When information needs to be given quickly, there is no better way than by email. Unfortunately, with the benefit of speed come some problems that are not always predictable. Employees need to all be consistent in the way they engage with email and ensure that it is true to the values of the organisation.
Overall you should lead your in-box rather than be led by it.
How to take control?
- Book an appointment with it
- Ring fence the time you spend on the email
- Create 3 subfolders and put a #before the title so that they stay at the top
- #Waiting for
- #Read review
- Take the alert off, so you choose to go in, not “it” inviting you
- Remember email is not a to-do list
- email is “real” work integrate it appropriately
- The signature should be clear and accurate and all communication devices
- Take action immediately where you can
- Unsubscribe there and then
- Be realistic – zero in-box does not work for everyone
“Anyone with an inbox knows what I’m talking about. A dozen emails to set up a meeting time. Documents attached and edited and reedited until no-one knows which version is current. Urgent messages drowning in forwards and cc’s and spam” – Ryan Holmes
For a 90 minute workshop on making email work for you, please contact email@example.com for more courses tour our website www.nuggetsoflearning.co.uk
How do you get to hear everything that is going on at your company? The smokers used to have all the insights, hard to advocate smoking in order to become savvy. In the US they would use the term the “water cooler chat”, so how do we really find out what the Directors are up to.
The word savvy itself, what does it really mean “shrewdness and practical knowledge; the ability to make good judgements”. So to be shrewd you got to be right place at the right time and then also the ability to filter fact from fiction. Savvy in my eyes is also quite cool some-one who just gets it.
From a company perspective you need three types of savvy to understand the full picture:-
- Business savvy – the numbers – what is the profit and loss?
- Organisational savvy – the people – how do you get things done around here, who do you know in finance, etc..?
- Contextually savvy – the outside – what is the bigger picture telling you about your own company? competitors, politics, economics etc…
Where they meet in the middle is an individual with their eyes wide open.
By becoming savvy we can begin to have an influence over decisions as we armed with knowledge.
Take a tour of our website to find more nuggets www.nuggetsoflearning.co.uk
“What are we saying goodbye to…?”
“What do we want to say hello to…?”
A new year can be great to focus on what matters most. There are so many books and guides on how to set goals. However keep it simple and stick at it and the difference for 2017 could be the turning point.
Think of three things that will make the biggest difference to you and your business:-
- Putting your fees up
- Working less hours
- Developing two new areas of the business
To focus on these three areas what do you have to say goodbye to and hello to.
If you put your fees up, you might have to say goodbye to certain Clients and sometimes this might be the maturity of the business and the right thing to do. You are saying hello to being a credible business where you have identified your worth and you are charging the right rate for your expertise.
Working less hours also might be saying goodbye to certain areas of the business that you have been enjoying, however on reflection could be done by some-one else. You may well be saying hello to more time with your family or learning something completely new.
Developing two new areas of the business may well mean dropping some less profitable parts and creating and saying hello to a new product or service.
I always believe “What gets written gets done” – write down just three things that will have the biggest difference.
A very Happy Christmas from the team at nuggets and we will be with you again in 2017.
In the meantime please contact firstname.lastname@example.org
When making a decision have you considered all the key elements and does your personality have a bias as to where you spend your time whilst making a decision.
- Have you considered all the rules and policy, followed the process and rigour surrounding the issue?
- Have you tested against your own values?
- Have you looked at the impact on everyone involved?
- Finally does the decision you make, seem financially and commercially viable?
We can make these questions even tighter by giving them labels and categories for you to think about.
The 4P model of making better decisions. Take your time and work your way through each “P”. Follow a structure will in inevitably give you a more illuminating view of the landscape.
If I did not have the 4P structure my personality would want to spend more time on the people and principles. Be disciplined and allocate the same percentage of time to each “P”.
Making better decisions is a key leadership skill, for coaching or development please do contact email@example.com
Becoming clear on a decision, and thinking as a group should be fun and challenging. A lot will depend on the structure put in place to ensure everyone feels confident with the process. Brain storming can often feel brain draining if you do not have a right brain orientation. Traditionally left brain thinkers prefer structure, digital and organised data. It can be a very distinct turn off to be asked for arbitrary ideas to be displayed on coloured post-its.
Hexagon mapping appeals to right and left brain thinkers. The colour and general similarity to brain storming engages the right and the left like the mathematical structure the hexagons provide once displayed.
The system was devised by Anthony Hodgson in the 70’s his aim was better decision making through holistic thinking.
- The process begins with a really good trigger question that all participants can engage with.
- The second stage is to capture every single idea on separate hexagons.
- The group should be asked for ideas individually in the same order each time until everyone has no ideas left.
- The team should stand back from the hexagons and them cluster them if they are saying the same thing.
The process is fast and effective and appeals to all.
Please do get in touch if your team would benefit from hexagon mapping firstname.lastname@example.org
Do you judge a book by its cover? Therefore why do so many companies lack the foresight to create a good welcome. The word itself is important and should be displayed or used as much as possible in those crucial first minutes.
As a facilitator I visit so many different reception desks and you would be amazed at the lack of signage of the company you are visiting.
The large corporates sweep you into some enormous glass atrium where the security is so scary you think you are taking a long haul flight rather than a one hour meeting.
Large or small you can still make it personable:-
- Does your reception areas display the word “Welcome” anywhere?
- Do you have your company name on display?
- Are the reception team welcoming – smiling/good eye contact and even better expecting the visitors for the day?
- Go through security with your visitors, come down to reception, be with them
- Always let visitors know where facilities are, however short their visit
- Waiting areas should have relevant reading material and papers should always be that day
- If you have a TV put the volume up
- Provide coffee making facilities or offer a coffee
The ultimate is the reserved parking space and the sign in reception to say today we are welcoming…
Please do get in touch with your thoughts on a welcome email@example.com
I am from Generation X, delivering workshops now to Millennials. What do I need to know? Do I believe all the stories about short attention span, lack of commitment and even the word “lazy”.
As a facilitator you guide the thinking in the room and you would never categorise people, so do I need to understand a Millenial. Always keen to upskill I attended a workshop delivered by Alice Burks of Adaptis and this is my summary of what I learnt:-
- What is a Millenial? = born between 1980 – 2000
- Interested in career waves not career ladders
- They develop themselves for industry not a company
- Very good at knowledge harvesting
- Ongoing learning is crucial
- Want to be developed and stay
- Project variety
- Top values for Millenials are:
- time off
- Don’t like being told
- Reverse mentoring – believe knowledge is everywhere
- Millenials want to lead
The list is refreshing as it is not that dissimiliar to our own generation and certainly as a Facilitator they would be the group you would want in the room.
In summary Millenials have come of age during a financial crisis, they are more connected with a global network and have been immersed in technological change. They want to be able to work in a way that suits their lifestyle and as leaders will encourage flexibility. Ideally they desire personal values to be aligned with company values.
Please do contact firstname.lastname@example.org for workshops and coaching in developing yourself or your team.