.decisions a day.

� Israeli court room: 70% defendants in Israeli court room: 70% defendants in Israeli court room: 70% defendants in Israeli court room: 70% defendants in

morning paroled, only 10% in morning paroled, only 10% in morning paroled, only 10% in morning paroled, only 10% in

evening.evening.evening.evening.

Cognitive capacity

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Information Overload

� Manage all your Manage all your Manage all your Manage all your subscriptions subscriptions subscriptions subscriptions

� Click on the unsubscribe link Click on the unsubscribe link Click on the unsubscribe link Click on the unsubscribe link

� SSSSet et et et an email rule to an email rule to an email rule to an email rule to autoautoautoauto----delete delete delete delete

� Allocate Allocate Allocate Allocate a morning a week to a morning a week to a morning a week to a morning a week to review information review information review information review information feedsfeedsfeedsfeeds

� Delegate Delegate Delegate Delegate research taskresearch taskresearch taskresearch task

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� 70707070% of % of % of % of update meetings considered update meetings considered update meetings considered update meetings considered

waste of waste of waste of waste of timetimetimetime

� Salary.com survey ranked meetings as Salary.com survey ranked meetings as Salary.com survey ranked meetings as Salary.com survey ranked meetings as

# 1 productivity # 1 productivity # 1 productivity # 1 productivity killerkillerkillerkiller

� Harvard study: executives spend 50% Harvard study: executives spend 50% Harvard study: executives spend 50% Harvard study: executives spend 50%

or more of time in or more of time in or more of time in or more of time in meetingsmeetingsmeetingsmeetings

� London School of Economics London School of Economics London School of Economics London School of Economics

18hrs/week18hrs/week18hrs/week18hrs/week

� 1/3 of meetings waste of 1/3 of meetings waste of 1/3 of meetings waste of 1/3 of meetings waste of timetimetimetime

� Rule of seven people (each extra Rule of seven people (each extra Rule of seven people (each extra Rule of seven people (each extra

person reduces effectiveness by 10%)person reduces effectiveness by 10%)person reduces effectiveness by 10%)person reduces effectiveness by 10%)

Meeting overload

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� Try standing Try standing Try standing Try standing meetingsmeetingsmeetingsmeetings

� Set shorter meeting times (they are gaseous Set shorter meeting times (they are gaseous Set shorter meeting times (they are gaseous Set shorter meeting times (they are gaseous

and will fill time allottedand will fill time allottedand will fill time allottedand will fill time allotted))))

� Use 4W (who, what, when, why) filter system Use 4W (who, what, when, why) filter system Use 4W (who, what, when, why) filter system Use 4W (who, what, when, why) filter system

to to to to reducereducereducereduce

� Use zero tolerance to Use zero tolerance to Use zero tolerance to Use zero tolerance to meetingsmeetingsmeetingsmeetings

� Beware of kissing Beware of kissing Beware of kissing Beware of kissing frogsfrogsfrogsfrogs

� Have meeting free days or morning Have meeting free days or morning Have meeting free days or morning Have meeting free days or morning

((((Mr Brown)Mr Brown)Mr Brown)Mr Brown)

Meeting overload: cont.

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� 1/3 of emails unnecessary1/3 of emails unnecessary1/3 of emails unnecessary1/3 of emails unnecessary

� employees receive up to 350 employees receive up to 350 employees receive up to 350 employees receive up to 350

emails a weekemails a weekemails a weekemails a week

� executives receive upto 1,500 a executives receive upto 1,500 a executives receive upto 1,500 a executives receive upto 1,500 a

weekweekweekweek

� knowledge workers spending 20 knowledge workers spending 20 knowledge workers spending 20 knowledge workers spending 20

hours per week managing emailshours per week managing emailshours per week managing emailshours per week managing emails

� over 200 million emails send over 200 million emails send over 200 million emails send over 200 million emails send

worldwide every minute of the worldwide every minute of the worldwide every minute of the worldwide every minute of the

day.day.day.day.

Email Overload: Intel Survey

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� Benefits of Benefits of Benefits of Benefits of delegationdelegationdelegationdelegation

� Why aren’t you Why aren’t you Why aren’t you Why aren’t you delegatingdelegatingdelegatingdelegating

� How to How to How to How to delegatedelegatedelegatedelegate

� Strategic Strategic Strategic Strategic delegationdelegationdelegationdelegation

� When When When When not to delegatenot to delegatenot to delegatenot to delegate

Learning the art of delegation

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Benefits of delegation

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BENEFITS OF DELEGATION

LEVERAGE

STRETCH YOUR STAFF

REDUCE OVER-SERVICING

PERSPECTIVE

INCREASES TRUST &

ENGAGEMENT

ENHANCED QUALITY

Why aren’t you delegating?

