19th Sep, 2008:
A bad day... in my life.
There is a bad story associated to it and I will write that some other time... I just wanted to make a note of it so that I dont forget it...
Wednesday, September 24, 2008
Sunday, September 21, 2008
Building Effective Corporate Cultures One Decency at a Time
Building Effective Corporate Cultures One Decency at a Time
By making decency a habit, leaders can surreptitiously and effectively protect a corporate culture—not just the experience of work, but also the company's moral underpinning.
By Steve Harrison
June 11, 2007 — CIO —
The most basic decencies are those that demonstrate respect and consideration. A simple "hello" at the start of the day and "goodbye" at the end of the day are obvious but sometimes overlooked forms of consideration. Remembering the names of the people you work with regularly is equally as important as saying hello. Beyond these basics, here are some other ways to demonstrate respect and consideration.
Protect the Dignity of OthersWe choose whether we are going to build people up or diminish them. This choice is very poignant especially during a downsizing. It's up to those of us at the top to protect the dignity of each and every person who has to be separated. Sometimes, the choices are much less public, but no less telling. Think about how much information you have about people in your organization. Resist the temptation to gossip or break confidences.
Don't Keep People WaitingEarly in my career, I thought that letting the salespeople calling on me "cool their heels" was acceptable. I was the customer, after all. A thoughtful supervisor set me straight. Since that correction, I have never consciously kept a visitor, including a salesperson, waiting. Receiving people promptly is a decency that counts because it is courteous and respectful.
Make Meetings DecentFor meetings you call, be the first to arrive and the last to leave. Leave the Blackberry behind. Rearrange seating to assure that everyone is included and groups are not set in opposition. Take time for introductions. Make space for quiet colleagues to offer their opinions. Finish on time or, for greatest effect, finish early.
Recognition DecenciesThe Golden Rule, "Do unto others as you would have others do unto you," is a valuable guideline in life, but when it comes to recognizing employees, I suggest applying the Platinum Rule: Do unto others as they would have you do unto them. Outside of formal recognition and reward programs, here are some well-received ways to recognize people day after day.
· Say "thank you." Hardly anyone will dispute the value of saying thank you, but in many work places, the rush of deadlines crowds out appreciation. It's best to offer thanks personally and in front of peers. "Thank you" means even more when the thought is delivered in writing. While it's tempting to send off an e-mail instead of taking the time to find a note card and address an envelope, it will mean a lot more on paper.
· Little things mean a lot. Bring in coffee, donuts and snacks to share on an unpredictable basis. Or order a pizza or a huge submarine sandwich for a communal lunch. Don't make a big deal of it, but just say it's a token of how much you appreciate how hard everyone is working.
· Appoint a proxy. Invite a subordinate to represent you at conferences or meetings. If you select carefully, the associate will get a psychic kick out of representing you. He or she will feel your trust. Later, the employee can share insights gained with team members, giving a second boost of recognition.
Listening DecenciesNext to physical survival, the greatest need of a human being is to be acknowledged. "Attention must be paid!" says Willy Loman in Death of a Salesman. Everyone yearns to be understood, to be affirmed, to be validated and to be appreciated. Being listened to is the prerequisite for all of these. Most of us pay little attention to the quality of our listening. Especially in business situations, we are too busy thinking about what we call "the big picture" to notice that big pictures are the sum of personal moments of truth. Here are some ways you can practice listening decencies.
· Talk less. It's really that easy . . . and that hard. Listening starts when we stop talking. Some tricks to change the balance are:
· Stop talking after 60 seconds and give the other person a chance to chime in;
· Resist the temptation to interrupt—even if it's to agree with the person talking. When you do, you are inadvertently making the conversation about you;
· Value silence as a chance for the other person to gather their thoughts.
· Voice questions, not opinions or decisions. As a leader, stating your opinion can immediately shut down the conversation. To get the most of your diverse team, ask open-ended questions, or say, "I wonder what would happen if . . ." Then be quiet, and listen. Hold back from judgment, from expressing objections and from giving advice.
· Don't multitask. We all need to be efficient. But you can't truly listen to someone and do anything else at the same time. Try focusing on listening for just 10 minutes. You'll learn more and make the other person feel more valued.
Executive Humility DecenciesI first heard the term executive pomposity decades ago, and I have come to believe that a sense of entitlement bred from authority is by far the most corrosive agent in organizations. All this attitude does is distance executives from their colleagues and customers, and, ultimately, from their business. As much as it might inflate executive egos, pomposity deflates others around them. You'll do both yourself and your organization a favor by avoiding anything that smacks of RHIP, or "rank has its privileges," like exclusive dining rooms or parking places. Some other decencies you can practice are:
· Share the credit, hoard the blame. When things go well, share the credit. When things go badly, be known as someone who is accountable. There will be time to sort out the problem and learn from it later. Be known as someone whose first instinct is to fix the problem rather than affix the blame.
· If you make a mistake, apologize. Far from diminishing your importance, an apology demonstrates humility, respect for others and a desire to learn, all of which are traits of strong leaders. Refusing to apologize after having made a mistake demonstrates pomposity of the worst kind. Saying "I'm sorry" effectively is one of the most powerful small decencies available to any leader. Good apologies deliver the "4 Rs:"
· Recognition of the mistake
· Responsibility for the error
· Remorse expressed
· Restitution offered
· Make yourself accessible. In his book The Transparent Leader, former Dial Corporation CEO Herb Baum says, "The road to transparency is itself an open one. . . I stress actual physical accessibility as a tool to develop our culture." One way he became accessible was through a program called "Hotdogs with Herb." He describes this as "a fun, casual lunch where I get to spend quality time with a small group of employees . . . It allows them to get to know me, and gives me a chance to get to know them and listen to their concerns or feedback . . . We always have hotdogs—my favorite dish." Former New York City mayor Ed Koch was known for asking city employees, "How am I doing?" and really being open to the answer. In the end, accessibility is not just about being available, it's about being open to input as well.
· Ripples in a PondPeople will perk up when you offer a decency. Employees like to work in a place where consideration and respect are palpable and leaders listen with humility. And I think they like to use a leader's example as permission to make the extra effort to act with decency themselves. That's how one leader's commitment to decency emanates throughout a company like ripples in a pond. It's quiet. It may take a little while. But it will bring about a change that is deeply rooted within individual behavior, and that's the best foundation of all.
· Steve Harrison is chairman of Lee Hecht Harrison, a global leader in career management solutions based in Woodcliff Lake, NJ. This article is drawn from his new book, The Manager's Book of Decencies: How Small Gestures Build Great Companies (McGraw-Hill, 2007). Harrison welcomes examples of decencies and gives a free book each month to the person submitting the most powerful example of a business decency. For more on the book or to submit your decencies, visit http://www.bookofdecencies.com.
· © 2008 CXO Media Inc.
By making decency a habit, leaders can surreptitiously and effectively protect a corporate culture—not just the experience of work, but also the company's moral underpinning.
By Steve Harrison
June 11, 2007 — CIO —
The most basic decencies are those that demonstrate respect and consideration. A simple "hello" at the start of the day and "goodbye" at the end of the day are obvious but sometimes overlooked forms of consideration. Remembering the names of the people you work with regularly is equally as important as saying hello. Beyond these basics, here are some other ways to demonstrate respect and consideration.
