Startups

No He Didn’t! (Yes…He Did)

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The time has come to leap. I’m not sure anyone is ever really ready for major life events. The best we can do is be prepared.

I’ve had the best mentors. I’ve seen how condominium associations, HOAs and housing cooperatives can be wildly successful and been privileged to be a part of it. I’ve seen (and hopefully been a part of) management done right. The joy and honor of service is deeply ingrained in my mind and heart. I’ve formed a gazillion creative collaborations and professional connections. As I ponder over my contacts list I’m blown away, realizing how many amazing and supportive people I know. I’ve helped plenty of associations and boards turn things around. I’ve been thrilled to see the light bulb go on in the eyes of managers and associates when we got to Aha! moments. I’ve been in unique situations and been asked to do uncommon things. It has been a wild ride so far, not to mention an education better than anything I could have imagined 30 years ago.

I’ve also made every mistake known to mankind. I’ve botched communications. I’ve tried to do everything myself and failed miserably. I’ve gotten out of kilter and off-balance. I’ve been myopic and missed context. I’ve forgotten what’s important, though thankfully, not for long.

I have a great team. I have a phalanx of amazing professionals who stand ready to partner with me to provide my clients with amazing results. Special thanks to Chantu Chea, CMCA®, who has helped me find my voice and calls me out when I make no sense whatsoever. She’s the best editor I’ve ever had. As the King of Typos and tortured syntax, her help with my blog and work product is invaluable. She and my webmaster, graphic designer  & IT guru Cassandra Laine are amazing collaborators.

I am deeply grateful to everyone who has taught me, corrected me, supported me, pushed me, and pulled me. I carry them with me every day. I cannot list them all here, but I can honor them by passing forward the remarkable things they’ve helped me to learn. And I can help others avoid the mistakes I’ve made.

So, as of July 1, I’m no longer a corporate guy. I’ll be consulting full-time under the Association Bridge, LLC banner. The mission:

We create spaces where community association leaders and the professionals who serve them can successfully navigate the challenges they face, reach the goals they choose, find satisfaction and joy in their service, and make raving fans of association members.

The wild ride continues. I’m not ready. If I wait for everything to be perfect, nothing will ever happen.  But right here right now, I’m as prepared as I can be. Leap time!

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business life, Communications, Magic Beans, Management

Magic Beans #3 – Right Question, Right Time

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This installment of the Magic Beans comes right from the front lines.

Last week, an on-site manager emailed a message with the subject line “Escrow Question:”

“I received a call today from a mortgage company trying to close a loan for next week and the budget sent them was years old. Can we discuss making sure those documents issued through HomeWise are current?”

Three emails later, the person responsible for coordinating documents with HomeWise (the third party provider of resale disclosures and lender questionnaires) made a very smart statement:

“I would like to know the confirmation number for the order. The budget that is attached is what was uploaded to HomeWise…and has been included with 2018 resale packages.”

She was pretty well freaked out, concerned how an old budget could have been provided to a lender.

Two or three emails later, everything became clear. In the course of obtaining the order number, the lender took another look at the documents.  He realized he misunderstood what he was reviewing. He confirmed all was well, and apologized for the confusion.  The on-site manager in turn, apologized to the two people involved on the management company’s end. He said he erred by “trusting that the mortgage lender knew what he was talking about.”  Everything got done and the loan will close.  But it took several emails and an hour or so of combined work time from all the persons who became involved.

Breaking it Down

  • For whatever reason (perhaps moving too quickly, having a bad day, inexperience…it could have been any number of reasons) the lender misinterpreted the documentation and reported an inaccurate condition.
  • The on-site manager assumed that the documents were incorrect . He punted to other parties without fully investigating what was actually going on.
  • It took a couple of emails to clarify what was actually going on. The email subject line muddied the waters (it wasn’t really an “escrow” question).

Lessons Learned

  • Things happen. People get confused.
  • Making assumptions compounds error.
  • Delegating or directing action before determining the actual problem wastes time.
  • Precise and accurate communication saves time.
  • The quicker someone takes full ownership of a problem and thinks it through, the quicker that problem gets solved.

