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Effective Time Management
Kelly Services
If you are someone who never seems to have enough time in your life and you feel that you are always chasing your own tail then this Effective Time Management guide is for you.
Learning how to save time and how to spend it effectively, particularly in the world of work, is a key ingredient in our overall performance.
Developing techniques and strategies which help you manage your time effectively will in turn reduce the pressures on you and give you more time to yourself.
In the office
Most of us work in offices ranging from enormous office blocks to the single room of a self-employed person. Whatever your circumstances make sure that your work area is well organised. Materials and equipment that you use often should be close to you, your lighting should be good to avoid headaches and eye strain - if you can, consider a desk light. Ensure that your chair is well designed and doesn't give you backache and that your desk is large enough to accommodate you and your equipment easily.
At your desk
Take a look at your desk when you next sit down. If it is cluttered with papers, letters and files you will immediately feel 'snowed under' making you feel tense and frustrated. It will also mean that you spend longer finding things that you need and that work is not necessarily prioritised correctly. So clear it up and keep it clear. Try and keep paper off it and develop the knack of concentrating on one thing at a time and doing it well.
Paperwork
Despite the advances in office technology we still generate mounds of paperwork. To ensure that you don't drown under a sea of it try to sort it into Action, Information, Reading and Waste Paper. Anything that can be dealt with quickly and simply - do it straight away - this positive approach will not only make you more effective but it will make you feel on top of your job.
When you are writing, try to keep your paper work clear, concise and as short as possible. Remember that some of the best ideas are the simplest and the best way to present them is to put your points in a logical order using presentation skills to good effect. Your aim should be to only handle paper once.
Communication
Despite huge advances in company communication systems from mobile phones through to email facilities, bad communication is still cited as a major problem for many companies.
Developing positive lines of communication with your colleagues at all levels is essential. Letting them know the information they need to know and vice versa can save enormous amounts of time and energy. Remember to copy the right people into memos and emails and give people a reasonable amount of time to respond.
If your company has an internal email system then use it as much as possible. It provides a fast, efficient and very cost effective method of communication and gets you away from the problems of not being able to contact people. Take care, though, that using email doesn't mean you don't talk to anyone - the most effective form of communication!
Telephoning on the other hand demands an instant response, so it is a good idea to plan your calls. Before you ring, plan what you are going to say or find out, and try to keep the call concise and to the point. If you aren't sure how much time you spend on calls, time yourself for a day and you might be surprised!
Meeting deadlines
If you have an urgent deadline to meet then this must be your priority. One hour of concentrated work is worth four hours work with interruptions. Let others in your office know that you don't want to be disturbed and if possible arrange for your telephone calls to be diverted. Another useful tip is to block out time in your diary so that you know that time is free, and work in a separate room.
Managing meetings
The art of successful meetings is to work out in advance what the purpose of the meeting is ie, is it a briefing, is it a negotiation, is it to discuss ideas or a regular committee/department meeting with a set agenda. Whatever type of meeting, it is essential to agree in advance the timing with other participants ie, that you will start on time and work to an agreed deadline, and to work out an agenda that is specific and to the point.
Ideally one person should act as a leader keeping the meeting on track time wise and subject wise. Meeting notes should be clear and concise containing essential information such as what was agreed, and who is doing what by when.
Before every meeting ask yourself "Is this meeting really necessary?"
Making use of your best time
We all have a best time of the day which is when we probably do our best work. Work out when your best time is and use that time to tackle your most challenging tasks. If you are working on something and getting nowhere with it then take a break. If you are still feeling blocked later on try and identify what it is that is stopping you - is it lack of information, lack of motivation or are you unclear about what you are trying to achieve? Positively identifying some of the problem areas will often lead to solutions.
Cluster activities
Plan your day so that you cluster similar sorts of activities at the same time. For instance, carve out blocks of time to return phone calls and e-mails, administrative tasks, proposals, research and the like. Break up brain-draining activities such as writing reports with less demanding but still important tasks such as your daily reading. Use other activities as a break. For instance, you may find it effective to spend two hours researching a report, followed by responding to e-mails and voice mails, followed by three hours of writing the report.
Making time
If you are permanently behind in your work and feel you 'just don't know where the time goes' you could consider keeping a time log for a week so that you can see exactly where and how you are spending your time. You will probably be surprised by what you see and you can use it as the basis to make changes in the way you work to improve your efficiency.