Protect the Dignity of OthersWe choose whether we are going to build people up or diminish them. This choice is very poignant especially during a downsizing. It's up to those of us at the top to protect the dignity of each and every person who has to be separated. Sometimes, the choices are much less public, but no less telling. Think about how much information you have about people in your organization. Resist the temptation to gossip or break confidences.
Don't Keep People WaitingEarly in my career, I thought that letting the salespeople calling on me "cool their heels" was acceptable. I was the customer, after all. A thoughtful supervisor set me straight. Since that correction, I have never consciously kept a visitor, including a salesperson, waiting. Receiving people promptly is a decency that counts because it is courteous and respectful.
Make Meetings DecentFor meetings you call, be the first to arrive and the last to leave. Leave the Blackberry behind. Rearrange seating to assure that everyone is included and groups are not set in opposition. Take time for introductions. Make space for quiet colleagues to offer their opinions. Finish on time or, for greatest effect, finish early.
Recognition DecenciesThe Golden Rule, "Do unto others as you would have others do unto you," is a valuable guideline in life, but when it comes to recognizing employees, I suggest applying the Platinum Rule: Do unto others as they would have you do unto them. Outside of formal recognition and reward programs, here are some well-received ways to recognize people day after day.
· Say "thank you." Hardly anyone will dispute the value of saying thank you, but in many work places, the rush of deadlines crowds out appreciation. It's best to offer thanks personally and in front of peers. "Thank you" means even more when the thought is delivered in writing. While it's tempting to send off an e-mail instead of taking the time to find a note card and address an envelope, it will mean a lot more on paper.
· Little things mean a lot. Bring in coffee, donuts and snacks to share on an unpredictable basis. Or order a pizza or a huge submarine sandwich for a communal lunch. Don't make a big deal of it, but just say it's a token of how much you appreciate how hard everyone is working.
· Appoint a proxy. Invite a subordinate to represent you at conferences or meetings. If you select carefully, the associate will get a psychic kick out of representing you. He or she will feel your trust. Later, the employee can share insights gained with team members, giving a second boost of recognition.
Listening DecenciesNext to physical survival, the greatest need of a human being is to be acknowledged. "Attention must be paid!" says Willy Loman in Death of a Salesman. Everyone yearns to be understood, to be affirmed, to be validated and to be appreciated. Being listened to is the prerequisite for all of these. Most of us pay little attention to the quality of our listening. Especially in business situations, we are too busy thinking about what we call "the big picture" to notice that big pictures are the sum of personal moments of truth. Here are some ways you can practice listening decencies.
· Talk less. It's really that easy . . . and that hard. Listening starts when we stop talking. Some tricks to change the balance are:
· Stop talking after 60 seconds and give the other person a chance to chime in;
· Resist the temptation to interrupt—even if it's to agree with the person talking. When you do, you are inadvertently making the conversation about you;
· Value silence as a chance for the other person to gather their thoughts.
· Voice questions, not opinions or decisions. As a leader, stating your opinion can immediately shut down the conversation. To get the most of your diverse team, ask open-ended questions, or say, "I wonder what would happen if . . ." Then be quiet, and listen. Hold back from judgment, from expressing objections and from giving advice.
· Don't multitask. We all need to be efficient. But you can't truly listen to someone and do anything else at the same time. Try focusing on listening for just 10 minutes. You'll learn more and make the other person feel more valued.
Executive Humility DecenciesI first heard the term executive pomposity decades ago, and I have come to believe that a sense of entitlement bred from authority is by far the most corrosive agent in organizations. All this attitude does is distance executives from their colleagues and customers, and, ultimately, from their business. As much as it might inflate executive egos, pomposity deflates others around them. You'll do both yourself and your organization a favor by avoiding anything that smacks of RHIP, or "rank has its privileges," like exclusive dining rooms or parking places. Some other decencies you can practice are:
· Share the credit, hoard the blame. When things go well, share the credit. When things go badly, be known as someone who is accountable. There will be time to sort out the problem and learn from it later. Be known as someone whose first instinct is to fix the problem rather than affix the blame.
· If you make a mistake, apologize. Far from diminishing your importance, an apology demonstrates humility, respect for others and a desire to learn, all of which are traits of strong leaders. Refusing to apologize after having made a mistake demonstrates pomposity of the worst kind. Saying "I'm sorry" effectively is one of the most powerful small decencies available to any leader. Good apologies deliver the "4 Rs:"
· Recognition of the mistake
· Responsibility for the error
· Remorse expressed
· Restitution offered
· Make yourself accessible. In his book The Transparent Leader, former Dial Corporation CEO Herb Baum says, "The road to transparency is itself an open one. . . I stress actual physical accessibility as a tool to develop our culture." One way he became accessible was through a program called "Hotdogs with Herb." He describes this as "a fun, casual lunch where I get to spend quality time with a small group of employees . . . It allows them to get to know me, and gives me a chance to get to know them and listen to their concerns or feedback . . . We always have hotdogs—my favorite dish." Former New York City mayor Ed Koch was known for asking city employees, "How am I doing?" and really being open to the answer. In the end, accessibility is not just about being available, it's about being open to input as well.
· Ripples in a PondPeople will perk up when you offer a decency. Employees like to work in a place where consideration and respect are palpable and leaders listen with humility. And I think they like to use a leader's example as permission to make the extra effort to act with decency themselves. That's how one leader's commitment to decency emanates throughout a company like ripples in a pond. It's quiet. It may take a little while. But it will bring about a change that is deeply rooted within individual behavior, and that's the best foundation of all.
· Steve Harrison is chairman of Lee Hecht Harrison, a global leader in career management solutions based in Woodcliff Lake, NJ. This article is drawn from his new book, The Manager's Book of Decencies: How Small Gestures Build Great Companies (McGraw-Hill, 2007). Harrison welcomes examples of decencies and gives a free book each month to the person submitting the most powerful example of a business decency. For more on the book or to submit your decencies, visit http://www.bookofdecencies.com.
· © 2008 CXO Media Inc.
read it... only....If you're a nice person
From: www.cio.com
The Danger of Being Too Nice at Work – Meridith Levinson, CIO
September 18, 2008
If you're a nice person, you probably think that being nice works to your advantage in the office. After all, how could it be any other way? Genuinely nice people are well liked. They're generally easy to work with. They care about others and tend to have good values. In a fair and just world, that sort of behavior should be rewarded. Right?
Not necessarily. Too often, nice, competent people get passed up for promotions. Instead, the plum job goes to the prima donna or the person who plays politics. The bonus is bestowed upon the squeaky wheel or the obnoxious go-getter. In this environment, the nice guy really does finish last. It's frustrating because it goes against everything we were taught as a children about the Golden Rule.
RELATED STORIESHow to Make Nice Playing Nice in the IT Sandbox CIOs Need to be Tough Yet Empathetic How to Make a Tough Decision What nice people may not realize is that they're too nice, and that being too nice can seriously stymie their career growth and success, says Russ Edelman, a SharePoint consultant and co-author of the book, Nice Guys Can Get the Corner Office: Eight Strategies for Winning in Business Without Being a Jerk (Portfolio, 2008.) "The people in business who suffer from nice guy syndrome are not achieving their true potential," he says.