The Magic Beans

This situation illustrates a very common occurrence. Most of us are moving very fast these days.   Sometimes we make assumptions, react without thinking a process all the way through. We kick the can to someone else, thinking we’ve taken the appropriate action. Unfortunately, this can trigger a burst of wasted time and effort.

What would have happened had the on site manager sought to identify the actual issue? What if he would have asked the lender a question using these Magic Beans?:

“Could you please do me a favor and send over what you are looking at so I can see what you are seeing?”

A review of the document would have revealed the solution in a couple of minutes. 2 people would have solved the problem. No one would have gotten anxious about a problem that didn’t even exist. Even if it turned out there was an error with the documents, everyone would have been in a better position to get to the solution more quickly.

Why do these Magic Beans work? Because, like all the Beans, the words tap into deeper issues:

  • It is a data-based inquiry. There is no ego, no accusation of error, no blame casting or blame shifting.
  • It is a solution-based inquiry. It creates a partnership focused on getting something done.
  • It creates a space to get at the nut of the issue – fast.

Think back about similar situations you may have been involved in. Could asking this question up front have saved you and your team time and energy?

In the heat of battle it is very easy to miss opportunities for efficient solutions.  Sometimes the right question at the right time can save time and effort. Making sure everyone is clear and on the same page is always a time investment.

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business life, Customer Service, Management, Time Management

Slow Down to Speed Up

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Maverick’s testosterone-drenched line to his partner Goose in the 1986 film Top Gun became iconic…fast. Since then, the thirst for speed in business and life has become unquenchable. (Interestingly, the thirst for coffee has also increased exponentially. Number of Starbucks locations in 1986 – 6. In 2018 – over 28,000. Coincidence? I think not…). We are trained to think fast. We are pressed to act fast. Speed is everything. And it seems to me that the unintended consequence of thinking and acting so fast has been a lack of thoughtfulness. I think it’s killing us, but we are moving too rapidly to see it.

“If you don’t have time to do a thing right, when will you have time to do it over?“ – Coach John Wooden

I see people working hard, but way too often things don’t get done efficiently or well. Despite all the tech tools to make us “better,” more mistakes are made. Frequently, errors are compounded as the can gets kicked to the next person in the office or email chain. Missed details. Rampant obliviousness to nuance. Poorly executed communication. Morale and customer service suffer. Listening skills…who’s got time to listen?

Speed Has Its Place

Don’t get me wrong, speed is essential in business. This is especially true when it comes to innovation (being at the “edge of the envelope” in Top Gun parlance). Tom Peters preaches this relentlessly and I think he’s right. One of his presentation slides remains a favorite – “Fail. Forward. Fast.” Mr. Peters is also correct when he says success requires a bias for action.  But when it comes to day to day administration and especially customer service, balance is needed.  Even in our immediate gratification world, a fast but lousy solution won’t cut it.

Preparation and Position

“Be quick but don’t hurry.” -Coach John Wooden

This is one of my all-time favorite Coach Wooden quotes. He emphasized the importance of being in the right place at the right time. That means preparing mentally, thinking strategically, and executing the plan. Failure to think ahead leads to players rushing into a play out of position and out of control. Whether it’s basketball or customer service, fast but not smart is usually ineffective.

I used to use a quote attributed to Lincoln to illustrate the value of preparation, but apparently it’s apocryphal. In doing the research, I found this gem and like it better:

A woodsman was once asked, “What would you do if you had just five minutes to chop down a tree?” He answered, “I would spend the first two and a half minutes sharpening my axe.” Let us take a few minutes to sharpen our perspective.

A failure to plan may lead to last minute heroics that might look good in the moment, but it’s a poor strategy in the long run. As Seth Godin tells it, cold yeast is the key to baking good bread.

It can feel like you don’t have time to think and plan. That’s stress playing its cruel trick on your brain. A sharp perspective leads to directed, thoughtful, and efficient action. Focused energy creates quickness. In the end, planning is a time investment, not an expense.

