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7 Unexpected Ways To Maximize Your Productivity

7 Unexpected Ways To Maximize Your Productivity

You have a digital notebook and you use the best task management system. You know how to make a schedule. You’re awesome at tracking details. You respond to emails quickly. But you’re still looking for ways to amp it up, because you know you can do even better.

1. Sleep more, not less.

Too little sleep, poor sleep, interrupted sleep, and/or health problems which interfere with sleep all add up to one negative: fatigue. And fatigue has a big, bad effect on your productivity. One study, completed in 2010, estimated the annual cost of fatigue-related productivity loss at almost $2000 per employee. Chronic sleep deprivation has some pretty severe results, such as increased anxiety, poor memory, and, ultimately, impaired cognitive function.

In other words, without adequate sleep, your brain just won’t work as well. So even if you have a great plan, a well-ordered to-do list, and all the tools you need, without enough sleep, you are apt to be sluggish and unfocused. All the tricks in the book won’t help maximize productivity if your brain—the ultimate productivity machine—really needs a nap.

2. Do less, not more.

Productivity is not about doing more in less time. What good is doing more if what you’re doing is not the real work that is needed? In fact, trying to do more is often where we waste time. Science has proven that multitasking is not something the human brain is wired to do.

The more you pile on your plate (or calendar, or notebook, or to-do list, or task manager), the more time you have to spend deciding what you’ll do next. And making decisions not only eats up valuable time, it depletes your ever-important reserve of willpower.

One simple solution will solve both of these productivity killers: try to do less.

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Limit the number of open projects you are involved in at any one time. I realize that’s not always possible: sometimes your project list depends on your boss or your significant other more than it does on you.

If you find yourself overloaded, though, an appeal can work: “I’d love to tackle this project; would you be okay if I first complete XYZ project, so I’ll have the time and attention I need to devote to this new idea?”

Severely limit what you allow yourself to put on your daily and weekly to-do lists. At the beginning of the week, choose the top few things you want to accomplish. At the beginning of each day, decide on three tasks you will complete that will move you toward hitting this week’s desired accomplishments.

3. Become less available.

Being the one who is always dependable comes with a certain benefit: people look up to you. They respect you. They know you’ll get the job done.

It also comes with a certain problem: people will ask more of you if they know they can depend on you.

It’s good to help friends, and it’s something you should do. But it isn’t something you should do all the time. Choosing to be less immediately available sets up an automatic filter.

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Don’t be the person with his phone glued to his hand at all times. Don’t be the gal who answers every text, call, or email in five minutes or less. People can wait, and if it’s important that you be the one involved, they will wait for your response.

4. Limit meetings.

Meetings are notorious black holes, eating up productivity in return for, well, nothing. A vacuum. While you might find plenty of good advice for how to get more out of meetings—keep meetings short, keep them focused, meet objectives, and so on—here’s one simple but extremely effective approach: limit meetings altogether.

If you’re the boss, simply quit putting them on the schedule or making yourself available for every meeting request that comes across your desk (see #3, above, Become less available). If you don’t have that authority, start making appeals. Before you just give in and show up, chalking another afternoon lost to the voracious productivity-eating machine that is a meeting, get in touch with the organizer and ask these questions:

  • What’s on the agenda for this meeting?
  • What are your objectives for this meeting?
  • Why do you want me to be there?
  • What do you expect me to contribute?
  • Is there some way I can contribute without being present at the meeting?

If the meeting organizer is also your supervisor or coworker, appeal on the basis of lost productivity. Ask something like this: “Would you rather I make some insanely awesome progress on this project we’re doing, or go sit in this meeting for 2 hours and accomplish nothing?”

5. Measure your production.

We often don’t know how to measure productivity on the projects we are involved in. Maybe it’s an ongoing project, or something big and complex, or something creative and intangible. In any case, it can be hard to pin down what production looks like.

The problem is, however, that if you don’t really know what production looks like, you can’t tell if you’re being productive.

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Solve this problem of fuzzy productivity by hammering out a way to measure the production with each project you have going. This might be something like a timeline, with milestones for certain achievements in the project as you go: you measure your progress by seeing how closely you can stay aligned with the projected timeline.

Or it might be something like a quota, either daily or weekly, of the key tasks or deliverables that need to be done.

Or it might be something entirely different: words written, calls made, money pledged, emails answered, applications sent.

