Why You Should Be a Slacker
By Suzanne Lucas | March 29, 2011
If you want to get ahead, you need a Type A personality. Go, go, go. Right? The more stress you’re under, the better you perform. You can handle everything.
Sue Shellenbarger at the Wall Street Journal reported on a new study in the Journal of Applied Psychology. Researchers found that slackers actually handled life better than their go getter counterparts.
But in a finding that may baffle busy-bee readers, people who avoid problems – those we might call slackers in a different context — who withdraw and, say, lie down and take a nap instead of tackling dilemmas right away, actually do better with life conflict, and seem to have more energy, says the study.
The part about the “slackers” having more energy isn’t surprising. After all, they just took naps.
But, overall this makes sense. By taking some down time, they have time to evaluate whether this new problem is actually worth solving. How many of times have you had “urgent requests” become “oh never mind, we’re going another direction” an hour later? Look over your email after you’ve been stuck in an off site training all day without access to email? You weren’t there and magically some problems solved themselves.
In addition, you can often think of solutions when you’re not staring at a problem directly. Go for a walk, talk to a friend, do something other than dwelling on the problem you are currently facing.
More fascinating is the finding that people who seek out other people for emotional support reported more stress. These people probably take the stress into their relationships instead of using the relationships for an escape from problems.
So, stop complaining, and go take a nap. By the time you wake up, perhaps you’ll be less stressed and one of your type A coworkers will have taken care of three items on your to-do list.
MY THOUGHTS
Loosen up. Cut your self some slack. Relax. Re-energize. The world won't stop revolving because you took it easy for awhile.
Showing posts with label quality worker. Show all posts
Showing posts with label quality worker. Show all posts
Monday, April 11, 2011
Friday, April 8, 2011
KICKING THE MULTI-TASKING HABIT
How to Kick the Multi-Tasking Addiction
By Margaret Heffernan | March 3, 2011
www.bnet.com
Multi-tasking has become an epidemic. According to recent research, college students in lectures are opening, on average, 65 new screens per lecture - 62 percent of which are entirely unrelated to the lecture or the course. They’re also instant messaging and sending email.
Not surprisingly, the researchers found there is an inverse relationship between this multitasking and academic performance. Learning takes longer, involves more mistakes and may mean that learning isn’t retained for long.
Of course, executives around the world also behave the same way, hoping that, by doing so many things at once, they will somehow be more productive.
The evidence suggests otherwise. Here’s why:
* Multitasking is an urban myth: Cognitive scientists have demonstrated that we never truly multi-task; we merely task-switch (albeit very quickly.) Between each switch is, effectively, a blind spot. Information gets dropped, overlooked or under-valued. This is also why you can’t safely drive and talk or text on your cell phone at the same time; your intellectual capacity is worse than if you’re over the legal alcohol limit. Computers might be able to multi-task, but the mind cannot.
* Productivity isn’t a function of hours: We think by doing a great deal all the time that somehow we will get more done. This is an industrial revolution model of productivity: if you can make 10 widgets in an hour, you can make 100 in 10 hours, right? Wrong. Even in manufacturing it doesn’t work because you get tired and make mistakes. When it comes to intellectual processing, it is even more wrong. As we get tired, we lose the ability to discriminate and discern. We may keep going but the quality of our thinking declines. What creative work needs is a balance of focus and rest. That’s why you may often find you get your best ideas driving home.
Breaking the cycle
It’s hard to break our multi-tasking habits. And it’s even harder if you have a boss who loves multi-tasking and thinks anyone not working this way is a slacker. Is there any way around that? Yes. The most important argument to win is the productivity argument.
1. Make sure you’re measured on output, not hours. If you are rewarded for the quality of the work you generate, then you can reasonably argue that how you get that work done is your business.
2. Set the tone in the meetings you call: Don’t use your BlackBerry. You’ll also find the meetings might be shorter if you ask everyone not to bring their phones!
3. Don’t evangelize, even after you’ve found the new benefit of mono-tasking. Ultimately all those addicted multi-taskers will have to find their own way to kick the habit.
MY THOUGHTS
I used to brag about my multi-tasking capability. Until I realized I was wasting more time re-doing things because they were done haphazardly. Being mindful of what you are doing results to more quality work. How can you be mindful when you're doing 2-3 things at the same time.
