Managing Competing Demands: Getting It Done and Having …imsl2.com/tools/posen1/Posen_MainHandout_2012.pdf · Institute for Management Studies • 201 W Liberty St • Ste 100 •

Institute for Management Studies • 201 W Liberty St • Ste 100 • Reno NV 89501 • (775) 322-8222 • www.ims-online.com

The Institute for Management Studies 38 Years of Executive Education Excellence

Presents

Managing Competing Demands:

Getting It Done and Having a Life

David Posen, M.D.

(800) 806-2307 [email protected] www.davidposen.com

MANAGING COMPETING DEMANDS

GETTING IT DONE AND HAVING A LIFE

AN INTERACTIVE SEMINAR FOR

THE INSTITUTE FOR MANAGEMENT STUDIES

prepared and presented by:

David B. Posen, M.D.

Copyright © 2012

by David B. Posen, M.D. All Rights Reserved

1235 Trafalgar Road, Suite 406 Oakville, Ontario L6H 3P1

905-844-0744 or 1-800-806-2307 www.davidposen.com

BIOGRAPHICAL OUTLINE FOR DR. DAVID POSEN

Dr. David Posen graduated from the University of Toronto Medical School in 1967.

He was involved in a research project in San Francisco before interning in Edmonton, Alberta.

After a year of general practice in the Canadian Arctic he spent a year practicing in Jerusalem.

In 1971 he started a family practice in Oakville, Ontario.

In 1985 Dr. Posen gave up his general practice to devote his time exclusively to stress

management, lifestyle counseling and psychotherapy. He has spoken widely to education,

government, business and professional groups across North America. His clients have included

Warner Brothers, US Steel, Chevron, Verizon, Allstate Insurance, US Foodservice, State Farm,

American Express, Microsoft, Cisco Systems, IBM, Dun & Bradstreet, McKinsey, Hilton Hotels,

University of Florida Athletic Association, KPMG, Ernst & Young, Ford, Hewlett Packard, Deloitte

& Touche, Bayer, Yellow Freight, University of California, Comcast Cable Communications and

the Million Dollar Round Table.

David is the author of three best-selling books, ALWAYS CHANGE A LOSING GAME, STAYING

AFLOAT WHEN THE WATER GETS ROUGH and, most recently, THE LITTLE BOOK OF STRESS

RELIEF, which is now in its tenth printing and has been translated into five languages. His

magazine articles have appeared in Canadian Living and Reader’s Digest as well as several

medical journals. He wrote a weekly column on stress and lifestyle management for a year on

the popular website www.canoe.ca. David has appeared many times on TV and radio across

Canada and has been quoted in many leading U.S. magazines such as People, Cosmopolitan,

Redbook, McCall’s, Men’s Health and USA Weekend.

Married with two children, David lives and works in Oakville, Ontario (near Toronto). In

addition to his busy schedule of seeing patients, writing and public speaking, he is an avid

reader, golfer and tennis player. He played trombone in the Oakville Symphony Orchestra for

nine years and now plays in both the Oakville Wind Orchestra and the Milton Concert Band.

On a scale of 1-10,

Rate your current work-life balance

BALANCE

STRESS

1 10

On a scale of 1-10,

Rate your current stress level

1 10

© David B. Posen, M.D.

SURVEY RESULTS

29

BALANCE

1 10

STRESS

1 10

12

BALANCE

1 10

STRESS

1 10

4

BALANCE

1 10

STRESS

1 10

6.8

X

6.8

X

4.5

X

6.5

X

7.3

X

4.0

X


WHY SHOULD YOU CARE?

Chronic Stress Affects:

Health (BP, cholest, insulin, immunity)

Energy (Fatigue, Exhaustion)

Mental Fx. (Concentration, Memory)

Performance & Productivity

Mood (Anxiety, Depression)

Relationships (“Contagious”)

Balance is an Antidote to Chronic Stress


1

Healthy Stress Cycle

S S S S R R R R

S = Stress

R = Rest, Relaxation, Recovery

Adapted from Eli Bay

Perpetual Stress Syndrome

S S S S R R R R

We’re not designed for this


2

4-Part Visual Metaphor

HERE

AND

NOW

GOAL


LISTEN ON TWO CHANNELS

1. You as Individual

2. You as Leader

Role Model

Gatekeeper

Facilitator

Mentor

Shaper of Corporate Culture


HERE

AND

NOW

Where Are You Now?