The problem with being too nice, according to Edelman—who comes off as a very nice guy—is that you're a doormat and people take advantage of you. Nice people are too concerned about pleasing others and not making waves that they don't stand up for themselves.
Edelman cites a nice man he interviewed for his book, who was vying for an executive position. The nice man was well-respected and well-liked in his company, and had a very good shot at the job. Of course, someone else was competing for the position. When the nice man was asked in an interview about his competitor, according to Edelman the nice guy said he thought his competitor would do a fantastic job. The nice contender wound up writing a letter of recommendation for his competitor because he didn't want to cause a stir by vying for the executive-level job, says Edelman. End result: The competitor got the job, and the nice guy remained in his spot on the corporate ladder.
"The nice guy is forever putting the oxygen mask on someone else before putting it on himself," says Edelman.
The Cost of Nice in BusinessBeing too nice is not just a problem for individuals. It's a problem for businesses, too. Employees who are too nice cost businesses time and money.
In a survey of 50 CEOs, Edelman asked about the impact of "being too nice" on their businesses. The CEOs responded by saying that being too nice cost them eight percent of their gross revenues. In other words, if the CEOs' companies had been more aggressive, they believed they could have earned more money.
Edelman notes that managers who are too nice are reluctant to make decisions on their own. They fear hurting the feelings of anyone whom they don't ask for feedback, so they include everyone in their decision-making. That wastes time and can lead to missed opportunities.
"The overly nice guy usually defers to others. They're reluctant to create losers," says Edelman. The irony is that in the process of trying to make everyone a winner, the nice guy ends up the loser.
Managers who are too nice also avoid confrontation, says Edelman. They'd rather ignore problems than address them head on. Of course, ignoring problems only makes them worse, and burying one's head in the sand does not inspire the confidence of the manager's team or of his superiors, adds Edelman. It only inspires their ire.
"If you appease everyone, if you fear hurting people's feelings, you do a disserve to whatever project you're working on, to yourself and your business," says Edelman. "That's where being too nice is not nice at all."
Advice for People Who Are Too NiceSofties need to toughen up, says Edelman. "I'm not advocating that people become jerks or SOBs," he says, "But they need to find a balance to stay true to their nice nature while also being appropriately assertive and protecting their interests."
The challenge, then, for nice people is to redefine what it means to be nice, says Edelman, and to understand that being nice doesn't have to mean being a doormat. You can be nice and be assertive and deal with confrontation and set boundaries, he adds.
Here are three concepts nice people need to understand to succeed at work:
1. Business is competitive. Deal with it. Edelman interviewed Sam DiPiazza Jr., the CEO of PricewaterhouseCoopers, for his book. DiPiazza had this to say about business, according to Edelman: "Business, whether we like it or not, includes competition. It's challenging, aggressive and very demanding. Despite the perception of many, it can also be performed nicely."
2. Sometimes being nice isn't very nice at all.Edelman also spoke with the CEO of the American Cancer Society, John Seffrin, who believes that when mangers are too nice and are incapable of having honest discussions with others (such as during a performance review) for fear of hurting feelings, they're in fact not being nice at all and they're doing a disservice to the people they manage.
3. Confrontation is not necessarily a bad thing. Nice people avoid confrontation because it's uncomfortable, says Edelman. If nice people are to be more assertive, they need to understand the business value of confrontation: it allows them to solve problems. Edelman points to a strategy employed by 1-800-GOT-JUNK CEO Brian Scudamore, which Scudamore calls "race to the conflict." The idea is, if a conflict or issue comes up, employees should race to it to get it resolved as quickly as possible. If they don't, they're wasting time.
© 2008 CXO Media Inc.
The Danger of Being Too Nice at Work – Meridith Levinson, CIO
September 18, 2008
If you're a nice person, you probably think that being nice works to your advantage in the office. After all, how could it be any other way? Genuinely nice people are well liked. They're generally easy to work with. They care about others and tend to have good values. In a fair and just world, that sort of behavior should be rewarded. Right?
Not necessarily. Too often, nice, competent people get passed up for promotions. Instead, the plum job goes to the prima donna or the person who plays politics. The bonus is bestowed upon the squeaky wheel or the obnoxious go-getter. In this environment, the nice guy really does finish last. It's frustrating because it goes against everything we were taught as a children about the Golden Rule.
RELATED STORIESHow to Make Nice Playing Nice in the IT Sandbox CIOs Need to be Tough Yet Empathetic How to Make a Tough Decision What nice people may not realize is that they're too nice, and that being too nice can seriously stymie their career growth and success, says Russ Edelman, a SharePoint consultant and co-author of the book, Nice Guys Can Get the Corner Office: Eight Strategies for Winning in Business Without Being a Jerk (Portfolio, 2008.) "The people in business who suffer from nice guy syndrome are not achieving their true potential," he says.
The problem with being too nice, according to Edelman—who comes off as a very nice guy—is that you're a doormat and people take advantage of you. Nice people are too concerned about pleasing others and not making waves that they don't stand up for themselves.
Edelman cites a nice man he interviewed for his book, who was vying for an executive position. The nice man was well-respected and well-liked in his company, and had a very good shot at the job. Of course, someone else was competing for the position. When the nice man was asked in an interview about his competitor, according to Edelman the nice guy said he thought his competitor would do a fantastic job. The nice contender wound up writing a letter of recommendation for his competitor because he didn't want to cause a stir by vying for the executive-level job, says Edelman. End result: The competitor got the job, and the nice guy remained in his spot on the corporate ladder.
"The nice guy is forever putting the oxygen mask on someone else before putting it on himself," says Edelman.
The Cost of Nice in BusinessBeing too nice is not just a problem for individuals. It's a problem for businesses, too. Employees who are too nice cost businesses time and money.
In a survey of 50 CEOs, Edelman asked about the impact of "being too nice" on their businesses. The CEOs responded by saying that being too nice cost them eight percent of their gross revenues. In other words, if the CEOs' companies had been more aggressive, they believed they could have earned more money.
Edelman notes that managers who are too nice are reluctant to make decisions on their own. They fear hurting the feelings of anyone whom they don't ask for feedback, so they include everyone in their decision-making. That wastes time and can lead to missed opportunities.
"The overly nice guy usually defers to others. They're reluctant to create losers," says Edelman. The irony is that in the process of trying to make everyone a winner, the nice guy ends up the loser.
Managers who are too nice also avoid confrontation, says Edelman. They'd rather ignore problems than address them head on. Of course, ignoring problems only makes them worse, and burying one's head in the sand does not inspire the confidence of the manager's team or of his superiors, adds Edelman. It only inspires their ire.
"If you appease everyone, if you fear hurting people's feelings, you do a disserve to whatever project you're working on, to yourself and your business," says Edelman. "That's where being too nice is not nice at all."
Advice for People Who Are Too NiceSofties need to toughen up, says Edelman. "I'm not advocating that people become jerks or SOBs," he says, "But they need to find a balance to stay true to their nice nature while also being appropriately assertive and protecting their interests."
The challenge, then, for nice people is to redefine what it means to be nice, says Edelman, and to understand that being nice doesn't have to mean being a doormat. You can be nice and be assertive and deal with confrontation and set boundaries, he adds.