Planning your day
Using your diary or scheduler as an aide mémoire, make a 'to do' list of what you want to achieve and what you have on the next day every evening before you leave work. Establish your priorities in terms of urgency and importance and develop your own system that is comfortable to use and which works for you.
Aim to achieve as much as possible every day but always remain flexible so that you can take on unexpected tasks if necessary.
Learning to say no
Effectiveness at work depends as much on knowing what not to do as what to do. Learning not to over-commit yourself and to say no is key. If you are asked to do a piece of work and you know that you will not be able to meet the deadline, it is vital that you communicate that fact. Rather than vaguely saying 'I'm not sure' or 'let me think about it' or worse saying nothing at all, explain why you are not able to.
Negotiate on timing - say I can't do it today but I would be pleased to do it tomorrow/by the end of the week. If the work is really urgent then discuss the implications of doing it with your boss/colleagues so that other deadlines are not missed. Learning to say no is not easy - we all want everyone to think well of us so it has to be handled in the right way.
Setting goals and objectives
Working out what you want to achieve, when and by what means will give you something tangible to work towards. Ideally objectives should be as specific as possible, measurable and set within a time frame. Goals are likely to be longer term but just identifying what they are and having them in mind can be both motivating and energising.
Ask for support
Don't try to do it all. If you're overloaded, ask your team to help pitch in to get a project done. Or, maybe there are others who can offer suggestions on how to accomplish your task more efficiently. You'll never know unless you ask.
9
Tips for Getting a Promotion
Maria Hanson, LiveCareer, Yahoo
HotJobs
Have you been stagnating at work for months--or even years? You're not alone. According to Randstad's 2009 World of Work survey, 83 percent of workers said they feel fortunate just to have a job. And more than half fear for their economic well-being. Survival is the primary goal. Getting a promotion and career advancement are low priorities these days.
"Many people are forgetting about exploring new opportunities within their organization because of this challenging environment," says Eileen Habelow, Randstad's senior vice president of organizational development.
But it doesn't have to be this way. With the right tools, you can get ahead, even in the current climate. Here are some insider tips for moving up the ladder:
1. Have a plan. "The people who get the best jobs have been planning their strategy for one year or more," says Jay Jessup, the author of the personal-branding book "Fame 101." He cites Oprah Winfrey as a perfect example: "She planned her success every step of the way, and is still thinking ahead five years," he says.
2. Ask for what you want. "If you want a promotion, you need to clearly ask for it. If you don't ask, you won't get it," says Laura Browne, the author of "Why Can't You Communicate Like Me? How Smart Women Get Results at Work." "No one is just going to hand you a promotion."
3. Develop yourself into your next role. Long before you even ask for a promotion, observe the kind of job you want, figure out what it takes to do the job well, and work toward that, advises Sandra Naiman, the author of "The High Achiever's Secret Codebook: The Unwritten Rules for Success at Work." "When appropriate, take on the tasks of the job you're aiming for. But be careful not to step on any professional toes," she says.
4. Bring out your inner Tigger. "The woods are full of Eeyores," says Dan Bowling, former senior vice president of human resources at Coca-Cola Enterprises. "Bosses don't want these negative types. They want Tiggers--the energetic, can-do people who tackle the problem with a smile. Those are the ones who get ahead."
5. Show your face. Telecommuting is not a good idea when you're hoping for a promotion. Neither is communicating mostly by email with bosses and coworkers. "It's all about 'face time,'" says John McKee, CEO of BusinessSuccessCoach.net. "Communicating in person whenever possible is imperative for success seekers."
6. Remember the bottom line. "In any organization, the people who make the money are the ones who stay employed," says career coach Joan Schramm. "Document your efforts toward this goal and your rate of success, and make sure your boss is aware of them."
7. Replace yourself. "Being 'irreplaceable' can hold you back," says HR professional Jodi R. R. Smith, who teaches a seminar called Promote Yourself. "There are times when managers do not promote great employees due to the time, hassle, and stress of having to train a replacement. If you can, train a potential replacement so this won't be an issue."
8. Dress the part. "Dress for the job you want, not the job you have," advises image consultant Heather Alan, of Trel Style Consulting. "And remember that dark colors are perceived as more authoritative. Even those looking for promotions in the creative field should strive to wear deeper colors."
9. Make your boss look good. "Find out what your boss's boss expects of him, and do what you can to help your boss shine," advises David Wright, the author of "Get a Job! Your Guide to Making Successful Career Moves." "If you help your boss look good to his boss, you look good to your boss."