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� Give them a detailed briefingGive them a detailed briefingGive them a detailed briefingGive them a detailed briefing

� Identify level of authorityIdentify level of authorityIdentify level of authorityIdentify level of authority

� Highlight danger zones/golden rulesHighlight danger zones/golden rulesHighlight danger zones/golden rulesHighlight danger zones/golden rules

� Pick right level of experience, beware Pick right level of experience, beware Pick right level of experience, beware Pick right level of experience, beware

playing favouritesplaying favouritesplaying favouritesplaying favourites

� Begins when you hire your teamBegins when you hire your teamBegins when you hire your teamBegins when you hire your team

How to delegate

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� Let the person own the Let the person own the Let the person own the Let the person own the projectprojectprojectproject

� Follow up at regular Follow up at regular Follow up at regular Follow up at regular intervalsintervalsintervalsintervals

� Delegation Delegation Delegation Delegation is an iterative is an iterative is an iterative is an iterative processprocessprocessprocess

� Help identify what resources they can Help identify what resources they can Help identify what resources they can Help identify what resources they can useuseuseuse

� Give credit, when credit is Give credit, when credit is Give credit, when credit is Give credit, when credit is duedueduedue

How to delegate cont.

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Strategic delegation

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When leaders shouldn’t delegate

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Objectives are

unclear

Isolation risk

DiscoveryDelivering

tough messages

Crucial project or

crisis

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Peggy Noonan argued President Obama needs a “Special Assistant for Reality”.

“You cannot shake the bubble. Wherever you go, there it is. And the worst part is that the army of staff, security and aides that exists to be a barrier between a president and danger, or a president and inconvenience, winds up being a barrier between a president and reality. You lose touch with America and Americans in the bubble, no matter who you are, or what party. This accounts for some of the spectacular blunders presidents make.”

Source: Peggy Noonan Special Assistant for Reality, Wall Street Journal

When leaders shouldn’t delegate

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� Are you effectively delegating (or Are you effectively delegating (or Are you effectively delegating (or Are you effectively delegating (or

hoarding work)?hoarding work)?hoarding work)?hoarding work)?

� Are there recent projects when you Are there recent projects when you Are there recent projects when you Are there recent projects when you

(or your boss) should not have (or your boss) should not have (or your boss) should not have (or your boss) should not have

delegated?delegated?delegated?delegated?

� When you look at your team can you When you look at your team can you When you look at your team can you When you look at your team can you

apply the strategic delegation apply the strategic delegation apply the strategic delegation apply the strategic delegation

technique?technique?technique?technique?

Delegation: exercise

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Essentialism

Efficiency is doing things right, while effectiveness is doing the right things

� Efficiency is futile if applied to the Efficiency is futile if applied to the Efficiency is futile if applied to the Efficiency is futile if applied to the

wrong tasks. The fact that it takes a wrong tasks. The fact that it takes a wrong tasks. The fact that it takes a wrong tasks. The fact that it takes a

long time doesn’t make the task long time doesn’t make the task long time doesn’t make the task long time doesn’t make the task

important. important. important. important.

� Beware of the Beware of the Beware of the Beware of the busynessbusynessbusynessbusyness trap.trap.trap.trap.

� You are delaying doing the one or You are delaying doing the one or You are delaying doing the one or You are delaying doing the one or

two things that are really important. two things that are really important. two things that are really important. two things that are really important.

These are probably the tasks that These are probably the tasks that These are probably the tasks that These are probably the tasks that

make you feel most uncomfortable, make you feel most uncomfortable, make you feel most uncomfortable, make you feel most uncomfortable,

stressed, conflicted or stressed, conflicted or stressed, conflicted or stressed, conflicted or

embarrassed.embarrassed.embarrassed.embarrassed.

