Originally published in AUGI World Magazine – June 2017
I love stories, books and movies that are related to time. Time shifting, time warping, going back or forth in time, parallel universes (A long time ago, in a galaxy far, far away…). I love history. Reading about time periods that are not our own. Time travel topics in science fiction always tickle my fancy. Back to the Future, The Terminator saga, Hermione Granger’s Time-Turner and so many more concepts and clever uses of time in movies and books. Not just current ones either. A Christmas Carol by Dickens has time traveling “spirits”.
But, alas, we are trapped in time. No escaping it. We have just 24 hours in a day, no more, no less. And we have to cram in all the living, working, playing, eating and sleeping into those 24 short little hours. What are we to do? Complain? Worry? In the Gospel of Luke it says “which of you by worrying can add a single hour to his life’s span?” I certainly can’t. We get what we get and we try to make the most of it.
So what is a Tech Manager to do with the time crunch? How do you manage all of the stuff that flies your way every day? With the hardware failing, the user getting tied up in tech knots and the software not working as it should, when do you have time for your projects. I tend to slice my day up into compressed, sequential time allocations. Some would call this multitasking, but that theory has been debunked for years now. Humans don’t do lots of things simultaneously. Instead, we switch our attention from task to task extremely quickly. Some quicker than others, some slower. Like a short order cook, we hurtle through our day at breakneck speeds jumping from one task to another. Scrambled eggs, toast, sausage, bacon, side of hash browns may sound simple, but multiply that 45 people at your local Denny’s and the cook is frazzled, but effective. You food comes out just fine. Scientists say we are not doing multiple things at the exact same instance, we are just moving from one task to another, one focus to another, really fast.
So how do you divide up your time and tasks? You could go back and read my AUGI World articles on Tasks and Priorities from July and August of 2016. In those, I discuss dividing up your time and putting the right things first. But now I turn to slicing up your time so that you can get things done.
Timeboxing
Projects are just strings of smaller tasks completed for a larger focused effort. Timeboxing is a technique that I have used with some success to define, organize and sometime constrain my efforts when working on tasks. The concept is to divide projects into time limited tasks with deadlines for each time period. Rather than work until you reach a defined goal, you work until you reach a defined time period. You break the tasks down to fit your time constraints or allocations.
Let’s say that you need to write define a process modification, test it, refine it, deploy it and document it. This would be five time boxes of a defined length (30 minutes) with a defined deliverable (defining the process or testing it). You then take 30 minutes to define the process and its modifications and stop. When you get more time, you come back and take 30 minutes to test it, then stop. Next time you get, you do the next thing. Each time you are getting something done and moving the project forward. You could use this for Project Time or general company time (30 minutes to review email, then stop). A variation of this is the Pomodoro method used for larger tasks (25 minutes, then a 5 minute break, then return to the same task for another 25 minutes and then another 5 minute break)
Staying Focused
The best way to get something done is to stay focused on it. This is so hard. I am working away on a task and need to do some quick research in the web. I open Google to do the search and see some interesting image over the search bar where the word Google usually sits. It is the Google Doodle. Hmm… let’s see what that’s about… click. Twenty minutes later, I remember that I had to search for something and stop reading about Louisa May Alcott’s 184th Birthday. Time – Gone – Forever.
So what do I do to stay focused? I allocate my time wisely. I do creative and deeply intensive work in the morning. The earlier the better. I am an early riser and my best time is prior to lunch. I put my most arduous tasks there.
Sometimes it is deciding what NOT to do. Rather than keeping my task list in my head, I define what I will not be doing today. I avoid getting sucked into productive work that is not needed right now. It may be valuable, but I have other things that need more time.
I have recently heard about the “Warren Buffett’s Two List System”. Warren Buffett is the lovable and congenial billionaire investor. He suggests making a list of the 25 things you want to get done. Then circle the top 5. Move the remaining 20 to another list entitled “Avoid at all Costs” and do nothing on them until the top 5 are done. Nice.
Set to Succeed
There are a few things that you might “set” in place to insure that your time is well used.
Set a meeting with yourself. I am addicted to my calendar in Outlook. I put reminders in there and set meetings with others. I also set meetings with myself. The time and the topic are one of my tasks that must be completed. So I just carve out some time and meet with myself. And I try not to cancel on me. I get mad when I do that to myself – lol.
Set a deadline for everything. Anytime anyone gives me a task or I give myself one, I set a hard deadline. Date and Time. I ask them “When do you need this?” or maybe “Can I get this to you on Tuesday?” or “When are you expecting me to get this done?”. If they give you a day and not a time, then ask “is that morning or end of day? 8am or 2 pm? ASAP is not a deadline. Let me repeat that in a different way. ASAP is not a date or a time. When people tell me ASAP, I tend to ask them when that will happen. “As Soon As Possible” to me may mean something entirely different to you. Get a date and a time.
