Category Archives: Coaching

Stop Trying to Remember Everything

During every day of our lives we’re bombarded with things to remember. People ask us to do things, get things, be places, and follow up on things. Most commonly based on our educational backgrounds, we’ve come to the conclusion that we need to remember everything.  

Things need to be stored in our heads for immediate recall at a moments’ notice and if we fail in this regard we’re failing as people.  We spend our time in school developing techniques to stuff information between our ears all the while creating greater stress and demands on ourselves. 

Being practical about the problem we should first look at history.  The written word originally evolved for, among other reasons, the purpose of capturing information for future generations.  The sharing of information from person to person through time is a critical aspect of writing and yet we seem to have forgotten that very lesson.

Writing can provide clarity, accuracy, and relevance to thoughts and ideas for ourselves and others. While that sounds great, it doesn’t explain what it has to do with remembering things. 

If you don’t have to remember something, don’t 

In a critical analysis of information you need to determine is that piece of information worth the effort to have it available for immediate recall? In the majority of instances I would say it is not. So if you don’t need to remember it, what do you do with it if you still need it?

This is where your trusted system comes into play.  Capture that piece of information in your system and then walk away.  It’s that simple.  If you’ve defined your trusted system in a way where you do truly trust it, that being you know then information will be retained and accessible when you need it, then not keeping that piece in your mental RAM should be just fine. 

Capture everything 

We spend mental cycles deciding what we should capture and what we shouldn’t.  The biggest culprits of this are: people with systems that are not capture focused and people who treasure their systems. Let’s take a closer look at both. 

Systems that are not designed to be capture friendly usually fall into one of three camps: location limited, method limited, organization limited.  Location limited systems require you to be in a specific place to do your capturing, such as at a computer.  

This was often the case when laptops and mobile devices were less ubiquitous but you will still find many instances of this today. Method limited systems force you to use their “best” method whether it’s plain text, structured forms, or some other requirement placed on your capture by the tool you are using.

Organization limited means the system imposes requirements of organizing the information such as through tagging or categorization prior to allowing the capture.  In any of these cases, the system creates friction on the process of capture and to reduce that friction you are likely to try and remember instead. 

Treasured systems are most common in the analog space rather than the digital one (since electrons are cheap.) It’s the paralysis you can see when someone who is a notebook and pen person gets a nice shiny new notebook. 

They often can hesitate to use the notebook because they, on some internal level, don’t feel what they are capturing is worth of the book in which they are performing the capture. People facing these situations typically receive the recommendation from me to acquire an inexpensive notebook for general capture and then later when processing transfer content to the “special” notebook (but that’s for another discussion.) 

 

Ways to do capture things 

To successfully free up your memory from “operating trivia” while still ensuring you have all your bases covered find a system where you can capture immediately, quickly, and efficiently. Don’t worry if you have to revisit the system to organize your thoughts.  Avoid the whole “touch once” mindset (that’s for advanced work anyway) and concentrate on redirecting things from your headspace to your system. 

 

Isn’t there a right way to do this? 

No. 

 

What do you mean, no? 

Just what I said.  No.  There is no one right way to do this.  Capture is an action that is personal.  Whatever way is going to get you to do it consistently and in a way you can rely on later is the right way for you.

Don’t fall prey to popular misconceptions or the latest “new hotness” in the productivity world.  Capture should be simple and smooth with minimal bells and whistles. 

 

How do I get started? 

That’s the easy part. Just start capturing and stop trying to remember everything.  Try writing things down, entering them into your smartphone, using index cards, pocket notebooks, audio recording apps, etc.  Play with things and pay attention to the methods of capture you keep coming back to.  Don’t be afraid to change if a method doesn’t scale for you.  The key is to keep stuff out of your head and in a place where you can get to it when you need it. 

Here’s the best part…when you capture things (especially writing them down) they’re easier to remember!

Batting Practice for Contractors

If you’re a contractor working in an environment where you aren’t 100% busy all the time, but still requires you to meet billable hour contractual requirements, I suggest you take some batting practice. Having been in these situations before I’ve seen how leveraging the work you are doing as an opportunity to refine and hone your skills can make all the difference in your personal satisfaction as well as your client satisfaction.
Years ago I was embedded as an on-site trainer for a large pharmaceutical company. The purpose of the engagement was to act as an on-demand resource: running training classes and individual sessions at the request of the company staff. In principle the concept was sound and interesting.  In execution, the client staff had rare need for my services due to the work they were doing. Literally I would spend weeks with no direct engagements with the staff.  It was time for batting practice.

Turn work into professional development

Since the amount of idle time was excessive I reassessed the value I was delivering to the client. When I came on-site the first day I, to quote Liam Neeson, “had a particular set of skills.” Since those skills weren’t being leveraged I decided to expand on the ones relevant to the client. One of their primary needs was around the Lotus application suite (told you it was years ago) so I started deep diving into the capabilities of the tools far beyond what the normal users would ask for.  Why? Because by taking “batting practice” I was able to not only grow and deepen my skill set, but I was able to remain engaged and enthused about the possibilities at the client.

