Of course we don't want to waste time. But we can get into habits that, without our even realizing it, can steal this precious commodity. Here are 3 concepts to keep in mind that should go a long way to helping us get the most out of the time in the day.
Stop Those Phone and Email Interruptions:
As small children most of us saw our moms and dads rush to the phone each time it rang. We may have even been taught that it was the correct way to operate - to answer the phone the moment it rang. The simple sound of the old telephone bell can stir many of us to jump as though getting orders from a drill sergeant. This can last well into our adult years and throughout our lives. The same can be said for emails. Many folks are notified instantly when a new email arrives and are compelled to read and even handle those emails as they come in. Since interruptions of a train of thought or activity are a scourge of production, perhaps we can see that it is rather obvious that the interruption that comes from phone calls and a constant stream of emails can do much to inhibit the amount of production we are able to get during a day.
If somebody knocks on your door in your office, it is considered polite for them to look in and ask you if you're busy and to come back another time if you are. The interesting thing about phone calls and emails is that they occur without regard to what we're doing. If we saw this in a colleague we would think it rude at best.
When it comes to handling phone calls and email most time management experts agree that it is best to answer the phone and to check and handle emails only certain, pre-established times of the day.
Each of us will chose our own workable way. A common routine regarding email is to check the email, first time for the day, just after lunch. The theory is that checking email in the morning can often derail our best laid plans for certain production targets in the morning. Checking the email right after lunch is a good time and then these emails can be handled according to their importance.
A key suggestion is to turn off the ringer of the phone, if you are answering it yourself, and turn off the notification alarm of your email client. Regarding emails, it is also best to shut down the automatic checking of emails and to control that operation manually.
Regarding the phone, often a source of new clients, we may feel compelled to answer it whenever it rings. But this will undoubtedly cut into our production time if we are producers. If we are salespeople, perhaps that is a different story but those of us who are wearing both sales and production hats have to put some type of control into it. One way to handle this is to designate periods where the ringer is off or the secretary answers the phone or leave a message on the automatic answering system or with the secretary that calls will be returned at a specific time. That way the callers will know and can rely upon a return call it a specific time. Promises need to be kept, of course.
We each will handle this in our own way but a careful inspection of the situation will likely reveal that phone interruptions and email interruptions need to be controlled if we have any real chance of increasing our productivity.
Trying to Be Perfect:
Action is the key to a successful life. We simply need to get to work and get stuff done. It is best to consider every action as a cycle of action with a start, a change and a stop. We need to do each of those components to actually remain in control.
The idea that things can be perfect, or there is such a thing as perfection, is a lie that many of us adapt in our lives. Who knows where these concepts come from. Perhaps some sort of heavy criticism that we got as younger people or even as adults. Regardless, if perfection becomes our standard, what it tends to do is trap us into actions and we lose access to the all-important stop button. We get stuck in cycles of action that never end. These may be the paintings that are never finished, the reports that are never completed-you get the idea.
There's nothing wrong with doing things well, but doing things well, doing things the best we can, is really the only realistic standard by which we can successfully operate. If we find were having a hard time turning products out, getting things done, perhaps a closer look might indicate that we are attempting to be perfect. If we find ourselves attempting to achieve this standard, perhaps we need to define what that standard actually is, in true hard facts. This clarification could help straighten out what standards we should actually consider as our goal.
No doubt, we should do the best we can. But leave that idea of perfection to the less productive.
Multitasking:
It is easy to get into the habit of doing many, many things at one time. There are so many electronic gadgets, programs, apps that exist which can all run simultaneously. Many of us do this on a habitual basis.
There are some people that might have Facebook open on their desks at all times. They might be being notified of emails as they come in and trying to read or handle them rather than getting the work done. The thing is, after a day of amazing amount of activity, accurate reflection will often reveal that we've gotten very little of value done.
There isn't any such thing as multitasking. We might think there is by looking at professionals in operation such as pilots. It appears a pilot as multitasking. But in reality what he or she is doing is doing several things as one action. Walking is another example of that. If you look at the activity of walking you are doing many things but reality you're doing one thing - walking.
Productivity requires the ability to concentrate on one thing at a time. We do one thing, complete it, then do the next thing, etc. If we do that, we actually get things done - efficiently.
Efficiency is not something that we look to achieve for its own sake. It is simply an indicator as to how much we are getting out of a fixed commodity. Since time, essentially, is a fixed commodity the more we can get done during certain periods the more efficient life will be. Keep the three above points in mind can go a long ways to making our lives more efficient and productive.
