Vol. XCV

Dear Manager,

What would be considered the founding fundamentals for an outstanding manager or entrepreneur? Having worked with many real pros, my vote would include the following abilities: organization, the ability to define and respond to priority, discipline, and focus on effective delegation.

I’ve recently been meeting with a circle of friends to learn from each other by sharing our standards of how best to sustain personal growth in some of these arenas. From experience, most managers would suggest these are topics essential to good management. I’ve also found that in application, effectiveness as compared to reality can be all across the board. I’ve known and worked with some of the best; I’ve also seen the alternative. It all begins with organization.

In the early 80’s, I had a sales person who was moving out of state. She offered to bring me her files, which would be provided to her successor. She was a good salesperson, we had a good working relationship, and I knew her files would be invaluable to a new rep. When she arrived, she placed a neat stack of business cards bound by a rubber band on my desk. When asked where her files were, she confidently said this was all she had. Her “organizational system” had been wrapped in a rubber band! By her expression and body language, I knew that she was indeed telling me the truth.

Astounded, I set forth to develop a training session relating to organizational skills. As a group, we shared ideas that would help us individually and as a company. It’s certainly not essential that everyone uses the same system, but it is essential that a system exist (hopefully, one that is outrageously effective!).

Over the years I’ve used a simple system, developed by sharing ideas with others, that’s extremely successful for me and other professionals. If your current organizational system is outrageously effective, congratulations. Perhaps the suggestions in this month’s INTERPERSONAL wouldn’t apply to you, but I’ll bet you know someone who could use them!

A VERY “LOW-TECH” APPROACH

It’s time to re-acquaint yourself with a narrow rule legal pad (yellow is my preference, but you are more than welcome to select your favorite color). Begin by visualizing, or by drawing, four quadrants on the page.

• The upper left is my primary corner/quadrant, and is devoted to names of individuals, with their phone numbers, that must be contacted at my earliest possible convenience. These are individuals who’ve left me a message, or come up on my calendar, as needing to be contacted. Once my commitment to speak with this individual has been completed, their name is crossed out. In the event a message was my only option, a check mark is made to acknowledge an effort was made.

• Projects for the current day/week are listed in the upper right quadrant, to be accomplished as time allows. Generally, these are listed by priority. Once again, when the task has been accomplished, it’s crossed off the list.

• I reserve the lower left quadrant for phone calls that may need repeated follow up in the days ahead, or calls that are of priority but not immediate.

• Finally, the lower right quadrant is reserved for projects that hold potential, but require further thought prior to implementation. I use this for the incubation of ideas and projects.

Each topic or individual is simply a brief reminder of a priority at hand. Once noted, there’s no longer the need to try to remember who and what the primary areas of focus are for the coming days. It’s a huge relief to get it written down, and then to be able to let it go until an appropriate time. There’s also tremendous satisfaction in the “visual” of what’s been accomplished in your day. What’s more rewarding than CROSSING SOMETHING OFF YOUR LIST? Discipline would suggest, of course, that a name or project stays on the list until accomplished.

At the end of the day, I pull the top sheet, transfer incomplete projects and contacts (with any additions made during the day) in preparation for my next day in the office. With this, each day has a fresh start, and I’m confident nothing is being forgotten or dismissed out of hand. Simple, as promised.

If organization is the foundation of being able to prioritize, find discipline, and delegate, how would a system such as this help fulfill all of these priorities for managers? Basically, a system such as this provides you with all the visual tools and information to accomplish these objectives simultaneously.

The ability to prioritize in an organized fashion shows you, at a glance, those individuals and projects that demand your immediate attention. Knowing that things won’t “cross themselves off,” will give you the discipline to stay on task whether you are in the mood or not. We all find ourselves a bit overwhelmed at times, inertia sets in and, in all honesty, a nap would seem to hold the greatest priority.

Additionally, this process creates an exceptional vehicle for determining priority areas that, realistically, deserve the attention of someone other than you. If a contact or project is consistently sliding day after day to your revised list, consider making it someone else’s priority.

Some might suggest that an organizational discipline such as this would be too confining or dominating. I’ve found it to be just the opposite, as it provides me with the confidence, the luxury, and freedom to let go. This, in turn, enhances my down time.

Forget the PDA and get yourself a YLP!

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2012. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.COM as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM