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Showing posts from October, 2009

How do you remember to do everything?

Pretty much everyone has a huge stack of items that they need to do. When seeing the amount of confusion that this can cause it raises the question of how do you remember everything that you have to do.


At most people's disosal are existing systems that can be used to capture all of this information. Whether this is a CRM system, email, paper or something else there is one thing that is certainly true. If we keep it only in our heads thenwe risk a continuous state of confusion.
If this situation applies to you then the following considerations may help you to enjoy more productive days:

- find a way to get your list of tasks out of your head on an ongoing basis.

- decide how you are going to prioritise your activities.

- keep your lists up to date and maintain a flow within your list, flush tasks when they stagnate (either do them or remove them from your list if no longer relevant).


Keep your brain working at full tilt through better organisation of your list of tasks and watch y…

How do you work out your priorities?

When faced with a massive list of tasks that need to be completed, and let's say that some of them will affect the ability to improve your businesses, how do you choose the right task to start with?

I have seen many justifications for people choosing what is considered a real priority - that one thing that must be completed first, and in many cases there was no rationale behind the choice.

If you ever find yourself in this situation then I offer a simple consideration to help you find the most important activity to focus on.

Evaluating your task list in terms of urgency (or deadlines) and impact (the benefit of doing the work versus consequences of not doing the work) can make the top task stand out, hence making it an easier decision.

Try it and see how you get on.


Smartspeed Consulting Limited
'For When Results Matter'
http://www.smartspeed.co.uk/

What do you really want?

Have you ever been to that meeting where various issues get discussed and consensus is achieved, yet the actions don’t seem to reflect what was discussed?

What is the reason for this, and how do we overcome this problem in the future?

In many cases the level of information is not sufficient. Time that passes between the agreement of the action and its execution can be too long, allowing the gist of the action to change. Having a slightly higher level of information can make a difference in that the accuracy of the action can be improved. We’re not talking about huge increases in information, just that little bit more that can help give the exact outcome you’re looking for.

So how can you proceed if you are faced with this situation?

Confirm the action with the people responsible so that clarity is present (so that only one outcome can occur) and help them to schedule their activity so that the task gets done sooner rather than later.


Smartspeed Consulting Limited
'For When Result…