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How to Cope with More of Those Pesky Distractions

How to Cope with More of Those Pesky Distractions

Using “concentric defenses” to keep off interruptions you can’t avoid in other ways
Bamburgh Castle, England

Most of the articles you read about dealing with time- and attention-wasting distractions concentrate on avoiding them altogether (shutting yourself away, better organization, better time allocation) or not adding to their number yourself (minimizing responding to e-mails and IMs, filtering phone calls, avoiding gossiping).

This is fine. But what about those that simply get through such defenses: the phone calls you can’t avoid, the personal visits to your desk, the calls from your boss? Are there any ways to deal with those and still keep your mind focused on what you need to be doing?

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There are; and that’s the subject of this article.

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What are “concentric defenses?”
The approach I’m advocating is based on the idea of “concentric defenses:” an idea first used by builders of medieval castles. The concept is simple: you start with an outer defense — maybe a ditch or moat — to try to prevent attackers ever reaching you. If that fails, they are faced with high walls and guard towers. Capture those and you find another set of walls and towers inside them. In effect, the attacker has to start all over again.

Drawing of concentric castle

Most castles of this type had maybe three lines of defense, including the moat. Some had four, with a final tower or “keep” inside the second set of walls. I’m suggesting six progressive lines of defense against distractions and interruptions, so you can deal with everything from the thoughtless colleague to the boss who demands that you drop everything else and attention to her need — now!

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The six concentric defenses against distractions and interruptions

Here they are. I’m going to assume that you’ve already tried the conventional means of avoid the distractions (noted above) and it’s either broken through or wasn’t going to be stopped by those anyway:

  • The first defense is the simplest: simply ignore the distraction altogether. This won’t work with a personal caller, but it can be done with phone calls and e-mails — so long as you are sure who’s calling. Ignore the interruption until you’re ready to deal with it — which may be never.
  • Your second line of defense should be to note down the subject of the interruption — so you can be sure of dealing with it later — then pay it no further attention. This works well with e-mail requests for data or simple phone calls. Even a few personal visits can be handled this way, so long as the visitor doesn’t expect an extended conversation. Make sure you do get back to it and supply what was asked for. That way, people will trust the process in future and not expect anything else to make them feel certain that you’ve heard.
  • The third line is to deal with those who need to know, clearly, that you’ve heard them and will respond in due course. I call this “acknowledge, note, repeat, and shelve.” Acknowledge the request; make sure they see you note it down (or assure them that you’re doing so); repeat back, if necessary; then shelve. The same proviso applies as with the previous defense: you must prove that you will deal with whatever they wanted — only later, when it suits your schedule.
  • That still won’t be enough for some people, who suspect you’re fobbing them off and will simply ignore what they want; or that “when it suits you” may turn out to be some indefinite time, far in the future, when the response will be useless anyway. For that, use the fourth defense line: “acknowledge, schedule, repeat with scheduled time, and shelve.” You acknowledge the request, set a definite time to deal with it, repeat the time to show you’re committed to it, then shelve the request until then. This works very well with boss-generated requests of a non-urgent nature.
  • By now we’re down to those interrupters who simply won’t accept a promise to deal with the need later. For them, I suggest the fifth line: “Acknowledge, do the minimum, schedule the rest, then shelve and get on.” You acknowledge what they want, do the absolute minimum you can to deal with it right away (to demonstrate that you really will give them what they want), set a firm schedule to complete the job, and shelve it until then. You’ve suffered some interruption, but probably not enough to set you back seriously with what you were doing. This should be your automatic defense for bosses who demand to see action on your part, even when the request is not really that urgent.
  • The final, sixth line of defense is the one you should use with the boss who won’t be satisfied with anything less than instant action on your part, however much that interferes with your other work. In such cases, you need to reverse one of the earlier defenses: you acknowledge the request, note down carefully exactly where you are in what you are currently doing (so you can get back to that place quickly afterwards), deal FULLY with the boss’s imperious demands, and forget about what you had to set aside to do this.

    This last step is vital. If you keep thinking about what you had to leave to deal with the boss’s demands, you’ll feel more and more anxious and frustrated; plus you won’t really have all your mind on whatever you’re having to do to satisfy the boss. It may therefore take you longer, and that will certainly make you feel more angry and stressed.

That is my list of suggestions. You may have found other ways of dealing with distractions you didn’t generate yourself and you can’t avoid. If so, add a comment to this article and share them with other readers, please. Today may be the day you help someone who’s struggling with a problem you know how to solve.

