What’s the nature of what you get done?
By MARK RIFFEY for the Flathead Beacon
What are you not getting done? Why aren’t you getting those things done?
Does important work often go undone? If so, is that work truly important?
Why aren’t you getting those things done?
Is it because of other things that keep you “busy”?
Are you busy because you aren’t delegating enough?
Are you unable to delegate?
Are you unable to delegate because you have no one to delegate to?
Are you unable to delegate because you don’t have time to document the task to be delegated?
Are you unable to delegate because the task requires skills that no one on the team has?
Do you have a system to develop people on your team? Is the system producing people that you can delegate tasks to?
If not, what should be changed so that the system produces team members who can take over the parts of your work that can be delegated?
Is it because you aren’t developing the “former” you in your team so that you can spend more time being the current you?
Is it because you don’t have an organized manner (system) of keeping track of what needs to be done?
Is it because the system (whether it’s paper, phone or computer-based) doesn’t work?
Is it because the system doesn’t work like you do?
Is it because the system doesn’t remind you of work that is scheduled or that needs to be done?
Is it because you don’t use a system that you have?
If you don’t use a system you have, why don’t you use it?
Is it because you aren’t giving yourself enough focus time?
What mechanism do you have in place to create focus time for yourself?
Does the mechanism work? If it doesn’t work, why is that?
Do others ignore the things you place in the way to allow you to have focus time?
If others ignore your focus time barriers, what have you done to clarify the situation or “discipline” those who ignore the barriers you build to create focus time? Are others aware of these barriers?
What is the cost of not getting these things done?
Is the cost, benefit or other financial impact what you use to determine the importance of a particular piece of work?
Does not getting these things done imply that they weren’t important after all?
Is the mechanism you use to identify work as “important” performing effectively?
If you look back at the work you considered important last month, do you still think it was important?
If not, how will you fine tune the system you use to assign importance?
Is there a system you use to classify work as important, not important, etc? One such system identifies work in four quadrants: “important and urgent”, “important and not urgent”, “urgent but not important”, and “not urgent and not important”. This system is often credited to “Seven Habits” author Stephen Covey, but there are also documents dating back to President Eisenhower’s use of the so-called “quadrant of work” system to decide what to do, what to decide upon, what to delegate and what to delete from the todo list.
Do sales or project goals depend on whatever you aren’t finishing?
Is the important work you’re not getting done tactical or strategic?
If so, is that a consistent situation? If not, have you recently been fighting through a situation that required you to focus on tactical?
Of the work considered important, is the cost of doing the work more than the benefit of doing that work?
If the cost exceeds the benefit, what makes that work important?
If the cost exceeds the benefit, should the work be done at all?
Turning that toward the less important (busy work?) that is consuming time best spent on the important work – if the cost of the busy work exceeds the benefit, should this work be done at all?
Do the important work
Consistently being able to identify what is important and completing it while delegating what isn’t important is THE important work. The work you delegate may not be as important for YOU to do, but the fact that it can be delegated is the critical difference.
What’s the important work for you this coming week? What’s in place to make sure you get it done?
If you don’t have your system fine tuned yet – does your staff?