Sharpening Your Skills

How to Create More Time

May 23, 2009 By Nagesh Belludi 1 Comment

Blogger Carla Kay White reflects on how she “found time” by transforming her mindset about being overwhelmed.

… it occurred to me that I’m feeling overwhelmed because that’s precisely the message I’m putting out in the world. I repeat it all day long in different forms “I have no time…” or “I wish I could, but I’m busy…” or “gotta rush…”

But what would happen if I simply told myself, “I have all the time in the world”?

I repeated this to myself anytime I felt rushed. Someone stopped me to chat, I had time. Working late, no problem. Caught behind a slow driver, I chilled and enjoyed the view. In the end it actually worked. I created time.

By sending out a new message “I have time” I’m relaxing, finding a new rhythm and living in the moment. I’m focusing on one thing at a time instead of ten different things. As a result, I get more accomplished, do a better job, and truly do have more time.

So if you constantly feel overwhelmed, ask yourself—are you really? Or is it just a conditional thought that you repeated so often to yourself, you believe it and live it? Just maybe you too can magically create time through your thoughts.

How to Create More Time

The feeling of being overwhelmed is primarily a lack of sense of priority over what we need to do. Follow my three-step process for better time management.

Time Logging: Follow this simple exercise to develop an idea of how you spend time currently.
Time Analysis: Tally up your time logs, analyze how you actually use your time, and recognize non-productive tasks and activities.
Time Budgeting: Follow this simple process to list your life’s values and priorities. Then, create a time budget to help you center your actions on the truly important aspects of your life and career.

Warren Buffett’s Rule of Thumb on Personal Integrity

April 30, 2009 By Nagesh Belludi

On occasion, personal integrity and ethical conduct can be challenging. Greed, selfishness, distrust and other inclinations can result in misrepresentations, deliberate omission of facts to throw a positive spin on things, purposeful oversight, misuse of information and self-interested behavior.

Warren Buffett, one of the world’s most successful investors and CEO of Berkshire Hathaway, directs that all his employees follow this rule of ethics in every undertaking.

“… I want employees to ask themselves whether they are willing to have any contemplated act appear the next day on the front page of their local paper—to be read by their spouses, children and friends—with the reporting done by an informed and critical reporter.”

The key to personal integrity is to gather all the relevant data, define the “right thing,” exercise prudence and standup for what is right. Good intentions do not necessarily translate to action. Your thoughts and actions define your credibility at work and in the society.

Credit: Warren Buffett’s picture courtesy of user ‘trackrecord’ on flickr.com

People Want Their Thinking to Count

April 16, 2009 By Nagesh Belludi Leave a Comment

Everybody Desires to be Heard

Last week, a manager complained that his boss constantly pushes his ideas with a “here’s what I want you to do” even though the manager is a subject expert. A wife criticized her husband for never asking for her opinions; “every idea, every decision has to be his—not mine, not even ours,” she grumbled.

In coaching people, one of the most common grievances I hear is that people feel they have lost their right to be heard—their spouses, parents, friends, partners, bosses, and significant others do not “listen.” In fact, one of the foremost reasons for job dissatisfaction is that employees believe their bosses do not care for their employees’ opinions. Lack of respect and consideration can strain professional and personal relationships.

People Make Decisions for Their Own Reasons

“I tell you and you forget.
I show you and you remember.
I involve you and you understand.”
* Eric Butterworth

In making decisions and getting things done with people, if you are often unwilling to ask for others’ opinions, it is because you likely think you might seem vulnerable, insecure, or incapable of taking decisions on your own. Or, perhaps, you simply choose to be forceful and assert your influence. Over time, such behaviors can easily hurt others’ feelings and trigger resentment.

Recognize that people make decisions for their own reasons, not yours. They are less likely to be motivated at something that they did not choose. If you try to be forceful, they are less likely to comply.

Four Important Words: “What do you think?”

“The four most important words in business are ‘What do you think?'”
* Jeffrey Immelt, Chairman and CEO, General Electric

Be open and approachable. Develop the habit of asking, “What do you think,” before declaring, “You will do this,” or even, “We will do this.”

Expect differences of opinion; they are natural. Work on reaching decisions by building on the agreements.

People are Inclined to Support What They Help Decide

Quite often, when people realize they have little influence on the decision-making process, they withdraw from active participation. They are usually reluctant to participate actively in a process, idea, or system that they were never consulted on.

People want to support, defend, and enthusiastically work on anything that they help create or decide. Therefore, include people in decision-making at every level in every situation—at home, work and elsewhere.

