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Putting the “Pro” in Productivity: 3 Experts Who Know Their Stuff

Putting the “Pro” in Productivity: 3 Experts Who Know Their Stuff

    Productivity experts are a dime a dozen. It seems like every other person who starts to follow me on Twitter is a self-proclaimed productivity expert of one kind or another. It’s definitely one of those industries where it can be very hard to separate the wheat from the chaff, to find a productivity expert that isn’t just “self-proclaimed”, but actually is a bona fide expert who can help people and companies alike to increase their productivity.

    So, what makes a great productivity expert, anyway? It’s a combination of results, writing/professional credentials, and a unique take on the world when viewed through the lens of increasing and dissecting productivity.

    The list below is by no means comprehensive, so don’t take it to heart if your favorite productivity expert didn’t make the list below. If you were going to make a list of every single great and renowned productivity expert, the list would be too long to read.

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    Without further ado, here are a few of the best productivity experts, along with information about their credentials.

    1. Jason Jennings

    Author of: “LESS IS MORE: How Great Companies Use Productivity as a Competitive Tool in Business”, “Hit the Ground Running”, “Think Big, Act Small”, “It’s Not The Big That Eat The Small – It’s The Fast That Eat The Slow”

    Credentials: New York Times, Wall Street Journal, USA Today and Business Week Magazine Top 10 Bestseller

    Personal History: Early in his career, he founded he consulting firm Jennings-McGlothlin & Company, which eventually became the largest media consultancy in the world.

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    Today, he does as many as 80 keynote speeches in a year. In “Less is More”, Jennings profiled companies from a bunch of different sectors, and was able to determine how they were able to function consistently at peak productivity, allowing them to be incredibly successful.

    Quote: “The 10 most productive companies in the world…believe that you make incredible amounts of money as a byproduct of the incredible things you do.” In other words, the purpose of business isn’t to make money, it is to make money by making great products.

    2. Jim Collins

    Author of: “How the Mighty Fall: And Why Some Companies Never Give In”, “Built to Last: Successful Habits of Visionary Companies” (on the Business Week best-seller list for more than six years), and “Good to Great: Why Some Companies Make The Leap…And Others Don’t” (sold 2.5 million copies has been translated into 32 languages.)

    Credentials: Degree from Stanford’s Graduate School of Business, Published in USA Today, Former senior executive at CNN International.

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    Personal History: After graduating from Stanford, Collins founded a management laboratory in Boulder, Colorado in 1995. He has worked with Johns Hopkins and the United States Marine Corps. He is perhaps best known for being a proponent of “fixed-schedule productivity”, and maintaining your work-life balance by dividing your work time into percentages based on long-term career and life goals.

    Quote: “A great piece of art is composed not just of what is in the final piece, but equally important, what is not. It is the discipline to discard what does not fit — to cut out what might have already cost days or even years of effort — that distinguishes the truly exceptional artist and marks the ideal piece of work, be it a symphony, a novel, a painting, a company or, most important of all, a life.”

    3. David Allen

    Author of: “Getting Things Done: The Art of Stress-Free Productivity”, “Making It All Work”, and “Ready for Everything”

    Credentials: Featured blogger at the Huffington Post, one of the “Top 100 thought leaders” by Leadership Magazine, one of the top five executive coaches working in the United States according to Forbes magazine.

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    Personal History: Founder and CEO of the David Allen Company, he has been called “One of the world’s most influential thinkers” by Fast Company. His works have been published in 28 languages, and he has worked in a wide variety of fields prior to starting his company, including jobs as a karate teacher, travel agent, and moped salesman.

    Quote: “You don’t actually do a project; you can only do action steps related to it. When enough of the right action steps have been taken, some situation will have been created that matches your initial picture of the outcome closely enough that you can call it “done.”

    Wrapping Up

    We could go on and on. We haven’t even scratched the surface of other big names like Roger Martin or Peggy Duncan. It takes serious cred to become a noted productivity expert, and there are plenty of smart people out there who definitely deserve that designation.

