middlefocus

Reading Instructions

2012-01-18T04:54:00.000-08:00

If at first you don't succeed, read the instructions!

There's an old story about instructions given on an examination question and answer paper. Just before the start of the examination students were told to read carefully the instructions on the front of the booklet and then turn it over and begin. After a series of DOs and DONTs, the very last instruction on the page said, "Do not write anything on this answer booklet." It turned out that very few students adhered to that instruction and spent the next hour or so filling in their responses to questions that were not needed. Sometimes in a rush to get things done, we can be a bit like those students and provide answers to questions that are not required. The speed of email and the expectation of a quick return may lead us into a hasty response where we provide too much or irrelevant material. Often what is needed, if at all, is something more considered.
Workplace squeeze:
I've learnt to recognise email messaging as a potential workplace squeeze and check first to see if I am the sender's intended first recipient or just simply cc'd for information. If the message is principally for me then I scan quickly for any actions and requests. If these can be provided in a few minutes, in a turn of my trusty sand timer, then I'll deal with them then and there. That's a tip from David Allen's Getting Things Done although he sets the limit at two minutes. If I cannot deal with it in 2 to 3 minutes, then I'll slide the message into an action box in my email system and fix an appropriate time to deal with it. When I get to it, I'll double check that I've covered the inputs required leaving out any additional, not immediately relevant, material. In examination terms, this is similar to advice given to students to answer the question as set, which may not be the one they had been expecting and had prepared earlier. Of course that takes time and that's a commodity in short supply these days. However investing a little time to communicate effectively saves time in the long run. This reminds me of an anecdote attributed to Blaise Pascal. He reportedly apologised for writing a long letter as he didn't have the time to write a short one.
Now, what was that question?

One, Two, 3 X 5

2012-01-06T03:47:00.000-08:00

In these days of electronic devices, with their apps and software that help you get and stay organised there is still a place for pencil, pen and paper. So along with my smartphone and iPad, I still find that the simple 3x5 index card has many practical uses. There is a quality about paper that I love. I still have notes from decades ago and there is something about the feel, firmness and flexibility of paper that has outlived the old, large and small floppy discs and CD-roms of the early digital age. 3x5s will probably still be around when memory sticks and micro cards have moved on to their next stage of development.
I like to use 3x5 cards to capture and organise thoughts; make notes for talks and presentations; to carry with me as to-do lists and to file details of and from books - their original purpose of course was to index library catalogues.
I also like to use them to send notes to friends and colleagues. Heavy enough to sit on a desk they are great for short notes and personal messages and they can be popped into a small envelope to keep messages private. I find it useful to keep some in the car in case I need to leave someone a note that I called when they were out.
3x5 cards are of a size that makes them handy to keep in a pocket, purse or wallet. Their discreet size makes them practical when giving a speech as they look a lot less intimidating for an audience than walking forward with a bundle of A4 sheets. When using them for a speech I do like to make sure that they remain in the proper order so numbering is essential. Sometimes I couple them with a treasury tag, a much used device from yesteryear but now mostly used to keep batches of computer print-out paper together.
So here's a thumbs up, or more appropriately an index finger, for the 3x5 card!

Voicemail: How to be in when you're out

2011-12-05T06:40:00.000-08:00

One of my friends has a very busy career and spends a lot of time travelling. She considers her workplace to be wherever she is doing her thing at any particular time, however she is not always free to answer the phone. To make up for that she is very diligent about her voicemail service. She doesn't simply note messages that have been left, she goes further than that. My friend manages to be in when she's out by updating her outgoing message frequently to share information on where she is at, what she is doing and when she is likely to return the call. She records that she checks her voicemail regularly and promises to get back to the caller quickly. And she does. She uses voicemail to maintain client relationships when she is elsewhere.

So here's a squeeze:

Many people hate "talking to a machine" and hang up without leaving a message. How can we reduce some of that annoyance and encourage callers to leave a message? One possible answer is to use some humour in the voicemail message to make things a little more personal? A way of being there, when you're not. A way of being in when you're out.