By Margaret Heffernan | March 3, 2011
www.bnet.com
Multi-tasking has become an epidemic. According to recent research, college students in lectures are opening, on average, 65 new screens per lecture - 62 percent of which are entirely unrelated to the lecture or the course. They’re also instant messaging and sending email.
Not surprisingly, the researchers found there is an inverse relationship between this multitasking and academic performance. Learning takes longer, involves more mistakes and may mean that learning isn’t retained for long.
Of course, executives around the world also behave the same way, hoping that, by doing so many things at once, they will somehow be more productive.
The evidence suggests otherwise. Here’s why:
* Multitasking is an urban myth: Cognitive scientists have demonstrated that we never truly multi-task; we merely task-switch (albeit very quickly.) Between each switch is, effectively, a blind spot. Information gets dropped, overlooked or under-valued. This is also why you can’t safely drive and talk or text on your cell phone at the same time; your intellectual capacity is worse than if you’re over the legal alcohol limit. Computers might be able to multi-task, but the mind cannot.
* Productivity isn’t a function of hours: We think by doing a great deal all the time that somehow we will get more done. This is an industrial revolution model of productivity: if you can make 10 widgets in an hour, you can make 100 in 10 hours, right? Wrong. Even in manufacturing it doesn’t work because you get tired and make mistakes. When it comes to intellectual processing, it is even more wrong. As we get tired, we lose the ability to discriminate and discern. We may keep going but the quality of our thinking declines. What creative work needs is a balance of focus and rest. That’s why you may often find you get your best ideas driving home.
Breaking the cycle
It’s hard to break our multi-tasking habits. And it’s even harder if you have a boss who loves multi-tasking and thinks anyone not working this way is a slacker. Is there any way around that? Yes. The most important argument to win is the productivity argument.
1. Make sure you’re measured on output, not hours. If you are rewarded for the quality of the work you generate, then you can reasonably argue that how you get that work done is your business.
2. Set the tone in the meetings you call: Don’t use your BlackBerry. You’ll also find the meetings might be shorter if you ask everyone not to bring their phones!
3. Don’t evangelize, even after you’ve found the new benefit of mono-tasking. Ultimately all those addicted multi-taskers will have to find their own way to kick the habit.
MY THOUGHTS
I used to brag about my multi-tasking capability. Until I realized I was wasting more time re-doing things because they were done haphazardly. Being mindful of what you are doing results to more quality work. How can you be mindful when you're doing 2-3 things at the same time.
Monday, March 14, 2011
WHAT CUSTOMERS REALLY WANT
WHAT CUSTOMERS REALY WANT
from the article "10 Things All Customers Want"
By Steve Tobak | February 1, 2011
http://www.bnet.com
Never before in history has a society bought and sold so much stuff. We’re all part of a giant food chain of products and services. That means, in all likelihood, that you’re not only a customer, but you have customers, too.
Since you’re on both sides of the equation, it stands to reason that you’d treat your customers the same way you’d want to be treated, right? It seems so obvious.
But do we do that? Do we do the obvious thing? No, most of us don’t. Instead, we hoist customers high up on some pedestal. And because we revere them, we treat them differently … when we shouldn’t.
We think of our customers as authority figures. And how do we interact with authority figures? Our parents, our teachers, our bosses? Differently. We’re not genuine with them because we’re afraid it will change their opinion of us. We put on airs. We spin the truth.
That’s dysfunctional behavior with all sorts of unintended consequences.
I’ve been selling products and services as far back as I can remember. My customers have ranged from corporate giants to tiny startups, from engineers to CEOs, from Tokyo to Istanbul. And you know what? They all want the same things. Some are relatively straightforward while others are counterintuitive. In any case, here are …
10 Things All Customers Want
1. Your honest assessment of the competition. Customers want information. And if you can be balanced and honest about it, they’d love to get your assessment of the competition.
2. Bad news. Give it to them straight, face-to-face, in a timely manner. Moreover, be prepared to pull out all the stops to make things right for them. Bad news is part of life and business. It happens. Deal with it.