Develop the indispensable art of persuasion by asking, “What do you think.” By incorporating others’ inputs, you demonstrate a sincere interest in soliciting their opinions. When people feel valued and cared for, you establish an atmosphere of open communication, ownership, and increased commitment.

Seek Hideouts for Interruption-Free Work

April 14, 2009 By Nagesh Belludi Leave a Comment

The High Cost of Interruptions

Studies suggest that,

on average, workers are interrupted once every ten and a half minutes,
once interrupted, it takes a worker 23 minutes on average to get back to the task he/she was working on, and,
workers can lose up to 28% of their workday handling unnecessary interruptions.

Interruptions derail your train of thought. Thereafter, getting back to what you were doing can be difficult. If you are sitting at your desk at work or home, the odds of being able to focus on a task and work uninterrupted are zero. Too, interruptions abound when working from (or at) home around kids, pets, or others.

Seek Remote / Undisturbed Locations for Work

Richard Nixon, former President of the United States, used the following technique to isolate himself when he wanted to focus on important work.

Richard Nixon was extremely efficient as a time manager. One of his techniques involved the use of a small private office in the Executive Office Building across the street from the White House. Armed with several yellow legal pads, Nixon would walk over to the office to work alone. His aides were under orders not to interrupt him except in the case of an emergency.

To minimize the impact of interruptions on your work, seek a hideout. Find a place where people are not likely to bother you: a vacant conference room, a desk in another office location, or, the study area at your local library. Consider coming in to work before others or work on a weekend morning. Disconnect yourself by turning off cell phones and the internet. Focus to get more things done.

Meal Manners: Pace Yourself, Start and Finish with Others

April 8, 2009 By Nagesh Belludi Leave a Comment

When dining together, order the same number of courses as everyone else. This will help pace the dinner appropriately. If you’re just having the main course, and the fellow to your left orders a salad or appetizer in addition to the entrée, order a salad or appetizer, too.

As a guest, when your host asks you to order first, ask her for recommendations. This can hint at a price range from which to pick.
As a host, urge your guests to order first. Then, try to order as many courses for yourself as your guests to make sure everyone can begin and finish eating at about the same time.
At the table, wait until everyone is served. Begin to eat only after the host or the most important guest does. Follow this guideline for each course of the meal. Pace yourself such that you finish at about the same time as everybody else at your table.
If you are the most important guest or the host and others are served way before you are, urge the others to begin eating while the food is still hot.
Order the same number of courses as everyone else. This will help pace the dinner appropriately. If you intend to order just the main course, and the person to your left orders a salad or appetizer in addition to the entrée, you should order a salad or appetizer, too.
At buffet meals, after you get your food and sit down at an open table, wait until two or three others join you at the table before beginning to eat.

Depending on the formality and decorum appropriate to the occasion, try to stick to the above guidelines. More importantly, use common sense and make others around you comfortable.

Four Telltale Signs of an Unhappy Employee

March 30, 2009 By Nagesh Belludi Leave a Comment

A skilled manager understands how to get work done through her staff under all circumstances. She makes herself available, delegates effectively and provides appropriate feedback. She works hard to sustain an effective work environment in which her staff feels motivated and takes pride in their achievements.

The skilled manager accurately discerns what her employees think and how feel about their work; she also assesses their happiness on the job. She recognizes unhappy employees through these four noticeable behavioral changes over time:

Tardiness: The unhappy employee tends to arrive late, leave early and takes longer breaks. He is often elusive and hard to pin down.
Disdain: The unhappy employee can be grouchy, whining, or may complain excessively. He tends to be oversensitive: he sulks at even the slightest criticism, gets defensive, or accuses supervisors of picking on him.
Indifference: The unhappy employee cannot focus on his responsibilities. Consequently, his work tends to be disorganized and incomprehensible. His workload is a struggle. He fails to update management on a regular basis, rarely has a say in important matters, and resists new assignments.
Aloofness: The unhappy employee is inclined to distance himself physically, socially and emotionally from his coworkers. He is likely to be uncooperative and refuses to accommodate others’ requests.

How to Overcome Shyness in Initiating Conversations

March 24, 2009 By Nagesh Belludi 1 Comment

Uneasiness in Striking up Conversations

The introverts among us do not like being the center of attention and the life of parties. We prefer small get-togethers with a selected group of familiar friends. We have a tendency to shy away from interacting with new people.

We introverts are not very comfortable with small talk. We would rather choose meaningful conversations about a variety of topics that are closer to our hearts. Consequently, we are likely to find it difficult to strike up conversations in social gatherings, parties, and meetings.