Depending on your business too much humour may come across as inappropriate and unprofessional so the trick is to sound personable and approachable.

My favourite message is one used mostly for internal calls although I sometimes use it on my mobile phone.

It runs: Hi this is the voice of N#### N##### , the rest of me isn't here at the moment so please leave your name, number and short message and I'll get back to you." ;-)

I have a way to go to reach my friend's voicemail practice and in the meantime, if I am out, I want all my callers to get a friendly greeting that encourages even the most ardent machine haters to leave that message. Common to both approaches is the professional courtesy in returning the call.

That's really how to be in when you're out.

Thinking about Resilience

2011-10-10T00:56:00.000-07:00

A tale of two psyches

2011-09-08T17:30:00.000-07:00

I heard a vexed and interesting account recently of how managers in one organisation have been closing down office conversations. They have ruled no talking at the water cooler and have gone as far as discouraging staff from showing around photographs of their holidays and children. There we go with that control mindset again. It seems to take the view that if a workplace encourages socialising then there mustn't be enough work being done. I guess social media in that environment would be a no go.
A while back, I was visiting an organisation in another city. There the office was open plan and the meeting with managers took place in a glass panelled room, along one side of the office. Transparency. During the meeting the senior executive present asked if we would mind taking a break for a few minutes. A comfort stop? No. He had noticed that one of the staff had come into the office with her new baby and wanted to go over to wish her congratulations. The greeting and chat lasted only a few minutes during which he held the child. Pleasantries exchanged, we resumed our meeting and the staff their desks. This exec took the time to show interest in the staff member. Guess what that does for the tone of the place? The people I saw were relaxed and friendly.
Getting the work done? You better believe it, the organisation is gaining market share and features among the top 100 to work for.
In tough times, which of those two organisations would you be more prepared to put yourself out for? Go the extra mile for? Sure workplaces are squeezed at present and more is expected for less but we need the milk of human kindness.
Let's not throw the baby out with the bath water.

Breaking through!

2011-09-02T03:04:00.000-07:00

Doing the weeding of some computer files, I came across an old folder containing several eMindMaps. They were created using a program of the same name that came as part of a cover disc for a computer magazine. Although I use mostly hand drawn maps I loved using the software which has now evolved into the famous MindManager brand.
Going through the old maps I came across one I had saved as Breaking through! I think it is still useful for considering goals and objectives and so I post it here for readers to judge for themselves. As you can see write-in spaces are provided to help the user focus on aspects of achieving an objective.
Breaking through! brings to mind the comment from Steven Covey, author of The 7 Habits of Highly Effective People. Using one of the social media platforms, he wrote:
"Every truly great breakthrough is a break-with an old way of thinking. What's your latest breakthrough?"
I suppose my rediscovered files map old ways of thinking or at least what I was thinking then. To break-with the pattern I think I'll draw in another branch. I'll probably call it break-withs.
What's your latest break-with?

Apathy in the workplace

2011-06-29T04:28:00.000-07:00

I have been browsing the pages of Management Issues recently and came across an old but still relevant post from Max McKeown entitled, A is for Apathy. You can access it here. It's worth a read and it prompted the following thoughts:
Someone once defined the opposite of love, not as hate but as apathy or indifference.
Apathy is a "state". In my view many working practices create conditions in which apathy can take hold, sometimes contrary to the best intentions of those in charge. Think of those stories we hear more and more of where adults are infantalised, treated like children and told that they can't do this and that. The stories depict a world of control and creativity curtailed.
Come to think of it, why would we want such a world for our children either?
High control workplaces may be appropriate in some sectors but in others may have more to do with a culture of low trust. Low trust environments may mean people learn to leave their creative selves at home and switch off their ingenuity at work. Not what we need in today's world.
So what to do about it?
If you accept that apathy is a state then you can change state. Do what you can to brighten your thinking and your immediate environment. How? Think about these. What were the hopes and expectations you had when you first started working here? In an ideal workplace what would you be thinking, saying and doing? Could you be the change that you want to see in this workplace? Maybe? Could you for example do that by seeking to build rapport among co-workers and senior managers? How about? - Noticing your co-workers more; finding plusses to praise; welcoming their contributions; practising attentive listening; encouraging; relating? Simply connecting? This isn't about avoiding the reality of a negative environment through a naive form of positive thinking but it is about positive, possibility thinking. It's about exerting a positive influence and you have to learn to care enough to make it happen. When you do, people will notice and you create an upward spiral.
Of course, things may have got so bad that some just want an exit strategy, a divorce from their workplace. In this economic climate that may not be a choice they are able to make. In that case, they might need to follow the old adage "Love what you do until you can do what you love!"
Love after all is the opposite of apathy.