Here are three concepts nice people need to understand to succeed at work:
1. Business is competitive. Deal with it. Edelman interviewed Sam DiPiazza Jr., the CEO of PricewaterhouseCoopers, for his book. DiPiazza had this to say about business, according to Edelman: "Business, whether we like it or not, includes competition. It's challenging, aggressive and very demanding. Despite the perception of many, it can also be performed nicely."
2. Sometimes being nice isn't very nice at all.Edelman also spoke with the CEO of the American Cancer Society, John Seffrin, who believes that when mangers are too nice and are incapable of having honest discussions with others (such as during a performance review) for fear of hurting feelings, they're in fact not being nice at all and they're doing a disservice to the people they manage.
3. Confrontation is not necessarily a bad thing. Nice people avoid confrontation because it's uncomfortable, says Edelman. If nice people are to be more assertive, they need to understand the business value of confrontation: it allows them to solve problems. Edelman points to a strategy employed by 1-800-GOT-JUNK CEO Brian Scudamore, which Scudamore calls "race to the conflict." The idea is, if a conflict or issue comes up, employees should race to it to get it resolved as quickly as possible. If they don't, they're wasting time.
© 2008 CXO Media Inc.
Wednesday, September 10, 2008
Microsoft joins OMG
Company pushes software modeling initiatives and plans to assist with the evolution of standards
By Paul Krill, IDG News Service
September 10, 2008
As part of its strategy for model-driven software development, Microsoft on Wednesday announced it has joined the Object Management Group (OMG).
OMG standards have included UML (Unified Modeling Language) and BPMN (Business Process Modeling Notation). Microsoft plans to take an active role in OMG working groups and contribute to an industry dialogue and assist with the evolution of standards, the company said. Microsoft is now working with the OMG finance working group on information models for insurance business functions related to the property and casualty industry.
"We think OMG is important to help contribute to the open industry dialogue. Modeling has been something that has really been viewed as sort of a niche," said Burley Kawaski, director of product management for the Microsoft Connected Systems Division.
Microsoft, meanwhile, has been developing its own modeling initiatives, including Oslo, for model-driven software development, and its Visual Studio Rosario release.
The company has not been a supporter of UML, instead deferring to third parties to provide plug-ins offering UML support to developers. But with Rosario, the company will add support for UML 2.1.1. "For certain communities, the UML support is very important," Kawasaki said. Microsoft currently has no target release date for Rosario but previously has offered up late-2008 as an estimate.
Modeling has been viewed as a means to break down technology and role silos in application development and assist IT departments with offering more effective business strategies, Microsoft said. But modeling has failed to have a mainstream impact on how organizations develop and manage core applications, the company said.
"Many people have tried modeling many times and failed," said Kawasaki. "We think there is a much broader use of modeling that has much greater potential."
The company believes models must evolve to be more than static diagrams defining a software system. Implementing models as part of the design, deployment and management process would give organizations a deeper way to define and communicate aspects involved in the application lifecycle.
Putting model-driven development into Microsoft's .Net platform will provide organizations with visibility and control over applications, according to Microsoft.
Microsoft views model-driven technologies as a main pillar of its "Dynamic IT" vision for aligning business and IT. Other pillars include service enablement, virtualization, and the user experience.
In addition to UML backing, Microsoft plans to support BPMN in Oslo and its Visio drawing and modeling tool.
Tuesday, September 02, 2008
Good Communication Starts With Good English
Good Communication Starts With Good English
By Edward J. Correia
September 2, 2008 — Any guide to leadership puts communication at the top of the list of good management skills. And good written communication skills start with a command of the language. Whether or not English is your first language, we all might have something to gain by brushing up on grammar and sentence construction.
To assist in that endeavor is Hannah Kirk, senior technical writer at Writing Assistance, a consultancy specializing in contract technical writing and training developers. "To write for all audiences is difficult. It would be nice if there was a way to write documents and e-mails for clients that were easy to understand and reduced confusion," she says. When writing user manuals, she explains, technical documentation teams use Simplified English, a form of English writing that is uncomplicated and easy for any audience to understand.
Kirk says that when writing for a lay audience, it's helpful to think of them as eighth-graders with little or no technical experience, the definition used by many organizations. "If this is the typical audience, writing instructional documents heavy with jargon and technical language will not help them. Many users are above this level of understanding, yet this type of writing does not over-simplify, but rather gives the important information in a straightforward manner that eliminates confusion and communicates the message in the most concise method possible."
Simplified English is not just for instructional manuals; it has applications throughout the business world. "A manager who writes letters or a support staff member who must communicate messages clearly and effectively can benefit from using this style of writing. This method of writing helps readers understand concepts clearly." Simplified English is understandable to readers of most ages and education levels, and can also aid communication with non-native English speakers.
Another benefit of simplified writing is the potential for reuse by other departments. Paragraphs written in Simplified English should be able to stand alone. "For example, documents written for instruction can be used in training...and reused in marketing materials. Writing this way can save businesses time spent recreating the same documents by different organizations. This inevitably saves the company money and frees up time for those employees to do other things," says Kirk.
The principles of Simplified English are these: It uses short phrases while avoiding metaphors, multi-syllabic words and words that have multiple meanings. "If a 3- or 4-year-old can understand a sentence without asking questions about the syntax or what a word or metaphor means, the sentence is probably in [Simplified] English."
Simplified English employs the following concepts:
Concept #1: Write as concisely as possible. When writing a sentence, re-read it and think about how it can be written more concisely. For example, here is a sentence that can be written in a more succinct way:
“When you plan ahead, you are able to think more clearly when you are busy.”
On first glance, this sentence might seem simple enough. It's clearly written and uses common words that have no double meanings. But it could have been written even more concisely:
“You can think more clearly when you are busy if you plan ahead.”
Three words were cut out and the syntax was restructured for a clearer understanding. Yet, this sentence can be cut down even more:
“You can think clearly when you plan ahead.”
The part about being busy was left out. Was it essential to the sentence? It depends on the context. If being busy was a core part of the subject, then it should be left in, Kirk says. "If not, this sentence has just been reduced from 15 words to eight! How short would e-mails be if their writers took the time to do this with every e-mail?"
Concept #2: Use active tense. High school and college students are typically taught to use passive wording, and journalists and academics also typically write that way (for example, this article is written in the passive voice). However, according to Kirk, this is not always the most clear way of writing.
"Even though many people will understand passive tense, new English speakers and translators appreciate the use of the active voice. For example, instead of writing, 'The sign was created for your information,' write, 'The company created the sign for your information.' A good rule of thumb for writing in the active voice is putting a clear doer of the action in front of each verb."
A good start would be to stop using the words is, be and are, she says. "For example, instead of, 'It is appreciated when you pick up your trash,' write, 'The company appreciates when you pick up your trash.' " Thinking about the subject of the sentence, who performs the verb, helps you write in as simple a manner as possible and will almost always keep you writing in the active voice, she adds.
Concept #3: When writing a verb, include the subject of that verb. Beyond the rule for writing in the active voice, this concept eliminates confusion about using pronouns, and helps new English speakers and translators determine the clear subject for each verb. "For example, 'Every time I drive my car to the store, it breaks down!' In this sentence, it could refer to the car or to the store, but there is no way to know for sure just by reading this sentence." The sentence could do without the extra pronoun and be more precise by specifying what it refers to: “Every time I drive my car to the store, my car breaks down!”