Make sure you’re staying relevant

It’s important to make sure the “batting practice” is relevant to what the client needs and wants. To continue the analogy, if I’m a designated hitter for a baseball team and the manager finds me out shooting baskets rather than swinging a bat, there’s going to be questions.  However if the manager finds me trying different bats, working on my stance and swing, and reviewing game footage of opposing pitchers, then there’s no question I’m contributing to the long term goals of the club. For myself, I’m building my skills and value so if I do get traded, I’m worth more to the next team I’m on.

Your engagement is your responsibility more than others

Being in a situation where so long as you are fulfilling the base requirements of a contract you are termed “successful” remaining engaged can become a difficult challenge. You need to take personal ownership and remember no company or organization can force you to be engaged. No number of perks, no matter how great, can buy that level of mental commitment. You must be committed and engaged to yourself first. Once that stands on it’s own can you then focus your attention on your client and your company. Operating every day with the expectation the company will keep you engaged is setting yourself up for failure, because it’s a rare company indeed that doesn’t struggle mightily with employee engagement, much less contractors.

Work on developing your skills within the context of your contractual obligations, but do that for yourself first, client second. Swing that bat, but do it to become a better batter, not just because someone said you should be doing it to look like you’re contributing to the team.

Can you be productive in 40 hours?

Our modern work culture has trained us to think the only way we can be successful is by working extraordinary numbers of hours each week. People working their “hustle” (honestly I don’t care for that term) will all but brag about the 70, 80, 90 hours each week they put in. I have to wonder, are they being as productive as they can be, or are they compensating for poor productivity with increased hours.
Many people in the technology field work as contractors, obligated by said contract to a 40-hour billable period each week. However, as is often the case, they are limited to not “over-bill” a client if they need to work more hours.  How do you balance a hard limit of hours with milestones and deliverables set in conjunction with staff personnel who do not have that hard limit?

Learn how to estimate

One of the best tools in a consultant / contractor’s toolbox is the ability to estimate work accurately and consistently. Building this skill takes experience and effort but there are some hacks you can use to help this along. First, write down how long it takes you to do each task no matter how long or short.  What you’re building is a historical record for you to use for reference in estimating your workload and what can be done within a fixed amount of time.

Let’s say for example you’re working on a spreadsheet and one of the requirements is to create a Pivot Table and accompanying chart for analysis. When finished you found it took you about an hour to create the table and chart to a level of completion suitable for submission. That hour number becomes a reference measure for your future estimates. Now when asked to create three Pivot Tables and accompanying charts, you could comfortably respond it will take four hours.

Wait, your math is off

If you’re paying attention you’ll notice I added an extra hour to the estimate.  There’s three reasons for this. First, there is start and stop time to be included when transitioning from one objective to the next. Second, you need to provide a buffer to allow for unknown problems that will likely creep into your work. Third, any task longer than an hour is likely to get interrupted, so you need to allow for the loss and regaining of focus.

Things start to add up

Working from a fixed pool of 40 hours, you start to subtract from that number rather than adding up task estimates to get there. So at this point we’re at 36 hours after estimating our three table project. Factor in meetings (1.5 hours for a 1 hour meeting – including prep and recap), recurring administrative tasks, and known scheduled activities such as SCRUM sessions to get to a realistic number of hours you have available to work that week.

It’s important you keep those estimates recorded as the week progresses so you can be sure not only are you not overextending yourself, but that you’re also not overbilling your client AND you’re getting done the work you’ve committed to.

But I’m not restricted to 40 hours

If you’re in a position where there is an expectation you will keep working until the job is done regardless of the number of hours you have to put in (whether that comes from management or yourself is a different article) using the 40-hour measure can be just as useful. By tracking your time, refining your estimates, and projecting your workload you can balance your effort against your periods of peak productive flow.

How do I get started?

Begin by recording the time you’re spending on the work you’re doing. Keep notes and at the end of the week do some analysis around creating the building blocks for your estimating system. If you can get your time under control, you’ll be able to use it more effectively and treat it like the non-renewable resource it is.

Regaining your momentum with @kickstart

Regaining your flow when you’ve been interrupted or have lost focus can be an almost herculean effort if you haven’t planned in advance. There’s a hack I recommend regardless of the system to get your momentum back with some quick wins in being productive.

It’s all about preparation

Personally I use Todoist to track my tasks but this hack works for almost any system. The hack is a simple one. When reviewing my tasks if I find one that can be accomplished in under five minutes but doesn’t need to be done right away, I tag it with @kickstart. I usually have anywhere from 5-10 @kickstart tasks in my lists waiting for me. Where the hack comes in is when I realize I need to get back on track.

Using the hack

Part of regaining momentum comes from a few small successes to act as a positive motivator. By filtering my list for @kickstart I can find a few tasks I can knock off the list right away, have a sense of accomplishment, and get back in the being productive flow so I can move on to bigger and better things.