Understanding difference between efficiency and effectiveness

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� Essentialism is a mindset Essentialism is a mindset Essentialism is a mindset Essentialism is a mindset

� Busyness is an addiction Busyness is an addiction Busyness is an addiction Busyness is an addiction

� People exhausted from People exhausted from People exhausted from People exhausted from

busyness tend to engage in busyness tend to engage in busyness tend to engage in busyness tend to engage in

timetimetimetime----wasting (“quadrant wasting (“quadrant wasting (“quadrant wasting (“quadrant

four”)four”)four”)four”)

Understanding essentialism

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� Busyness means no time Busyness means no time Busyness means no time Busyness means no time left left left left

for family or friends, hobbies for family or friends, hobbies for family or friends, hobbies for family or friends, hobbies

and creates a sense of and creates a sense of and creates a sense of and creates a sense of

bitterness that work is taking bitterness that work is taking bitterness that work is taking bitterness that work is taking

from us. from us. from us. from us.

� Underlying essentialism is a Underlying essentialism is a Underlying essentialism is a Underlying essentialism is a

belief that time is a precious belief that time is a precious belief that time is a precious belief that time is a precious

nonnonnonnon----renewable resource. renewable resource. renewable resource. renewable resource.

Principles of essentialism

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� Begin with the end in Begin with the end in Begin with the end in Begin with the end in mindmindmindmind

� Planning Planning Planning Planning fallacyfallacyfallacyfallacy

� Taking a Taking a Taking a Taking a pausepausepausepause

� TradeTradeTradeTrade----offsoffsoffsoffs

� Less but betterLess but betterLess but betterLess but better

Understanding essentialism

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Essentialism is a bit like an allEssentialism is a bit like an allEssentialism is a bit like an allEssentialism is a bit like an all----

youyouyouyou----cancancancan----eat buffet. When you eat buffet. When you eat buffet. When you eat buffet. When you

first start at the buffet you load first start at the buffet you load first start at the buffet you load first start at the buffet you load

up on stodgy pasta, cold stews up on stodgy pasta, cold stews up on stodgy pasta, cold stews up on stodgy pasta, cold stews

and stale bread and then you find and stale bread and then you find and stale bread and then you find and stale bread and then you find

the gourmet section of fresh the gourmet section of fresh the gourmet section of fresh the gourmet section of fresh

lobsters. lobsters. lobsters. lobsters.

Understanding essentialism

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� Pareto, observed that 80% of the wealth in Italy was owned by only 20% of the population. He first noticed the principle when he discovered that 80% of the peas harvested from his garden came from 20% of the pods.

� This principle is also called the 80/20 rule.

� The principle can be used to create usefulrules of thumb:

� 80% of results come from 20% of the inputs

� 80% of production comes from 20% of your staff

� 80% of revenue comes from 20% of your customers

Applying the Pareto Principle

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� Underlying the Pareto Principle is an observation that Underlying the Pareto Principle is an observation that Underlying the Pareto Principle is an observation that Underlying the Pareto Principle is an observation that

causecausecausecause----effect relationships are not distributed evenly. effect relationships are not distributed evenly. effect relationships are not distributed evenly. effect relationships are not distributed evenly.

� Most Most Most Most relationships are simply not 1/1, where each unit of relationships are simply not 1/1, where each unit of relationships are simply not 1/1, where each unit of relationships are simply not 1/1, where each unit of

“input” contributes exactly the same amount of “output”.“input” contributes exactly the same amount of “output”.“input” contributes exactly the same amount of “output”.“input” contributes exactly the same amount of “output”.

� In a utopian world, every employee would contribute the In a utopian world, every employee would contribute the In a utopian world, every employee would contribute the In a utopian world, every employee would contribute the

same amount, every customer would pay their debts, same amount, every customer would pay their debts, same amount, every customer would pay their debts, same amount, every customer would pay their debts,

every product or service feature would be equally valued every product or service feature would be equally valued every product or service feature would be equally valued every product or service feature would be equally valued

by users. by users. by users. by users.

Pareto Principle: Uneven distribution

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� Another common misapprehension is that the ratios must add to 100 (like 80/20 or 90/10). The real principle is that distributions are simply not even. So 90% of customer sales could be generated by 20% of your product features.

� David, is the CEO and founder of a fast growing online wholesale business. He now manages over 100 staff and contractors. Last year he had 12 complaints of bullying and harassment and they were all caused by the same 5 staff. So 5% of the workers caused 100% of the complaints.

Pareto Principle: Asymmetrical

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� The Pareto Principle is related The Pareto Principle is related The Pareto Principle is related The Pareto Principle is related

to the economic theory of to the economic theory of to the economic theory of to the economic theory of

diminishing returns: each diminishing returns: each diminishing returns: each diminishing returns: each

additional hour of effort adds additional hour of effort adds additional hour of effort adds additional hour of effort adds

less value to the final result. less value to the final result. less value to the final result. less value to the final result.