Gravitational pull

2011-06-07T15:48:00.000-07:00

At a working lunch today, we discussed motivation and engagement. We also discussed the role of environment. In so many areas of life WHERE we do what we do exerts a strong influence. My fellow luncher referred to this as the gravitational pull of the organisation. It takes a great deal of energy to get free from its hold. Yet if the organisational gravity is positive and value-rich it can help nourish motivation and engagement. If the plant is nourished in that way then it should grow tall and strong - high engagement.
An over emphasis on control of performance produces a different kind of gravitational pull - One that is harder to break free from and less likely to encourage flourishing. A phrase of Steven Covey's comes to mind when he said that this is a bit like pulling up the plant to see how the roots are doing.
Although middlefocus is concerned to help people be resourceful in workplace squeeze situations, I am also mindful of the 100s of companies that are great places to work. There are many insights and practices worth sharing from these organisations and I'll be keen to explore their gravitational pull.

Doorways

2011-06-06T01:22:00.000-07:00

Today differs from most other Mondays I have had over these past 25 years. I've taken a severance package from work and enter the world of freelance, turning my hobby into something more enterprising. I'm taking a new direction.

Leaving work and especially my colleagues was an emotional transition. I had timed it to coincide with a significant birthday and I had wanted to leave with a message to people I had worked closely with over the years. Here's what I wrote:

Hi there! - You will have heard the saying that one door never shuts but another opens.

That happens for me today when after close on 25 years I leave our organisation, closing this book and opening another.

One of my favourite actors is Alan Alda. He played Hawkeye Pierce in the television series M*A*S*H* and said this about doorways:

“Deep in our hearts we know that the best things said come last.

People will talk for hours saying nothing much and then linger at the door with words that come with a rush from the heart. Doorways, it seems are where the truth is told.”

I know about doorways:

Having closed down and ready for home, it usually takes another 20 minutes to get out the door.

Holding the lift doors open to finish a conversation. If it was you pushing the buzzer - sorry about that.

And those conversations that take place outside the front door? Been there too!

So in case I don’t get to cross your door today, I just wanted to say goodbye and wish you

All the best - Chris

Oh and by the way……………one last thing:

This place has been such an important part of my life and it has been an absolute pleasure to have worked with you over the years. Friendships made here are solid and enduring. I hope we can keep in touch.

It would be nice to keep a foot in the door. C.

Carrick-a-Rede: Rock in the road

2011-03-23T16:45:00.000-07:00

The Carrick-a-Rede rope bridge is a popular visitor attraction on our Causeway coastline. It is now open all year round as its steel ropes mean that it is much more secure than the previous temporary version. Nonetheless for some
who make the journey across its planks it represents a personal victory. Those who, for example, are challenged by heights and choose to cross have two victories. The journey over leads to some fantastic views but with nowhere else to go there remains the journey back.

As the rope bridge sways gently with the crossing it brings to mind a list of balancing acts: Public - Private / Control - Trust / Relaxed - Restricted / In - Out / On - Off / For - Against.

Carrick-a-Rede can be translated from Gaelic as Rock in the Road. You know how it is with rocks in the road. If you stumble onto one you can easily lose your balance. The steel-roped bridge on the Causeway coast is an effective way of dealing with its Carrick-a-Rede.