Stop, Drop & Roll

No matter how well you plan, the business day is on fire. We can jet from one thing to another and not realize we are wasting our time and energy. Just like they taught us as kids, if you catch on fire don’t keep running. Stop and put the fire out.

Plan to make yourself stop. Disconnect, recharge, analyze and adjust the plan as needed. It may seem counter-intuitive to slow your roll. But you will put yourself in position to get more done in less time overall. More quickness, less hurrying.

Coach of champions and 90 Second Rule creator Jim Fannin suggests thinking about your day like a football game. Why do teams take breaks at the quarters and the half? There are lessons there. Now expand the concept of regular breaks and regrouping to your weeks, months, quarters and years. It can make a huge difference for individuals, and organizations. But remember, time and events will fly by. If you don’t plan the breaks, they won’t happen.

Stop. Think. Act. Rinse. Repeat.

Get Off The Hamster Wheel

© Sam Saccone 2008

If you feel like this little guy, there’s your sign. The pace of progress and life will continue to increase. It always impacts you, but it doesn’t have to control you. You can still be fast, just be smart about it. Slow down a little.

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Attitude, business life, community associations, Management

No D For Managers

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They say defense wins championships. As much as I enjoy employing sports analogies as a teaching tool, this is one I cannot use. Because when it comes to customer service, offense comes first. A defensive mindset is limiting and ultimately self-defeating.

Generally unhappy people are everywhere, so the odds that some of them live in a community you serve are pretty good. Whether or not their beef is legitimate, or whether or not it has anything to do with you personally, it may well feel personal. And some particularly miserable folks will take great pains to make it so. In these situations, defensiveness feels natural. In very negative environments, it might even feel necessary for self-preservation. It can be a challenge to avoid the trap of defaulting to playing defense in your interactions with owners and residents.

SILLY HUMAN TRICKS

People unconsciously live up or down to expectation. So when you set a defensive tone, people are more likely to be contrary. They also mirror, that is, reflect the emotions and behavior of those with whom they interact. That means (1) as a professional problem solver, people bring you problems. They may not be happy about that problem and their negativity will rub off on you unless you are very careful. And (2) if you are negative, they are more likely to be negative. Think about it… are you are one of those managers who complains regularly about your job? Are you creating a space where negative transactions are likely, maybe even inevitable? Oops.

A word about “CYA” (covering your…butt). Some old school, burned out managers will tell you that CYA is the first rule of management. It might be the first rule of mediocre management, but not good management. CYA is the sure byproduct of doing good business. The follow up email, the contemporaneous business record, the documentation of conditions, inspection reports, thorough board packages – these are all fundamental business practices that protect both you and the association. But when your first goal is CYA, you get selfish. You do things that clearly protect you, but are frequently short sighted and have little to do with addressing the real issues of the day. A mindset of self-protectionism can create a vicious cycle of ineffectiveness that leads to distrust. Constant defense becomes a self-fulfilling prophecy.

“But Tom, we live in a litigious society. And my Board questions every move I make. I have to play defense all the time!”

You are right. But your strategy is flawed.

IN CUSTOMER SERVICE, A GOOD OFFENSE IS THE BEST DEFENSE

Great managers play offense by taking a proactive, positive approach to their work. They don’t wait for problems to come, they look for opportunities to address things before they become problems. When problems do come to them, they see the opportunities hidden within.

When you take the initiative to play offense first, you free your mind to see the possibilities. You recognize the potential for good in people and help them to be their best selves. You build trust. You find you don’t have to play defense so often. Your reputation creates space for good things to happen. And you put yourself in a position to love what you do.

How Great Managers Play Offense

• Think solutions and work towards them, even if you can’t give your client exactly what they want. Or anything approaching what they want for that matter. Be that person who gets things done despite challenges.
• If a statement needs correction, do it in the third sentence, not the first.
• Focus on the principles behind the matter at hand. Teach. Help others to raise their thinking.
• Don’t mirror the negative, problem-based mindset of others. Let them mirror your positive, solutions-based approach.
• Paint a picture of possibility and a bigger perspective.
• And yes, document, document, document. It’s just good business.

