Time Management: Is The Clock the Only Measure?

Posted on February 21, 2012 by Pam

As an educator of professional development, essential business practices and professionalism, I always profess the importance of effectively managing three aspects – time, tasks and teams.

This last fall, I had an experience that provided some big education. I learned that how we measure time can be as effective as how we manage it. Here is my story.

We live in beautiful, British Columbia which operates on Pacific Standard Time. In the fall we set the clocks back one hour and in the spring we set them forward one hour. As a Saskatchewan girl, this doesn’t make sense nor does it feel natural to me yet.

Last fall the daylight savings date was November 6^th and we diligently changed each and every clock in the house, in the office and in the car . . . or so I thought. On November 23^rd I was in a concurrent session at a conference when my mind started to wander. I checked my watch to find out how much time was left. To my surprise I realized that the watch on my wrist (that I wear every day) had not yet been adjusted.

Now to anyone else, this might seem like no big deal but to someone who regularly teaches time management and repeatedly emphasizes the importance of time . . . it was a big shock that I missed this key point. At first I beat myself up and questioned what I taught, how I taught it and the degree of effectiveness. After enough time to think and process more clearly I found myself asking more questions and making less judgement. Some of my reflections lead to questions like:

1) Does time mean the same to everyone?

2) Do we all use the same means for measurement purposes?

3) If a clock is not present, what do we use to measure time?

4) In the face of technology and cell phones, have watches become jewelry?

This situation and reflection has me rethinking a few things. So before I jump back into time management strategies that are based on a 24 hour clock , should I be asking more questions rather than teaching?

Here are a few questions to get you thinking about your own time management:

1. What do you use to measure time – hours, contracts, proposals or widgets?

2. If you could use a better measure for success, what would it be?

3. How much do you rely on a 24 hour clock to dictate your processes and productivity?

I still have not figured out if effective time management is something that we are born with or if it is something we learn . . . the debate continues in psychology. I also wonder if time management is a better measure of passion or organization and skill. I have figured out that my watch has become more aesthetic than functional and I have shifted to measuring my activity based on productivity. Did I get this article done in a scheduled hour or is it done when I get to the end?

If your employees struggle with managing time, deadlines and workflow contact us at pam@thepossibilities.ca or 604-468-9094. There is nothing better than sorting through the problem areas (and people) to create solutions that will align your staff and improve your productivity, retention and morale.

Supervisors Should Be Great . . . Should They Be A Friend?

Posted on February 13, 2012 by Pam

In the work place, people are primarily there to "get the job done". Whatever the task, the department or the role . . . employees are there to complete their duties as assigned in a timely and efficient manner. In order to incorporate a reporting structure and differentiate responsibilities, the majority of workplaces implement a hierarchical structure. In its simplest form, it clearly delineates who reports to whom, who is responsible for whom and where control may lie in the face of difference or decision making.

It is important that regardless of structure, there is a level of respect, consideration and trust within employee relationships. Often when people work together for long periods of time, they get to know each other on a personal level and include conversation about home, life, family as well as their work. They may also begin to spend time together on a social level outside of the office. How well employees get along and the strength of the connectedness is usually easy to see and measure (also known as morale).

Most employers actually want their staff to have friendships as well as working relationships. It forges the trust and respect and increases retention because of a feeling of belonging. But should this also apply to supervisors and their employees? Should supervisors be friends with their staff outside of work or does this blur the lines of authority and supervision?

Let me pose a few questions to get you thinking about this further:

1. Will supervisors make different decisions because of emotion?

I don't want to hurt this employee's (my friend) feelings?

I don't want to run the risk of having him/her made at me because it will ruin our friendship.

2. Does objectivity get lost when balancing decisions and actions on "friend or employee'?

I know this person well and he/she does not like doing tasks like this?

Bob is going through a tough time at home, now might not be the best time to make this request of him.

3. Will favouritism enter the workplace?

Sue always gets off easy because she is a friend of the manager.

I won't bother asking for that project because the supervisor will give it to one of his "drinking buddies".

The research is vast and reliable to show that employees don't leave jobs, they leave bad bosses. There is a fine line between supervisor and friend and this line can help workplace relationships or get in the way to create bad managers. There is no "across the board" answer to this question – each workplace, department and team must do what fits for them.

What is essential, regardless of level of interaction and sociability, is open and honest communication amongst colleagues. Be sure to put problems, ideas and options on the table for all to see – be transparent. If subjectivity is true, then it should not be an issue to explain rationale, decisions, appointments and requests.

Are you a transparent supervisor or is friendship getting in the way?

If your management and staff are struggling with morale, relationship fit and crossing those fine lines, contact us at pam@thepossibilities.ca or 604-468-9094. There is nothing better than sorting through the problem areas (and people) to create solutions that will align your team and improve your productivity, retention and morale.

How much should companies spend on employee training?

Posted on February 1, 2012 by Pam

Let me give you some figures for comparison:

If company ABC earns 7 million/year and spends $50K for training, this company is sending the message that the value of their employees is not even 1% of revenues.

If company XYZ profited $500K last year and spent $3K for employee training, this company is investing less than 1% of their profits back into the staff that made it happen.

Question: should the amount spent on employee development matter if the company is private, franchised or corporate?

I will never prescribe that budget lines for training and development should be a certain percentage of revenue. The uniqueness of each company and the employees they house should be a larger proponent of training dollars than profits.

It is a simple process to assess if performance, productivity and HR benchmarks are hitting the mark – your dollars and cents will tell you this. It is also easy to diagnose what isn't working – you just need to ask your employees. They will give you the truth, unless trust is an issue in which case an outside consultant/trainer will be needed to get an accurate assessment and recommendations.

Once you have identified the problems, issues and gaps, you are in a better position to implement training and development for solutions. For continuity and rapport building with your staff, keep the same consultant to implement the solutions and change.

The amount of training and development required for each company, with their respective set of staff and issues will differ, so training frequency and cost is not one set formula. What can be regulated is the degree of change after the training – evident and tangible results should be evident and measured by HR metrics as well as production and sales.

If changes aren't long-lasting or do not occur at all, then the problem may not be accurately defined or the training may be missing the mark.

Whatever you do, please don't keep doing what does not work. Implement change and solutions by giving your staff the knowledge, skills and abilities to perform well and excel in your company.

If you read this and don’t have confidence in your training and development program or budgets, then you are a prime candidate. Contact us at pam@thepossibilities.ca or 604-468-9094 to arrange a Change Strategy Session to diagnose the problems that exist with your company and staff so we can develop a program for change and budget.