Senin, 26 Oktober 2015

Six Habits of People Who Accomplish Everything on Their To-Do Lists

6 HABITS OF PEOPLE WHO ACCOMPLISH EVERYTHING ON THEIR TO-DO LISTS

DOES YOUR TO-DO LIST TAKE DAYS TO COMPLETE? SOME PEOPLE HAVE FIGURED OUT THE SECRETS TO GETTING EVERYTHING DONE ON TIME.
Few things are quite as fulfilling as scratching that last item off of your daily to-do list—except when it’s Monday’s list and you finished it on Thursday. But, believe it or not, there are some people who actually get through their daily to-dos on the actual day they intended to finish them.
"You need to make the list to set yourself up for success," says self-proclaimed "compulsive list maker" Paula Rizzo, author of Listful Thinking: Using Lists to Be More Productive, Highly Successful, and Less Stressed.
Not surprisingly, people who get through their lists each day share some habits that help them do so. Here’s what they know that can help you get through your daily lists, too.

1. THEY KNOW THEIR WORK STYLES

Sherry Chris, CEO of Better Homes & Gardens Real Estate, gets a head start on her daily tasks by planning the night before, including choosing her outfit for the next day. She rises at 5 a.m. to tend to social media so it’s not calling for her attention later in the day, she says. "That can not only be a huge time waster, but a distraction that detracts from the ability to focus on the tasks at hand," she says.
But not all of us are morning people, Rizzo says. For some people, rising before the sun just isn’t sustainable. You need to look at when you have energy and blocks of time to organize and focus on certain projects that need your full attention. By understanding what types of work you do best at different times of the day, you can organize your list to suit your style.

2. THEY KNOW HOW LONG THINGS TAKE

When Debbie Good, clinical assistant professor of business at the University of Pittsburgh’s Katz Graduate School of Business, teaches time management to her MBA students, she has them account for every minute of two full days in 15-minute increments. Many are surprised at how long they really spend on certain tasks, she says. You might think you’re only checking social media for 15 minutes, but it may be four or five times that long.
Use an app or good old pencil and paper to look at how long you’re spending on the things you do each day, she says. Once you have a good sense of how long various tasks take, you might even note those amounts on your list to help you track how much you’re trying to cram into your day, she says.
Rizzo adds that it’s a good idea to pad those times—perhaps adding 10% of the time you think it’s going to take you or an extra half-hour, depending on the task. When you pad your time estimates, it’s less likely that an unforeseen task or unexpected request is going to derail your day, Rizzo says.

3. THEY LOOK AT THE CONTEXT OF THE DAY

Good says you also need to look at your list within the context of the day. If you’ve got a day filled with meetings or need to spend time on a big project with a looming deadline, you simply can’t expect to plow through as many tasks as you would if you have a few free hours. Map out your day according to the time limitations you have, so you can plan to do various tasks within the appropriate windows you have, she says.

4. THEY HAVE A "JUST ENOUGH" LIST

Within your overall list, you likely have a bare-minimum collection of tasks that have to get done to keep your boss, coworkers, customers, and other VIPs happy. Those items should be prioritized. Then, once you’ve completed them, you can begin to work on other tasks with the knowledge that you got the most important things done, she says.

5. THEY BUILD MOMENTUM

Jen O’Neal, founder and CEO of vacation rental site Tripping.com, is an avid list maker, and "gets a ton of pleasure out of crossing things off," she says. So she lines up a few of her simpler tasks for first thing, so she has a feeling of accomplishment very early in the day, which motivates her to keep going and fights that feeling of being overwhelmed.

6. THEY DELEGATE AND DELETE

Face it: There are probably a few things on your list that you don’t need to be doing, either because they’re unnecessary, or because someone else could do them, Rizzo says. Take a hard look at what you’ve planned for the day, and look for items that can be delegated, outsourced, or deleted altogether, she says. You may think it’s quicker to just do it yourself, but you’re creating an unsustainable environment if you try to do everything on your own.
Also, if you have those tasks that seem to roll over day after day, you need to address them. If a list entry has been bumped more than three times, you need to either set a deadline and get it done, or table it for now with a reminder to revisit the task or project later on.

Training Managers Top Five Books

Training Managers - Top Five Books


Rafal Uzar Training and Development Manager at Magnusson wrote:
I was recently discussing my favourite books on training, development and change management with a colleague and was asked to give my top five. I didn't know where to start. What's more, I couldn't limit it to five. 
How about you? What are your five top book recommendations for Training Managers? I'd love to read about your insights...

Pieter D. Winne wrote:
My two favorite training books : 
1. Performance Consulting - Moving Beyond Training (Robinson)
2. Instructor Excellence - Mastering the Delivery of Training (Powers)
As far as Change Management I found "Who Moved My Cheese" to be helpful moving my teams (leaders and team members) through change.