    Which productivity experts do you respect the most? Tell us who you think really puts the “pro” in productivity in the comments below!

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    Last Updated on June 3, 2020

    How to Give Constructive Feedback in the Workplace

    How to Give Constructive Feedback in the Workplace

    We all crave constructive feedback. We want to know not just what we’re doing well but also what we could be doing better.

    However, giving and getting constructive feedback isn’t just some feel-good exercise. In the workplace, it’s part and parcel of how companies grow.

    Let’s take a closer look.

    Why Constructive Feedback Is Critical

    A culture of feedback benefits individuals on a team and the team itself. Constructive feedback has the following effects:

    Builds Workers’ Skills

    Think about the last time you made a mistake. Did you come away from it feeling attacked—a key marker of destructive feedback—or did you feel like you learned something new?

    Every time a team member learns something, they become more valuable to the business. The range of tasks they can tackle increases. Over time, they make fewer mistakes, require less supervision, and become more willing to ask for help.

    Boosts Employee Loyalty

    Constructive feedback is a two-way street. Employees want to receive it, but they also want the feedback they give to be taken seriously.

    If employees see their constructive feedback ignored, they may take it to mean they aren’t a valued part of the team. Nine in ten employees say they’d be more likely to stick with a company that takes and acts on their feedback.[1]

    Strengthens Team Bonds

    Without trust, teams cannot function. Constructive feedback builds trust because it shows that the giver of the feedback cares about the success of the recipient.

    However, for constructive feedback to work its magic, both sides have to assume good intentions. Those giving the feedback must genuinely want to help, and those getting it has to assume that the goal is to build them up rather than to tear them down.

    Promotes Mentorship

    There’s nothing wrong with a single round of constructive feedback. But when it really makes a difference is when it’s repeated—continuous, constructive feedback is the bread and butter of mentorship.

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    Be the change you want to see on your team. Give constructive feedback often and authentically, and others will naturally start to see you as a mentor.

    Clearly, constructive feedback is something most teams could use more of. But how do you actually give it?

    How to Give Constructive Feedback

    Giving constructive feedback is tricky. Get it wrong, and your message might fall on deaf ears. Get it really wrong, and you could sow distrust or create tension across the entire team.

    Here are ways to give constructive feedback properly:

    1. Listen First

    Often, what you perceive as a mistake is a decision someone made for a good reason. Listening is the key to effective communication.

    Seek to understand: how did the other person arrive at her choice or action?

    You could say:

    • “Help me understand your thought process.”
    • “What led you to take that step?”
    • “What’s your perspective?”

    2. Lead With a Compliment

    In school, you might have heard it called the “sandwich method”: Before (and ideally, after) giving difficult feedback, share a compliment. That signals to the recipient that you value their work.

    You could say:

    • “Great design. Can we see it with a different font?”
    • “Good thinking. What if we tried this?”

    3. Address the Wider Team

    Sometimes, constructive feedback is best given indirectly. If your comment could benefit others on the team, or if the person whom you’re really speaking to might take it the wrong way, try communicating your feedback in a group setting.

    You could say:

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    • “Let’s think through this together.”
    • “I want everyone to see . . .”

    4. Ask How You Can Help

    When you’re on a team, you’re all in it together. When a mistake happens, you have to realize that everyone—not just the person who made it—has a role in fixing it. Give constructive feedback in a way that recognizes this dynamic.

    You could say:

    • “What can I do to support you?”
    • “How can I make your life easier?
    • “Is there something I could do better?”

    5. Give Examples

    To be useful, constructive feedback needs to be concrete. Illustrate your advice by pointing to an ideal.

    What should the end result look like? Who has the process down pat?

    You could say:

    • “I wanted to show you . . .”
    • “This is what I’d like yours to look like.”
    • “This is a perfect example.”
    • “My ideal is . . .”