Set up a “No-Brainer List”. This is a list of tasks that can be done when you have no brain power left or no energy. It could be straighten your office clutter. It might be filing your business cards. But when done they will make you feel as if you accomplished something. No reason to let low energy sap you of completing something. If you have no one to delegate this to – then get it done when you are drained.
Work to Deadlines
Now that you have a deadline, use it as a prioritizing tool. Not just first task in, first task out. You have to re-prioritize every time you switch to another large task. Ask yourself “Is this the most important thing I need to get done right now?” With deadlines looming, you now have a way to say “no” to other time impacting events. You cannot say no to critical CAD and BIM issues – that is your job duty. But others can be stacked around a date and time that is looming.
As I always say – Tech troubles are your #1 priority no matter what you may be working on. Customer support is king. When an end user or project is in a jam… Drop what you are doing and go help them. Keep the systems working and then slice out some time for your efforts.
Originally published in AUGI World Magazine – May 2017
Have you ever been on a conference call and ask someone a question just to hear nothing in reply? The conversation is flowing between the participants and then someone asks a person on the other end of the phone a question and the chatter goes silent. After a long pause, someone says, “I think you are muted. You need to unmute”. Then another short pause and the other end of the phone sparks to life and the person says, “Sorry, I was on mute”. After a quick chuckle, the conversation continues. The person repeats everything they just said so people can now hear it. Later on, in that same con call, the same thing might happen again. We all forget that sometimes we are on mute.
Being on mute is frustrating. It slows things down. I have felt like I was on mute a few times when I was not even on the phone. I have discussed, presented, emailed, written it down, passed it out… and nothing gets through. Are they hearing me? Do they care? Is this not a big deal? I have doubted my plans, my perspectives, my efforts and more as I have seen person after person just not getting what I am trying to convey.
Signs of being on Mute
Like the person on the phone call, you may not know you are muted. You happily continue to talk when no one actually hears you. You think they are silent because your points are spot on. You think that you have command of the conversation and all ear are on you. But they really hear nothing at all. Ever felt like that? Here are some warning signs that I have noticed that indicated I might be muted.
Nothing is changing. You have told someone what needs to happen. You have stated the cause, effect and cure so succinctly, but nothing happens. They just go on their way as if you said nothing and continue down the road they are traveling. It might be a group of people, an entire project team or just one person, but they must not have heard a thing.
No one is responding. You lay out your goals and plans. You mention what you are going to do next. You wait for some indication of understanding, but they say nothing and move right on to the next subject as if nothing was said.
No one is joining you. You map our your targets for the march of technology and encourage others to come along. But no one lines up. No one throws in with you. No one seems to care about where you are headed. Did they hear me?
Before you try to unmute… Hit the pause button. First examine your message. Maybe it is wrong. Maybe you do not know something that others do. Maybe you are heading in the wrong direction, running too fast, looking for the end of the wrong rainbow. Maybe the timing is wrong, the funds are not there, the staff is too busy. If you have done your homework, this is probably not the case. But you need to hit pause before you hit unmute. Rethink, refocus and then move forward.
How to Unmute
When you feel you have a valid message and no one is hearing it, you need to unmute. You need to make sure that the message is getting across. You have to do something different or you will continue to be talking just to yourself.
Just talk more. Maybe the answer is just to talk more. Take every opportunity to discuss, review, remind and interact with others. That might just do the trick. Unless you are just annoying them more. Keep your antenna up for signals that people are bored with the topic.
Use Pictures. Try diagrams, drawings, sketches or more to convey your intent. I have found that many times when I thought people were on the same page as me, a quick bubble diagram or scribbles on the white board unveiled a misconnected. I have also seen a picture that is worth more than a thousand words. Simple diagrams with boxes, lines and text go so far in clarifying what is being said.
Plan your words. Develop your message in ten second sound bites, two minute elevator pitches and short discussion points. Sprinkle these into conversations when reporting to others on status, or even just in reply to a “how’s it going?” question.
Say it again. Repeat yourself. I wrote on this a while back for AUGI World. Dig up the article and “repeat” your reading of it. Sometimes you just need to say it more than once or twice.
Have them tell you what you just said. Ask questions that encourage people to reply back with your message. Ask what part they think will cause concerns. Then listen to see if they have heard and processed the plan and can give some indication that they heard it.
Let others do the talking. I let my associates and others on the project give summaries of the next steps. I listen to see if I need to clarify what they might have said. I am encouraged when they reflect my perspective to others. It means that they “got it”.
Think out loud. Do some of your campaigning via the process of thinking out loud. Ask more questions of yourself in front of others. Then allow them to join in your deliberations on the subject.
Communicate Slower. Maybe you are just moving too fast. There are so many things going on in today’s business environment that some may be unable to add anything on to their list. Others may just not have time. Some may not want to even consider another effort to make technology better. Maybe you need to slow down the change process and provide smaller chunks of information and bite size efforts for making progress.