David Faulkner MCIPD wrote:
Super question and I'd always go for following 5:
1. Who moved my cheese (it's change in 140 pages)
2. Why should anyone be led by you? (As it's an excellent question for anyone in any kind of management or leadership role)
3. How to win friends and influence people (because people slowly seem to be losing the art of relationship building),
4. Good to Great (for departmental and wider business good practice that's sustainable)
5. Maverick (so you're sure it can always be done differently and still be successful!)
Just my opinion so only it's worth what someone else might think of it I guess!

Robin Hemmer, MA wrote:
Revolutionize Learning & Development: Performance and Innovation for the Information Age by Clark N. Quinn. It is an ATD (ASTD) book - excellent!

Evolve or Die: Can Learning Functions Learn to Change?

The commercial business landscape has changed almost beyond recognition. Today’s businesses compete in immeasurably larger, more cost-conscious markets. Workforces have greater flexibility and mobility, and the inexorable advance of technology has opened up possibilities previously unimaginable.
However, the basic approach to learning and development remains largely unchanged: Learning leaders impart skills and measure outcomes only after training is complete — if they measure at all. This is inadequate for today’s business environment. Corporate learning recipients, and the organizations they work for, are not experiencing the outcomes they desire at the rate they should.
A perceived unwillingness to evolve has brought the L&D industry to a crossroads. For companies to survive in the modern business environment, they must transform their approach to become more adaptable and more responsive. If learning and development effectiveness is measured as it is taking place, and training adapted accordingly to ensure desired outcomes are achieved, there is no reason why success rates should not reach 100 percent.
Yet, according to figures from Bersin by Deloitte’s April study “Building Competitive Advantage with Talent,” only about 10 to 15 percent of companies possess well-developed learning and development programs that are properly aligned with strategy and outcomes.
Traditionally, feedback was typically available from basic questionnaires completed after training was completed.Today’s more sophisticated systems might include psychometric and 360-degree appraisals, human resources metrics such as sickness, absence, retention and business metrics such as return on investment, market share and revenue. Now a more agile L&D process is required.
If executive learning and development was evaluated by leaders success in transferring their newly acquired knowledge back into the workplace to generate business benefits — rather than by the more familiar assessment methods of tests, projects and satisfaction surveys — users would have a more meaningful measure of effectiveness.
One effective solution is to introduce the concept of efficacy into corporate learning and development. Defined as the power or capacity to produce a desired outcome, efficacy means learning has to take a rigorous, evidence-based approach to achieve its optimum effectiveness.
For instance, instead of putting an expensive executive L&D program in place and considering return on investment after the event, organizations need to be agile, measuring progress and intervening throughout the learning process. By following this metrics-driven approach, businesses will be much more likely to see improved quality, speed, cost-effectiveness and certainty.
Consider the software development industry — a sector once well known for its failure to deliver required outcomes on time and to specification — as a model. Now the information technology sector’s rapid adoption of agile methodology has successfully transformed the industry.
Instead of developing a plan and hoping the intended outcome will materialize, project managers measure progress and make small changes along the way to deliver the desired objectives. This agile approach to IT programs enables the software industry to operate with higher quality and speed — and with lower costs, risks and complexity.
With IT, it is relatively easy to measure ongoing progress as most work is carried out on a computer that facilitates the automatic recording of a wide range of data. In other sectors, this may not always be the case. Nevertheless, few industries untouched by modern technology; so where data collection and analysis were once cumbersome processes, technology is increasingly automating these tasks.
With a basis in improving individuals’ outcomes, whatever business they work in, agile learning and development provides a distinctly measurable form of training. It should be perfectly possible to constantly measure and make changes along the way, so organizations can reach their desired outcomes regardless of industry.
Measurements obtained while L&D training is actually taking place provide course leaders with sufficient information to make appropriate, incremental modifications to a course as it is delivered and, consequently, affect its outcomes. Continually gauging progress in this way enables leaders to predict early in a learning and development program how effective the learning will be with surprising accuracy.
It is true that in the past there would have been some businesses where it would have been impractical to perform the necessary measurements for agile learning and development. But Internet-enabled technology has changed that. Now there is virtually no organization in which agile executive learning cannot be applied.

Abbas Hasan is chief operating officer at the Financial Times, IE Business School Corporate Learning Alliance, a joint venture between the Financial Times and Spain’s IE Business School, with a network of business school alliances in the USA, Latin America, Europe and Asia. Comment below or email editor@CLOmedia.com.
Source: http://www.clomedia.com/articles/6533-evolve-or-die-can-learning-functions-learn-to-change?utm_source=MyEmma&utm_medium=Email&utm_campaign=CLO%20Today&utm_source=newsletter&utm_medium=email&utm_content=Read%20More&utm_campaign=CLO_Today_101615