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Are you a productive leader?. [email protected] : 07932 641313. PRODUCTIVE LEADERSHIP. DEFINITIONS achieving or producing a significant amount, or results A position of advantage for someone who commands or precedes a group, team, organisation , country for initiating business progress. - PowerPoint PPT Presentation
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PRODUCTIVE LEADERSHIP
DEFINITIONS achieving or producing a significant
amount, or results
A position of advantage for someone who commands or precedes a group, team, organisation, country for initiating business progress
“If I had more time, I would …” The omnipresent constraint of any leader
is time. Leaders are eternally trying to achieve things: Faster Longer Higher Quicker
If you had more time in the day, what would you spend it doing?
(your answer should reflect that on slide 5 – if it doesn’t, then you are not a leader!)
“If my boss had more time, I would like them to …”
What would your staff or stakeholders want you to do more of?
Have you even asked them? Well, here’s a time saver, without even
asking, I bet they would all say …..
“spend more time with us, talking to us, seeing how it’s really like for us”
“I would spend time talking to …” Your answer should, in EVERY case, point
to spending more INFORMAL time talking to people, whether that be: Staff Stakeholders Customers Consumers Colleagues
How will you find the time this inevitably requires?
HOW DO YOU SPEND YOUR TIME?
What do you spend your time doing now, which leads to an inevitable reply of:
“I haven’t had the time I’m afraid” Are you aware of what proportion of your
time you currently spend in unproductive meetings?
Ideally, that should be zero% If its not, then you are wasting valuable
time in unproductive meetings
Meeting Management EVERY meeting you go to should be
productive, you should contribute, and both add and take away something. Otherwise you shouldn’t be there.
PE shouldn’t disappear with secondary school! Adopt the 4PE approach and meetings will be fewer and much more productive, guaranteed: Plan it Place it Participate in it Pursue it Evaluate it
Plan it – ask why are we having it Do you need to go or can you delegate it
to a more appropriate person? What point(s) are you going to make? What do you need to bring out of the
meeting? Who will be there that you need to see
for other reasons? What time does it start and finish – build
in time before and after to conduct essential “in the margin” informal conversations
Place it – ask why are we having it What format is this meeting taking?
Video conference? Telephone conference? Face to face?
What travel time will it require to turn up ahead of the start?
Where are papers coming from and have you factored in time to review them BEFORE the meeting?
Participate in it – know your role
Are you the Chair or a member? Chairing requires lots of Blue Hat thinking – covered previously
What is your role whilst there – you must know it?
What is the purpose of the meeting – is it clear or do you need to make calls beforehand to find out (and perhaps send someone else with more relevance to it)
Turn up early, talk to colleagues, help the group keep to time.
Review actions and decisions Accept responsibility for your actions
Pursue it – make an impact Follow up and follow through afterwards, by:
Ringing someone who wasn’t there but whom you thought would be – update them on decisions so that they aren’t reopened and revisited next time. When previous decisions are revisited it’s both wasteful of everyone’s time and unproductive. If it was so important to you, you should have been there! Now live with (and own) the group decision.
Undertake your actions and feedback to others the things you brought away
Outputs will be equal to the productivity of the meeting, no outputs = wasted meeting time
Evaluate it – make it better After Action Reviews – make them
routine What should have happened? What actually happened? What went well? What would you do differently next time? Which bits of it wasted time or effort?
Note that time/effort when it actually happens – we will need it later.
Meetings Matrix Know precisely where your time is
going nowTeam 121 Operation
alExecutive
External
Other
Low – FREQUENCY - High
Quarterly
MonthlyFortnigh
tly
WeeklyDaily
Emphasis in these areas will depend upon what role you are doingGo through your diary and see how many hours you spent in each area over the course of a normal month. Track back 3 months if you have to
or if your work is particularly seasonal.
Make adjustments Once you see the amount of time being
spent in one area you will easily see where it can be redistributed elsewhere
Clear space in your diary for those informal conversations by: Booking time out before and after certain must
attend meetings Booking diary time for
impromptu conversations with staff/colleagues/stakeholders – make those calls or walk that floor
Be purposeful about it and note the take away information you would otherwise have missed
Be seen as the engaged leader
Only by DOING this will it be noticed and appreciated by others
Only by DOING this will you build relationships that go the extra mile, when they need to
Only by DOING this will you learn what motivates or drives those you need to depend upon
Only by DOING this will you really open that invisible office door for others to approach you
Only by DOING this will you plant influential snippets of information into others minds
Only by DOING this will you be in touch and create the nimbleness modern workplaces require from its leadership
Making time = Demonstrating Effective Habits
You will see that in taking up 4PE of meeting management, you will be demonstrating all the 7 Habits of Highly Effective People and redistributing that time into conducting informal conversations with colleagues, staff, stakeholders etc.
Informal conversations are VITAL ACTIVITY, not something which just happens, or only for those with time on their hands – MAKE THAT TIME!
We’d be Delighted to hear from you