When others appear to not hear what you have said. Take the time to think about their side of the conversation. When they have hit the muted button on your delivery, then it might be time to regroup and try another tactic.
Originally published in AUGI World Magazine – April 2017
We all “own” a lot of things. A car, a house, a pet (or are we just roommates?). The things we own are plentiful and we keep gathering more and more. We boast in the things we own. We protect, admire and cherish the things we own. We also are feel trapped, regret and other emotions related to what is “ours”. When we step into other people’s areas of ownership, they often get defensive, protective or admonish us to stay away. The word “mine” seems to be embedded from early toddler days. “Mine!” is heard so often in these early years and sometimes into adulthood with an attitude seen, but without the expression heard. It is often seen as a negative attitude, hoarding, excluding others or being selfish to remind others that “that is mine”.
But ownership is not bad. Ownership attitudes are good for a Tech Manager to have for their duties and oversight areas. It is a mind set on action. Not waiting for someone else to step up. We need to own things, own up to things, own the quality of our work and own the outcome. We need to have healthy pride of ownership in the areas we are responsible for. We need to extend these areas with a “come alongside” embrace with others in an expanding technology world. So when is it healthy to say “mine”? When is it good to take ownership? Let’s ponder that.
The Positives of Taking Ownership
Taking ownership shows others that you are willing to become proactive in your efforts. It tells them that you can handle the work and that they should trust you. It tells them that you are prepared to act and to take accountability for your actions. You own the results of any action or inaction for that area. This includes unexpected results of things that might be out of your control. You own this too. You will take initiative to maintain and improve this area. You are also taking responsibility and accountability for the execution and follow through on items in this area. With ownership comes responsibility. With responsibility comes accountability. With accountability comes reward for positive progress (and negatives when things fail). Rewards may include expanded influence, additional responsibilities, duties and tasks. It may mean that you have impact in more areas. It may also mean that you will be rewarded with raises and promotions. Most companies reward those that are proactive in spotting issues, finding the root cause of problems and moving toward solutions.
The Negatives of Taking Ownership
You can and will be blamed for things going wrong. You may see negative attitudes for systems failures. You will get everyone telling you how to do your job better. Well… this will happen even if you do not take ownership of areas. Tech Managers often have a target on their backs. It comes with the job description. So why not take an ownership attitude and grab the reigns. At least then you are the master of your own fate. And as a Tech Managers you already have the talent, training and skills to do the job. If you do not take ownership, you will derail the rewards that you deserve as others may take credit, and you still are opened to blame.
When you avoid taking ownership of an area, task or process, others will notice. They will see that you fail to step forward or that you actually take a step back from the responsibility of that scope. When this happens, you will be seen as avoiding accountability, deflecting blame or just being lazy. Consistently avoiding ownership will eventually create an environment where others no longer offers you the opportunity to expand your role. Never say “That’s not my job”. It might open a door for others to take on your tasks and soon may see yourself replaced. Not good.
Of all of the perspectives that I can think of that a Tech Manager should have, the one below is near the top of the list.
Every Project is Mine
Tech Managers should act like every project is their responsibility. Each file belongs to them. Every model is their model. Every office is their office. Improving everyone’s productivity is their goal.
Taking an ownership attitude for everything that CAD/BIM touches is what a Tech Manager should be all about. Every piece of hardware is theirs. Every procedure and process is theirs. Every standard, every layer, every linetype. It all belongs to the Tech Manager.
Moving toward Ownership
In the book “The Oz Principle: Getting Results Through Individual And Organizational Accountability” authors Roger Connors, Tom Smith and Craig Hickman share that “taking personal accountability means making a personal choice to rise above one’s circumstances and demonstrate the ownership necessary for achieving desired results; to see it, own it, solve it and do it.”
When a Tech Manager moves toward another level of ownership they should do it before others “assign them” this task. By taking on more than they are expected to oversee, they show initiative. Seeking responsibility increases their value. Those who are responsible for more areas prove to be more valuable to the firm.
Tech Managers who avoid taking on additional responsibility end up shedding it. They move farther and farther from the core of the business and out to the fringes. By doing this they are making themselves targets for possibly “transitioning away from the company”. This means being sacked, canned, terminated or fired, whatever term you want to use. The direction that a CAD/BIM Manager wants to be moving is toward ownership. Not away from it. By deflecting responsibility, it ends up resting on someone else’s shoulders.
Don’t Try to Own Everything
You may have an attitude of ownership for many things, but go gently when it encroaches on other staffer’s areas of oversight. Taking ownership is a feeling of responsibility and bottom line decision making for something. It is not just taking control. Don’t be a bully, a squatter or a usurper. You do not actually own everything. There are others in the firm that “own” things too. Ask to be invited in. Seek to help others. Assist where you are welcomed in and stay away from areas that seem to be closed off. No one like to have someone “take control” of their area.
Tech Management is all about seeking, accepting and embracing responsibility. Expand your area of influence by gathering responsibility for more and taking ownership of all tech issues within your firm.
