The effective manager
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This document provides advice on preparing for meetings and other everyday work activities. It emphasizes that leaders should prepare for meetings as if their professional legacy depends on it, even for trivial topics, as meetings are an important way to instill values. Meetings should excite attendees and increase bonding. Preparation is key for the beginning and ending to energize people. The document also notes that in work, as in basketball, the important parts are the small interactions that occupy most of the time, not just the main activities. Proper preparation is important for meetings, phone calls, emails and conversations to make the best use of regular interactions.
The effective manager
- 2. Time keeping skills Delegating Managing meetings
- 4. How I spend my day work sleep boring fun How I wished I spent my day work sleep boring fun
- 5. URGENT NOT IMPORTANT Disruptions IMPORTANT URGENT Critical IMPORTANT NOT URGENT Important goals NOT URGENT NOT IMPORTANT interruptions
- 6. Tasks IMPORTANT NOT URGENT Important goals Doing is better than perfect. Facebook Company Motto
- 7. “Only plan for 4-5 hours of real work every day ! David Heinemeier, 37 Signals
- 8. “Given 8 hours to cut a tree , I spent the first 6 sharpening by axe! Abraham Lincoln
- 9. Don’t
- 11. Organise meetings early in the day . Time leading to an event if oft wasted.
- 12. Break the unreasonable into reasonable chunks
- 13. Set reminders Write down stuff
- 14. workflowy.com Don’t make war …make lists
- 16. If whatever you want done can 80% be done by someone else , Delegate !
- 17. 1) Can your subordinates act fully in your absence if necessary ? 2) Is your work composed of tasks only you can do? 3) Are you frequently interrupted by people asking you for decisions or guidance so that they can get on with their own work ? 6) Are you meeting your deadlines without having to do very long hour 4) If you were hospitalised tomorrow , would anyone on your team pick up your work and get it done? 5) Do you often re-do tasks you had given to others ?
- 18. 7) Do people often ask you if you need any help or if there is anything they can do for you? 8) Do you invest time training others ? 9) Do you ever do jobs that someone else could do more quickly and easily? 10) Do you do work that is junior or routine that someone else on a lower salary handle ? 11) Do you spend a lot of time checking up on other people’s progress? 12) Are people happy to admit it to you when they have made a mistake ? 13) Do you find that people follow your instructions properly ?
- 19. Fears Threatened Loss of control Loss of quality Fear of the unknown
- 20. +ves for you Freedom Less stress Respected “ Don’t keep a dog & bark yourself
- 21. +ves for him/her Developed Save time Build self esteem
- 22. +ves for company Better decisons Inter-dependence Continuity/succession Money saved
- 24. Meeting: Every meeting that does not stir the imagination and curiosity of attendees & increase bonding and co- operation & instill sense of worth and motivate rapid action and enhance enthusiasm is a permanently lost opportunity.
- 26. Meeting: “Theater of inquiry and persuasion and motivation and engagement and enhanced teamwork”
- 27. Prepare for a meeting/every meeting as if your professional life and legacy depended on it. It does.
- 28. A meeting worth calling is a meeting worthy of intensive preparation. Your aim should be high—and strategic. Even when the topic is “trivial.” When it comes to modeling and underscoring core values, there is no such thing as a “minor” meeting.
- 29. FYI: This is … not … a rant about “conducting better meetings.”
- 30. Most of the “meetings literature” is devoted to “running better meetings,” “running shorter meetings,” etc. Doubtless of value—but dangerously missing the point. If the meeting is the leader’s principal platform for instilling values, etc., then the objective is far far beyond “efficient behaviors.”
- 31. on Meetings: If They Fail to Excite … It’s Your Fault! BEGINNINGS = THE BALLGAME. Forget the "meat." (More or less.) Beginnings and endings overwhelm middles! Every meeting needs an energetic-exciting start and a blow-out ending which launches the “To dos" with vigor. Never ever begin a meeting with "Let's get started." Begin it with a plunge not a tiptoe—e.g., some exciting-surprising nugget.
- 33. REPEAT: Prepare for a meeting/every meeting as if your professional life and legacy depended on it. It does.
- 34. REPEAT: A meeting worth calling is a meeting worthy of intensive preparation. Your aim should be high—and strategic. Even when the topic is “trivial.” When it comes to modeling and underscoring core values, there is no such thing as a “minor” meeting.
- 35. THE THREE MINUTE Rule*: So what about the other 45?
- 36. A basketball coach remarked that most practices focused on dribbling and shooting. Yet the reality is, star or not, that a player only has his or her hands on the ball for … 3 to 4 minutes a game. (Out of 48.) And yet practice doesn’t focus on how you play 94%of the time! Business is the same way …
- 37. Prep! Prep! Prep! Prep! Prep! Meetings. Phone calls. Emails. Conversations.
- 38. The “94%” in business is … meetings, short conversations, phone calls, etc.
- 39. Do you carefully prepare for the 94%: Meetings. Phone calls. Emails. Conversations.