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specialists in enhancement and management of human performance |
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Hmmm, I've been meaning to write about procrastination since last April, but somehow.... We all know how it goes. Poke into any corner of an executive's life and you will find multitudes of projects. Big, small, selfish, magnanimous, public or private. The only commonality in those is that they are not finished or not started. The longer we bump around the planet, the more things we create to do; and the behinder we get. And if you're like me, transferring "to-do's" from head to paper lists didn't work. Transferring paper list to a $65, 6X9, leather-bound planner invoked no great transformation. And somehow, even Palm Pilot task lists just transfer to longer lists quicker. And, I think we've heard all the advice. Break big projects into little ones. Mantra your productivity affirmations to that sleepy face in the mirror while make-upping or shaving. (It helps to have steam-proof Post-Its.) Make public declarations and promises to friends or even total strangers: "Hey, mister, you don't know me, but I promise, really promise, I'll clean out the office closet this Saturday!" Email yourself instructions in boldface, italics and all caps. "RUSS: CLEAR YOUR 'B' PRIORITY IN-BASKET TODAY! NO KIDDING!" But at the end of even great weeks, there is some cluttered file or untidy spreadsheet lurking incomplete--waiting for when you need it immediately and it ain't finished. Now, think of how often, you've been stopped in mid-stride because one of your associates had a lurker. I have no magic wand or miracle drug. But here are a few thoughts that some people have shared with me recently and lo, my procrastinating worm may be turning. Lesson one. Keep the end in mind, always. Recent studies in human behavior show that people who easily begin and complete tasks tend to think about them as finished before they even start. They don't concentrate on the steps to completion. They just do it. On the other hand, humans procrastinate on projects where they focus on all the detailed steps required to get the job done. So as you assign a task (to a colleague or yourself), emphasize what it's completion will look like. Get the end firmly set in mind, before considering the steps necessary to complete the task. And after discussing steps make sure you return to a visualization of the project as finished. Lesson Two. Pretend the work's all done and notice how you feel. When visualizing the task as finished, see if you get a positive sense. Call it a happy hit or at least a rush of relief. If your emotions rate neutral or negative, do not set the task as a "to-do". Rethink the task's completion (i.e., put it into different mental words or pictures). Keep going until you get a new frame of mind and positive feeling. See "reframing" in The Leader Distinction for working this with others. Lesson Three. Attack fake dependencies and nihilism. In project management, a critical dependency is something that must occur before a next project step can be initiated. Like booting up a computer before running a program or socks before shoes. However, many people procrastinate because they fantasize dependencies that are irrelevant or outside the project's scope. They don't have the right sponge so they can't wash the car. No printer paper means no report. And, the worst, they have insufficient time to "really get going" so they don't begin. Challenge any excuse that cites a dependency. By the way, rarely is "complete information" a critical dependency for beginning a project. Nihilism is tougher to deal with because it's a morale breaker. Nihilism is an excuse to postpone a task because its immediate completion would be compromised. A classic in this realm is "Looks like rain, so I won't wash the car." In business it runs "They might change the overall plan, so let's hold off." Guess what. In today's business models, change is the constant. If you wait for things to settle before beginning, you're out of business. Fake dependencies and nihilism go together. For example, one of our fax machines has a drum steak (a thin black vertical line shows on any copy we make. It's been this way for six months. Do we know how to fix it? For two months, No, because apparently only the geek guy knows how to read (dependency) and what if someone else broke it trying a fix (nihilism). But now, Yes, because clear instructions are on page 47 of the HP manual. So what's the problem now? The office manager is waiting to vacuum the walls--another "to-do". If we fixed the fax before wall cleaning (dependency?) then dust might fall into the fax and we'd have another problem (nihilism). But we can't begin the walls until the janitor brings the ladder (dependency) but he's working offsite and.... (By the way, it's only laughable when you write it out.) Lesson Four. Burn the dead wood and if it's not dead, schedule it. Procrastination is infectious. The more unfinished projects lying around the organization, the more will grow. It's easy to delay getting things done in a context where much is put off or unfinished. So start cleaning house and office. That voice recorder (broken for two years) you'll fix some day? Throw it out. Go through your to do lists with a big black marker, not a highlighter. Start obliterating projects. And if you can't get rid of the task? If you know it must get done? Get it off your to-do list and on your calendar. To-do lists don't get things done. Calendars do. Ultimately, our daily to-do lists are myths. We think we'll accomplish things because they are on the list of things "to do today". But human beings do not do things "today". They do things now or at 4:15 PM or the half-hour after lunch. All projects involve events, and an event does not exist until it has a time and place. So, if you want to tackle procrastinated projects head on, schedule their work during a specific time in a specific place. This is the deathblow for procrastination. Here's a simple exercise. Start creating appointments with yourself to get things done. Make yourself and everyone who supports you take their to do lists and stick items onto weekly calendars. Treat the task like a critical client or director. If postponed it needs to be rescheduled that week. Follow the three lessons as you deal with this week's schedule. You may be amazed at the results. Remember: It just might be your executive edge. (NOTE: Allies Consulting offers a menu of programs that can help you become masterful at your performance skills, or your staff to do so. They will meet or exceed your expectations: they are designed to deliver real results. They also leverage our other programs, magnifying your ROI!)
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Visualize the end.