(First published in AUGI World Magazine – Dec. 2016)
We live in an age where technology touches everything. The Internet of Things is growing every day. Workplaces have high tech workers who know how to self-manage their devices and work environments. Design technology and project processes can go awry and go downhill fast. You are called on when things go bad. When the going gets tough – people turn to you. You need to have a positive resolve.
Getting through the tough spots. Landing on your feet. Knocked down but not out. Surviving a crisis and getting stronger because of it. Tech Managers have to be resilient. In fact those that succeed in the long run are those that are resilient in the face of adversity. They push forward. They find ways of getting things done, often without help, time or money. They are resilient.
What is resilience?
Psychology Today defines it this way: Resilience is that ineffable quality that allows some people to be knocked down by life and come back stronger than ever. Rather than letting failure overcome them and drain their resolve, they find a way to rise from the ashes. Psychologists have identified some of the factors that make someone resilient, among them a positive attitude, optimism, the ability to regulate emotions, and the ability to see failure as a form of helpful feedback. Even after misfortune, resilient people are blessed with such an outlook that they are able to change course and soldier on.
According to Christy Matta, MA on the PsychCentral website:
“Resilience is the process of adapting well in the face of adversity, trauma, tragedy, threats, or even significant sources of stress — such as family and relationship problems, serious health problems, or workplace and financial stressors. It means “bouncing back” from difficult experiences.”
Ms. Matta goes on to state that everyone is resilient at some level, but it can be more highly developed with focus and effort. “People who have experienced good outcomes tend to see themselves as effective. With each good outcome, their confidence in themselves builds. These are often the people who you might consider resilient. If they experience a failure, their confidence in their abilities motivates them to continue to try until they succeed. Very often they do succeed and over a lifetime become proficient in many areas. On the other hand, doubt in oneself often leads to resignation after unsuccessful first efforts. Those who view themselves as competent and capable also often experience initial failure. The difference is that they maintain a commitment to their goal, even in the face of obstacles.”
Back to technology and your workplace. It is full of stress and challenges every day. Things take longer to complete. People miss deadlines. Technology breaks. Things get derailed. It can get you down at times, but bouncing back should be your trademark.
What do you do? Throw your hands up and quit? Tell someone else to fix it? Ignore it? These are not options that are given to Tech Managers. We have to make it work. We have to get it done. We have to make progress. Here are some tips for becoming resilient when you are challenged by stresses, roadblocks and failures.
Get Control – You need to be a calming agent when others are losing their heads. Just hit the pause button. Even for a few minutes or seconds can help you not freak out. Controlling your initial responses can be tough, but getting a handle on surprise, annoyance, anger, disappointment and defeatism can go a long way in setting the stage for positive outcomes. Others are looking to you for answers, not panic.
Get a Grip – Understand the real impact of events. Don’t catastrophize. Which is to think or act as if something is worse than what it really is. Or do not keep going down the “What if…” scenarios that may never transpire. Don’t make events into catastrophes if they are not (and most events are not). Step back and take stock in what is really happening and what the impact of it might be. Once you have a good handle on the real problem, you can dive in and get it fixed or contained.
Get a new Attitude – Change your perspective. If you have a negative slant, a “not again” attitude, then you need to refocus and approach it anew. Shifting from defeated to resuscitate can be as easy as taking a few breaths or maybe taking a short walk. Borrow a view from someone else by asking them what they think. Talk out the negatives with a person that is a sounding board. Just getting them out of the way allows you to see some positives.
Get a Move On – Lean toward action. After you have defined the problem, then start taking action. Attempts at remediation will allow you to make positive progress or at least let you know what does not work. If it is a people problem, keep the conversation flowing. Ask more questions. Make an effort to mend fences or tear down walls.
Get a Plan – Think beyond the challenge. Look past the immediate. Reach beyond your day to day. Develop goals that stretch you. This will allow you to not get trapped in the things that are pulling you down, making you frustrated or derailing your plans. Define longer term goals. I am talking really long term, careen focus goals. Ones that your firm can capitalize on and even some that reach beyond your current position. Dream a few big dreams.
Get help from the Past – Remember what you have gotten through in the past. So many people get downtrodden with the current state of affairs. Move past that by remembering the past. You have come so far, make such progress, fixed so many things, helped move tech forward. You will do it again and again. Think about what you may have developed or created or refined in the past months or years.
Get Unstuck – Think creatively about the options you may have. If your challenge is a career setback, you still have options ahead. If you roadblock is a strained relationship, get creative on how you might reach out and strengthen the bond. If it is a hardware failure, think about where you might get other devices to fill in the gap. There are few times that present no options.
Get Healthy – It might be as simple as getting healthier. Adding on a few pounds or sitting too long can get you out of sorts. Nagging pains can be a drag on your stamina. Tend to your health. Make a new start “before” the holidays. Enjoy life in a measured way. Get moving more. Take a walk every day. Play with the kids or the dog. Eat more dark chocolate. Get outside more.