� Focus your effort on 20% of the Focus your effort on 20% of the Focus your effort on 20% of the Focus your effort on 20% of the

inputs that makes the inputs that makes the inputs that makes the inputs that makes the

difference, rather than 80% that difference, rather than 80% that difference, rather than 80% that difference, rather than 80% that

doesn’t deliver much. doesn’t deliver much. doesn’t deliver much. doesn’t deliver much.

Pareto Principle: Law of diminishing returns

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� The Pareto Principle is also exponential: within that top 20%, the 80/20 rule also applies. In other words, the top 20% of the top 20% of your inputs (or the top 4% overall) represent 64% of your outputs (calculated as 80% times 80%).

� Taking this to its logical conclusion, there is inevitably one thing (one input, one task) that drives most of your outcomes (profits, revenues, problems).

� Returning to our example of David above, we know he has 100 staff and that last year he had 12 total complaints of bullying and harassment eight of which were caused by two staff members. So 2% of his staff caused 66% of the complaints.

Pareto Principle: Exponential

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Pareto in practice

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20% equals 80%(input) (output)

BD activities New Clients

Bugs Software Crash

Customer Revenue

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Pareto in practice

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20% equals 80%(input) (output)

Staff Profit

Staff Bullying &Harassment claims

Clients Bad Debt

� Which clients or customers generate most revenue (“stars”)? Which ones generate the least revenue and have the least potential to grow (“dogs”)?

� Which staff take up most of your management time?

� Which colleagues or clients energise and inspire you (“givers”) and which leave you feeling flat or anxious (“takers”)?

� What is the one thing you could change to make your business more successful? More interesting? More exciting?

� What is one thing that would drive lower debtors, increase revenue, resolve strategic issues, make your work/life more energizing?

Exercise: 80/20

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� A powerful tool for effectiveness is to prepare an agenda, your plan-on-a-page.

� Do an agenda for the short term (next quarter) and medium term (next 6 to 12 months). Keep it simple and pick four or five key things to do in that period.

� Relate to a key priority for different aspects of your business or career like people, clients, marketing or strategy.

� In total, aim for say five items, three work and two personal. If your agenda reads like a shopping list then you haven’t been ruthless enough.

Setting an agenda

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� Items for your agenda naturally include “quadrant two” Items for your agenda naturally include “quadrant two” Items for your agenda naturally include “quadrant two” Items for your agenda naturally include “quadrant two”

tasks in the Eisenhower matrix such as risk assessment, tasks in the Eisenhower matrix such as risk assessment, tasks in the Eisenhower matrix such as risk assessment, tasks in the Eisenhower matrix such as risk assessment,

planning and preparation, new skills, true recreation or planning and preparation, new skills, true recreation or planning and preparation, new skills, true recreation or planning and preparation, new skills, true recreation or

hobbies.hobbies.hobbies.hobbies.

� Use the 80/20 analysis of your business to guide your Use the 80/20 analysis of your business to guide your Use the 80/20 analysis of your business to guide your Use the 80/20 analysis of your business to guide your

agenda. What is the one thing that will change agenda. What is the one thing that will change agenda. What is the one thing that will change agenda. What is the one thing that will change

everything? everything? everything? everything?

Setting your agenda

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Client• do great work for great clients

Team• build a great team by hiring and retaining great people

Passion

• write and speak more about what I am passionate about

Present• spend quality time with my family and friends

Health• be fit, active and healthy

Setting an agenda: example of annual

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Client

• focus on new client acquisitions from the top five private equity funds and don’t accept new work for clients unlikely to generate $100,000 a year.

Team

• promote my special counsel to partner and hire a lateral partner for group who specialises in fund establishment work

Passion

• give speech on building high-performing teams at the growth awards ceremony and publish articles on value-based leadership

Present

• be home for family dinner at least three times a week and go away with my wife for a long weekend

Health• practice meditation daily and go to the gym three times a week

Setting an agenda: example of quarterly

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Now set an agenda….Now set an agenda….Now set an agenda….Now set an agenda….

Exercise: Setting an agenda

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Batching

Think you’re multi-tasking? You’re actually ‘task-switching’

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� MultiMultiMultiMulti----tasking means performing two or more tasks as tasking means performing two or more tasks as tasking means performing two or more tasks as tasking means performing two or more tasks as

that same time. that same time. that same time. that same time.

