ConceptsNest

Organized people are not born; they are built. The people who emerge as ‘organized’ use a variety of tools and methods to accomplish their goals and priorities in life. Their systems become habits. They Seek Out Tools From kitchen timers to smartphone technology, organized people find tools that can help them make the most of their day , week, and year. They use mobile phone apps with pop-up reminders, for example. They also use timers to help visualize the passage of time. And they break down tasks into smaller chunks and take short non-work-related breaks in between, which increases their overall productivity. They Set Priorities Following a to-do list is like their primary source of organization. Instead of having an overwhelming number of commitments and little idea where to start, organized people have a clear sense of what is important . They know what their goals are, what needs to be done when, and what can be put off. They start the day with a clear plan of their ‘mo

  Management lessons are everywhere. We can read them in books, listen to them on podcasts, and hear them live during conference talks. Here are some of the lessons from conversations with leaders: Lesson 01: What are common hazards and errors to avoid when doing manager handoffs and transitions? People come and go in the workplace for various reasons. Maybe we have been promoted and are transitioning into a different role. Perhaps we are taking leave for one reason or another. Regardless of the reason, we will want to make sure we are structuring transitions to be as smooth as possible for ourselves, the new person, and the team that they’ll be taking over. Going too fast is the biggest pitfall. Additionally, here are some suggestions: 1)       Writing out all the things  that we currently do in our role, monitor it for a few weeks to make sure we do not miss anything and create good documentation for the role. 2)       Give a quick win  with a process improvement or an initiati

A brief story:   In the summer of 1830, Victor Hugo was facing an impossible deadline. Twelve months earlier, the French author had promised his publisher a new book. But instead of writing, he spent that year pursuing other projects, entertaining guests, and delaying his work. Frustrated, Hugo’s publisher responded by setting a deadline less than six months away. The book had to be finished by February 1831. Hugo concocted a strange plan to beat his procrastination. He collected all his clothes and asked an assistant to lock them away in a large chest. He was left with nothing to wear except a large shawl. Lacking any suitable clothing to go outdoors, he remained in his study and wrote furiously during the fall and winter of 1830. The Hunchback of Notre Dame was published two weeks early on January 14, 1831 . Procrastination is usually a “yes” or “no” question” For more conventional instances, consider addictive behaviour patterns or compulsive traits like over-shopping an

The feedback we receive can sometimes feel like nonsense. For Example, an employee in an organisation once stated:   “ This company doesn’t care about parents. ” The employee then proceeded to gripe about the lack of maternity and paternity benefits. Admittedly, the CEO agreed that the company’s maternity and paternity leave policies could be improved… But she was livid about the broad accusation that “ this company doesn’t care about parents. ” What an unfair generalization . The CEO was conflicted about how to react to the feedback: 1)       She didn’t want to come off as being defensive to her employee. 2)       But she also didn’t want sweeping, inflammatory remarks to be seen as well-received by the employee. How was she supposed to take this feedback? It felt like nonsense. Nonsense feedback usually comes in one of three forms… Given that how we receive feedback as a leader sets the tone of openness and honesty in the company , this is especially challenging. If we dis