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Communications, Emotional Intelligence, Magic Beans, Management

Magic Beans #2 – No Buts About It

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This installment of the Magic Beans series focuses on one little word choice in one-on-one communication that can make a big difference.

THINK ABOUT IT

How many times do you use the word “but”? Take a count for a week. You might be surprised.

“But” marks a transition of thought. You might use it when you think something is dreadfully wrong… “But you are missing the point!!” Perhaps more often, you may tend to strategize your way into a “but” to offer an alternative position. You might even start with a palatable point of agreement with all good intentions. You know your counterpart disagrees with your position at the moment. You are trying to find common ground in the hopes they will be able to hear what you plan to say next. Then you transition with something like: “But I think…”, “But what about…”, or the ever so artful “But I wonder if…”

So here’s another exercise for you. For the next week, listen for every time someone else uses the word “but.” Pay attention to your immediate reaction. Unless there is a high level of trust in the relationship and in the moment, you will probably notice some level of negative emotion. This is where word choice counts.

THE GREAT ERASER – DEFLECTOR SHIELDS ON!

The problem with “but” is that it has the power to be the Great Eraser. It can effectively wipe out everything that was stated before it. Think about you how felt when you heard it while in a vulnerable place. Maybe it was during one of those dreadful annual performance reviews (which, by the way, I suggest we abandon). The reviewer just said 3 or 4 nice things about you, dutifully following the “3 Cs of Counselling” (comment – correct – commend). And then….wait for it…. “But there is some room for improvement…” Your defenses go up. You might start to think you just got played. You begin to formulate your counter argument.

The bottom line for any conversation – you might not be able to truly hear anything that’s said after you hear the Great Eraser.

What if you are wrong, or the truth is somewhere in the middle? What if you could have benefitted from the point made?

So what can you do when you are on the other side of things?

CHANGE THE GAME

Last exercise – anytime you feel the urge you use the word “but,” substitute “and”. Perhaps something like:
“…and I also noticed…”
“…and it makes me wonder if…”
“…and as I thought about …”

PLAN B

There are some circumstances where “and” might feel disingenuous or out of place. In those cases, see if you need a transition at all. If that sounds too abrupt, perhaps a softer phrase such as “on the other hand” could be employed. Be aware of your audience and the circumstance, and use your best judgment. Just remember that it doesn’t matter what you say, only what was heard.

WHY?

  • Your listener’s deflector shields might just stay down long enough to hear the message
  • You avoid the (hopefully) unintended message that you devalue the listener or their opinion/position
  • It changes the way you think and communicate, opening up dialogue that might just lead you to adjust your thinking – it could lead to asking more questions that will benefit both parties
  • It helps to avoid a perception of judgment and creates space for collaboration
  • It takes away a fence and builds a bridge

If you are like me, you’ll find the “but” habit hard to break, and easy to slide back into. It will take some self-awareness and thoughtful planning. If you’d prefer to play the ego game and prove yourself right all the time, it’s OK. Go ahead and stick with “but.” If you’d rather get things done and work effectively with others, take the “buts” out of it.*

*See what I did there? Plan B. I suppose I could have started with “On the other hand,…”

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Communications, community associations, Magic Beans, Management, Uncategorized

Magic Beans#1 – Frame of Reference

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Sometimes the right words at the right time are like magic beans. Seemingly intractable positions soften, conflicts are resolved, and things get done. I’ve stumbled across a few during my career. This blog is the first in a series of sharing communication approaches that have worked for me. I hope they help you.