3. The truth about your company or product’s shortcomings. You know they’re going to figure it out sooner or later. Don’t you think it’s a better idea for them to hear it from you first? Encourage them to provide honest feedback in real time so you’ve at least got a chance to address their concerns openly.
4. Be there when they need you. Availability in real time is everything, these days. It saves them time and that’s huge. Be there when they need you. It’ll make all the difference.
5. Something that goes beyond the call of duty.
6. Cut out the small talk. Time is everyone’s most precious asset these days; don’t waste it.
7. Make their jobs easier. When was the last time you actually asked what will make their jobs easier, what their specific priorities are with respect to the product or service you provide, what you can do differently to be a better vendor, or what keeps them up at night?
8. Give them your undivided attention. Don’t take calls or visitors when you’re meeting with them. Don’t get easily distracted, either; just pay attention and listen when they talk.
9. Pick up the phone and call. When it’s something important to them, picking up the phone and calling instead of emailing, every so often, is a big deal.
10. Thank them for their business. Next time you see your customer, look him straight in the eye and tell him how much you enjoy working with him and appreciate the opportunity.
Bottom line. Every single one of you could have written this post by putting yourself in your customer’s shoes. It should be easy, since you’re somebody else’s customer. So do that. You’ll be amazed by what you come up with.
MY THOUGHTS
i keep going to a certain store or establishment because they treat me well. by 'well' i mean they they are available for questions, they go away when i don't want them around, they show they care without being patronizing. the author of this article is right - think of yourself as a customer. then deal with your customers the way you want to be treated.
from the article "10 Things All Customers Want"
By Steve Tobak | February 1, 2011
http://www.bnet.com
Never before in history has a society bought and sold so much stuff. We’re all part of a giant food chain of products and services. That means, in all likelihood, that you’re not only a customer, but you have customers, too.
Since you’re on both sides of the equation, it stands to reason that you’d treat your customers the same way you’d want to be treated, right? It seems so obvious.
But do we do that? Do we do the obvious thing? No, most of us don’t. Instead, we hoist customers high up on some pedestal. And because we revere them, we treat them differently … when we shouldn’t.
We think of our customers as authority figures. And how do we interact with authority figures? Our parents, our teachers, our bosses? Differently. We’re not genuine with them because we’re afraid it will change their opinion of us. We put on airs. We spin the truth.
That’s dysfunctional behavior with all sorts of unintended consequences.
I’ve been selling products and services as far back as I can remember. My customers have ranged from corporate giants to tiny startups, from engineers to CEOs, from Tokyo to Istanbul. And you know what? They all want the same things. Some are relatively straightforward while others are counterintuitive. In any case, here are …
10 Things All Customers Want
1. Your honest assessment of the competition. Customers want information. And if you can be balanced and honest about it, they’d love to get your assessment of the competition.
2. Bad news. Give it to them straight, face-to-face, in a timely manner. Moreover, be prepared to pull out all the stops to make things right for them. Bad news is part of life and business. It happens. Deal with it.
3. The truth about your company or product’s shortcomings. You know they’re going to figure it out sooner or later. Don’t you think it’s a better idea for them to hear it from you first? Encourage them to provide honest feedback in real time so you’ve at least got a chance to address their concerns openly.
4. Be there when they need you. Availability in real time is everything, these days. It saves them time and that’s huge. Be there when they need you. It’ll make all the difference.
5. Something that goes beyond the call of duty.
6. Cut out the small talk. Time is everyone’s most precious asset these days; don’t waste it.
7. Make their jobs easier. When was the last time you actually asked what will make their jobs easier, what their specific priorities are with respect to the product or service you provide, what you can do differently to be a better vendor, or what keeps them up at night?
8. Give them your undivided attention. Don’t take calls or visitors when you’re meeting with them. Don’t get easily distracted, either; just pay attention and listen when they talk.
9. Pick up the phone and call. When it’s something important to them, picking up the phone and calling instead of emailing, every so often, is a big deal.
10. Thank them for their business. Next time you see your customer, look him straight in the eye and tell him how much you enjoy working with him and appreciate the opportunity.
Bottom line. Every single one of you could have written this post by putting yourself in your customer’s shoes. It should be easy, since you’re somebody else’s customer. So do that. You’ll be amazed by what you come up with.