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Last Updated on January 6, 2021

14 Ideas on How to Measure Productivity to Make Progress

14 Ideas on How to Measure Productivity to Make Progress

Everyone has heard the term productivity, and people talk about it in terms of how high it is and how to improve it. But fewer know how to measure productivity, or even what exactly we are talking about when using the term “productivity.”

In its simplest form, the productivity formula looks like this: Output ÷ Input = Productivity.

For example, you have two salespeople each making 10 calls to customers per week. The first one averages 2 sales per week and the second one averages 3 sales per week. By plugging in the numbers we get the following productivity levels for each sales person.

For salesperson one, the output is 2 sales and the input is 10 sales: 2 ÷ 10 = .2 or 20% productivity. For salesperson two, the output is 3 sales and the input is 10 sales: 3 ÷ 10 = .3 or 30% productivity.

Knowing how to measure and interpret productivity is an invaluable asset for any manager or business owner in today’s world. As an example, in the above scenario, salesperson #1 is clearly not doing as well as salesperson #2.

Knowing this information we can now better determine what course of action to take with salesperson #1.

Some possible outcomes might be to require more in-house training for that salesperson, or to have them accompany the more productive salesperson to learn a better technique. It might be that salesperson #1 just isn’t suited for sales and would do a better job in a different position.

How to Measure Productivity With Management Techniques

Knowing how to measure productivity allows you to fine tune your business by minimizing costs and maximizing profits:

1. Identify Long and Short-Term Goals

Having a good understanding of what you (or your company’s) goals are is key to measuring productivity.

For example, if your company’s goal is to maximize market share, you’ll want to measure your team’s productivity by their ability to acquire new customers, not necessarily on actual sales made.

2. Break Down Goals Into Smaller Weekly Objectives

Your long-term goal might be to get 1,000 new customers in a year. That’s going to be 20 new customers per week. If you have 5 people on your team, then each one needs to bring in 4 new customers per week.

Now that you’ve broken it down, you can track each person’s productivity week-by-week just by plugging in the numbers:

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Productivity = number of new customers ÷ number of sales calls made

3. Create a System

Have you ever noticed that whenever you walk into a McDonald’s, the French fry machine is always to your left? 

This is because McDonald’s created a system. They have determined that the most efficient way to set up a kitchen is to always have the French fry machine on the left when you walk in.

You can do the same thing and just adapt it to your business.

Let’s say that you know that your most productive salespeople are making the most sales between the hours of 3 and 7 pm. If the other salespeople are working from 9 am to 4 pm, you can potentially increase productivity through something as simple as adjusting the workday.

Knowing how to measure productivity allows you to set up, monitor, and fine tune systems to maximize output.

4. Evaluate, Evaluate, Evaluate!

We’ve already touched on using these productivity numbers to evaluate and monitor your employees, but don’t forget to evaluate yourself using these same measurements.

If you have set up a system to track and measure employees’ performance, but you’re still not meeting goals, it may be time to look at your management style. After all, your management is a big part of the input side of our equation.

Are you more of a carrot or a stick type of manager? Maybe you can try being more of the opposite type to see if that changes productivity. Are you managing your employees as a group? Perhaps taking a more one-on-one approach would be a better way to utilize each individual’s strengths and weaknesses.

Just remember that you and your management style contribute directly to your employees’ productivity.

5. Use a Ratings Scale

Having clear and concise objectives for individual employees is a crucial part of any attempt to increase workplace productivity. Once you have set the goals or objectives, it’s important that your employees are given regular feedback regarding their progress.

Using a ratings scale is a good way to provide a standardized visual representation of progress. Using a scale of 1-5 or 1-10 is a good way to give clear and concise feedback on an individual basis.

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It’s also a good way to track long-term progress and growth in areas that need improvement.

6. Hire “Mystery Shoppers”

This is especially helpful in retail operations where customer service is critical. A mystery shopper can give feedback based on what a typical customer is likely to experience.

You can hire your own shopper, or there are firms that will provide them for you. No matter which route you choose, it’s important that the mystery shoppers have a standardized checklist for their evaluation.

You can request evaluations for your employees friendliness, how long it took to greet the shopper, employees’ knowledge of the products or services, and just about anything else that’s important to a retail operation.

7. Offer Feedback Forms

Using a feedback form is a great way to get direct input from existing customers. There are just a couple of things to keep in mind when using feedback forms.

First, keep the form short, 2-3 questions max with a space for any additional comments. Asking people to fill out a long form with lots of questions will significantly reduce the amount of information you receive.

Secondly, be aware that customers are much more likely to submit feedback forms when they are unhappy or have a complaint than when they are satisfied.