Many years ago I was called upon to take over a developer-controlled association. Diane, the community manager, was at her wit’s end. She found the developer to be dismissive and dishonest. It became clear that a change in assignment was required to get things on track and I became the manager. One of the hot issues involved considerable damage to an overhead garage door. Repairs were completed to the tune of a few thousand dollars. But it was a sticky situation. Several unit owners knew that developer personnel hit the door with their vehicle. Elliot, the developer representative, had been trying to get Diane to file a claim under the condominium’s master policy. But Diane was a particularly principled manager. She refused to file the claim, insisting that the repairs were the developer’s responsibility. The more she protested filing the claim, the more he insisted she file it.

Sure enough, by the end of our first meeting, Elliot tells me, “Tommy, we’ve got to get that insurance claim filed. I don’t know what that woman’s problem was.” I let him know I had a lot on my plate, but would get back to him. (I’ll admit it…while the statement was 100% true, I was buying time). In the ensuing weeks, I observed Elliot closely as we worked together. It was clear he enjoyed doing business in a “guy’s club” manner. I also noticed that he was very religious. He observed all the holy days. But the application of ethical principles behind religious practice? Not so much. The reasons why he and Diane were oil and water became crystal clear. In addition to the gender issue, her frame of reference was principle-based. She saw law as a function of ethics. Elliot seemed to be legalistically-based. He saw ethics as a function of law (i.e. if you don’t get into trouble, it’s not unethical). There was no way Elliot would ever hear Diane’s message. So I took a different tack.

Elliot: “Tommy, have you filed that claim yet?”

Me: “I’ve been looking at that and wanted to talk to you when you had a moment. If we file that claim, I wanted to make sure you knew how it might play out.”

Elliot: “Whaddaya mean?”

Me: “Well, you know you are a couple of months before turning over control of the board to the unit owners.”

Elliot: “Yeah, so what?”

Me: “You know the folks who will most likely to run will be the ones that trust you the least. I mean no disrespect, but you know not everybody’s a big fan…”

Elliot (shrugs, nods): “Yeah, there are always troublemakers.”

Me: “In my experience, folks like that get on the board and one of the first things they do is rake through the financials. They are looking for anything suspicious. And if we file the claim and that happens, guess what they’ll see?”

Elliot: “What’s that, Tommy? “

Me: “An insurance deductible expense. And they’ll ask questions and figure out pretty quickly that their fees paid for damage done by your guys. So I really only have one question for you – is your lawyer on retainer or do you pay him by the hour.”

Elliot (pregnant pause…): “Hmm…so you think I might get in a little trouble, Tommy?”

Me: “You might.”

Elliot: “OK, no problem, I’ll write a check to reimburse the condo.”

Me: “Good idea. I’ll show it as a credit on the financials so everyone will know you took care of it.”

Elliot: “Thanks a lot Tommy. I really appreciate that.”

Granted, it was difficult to do business with the gentlemen. I felt like washing my hands after every handshake. If my tactic didn’t work, I had a Plan B in my pocket. I would have advised Elliot that if I filed the claim, I would have had to recommend the insurer pursue subrogation against him. If that meant we got fired, so be it. But none of that proved necessary. We found a mutual frame of reference, he did the right thing and the unit owners were well-served.

THE TAKEAWAYS

• If you don’t know the client’s frame of reference, it is much more difficult to be effective.

• Observe closely, find cues to identify the client’s frame of reference.

• When possible, communicate issues with the client’s frame of reference in mind.

 

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change management, community associations, condo associations, Cooperatives, Emotional Intelligence, HOAs, leadership, Management

CONTEXT!

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I’ve noticed the word keeps popping into my head more and more. Frequently, my job is to fix stuff. I walk into a lot of situations where people aren’t on the same page or worse. I try to dissect all the factors, and it seems more often than not, lack of context is at the root of the problem in one way or another. As soon as I have all the pieces and can see how they fit together, the rest is easy. Context issues can rear their ugly heads in all kinds of scenarios.

GROUP DYNAMICS

Ever been in Board meetings where certain agenda items go on forever? I remember one client who debated the merits of adding a walkway to a portion of their community for months. It wasn’t budgeted, but it could have improved safety. It could have benefitted many residents, but in theory it might have created a nuisance for those who lived close to the proposed walkway. Discussion and debate started in the weeds and got deeper as time went on. Emotions ran high. In the end, the idea was squashed and the process left a bad taste in everyone’s mouth. The Board is hoping nobody brings it up again. Lack of context ran amok.