4 Mindsets of a Successful Leader
Keith Ferrazzi, Author of "Who's Got Your Back"
Have you found yourself thinking of starting your own business? Are you trying to climb the corporate ladder while the company is working through the recession? In other words, are you aiming to be a leader?
Well, behind every great leader, at the base of every great tale of success, you will find an indispensable circle of trusted advisers, mentors and colleagues. These groups come in all forms and sizes, and can be found at every level and in nearly all spheres of both professional and personal life. What they all have in common is a unique kind of connection with each other that I've come to call "lifeline relationships."
In order to build these all-important lifeline relationships, there are four core mindsets that can be learned and practiced, and help lead you on a path to personal and financial prosperity. They are:
Generosity
This is the base from which all the other behaviors arise. This is the commitment to mutual support that begins with the willingness to show up and creatively share our deepest insights and ideas with the world. It's the promise to help others succeed by whatever means you can muster. Generosity signals the end of isolation by cracking open a door to a trusting emotional environment, what I call a "safe space" -- the kind of environment that's necessary for creating relationships in which the other mindsets can flourish.
Vulnerability
This means letting your guard down so mutual understanding can occur. Here you cross the threshold into a safe space after intimacy and trust have pushed the door wide open. The relationship engendered by generosity then moves toward a place of fearless friendship where risks are taken and invitations are offered to others.
Candor
This is the freedom to be totally honest with those in whom you confide. Vulnerability clears the pathways of feedback so that you are able to share your hopes and fears. Candor allows us to begin to constructively interpret, respond to and grapple with that information.
Accountability
Accountability refers to following through on the promises you make to others. It's about giving and receiving the feet-to-the-fire tough love through which real change is sustained.
The real key to establishing close relationships with people you consider your trusted advisers in your career and in your personal life is how these four mindsets work together.
The process starts with generosity. It jolts people out of traditional transactional do-for-me-and-I'll-do-for-you relationships. Actively reaching out to and helping others gives us the opportunity and permission to take a relationship to a deeper level. This allows us to explore intimacy, ultimately to the point of being vulnerable and open with one another.
If we've created a safe space, a place where we feel safe enough to say candidly what we think and feel, we can take greater risks in the relationship. It can lead to making a commitment to mutually support one another through thick and thin and to hold one another accountable for doing the things that will allow us to achieve our dreams and destinies. Taking such risks can lead us to create more than just friendships -- we can create lifeline relationships to a better future.
This process is iterative: The more you give, the deeper you get and the more profound your sharing becomes. That strengthens your safe space, and provides more freedom to be vulnerable and candid -- which opens the relationship even more deeply. Trust builds incrementally, by stages, growing deeper and stronger as the mindsets are practiced more sincerely and passionately.
Once you work within the four mindsets, you will see it's a truly inspiring experience. Whether you're working with an experienced sales team or building a business from scratch, the lifeline relationships you build will become more than your colleagues or assistants. They will become you're a trusted circle of advisers and your peers.
That's worth repeating: peers. Equals. Even though one of them may have clear organizational authority -- and the title and decision-making power to go with it -- each member functions as a highly respected equal, offering up creative ideas, candid feedback and criticism voiced with authentic concern for the others' interests, and rigorous attention to accountability around goals, goal setting, follow-through and, of course, results. Each member has free, open and respectful permission to call the others out when they are falling short (because we all fall short, and most of us, as I know well, tend to do so repeatedly).
Do you want to be more successful in your career and more fulfilled in your life? Then let's get started.
Keith Ferrazzi, CEO of Ferrazzi Greenlight, has counseled the world's top enterprises on how to dramatically accelerate the development of business relationships to drive sales, spark innovation and create team cohesion. His most recent book is "Who's Got Your Back: The Breakthrough Program to Build Deep, Trusting Relationships That Create Success -- and Won't Let You Fail" (Broadway Business). You can find more information about him at
www.keithferrazzi.com.
- Toxic
Bosses: Worst Managers to Work For
- by Joanna Boydak, LiveCareer.com
Gallup surveys of U.S. workers suggest
that 20% of employees are dissatisfied with their immediate
supervisors. Here are some of the most toxic managers and
suggestions for how to deal with them.
1. The Control Freak
This type of manager won't let
anything happen without her approval, no matter how small. This
micromanager is never satisfied until she's put her own stamp on
whatever you do. The Control Freak struggles with task delegation.