What can we hold onto as we perform personal balancing acts over our rocks in the road?

Engagement - What's in a word?

2010-09-17T05:37:00.000-07:00

Following up the last post on Leadership, I have used the same What's in a word? technique to explore the theme of employee engagement. Here goes:
E: Whether Employee or Employer, both have Expectations
N: Certainly both employer and employee have Needs that must be met
G: This can be for Goals and for the truly engaged might mean Going the extra mile
A: Might have to do with Action or Aspiration but here I want to use the term Attitude
G: An employee may want a career plan. They will want to Grow that career
E: Another E. Engaged people seem to get Enjoyment from their work
M: Might have to do with Mission or Making a Difference, think Magnificent!
E: Another one? Good job we have terms like Enthusiasm; how about Empowerment?
N: This letter could be for Nurture but could be for No Problem!
T: This obviously must cover Training for the role. And when good at it, go for Trust.

What's in a word? L-E-A-D-E-R-S-H-I-P

2010-08-26T16:40:00.000-07:00

Spelling it out!

Sometimes middle managers are called upon to give a presentation or a talk on some theme relevant to their business situation. Past posts on this blog have offered a few suggestions on how to organise thinking around a theme. This one deals with a simple technique of focussing thinking on aspects of the theme itself.

I call the technique "What's in a word?" To use it, spell out the theme to be considered. Then taking each letter in turn come up with other words that are relevant to the theme. Let's take an example. Suppose you have been asked to explore the theme of leadership in your team or organisation. What would the characteristics of good leadership be? Let's spell out the word and see:

L: For me good leaders are people who Listen and Learn

E: They need to be good at Enabling and Encouraging. Energy helps

A: Staff note a leader's Attitude or Aptitude and sometimes their Adaptability

D: Leaders have to show Determination, be good at Decisions and chart Direction

E: How about Envisioning or Enthusing colleagues and staff?

R: Leaders focus on Results, are good at Relationships and Recognise their people

S: They need to be Sincere. Sure they can be tough but Sensitive when needed

H: In a workplace squeeze we need leaders to be Honest. Humility not Hubris

I: Integrity is a must. They need it to be able to Inspire

P: Passion and Positivity in leaders are vital and they have to put People first.

When you spell the theme out like that, the words follow naturally. So do others!

Proposing a solution: Strain the peas!

2010-08-16T15:49:00.000-07:00

straining the peas

Ever had a workplace squeeze where you had to propose a course of action for your team or department?
Where do you start? How do you organise your thinking to get it right?
Here's an easy to remember technique that might come in handy when you are asked to write a position paper or outline a proposal for a course of action or solution. A former colleague taught me the technique many years ago and I have used it ever since. Here is what he shared. Think about the issue around themes, each beginning with the letter "P".

1: The first "P" is for Position. It describes the present circumstances. . Keep this bit short. It's an introduction to the issue - a "Where we are now" statement.
2: You are probably having to suggest a course of action because something isn't quite right. That brings us to the second "P" - the problem. State this as objectively as possible, sticking to the facts.
3: What might happen as a result of this problem? What's the worst case scenario, the least and the ones in between? Take a moment and consider the next "P" - the possibilities. Again be as objective as possible and try not to get too worked up about the negative impacts of the problem.
4: Most of the possibilities are unlikely to materialise but there are some that probably well. That brings us to the next "P" - probabilities. Get a sense of those and write them down.
That's a fair bit of analysis so far but make sure it doesn't lead to another kind of "P" - paralysis. Now's the time to think solutions.
5: Based on the points that you have considered so far: Position | Problem | Possibilities | Probabilities move to make your last "P" - proposals. This is the time to be action-focussed. Make your proposals, get a decision and go for it!
It can be a tighter workplace squeeze if you have been asked to keep this to a single side of A4 but with a bit of practice you could probably be quite effective there too.
The technique is also useful when thinking on your feet to verbalise a solution.
Think of those "P"s, keep it simple and strain them.