MY THOUGHTS
i keep going to a certain store or establishment because they treat me well. by 'well' i mean they they are available for questions, they go away when i don't want them around, they show they care without being patronizing. the author of this article is right - think of yourself as a customer. then deal with your customers the way you want to be treated.
Sunday, August 29, 2010
How to Be the Ideal Employee
How to Be the Ideal Employee
By Margaret Heffernan
I’ve been talking to a lot of graduating classes lately, and they all ask the same question: what makes for the ideal employee?
There isn’t such a creature, I answer. The best are always their own people. But there are three kinds of people I don’t think
any company can live without. I think of them in terms of the three very best people I’ve been lucky enough to have work for me.
Here’s what they had that others didn’t:
The first fulfilled a function that has gone severely out of fashion: she was a terrific interstitial worker, filling in the
gaps between departments, between specialties, between projects. With an uncanny ability to spot the cracks through which
information, details and responsibility disappeared, she fixed things before they went wrong. She would also tell me when I was
making a dumb decision. Everyone knows it’s stupid to surround yourself with yes men and sycophants. But the trick is to find
people who believe in the mission but remain critically aware. She did that all the time.
The second had Zeitgeist. I never figured out how she did this, but she had a true sense of what was going on in the world:
street sense. She could work in any medium, on any kind of project, and her work was always in tune with the times — cool and
credible. Apart from her ability to work like a Trojan, she never stopped looking and thinking, and she never became cynical.
Every day, every project was a fresh opportunity to learn and to shine. She was the only person I’ve ever known with endless
creative resilience.
The third just had quality. He wasn’t an innovator, and in a flashy, egotistical industry (television), he didn’t make a splash.
What he did have was a burning desire for serious work and a real respect for the people he worked with. As a result, good
people loved working with him. I knew I could always trust him to aim high and never cut corners. He built relationships with
his team that lasted for years, because he cared about everyone’s success.
Did they work for me — or did I work for them? I couldn’t say. I’d argue that no business can succeed without people like this.
What other qualities do you think are essential to great employees?
MY THOUGHTS
ideal? maybe someone who has both his heart and head on the job? we can't have those smart but heartless workers. nor the
softiy bimbos.i guees, someone who produces the results and encourages others to do the same?
By Margaret Heffernan
I’ve been talking to a lot of graduating classes lately, and they all ask the same question: what makes for the ideal employee?
There isn’t such a creature, I answer. The best are always their own people. But there are three kinds of people I don’t think
any company can live without. I think of them in terms of the three very best people I’ve been lucky enough to have work for me.
Here’s what they had that others didn’t:
The first fulfilled a function that has gone severely out of fashion: she was a terrific interstitial worker, filling in the
gaps between departments, between specialties, between projects. With an uncanny ability to spot the cracks through which
information, details and responsibility disappeared, she fixed things before they went wrong. She would also tell me when I was
making a dumb decision. Everyone knows it’s stupid to surround yourself with yes men and sycophants. But the trick is to find
people who believe in the mission but remain critically aware. She did that all the time.
The second had Zeitgeist. I never figured out how she did this, but she had a true sense of what was going on in the world:
street sense. She could work in any medium, on any kind of project, and her work was always in tune with the times — cool and
credible. Apart from her ability to work like a Trojan, she never stopped looking and thinking, and she never became cynical.
Every day, every project was a fresh opportunity to learn and to shine. She was the only person I’ve ever known with endless
creative resilience.
The third just had quality. He wasn’t an innovator, and in a flashy, egotistical industry (television), he didn’t make a splash.
What he did have was a burning desire for serious work and a real respect for the people he worked with. As a result, good
people loved working with him. I knew I could always trust him to aim high and never cut corners. He built relationships with
his team that lasted for years, because he cared about everyone’s success.
Did they work for me — or did I work for them? I couldn’t say. I’d argue that no business can succeed without people like this.
What other qualities do you think are essential to great employees?
MY THOUGHTS
ideal? maybe someone who has both his heart and head on the job? we can't have those smart but heartless workers. nor the
softiy bimbos.i guees, someone who produces the results and encourages others to do the same?
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