Figure out exactly what production means for each project, and then you can maximize that productivity. Keep track of your production every time you work on the project. Just the knowledge of exactly what you should be doing to be productive is helpful for focusing your brain.

Keeping track of how much you can achieve becomes a game you play with yourself, one that spurs you to perform better each time you do the work.

6. Forget big goals; focus on small gains.

Big goals are good, but tracking progress on big goals can be depressing. We need to see progress in order to be motivated to keep making progress. Otherwise, we get discouraged and start to question everything.

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Unfortunately, we often buy into the idea of having big goals without understanding how to approach them. Every big goal is achieved by a series of small, incremental gains. This is old news: eat the elephant one bite at a time, take that journey one step at a time. Even though we know and understand this concept, we don’t know how to apply it.

The key is to set a big goal, then forget about it for a while. Instead, figure out what small gains you need to make weekly, even daily, and focus on those. Ignore the big goal, for a while, and just focus on getting to those small gains. Every now and then, look up at the big goal again and see how far those small gains have carried you toward reaching it.

7. Build healthy habits.

Your brain is the essential ingredient in any effort at a productive life. And your brain is part of your body. If you don’t take care of your body, you aren’t taking good care of your brain.

Healthy habits include getting adequate and good sleep, exercising, and eating food that fuels you instead of weighing you down. They also include balancing your time between focused work and downtime, solitude and social activities, physical and mental effort.

Focus on building or reinforcing one healthy habit every week, and cycle through the habits you want to establish. The stronger these healthy habits are in your life, the more productive you will be by default.

Featured photo credit: Zach Dischner via flickr.com

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Last Updated on March 15, 2019

How to Be a Leader Who Is Inspiring and Influential

How to Be a Leader Who Is Inspiring and Influential

When I began managing people 15 years ago, I thought having a fancy title was synonymous with influence. Over time, I learned that power is conferred based on likeability, authenticity, courage, relationships and consistent behavior. When leaders cultivate these attributes, they earn power, which really means influence.

Understanding influence is essential to professional growth, and companies rise and fall based on the quality of their leadership.

In this article, we will look into the essentials of effective leadership and how to be a leader who is inspiring and influential.

What Makes a Leader Fail?

A host of factors influence a leader’s ability to succeed. To the extent that leaders fail to outline a compelling vision and strategy, they risk losing the trust and confidence of their teams. Employees want to know where a company is going and the strategy for how they will get there. Having this information enables employees to feel safe, and it allows them to see mistakes as part of the learning journey versus as fatal occurrences.

If employees and customers do not believe a company’s leadership is authentic and inspiring, they may disengage, or they may be less inclined to offer constructive criticism that can help a company innovate or help a leader improve.

And it is not just the leadership at the top that matters. Middle managers play a distinct role in guiding teams. Depending on the company’s size, employees may have more access to mid-level managers than they do members of the C-suite, meaning their supervisors and managers have greater influence on the employee and the customer experience.

What Is Effective Leadership?

Effective leadership is inspiring, and it is influential. Cultivating inspiring and influential leaders requires building relationships across the company.

Leaders must be connected to both the teams they lead as well as to their own colleagues and managers. This is key as titles do not make a person a leader, nor do they automatically confer influence. These are earned through trusting relationships. This explains why some leaders can get more out of their teams than others and why some leaders experience soaring profits and engagement while others sizzle out.

Eric Garton said in an April 25, 2017, Harvard Business Review article:[1]

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“… inspiring leaders are those who use their unique combination of strengths to motivate individuals and teams to take on bold missions – and hold them accountable for results. And they unlock higher performance through empowerment, not command and control.”

How to Be an Inspiring and Influential Leader

To be an inspiring and influential leader requires:

1. Courage

The late poet Maya Angelou once said,

“Courage is the most important of all the virtues, because without courage you can’t practice any other virtue consistently. You can practice any virtue erratically, but nothing consistently without courage.”

Courage is required in the workplace when implementing new strategies, especially when they go against professional norms.

For instance, I heard Lisa TerKeurst, bestselling author and founder of Proverbs 31 Ministries, explain her decision to move away from her company’s magazine. While the organization had long had a magazine, she saw a future where it didn’t exist.