Being productive is about more than just checking off task boxes.  It’s about putting yourself in the right state to continue to be productive again and again in a constant and predictable manner.

Pro tip for analog people

If you’re not a digital person but rather an analog one, you can duplicate the same type of effect. Create a list in your notebook of @kickstart tasks and then just refer to the list when you need to restart your flow.


Another article you may find helpful is Regaining your momentum.

 

This coming from the guy who hangs from a drone in a Santa suit.

This coming from the guy who hangs from a drone in a Santa suit. Let’s be clear…bad ideas are easy and cheap. Good ideas are difficult and expensive. Everybody may have ideas but knowing the difference between the two types is for a rarified few. Stop thinking that the success of an idea is all about the execution. Execute on crappy ideas and you get just that…crappy results. Evaluation and determination of the value of an idea is as important, if not more, as the execution of said idea.

There is value to be found in a consistency of the working environment while also improving and…

There is value to be found in a consistency of the working environment while also improving and moving forward. Too much change too quickly can create resistance and a failed effort, regardless of what “disruptors” will tell you. A balanced approach with the needs and reactions of your teams taken into consideration will go much further than any technological implementation, whether targeted for developers or knowledge workers.

How a drone taught me about planning ahead

Those of us in the productivity space try to strive and be prepare for situations and eventualities. We thrive on planning, evaluating possible outcomes, and then ensuring we have taken all the factors into consideration before starting our efforts. Yet, for all that effort, the world still seems to slip us a curve ball and send our plans into oblivion.

A plan without data is a plan to fail

My wife gave me a drone for Christmas this year. Not an expensive, fancy one, but rather what you might call a “beginner’s drone”. Now I’ve flown model airplanes, R/C helicopters, and even model rockets so I was fairly confident I had the mental fortitude and experience to give this a go and be moderately successful. Even so, I took my time and read the manual, performed some tests with the controls indoors (sorry puppy, didn’t mean to terrify you) and even executed some very (and I mean very) low altitude take offs and landings in my driveway. My confidence was ready for a more comprehensive flight.

Again, as a planner I checked the weather (calm, sunny) and found a place with a large open field in which to give it a go. Take off went smoothly, with a minute or two of moderate speed flight around the yard. Then the unthinkable happened. The drone started going up, and up, and up. No response to my control. Nothing I could do caused any reaction from the drone as it climbed and drifted to the far end of the yard coming to rest in the top of a 60′ tree. There it sits.

Aside from anger over losing my new plaything, doubts crept into my mind. Did I miss something? What did I do wrong? Maybe I just wasn’t as smart as I thought when it came to this drone technology. Not only was my drone stuck in the tree, apparently my ego was as well. The rest of the day was spent with the occasional passing by the rear window to glare menacingly at the tree that had captured my drone and my confidence.

A second chance

A couple of days later I received a call from my father who said he was in possession of two drones. He said he was fascinated by watching my original one in it’s maiden voyage and was sorry to see the tragic turn mine had ended in. While an unnecessary purchase, it was very appreciated, and I’ll admit my spirits were raised.

Upon seeing the new drone I couldn’t help but express my surprise. It was almost identical to my previous one. The body design, controller, control systems, even replacement batteries all matched my old one. A complete coincidence of purchase was turning into the universe giving me a chance to figure out what I had done wrong.

We took the drone to a larger open field, checked the weather (slight breeze, overcast) and added one more step. This time, before taking off, I laid out 50′ of thin cotton string, tied it to the runner of the drone, and staked the other end to the ground. Trees were going to be off-limits this time.

Immediately on take-off the drone began to drift away, no matter how much forward throttle I applied. The slight breeze proved too much for it’s small motors, pushing it further and further away from me. Then the contingency plan kicked in. The drone reached the end of the string and pulled itself over and down to the ground with a bump. No damage done and nothing but a short walk for recovery.

A lesson learned in flight and on the ground

After four more flights with similar results two things occurred to me: factors I couldn’t see but needed to take into consideration were affecting the control I had and by planning for those factors not from a stance of overcoming but limiting their impact I could provide myself better ways to evaluate and adjust how I was approaching the issues at hand.

When we plan for projects or actions, the time spent in evaluation of contingencies is as important as researching how others have completed the same tasks as well as identifying possible problems before they occur. We can never be prepared for everything because if we try we’ll never start anything. Preparing for the big things, being aware of the small things, and balancing the two can make all the difference when it comes to being productive or in this case being stuck in a tree.

One thing that needs to be considered is the UX of Yammer for external users is superior to that…

One thing that needs to be considered is the UX of Yammer for external users is superior to that off Office 365 Groups. We cannot make the assumption users are comfortable with the Microsoft ecosystem of products and their user experience. The design of Yammer more along the Facebook model, for better or worse, has a shorter learning curve for most users than something emulating the Slack model.