If your group is considering a new idea, or a recurring one that never seems to get settled, listen very closely. You may well find that there is a bi-level dialogue going on. The overt conversation is on the merits of the idea in play. But sometimes the reason the subject takes forever to flesh out is because people are struggling to figure out if the thing is really important, timely, or how it fits in to a bigger picture. That subtext can be a sign the group lacks clarity on shared values and vision. If that’s the case, context can be gained by taking the time to achieve consensus on those deeper points. (No, not at a Board meeting – it’s a separate exercise .) With the underpinnings of values and vision in place, things go a lot smoother and quicker.

CHANGING THE MESSAGE

Context also comes up in day to day conflicts. Association members may chafe in matters of covenants enforcement. It’s understandable. After all, who likes to be told they are in the wrong, or feel controlled? All too often, when the nastygram from Big Brother arrives in the mailbox, the missing link is context. Unless the reason for a community standard is understood, that standard, whether enumerated in CC&Rs, rules, policies or procedures, feels irrelevant and maybe even arbitrary. Context can sometimes be achieved by taking the time to explain the reason for the standard, and why those standards benefit everyone in the long run, ESPECIALLY the individual. I’ll never forget my boss telling me that an owner from a former client had called him to complain about a manager who had followed me at my last on-site management job. When he mentioned her name, I had an immediate emotional and physical reaction – I thought she hated my guts. But her comment provided a golden lesson: “I didn’t always agree with Tom, but he always told us what he was going to do in advance, and we always knew why he was doing what he was doing.” Changing the message can help to establish the context.

ASSUME NOTHING

Sometimes confusion and conflict are the result of missing data. It’s really easy to jump to conclusions and muck up the works. I get reminded of that when I get a call or text from one of my favorite managers, who reaches out for assistance on thorny issues from time to time. I listen to a scenario, offer some potential solutions only to hear ,“I don’t think that will work, because (followed by a new factor not previously revealed).” Note to self…slow down, gather all facts, get full context. I think part of the challenge may be that we are encouraged to think quickly and get to the bottom line as fast as possible. But we aren’t necessarily thinking deeply. In the end, conflicts and confusion can get worse, not better, and we accidentally (and ironically) take more time to resolve matters by tying to save time by being fast. One strategy to get full context is to assume nothing and keep asking questions until the root of a matter is clear. Once the context is understood, then move toward potential solutions.

So, the next time you find yourself feeling conflicted and confused, make sure you see the full context of whatever you are dealing with. In the end, it will save you and the people around you time and heartburn. And you might just get something done!

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Budgeting, community associations, condo associations, Cooperatives, HOAs, leadership, long range planning, values

The Vision Thing

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The words keep falling out of my mouth. I see it again and again. So many boards think their mission is to keep fees low, period. Ironically, the mindset that this engenders pretty much guarantees that in the end, everyone will pay more.

Never forget that the budget is a tool. It is part of the plan that provides the means by which the community’s needs are met. At a higher level, it can be part of the plan that provides the means by which the aspirations of the community are met. It is the tail, not the dog.

Don’t get me wrong – a fiduciary has a duty to make sure that members’ assets are well utilized. But there’s a huge difference between price and cost. A low price up front can mean tremendous cost later on. A myopic focus on trying to make sure expenses do not exceed the budget plan (key word PLAN) leads to a vicious cycle of failure that goes something like this:

A “we can’t afford it” mindset begets a budget that ignores the reality of the facilities, operations and shared values of community, which begets a budget filled with artificially low line item values, which begets cheap, shortsighted financial decisions during the year, which begets poor quality repairs, supplies, and low reserve funding, which beget Band-Aids and deferred maintenance, which beget emergency response repairs, poor curb appeal, and increasingly unsatisfactory service, which beget negative community spirit and higher accumulated expenses, which beget fear of conflict and board exhaustion, which beget more shortsighted decisions making until….

