Personal Productivity: How To Jump-Start Your Writing Projects

Generally speaking, thoughts and ideas need time to percolate. As such, it is not unusual to procrastinate and “spin one’s wheels” at the onset of most writing projects.

Needless to say, in the Business World, most of us cannot afford to wait for our ideas to crystallize as deadlines are often non-negotiable. In the same light, there are times when ideas and words just wont flow, no matter how long one stares at that blank screen.

A more productive and logical way to facilitate the Writing Process is to get in the habit of outlining your writing objectives.

This is an elementary writing technique for sure, but unfortunately, it is one that many modern Business Communicators tend to disregard. Granted, Word Processing Programs make it easy to edit as you write, but this ignores the merits of "planning your work, and working your plan".

The upshot is that when you take the time to articulate your objectives, it forces you to focus your energy and creative instincts on the task at hand. Simply speaking, it gets the project off “square one” by providing a framework for all the subsequent steps in the Writing Process.

If you have gotten out of the habit of planning and outlining your writing projects, why not reacquaint yourself with this valuable time-saving tool? You may be surprised at how this simple technique will help get your projects done on time and with less anxiety.

As you begin your next writing project, do the following:

1. Spell out your writing objective in clear terms.

2. Use this objective to outline your main points.

3. Collect and organize your supporting data, if applicable.

4. Construct a detailed outline.

5. Expand the outline into a working draft.

6. Review, edit and refine your document.

7. Finalize your communication.

As a final note, be mindful that the more time you invest in the preparation and planning of your projects, the more productive you will be in the long run. And outlining is the time-honored way effective communicators "jump-start" their projects. It beats staring at a blank screen.

Jack

Word Processing: Avoiding Common Pitfalls

It seems like ancient history, but it wasn't all that long ago when writing anything more formal than a friendly letter involved penning a draft in longhand and then finding a way to get the draft typed and often retyped.

Fortunately, this is no longer the case as Word Processing makes it possible to draft, edit and finalize documents with ease. This innovation has had an obvious positive effect on personal productivity, but it is not without shortcomings. And users need to aware of these.

Likewise, keep the following pitfalls in mind as you draft and finalize your writing:

1. Word Processing Programs Are “Blind” To Tone, Style and Nuance.

Writing is a process that involves synthesizing ideas and selecting the “right” words to express these ideas. That said, Word Processing, for all its positives largely remains a mechanical facsimile of this process. Thus, it is still up to the writer to impart style, produce relevant content, and work the subtleties of language into their writing.

2. Word Processing cannot distinguish editing from over editing.

Writers can now check spelling and grammar with just a "click" on a menu. And amending, cutting and moving text around a document is a snap. These features are terrific labor-saving devices for sure, but “pain-free” editing can also have a sanitizing effect on clarity and continuity of thought.

In this regard, be mindful that a well-crafted communication involves more than proper vocabulary, word usage, and grammar. While these are certainly important, the content and purpose of the message, logically presented, should be the writer’s prime objective. Writing refinements can be made after this objective is met.

3. Word Processing cannot create ideas.

Creativity is often described as 90% perspiration and 10% inspiration. And this is true no matter how much computing power writers have at their disposal. The upshot is that Word Processing should be viewed for what it is, a Personal Productivity Tool, not a "writing made easy" tool.

In the context of Business Writing, this means that communicators must rely on their abilities and perspectives to outline, present or advocate. Word Processing cannot do these things for you. At least not yet!

When all is said and done, writers should embrace Word Processing and learn to use it for all it's advantages; however, it's the writer's skills and talents, and not a computer program, that should always be the arbiter of what to write and how to write it.

Jack

Personal Productivity: Tips For Developing Active Listening Skills

Listening is arguably the most basic Interpersonal Skill, and one that writers should be especially interested in mastering.

Granted, writing is basically a solo activity, but personal interactions often steer the various steps in the Writing Process. If you don’t believe this, just think of how projects often get bogged down or go “off track” because of miscommunication or erroneous assumptions.

It's unfortunate, but many individuals confuse listening with their sense of hearing. But hearing and listening are two different things, and if you accept the definition of listening as "hearing with attention" then it's easy to distinguish the two.

In real terms, this means actively engaging in an interaction between you and the other person, something Psychologists and Counselors call "Active Listening". This is not a new concept by any means, but it is one that continues to remain valid, useful and simple to practice. Give it a try. You may be surprised by the results.

Here are the basic steps in the process:

1. Focus on the other person. Stop what you are doing and make eye contact.

2. Hear the other person out without comment.

3. Ask questions without being judgmental.

4. Summarize your understanding of the situation and review possible options.

5. Suggest a mutually acceptable follow up action.

It goes without saying that work environments can be noisy and full of distractions, and this certainly makes listening a challenge for anyone. But an Active Listener will find a way to work around distractions. Do you?