� SwitchSwitchSwitchSwitch----tasking is when you switch between different tasking is when you switch between different tasking is when you switch between different tasking is when you switch between different

tasks. In most cases, the phrase multitasks. In most cases, the phrase multitasks. In most cases, the phrase multitasks. In most cases, the phrase multi----tasking is a tasking is a tasking is a tasking is a

misnomer as you are actually switchmisnomer as you are actually switchmisnomer as you are actually switchmisnomer as you are actually switch----tasking. tasking. tasking. tasking.

� It is not possible to multiIt is not possible to multiIt is not possible to multiIt is not possible to multi----task two cognitive tasks at the task two cognitive tasks at the task two cognitive tasks at the task two cognitive tasks at the

same time. same time. same time. same time.

Switch tasking

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Ability to multi-task

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� Average workers send 4.73 texts, Average workers send 4.73 texts, Average workers send 4.73 texts, Average workers send 4.73 texts,

emails or snapchats during an inemails or snapchats during an inemails or snapchats during an inemails or snapchats during an in----

person person person person meetingmeetingmeetingmeeting

� 71% are likely to do an unrelated 71% are likely to do an unrelated 71% are likely to do an unrelated 71% are likely to do an unrelated

task during conference task during conference task during conference task during conference callscallscallscalls

� 49% of workers say its okay to multi49% of workers say its okay to multi49% of workers say its okay to multi49% of workers say its okay to multi----

task in a task in a task in a task in a meetingmeetingmeetingmeeting

Prevalence of multi-tasking – report by Highfive

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Highfive, “2015Highfive, “2015Highfive, “2015Highfive, “2015Workplace Communication and Culture Report”, Workplace Communication and Culture Report”, Workplace Communication and Culture Report”, Workplace Communication and Culture Report”,

2015 https://highfive.com/blog/impact2015 https://highfive.com/blog/impact2015 https://highfive.com/blog/impact2015 https://highfive.com/blog/impact----ofofofof----technologytechnologytechnologytechnology----onononon----

productivity/productivity/productivity/productivity/

� Many successful people take on a large Many successful people take on a large Many successful people take on a large Many successful people take on a large

number of projects and roles at one time. number of projects and roles at one time. number of projects and roles at one time. number of projects and roles at one time.

� Part of their success seems to be that they Part of their success seems to be that they Part of their success seems to be that they Part of their success seems to be that they

could never get bored as they are always could never get bored as they are always could never get bored as they are always could never get bored as they are always

doing lots of exciting projects. doing lots of exciting projects. doing lots of exciting projects. doing lots of exciting projects.

� So big picture, high performers certainly So big picture, high performers certainly So big picture, high performers certainly So big picture, high performers certainly

seem to multiseem to multiseem to multiseem to multi----task. But in reality they were task. But in reality they were task. But in reality they were task. But in reality they were

almost always present and focused on one almost always present and focused on one almost always present and focused on one almost always present and focused on one

task at a time. task at a time. task at a time. task at a time.

� They weren’t constantly switching between They weren’t constantly switching between They weren’t constantly switching between They weren’t constantly switching between

tasks and projects, particularly on the more tasks and projects, particularly on the more tasks and projects, particularly on the more tasks and projects, particularly on the more

complex analytical projects. complex analytical projects. complex analytical projects. complex analytical projects.

Macro level multi-tasking

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� Constant media multiConstant media multiConstant media multiConstant media multi----tasking tasking tasking tasking

lowers brain density in that part lowers brain density in that part lowers brain density in that part lowers brain density in that part

of the brain that regulates of the brain that regulates of the brain that regulates of the brain that regulates

emotional control.emotional control.emotional control.emotional control.

� People distracted by incoming People distracted by incoming People distracted by incoming People distracted by incoming

email whilst on a phone call saw email whilst on a phone call saw email whilst on a phone call saw email whilst on a phone call saw

a 10a 10a 10a 10----point drop in their IQ, more point drop in their IQ, more point drop in their IQ, more point drop in their IQ, more

than twice the effect of smoking than twice the effect of smoking than twice the effect of smoking than twice the effect of smoking

marijuana. marijuana. marijuana. marijuana.