Being resilient is a trait that sets apart a great Tech Manager. They press on. They continue to seek solutions. They don’t give up.
(First published in AUGI World Magazine – Sept. 2016)
I have given and received many performance reviews over the years. Many of those that have been focused on my progress have been done very well and have spurred me on to better performance. Others have been tired efforts that have been completed to meet the requirements of the firm’s process with very little effort and thinking. The best have been when both parties are actively seeking to interact with perspectives, feedback and goal setting. Some reviews are tied directly to salary adjustments and some are not. Some are so disconnected that you wonder how you could get an exemplary review and then an average raise. Many of you may hate this annual process with its number systems and forced rankings. And few of us “love them”.
There are some current efforts within the private sector to rethink the process, focus and outcome of the review process. The old methods have become routine and firms seek to invigorate the interactions that frame productivity expectations. The changes that might come include more interaction throughout the year. More informal and formal formats are thought to improve the practice. More focus is being place on questions related to what the boss would actually do with the person. Asking tougher questions like… Would you give them a big raise? Would you want them on your next team? Do you see recurring failures? Would you promote them? There may be changes in your firm’s processes now or in the future.
We will focus on the most common method today that has been in use for many, many years. The Annual Review. These are typically completed once per year with a look backwards to evaluate progress and a look forward to define future goals. It usually is a conversation between you and your boss. Sometimes it is a one-way conversation where they tell you what they think you have accomplished and what they expect from you in the future. Your input may be solicited, but may not do much to change the outcome. They have documented their perspective and you have received your review. Sign here please. Some reviews may be done very well and I hope that your firm has a process that does not reflect what I have just mentioned.
In order to “get more out of it” under this general flow, you need to do some things in prep for this once a year conversation. Not just immediately prior to the talk, as you head toward the bosses office, but during the year leading up to the chat. To have the greatest impact for your career and salary, you need to fully participate and take some positive initiative in seeking your target salary, getting a raise or promotion or at least being recognized for the value you bring to the firm.
I will start with the meeting itself and widen the scope out to what can and should be done during the entire year leading up to the next meeting. You can’t go back, but you can plan to integrate some of these ideas going forward. If your annual review is ahead of you, put some of these ideas into practice now.
At the Meeting – Clarify and Verify
If the process is limited to just one meeting a year, then be fully involved. Make it a conversation by asking questions that clarify the statements you hear and verify the expectations going forward.
Clarify what is being said about the past and especially what is written down. Fill in what you may think are insufficient details in the statements given. If there are missing initiatives, ask if they can be included. If the scope is missing key points, remind them of the impact you brought. They may or may not write them down, but you should reiterate your involvement in key project and workflow. Don’t make it a fight, just make your statement and move forward.
Verify any goals discussed. Get as exact as you can on the timeline, scope, breadth and impact you are expected to achieve. Ask verifying questions if the statements are vague, like “get more training”. Ask what areas of training would be the most desired and how that training might lead to new opportunities.
Take notes on what is said, but not documented, in the meeting. This is not to use against them, but to later bring to their attention what was discussed as you pass milestones or need to remind yourself of what was discussed. Even if you have a biased boss who sees no good thing coming from you, do not respond in kind. Be cordial and respectful as you interact.
These tips work best when you have prepared for the meeting all year long. So here are some ideas to keep in mind before you are called into the evaluation meeting.
In the Month Leading up to Your Review
Provide a list of accomplishments. No one has a better memory of what you have done in the past year than you. And if your memory is not that good, then keep a running log of what you have completed. Include new responsibilities you have been assigned or taken on. Add to the list any teams, projects or focus groups in which you participated. Small and large, short or long term, just keep adding to the list through the year. Give the list to your reviewer prior to them completing the effort, even if they do not ask for it. A good memory jog will help them to think past the last few months. Sluggish progress in Q4 can cloud over the accomplishments of the Q1-Q3. Just make it a quick bulleted list of items you feel where impactful to the firm. Present it is such a way that they are not offended by your efforts. Just tell them that you took some quick notes and were thankful that you were involved in some major project/initiatives throughout the year. Don’t talk them through every bullet point, just give them the list. If they ask clarifying questions then provide info. If not, then let the list stand on its own.
Provide a list of goals that are relevant and within reach. Just a paragraph stating what you would like to work on. Mention teams you would like to join, initiatives you think you could assist on and research ideas for the coming year. Let them know that you have some proactive movement toward these goals and that you would love to get input.
Define areas of training you might need. Don’t be afraid to point out some areas you need to bolster. List some new technology you would like to get trained in that might open new doors of opportunity for the firm. List a few conferences you would like attend (like AU2016) or user group meetings you would want to attend (AUGI).