For more information, check out the Business Section of your local library or the Internet where you will find many useful resources on this topic.

Related Links:

10 Tips To Effective And Active Listening

Active Listening Steps

Hear What People Are Really Saying



Jack

Project Management: Tips For Developing Assertiveness Skills

That effective Project Management often demands a good measure of analytical skills is obvious, but as was mentioned in previous posts on this topic, it’s the Project Manager’s Interpersonal Skills that makes the process go.

In a perfect world, Project Managers would just dictate, but in the dynamic environments of most organizations, politics and personalities often stand in the way of this ideal. And like it or not, Project Managers must develop their People Skills in order to deal with this reality.

Granted, interpersonal considerations are an additional burden on the Project Manager. They are unwelcome stressors for sure, but they can be managed if the Manager does not fall prey to any insecurities they may harbor about themselves regarding their age, experience, education, temperament or background.

Simply put, if a Project Manager allows himself to be intimidated, then others will take control of the agenda and the Manager’s influence on the project will be marginalized. As such, having self-confidence in one's abilities is paramount. Beyond this is the ability to use one's self-confidence to be more assertive.

Of course, Assertiveness represents a major step for some personality types, but if it is approached as a skill that is practiced and developed within the context of the Interpersonal, Negotiation and Work Management Skills required to complete any given project, the stretch need not be so broad.

From an Assertiveness Standpoint, here are some important considerations to remember for each of these areas:

Interpersonal Skills

* Establish rapport
* Demonstrate a willingness to work with others
* Speak and act appropriately
* Solicit input and dissenting opinions
* Exhibit political awareness

Negotiation Skills

* Operate from a position of competence
* Work towards a win-win outcome
* Be flexible, but know when to stand your ground
* Form useful alliances

Work Management Skills

* Rank priorities
* Set realistic time frames
* Announce how you will monitor activities
* Set high standards
* Deliver what you promise

Assertiveness continues to be one of the more popular self-help subjects, and there are many books, articles and seminars available on the topic. An online search or a trip to your local library will yield many useful resources for you.

Related Links:

How To Increase Your Assertiveness Skills

Top Ten Assertiveness Techniques

Assertiveness Techniques That Work


Jack

Project Management: Managing & Leading Committees

All things considered, most business staffers would prefer to be responsible for their own work, but in many instances successful Project Management depends on the input and expertise of others. And the committee (or task force) is the customary way to tap into this expertise.

Of course, for many staffers, the mere thought of convening a committee for any project may cause consternation, if not outright resistance. However, the ability to effectively lead and manage committees is an important skill that should be developed by any business person with career aspirations.

Granted, committees are notorious for wasting time dealing with egos, hidden agendas, and the posturing of members. Although some interpersonal issues can be expected, these cannot be allowed to obscure the committee’s objectives. That said, it largely falls on the effectiveness of the committee leader to keep things on track.

For many staffers, this can mean assuming an unaccustomed leadership role. Simply speaking, this is not an easy role for the staffer who has no functional control over committee members. And it’s even more of a challenge when some committee members may be higher in the chain-of-command than the committee leader.

Experienced staffers work through such challenges by employing a few basic Meeting Management Techniques. In this regard, consider the following ten steps for managing your next committee:

1. Once committee members have been identified, announce the committee agenda via Email or Interoffice Memo.

2. At the first meeting, outline the objectives of the committee.

3. Establish a non-threatening climate. Encourage the members to freely air their opinions and suggestions.

4. Ask for a commitment of time and work. If anyone wants out, let them out now.

5. Lead the discussions and record or chart the responses.

6. Acknowledge ALL contributions.

7. Assign tasks democratically. Employ sub-committees for some tasks, if appropriate.

8. Set specific deadlines for the above step.

9. Have the group deal with any uncooperative member.

10. Summarize and publish minutes after each meeting.

It should be remembered that a successful committee will generate data and information that will need to be compiled and packaged as a formal report or Action Plan. And while it's usually up to the committee leader to write this report, the quality of the report should be more reflective of the committee's input than on the leader's report-writing talents.

As a final note, it is always a good idea to acknowledge and recognize the work of committee members in some formal way.

While monetary rewards are not always possible, consider things such as Letters of Appreciation from a Senior Manager and perhaps a luncheon for committee members. These are simple gestures for sure, but they will be well-received as well as add closure to the committee’s work.

Jack

Project Management: Simple Tips For Managing Deadlines

Few individuals enjoy working “under the gun” but the fact of the matter is that deadlines are necessary in order to ensure that organizational priorities are communicated and acted on in a timely manner. That said, Project Management, in it’s purest form, is basically a process for managing deadlines.