Cost of switching

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� Total Time (costs 40% of time)Total Time (costs 40% of time)Total Time (costs 40% of time)Total Time (costs 40% of time)

� Mistakes (20% error rate)Mistakes (20% error rate)Mistakes (20% error rate)Mistakes (20% error rate)

� Interrupts Interrupts Interrupts Interrupts flowflowflowflow

� Memory retention reducesMemory retention reducesMemory retention reducesMemory retention reduces

Costs of multi-tasking

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Typical knowledge worker: Typical knowledge worker: Typical knowledge worker: Typical knowledge worker:

� is interrupted every 10 and a half minutes;is interrupted every 10 and a half minutes;is interrupted every 10 and a half minutes;is interrupted every 10 and a half minutes;

� takes an average of 23 minutes and 15 seconds to takes an average of 23 minutes and 15 seconds to takes an average of 23 minutes and 15 seconds to takes an average of 23 minutes and 15 seconds to

return to the original task;return to the original task;return to the original task;return to the original task;

� only 82% of interrupted work is resumed same day;only 82% of interrupted work is resumed same day;only 82% of interrupted work is resumed same day;only 82% of interrupted work is resumed same day;

� people work faster when there are some interruptions, people work faster when there are some interruptions, people work faster when there are some interruptions, people work faster when there are some interruptions,

but the cost of this productivity is higher levels of but the cost of this productivity is higher levels of but the cost of this productivity is higher levels of but the cost of this productivity is higher levels of

stress.stress.stress.stress.

Cost of interruptions: University of California

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� Incubation of complex problemIncubation of complex problemIncubation of complex problemIncubation of complex problem

� Interruption is on same topicInterruption is on same topicInterruption is on same topicInterruption is on same topic

� Down timeDown timeDown timeDown time

� Mentoring of your teamMentoring of your teamMentoring of your teamMentoring of your team

Limited role for switch-tasking

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� Some Some Some Some tasks like checking voice tasks like checking voice tasks like checking voice tasks like checking voice

messages, returning calls and messages, returning calls and messages, returning calls and messages, returning calls and

managing emails are best done in managing emails are best done in managing emails are best done in managing emails are best done in

batches. batches. batches. batches.

� The important point here is that The important point here is that The important point here is that The important point here is that

spending all your time checking spending all your time checking spending all your time checking spending all your time checking

messages, text and emails is not messages, text and emails is not messages, text and emails is not messages, text and emails is not

being productive, instead you are being productive, instead you are being productive, instead you are being productive, instead you are

being responsive to what other people being responsive to what other people being responsive to what other people being responsive to what other people

want you to action.want you to action.want you to action.want you to action.

Strategies for minimising switch-tasking: Use batch tasking

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� At the beginning of each workAt the beginning of each workAt the beginning of each workAt the beginning of each work----day day day day

pick the one or two tasks you must do pick the one or two tasks you must do pick the one or two tasks you must do pick the one or two tasks you must do

that day to be effective. You should that day to be effective. You should that day to be effective. You should that day to be effective. You should

then focus your energies on doing then focus your energies on doing then focus your energies on doing then focus your energies on doing

those things as soon as possible. those things as soon as possible. those things as soon as possible. those things as soon as possible.

� Avoid Avoid Avoid Avoid the temptation to scroll through the temptation to scroll through the temptation to scroll through the temptation to scroll through

your overnight emails or the stale your overnight emails or the stale your overnight emails or the stale your overnight emails or the stale

emails in your pending box. Those emails in your pending box. Those emails in your pending box. Those emails in your pending box. Those

emails represent tasks other people emails represent tasks other people emails represent tasks other people emails represent tasks other people

want you to do. want you to do. want you to do. want you to do.

Strategies for minimising switch-tasking: Important tasks first

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� Allocate substantial blocks of time Allocate substantial blocks of time Allocate substantial blocks of time Allocate substantial blocks of time

for one task like reading a report, for one task like reading a report, for one task like reading a report, for one task like reading a report,

writing an advice or preparing for writing an advice or preparing for writing an advice or preparing for writing an advice or preparing for

a conference paper. a conference paper. a conference paper. a conference paper.

� Using blocks of focused time is Using blocks of focused time is Using blocks of focused time is Using blocks of focused time is

really the opposite of switchreally the opposite of switchreally the opposite of switchreally the opposite of switch----

tasking. tasking. tasking. tasking.