How to cope: If
you're being micromanaged, don't take it personally. To satisfy this
type of manager, anticipate the information she wants and
proactively offer consistent updates. Don't criticize your manager
or get defensive. Instead, earn trust by assuring her that you will
do your work to her specifications.
2. The MIA Manager
The MIA ("Missing in
Action") Manager may work in a different office, constantly
travel for work, or just be too busy for any real face time.
Although this may seem like the best type of boss to have, it can
backfire when you seek career advancement, need some direction, or
just find yourself out of the loop.
How to cope: Get on
his radar with routine calls, emails, and visits. Having established
communication paves the way for a stronger work relationship and
more visibility. Since this type of manager is not a readily
available mentor, look to other supervisors, perhaps outside of your
organization, for career advice and guidance.
3. The Politician
This type of manager surrounds
herself with subordinates that make her look good. The Politician
works harder at networking
than anything else and takes credit for your accomplishments.
How to cope: The
Politician is usually a major delegator, so take advantage of the
extra responsibility. Your coworkers and other supervisors will take
notice of your hard work, and it will pay off. Try to pick up some
helpful networking skills from your masterful political boss while
you have the chance.
4. The Airhead
The Airhead is new to the industry or
simply lacks any viable management skills. The good thing about this
type of manager is that he is open to your ideas, opinions and
suggestions ... probably because he doesn't have any of his own.
How to cope: Instead
of dwelling on the fact that you could probably do a better job, act
enthusiastic when your assistance is needed and offer smart
alternatives to his ill-advised ideas. Use his lack of expertise as
a way to shine in your current position and show you are a team
player.
5. Napoleonic Manager
You may be dealing with a modern day
Napoleon in the office if your manager demands the unachievable from
her subordinates. The Napoleonic Manager has no life outside of work
and expects the same from you.
How to cope:
Flattery will get you places with this type of manager. Stroke her
ego by frequently asking for her input and acknowledging her
expertise. Instead of making a direct request or demand, become
skillful at the art of persuasion. All the while, soften her up by
telling her how much you admire her dedication or analytical
prowess.
- 5
Weapons for Battling Burnout
- Robert Half International
Many workers have been tackling large workloads for months and slowly but surely losing their "get-up-and-go." If routine assignments have taken on mammoth proportions, you may be suffering from burnout. Long work hours and seemingly relentless deadlines can lead to low morale and reduced productivity -- not to mention decreased job satisfaction. Following are additional warning signs that you may be "running on empty":
· You have trouble getting out of bed when you have to go to work.
· You frequently arrive to work late.
· You feel bad about your performance.
· You feel withdrawn.
· You watch the clock excessively.
· Work stress spills over into other areas of your life.
· You get into frequent disagreements with your manager or co-workers when you didn't in the past.
· You feel you aren't making progress, despite your best efforts.
If these symptoms sound familiar, it may be time to make some changes. Here are some strategies to help you renew your enthusiasm and get your career back on track:
1. Evaluate your role
If your company has experienced layoffs or has a hiring freeze in place, you might be shouldering more responsibility than in the past. Although taking on new assignments can be a good career move, doing so can lead to burnout if the scope of your responsibility has expanded beyond what you can reasonably manage. If you're feeling overwhelmed, don't try to "tough it out." Instead, meet with your supervisor and be honest about your situation. Work with him or her to reprioritize projects or look for ways to delegate some of your work.
2. Look at your schedule
The way you manage your time also can affect your ability to rebound from job exhaustion. If you are overbooked or expending too much energy on non-critical initiatives, you may be creating additional pressure at work. Try keeping a simple record of your activities for a week and divide the findings into categories such as "researching," "reviewing proposals" and "responding to e-mails." Are you devoting adequate time to the highest priorities?
3. Identify your stressors
Understanding the factors that contributed to your decline in motivation can help you move in a more positive direction. Think about what has contributed to your burnout: Is it the feeling that projects are out of your control? Have your own actions exacerbated the problem? For example, you may have set an overly ambitious timeline for completing an assignment, creating unnecessary stress and obstacles to its success. Even small changes to your routine, such as seeking assistance from your manager when you have too many projects on your plate, can help brighten your outlook.
4. Ask for help
A common symptom of burnout is a feeling of isolation. You may think you're the only one who can review a particular document because you understand the project best, but someone else might bring in a fresh perspective -- not to mention relieve some of the burden. It's OK to let others know that you're facing difficulties and request their assistance. Keep in mind that you won't be perceived as a complainer if you objectively outline the specific issues you're trying to address and ask for guidance.