All Year Long
Make yourself more valuable. The best way to get a glowing review is to shine. Increase your value to the company by being proactive. Initiate conversations about technology or process improvements. Volunteer for new initiatives. Join teams that are looking to enter new markets. If you cannot officially join, then have some casual conversations over lunch or in the halls with the team members. Show interest and initiative. Learn a new skill. Fix a recurring problem. Help outside your normal scope of the job description. Start something new.
Have more conversations with the boss about their goals. Listen to what they say and what they are driving for. See what they mention again and again and make it part of your thinking. Look for patterns in their workflow and offer to take over some of their duties. Start small and show them that you can manage a new area. Be positive and provide input into their thinking. Ask them what is on their wish list. Ask them what they wish would stop happening. Take action items from the conversations and make something happen.
Do not be afraid to just ask – “How am I doing?” If you think you are going to hear a barrage of negative comments, then this can be scary. If you have been making yourself more valuable, then this can be a positive experience. But either way, you do not have to wait until a formal meeting occurs to check in on your progress. By asking, you are showing that you desire to improve. When you do get feedback, either positive or negative, do something with it. Do not just walk away dejected because the boss was in a bad mood. Don’t walk away basking in the light of positive feedback. Enjoy it, but do not go into cruise control. Ask what you are doing well and areas you need to improve. Listen with the intent to change. Be willing to take the good and bad and do something that will make your performance improve.
By taking an active part in your reviews and performance evaluations, you stand a better chance of getting more positives and impacting your salary. Stay connected and focused on improvements throughout the year.
(Originally published in AUGI World – Aug 2016)
It’s all about priorities – right? Last time we left off at the point of having a task list created, grouped and categorized. This may have uncovered items that can be grouped together. Larger recurring items, when looked at holistically, may uncover underlying themes that run through them all.
All items on your Task list do not carry the same level of importance. That is obvious. If you look at the list we created from last month, it should be easy to pick off a few low priority items and move them down the list. It might be easy to find a few high impact items that will move your firm toward better use of technology and production. But when you add the influence of critical timing (has to happen now), everything might get jumbled up.
List Created – Now Split It
The Task List groupings, when collected up together, can become a project. Project planning moves beyond just task list approaches, to getting large efforts done. Planning will uncover a flow of work over many tasks and call for staging them to be done first, second, third and so on. You may have to use shared resources or materials. It may require assigning work to yourself or others in a progressive manner. When time, resources and manpower have to be coordinated, that to me is a project. Small or large, projects need more thought than just jumping in and pounding through. If you fail to see a grouping of tasks as a project, then you might move through them one by one and not generate the best workflow for you or others. You cannot install a new tool until you define the problem it will solve. You cannot install what you have not bought. You cannot buy what you have not budgeted. You cannot get approval until you define costs. You get the picture. Step by step. Planned out. Coordinating workload.
I would suggest taking the projects off your Task list and start a project list. Projects are probably more important than tasks, but time constraints may make them hard to get to. Projects are also longer range and tasks are quicker to complete. Projects on the list need to be done. They have been designated as important, but take a different approach that just working on tasks.
Driving Real-Time Decision Making
The real-time decisions that need to be made are focused on getting the most impactful results from what you are doing now and what you do next. Your efforts to prioritize your workload live in the real world of deciding what you should be doing now and then what to do next. Peter Drucker points out in his book “The Effective Executive” that “Knowledge work is not defined by quantity. Neither is knowledge work defined by its costs. Knowledge work is defined by results”. Are you focused on results? Are you doing the most important thing right now? If you constantly ask yourself that question, you will stay on track and make the most of every day. If you are reading this article at work, that question might encourage you to drop this magazine and get something done ☺. When you start a task – ask that question. “Is this the most important thing I should be working on?” When you reach a milestone in your project or task – ask again. When you finish something – ask it again about what is next in line. Always be asking yourself “what should I be doing now/next?”
Adding a Third List
So now you have two lists, Tasks and Projects. Projects are larger and longer term. Tasks are shorter and smaller, but that does not mean that tasks are less meaningful, important or impactful. Most projects start on the task list and get moved over. There is another list that I suggest you develop. It is the Initiatives List. This list is a result of your strategic thinking and planning. Items on this list are focused, systemic changes to infrastructure, introducing new software, shifts in workflow/culture or moving in a new direction. New things start on this list. Reforming processes are on this list. Getting rid of unproductive tools is no this list. Initiatives usually involve large change efforts. Out with the old, in with the new. Initiatives involve project planning but do not start as tasks. They migrate down to the Project List as you move them toward completion.
Your First Priority
You might do well to have a decision framework for defining priorities. You can make your own, but you should have this type of list either written down or at least the first few burned into your brain. This is the order of precedence that defines what you work on first, second, third and so on. Some of this may seem painfully obvious and it is. Other items are sorted by the priorities of your firm and can be more specific when you create your list.
