Emails are for information – not communication
I have constantly highlighted with folks how we need to get back to allowing conversation to occur without texting, emailing, browsing, Tweeting, Facebooking, or doing whatever else one can do these days on smart phones, iPads, notebooks, etc. We are losing that all important human interaction, because primarily of the perceived ease of these so-called communication tools.
In fact so many people are actively trying to avoid it – walking around with the iPhone waiting for the next email, text or posting – I am all over it!
And it is definitely not a generational “thing” as I have been told – as if all Baby Boomers don’t get it, like Gen Xers do! The dismissive, superior tone in the voice I found to be most amusing. Anyhow my own little straw poll shot that down beyond any reasonable doubt – but it persists, because emails are easy for some obscure reason.
However we all are guilty as the next person of falling for the perception that any response is acceptable – so let’s focus on the live conversations at hand, rather than parallel conversations on the iPhone screen. Read the rest of this entry »
Why can’t some people remember when we last spoke to a client? Why, over the course of 30 minutes, does a senior executive trade 22 emails to organize a simple lunch meeting, only to be cancelled on last-minute? Why does a banker waste the entire day on Facebook, Twitter and LinkedIn?
If you’re reading this on a mobile device, the surprising answer to these seemingly unrelated questions might literally lie in the palm of your hand.
With a huge and growing user base of nearly half of Australian adults, smartphones are now a core part of our daily lives. Evolving far beyond the email productivity tools pioneered in the early 2000s, iPhones and Android handsets now dominate the mobile landscape with industry-leading functionality and advanced ecosystems.
The value proposition? That we’ll work and play faster, longer, better and smarter. In fact, we found that over 40% of young business leaders ranked mobile as the most important technology to business in the twenty-first century (cloud-type computing came in second). And this was achieved by the novel technique of talking to people! Read the rest of this entry »
We’re abusing this once-helpful form of communication and information, and the cost is more than just productivity loss.
One of senior executive clients in a time management assessment stated quite clearly that her job description does not include managing email flow. Yours probably doesn’t, either. But it’s increasingly a big part of the work we do. In fact, in a single week, she received 511 emails and sent 284. Almost 160 emails a day is ridiculous. Even if I was efficient and processed each email in 30 seconds, it would still take almost an hour and a half.
That same week, I further analysed the activity in my inbox: 235 of my inbound emails were from people within the company, close to 46%. Colleagues copied me on 172 emails — the FYI culture that digitally drowns most executives. Another 47 emails had documents for my review.
These numbers were personally daunting, but I needed a more holistic view. By asking for the same information from others in the company, I found that my volume was slightly above average, but some of our senior executives were receiving close to 550 emails and sending almost 800 in a week. With an average of 32 words per email — about two sentences — many were likely superfluous update emails. Read the rest of this entry »
Many of us resist the idea of limiting the total amount of time we spend on email. Instead, we allow the volume of email we receive, and the number of messages that require a response, to dictate how much of our day goes to the endless cycle of send and receive.
But letting email set the pace and structure of your working life makes sense only if answering email is the single most important part of your job. Unless you work on the frontlines of customer support, there’s probably a lot of other work that’s more important – even if it doesn’t feel as urgent as the message that just arrived. Committing to a minimum and maximum amount of time you’ll spend on email instead allows you to undertake focused work when you need to – and just as important, to take actual downtime.
The best way to keep email from crowding out the rest of your professional and personal priorities is to set an email budget: a specific amount of time you’ll spend on email, and a plan for how you’ll make the most of that time. Like a financial budget, an email budget helps you make the best use of a limited resource — in this case, your time. Read the rest of this entry »
David is as hard a worker as anyone I know as a client. He’s not just busy; he’s keenly focused on getting the right things done. And it pays off — he is the largest single revenue generator at his well-known professional services firm.
A few days before Easter, David flew from Melbourne to the Gold Coast with his family. He was going to work for the first few days and then relax with his family. During the flight he had a 3 hour digital vacation.
When they landed, David turned on his BlackBerry and discovered that a crisis had developed while he was in the air and he had close to 500 email messages waiting for him.
So much for a digital vacation.
The truth is, we can’t ever really get away from it. There is no escaping the nonstop surge of email, text, voicemail, Twitter, Facebook, LinkedIn — and that’s just the technology-based stream. How can we ever catch up?
We can’t. Read the rest of this entry »
My mission and career focus is to drive continuous improvement through the pursuit of operational and commercial excellence in asset and manpower intensive organisations subject to highly competitive environments that seek ongoing transformational change to maintain a competitive advantage.
To provide an authentic, dynamic and highly motivating style of leadership that can provide the innovation, creativity and energy to identify the opportunities and strategies for the organisation to realise its full potential.
It is my goal to lead and develop high performing, customer centric teams that can mobilise those around them and create the framework for success.