Assuming Rapport

The Positivity Blog discusses a simple and effective technique to help initiate conversations. In essence, as opposed to initiating a conversation with uneasiness, act as if you are meeting one of your best friends. The resulting assurance will ease up the anxiety and help initiate and pursue a conversation with new people. In addition, the ensuing poise results in a more forthcoming body language.

I have adopted this technique to better myself in presentations and speeches, meeting new people at work and play, and overcome my own introversion to the extent that now people often label me as being talkative.

Pursuing Conversations

Here are a few more suggestions to help introverts get more comfortable in social gatherings.

Ask to be introduced. Ask your host or a fellow-attendee to introduce you to the other guests by citing common interests. This will help you connect with other guests over the topic of common interest and pursue a conversation more effortlessly.
Interact with other introverts. Surveys suggest that 60% of people tend to be introverts. You could identify like-minded folk through their shy body language, approach them, and introduce yourself to them.
Connect with extroverts. Extroverts like meeting people, enjoy interactions, and love introducing people to one another. Being around extroverts can help overcome some initial difficulty with starting conversations and engaging in small talk in unfamiliar social situations.
Learn and practice the art of small talk. Most people are enthusiastic about sharing their stories. Favorite sports, travel destinations, kids, opinions of celebrities, movies and other current events make great conversation starters. Steer away from conversations on social or economic status, health, faith, and other personal details. Watch for gestures of discomfort when you ask questions.

Systems-Thinking as a Trait for Career Success

February 12, 2009 By Nagesh Belludi Leave a Comment

In this Fast Company article, Gary Flake, Director of Live Labs at Microsoft identifies Systems Thinking as an important trait for career success.

There are three traits that will serve anyone wanting any role at any company, not just ours: systems thinking, passion, and clear communication. Systems thinking is a way of looking at the world that allows you to see how many small pieces come together to make a more complex whole. System thinkers see the hidden interconnections that bind together the parts and know how to make the best use of ambiguity and uncertainty as a result.

Gary’s reflection reiterates the importance of understanding context and perspective in our jobs. A previous blog article and a podcast discussed this indispensable trait for success.

Systems Thinking for a Big Picture Approach

From an early age, we’re taught to break apart problems in order to make complex tasks and subjects easier to deal with. But this creates a bigger problem . . . we lose the ability to see the consequences of our actions, and we lose a sense of connection to a larger whole.
* Peter Senge

Traditional methods of problem analysis concentrate on dividing problems into smaller, more comprehensible components. The drawback of understanding isolated or unrelated elements, functions, and events is that the effects of changes to one element on other elements of the whole are rarely considered.

In contrast, the discipline of Systems Thinking emphasizes analyzing the whole in terms of interrelationships of its elements. Examining structures, relationships, and outcomes facilitates taking into account any secondary consequences of decisions and actions pertaining individual elements.

We work in increasingly connected organizations where an event that affects one part of an organization is likely to have a meaningful effect–in the short-term or the long-term–on another part of the organization. The discipline of Systems Thinking enables us to develop a broader, holistic perspective of problems and opportunities in businesses and make effective decisions.

Resources, References

Over the last couple of decades, System Thinking has evolved into a formal discipline and has incorporated several rigorous analysis techniques. Here are two excellent resources to help you gain more knowledge of these methods.

The ‘Thinking’ in Systems Thinking: Seven Essential Skills, Barry Richmond
The Fifth Discipline: The Art and Practice of the Learning Organization, Peter Senge

Pretending to Know-it-All and Failing to Admit Ignorance

February 8, 2009 By Nagesh Belludi Leave a Comment

Often, professionals suppose that being considered smart, intelligent, or “on top of things” implies presenting themselves with much self-confidence, and requiring knowing everything. Consequently, they tend to force themselves to pretend to “know it all” and hesitate to respond with an “I don’t know.” When superiors, peers, or employees ask tough questions, they habitually fail to admit their ignorance and force some misguided answer out of themselves.

Think about it: having to know all the answers can actually be quite stressful. It drives professionals to think incessantly about potential challenges, risks, and outcomes. The constant pressure to be “on guard” can steer them towards supposing the worst.

“I Don’t Know; Let me Find Out” is a Perfectly Acceptable Answer

Effective professionals recognize that perfection, flawlessness, and other superlatives are often masks. They acknowledge what they do not know and promise to follow up in proper time and get the right answers. Rather than losing their standing, they gain the trust of their people.

Acknowledging that they do not have answers to all questions, releases professionals of unwarranted worry. This opens the door for others to assist with relevant inputs and promotes good judgment.