In order to make the switch, she risked angering her team members and customers. She took a chance, and what started out as a monthly newsletter, has grown into a multi-dimensional organization boasting half a million followers. Had Lisa not found the courage to change the direction of her organization, they undoubtedly would not have been able to experience such exponential growth.

It also takes courage to give and receive feedback. When leaders see employees who are not living into the company’s mission or who are engaging in behavior that may undermine their long-term success, one must risk temporary angst and speak candidly with the colleague in question.

Similarly, it takes courage to hear constructive criticism and try to change. In business, as in life, courage is necessary for being an inspiring and influential leader.

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2. A Commitment to Face Your Internal Demons.

If you feel great about yourself, enter a leadership position. You are likely to be triggered in ways you didn’t think possible. You are also likely to receive feedback that may leave you second-guessing yourself and your leadership skills.

The truth about leading others is that you get to a point where you realize that it is difficult to take people to places where you yourself haven’t gone.

To be an influential and inspiring leader, you have to face your own demons and vow to continually improve. Influential leaders take their personal evolution serious, and they invest in coaching, therapy and mindfulness to ensure that their personal struggles do not overshadow their professional development.

3. A Willingness to Accept Feedback

Inspiring and influential leaders are not afraid to accept feedback. In fact, they actively solicit it. They understand that everyone in their life has a lesson to teach them, and they are willing to accept it.

Inspirational leaders understand that feedback is neither good nor bad but rather an offering that is critical to growth. Even when it hurts or is an affront to the ego, influential leaders understand that feedback is critical to their ability to lead.

4. Likability

Some people will argue that leaders need not worry about being liked but should instead focus on being respected. I disagree. Both are important.

When team members like their boss and believe their boss likes them, they are more likely to go the extra mile to fulfill departmental or organizational goals. Likable leaders are moved to the front of the line when it comes to being influential.

Relatedly, when colleagues feel management dislikes them, they experience internal stress and can spend unnecessary time focusing on the source of their manager’s discontent versus the work they have been hired to do.

So, likability is important for both the leader and the people she leads.

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5. Vulnerability

Vulnerability is critical for being an inspiring leader. People want the truth. They admire leaders who can occasionally demonstrate vulnerability. It promotes deeper relationships and inspires trust.

When leaders can showcase vulnerability appropriately, they destroy the illusion that one must be perfect to be a leader. They also demonstrate that vulnerability is not a dirty word; they too can be vulnerable and ask for a helping hand when necessary.

6. Authenticity

Authenticity is about living up to one’s stated values in public and behind closed doors.

Influential leaders are authentic. They set to live out their values and use those values to guide their decisions. The interesting thing about leadership is that people are not looking for perfect leaders. They are, in part, looking for leaders who are authentic.

7. A True Understanding of Inspiration

Effective leaders are inspirational. They understand the power of words and deeds and use both strategically.

Inspiring leaders appropriately use stories and narratives to enable the teams around them to see common situations in an entirely new light.

Inspirational leaders also showcase grit and triumph while convincing the people around them that success and victory are attainable.

Finally, inspiring leaders encourage the teams they lead to tap into their own genius. They convince others that genius is not reserved for a select few but that most people have it in them.

As explained in the article True Leadership: What Separates a Leader from a Boss:

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“A leader creates visions and motivates team members to work together towards the same goal.”

8. An Ability to See the Humanity in Others

Inspiring and influential leaders see the humanity in others. Rather than treating their teams as mere tools to accomplish organizational goals, they believe the people around them are unique beings with inherent value.

This means knowing when to pause to address personal challenges and dispelling with the myth that the personal is separate from the professional.

9. A Passion for Continual Learning

Inspiring and influential leaders are committed to continual learning. They invest in their own development and take responsibility for their professional growth.

These leaders understand that like a college campus, the workplace is a laboratory for learning. They believe that they can learn from multiple generations in the workplace as well as from people from diverse racial and ethnic backgrounds.

Influential leaders proactively seek out opportunities for learning.

The Bottom Line

No one said leadership was easy, but it is also a joy. Influencing others to action and positively impacting the lives of others is a reward unto itself.

Since leadership abounds, there is an abundance of resources to help you grow into the type of leader who inspires and influences others.

More Resources About Effective Leadership

Featured photo credit: Markus Spiske via unsplash.com

Reference

[1] Harvard Business Review: How to Be an Inspiring Leader

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