� Turn your mobile phone off, Turn your mobile phone off, Turn your mobile phone off, Turn your mobile phone off,

forward your office phone to your forward your office phone to your forward your office phone to your forward your office phone to your

PA and close down your email. PA and close down your email. PA and close down your email. PA and close down your email.

Close the door to your office or Close the door to your office or Close the door to your office or Close the door to your office or

find a quiet place where you won't find a quiet place where you won't find a quiet place where you won't find a quiet place where you won't

be interruptedbe interruptedbe interruptedbe interrupted.

Strategies for minimising switch-tasking: Use blocks of time

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� Close your door or put a “do not Close your door or put a “do not Close your door or put a “do not Close your door or put a “do not

disturb” sign on the door. disturb” sign on the door. disturb” sign on the door. disturb” sign on the door.

� Other signals include standingOther signals include standingOther signals include standingOther signals include standing----

up when someone comes by for a up when someone comes by for a up when someone comes by for a up when someone comes by for a

chat or politely looking at the chat or politely looking at the chat or politely looking at the chat or politely looking at the

clock and explaining that you clock and explaining that you clock and explaining that you clock and explaining that you

have to get back on with some have to get back on with some have to get back on with some have to get back on with some

workworkworkwork.

Strategies for minimising switch-tasking: Use signals

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� Mindfulness is really the art of Mindfulness is really the art of Mindfulness is really the art of Mindfulness is really the art of

focused focused focused focused attentiveness attentiveness attentiveness attentiveness

� Meditation in particular helps to train Meditation in particular helps to train Meditation in particular helps to train Meditation in particular helps to train

your brain to stop it from wandering your brain to stop it from wandering your brain to stop it from wandering your brain to stop it from wandering

mindlessly between mindlessly between mindlessly between mindlessly between thoughtsthoughtsthoughtsthoughts

� Next time you catch your mind Next time you catch your mind Next time you catch your mind Next time you catch your mind

drifting from the task at hand drifting from the task at hand drifting from the task at hand drifting from the task at hand

(whether to think about next (whether to think about next (whether to think about next (whether to think about next

weekend or to check your emails) weekend or to check your emails) weekend or to check your emails) weekend or to check your emails)

gently bring it back to gently bring it back to gently bring it back to gently bring it back to tasktasktasktask

Strategies for minimising switch-tasking: Practice mindfulness

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� For one day try batching your For one day try batching your For one day try batching your For one day try batching your taskstaskstaskstasks

� Keep a record of interruptions (who Keep a record of interruptions (who Keep a record of interruptions (who Keep a record of interruptions (who

are the offendersare the offendersare the offendersare the offenders?)?)?)?)

� In the next meeting, or conference In the next meeting, or conference In the next meeting, or conference In the next meeting, or conference

call turn your phone/emails off and call turn your phone/emails off and call turn your phone/emails off and call turn your phone/emails off and

focus 100% on the focus 100% on the focus 100% on the focus 100% on the conversationconversationconversationconversation

Switch-tasking exercise

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Summary

� EliminationEliminationEliminationElimination

� Eisenhower MatrixEisenhower MatrixEisenhower MatrixEisenhower Matrix

� 4Ws4Ws4Ws4Ws

� AgendasAgendasAgendasAgendas

� DelegationDelegationDelegationDelegation

� EssentialismEssentialismEssentialismEssentialism

� MindsetMindsetMindsetMindset

� 80/20 rule80/20 rule80/20 rule80/20 rule

� Batching Batching Batching Batching

� Stop switch taskingStop switch taskingStop switch taskingStop switch tasking

� Blocks of timeBlocks of timeBlocks of timeBlocks of time

� Use signalsUse signalsUse signalsUse signals

� MindfulnessMindfulnessMindfulnessMindfulness

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Nick Humphrey has published eight best selling business books over the last 20 years. His latest book is ”Maverick Executive: Strategies for Driving Clarity, Effectiveness and Focus”. His views have been published extensively in the media including Financial Times, Australian Financial Review and Wall Street Journal. Nick is a senior partner at an international law firm and heads up their mergers and acquisitions group. He sits on a number of advisory boards including an accounting firm, an education scholarship and an angel investment fund. He is the chair of Australian Growth Company Awards (in association with K&L Gates, Westpac, Deloitte and Macquarie Bank). He recently attended Harvard Law School Executive Leadership course and has won dozens of awards including M&A Lawyer of the Year, Dealmaker of the Year, Best Lawyer – Private Equity and Chambers Asia Private Equity lawyer recommendation.

About the speaker

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