A proper sense of urgency

2010-08-11T16:09:00.000-07:00

Are you good at getting things done quickly? Or are you known for being slow and methodical? It seems to me that in this fast-moving world it is the first of these skills that is most appreciated. However, I will be making the point in this piece that there is a need for both these states. The trick is how to be good at both.

Workplace squeeze:

It’s holiday time in the office and many of us are focused on trying to get things cleared up before taking leave. Have you ever noticed how productive and selective you can get about work when the holiday season arrives? Wouldn’t it be something to maintain that kind of momentum the rest of the year?

It’s not really possible of course as we need time and space to re-energise and keep sharp. When we work at peak levels we need time to recover and recreate otherwise we suffer burn out. The advent of cut-backs and shortages sometimes means that fewer workers have more to do to make up for the shortfall in staff and resources. It is too easy to simply ask workers to relentlessly push harder and faster. That’s not how we are most productive.

The French have a saying, “reculer pour mieux sauter” – which means taking a step back to be able to jump better. When did you last take a step back to measure up the job and consider ways of doing it more effectively? If you haven’t, would it help if you did?

What’s that I hear? Too busy? Not enough time? Have to get this done!

Tell me, if you haven’t enough time to get it right, first time, where do you find it to do it right next time?

Don’t get me wrong here. I am all for a proper sense of urgency and occasionally we simply have to pick up the pace. We can put ourselves into that frame of mind by simply moving faster. Taking the stairs more quickly or taking a brisk walk away from the desk often does the trick for me.

But I am also a fan of slow food and taming the pace of life. When I take breaks and slow down an interesting thing happens. Ideas come. And some of these ideas help me work smarter.

The fable of the race between the tortoise and the hare comes to mind. The tortoise won.

I thought about this today on my way home from work. If you drive then you’ll know that you have to change speed many times to match the particular speed limit for the area you are in. That might be 30 mph through town; 20 around schools; 50 mph on the open road and a max of 70 on the motorway. Yes, there are maximum speed limits. Here’s the thing: My car can travel much faster than the top speed permitted, so there are other factors to bear in mind. Safety for one!

And so with the workplace there are times when we need to slow down and other times to speed up.

What would help you speed up sensibly in your area of work? Will you practise it?

I decided to pick up momentum writing this piece; aiming to have it written, checked and posted within 45 minutes, (I usually take twice that time). I have a minute or two to go then time to slow down.

A goal for a smarter workplace

2010-08-04T15:24:00.000-07:00

How do you stay focussed on your goals? Assuming you set them of course.

Having a goal and a plan to reach it is generally agreed to be an important personal and career development strategy. Some set SMART goals in which the desired state is specific, measurable, agreed, realistic and time-bound. In John Adair’s Handbook of Management and Leadership he added two further criteria for goals that made them SMARTER, and these additional criteria were: evaluated and reviewed. Adair went on to propose that goals should be smarter to the power of two. His SMARTER²goals were Strategic, Meaningful, Attainable, Rewarding, Teambuilding, Empowering and Rewarding. I buy that!

Some writers suggest that goals should be outside our comfort zone and that we should aim for HUGGs, Huge, Unbelievably, Gigantic Goals. Dreaming big in other words.

Whatever the goal, most agree that we need ways to keep it in mind. Some writers advise that goals should be written out each morning. In that way they become a focus for attention throughout the coming day. Some personal development writers suggest writing the goal on a sticky note and placing it strategically so that we are reminded of it when we see the visual reminder. Such notes might be positioned on a fridge door, on a bread-bin or on a car window visor as visual reminders of what we are aiming for. You might guess from the first two that I am focussed on weight loss!

Others in the personal effectiveness literature say we should sleep on our goals. They recommend that we review them last thing at night and go to sleep positively visualising the desired outcome.

Over the years I have used many of these techniques and it has to be said I have achieved many of the things I have aimed for.