However, it is a formal process with specific steps designed to identify, strategize and facilitate the completion of specific tasks. Project Management can involve the input of a team, or the effort of a single individual. But regardless of how many people are involved in the project, the process is similar. As such, the steps can be outlined as follows:

* Defining the scope of the project
* Determining available resources (people and material)
* Recruiting the project team (if applicable)
* Generating or Brainstorming ideas
* Setting priorities
* Drafting an Action Plan
* Finalizing the Action Plan
* Implementing the plan
* Monitoring progress
* Making adjustments

From a Work Management standpoint, these steps may appear to be straight-forward, and indeed they would be if it were possible to ignore the interpersonal factor. However, as collaboration is critical, "People Skills" are what drive the Project Management Process.

Unfortunately, “People Skills” are often characterized and derided as a nebulous set of “soft and fuzzy” attributes best-suited for idealists. However, far from being ideals, the “soft skills” that one must refine and develop for successful Project Management are both specific and universal.

In this regard, the Interpersonal Skills most important for effective Project Management include the following:

* Active Listening
* Assertiveness
* Negotiation
* Time Management
* Collaboration

As a developmental strategy, project leaders should seek out specific training on these topics. If formal training is not an option for you, then research these topics on your own. Check out the Internet or your local library for the many useful resources published on these topics.

Of course, not every assigned project will demand the convening of a formal project team. Many times, projects are an individual endeavor. In such cases, collaboration may be minimal, but coordination and work management skills are still necessary.

As you work through individual projects, keep the following tips in mind:

* Get clarity on the deadline for completion of the project.

* Don't procrastinate. This only makes tight deadlines tighter.

* Set priorities. Temporarily defer lesser priorities.

* Make Up a "to do" list.

* Get the project started. Write a memo, make a call, set up a meeting, etc.

* If you need input, coordinate with the appropriate “others”.

* Outline your action plan.

* Refine your plan and get approvals.

* Implement your plan.

As a final tip, remember to give equal weight to both the Interpersonal and Work Management elements of a project. Doing do will undoubtedly increase the planning and prep time at the start the project, but it will expedite its completion.

Jack

Personal Productivity: Managing Your Time

Let’s face it, most of us seldom feel we ever have enough time to accomplish all the important things in our personal and professional lives. Just the same, accepting this as unmanageable is often an excuse for inaction.

Granted, as social beings, we are all obligated to interact with others. And it's a given that our interactions, whether as family members, employees, or citizens, will often conflict. However, when individuals react to these conflicts by trying to please everyone, the result is they usually end up pleasing no one, including themselves.

As with most Time Management Strategies, start with ranking your priorities. But recognizing that others' priorities may hold sway over your own, try organizing your tasks or commitments as follows:

* Things that must be done

Anything with a specific date or deadline would fall under this category. Work deadlines are obvious, but don't forget civic and family commitments as well. Priorities placed in this category tend to be firm and non-negotiable, such as going to work, answering a jury summons, or attending your child's graduation.

* Things that should be done

These could include ordinary job tasks without a firm deadline, as well as certain reoccurring social and family activities. While important, these would include any activities that could be reasonably deferred or delayed without serious consequences. In such cases, however, be cautious that the same people or activities are not being habitually relegated to this lower priority.

* Things that could be done

For this category, include any non-critical job requests, favors or social activities that can be scheduled at your prerogative. In some cases, these activities can be ignored altogether, or at least until until someone follows up with you.

Of course, organizing one's time in neat little categories is no panacea as life is dynamic and new priorities change and emerge without much warning. With this being said, one's ability to adapt and re-prioritize is critical. This is a Time Management issue for sure, but it is an interpersonal issue as well.

This brings us to the next step in Managing Time, i.e., learning to say "no".

There is no denying that it is often difficult and uncomfortable to postpone a request or bow out of a social responsibility. But many times priorities have to be shuffled, and when this happens, it's a sure bet someone will end up disappointed or angry with you.

In order to handle these situations effectively, one must be assertive for sure, but assertiveness must be tempered by empathy and diplomacy. Keep in mind that in most professional and social situations "no" doesn't have to mean "never", and it should be conveyed as such.

It goes without saying that even though a particular priority may shift for you, it may not shift for someone else. Thus, you may have to renegotiate a new deadline or commitment. This may not endear yourself to the affected party, but at least you have taken steps to ameliorate the situation and perhaps defuse a potential relationship problem as well.

But what does one do when the affected party refuses to renegotiate a deadline or commitment?

In such a case, the obvious solution is to re-rank your priority. And if this is not possible, then consider having a trusted "stand in" or backup fill in for you. This may not be appropriate for some social commitments, but it is usually an acceptable practice for work-related matters.

In the end, you may not be able to control others, but you can control yourself. And your ability and willingness to do this will go a long way towards helping you gain some semblance of control over your available time.


Jack