Saturday, May 20, 2023

A weekly review and plan starter kit


"It is surprising how much I can get done when I take enough time for planning, and it is perfectly amazing how little I get done without it."   ---Frank Bettger,  How I Raised Myself from Failure to Success in Selling,"  1947

Every productivity expert I know recommends spending time planning the coming week.

Yet few people do it.

Why?   "Time."

Even the tiny amount of time required for a basic review, half an hour or so, seems like "too much" when you think you could be doing real work.

But there is a BIG payoff.  

You have more things to do than you can do in the next week.

Making a plan helps you choose the right work to fit the available time.   
Having personally experienced the tremendous benefits of this process, I want you have those too.

As with most new habits and routines, starting simply is key.  

So here is a simple "stripped down" weekly review and planning process that I hope you will be inspired to try,

Get a sheet of paper and at the top, write "review & plan for week of <date>."

Open up your calendar in week view.

Look at each scheduled event for each day, and ask, "Do I need to do anything to prepare for this?

If there is, add it to your sheet of paper. 

For example, from my review this week: "Find directions to the room at the hospital for the Tuesday presentation, and copy my slides to a thumb drive to take as backup."

When you are done with Monday - you guessed it! - look at Tuesday and on through the week.

Now look at the next 3 weeks (or farther out if you like),

Scan for upcoming deadlines, big meetings, or other events that you should start preparing for in the coming week.

If there is, add it to your sheet of paper.

For example, several years ago, I found a trip scheduled for two weeks hence and discovered that I had no plane tickets.

Gather all the places where you store "to do's."

The "places" could include task lists, a whiteboard, a notebook or legal pad, a bunch of post-its, notes on your calendar or phone app, or your email inbox.

If that sounds complicated, think about starting a master task list, and then you only have to "gather" one thing­čÖé.

If you store things in your memory­čś× get a second piece of paper, and spend a few minutes writing them down.

Read each item from each location.

For each, ask "Is this something I should complete or start to work on this week"?

If it is, add it to your sheet of paper.

If an item will take an hour or more, consider putting an "appointment with yourself" on your calendar, or what is now commonly referred to as a time block.

That's it. 

Now you have a list of things to do for the week that are likely to be more important than the method of picking at random throughout the day.

If you would like to order the tasks on the paper by priority, please do.  If you have run out of juice, don't.

Instead, just select the tasks that you want to do on Monday.  Keep the list short - you can always do more if you have time.   Repeat that selection process every day. (For help, see The daily task plan: how to pick your MIT's).

Will you get them all done? Possibly not.

Actually, probably not. But as you repeat this process over time you will get better and choosing a more realistic amount of work to fit the available time.

There are other things you can add to make your plan even more effective, but that's for another day.

Monday, April 24, 2023

Yes? No? Maybe so? Ideas for thinking about whether to say yes or no to new work.

Time is the coin of your life. It is the only coin you have, and only you can determine how it will be spent. Be careful, lest you let other people spend it for you.   - Carl Sandburg

Next week, I'm facilitating a session at a national meeting about the ins and outs of deciding when to agree (or not to agree) to take on new work.

It's a topic I know well from many years  - actually, decades - of saying "yes" more often than I should have.

While the ideas are top of mind, I wanted to share them here.  

The process has two pieces:  making a decision and then sharing it with the asker. 

I'm going to focus on the first part here.   The better your decision-making process, the better your decisions, and, the easier it it to say "no" when you need to. 

Between the ask and the response, there is space - use it!

You may recognize this as a play on "Between stimulus and response, there is space"  from Stephen Covey's book First Things First.

As  the responder, you have a say in the length of that "space."   

If you respond right away, you may be handing over control of the decision to the "fast thinking" emotion-based part of your brain rather than allowing time for your "slow-thinking" executive function to weigh in.

Some of the emotion-based reasons that may lead to a "bad yes" are guilt, people pleasing, and fear of disappointing the asker.  Or fear of the consequences if you say no.

So, don't respond immediately.  Give yourself time to think it through.

BTW, It's okay to ask for more time!  Just say you need some time to consider whether you have the bandwidth to do the thing well.

Then say when you'll get back in touch.  Wait at least 24 hours - or more for big asks.  

Consider this moral framework.

Speaking of bandwidth.  A "yes" is a promise.  If you make a promise and don't have the time to do it properly, that's a problem.  That is, by saying yes, you have created a moral obligation to follow through. The only other morally acceptable choice is to let the asker know as soon as you discover you can't do the work, either to renegotiate terms or apologize.  If you fail to come through over and over, your reputation will suffer, as will your own sense of integrity.

Whew!  Heavy!  

But for me, this was a revelation.  Understanding this framework has made my decisions to say no much easier.  It was not all about me, me, me, but rather about my integrity and need to do the right by the asker.   And sometimes, the right thing is to say "no."  

Is it your turn?

As members of a family, work group, or institution, we are all responsible for contributing.

This can be tricky.  Some people get asked more than others for a variety of reasons:  they like doing the thing, they do it well, they usually agree, or, nefariously, because of implicit bias that leads women and people of color to get asked more often for certain duties that may not add to their resume.

(To read more about this - in fact, a whole book - get The No Club: Putting a Stop to Women's Dead-End Work by Linda Babcock and her colleagues. Although the focus is on women in academics, the strategies will be useful to anyone who finds themself being asked more often than their colleagues to volunteer for not-so-important duties.)

You can also set up a priori limits on commonly requested activities. ("No more than 2 manuscript reviews per month,: or  "only one classroom-parent stint per month.") If you get asked after your limit is reached, you can say "no," confident that it is "not your turn." 

But if, after considering all this, it really is your turn, figure out if you can make the time to say yes.

Don't decide in a "self-interest vacuum."

I used to do this all the time.  The new work would sound really interesting, but I failed to realize I would have to shoehorn it in among all the other commitments I already had. 

"Wait," you might be thinking, " 'self-interest' sounds a lot like 'selfish'."    If that's you, please go back to the top, re-read Carl Sandburg's advice, and then just above to review the moral framework.

Now that we are on the same page, here are questions to help you assess the interest and time "fit" of the new ask.
  • Does this thing fit with your interests and/or goals?
  • Is there something else you will get from doing this that is valuable, like learning a new skill or expanding your network?
  • How heavy is your current workload? Is there really time to do this new thing? If you're not sure, make a list of everything you are doing.  (If that sounds horrifying, you already know the answer...)
  • Don't be fooled by "the empty future calendar" bias.   This happens when the deadline is distant, and your calendar at that time looks open.  Better to assume you will be just as heavily scheduled then as you are now.
If you decide this thing really is something you want to do, but you don't appear to have the time:
  • Is there anything you currently do that you could give up, delegate, or defer to later?  
  • If your boss is asking, can you negotiate about some of your current work?
Get the information you need to make a good decision. 

How much time is this likely to take.  Is there a clear endpoint? Would you need more resources to do it? Is there any flexibility in the deadline? Who else will be involved?

Then ask those questions of the asker, and, if its possible, someone who has done it before.

Consult with trusted peers or mentors.

This is especially helpful if the request is a big one, or if it comes from someone with whom you want to maintain a good relationship, or if you are early in your career and need a broader perspective.

Consult your gut!
"The hallmark of a decision in line with one's character is ease and contentment and an ample, even provision of natural energy." - Anne Truitt, Turn: the Journal of an Artist
I suggested earlier that certain feelings may lead you to say yes when you should not.  

But your feelings do play an important role when it's time to make the final decision.  For example, you may have experienced buyer's remorse when a decision to buy seemed so right and later felt so wrong. 

You can literally flip a coin to help tap into your feelings and intuitions about the decision. 

Assign "yes" to one side of the coin and "no" to the other.  Flip the coin.  

How do you feel about the decision that is revealed?  Do you feel relief or disappointment for a "no?" Does a "yes" lead to "ease and contentment and... energy" or stomach-turning anxiety?  

I know this sounds like a transparent trick, but it actually works!

And finally, if it's a big decision, write about it! Don't just think! The act of writing will lead to questions, feelings, and reasons that you might otherwise miss.

Wednesday, February 1, 2023

My New Year's treat: One practice that helps you keep on top of your work.

My new year's advice.

On January 11 - at the right time for new year's resolutions -  I posted this: 

If that advice is enough, stop reading and try it!  If not, read on.

The theory.

Your "to-dos" will always be way more than you can do in a week.

By making a plan you can pick the best things to do.

Want more direction? 

One of my coaching clients contacted me recently with this question:

Hi Susan,

I wanted your advice about creating goals or a schedule for the week, such as what you want to accomplish that week. I've been following Cal Newport since we worked together, and I'm working on my time-blocking for the day.

However, I struggle to get a "big picture" look at the week, or it comes to the end of the week, and I realize I made no progress on something I wanted. I feel like making a weekly plan is something I should do, but I'm unsure where to start. 

Thanks, Steven (NHRN!)

My response:


 The core practices are to review and update your calendar and todo lists (for me, my project and master task lists), and then select some high-priority work to fit into the week.

Here's a checklist to help you get started....


The checklist

The calendar
  • Add any scheduled events that did not get recorded. 
  • Look at each scheduled event, and ask:
    • Do I need to prepare in advance?
    • Do I have all the information I need (meeting location, zoom link, phone phone number, the agenda, the plane tickets)?
  • Add up the unscheduled time during work hours.  Assume that at least half of that time will be needed for routine work and interruptions.  The remaining amount is the most time you will have for project work and other important tasks. 

The project list
  • Read through your project list and pick the ones you want to work on in the coming week. Consider deadlines, importance, and the available time you just estimated.
  • For each selected project, write a few sentences about what you want to accomplish.  I learned this method from Cal Newport, and I find that this narrative format helps my thoughts flow so that end up with a better plan than when I just make bullet points. 
  • For each project, create at least one task and/or schedule a time block.

The task list
  • Read through your task list and adjust as needed: delete completed tasks, revise unclear tasks, and add new tasks that you think of. 
  • Select critical tasks for this week and move them to the top in your list app.  (Or if you're on paper, write a weekly list).  
Feeling some resistance?

You're in good company!  Most everyone does.

Recently, as I was extolling the virtues of the weekly review and plan to a client, she interrupted me to ask:  "How long does this take?  I have so much to do..."

My answer:

"You can do the core process I've described in about 30 minutes, or less.

Do you have 30 minutes sometime between Friday noon and Monday morning?"

But for the real answer, I'll defer to Frank Bettger:

"It is surprising how much I can get done when I take enough time for planning, and it is perfectly amazing how little I get done without it."
----Frank Bettger, How I Raised Myself from Failure to Success in Selling, 1947