Kirk offers these additional tips for writing in Simplified English:
These principles can help you communicate more effectively with any audience, even those who translate your words to another language. And according to Kirk, "Your readers will thank you for making their lives easier!"
By Edward J. Correia
September 2, 2008 — Any guide to leadership puts communication at the top of the list of good management skills. And good written communication skills start with a command of the language. Whether or not English is your first language, we all might have something to gain by brushing up on grammar and sentence construction.
To assist in that endeavor is Hannah Kirk, senior technical writer at Writing Assistance, a consultancy specializing in contract technical writing and training developers. "To write for all audiences is difficult. It would be nice if there was a way to write documents and e-mails for clients that were easy to understand and reduced confusion," she says. When writing user manuals, she explains, technical documentation teams use Simplified English, a form of English writing that is uncomplicated and easy for any audience to understand.
Kirk says that when writing for a lay audience, it's helpful to think of them as eighth-graders with little or no technical experience, the definition used by many organizations. "If this is the typical audience, writing instructional documents heavy with jargon and technical language will not help them. Many users are above this level of understanding, yet this type of writing does not over-simplify, but rather gives the important information in a straightforward manner that eliminates confusion and communicates the message in the most concise method possible."
Simplified English is not just for instructional manuals; it has applications throughout the business world. "A manager who writes letters or a support staff member who must communicate messages clearly and effectively can benefit from using this style of writing. This method of writing helps readers understand concepts clearly." Simplified English is understandable to readers of most ages and education levels, and can also aid communication with non-native English speakers.
Another benefit of simplified writing is the potential for reuse by other departments. Paragraphs written in Simplified English should be able to stand alone. "For example, documents written for instruction can be used in training...and reused in marketing materials. Writing this way can save businesses time spent recreating the same documents by different organizations. This inevitably saves the company money and frees up time for those employees to do other things," says Kirk.
The principles of Simplified English are these: It uses short phrases while avoiding metaphors, multi-syllabic words and words that have multiple meanings. "If a 3- or 4-year-old can understand a sentence without asking questions about the syntax or what a word or metaphor means, the sentence is probably in [Simplified] English."
Simplified English employs the following concepts:
Concept #1: Write as concisely as possible. When writing a sentence, re-read it and think about how it can be written more concisely. For example, here is a sentence that can be written in a more succinct way:
“When you plan ahead, you are able to think more clearly when you are busy.”
On first glance, this sentence might seem simple enough. It's clearly written and uses common words that have no double meanings. But it could have been written even more concisely:
“You can think more clearly when you are busy if you plan ahead.”
Three words were cut out and the syntax was restructured for a clearer understanding. Yet, this sentence can be cut down even more:
“You can think clearly when you plan ahead.”
The part about being busy was left out. Was it essential to the sentence? It depends on the context. If being busy was a core part of the subject, then it should be left in, Kirk says. "If not, this sentence has just been reduced from 15 words to eight! How short would e-mails be if their writers took the time to do this with every e-mail?"
Concept #2: Use active tense. High school and college students are typically taught to use passive wording, and journalists and academics also typically write that way (for example, this article is written in the passive voice). However, according to Kirk, this is not always the most clear way of writing.
"Even though many people will understand passive tense, new English speakers and translators appreciate the use of the active voice. For example, instead of writing, 'The sign was created for your information,' write, 'The company created the sign for your information.' A good rule of thumb for writing in the active voice is putting a clear doer of the action in front of each verb."
A good start would be to stop using the words is, be and are, she says. "For example, instead of, 'It is appreciated when you pick up your trash,' write, 'The company appreciates when you pick up your trash.' " Thinking about the subject of the sentence, who performs the verb, helps you write in as simple a manner as possible and will almost always keep you writing in the active voice, she adds.
Concept #3: When writing a verb, include the subject of that verb. Beyond the rule for writing in the active voice, this concept eliminates confusion about using pronouns, and helps new English speakers and translators determine the clear subject for each verb. "For example, 'Every time I drive my car to the store, it breaks down!' In this sentence, it could refer to the car or to the store, but there is no way to know for sure just by reading this sentence." The sentence could do without the extra pronoun and be more precise by specifying what it refers to: “Every time I drive my car to the store, my car breaks down!”
Kirk offers these additional tips for writing in Simplified English:
| » | Put phrases next to the words that they modify |
| » | Keep the language simple |
| » | Avoid slang and clichés |
| » | Avoid cultural references (for example, common myths or fictional references) |
| » | Avoid words that have more than one meaning (for example, account can be a verb or can refer to a bank account, etc.) |
| » | Avoid leaving out verbs (or nouns) to make your sentences shorter if leaving them out reduces clarity |
These principles can help you communicate more effectively with any audience, even those who translate your words to another language. And according to Kirk, "Your readers will thank you for making their lives easier!"
Monday, July 14, 2008
U n c o n d i t i o n a l L o v e ! ! !
A story is told about a soldier who was finally coming home after having fought in Vietnam. He called his parents from San Francisco.
"Mom and Dad, I'm coming home, but I've a favor to ask. I have a friend I'd like to bring home with me."
"Sure," they replied, "we'd love to meet him."
"There's something you should know the son continued, he was hurt pretty badly in the fighting. He stepped on a land mind and lost an arm and a leg. He has nowhere else to go, and I want him to come live with us."
"I'm sorry to hear that, son. Maybe we can help him find somewhere to live."
"No, Mom and Dad, I want him to live with us."
"Son," said the father, "you don't know what you're asking. Someone with such a handicap would be a terrible burden on us. We have our own lives to live, and we can't let something like this interfere with our lives. I think you should just come home and forget about this guy.
He'll find a way to live on his own."
At that point, the son hung up the phone. The parents heard nothing more from him. A few days later, however, they received a call from the San Francisco police. Their son had died after falling from a building, they were told. The police believed it was suicide. The grief-stricken parents flew to San Francisco and were taken to the city morgue to identify the body of their son. They recognized him, but to their horror they also discovered something they didn't know, their son had only one arm and one leg.
The parents in this story are like many of us. We find it easy to love those who are good-looking or fun to have around, but we don't like people who inconvenience us or make us feel uncomfortable. We would rather stay away from people who aren't as healthy, beautiful, or smart as we are.
Thankfully, there's someone who won't treat us that way. Someone who loves us with an unconditional love that welcomes us into the forever family, regardless of how messed up we are.
Tonight, before you tuck yourself in for the night, say a little prayer that God will give you the strength you need to accept people as they are, and to help us all be more understanding of those who are different from us!!
"Mom and Dad, I'm coming home, but I've a favor to ask. I have a friend I'd like to bring home with me."
"Sure," they replied, "we'd love to meet him."
"There's something you should know the son continued, he was hurt pretty badly in the fighting. He stepped on a land mind and lost an arm and a leg. He has nowhere else to go, and I want him to come live with us."
"I'm sorry to hear that, son. Maybe we can help him find somewhere to live."
"No, Mom and Dad, I want him to live with us."
"Son," said the father, "you don't know what you're asking. Someone with such a handicap would be a terrible burden on us. We have our own lives to live, and we can't let something like this interfere with our lives. I think you should just come home and forget about this guy.
He'll find a way to live on his own."