The bottom drops out. Special assessments, huge fee hikes, and/or debt service (unless the financial condition of the association has been flushed so far down the toilet it’s no longer an option). Ironically, in the end everybody pays more because the board managed down to the budget instead of leading up to a vision.

Vision doesn’t have to be a pie-in-the-sky, magical thing. It can be pragmatic. In working with community association clients, I’ve learned to start with a simple annual planning session. Tell me what you want to do and I’ll tell you what’s important to you. Which means you’ve identified your values. Which leads you to your vision.

So start with planning.  Establish a disciplined, robust budget preparation process. Lead.  And truly serve your members. That is your duty. It’s hard at first, but ask those who have tried to lead associations out of the ashes. It’s much worse.

Going cheap at all costs may be a value, but it does not lead to a sustainable vision. Walk around without your glasses and eventually you will stumble and fall. Don’t be afraid to open your eyes and get the help you need to see clearly.

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Human Resources, leadership, Management

How Do They Walk?

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Many, many years ago we had a receptionist who didn’t work out. She started strongly enough – she was mature, helpful and friendly. She even brought in tasty baked goods from time to time – bonus! But, over time, things got weird. This became one of the formative experiences in my business career. It gave rise to one of my favorite and oft-repeated refrains – “You really don’t know someone until you either marry them or hire them.”

I recall the story as told to me by Eddie, one of our managers at the time, recounting a highly instructive lesson shared by his mother, Viv. Viv, you must understand, was one of those ladies who you knew within five minutes of meeting her that she had lived a lot of life, she was going to tell you exactly what she thought, and she was probably somebody you wanted on your side in a dark alley. According to Eddie and my best recollection (after having retold this story a couple dozen or so times), as he tried to describe the pros and cons of our receptionist’s performance the conversation went something like this:

“Eddie, STOP!”
“What, Mom?”
“Just tell me one thing – how does she walk?”
“Huh??”
(impatiently…)”How does she walk? Does she get on up along, or does she shuffle when she walks?”
“Hmmm…come to think of it, she kind of shuffles…”
“Fire her. You’ll never change that.”

And there it was – one of the more valuable pieces of business advice I ever got, wrapped up in two pithy sentences. Those 6 words helped me pull together some guidelines that have served me well.

The Takeaways

• Little things about how people act can tell you a lot about them. Pay attention.
• Hire slow, fire fast.
• You can put people in a position to show character, but you can’t teach it. It’s going to be there or it’s not.
• Don’t waste time and energy trying to change deeply rooted behaviors. If those behaviors are not in synch with the values of the organization, it’s over.

There is one last lesson related to this story. Viv finished her life course a few years ago, yet the message lives on. You never know where life’s lessons are going to come from. There is huge value in taking the time to listen carefully to others and connect the dots to your own life and experience. Then pass it on. You never know how or when it’s going to make a difference. Thanks Viv and Eddie!

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Attitude, business life, Time Management

Time Management, Multitasking & Other Myths

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A few years ago I would have never thought “Time Management, Multi-Tasking and Other Myths” was going to be my most requested presentation topic. Then again, given the increasing pace of life, the growing data deluge, the obliteration of work/life balance by hyperconnectivity, and expectation for immediate gratification that has become the new norm, I suppose I shouldn’t be surprised. As things get more stressful, people seem to be getting hungrier for strategies, encouragement, and relief. A recent version of the program was for a management company retreat. What a great little group of people!! At the end I got a question I hadn’t heard before…”Can I have a hug?” I’m gonna remember that one for awhile! I am glad the program has such a positive impact of people, so I’m very happy to keep offering it.

The Tomasaurus Rex Blog is a tool to help me achieve part of my professional mission – to give away my best stuff – the things I’ve been blessed with over the years. Hopefully, folks can pick it up less painfully than I. (Apparently my strategy for a long time was to make every mistake known to mankind…ultimately effective, but not recommended).

