…before you leave the house is not the time to start moving faster.
Strange things happen to time in the last ten, and the minutes go twice as fast.
Start acting with last minute urgency with twenty minutes** to go and you’ll glide out of the door gracefully, and right on time.***
*See also: Thrash Now– and this
** Double this if you’ve got kids
***I’m leaving the house in 19 minutes****
**** It’s inadvisable to include having a shower in your list of ‘last ten’ activities
is caused by things in your working day that you live with or work around but that sap your time, energy or attention and make it harder for you to do good work.
It’s caused by the work equivalents of leaving unwashed plates piled up in the sink at home. You save a bit of time and energy heaping them up instead of getting them through the sink, but for the rest of the day, they slow you down: they’re depressing to look at; they’re get in the way and are awkward to work around; when you’re looking for a clean bowl for breakfast you’ve got to snorkling in the murk to get one; people start to grumble. It’s the death of a thousand cuts.
At work, the same thing happens: we neglect things that need maintenance – relationships, organisation, correspondence; we leave things half finished – policies, sales documents, projects; we keep options open that need to be closed, and closed early, and they drag on, keep popping up at bad times, and leave us with explaining to do.
These things tire us, they make us feel guilty, and they slow us down.
Here are some ideas for dealing with organisational friction – things that will give you an easier tomorrow:
- Identify the things that keep popping up – decisions that you make over and over because you don’t have a policy, or answers to frequently asked questions that you could copy and paste.
- Make a list of friction points, then choose your top three, and fix one of them – fix it properly – and only then do something about the second one, and only when that’s done start on the third. The energy you save from reduced friction from the first one will mean that you’ll get the second done faster. And so on.
- Plan regular times – daily, weekly, monthly, where you’ll maintain things like your petty cash reports or your file system, or a relationship with a colleague. Make it a habit to show up for the important but non-urgent – you’ll find you have less fires to fight as a result.
- Plan less in your days than you think you can achieve – decide to have time.
- Say no – take less on. It isn’t that you don’t want to help – it’s that you’re already committed to doing these things well. Know in advance what your thing is, and focus.
- See what you can procedurise, automate, or outsource. Setting up a good procedure – even one as simple as ‘I’ll scan every receipt and email it to myself before I leave the shop’ – will repay you many times over. Your ducks will all be in a row when the time comes to… administrate them?
- Put in the hard work early, make some extra miles, and finish easy, rather than the other way round. Build up a frontlog. Do what you can to be running downhill.
- If it’s not important, and you can let it go… cut off the tail.
You can fill a bucket pretty quickly under a tap. But try and fill a lot of buckets at once – a drip here, a squirt there – and it can take a long time before you have enough to work with in any of your buckets. And you’re probably wasting time, energy and water moving constantly between them.
Richard Stallman famously wrote the GNU GPL, which is a license based on copy-left, not copyright. His position is the freedom to work with computers and work with software and work with software is hindered by copyright.
That in fact these are useful tools, and there are people who want to make useful tools and remix the useful tools of people who came before. Everything you use in the internet – that website that you visited that’s running on Apache, that email protocol, you’re able to do it because so many other entities were able to share these ideas.
So the way copy-left works is that if you use software that has a GPL license to make your software work better, it infects your software, and you also have to use the GPL license.
So if it works right, it will eat the world. So as the core of software in GNU gets bigger and deeper, it becomes more and more irresistible to use it. But as you use it the software you add to it also becomes part of that corpus.
And if enough people contribute to it, what we’ll end up with is an open, inspectable, improvable base of code that gives us a toolset for weaving together the culture we want to be part of.
Seth Godin – Akimbo, November 21 2018 – Intellectual Property
An open, inspectable, improvable base of code.
For tools for making software.
How about for educational outcomes? For assessments?
For a set of tools and resources for running an organisation?
