Navigating Through Distractions

2013 Spring Series: Kinetic Breakthroughs for Transformational Leaders
Session I
Navigate Through Distractions
Pam Vaccaro, MA, CSP

• 10 % • 20 % • 70 %
• Listening • Bringing • Actually
to the information applying
presenter. back to the
colleagues. concepts.

Accounta
ble

Sustains Pays
Alignment The Focused Leader Attention
Is Focused
“Shows
Up”
Value-Based
Planner

OWN IT SOLVE IT

See IT
SEE It DO IT

We live above the line when we
take accountability for our actions,
problems,
and direction alone or as an
organization. Adapted from Partners in Leadership, LLC Oz Principle

When speaking with
someone, ask them
three questions
about what they
have said before
talking about
yourself.

Maintaining Focus

Implementing a
Process for Focus
Getting in Focus

Getting in Focus

1. Know your “why” for focus.
2. Be intentional.
3. Remove distractions.
4. Achieve success.

The “Time-Attention-Focus” Perspective
Behavior
Retention
Habits
Productivity

Focus
PROCESS
INTENTION
MOTIVATION

Multi-tasking
Attention
Time

Copyright 2009 Designs on Time Pamela J Vaccaro

Behavior
Retention
Interventions Habits
 Accountability Productivity
 Course Correction

Interference
Focus
PROCESS
INTENTION
MOTIVATION FDD TM
“Focus Deficit Disorder”
Attention
Time

Getting in Focus

 Decide on the
importance of the task
at hand.
 Check for accuracy if
you are in a multi-
 Who?
tasking situation.
 What?
 When?
 Where?
 Why ?
 How?

Getting in Focus

One unit of focused time
equals 4.5 units of time if
the focus is broken.

Consider this loss of time
when changing your focus
or asking for a colleague’s
attention.

Getting in Focus

Short breaks refresh the
brain’s ability to focus again
more intensely and
productively.
 Walk around your house/the
office.
 Focus on a pleasant visual.
 Read for enjoyment.
 Meditate.
 Breathe.
 Yours?

Focused Meeting Breaks
 Use an odd number
of minutes and
“cell phone time” to
get participants
back from a meeting
break right on time.

Getting in Focus

 Define you “best” time of
day.
 Define your “worst” time of
day.
 Protect this time from
distractions.
 Collaborate with colleagues
on protecting each other’s
best time of day.

 Paper vs.“Plastic”?
It does not matter how you
do it, but that you do it
(planning).
 A calendar is not a planner.
 Planning involves looking at
all the steps to complete the
task and scheduling them
for execution.

 Plan by the week.
 Adjust daily.
 As the critical
question—am I in my
20%?”

A snippet of time is a 7-9
minute
time period that occurs
periodically during the day.
 Keep a list of snippet
tasks.
 See them as “gold mine”
opportunities.
 Do them during day even
at “recess.”

The 80/20 Theory of
Vilfredo Pareto is the
premier guide for focus.
 “20% of what we choose
to do produces 80% of
the results we desire.”
 Choose wisely and
intentionally to maintain
focus.

D A
• Not urgent • Not urgent
• Not important • Important
• Great fun/thoughtless • High level of gratification
• (Used for procrastination) • (Often postponed)

C. B
• Urgent • Urgent
• Not important • Important
• “Delusional” • Tension-building
• (Often unquestioned) • (Gets most
attention)
20%

The Three-Question
Discerning Process for
 Maintaining the it?
What if I don’t do 20%
 What if I just do it and
don’t whine?
 What would change if I
applied
Think/Question/Negotiate
20%
/ Delegate?
80%

Bonus APP

Use Your
Chronobiology for
HLE
 Plan high priority activities
during your best time of
day to achieve
 “Highest Level of
Effectiveness.”

Vision • Where we want to go.
• Futuristic.

• The means by which we intend to get there.
Mission • Not our strategic plan.
• Now.

Core • What behaviors we will demonstrate along
the way.

Values • Always.

A more accountable way of
defining an interruption and
one that puts you in control
would be:
“An opportunity to question
my current set of priorities.”

There are basically two
things everyone wants to
know
plus one special addition.
 What are you going to do
for me?
 Give an update to reduce stress
 and increase you going to do
When are credibility.
it?

 Have I initiated something to
get
my reader’s attention?
 Have I made the e-mail
really easy
for my reader to read and
understand?
 Have I made it clear what I
want my reader to do using
the “what and when” rule?

 Have I tried to reduce the
time my reader will spend on
this e-mail?
 Have I told my reader how I
want him/her to respond to
my e-mail?
 Have I remembered to use
e-mails for a quick update?

 Use bullet points to line item
ideas.
 Use paragraphs.
 Avoid going under the line
(having to scroll down) if
possible.
 Use cc: very, very sparingly.
 Use salutation, closing, and
signature on e-mails.

 Use a verb or action
phrase on the subject
line.
 Use EOM on the subject
line.
 Use other acronyms —
FYI etc.
 Avoid the overuse of re:
on the
subject line.

 Consider turning off pop up!
 Check e-mail frequently,
but not constantly.
 Do most important e-mails
during your best time of day.

Color-Code E-mails
Outlook 2010
 Open Outlook
 Click “View Tab”
 Click “View Settings”
 Click “Conditional Formatting”
 Add “Type in a name” font
 Choose color – or font changes
 Click “OK”
 Click “Condition “ in From field put
 in names you want to apply this
 color coding to and click “Okay”

 Go to “tools.”
 Go to “Organize.”
 Select “Using colors.”
 Input e-mail sender/s.
 Input selected color.
 Apply.

Focus Management
Maintaining focus: controlling distractions

Three Best Quick-Fixes for
a Focused Meeting

 Reverse the upside-down
agenda.
Address the 20% first.
 Have a focused line-item
agenda including a time limit
and an expected outcome.
 Use synthesizing language
to keep the discussion
focused.

Happier
Tal Ben-Shahar

Have a sense that they
make a difference

Get to use their gifts

Aware of their gifts or
strengths

Navigating Through Distractions

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