5. Take a break
Make sure to allow time to periodically recharge. Even if you're working long hours, you can counteract stress and maximize your performance on the job by taking five- or 10-minute breaks throughout the day. Stand up and stretch or go for a short walk. Instead of eating lunch at your desk, try the break room or outside courtyard. When you're able, try to use your vacation days, as well. Getting away from the office, even for a day or two, can give you a fresh perspective on your situation and allow you to return with new focus and energy.
A certain amount of stress is inherent in any job, but when the pressure gets out of hand, it's important to act quickly. Burnout can negatively affect not only your overall job performance but also your personal life. By taking measures to reduce the amount of stress you're facing, you can regain your motivation.
Robert Half International is the world's first and largest specialized staffing firm with a global network of more than 360 offices worldwide. For more information about our professional services, please visit
www.roberthalf.com. For additional career advice, follow us on Twitter at
http://twitter.com/roberthalf.
Invisible
at Work? Six Ways to Boost Your Profile
Even though H. G. Wells wrote his
famous story "The Invisible Man" more than 100 years ago,
he might as well have been writing about you. At work, you've been
passed over for a promotion more than once, and you're never the
go-to person when your boss is under a tight deadline.
If this is the case, it's time to
think about increasing your visibility.
While it's always important to be a
standout among your peers, building your value and distinguishing
yourself at work is even more essential in these times. Some firms
may still be reducing the size of their work force, while others are
looking for new leaders to help guide the organization during the
recovery.
Following are some strategies and
tactics to help you increase your visibility:
1. Enhance your PR efforts
Your lack of visibility may simply be the result of a poor
public relations effort on your part. Does your boss know what
projects you've been working on? Consider preparing a regular report
that details your key assignments and contributions that you can
present to your manager at touch-base meetings. Also mention any
compliments or thanks you've received from others for your work.
2. Don't be a wallflower
Before you attend meetings, review the agenda and look for areas
where you can provide input on the topics at hand. Don't be shy
about offering your ideas. You might also seek opportunities to
present at upcoming gatherings, such as giving an overview of your
department's duties during new-hire orientations or outlining your
team's product idea to company executives.
3. Know your weaknesses ... and
strengths
Before you seek ways to promote yourself, take an honest look at
your professional abilities. Although you should strive to address
any weaknesses, pay particular attention to improvements that could
help you perform your job better or add more value to the firm.
Perhaps there's a regular need for individuals in your group to send
out memos to other departments or outside clients. Improving your
writing skills could help you take on some of these
responsibilities.
It's also useful to know your
strengths so you can seek out opportunities to use them and
eventually build a reputation as an expert in a certain area. For
example, do you have strong organizational skills? Volunteer to set
the agenda, plan activities and take notes for a two-day summit
meeting between your department and regional counterparts who are
flying in for the gathering.
If you're not sure what your
strengths and weaknesses are -- or want to be certain your
self-assessment is on target -- consult a mentor for candid
feedback.
4. Show initiative
Everyone has been in meetings where silence greets the person asking
for volunteers for a particular project. But taking on extra tasks
outside your primary duties, especially those that no one else seems
to want, is a good way to increase your visibility. You'll show that
you're a valuable collaborator and be able to strengthen or enhance
your skill set. Also be on the lookout for cross-departmental
projects. Participating in these initiatives is an excellent way to
build name recognition throughout the company and expand your base
of internal contacts.
5. Look for cost-cutting measures
All companies -- yours included, no doubt -- continue to look for
ways to save costs. Do you have a suggestion for helping your firm
accomplish this goal? Write a brief memo containing your idea and an
overview of how you'd implement it to present to your manager.
You'll position yourself as cost-conscious and committed to the
company's success.
6. Look at the big picture
A lack of professionalism or legacy of poor choices could give you
the visibility you seek, but for the wrong reasons. Consider the
leaders of the major automakers who flew corporate jets to beg
Congress for taxpayer bailouts. That image of corporate excess in
the midst of a financial crisis gave them a spotlight they would
rather not have had. So make sure you don't undermine your efforts
to build a positive reputation with poor choices.
Becoming the Visible Man, or Woman,
won't happen overnight. But with the right approach, you'll steadily
build awareness of your skills and contributions.
Robert
Half International is the world's first and largest specialized
staffing firm with a global network of more than 360 offices
worldwide. For more information about our professional services,
please visit www.roberthalf.com.
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