So, since the time management program is apparently some of my best stuff, here are some of the “head-nodders,” as I call them. As a presenter/facilitator, you never know exactly what will resonate. So when you say something and a bunch of heads go down to scribble a note, or tap furiously on the phone, there’s a real good chance it was an impactful point worthy of highlighting the next time you share the topic…or tweet. Of course, if the heads nod and there is no other activity, I put them to sleep. Either way, I learn.

So here are some good “head-nodders” for you – 5 commonly held myths and 8 concepts that might make a difference for you:

The Myths:

1. You can manage time. Actually, time is a constant. 60 seconds is always 60 seconds. You can’t manage that. What we call “time management” is more accurately event management. Or even more accurate than that, it’s energy management. Ultimately, we are really talking about the value you infuse into your time.

2. You can’t manage “time.” Since we are stuck with the term “time management,” we’ll work with that. Those who believe they have no control over what takes up their time are doomed to life as a victim. You can’t control everything, but you certainly have influence.

3. A professional keeps gobs of data in her head. A highway to burn out. Get stuff out of your head and on the paper or screen. Albert Einstein reportedly had to look up his own phone number in the white pages. According to the story, he said just didn’t see any value in keeping things in his mind that he could easily access by other means. There’s a lesson there. (Millennials – I know you have no clue what white pages are. But you’ve already Googled it, haven’t you?).

4. You don’t have time. Usually, it is more accurate to say you are choosing to do something else with your time. Everyone has the same 24 hours. Also, take a look at Pearl #6 below about the nature of tasks.

5. You can multitask. Studies show the mind holds only one thought at a time. We may “hypertask,” but be careful. Fast doesn’t necessarily mean efficient. When you do something poorly, you are probably creating more work for yourself and others in the long run. Efficiency is only valuable when it is a function of effectiveness.

The Pearls:

1. Know the difference between a time investment and a time expense. Huge concept. Too many managers think they don’t have time to do the things that save time in the long run. If you don’t have time to do it right, when will you have time to do it again? How many hours will you spend later because you didn’t take 15 minutes to nip something in the bud and follow it all the way through?

2. Work from a prioritized task list. A cornerstone of time management. Brain dump everything you have to do, then prioritize. Plan the work, then work the plan. Of course the plan will change. Of course you might not get everything done. But at least the most important things are more likely to get done. Extra bonus – you spend a TON less time and mental energy analyzing and making decisions on what to do next over the course of the day.

3. Important things are rarely urgent; urgencies are rarely important. Everything feels urgent these days. Most “urgencies” are menial. Most important things don’t call, text, email, or IM you. Make sure to make important thing an “A” level task and it will get done. Otherwise, your time can easily be consumed by urgencies and you’ll look back with regret.

4. Know what’s important, and what’s not. One the most important skills of a successful manager. Prioritization is vital. Time and experience are the best teachers. Sorry, kids – try to learn fast. Get a mentor. Ask a lot of questions. “How did that work for you?” and “Why?” are great ones.

5. Outside forces can impact you, but they cannot control you. Only you can control you. Give that up and you are the eternal, miserable victim. Not a great plan.

6. Attitude makes a big difference. Time management is as much mindset as it is skillset. Henry Ford said “If you think you can, or think you can’t, either way you’re right.” Tasks are not always static. Doesn’t everything magically get done the day before you go on vacation? Why? Mostly motivation. And maybe coffee.

7. Apply the “single handling concept”. You can lose upwards of 50% efficiency by stopping and starting tasks. Think efficiencies all the time. Better yet, think effectiveness all the time.

8. You only have one life. Live it purposefully. Apply these principles to your whole life, not just your work. Identify what’s really important, create action plans to achieve goals that get the truly important things done. Get it done one prioritized task at a time. Do that, and you’ll have a legitimate claim to peace of mind. Probably the biggest idea of them all.

This stuff isn’t brain surgery, but you do need persistence and discipline. Do you prefer chaos or achievement? Frustration or joy? Regrets or satisfaction? It’s your choice.

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Useful stuff for community association leaders and the professionals who serve them