If you’re in a book group, social pressure is going to get you to read that book. The act of joining the book group is the hard part. Once you’re in the book group, the books are going to get read, because now you’re playing a game. It’s a game you’re enrolled in, it’s one you want to move forward.
The easiest way to start creating this game dynamic is to form a group. To find others, to find others and challenge those others to play the game with you. Because we all know that solitaire might be a little fun, but solitaire isn’t the kind of game we dream of when we dream of games.
We do better when we do it together.Seth Godin – Akimbo – The Wedding Industrial Complex
Make it happen. Find others. Say the words.
I’ve just been listening to Richard Hackman on teams and team performance. His first lens for evaluating team performance is straight forward:
Delivering the goods
Did you get the job done? How well did you do it?
Who is the legitimate receiver, user, reviewer of this performance and what to they think of it? Did you serve the client first?
At a non-profit leader you might have several ‘customers’: the people you serve, donors, the team itself. If you can’t keep everyone happy, where do your priorities lie?
I listened to Andy Kaufman interviewing Richard Hackman on the People and Projects Podcast.
If you’re leading an organisation or a team, a big part of your job is to help others to do their jobs.
The reference escapes me, but I’m pretty sure Peter Drucker used the phrase “to make the work meaningful and the worker effective.”
Making work meaningful is about vision. It means making sure people understand why what they do is important. What’s the point? Who are you there to serve? What difference are you making as a whole, and what difference will it make if a team member does this particular job and does it well?
Making the worker effective is about helping your colleagues to do their roles as well as they can. At its core, the best way to do this seems to be to equip them with useful tools. This means stuff like computers, vehicles, resources. It means equipping them with processes that work – “this is how we train a teacher to teach reading”, “this is how we respond to an email and process a sale”. And most useful of all, it means equipping your team with the tools to make decisions (often these come back to your vision and values) and giving them the information they need to make new tools.
There’s a hierarchy in there somewhere.
Here’s a good way to build capacity: every time you do something new, open a googledoc (or your searchable, annotate-able editor of choice) and do the following:
- Give it a name that you’ll be able to find in future, like – Howto Make a Transfer from OurBank
- Use headings and subheadings to give titles to key sections
- Use an ordered list (like this one) to list the steps
- I like using subpoints too
- Auto generate a table of contents
- Put it in the place where you’re likely to look for it when you need it – a folder labeled ‘Howtos and workflows’ or the folder that contains other stuff relevant to the document
At the very least, the next time you do that piece of work you have spec for the job, saving you from having to waste time clicking around trying to remember how you did it last time. This is especially true in settings like Indonesia, where things like online banking are still far from ‘peak usability’. The document is a gift to your future self.
At best, you have a document that you can give to someone else – a team member or a new volunteer, who can follow it step by step and do the job so that you can do something new. Pow! You’ve developed the ability to do two things concurrently – or at least, you will have after a few tries with the document and a bit of back-and-forward commenting on the document.
Write several of these documents, give the formatting a bit of a brush up and you’re on your way to a manual for your key processes.
This is a riff on some of the processes suggested by Michael E. Gerber in his classic The E-Myth Revisited, which will get a post of ten of its own one day.
It’ll help you with all 4 of Mike Michalowicz’s 4 D’s from Clockwork: doing, deciding, delegating, designing.
P.S. If it looks like I missed a day, I didn’t – had to unpublish and republish to make a change.
You might know what you want to achieve – a service or product or program that you’d love to see happen. Maybe you’ve already started doing it.
Today’s question is, what is the minimum ‘wrapper’ – all the additional activities, people, organisational structures, resources – that you’ll need to make your thing impactful and sustainable?
This is partly a business model question: what do you need to do to make sure that things like accounting, managing your computers, and paying your pension happen?
It’s also about making sure you’ve got the support you need: who do you need to have around to encourage you, share ideas with you, see how you are if you’ve gone a bit quiet?
A good wrapper will make it that much easier to get your thing to its destination in the best possible condition.