At that point, the son hung up the phone. The parents heard nothing more from him. A few days later, however, they received a call from the San Francisco police. Their son had died after falling from a building, they were told. The police believed it was suicide. The grief-stricken parents flew to San Francisco and were taken to the city morgue to identify the body of their son. They recognized him, but to their horror they also discovered something they didn't know, their son had only one arm and one leg.
The parents in this story are like many of us. We find it easy to love those who are good-looking or fun to have around, but we don't like people who inconvenience us or make us feel uncomfortable. We would rather stay away from people who aren't as healthy, beautiful, or smart as we are.
Thankfully, there's someone who won't treat us that way. Someone who loves us with an unconditional love that welcomes us into the forever family, regardless of how messed up we are.
Tonight, before you tuck yourself in for the night, say a little prayer that God will give you the strength you need to accept people as they are, and to help us all be more understanding of those who are different from us!!
This is Goood.....
The story is told of a king who had a close friend with whom he grew up.
The friend had a habit of looking at every situation that ever occurred in his life (positive or negative) and remarking, "This is good!"
One day the king and his friend were on a hunting expedition. The friend would load and prepare the guns for the king. In preparing one of the guns, the friend had apparently done something wrong, for after taking the gun from his friend, the king fired it and his thumb was blown off.
Examining the situation the friend remarked as usual, "This is good!"
To
which the king replied, "No, this is NOT good!" and proceeded to send his friend to jail.
About a year later, the king was hunting in a dangerous area.
Cannibals
captured him and took him to their village. They tied his hands, stacked some wood, set up a stake and bound him to it. As they approached to set fire to the wood, they noticed that the king was missing a thumb.
Being
superstitious, they never ate anyone that was less than whole. So after untying the king, they sent him on his way.
As he returned home, he was reminded of the event that had taken his thumb and felt remorse for his treatment of his friend. He went immediately to the jail to speak with his friend. You were right," he said, "it was good that my thumb was blown off." And he proceeded to tell the friend all that had just happened. "And so I am very sorry for sending you to jail for so long. It was bad for me to do this."
"No," his friend replied, "This is good!"
"What do you mean, 'This is good'? How could it be good that I sent my friend to jail for a year?"
"If I had NOT been in jail, I would have been with you."
Situations may not always seem pleasant while we are in them, but the promise of God is clear. If we love him and live our lives according to his precepts, even that which seems to be bleak and hopeless will be turned by God for His glory and our benefit. Hold on...God is faithful!
The friend had a habit of looking at every situation that ever occurred in his life (positive or negative) and remarking, "This is good!"
One day the king and his friend were on a hunting expedition. The friend would load and prepare the guns for the king. In preparing one of the guns, the friend had apparently done something wrong, for after taking the gun from his friend, the king fired it and his thumb was blown off.
Examining the situation the friend remarked as usual, "This is good!"
To
which the king replied, "No, this is NOT good!" and proceeded to send his friend to jail.
About a year later, the king was hunting in a dangerous area.
Cannibals
captured him and took him to their village. They tied his hands, stacked some wood, set up a stake and bound him to it. As they approached to set fire to the wood, they noticed that the king was missing a thumb.
Being
superstitious, they never ate anyone that was less than whole. So after untying the king, they sent him on his way.
As he returned home, he was reminded of the event that had taken his thumb and felt remorse for his treatment of his friend. He went immediately to the jail to speak with his friend. You were right," he said, "it was good that my thumb was blown off." And he proceeded to tell the friend all that had just happened. "And so I am very sorry for sending you to jail for so long. It was bad for me to do this."
"No," his friend replied, "This is good!"
"What do you mean, 'This is good'? How could it be good that I sent my friend to jail for a year?"
"If I had NOT been in jail, I would have been with you."
Situations may not always seem pleasant while we are in them, but the promise of God is clear. If we love him and live our lives according to his precepts, even that which seems to be bleak and hopeless will be turned by God for His glory and our benefit. Hold on...God is faithful!
Awesome.....
You've been on my mind and heart. I see you struggling and planning, worrying and sweating, crying and running, at a furious pace. You're trying to move that mountain by yourself again, huh?
God asks that we cast all our cares on Him because He cares. Think about what your worrying says to God when you refuse to give things over to Him.
When you worry about money, you're telling Him that He is unable to provide for His children ... that although He has riches beyond belief in Heaven, He is too stingy to share them with you.
When you worry that no one understands you, you're telling Him that although He has been with you since before you were formed in the womb, and has carved you into the palm of His hand, He doesn't know you.
When you worry that you will not have enough food, you're telling Him that although He rained down bread from Heaven in the desert to feed His children, you are the one He's forgotten.
When you worry that your enemies will have victory over you, you're telling God that although He has given you spiritual battlegear to defend yourself, that despite His track record of being a giant slayer, Red Sea divider, lion mouth closer and a furnace cooler, He can't handle your co-worker, your neighbor or a former friend.
When you worry that your children have decided to follow the world instead of your example, you're telling God that He doesn't keep His promises.... That despite the fact that you have raised them up in the way they should go, they'll stray because basically, He lied.
When you worry because the doctors told you that children are impossible, that a cure is impossible, that healing is impossible, you're telling Him that this world controls your fate. You're saying that prayer time with Him is nearly something to pass the time. You're saying that although He can raise the dead, make a virgin conceive, open the womb of a woman well past eighty, heal a 12 year issue of blood, make the blind see and the lame walk, He can't help you.
When you worry that you won't be able to do enough to earn forgiveness, you're telling Him "that's ok Lord, no need for Your Son to die, I can earn my own forgiveness. " Let's just act like Jesus never died, and tell Him never mind, that He doesn't need to go to the cross.
When you worry that no one will love you, that you'll be lonely for the rest of your life, you're telling Him that His love is insufficient ... that He couldn't possibly love you enough to ward away loneliness. You're saying that although He has promised life more abundantly, He was lying .... that despite the fact that He started off saying that it is not good that we be alone, He's changed His mind.
When you worry and refuse to give the problem over to Him, you're telling Him that although He could create the world, He can't handle what's going on in your world, so you will. You are saying that He won't work things out, that obstacles cannot be overcome, that mountains can't be climbed, that healing cannot occur, that what is lost will not be found, that joy does not come in the morning, that He is not the God of a second chance, that the promised land has been swallowed up by the desert, that you have discovered the height, depth and width of His love and found it to fall short of your needs.
Think about all that you're saying to the one who loves you the most and who has all power, really think about it. Then open you hands and release what you've been holding onto. Bow down on your knees and ask Him to forgive you for doubting Him. Walk away with a peaceful heart and note the footsteps that go before you to make the crooked places straight, a way in the wilderness, and later springing forth in the desert.
"Stand in a stream with waters around your ankles. The waters that pass by you at that moment, you will never see again. So it is with the misery that has challenged your life ... let it go, let it pass away."
God asks that we cast all our cares on Him because He cares. Think about what your worrying says to God when you refuse to give things over to Him.
When you worry about money, you're telling Him that He is unable to provide for His children ... that although He has riches beyond belief in Heaven, He is too stingy to share them with you.
When you worry that no one understands you, you're telling Him that although He has been with you since before you were formed in the womb, and has carved you into the palm of His hand, He doesn't know you.
When you worry that you will not have enough food, you're telling Him that although He rained down bread from Heaven in the desert to feed His children, you are the one He's forgotten.