I am a fan of focussing on something for a month at a time. If it’s a new positive habit I want to develop I figure that daily action over a month is a good start. Develop a positive habit and then add a new one.

Here’s how I use it in the workplace.

In my job our IT managers require staff to change their computer log-in passwords once a month. I used to see this as a chore but now I view it as an opportunity to come up with a password that reflects my positive action focus for the month. I take time over this, aiming to be as creative as possible.

How would your password support your goal if you were to type at each log-in a related word or phrase? Phrases like Improving, Connecting, Customer focus and Effectiveness turn a routine IT requirement into a useful reminder of a meaningful and rewarding goal. Is this worth trying? If so, give it a go.

And then develop it further and consider applying it to a screensaver or desktop wallpaper where the opportunities to use pictures as metaphors for greater effectiveness are enormous.

Got a goal? Me too! At least to the end of this month!

Focussed decision making

2010-07-13T08:42:00.001-07:00

Are the meetings that you attend fully focussed on achieving their intended outcomes? The intention may be to generate ideas or share information but sometimes the exact focus is not always clear.

Setting that focus is something I could be better at - how about you?

Generally I find that meetings work best when participants collaborate effectively to acheive a successful outcome.

I want to share what I have found to be an effective approach to group decsion making.
A few year’s ago, I had the great fortune to attend a seminar conducted by leading thinker, Edward de Bono. Among the many creativity and thinking tools that he has developed, there is one system that I return to over and over again. He refers to it as PMI, where the acronym stands for Plus, Minus and Interesting.
It works by considering each of the headings in turn and spending a defined amount of time to reflect on and note the likely outcomes of a particular course of action.
It goes way beyond simply listing pros and cons as each participant, regardless of any previous view they hold, has to contribute suggestions under each category.
Here’s a squeeze point. You are at a team meeting discussing the desirability of a course of action. Opinion is divided and a decision is needed. Sound familiar? Here’s what I do?
Get participants to take a blank page, laid out landscape style. Across the top, state the proposed course of action. Draw two vertical lines to create three columns and head each P, M and I respectively.
Allocate a precise amount of time to gather the pluses, minuses and interesting points about the issue. Remember the egg-timer from an earlier post?
Feedback. At this point, interesting stuff starts to happen as often people begin to modify their thinking.
Even when it is clear that the pluses have indicated the desirability of a course of action, having taken the time to reflect on the minuses enables participants to identify possible risks and plan mitigations.

As for the interesting list? That’s the bit I really like as it takes us into the area of innovation and win/win solutions.
Edward de Bono’s website has some interesting PMI topics for consideration as well as some suggestions for applying the technique. Check it out here and see what you think.

You might want to run a PMI first to check its usefulness in shaping up to workplace squeeze!

Stuck and doing your level best?

2010-07-13T08:41:00.001-07:00

Here’s a workplace squeeze. You have been trying to make headway with a project or a task and it just does not seem to be working for you. You feel challenged by this, so what can you do?

Steven Covey, author of 7 Habits of Highly Effective People, has written that sometimes the way we see the problem is the problem! Albert Einstein is reported to have said that you can never solve a problem on the level on which it was created.

I am no Einstein, so for a long time I never really knew what that meant but I get it now. And what I get connects with Covey’s point about “seeing” the problem.

Robert Dilts has developed a model of thinking called Neurological Levels. This can be presented as six focal points: Environment; Behaviour; Capabilities; Values and Beliefs; Identity; and Mission or Beyond Identity. The model has generated opposing views. Don’t you just love it when that happens? I do. Maybe the truth lies somewhere in the middle. Anyway, some have criticised it saying it doesn’t make sense while others, recognising its limitations, report that the technique still works a treat . Why not check out the articles at those two hyperlinks and make up your own mind?

Here’s what I do when I am stuck and can’t make headway. If there is no one in the office, I place 6 sheets of paper on the floor – well spaced out. On each is written one of the words above. Then I stand on each piece of paper in turn and think about the word and how it relates to the challenge. The area of stick usually shows up! Then the question arises, “So what am I going to do about it?

