1. Have clear your core purpose and macro objectives.
= provides the vision to prioritize from.
Prioritizing well is both an organizational and mental discipline. First and foremost the key aspect to effective work prioritization is having clear what are the overall macro company objectives and what is your specific role in achieving these. Without this clarity of mission (direction), you will find you lack a “vision” and a natural sense of direction what decision to take. Therefore having the answers clear to the following questions is key as a starting point to effective prioritization:
- What is the overall mission of my company?
- What is my (and) my team’s role in achieving this mission?
- What do i concretely need to do to achieve this?
Know your company’s mission.
Continue reading “Prioritization: Achieving more in less time” →
The difference between peak performance and poor performance is not intelligence or ability; most often it’s the state that your mind and body is in.
Stress can really mess you up. It can slow you down. It can cause you to make bad decisions. It can even make you sick. Fear and other strong emotions can have a similar detrimental effects. Not far down the line – unless you take action – is burn out. When you’re stressed, afraid, or otherwise upset it shouldn’t be ignored, instead you need to control your reactions via the right emotional trigger. At the heart of stimulating the right reaction is utilising the power of reset. Resetting your mind is both a necessary short and long term response for managing stress. Continue reading “Power of Mental Reset” →
People don’t buy WHAT you do, they buy WHY you do it.
Simon Sinek (Start with why)
To bind teams together it is essential to have a shared culture of purpose and to feed all the involved parties` WIIFM factor (What’s in it for me?). At the heart of managing both of these well is understanding the “why factor” of all involved. The “why factor” encompasses: personal, team and even society reasons “why” people do things and is both logical and emotional in nature. It is the key component behind our motivation to do something and hence it is extremely powerful as a leader to tap into and harness the influence of “why”. To know how to do this, it is useful to breakdown the types of “whys” into groups and types, broadly speaking these are:
- Personal Motivational Why: why should i care about what i am doing? Why is it in my interest? Why will i be willing to give extra to achieve success?
- Team Motivation Why: why is in the group’s interest? Why should personal motivation be put second to the group’s? Why should we follow the same why?
- Value Based Why: why is this morally the right thing to do? Why do I or the company need to sacrifice our own personal and team whys for the greater good?
- Logical Why: why is it logically the most sensible and obvious thing to do? Why does it triumph my emotional want? Why must I give in to logic despite my feelings?
- Emotional Why: why is this so important to how I and others feel? Why can i not bow to logic with this why? Why am i emotionally connected to this?
Continue reading ““Why factor” in leadership” →