Friday, May 29, 2009

So you think you can multitask

There is a finite limit to what an individual is able to focus on effectively. Since companies and organizations are made up of individuals, the principle is the same for them. This limit is much less than what is normally accepted. Take the subject of multitasking as an example. There are those that claim they have the ability to multitask or the ability to do (perform/carryout) more than one mental task at a time. Some common examples: Watching television and reading or doing homework; driving and talking on the cell phone and/or putting on makeup; reading and listening to someone talking or the most common; listening and talking. Despite what you might think, you cannot do both of these at exactly the same time. One of the activities suffers at the expense of the other.

It is impossible to carryout two voluntary mental activities at the same time.

I expect that a large number reading that statement vehemently disagree – especially females. I do not want to be perceived as sexist here – there are certainly many men in this camp, but the female gender generally makes the claim that they are somehow gifted with the ability to multitask and so deceive themselves by constantly attempting to do it. The fact is that your mind can switch its focus back and forth between tasks – and do it rapidly, but it cannot focus on two tasks at exactly the same time. Moreover, when one considers him or herself to be multitasking, they are in reality rapidly switching their focus between the two, three or more tasks that they are trying to do. Because of this switching, their productivity and effectiveness is decreased. The reason for this reduced productivity is the continual need to refocus on each task as you switch. When we are interrupted while reading, it takes a few seconds to find our place again – both on the page and mentally – before we can resume reading. Sure, it is only a very brief period of time and in the case of watching TV and reading at the same time - it may only be a fraction of a second for each switch of focus. But any benefit that you may get from either of the activities, (assuming that you were watching a television program that could provide benefit), will be decreased, and it will ultimately take you more time to do both tasks at the same time than it would have to do each separately. Think about this the next time you consider yourself to be multitasking.

If we understand that we can only truly focus on one thing at a time, and agree that an organization made up of people, can only focus on more than one thing, by switching the focus, we realize that there needs to be a limit on that which is put on the priority list. The larger the list of results that an organization is forced to focus on - and the subsequent switching back and forth between them– the less productive and the less effective the organization becomes. The amount of specific results metrics that an organization can focus on depends on the size, ability and experience of that organization and it is relatively easy to determine. What you work on, works – what you stop working on, stops working. If the list of priorities or issues that you expect focus on, grows to the point where some of those issues stop working – you have likely exceeded your organizations threshold.

Copyright 2009: Excerpt from "Consequence of Leadership" by Craig Mostat published by Lulu.com




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Wednesday, May 20, 2009

Are you a secure leader?

How secure of a leader are you? Secure enough to ask your team for feedback on your leadership? Have you ever stood in front of your team and asked them how your leadership was affecting them?

Some have carried out this exercise and do it on a regular basis. This fact alone speaks volumes of their leadership. However, the vast majority of leaders have never done this, and unfortunately many in this group would likely have a hard time even entertaining such a horrifying concept. "You suggest that I ask my people what they think about the way I lead them. Why would I ever want to do that – they report to me – don't they?"

Respect does not come with title. The initials after your name on your business card and the fact that people have to listen to you does not make you a positive, inspiring and influential leader. Good results do not necessarily make you a good leader – anyone can drive people to get results. The best results - and those that continue long term - come from well-developed individuals and teams, inspired by great leaders, and it is this approach, that earns respect.

What if you were to try this? "Try what?" Ask your team for feedback on your leadership. "Oh … I thought we could avoid that." What is the worst that could happen? Ok, you might get your feelings hurt … and … well … that's it – that is the worst that can happen.

Now on the other hand, what good could come out of it? Your people might see sincerity and openness in you that they have not witnessed before, and in time, could take the level of communication and honesty in your team to new levels. Your people might – yes, it could happen – give you some constructive criticism on some of your behaviors or just the way that you do things. They might even see value in doing this same exercise with their own teams – a new level of 2-way communication never before seen in your company. It could actually change the culture of the organization – in a positive way.

So I ask again – How secure are you?

Two tips:

1) If you decide to do this, thank them for their comments – no judgment, justification, rationalization etc.

2) If no one says a thing – it's not because you are perfect. It means you likely have a big gap to close with that whole "respect" issue.


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Thursday, May 14, 2009

Stop Blaming The Economy for Business Failures

We are now well into 2009 and what could possibly be the worst economic downturn that the world has experienced. It seems almost every day we hear of another bank, investment corporation, company or business that is in financial trouble. These same organizations are restructuring, downsizing, laying off, seeking government bailouts and/or entering into bankruptcy protection. The media reports suggest and imply that these corporate failures are because of the economy. Not surprisingly, these reports are used to bolster the negative economic news of the day in order to sell more newspapers and keep the electronic news media as captivating as possible. A lack of knowledge and awareness is what allows these negative reports to take root in us.

When we are properly informed, we can rightly discern and understand the reports of corporate challenges and failures due to the economy, reducing the atmosphere of anxiety that exists today. The fact is that these business failures, with only few exceptions, are not the result of the current economic realities, but are actually the outcome of decisions made within those organizations, months, years and sometimes, even decades prior to the current time. These troubled corporations make up only a minuscule fraction of all the businesses, companies and organizations that exist. The reality is that the vast majority of businesses continue to operate with very little problems or turmoil despite the economy around them. Certainly some experience a softening of the results, but these temporary "blips on the radar" do not cripple and ruin them. The economic downturn has only exposed the feeble, weak and poorly operated organizations in the same way that a disease strain in a herd of animals takes the sick and weak as its victims. It is certainly easier for these troubled companies to blame the economy for their problems, but in most cases is not reality.

This is not the first recession and will not likely be the last. Businesses will continue to fail regardless of the state of the economy while at the same time others will thrive. We need to uncover the reasons behind these successes and failures.

Fortunately, we can learn from history – from the mistakes and achievements of others. We can avoid the pitfalls that have caused others to fail and can leverage good habits, practices and strategies that have been utilized by others to succeed. The outcomes that we see – both positive and negative - are directly the result, or consequence, of the leadership.

Copyright 2009: Excerpt from "Consequence of Leadership" by Craig Mostat published by Lulu.com


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