When you worry that your enemies will have victory over you, you're telling God that although He has given you spiritual battlegear to defend yourself, that despite His track record of being a giant slayer, Red Sea divider, lion mouth closer and a furnace cooler, He can't handle your co-worker, your neighbor or a former friend.
When you worry that your children have decided to follow the world instead of your example, you're telling God that He doesn't keep His promises.... That despite the fact that you have raised them up in the way they should go, they'll stray because basically, He lied.
When you worry because the doctors told you that children are impossible, that a cure is impossible, that healing is impossible, you're telling Him that this world controls your fate. You're saying that prayer time with Him is nearly something to pass the time. You're saying that although He can raise the dead, make a virgin conceive, open the womb of a woman well past eighty, heal a 12 year issue of blood, make the blind see and the lame walk, He can't help you.
When you worry that you won't be able to do enough to earn forgiveness, you're telling Him "that's ok Lord, no need for Your Son to die, I can earn my own forgiveness. " Let's just act like Jesus never died, and tell Him never mind, that He doesn't need to go to the cross.
When you worry that no one will love you, that you'll be lonely for the rest of your life, you're telling Him that His love is insufficient ... that He couldn't possibly love you enough to ward away loneliness. You're saying that although He has promised life more abundantly, He was lying .... that despite the fact that He started off saying that it is not good that we be alone, He's changed His mind.
When you worry and refuse to give the problem over to Him, you're telling Him that although He could create the world, He can't handle what's going on in your world, so you will. You are saying that He won't work things out, that obstacles cannot be overcome, that mountains can't be climbed, that healing cannot occur, that what is lost will not be found, that joy does not come in the morning, that He is not the God of a second chance, that the promised land has been swallowed up by the desert, that you have discovered the height, depth and width of His love and found it to fall short of your needs.
Think about all that you're saying to the one who loves you the most and who has all power, really think about it. Then open you hands and release what you've been holding onto. Bow down on your knees and ask Him to forgive you for doubting Him. Walk away with a peaceful heart and note the footsteps that go before you to make the crooked places straight, a way in the wilderness, and later springing forth in the desert.
"Stand in a stream with waters around your ankles. The waters that pass by you at that moment, you will never see again. So it is with the misery that has challenged your life ... let it go, let it pass away."
LEAVING THE CITY OF REGRET
I had not really planned on taking a trip this time of year, and yet, I found myself packing rather hurriedly. This trip was going to be unpleasant and I knew in advance that no real good would come of it.
I'm talking about my annual "Guilt Trip".
I got tickets to fly there on "WISHIHAD" airlines. It was an extremely short flight. I got my baggage, which, I could not check. I chose to carry it myself all the way. It was weighted down with a thousand memories of what might have been.
No one greeted me as I entered the terminal to the Regret City International Airport. I say international because people from all over the world come to this dismal town. As I checked into the Last Resort Hotel, I noticed that they would be hosting the year's most important event, the Annual Pity Party.
I wasn't going to miss that great social occasion. Many of the towns leading citizens would be there. First, there would be the Done family, you know, Should Have, Would Have and Could Have. Then came the I Had family. You probably know ol' Wish and his clan. Of course, the Opportunities would be present, Missed and Lost. The biggest family would be the Yesterday's. There are far too many of them to count, but each one would have a very sad story to share. Then Shattered Dreams would surely make an appearance. And It's Their Fault would regale us with stories (excuses) about how things had failed in his life, and each story would be loudly applauded by Don't Blame Me and I Couldn't Help It.
Well, to make a long story short, I went to this depressing party knowing that there would be no real benefit in doing so. And, as usual, I became very depressed. But as I thought about all of the stories of failures brought back from the past, it occurred to me that all of this trip and subsequent "pity party" could be canceled by ME!
I started to realize that I did not have to be there. I didn't have to be depressed. One thing kept going through my mind, "I can't change yesterday, but I do have the power to make today a wonderful day".
I can be happy, joyous, fulfilled, encouraged, as well as encouraging.
Knowing this, I left the city of Regret immediately and left no forwarding address.
Am I sorry for the mistakes I've made in the past? YES! But there is no physical way to undo them.
So, if you are planning a trip to the city of Regret, please cancel all your reservations now.
Instead, take a trip to a place called Starting Again. I liked it so much that I have now taken up permanent residence there. My neighbors, the I Forgive Myself and the New Starts are so very helpful.
By the way, you don't have to carry around heavy baggage, because the load is lifted from your shoulders upon arrival. You too, can find this new town, just ask the Lord to show you the way. Now I live on ICANDOIT street.
I'm talking about my annual "Guilt Trip".
I got tickets to fly there on "WISHIHAD" airlines. It was an extremely short flight. I got my baggage, which, I could not check. I chose to carry it myself all the way. It was weighted down with a thousand memories of what might have been.
No one greeted me as I entered the terminal to the Regret City International Airport. I say international because people from all over the world come to this dismal town. As I checked into the Last Resort Hotel, I noticed that they would be hosting the year's most important event, the Annual Pity Party.
I wasn't going to miss that great social occasion. Many of the towns leading citizens would be there. First, there would be the Done family, you know, Should Have, Would Have and Could Have. Then came the I Had family. You probably know ol' Wish and his clan. Of course, the Opportunities would be present, Missed and Lost. The biggest family would be the Yesterday's. There are far too many of them to count, but each one would have a very sad story to share. Then Shattered Dreams would surely make an appearance. And It's Their Fault would regale us with stories (excuses) about how things had failed in his life, and each story would be loudly applauded by Don't Blame Me and I Couldn't Help It.
Well, to make a long story short, I went to this depressing party knowing that there would be no real benefit in doing so. And, as usual, I became very depressed. But as I thought about all of the stories of failures brought back from the past, it occurred to me that all of this trip and subsequent "pity party" could be canceled by ME!
I started to realize that I did not have to be there. I didn't have to be depressed. One thing kept going through my mind, "I can't change yesterday, but I do have the power to make today a wonderful day".
I can be happy, joyous, fulfilled, encouraged, as well as encouraging.
Knowing this, I left the city of Regret immediately and left no forwarding address.
Am I sorry for the mistakes I've made in the past? YES! But there is no physical way to undo them.
So, if you are planning a trip to the city of Regret, please cancel all your reservations now.
Instead, take a trip to a place called Starting Again. I liked it so much that I have now taken up permanent residence there. My neighbors, the I Forgive Myself and the New Starts are so very helpful.
By the way, you don't have to carry around heavy baggage, because the load is lifted from your shoulders upon arrival. You too, can find this new town, just ask the Lord to show you the way. Now I live on ICANDOIT street.
Never Check E-mail in the Morning...
Never Check E-mail in the Morning... and Other Surprising Time SaversJulie Morgenstern Julie Morgenstern Enterprisesreprinted from Bottom Line/Personal, January 1, 2006 URL: http://www.bottomlinesecrets.com/blpnet/article.html?article_id=39810
You work hard but can't seem to get everything done. There are just too many responsibilities, interruptions and demands. Rather than working longer, you need to learn to use your time better -- and sometimes that means doing things that seem counterintuitive...