That’s where Einstein comes in. Remember, “You can never solve a problem on the level on which it was created”. When you get to the stuck area, think about the other levels or focal points. Anything need to shift there? Any changes needed?

For example, if you have issues about your capabilities – (I used to wonder if I was good enough or when I would be found out; how about you?) – have a think about your values and beliefs. What’s important about what you do? What do you believe about yourself? Then carry this into the area of identity and think again. And then mission. What comes up? What are you learning?

The cleaners have caught me doing this – I wonder if they think me untidy. So for busy periods during the day when people are around here’s what I do:

As I prefer to do this exploration physically, I take out an A4 file sheet that I keep in my desk. On it are printed all the words above, again well spaced out. Then I take a coin and move it slowly around the page, stopping to explore where I am stuck. Referring to next levels or focal points I figure out what I might do about it.

Maybe it’s just having taken the time to think about a problem from different angles but I find that the solutions come.

Sometimes I use this technique with colleagues to help them work through their challenges.

Usually they hold on to the coin and keep the change!

Time's running out: A low cost, low tech time tool

2010-07-13T08:37:00.001-07:00

One of my favourite tools for keeping a focus on time is the low-cost, low-tech kitchen timer. Designed to run for precisely three minutes, I use it several times a day, yet never when boiling eggs. That’s because it sits on my office desk and there’s not much need for cooking there!

I like the timer so much that I wanted to use it as a metaphor for what this site is about. The key point about the timer is not so much the two chambers or the quantity of sand, although these are important, it is about that aperture in the middle that manages the flow.
And then there’s that hourglass shape, need I say more? Well yes, you would expect me to, wouldn’t you?
As I mentioned, the timer sits on my desk doing what metaphors do. I notice that shape in lots of other places too. On my computer screen, for example, where I have learned to be patient until that symbol disappears and the program is ready for action.
I occasionally use the timer as a weight to anchor and draw attention to time-sensitive papers and sometimes, have used it in a fun way to focus conversations. When a colleague once asked for a couple of minutes to discuss something, I flipped the timer and pointed out that he had precisely three! When you see that time running out it helps in getting to the point. Remember the humour though; you wouldn’t want egg on your face!
Squeeze scenario:
I find the timer most useful when used with other tools such as MindMaps®. Here’s a squeeze scenario. Your direct wants a verbal position report on some project or other. It is needed in 10 minutes time. Scary? Needn’t be. Here’s what I do.
Start by getting some blank sheets of paper, flip the timer and take three minutes to write down as many key points about the project as possible in the time. If I can get to 20+ in the three minutes then that’s doing okay.
Flip the timer and take another three minutes to group and organise those thoughts - one of those 4-colour ink pens is great for this.
Flip again and take the last three minutes to edit and present the map. When I’m doing that list bit, I rehearse what I’m going to say when dealing with each point.
That leaves one minute to get relaxed, composed and focussed on the meeting.
Would this work for you? Try it out with your work in progress? Let me know how you get on.
If you find it’s not for you then remember that original purpose. It’s great for timing eggs.

Shaping up to workplace squeeze

2010-07-13T08:33:00.000-07:00

You may have heard it said that people should teach what they most need to learn. For years I have been fascinated about developing effectiveness and realising potential. I have been learning from all sorts of books, audio programmes and seminars that I have attended. Now it's time to put all that into practice and share the learning with others.

I have started middlefocus as my response to the observation that many middle managers are caught between a rock and a work place. They face daily challenges in managing and leading their own teams while being on the receiving end from their senior colleagues. To top it all, they have their own work to do often against difficult deadlines. They need time and space to work but often find themselves either squeezed or stuck! Sometimes their work and personal lives tumble out of control and they could do with some help to regain their balance and move forward.

That's where middlefocus comes in. Over the years I have acquired a range of "tools" that have helped ease my working day and I want to share them with others. I aim to do that through this blog and through a regular podcast that will be reaching your headphones soon.

Focus on this space!