The framework should start with critical system failures. Fixing things that are broken is your main focus and number one priority. Tech Managers are first responders when things fail. You dive in when there are system failures or project delays that threaten to impact a deadline. You watch for large system failures that might take down several projects if not corrected. You seek to help when staff troubles arise so they do not impact a project.
- Diagnose Problems – Define what caused the problem so you can fix it and so that you can avoid it later
- Fix Problems – Get thing back in working order
- Prevent Problems – Do preventive maintenance to avoid system failures
Fixing things is job one, but after that, then what? When there is some down time (and there will be some at some point) what do you work on? Projects? Initiatives, other Tasks?
What Next?
A Franklin Covey survey results have shown that 41.5% of peoples time is spent on unimportant activities, such as trivial work, gossip, procrastinating, unneeded reports, other peoples minor issues and irrelevant meetings. When you have free time, do you get trapped in some of the above?
Don’t just look to your Task List for the next thing to do. I tend to use the Task List for filling in short time breaks that I get. When large chunks of time are available, I look to the Project or Initiative lists. It might be best to plan your free time so that you know what to do when you actually have that free time. You may be able to put something on the calendar and move other things aside to focus some time on your projects. Keep in mind that you need to spend time on the things that really matter. The pressing issues will gobble up your time and you need to protect it.
Things that really matter should be on your Project and Initiative list and some might be on your Task list. Things like creating documentation, training docs, making a call about an invoice might all be on the task list. Don’t forget to do some things just because you want to or feel that would bring your best strengths to the forefront.
But in general, what defines priorities for you. The framework you develop can be run through each time you have a chance to decide what to do next. Here are some ideas. Move them around or add your own, but come up with something or you will be running from pillar to post all day long (it happens to all of us). Depending on your firm’s current focus, your list may lean toward bringing in new tech, saving money, expanding to new offices, etc.
Relationships – working on the relationships you have with others at work and developing new ones. Reaching outside of your tech world and rubbing elbows with other departments when you do not have a shared project. The better your relationships are, the more you will be able to work with teams.
Cleaning House – going through your server, systems, documentation, standards or whatever and getting rid of old junk. Organizing your applications directory when you store software for installs. Throwing away your AutoCAD 14 books (NO!!!!)
Seeking Efficiency – finding better ways to do what you are already doing. You may be fine, but can you be better. Squeezing more out of what you already have.
Bringing in new tools – if you do not push people forward, who will? You need to always be looking for the next thing, the next upgrade or the next utility.
Planning – filling out and reviewing your initiatives list. Talking to other about what might be added to it. Defining what is within reach based on cost or time or manpower.
Mentoring/Couching – helping others climb up the ladder or tech skills or career. Teach someone something.
Continuous Learning – sharpening your skills. Taking a class. Reading a book. Going to Autodesk University.
You should have three priorities in your head so that when you get free time you can quickly turn your focus on to them. They priorities can and should change. But by having a quick list you can capture free time and make it productive for yourself and your firm.
Common advice is to avoid reading email – it takes up too much time. They say you should put it off and check it once in the morning and then at lunch and then before you go home for the day. Yeah – right! Tech Managers are service oriented and I do not believe they have the luxury of delaying email reading, or texts, chats or IM’s or whatever method someone chooses to get a hold of them. I read emails all day long. I tend to avoid even opening the constant stream of offers and cold call emails where vendor requests for meetings. As I read email, I prioritize the level of need and address it balanced with everything else on my plate. Just because someone walked into your office or grabbed you in the hall, or drops an email in your inbox does not move their item to the top of your list. Learn to prioritize every task and also how to gently let people know that you will get to it – maybe after one or two other pressing items that take priority. Define an agreed upon date for completion and then go back to what you were focused on.
(First published in AUGI World Magazine – July 2016)
He’s making a list, checking it twice… wait it is only July, not December.
I spend a lot of time making lists and prioritizing my work. When I come to the office in the morning, I ponder what I need to get done. I review anything that I did not get to the day before and think about what might be done today.
It is so easy to fall into the tyranny of the urgent. I am not sure where I first heard that term. Probably a Stephan Covey book. There is a small book by that title, but I do not recall reading it. Anyway… the tyranny comes when other peoples urgent needs define your workload. Kind of sounds like a Tech Manager’s job description doesn’t it? You have to keep things running and get things done for others – right? There have been many days when I drive to work, planning out my day in my head, defining my tasks and then arrive at work to a project panic that takes me away from anything close to what I had planned. We are overtaken by events outside our control. A plotter breaks. A project derails. Files get corrupted. Deliverables need to be delivered. At the end of the day I wonder if I got anything done from my list.
Your Time is Not Your Own
We live to serve. If you are not service oriented and you have the job function of CAD/BIM/Tech Manager, you might be in the wrong line of work. You are supposed to make it easy to be interrupted. You should not put people off and make it hard for them to approach you. You want them to bring you their troubles. It keeps you employed ☺ (actually, fixing their problems keeps you employed)
But you should strive to get out from under the thumb of every little annoyance that someone brings you. I want to briefly discuss some strategies to avoid falling into the trap of the urgent. Let’s quickly run through some ideas that might help.