Shorten your workday. If 10 hours isn't enough, try nine and a half. Losing 30 minutes of work time each day makes you organize your time better. No longer will you tolerate interruptions... make personal phone calls from the office... or chat around the water cooler. Your pace will pick up, your focus will sharpen, and you'll soon find that you're getting more done despite the shorter workday.
Bonus: You have freed up two-and-a-half hours for yourself each week. This works just as well outside the workplace. Allot fewer hours for chores and projects, and you're more likely to buckle down and get them done.
Take a break. Hard workers often feel that they don't have time to take a break. Recharging your batteries isn't wasted time -- it keeps you running. Escape from your workday life for at least 30 minutes each day or a few hours each week. Use this escape time to do whatever it is that most effectively transports you away mentally from your daily responsibilities. That might be reading a novel, exercising at the gym or listening to classical music. These escapes keep your mind sharp and your energy level high. If you just can't find the time, add the escape more formally to your schedule. If your escape is exercise, plan a game of tennis or golf with a friend -- the friend will be counting on you, so it will be tough for you to back out. If your escape is music, buy season tickets to the local symphony -- you're more likely to attend if you already have purchased the tickets.
Don't look at E-mail first thing. Instead, use the morning to focus on your most important tasks. Most people's minds are sharpest in the morning, and completing important responsibilities before lunch creates a sense of relief and accomplishment that can carry you through the afternoon.
Helpful: When you reply to an E-mail, try to fit your entire response in the subject line. Some people waste hours each day crafting long responses when short ones are all that's needed.
Avoid the urge to multitask. When many things need to get done, it's tempting to try to do them all at once. But multitasking isn't the secret to productivity -- it's a sure way to be inefficient.
According to a study published in Journal of Experimental Psychology, it takes the brain four times longer to recognize and process each item it is working on when multitasking than when it is focused on a single job. Other studies have found that work quality suffers when we try to multitask.
To get many things done, either in the office or at home, do just one thing at a time. If another obligation crops up or an unrelated idea pops into your head, pause from your current task only long enough to jot it down in your planner (not on a scrap of paper, which could get lost).
Be your own boss. Even if you are an employee with a company, think of yourself as an independent entrepreneur working with your company, not as a hired hand working for it. We all are self-employed, in a manner of speaking. We work for the sole proprietorships that are our careers. There's a productivity advantage to be had by keeping this in mind -- independent contractors know that they must continue to deliver results every day to retain their clients; employees sometimes allow themselves more slack and act as if their employers owe them something.
Cut people off. Learn to put off interrupters without causing offense. When someone needs you, say, "How much time do you need? If it's more than a few seconds, let's schedule it for later so I can give you my full attention." The time will be more convenient for you, and the person may solve his/her own problem in the meantime.
Greet callers with, "What can I do for you?" rather than "How are you?" -- the latter might be taken as an invitation to chat.
Don't do chores when big deadlines loom. Faced with a big, important task and several small, easy, but less vital chores, many people start by tackling the chores. Knocking these off provides a sense that progress has been made, and it clears the tables to focus on the big responsibility -- but it is still a poor strategy.
Always tackle the most important job first, though it might be the most difficult and time consuming. In the corporate world, the most important task usually is the one that will generate or save the most money for the company. If you put off this crucial task, unforeseen complications or new assignments might prevent you from getting the important tasks done at all.
Bottom Line/Personal interviewed Julie Morgenstern, founder of Julie Morgenstern Enterprises, LLC, a time-management and corporate-productivity consultancy, in New York City. She is author of Never Check E-Mail in the Morning and Other Unexpected Strategies for Making Your Work Life Work (Fireside). www.juliemorgenstern.com
You work hard but can't seem to get everything done. There are just too many responsibilities, interruptions and demands. Rather than working longer, you need to learn to use your time better -- and sometimes that means doing things that seem counterintuitive...
Shorten your workday. If 10 hours isn't enough, try nine and a half. Losing 30 minutes of work time each day makes you organize your time better. No longer will you tolerate interruptions... make personal phone calls from the office... or chat around the water cooler. Your pace will pick up, your focus will sharpen, and you'll soon find that you're getting more done despite the shorter workday.
Bonus: You have freed up two-and-a-half hours for yourself each week. This works just as well outside the workplace. Allot fewer hours for chores and projects, and you're more likely to buckle down and get them done.
Take a break. Hard workers often feel that they don't have time to take a break. Recharging your batteries isn't wasted time -- it keeps you running. Escape from your workday life for at least 30 minutes each day or a few hours each week. Use this escape time to do whatever it is that most effectively transports you away mentally from your daily responsibilities. That might be reading a novel, exercising at the gym or listening to classical music. These escapes keep your mind sharp and your energy level high. If you just can't find the time, add the escape more formally to your schedule. If your escape is exercise, plan a game of tennis or golf with a friend -- the friend will be counting on you, so it will be tough for you to back out. If your escape is music, buy season tickets to the local symphony -- you're more likely to attend if you already have purchased the tickets.
Don't look at E-mail first thing. Instead, use the morning to focus on your most important tasks. Most people's minds are sharpest in the morning, and completing important responsibilities before lunch creates a sense of relief and accomplishment that can carry you through the afternoon.
Helpful: When you reply to an E-mail, try to fit your entire response in the subject line. Some people waste hours each day crafting long responses when short ones are all that's needed.
Avoid the urge to multitask. When many things need to get done, it's tempting to try to do them all at once. But multitasking isn't the secret to productivity -- it's a sure way to be inefficient.
According to a study published in Journal of Experimental Psychology, it takes the brain four times longer to recognize and process each item it is working on when multitasking than when it is focused on a single job. Other studies have found that work quality suffers when we try to multitask.
To get many things done, either in the office or at home, do just one thing at a time. If another obligation crops up or an unrelated idea pops into your head, pause from your current task only long enough to jot it down in your planner (not on a scrap of paper, which could get lost).
Be your own boss. Even if you are an employee with a company, think of yourself as an independent entrepreneur working with your company, not as a hired hand working for it. We all are self-employed, in a manner of speaking. We work for the sole proprietorships that are our careers. There's a productivity advantage to be had by keeping this in mind -- independent contractors know that they must continue to deliver results every day to retain their clients; employees sometimes allow themselves more slack and act as if their employers owe them something.
Cut people off. Learn to put off interrupters without causing offense. When someone needs you, say, "How much time do you need? If it's more than a few seconds, let's schedule it for later so I can give you my full attention." The time will be more convenient for you, and the person may solve his/her own problem in the meantime.
Greet callers with, "What can I do for you?" rather than "How are you?" -- the latter might be taken as an invitation to chat.
Don't do chores when big deadlines loom. Faced with a big, important task and several small, easy, but less vital chores, many people start by tackling the chores. Knocking these off provides a sense that progress has been made, and it clears the tables to focus on the big responsibility -- but it is still a poor strategy.
Always tackle the most important job first, though it might be the most difficult and time consuming. In the corporate world, the most important task usually is the one that will generate or save the most money for the company. If you put off this crucial task, unforeseen complications or new assignments might prevent you from getting the important tasks done at all.
Bottom Line/Personal interviewed Julie Morgenstern, founder of Julie Morgenstern Enterprises, LLC, a time-management and corporate-productivity consultancy, in New York City. She is author of Never Check E-Mail in the Morning and Other Unexpected Strategies for Making Your Work Life Work (Fireside). www.juliemorgenstern.com
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