I seek to take the next level of executive management to a leadership role using my broad range of analytical, commercial, operational experiences combined with highly developed and appropriate communications styles and people engagement to challenge the status quo and inspire my teams and the key stakeholders to collaborate and, hence, align across a common desire to seek excellence in organisational outcomes through accountable performance.
This is underpinned by my personal commitment to continuously improve myself and the belief that we can always strive to be better.
- Are you ready for the next challenge?
- Want more control of your career?
- Onwards and upwards, or stuck in a rut?
We are Australia’s premier career mentoring and executive development firm, with the minds and means to get you where you want to be. Now is the best time to review where you’re headed, and change what’s not working for you!
We’ll help you market yourself successfully with a competitive edge to…
- Gain a clearer view of where you want to head into the future, to put you in the position you deserve
- Identify the ‘blind spots’ holding you back
- Maximise your interview strike rate, internally and externally
- Effectively access the so called ‘hidden market’ of professional positions
You can partner with Adam who is part of the proud Leadership team of a firm which had its 15th Birthday in 2014.
We’ll work together until targeted outcomes are achieved. You’ll reap the benefits of our comprehensive manual – ‘The Career Guide’. This valuable navigation tool is used as a reference as your Mentor works with you one-on-one, tackling key issues and keeping you on track to achieve your goals.
So with career and executive mentoring available and programs to suit all requirements, now is the best time of year to kick off a targeted career mentoring program, to hit the New Year running.
Make 2015 a positive year and beyond for your career and take charge!
Call Adam Wilson for a free consultation on 1300 334 307 TODAY – Read Adam’s profile here.
Or, Email Me Today: Adam Wilson
Read more about career mentoring for leadership and career success with Adam and the Carnegie Management Group Leadership Team.
- Are you leaving the competition behind as your sales teams GROW?
- Do you have a lead generation engine that has all your sales agents fully occupied?
- Are you beating monthly revenue targets month after month?
- Do you look at your sales team and see a level of energy and enthusiasm that makes you proud?
As a business manager you know that your organisation lives and dies on the success of your sales force. Mentoring advice from someone who can say “yes” to the above may be your best decision for the future – now!
A sales team is a machine; it only as good as it’s worst performing component and our industry specialist at Carnegie Management, Adam Wilson can help you make all those components hum at the same high speed.
He’s not a sales trainer or coach, but a mentor who will help you quickly understand what makes a sales team work effectively.
He’ll tell you how to set up a commission scheme that always leaves your sales team working their hardest up to the last day of the month
How to best hire and, whilst its always a difficult subject, he’ll tell you how best to fire
How to get the atmosphere electric
How to target the best opportunities for each sales agent and when
And most importantly how to get the productivity of team accelerated, so downtime and admin and proposal writing become things of the past
We invite you to have your first consultation with Adam for free and if you think he can help you turn the future into your best years ever, he’d be happy to help.
Learn more about Adam and our Team by clicking on this link.
Please feel free to contact Adam directly today – here.
How does it feel when you’re told that you need a mentor, whether it’s your boss or someone else? For many managers it feels like a kick in the gut, a clear sign that you’re doing something wrong and your job might be in trouble. For others, who might be resistant to mentoring in general, it raises questions about whether you really need the extra help.
In other words – you feel resentful.
Having worked with dozens of managers who’ve been in this situation, these reactions are completely natural, especially if the request to work with a mentor comes as a surprise. In either case, before you get started with the mentoring, you need to work through these feelings so that you can have a positive experience. Here’s how:
The first step is to recognize mentoring for what it is: a fantastic opportunity for growth, development, self-insight, and career progression – and an endorsement that the company is willing to invest in you. After all, there are a number of reasons why your boss might want you to be mentored, and some are quite positive. Your manager might think you have a great deal of potential and a mentor would help you develop it. Your boss might also suggest mentoring to fix a particular skill deficit. One of my clients, for example, was asked to work with a mentor specifically to focus on presentation skills. Her senior manager planned to give her more exposure to the Board but wanted to make sure she had the confidence and capability to hold her own in that setting.
There are of course situations where mentoring is given to a manager because of a performance issue – an inability to deliver certain results, poor project execution, or not getting along with other members of the team. But even in these cases, mentoring is an investment, not a punishment. The boss isn’t giving up on you. Read the rest of this entry »
How to stay rational in an irrational World – it’s all about Perspective
Human relationships are inherently messy because they are driven more by emotional than rational factors – and thank goodness for that ……… Because relationships are unpredictable and ultimately impossible to control, so are families, communities and organisations………..We need to shift our focus from control to participation and engagement: from resistance to adaptation; from an unhealthy utopianism to a more realistic acceptance of life’s disorderliness, its irrationalities, its unpredictability, its disenchantments, as well as its joys, its gratifications and even its occasional small triumphs.