There is a downside, however, to repeatedly admitting not knowing many things. A professional is expected to be knowledge about all the essential aspects of her job and explicate all the relevant data to drive her decisions. Where the organization depends on her to know the answers to certain questions, any hints to heedlessness, neglect, or oblivion can weigh down her standing within her organization.

How to Write a Job Description for Your Present Position: Part 3

December 17, 2008 By Nagesh Belludi 5 Comments

Preamble

This article concludes a series of three articles that describes how to get clarity about your present role in your organization and write an effective job description.

The first article established that writing a job description for your present position will help you clarify your role and establish a sense of better control and direction over your job. See full article here.
Yesterday’s article described how to conduct a job analysis: how to thoroughly document your understanding of your role, its scope and context. See full article here.

Write Your Job Description

After completing a thorough job analysis, you should have a list of responsibilities and goals for your position. Here is how to organize this list and write a formal job description:

A job description should be a high-level synopsis of the expectations of your role. It need not be all-encompassing or list specific tasks you required of you (that is the function of a ‘work-plan,’ where you translate your job description into a more-detailed list of tasks, projects and measures.)
Prioritize your ideas and responsibilities. Group ideas by functional theme if possible. Each theme can then be written as a paragraph (or bullet point) in your job description.
List no more than four or five paragraphs of responsibilities. Depending on your position, you may not need a very detailed list of responsibilities. For example, a worker on an assembly line may have just a single paragraph in his job description while an administrative assistant may have a more complex description of duties organized into three or four paragraphs of responsibilities.
Each paragraph can consist of as many sentences as necessary to describe a responsibility precisely. Begin each sentence with a verb in present tense. See examples below.
If your job involves supervising other employees, include the scope of responsibilities—coaching, training, conducting performance reviews, etc.

Get Concurrence from Your Supervisor

In your next one-on-one meeting with your supervisor, set aside some time to discuss your job description. Ask, “Is this what you expect of me? Is this in line with how you and our management see my role? Am I missing any responsibility or initiative? Do you see anything differently?”

Consider translating this job description into a more detailed work-plan that expands your responsibilities into a more thorough list of projects, initiatives and goals, and the corresponding metrics and targets. This work-plan along with your job description can establish a basis for measurement and job appraisal.

Revise Often and Maintain

Organizations, their objectives, routines and expectations constantly change. Keep your job descriptions current and accurate. Share your job description with your supervisor as part of the performance review process and continually seek agreement on how he sees your job.

Job Description Example 1: Software Architect

Research and develop algorithms for automatic parameter-based design of passenger car engines and their machining process illustrations. Implement process-planning software in C++ and integrate an interface with a CAD software.
Develop and implement algorithms to translate triangulated computer models into boundary representation data structures and recognize geometric features for design and machining.
Research and develop algorithms for automatic conversion of two dimensional orthographic projections of mechanical engineering designs into three-dimensional solid models.

Job Description Example 2: Project Manager

Coordinate new projects with Marketing. Write software technical profile from customer requirements. Develop and execute actionable plans for development and implementation of new software. Manage relationships and facilitate cross-functional issue resolution between marketing, customer support and customers.
Recruit and supervise five software engineers. Manage engineers’ work loads and ensure contribution. Track, prioritize, report and coordinate the needs and progress of their projects.
Coordinate software programming between offices in cities A and B and track measures for on-time performance of projects.

Concluding Thoughts

One of the leading causes of frustration and discontent for employees is the lack of clarity on what is expected on their roles. From an organization’s perspective, employees who do not understand their roles will fail to deliver.

By writing an effective job description for your present position, you can bridge the gap between the expectations of your role and your performance on your job. This generates better results for you, your management and the organization as a whole.

« Previous Page

Sharpening Your Skills

How to Create More Time

Wondering what to read next?

Wondering what to read next?

Everybody Desires to be Heard

People Make Decisions for Their Own Reasons

Four Important Words: “What do you think?”

People are Inclined to Support What They Help Decide

Related Articles

The High Cost of Interruptions

Seek Remote / Undisturbed Locations for Work

Wondering what to read next?

Wondering what to read next?

Wondering what to read next?

Uneasiness in Striking up Conversations

Assuming Rapport

Pursuing Conversations

Wondering what to read next?

Systems Thinking for a Big Picture Approach

Resources, References

Wondering what to read next?

“I Don’t Know; Let me Find Out” is a Perfectly Acceptable Answer

Preamble

Write Your Job Description

Get Concurrence from Your Supervisor

Revise Often and Maintain

Job Description Example 1: Software Architect

Job Description Example 2: Project Manager

Concluding Thoughts

Wondering what to read next?