Avoiding Interruptions via Training
Interruptions happen. They happen all the time. They are the norm. Some of them can be avoided or reduced via education. Teaching others how to self-correct is important and must be done. When you fix something, tell others how you did it. Empower them for the next time. Then when it comes up again, and it will, they can fix it themselves or tell others what the fix is.
Fix it Before it Breaks
Sometimes we can avoid being trapped by circumstance by fixing things before they break. If there is something that you know is reaching end of life or headed for disaster, jump in and fix it before it goes awry. That thing that is gnawing at you, but you have not gotten back to fix it yet… it will break at the worst possible time. Be proactive and get it repaired or replaced before it fails.
Do it Right the First Time
Those items that I may have left incomplete always come back to bite me. Temp fixes become permanent by your delays. If I am unable to complete a job 100% I always seem to have to complete the job when it impacts other timelines. There are times when you have to make a quick temp fix so that projects can hit a deadline. If I ignore going back to something that I knew was just temporary, then my time will be gobbled up when it fails again. Try to avoid do-overs.
Making the Most of Your Time and Task List
I could try to rattle off a list of priorities for a Tech Manager. Like learning new tools, planning deployment, training, standards, productivity and so much more. But that is not the point of this article. You will define what the big ticket items are that you need to keep in focus. Then you will define the tasks needed to make that happen. All through this effort, you will have to pick and choose what goes first and then second and so on. Your list will look different than mine. No one has the same lists or the same priorities for the day to day things that have to get done.
When you finally get some time for your goals, what do you do? You can move toward defining your own priorities and working your task list when you have “free” time.
First – Make a List
B.J. Novak, one of the breakout stars from “The Office” TV series, says that “we go around with lists in our heads all day long”. So he developed the LI.ST app (li dot st) and garnered investors to get it off the ground. Google Tasks, todoist, Wunderlist and many more apps are out there to help us get organized. It is not the tool that makes a great list – it is you. I use Word, Excel or just paper to make mine. The first step is to just do a brain dump and get everything that needs to be done out of your head and on the list. Make it as long as it needs to be. Write down all the items you can think of. Even add those things that you wish you had time to get to. List that are too long discourage progress, but don’t worry about making to too big. We will slice it up into manageable chunks as needed.
Second – Sort the List
Now that you have a list, which might be really long, sort it by some category that makes sense to you. It might be collecting all of the hardware needs together. Or maybe separate the things that need to be purchased from those that have no cost and can be done for free. You may have 6 or 7 or more categories. That is good, just sort them all. If you do not have a lot of items on the list consider refining it down into smaller tasks. Sometimes big ticket items cannot be done in one sitting and might be better broken apart.
You may want to sort by level of effort or maybe high energy and low energy items. Divide the list into three categories. Big things, medium things and little things. Don’t worry yet of you have too many things in one of these categories, we will review them again. And remember – not everything is a big item.
Third – Group the List
Look for common items that can be grouped into mini-projects. Are there three hardware items that should be purchased together? Does the software category have tasks that can be grouped into areas like training, standards, or customization? Group these together so that the ones that need to be done together can be addressed at the same time. After they are grouped, reorder each group by first, second, third in the order that they need to be done. No need to focus on something that has a prerequisite item that you have not put at the front.
List Created
What you should have now is a list, sorted and grouped and ready to prioritize. The process of creating, sorting and grouping your list will help streamline your efforts. It will help you capture the time you may find in the day and focus you on the most important items. Now check off “create list” from your To Do list… See you already got something done. Next time we will look at prioritizing and how you can make your list, your efforts and your time even more impactful.
(First published in AUGI World Magazine – June 2016)
Don’t overdue it
Don’t gush over someone or draw out the compliment too long, specially in public. Others will be annoyed. Don’t start passing out too many uplifting appreciations. That will water them all down. I have known people that have complimented me with wording that exceeds the accomplishment. Scale the compliment to the achievement. If someone does a really outstanding job, then possibly a gift card or lunch might be appropriate.
Avoid Comedic compliments
Telling someone that they “didn’t screw it up as much as you thought they would” is not a compliment. Avoid making a compliment into a joke. Do not poke at someone’s failings as part of praise. How would you like to hear “you did a pretty good job considering that you had no idea what you were doing”. The group may get a chuckle, but the person who was the brunt of the joke does not take away any uplifting message.
Pass on Compliments
When someone gives you a compliment in the form of your team doing a good job, pass it on. Let your team know that they did a good job and who told you that. Tack on a “rider” and tell them that you really are proud of their efforts and that you appreciate their output.
So if you have read three posts… then make it a goal to give a compliment or praise to someone today and tomorrow. Start a health habit by looking for what is worthy of commendation and let people know that you are thankful for their labors.
Loading ...