    6. Be Empathetic

    Even when there’s trust in a team, mistakes can be embarrassing. Lessons can be hard to swallow. Constructive feedback is more likely to be taken to heart when it’s accompanied by empathy.

    You could say:

    • “I know it’s hard to hear.”
    • “I understand.”
    • “I’m sorry.”

    7. Smile

    Management consultancies like Credera teach that communication is a combination of the content, delivery, and presentation.[2] When giving constructive feedback, make sure your body language is as positive as your message. Your smile is one of your best tools for getting constructive feedback to connect.

    8. Be Grateful

    When you’re frustrated about a mistake, it can be tough to see the silver lining. But you don’t have to look that hard. Every constructive feedback session is a chance for the team to get better and grow closer.

    You could say:

    • “I’m glad you brought this up.”
    • “We all learned an important lesson.”
    • “I love improving as a team.”

    9. Avoid Accusations

    Giving tough feedback without losing your cool is one of the toughest parts of working with others. Great leaders and project managers get upset at the mistake, not the person who made it.[3]

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    You could say:

    • “We all make mistakes.”
    • “I know you did your best.”
    • “I don’t hold it against you.”

    10. Take Responsibility

    More often than not, mistakes are made because of miscommunications Recognize your own role in them.

    Could you have been clearer in your directions? Did you set the other person up for success?

    You could say:

    • “I should have . . .”
    • “Next time, I’ll . . .”

    11. Time it Right

    Constructive feedback shouldn’t catch people off guard. Don’t give it while everyone is packing up to leave work. Don’t interrupt a good lunch conversation.

    If in doubt, ask the person to whom you’re giving feedback to schedule the session themselves. Encourage them to choose a time when they’ll be able to focus on the conversation rather than their next task.

    12. Use Their Name

    When you hear your name, your ears naturally perk up. Use that when giving constructive feedback. Just remember that constructive feedback should be personalized, not personal.

    You could say:

    • “Bob, I wanted to chat through . . .”
    • “Does that make sense, Jesse?”

    13. Suggest, Don’t Order

    When you give constructive feedback, it’s important not to be adversarial. The very act of giving feedback recognizes that the person who made the mistake had a choice—and when the situation comes up again, they’ll be able to choose differently.

    You could say:

    • “Next time, I suggest . . .”
    • “Try it this way.”
    • “Are you on board with that?”

    14. Be Brief

    Even when given empathetically, constructive feedback can be uncomfortable to receive. Get your message across, make sure there are no hard feelings, and move on.

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    One exception? If the feedback isn’t understood, make clear that you have plenty of time for questions. Rushing through what’s clearly an open conversation is disrespectful and discouraging.

    15. Follow Up

    Not all lessons are learned immediately. After giving a member of your team constructive feedback, follow it up with an email. Make sure you’re just as respectful and helpful in your written feedback as you are on your verbal communication.

    You could say:

    • “I wanted to recap . . .”
    • “Thanks for chatting with me about . . .”
    • “Did that make sense?”

    16. Expect Improvement

    Although you should always deliver constructive feedback in a supportive manner, you should also expect to see it implemented. If it’s a long-term issue, set milestones.

    By what date would you like to see what sort of improvement? How will you measure that improvement?

    You could say:

    • “I’d like to see you . . .”
    • “Let’s check back in after . . .”
    • “I’m expecting you to . . .”
    • “Let’s make a dent in that by . . .”

    17. Give Second Chances

    Giving feedback, no matter how constructive, is a waste of time if you don’t provide an opportunity to implement it. Don’t set up a “gotcha” moment, but do tap the recipient of your feedback next time a similar task comes up.

    You could say:

    • “I know you’ll rock it next time.”
    • “I’d love to see you try again.”
    • “Let’s give it another go.”

    Final Thoughts

    Constructive feedback is not an easy nut to crack. If you don’t give it well, then maybe it’s time to get some. Never be afraid to ask.

    More on Constructive Feedback

    Featured photo credit: Christina @ wocintechchat.com via unsplash.com

    Reference

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