Stop Those Phone and Email Interruptions:
As small children most of us saw our moms and dads rush to the phone each time it rang. We may have even been taught that it was the correct way to operate - to answer the phone the moment it rang. The simple sound of the old telephone bell can stir many of us to jump as though getting orders from a drill sergeant. This can last well into our adult years and throughout our lives. The same can be said for emails. Many folks are notified instantly when a new email arrives and are compelled to read and even handle those emails as they come in. Since interruptions of a train of thought or activity are a scourge of production, perhaps we can see that it is rather obvious that the interruption that comes from phone calls and a constant stream of emails can do much to inhibit the amount of production we are able to get during a day.
If somebody knocks on your door in your office, it is considered polite for them to look in and ask you if you're busy and to come back another time if you are. The interesting thing about phone calls and emails is that they occur without regard to what we're doing. If we saw this in a colleague we would think it rude at best.
When it comes to handling phone calls and email most time management experts agree that it is best to answer the phone and to check and handle emails only certain, pre-established times of the day.
Each of us will chose our own workable way. A common routine regarding email is to check the email, first time for the day, just after lunch. The theory is that checking email in the morning can often derail our best laid plans for certain production targets in the morning. Checking the email right after lunch is a good time and then these emails can be handled according to their importance.
A key suggestion is to turn off the ringer of the phone, if you are answering it yourself, and turn off the notification alarm of your email client. Regarding emails, it is also best to shut down the automatic checking of emails and to control that operation manually.
Regarding the phone, often a source of new clients, we may feel compelled to answer it whenever it rings. But this will undoubtedly cut into our production time if we are producers. If we are salespeople, perhaps that is a different story but those of us who are wearing both sales and production hats have to put some type of control into it. One way to handle this is to designate periods where the ringer is off or the secretary answers the phone or leave a message on the automatic answering system or with the secretary that calls will be returned at a specific time. That way the callers will know and can rely upon a return call it a specific time. Promises need to be kept, of course.
We each will handle this in our own way but a careful inspection of the situation will likely reveal that phone interruptions and email interruptions need to be controlled if we have any real chance of increasing our productivity.
Trying to Be Perfect:
Action is the key to a successful life. We simply need to get to work and get stuff done. It is best to consider every action as a cycle of action with a start, a change and a stop. We need to do each of those components to actually remain in control.
The idea that things can be perfect, or there is such a thing as perfection, is a lie that many of us adapt in our lives. Who knows where these concepts come from. Perhaps some sort of heavy criticism that we got as younger people or even as adults. Regardless, if perfection becomes our standard, what it tends to do is trap us into actions and we lose access to the all-important stop button. We get stuck in cycles of action that never end. These may be the paintings that are never finished, the reports that are never completed-you get the idea.
There's nothing wrong with doing things well, but doing things well, doing things the best we can, is really the only realistic standard by which we can successfully operate. If we find were having a hard time turning products out, getting things done, perhaps a closer look might indicate that we are attempting to be perfect. If we find ourselves attempting to achieve this standard, perhaps we need to define what that standard actually is, in true hard facts. This clarification could help straighten out what standards we should actually consider as our goal.
No doubt, we should do the best we can. But leave that idea of perfection to the less productive.
Multitasking:
It is easy to get into the habit of doing many, many things at one time. There are so many electronic gadgets, programs, apps that exist which can all run simultaneously. Many of us do this on a habitual basis.
There are some people that might have Facebook open on their desks at all times. They might be being notified of emails as they come in and trying to read or handle them rather than getting the work done. The thing is, after a day of amazing amount of activity, accurate reflection will often reveal that we've gotten very little of value done.
There isn't any such thing as multitasking. We might think there is by looking at professionals in operation such as pilots. It appears a pilot as multitasking. But in reality what he or she is doing is doing several things as one action. Walking is another example of that. If you look at the activity of walking you are doing many things but reality you're doing one thing - walking.
Productivity requires the ability to concentrate on one thing at a time. We do one thing, complete it, then do the next thing, etc. If we do that, we actually get things done - efficiently.
Efficiency is not something that we look to achieve for its own sake. It is simply an indicator as to how much we are getting out of a fixed commodity. Since time, essentially, is a fixed commodity the more we can get done during certain periods the more efficient life will be. Keep the three above points in mind can go a long ways to making our lives more efficient and productive.
About the Author:
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