You can argue with success! In fact, if you want continued success, you must. Success contains the seeds of its own undoing.
The problem with success is that it masks so many failures. "Sales are growing. Profits are good. We're great. We're doing things right." So the thinking goes.
The real situation is that we may be doing some things right and others terribly wrong. That may let us survive, and even prospect, for a while. But, it often prevents us from achieving even greater success, or may lay the groundwork for our demise.
It you don't argue, constantly and unremittingly, with your own success, you are dooming yourself to failure. Because, if you don't argue with your success, someone else will. And they will win, every time.
Conquer Major Time Wasters
We all seem to share one big problem - never enough time to squeeze in everything we need, or want, to do. Are we really making the best use of our time?
Time management experts have identified the five major time wasters in people’s lives today as:
n spreading yourself too thin
Taking on too many things at once can hinder organization. Set specific priorities. Do so for each day - for each hour, if necessary. Complete the most important items first and have the satisfaction of knowing they’re out of the way. Whenever possible, don’t accept any new projects unless they clearly align with your priorities.
n being afraid to delegate
Convince yourself that it is truly not necessary to handle everything alone. You can still be certain that things are being done the way you want them by simply overseeing the projects and tasks you delegate to others. Eventually, you’ll learn that these things can be accomplished without your constant guidance.
n Not wanting to say “no”
You can’t say yes to everything. Again, look at your priorities and decide what you must do and what you really want to do. Turn down any requests or projects that do not fit that criterion.
n procrastinating
Everyone procrastinates - it’s easy to let things slide. But the bottom line is that the work has do be done (or delegated), so get some of those unpleasant chores out of the way first. Divide large, daunting tasks into smaller, more manageable ones and tackle them one at a time. When you finish a particularly big or unpleasant task, take a break and treat yourself, even if it’s only a decent lunch break. You’ll be re-charged as you take on the next project.
n being a slave to the telephone
Screen your calls in some way (answer machine, receptionist, caller ID etc…). Keep personal calls at work to a minimum. Schedule no more than an hour out of your day to return all calls, if this is possible.
How to tell customers you care
If customers perceive that your organization is indifferent to their needs, there’s a good chance they’ll take their business elsewhere. It’s important to have not only a caring attitude towards customers, but also to communicate this attitude to them.
Sometimes, even your best intentioned comments can be misinterpreted as a sign of indifference. To ensure that you convey a “we care” message, here are some expressions to avoid:
“You’ll have to…”
This phrase may be interpreted as being overbearing and lead the customer to believe you are unwilling to handle the matter yourself. It’s preferable to say: “I suggest….” or “Here’s what I recommend….”
“I’m sorry but we’ve been very busy….”
First of all, most of your customers are probably busy, too, and they’re counting on you to help them. In addition, they might think you’ve been busy with something more important than they are. It’s better to forego the excuses, apologize and let the customer know what immediate action you will take to solve the problem.
“They haven’t sent me the paperwork….”
Although you may, in fact, be waiting for someone else to follow through, this comment implies that you are powerless to help. A more appropriate response might be: “It should be ready by now. Let me check into it and get right back to you.” Then see to it that your promise is kept and that the customer’s needs are met.
“I’ll try….”
Prefacing a statement this way will cast doubt on your ability and commitment. If there is a genuine doubt that you can fulfill a request, say so up-front and give the reasons why. Then, explain what the alternatives are and what you will do.
Your words should reflect a positive attitude that lets customers know you care and will act responsibly on their behalf. Try it with your co-workers too. After all, they’re your “internal customers”, and the same principles apply!
Quick - without thinking about it for more than a few seconds, name your biggest time-management problem.
Let me guess: Could it be continual interruptions? If so, you have lots of company. To assist you with this ongoing challenge, here are several techniques for controlling interruptions at work.
Telephone
Immediately after greeting a caller, ask, "What can I do for you?" (Not "How are you?")
After caller states his/her purpose, silently set a limit for the conversation and write this on a note you can see as you're talking.
If a call you are making is answered by a machine, leave your entire message instead of only a request for a callback.
Get callers used to specific callback hours with a message such as "Please call me back between 4 and
Office visits
Close your door part way. This is a very effective visit-deterrent that still communicates, "I'm available if needed."
Before visitors sit down, stand up (to shake their hand, adjust blinds, etc), and then remain standing while you chat.
Have a clock clearly visible.
If practical, institute a closed-door policy for a maximum of two hours a day, preferably during your prime productivity period.
Subordinate/Support staff
Ask subordinates who often interrupt to make lists of questions. When they have five or more, suggest that they leave them in your in-tray or on voice mail.
Always give clear and complete instructions, together with this request: "I'd prefer you to take notes, because I find it cuts down on any questions later."
Communicate positive expectations by saying things such as, "I know I can count on you to figure out how to do this with a minimum of direction from me."
When subordinates go through a day or a project without interrupting you, comment appreciatively.
General
When someone asks (in person or on the phone), "Got a minute?" You answer, "Just about that," or "I can give you five now or twenty later this afternoon." That way, you alert your interrupter at the start that you're on a tight schedule.
Have your top goals for the week and month in plain view every day, to help you remember that indulging interrupters steals time from moving towards your goals.
Create a reputation as someone who highly values time management and productivity. When people know you're time-conscious, they'll interrupt less.
Ask for co-operation in keeping calls and meetings short.
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