You can offset this tendency by asking everyone to take the survey at the end of their interaction. This will increase compliance and give you a broader range of customer experiences, which will help as you’re learning how to measure productivity.

8. Track Cost Effectiveness

This is a great metric to have, especially if your employees have some discretion over their budgets. You can track how much each person spends and how they spend it against their productivity.

Again, this one is easy to plug into the equation: Productivity = amount of money brought in ÷ amount of money spent.

Having this information is very useful in forecasting expenses and estimating budgets.

9. Use Self-Evaluations

Asking your staff to do self evaluations can be a win-win for everyone. Studies have shown that when employees feel that they are involved and their input is taken seriously, morale improves. And as we all know, high employee morale translates into higher productivity.

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Using self-evaluations is also a good way to make sure that the employees and employers goals are in alignment.

10. Monitor Time Management

This is the number one killer of productivity in the workplace. Time spent browsing the internet, playing games, checking email, and making personal calls all contribute to lower productivity[1].

Time Management Tips to Improve Productivity

    The trick is to limit these activities without becoming overbearing and affecting morale. Studies have shown that most people will adhere to rules that they feel are fair and applied to everyone equally.

    While ideally, we may think that none of these activities should be done on company time, employees will almost certainly have a different opinion. From a productivity standpoint, it is best to have policies and rules that are seen as fair to both sides as you’re learning how to measure productivity.

    11. Analyze New Customer Acquisition

    We’ve all heard the phrase that “It’s more expensive to get a new customer than it is to keep an existing one.” And while that is very true, in order for your business to keep growing, you will need to continually add new customers.

    Knowing how to measure productivity via new customer acquisition will make sure that your marketing dollars are being spent in the most efficient way possible. This is another metric that’s easy to plug into the formula: Productivity = number of new customers ÷ amount of money spent to acquire those customers.

    For example, if you run any kind of advertising campaign, you can compare results and base your future spending accordingly.

    Let’s say that your total advertising budget is $3,000. You put $2,000 into television ads, $700 into radio ads, and $300 into print ads. When you track the results, you find that your television ad produced 50 new customers, your radio ad produced 15 new customers, and your print ad produced 9 new customers.

    Let’s plug those numbers into our equation. Television produced 50 new customers at a cost of $2,000 (50 ÷ 2000 = .025, or a productivity rate of 2.5%). The radio ads produced 15 new customers and cost $700 (15 ÷ 700 = .022, or a 2.2% productivity rate). Print ads brought in 9 new customers and cost $300 (9 ÷ 300 = .03, or a 3% return on productivity).

    From this analysis, it is clear that you would be getting the biggest bang for your advertising dollar using print ads.

    12. Utilize Peer Feedback

    This is especially useful when people who work in teams or groups. While self-assessments can be very useful, the average person is notoriously bad at assessing their own abilities.

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    Just ask a room full of people how many consider themselves to be an above average driver and you’ll see 70% of the hands go up[2]! Now we clearly know that in reality about 25% of drivers are below average, 25% are above average, and 50% are average.

    Are all these people lying? No, they just don’t have an accurate assessment of their own abilities.

    It’s the same in the workplace. Using peer feedback will often provide a more accurate assessment of a person’s ability than a self-assessment would.

    13. Encourage Innovation and Don’t Penalize Failure

    When it comes to productivity, encouraging employee input and adopting their ideas can be a great way to boost productivity. Just make sure that any changes you adopt translate into higher productivity.

    Let’s say that someone comes to you requesting an entertainment budget so that they can take potential customers golfing or out to dinner. By utilizing simple productivity metrics, you can easily produce a cost benefit analysis and either expand the program to the rest of the sales team, or terminate it completely.

    Either way, you have gained valuable knowledge and boosted morale by including employees in the decision-making process.

    14. Use an External Evaluator

    Using an external evaluator is the pinnacle of objective evaluations. Firms that provide professional evaluations use highly trained personnel that even specialize in specific industries.

    They will design a complete analysis of your business’ productivity level. In their final report, they will offer suggestions and recommendations on how to improve productivity.

    While the benefits of a professional evaluation are many, their costs make them prohibitive for most businesses.

    Final Thoughts

    These are just a few of the things you can do when learning how to measure productivity. Some may work for your particular situation, and some may not.

    The most important thing to remember when deciding how to track productivity is to choose a method consistent with your goals. Once you’ve decided on that, it’s just a matter of continuously monitoring your progress, making minor adjustments, and analyzing the results of those adjustments.

    The business world is changing fast, and having the right tools to track and monitor your productivity can give you the edge over your competition.

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    Featured photo credit: William Iven via unsplash.com

    Reference

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