3

Work - Life Balance

Actual

Job

Home

Chores

%

% % % %


The Human Function Curve

Good Stress Distress

The Hump

Healthy tension

Exhaustion

Illness

Burn-Out

Comfort zone

Fatigue

Perform ance

Arousal Stress

Adapted from Dr. Peter Nixon

HERE

AND

NOW

Clarifying Goals

GOAL


4

Work - Life Balance

Desired Job

Home Chores

%

% % % %


HERE

AND

NOW

Identifying Obstacles

GOAL


WHAT TIPS US OVER?

EXTERNAL

DEMANDS

DEADLINES

PEER

PRESSURE


5

What are the Unmade Beds

in YOUR Life?

What other Beliefs are running

your life?


Overcoming Obstacles

HERE

AND

NOW

GOAL


Work-Life Balance

“The 1st Juggling Act”

Work Life Work Life


6

MAXIMIZING PRODUCTIVITY

Work Fresh

Work Smart

Work Long Hours

Work Fast

Work Hard


PRIORITIZING

Alan Lakein Model

“A” Priorities MUST be done

“B” Priorities SHOULD be done

“C” Priorities MAY be done

PRIORITIZING URGENT NOT URGENT

IMP

OR

TA

NT

Stephen Covey Model

1

4

7

Anxiety Frustration

Flow Channel

Boredom Apathy

0 0

Chal lenges

Skills From “FLOW” by Mihaly Csikszentmihalyi

Harper & Row, 1990

1. Pick the right people

2. Give clear instructions

3. Confirm understanding

4. Stand Back. Give them room

5. Check periodically. Be available

6. Base accountability on results

7. Praise often & always say thank you

PRINCIPLES OF DELEGATING


ROLE OF LEADER SUPERVISORS

Getting work done thru others

Planning and Organizing

Delegating

Removing Obstacles

Providing Resources

Developing People

Coaching and Mentoring

Motivating and Inspiring

Creating a Healthy Work Space

From Bill Kinslow, Chevron Internal OD Consultant.

8

ROLE OF LEADER SUPERVISORS

Getting work done thru others

What % of your time is spent managing

the work of others?

.

What % is spent doing the work itself?

What % should go to each role?

From Bill Kinslow, Chevron Internal OD Consultant.

AVOID PERFECTIONISM

1. Perfection Isn’t Possible

2. Perfection Isn’t Necessary

3. GEPO (Good Enough, Push On)

4. Good, Fast, Cheap - Pick Any 2

5. 80:20 Rule


LEARN TO SAY “NO”

BEING SELECTIVE IS

SELF-PROTECTIVE


9

MULTI-TASKING 2 Kinds:

Simultaneous (Divided Attention)

Parallel Tasks (2+ balls in the air)

We can’t “split-screen” - Built to focus

Multi-tasking is really Switch-tasking

Takes 16 min. to return to previous task….

…. if at all!


GET A HANDLE ON E-MAIL

1. Don’t start your day with e-mail

2. Check x2-3/day; Turn off Ringer

3. “Answer” File

4. Send Less - Get Less

5. Avoid “Reply All” and “Cc”

6. Get to the Point (Action Summary)

7. Get off Lists

8. Subject Line: EOM, NRN, NTN

Adapted from “The Hamster Revolution” by Song, Halsey & Burress

10

The Human Function Curve

Good Stress Distress

The Hump

Healthy tension

Exhaustion

Illness

Burn-Out

Comfort zone

Fatigue

Perform ance

Arousal Stress

Adapted from Dr. Peter Nixon

PRODUCTIVITY

PRODUCTIVITY TIME x EFFORT

PRODUCTIVITY = TIME x EFFICIENCY

PRODUCTIVITY = TIME x EFFECTIVENESS

AVOID “PRESENTEEISM”


1. When you’re past “The Hump,” working

longer and/or harder is not only

unproductive, it’s counterproductive.

2. Be aware when you cross “The Hump”

3. Don’t cross it too often

4. Don’t get out too far

5. Don’t stay out there for too long

LESSONS FROM THE HUMAN

FUNCTION CURVE


11

EVEN VCRs

HAVE A “PAUSE” BUTTON

WE ALL NEED RECOVERY TIME


RECOVERY ROUTINES

AND RITUALS

• Physical - to renew & refresh your energy

• Mental - to clear your head, rest your brain

• Emotional - to relax and restore calm

• Spiritual - to reconnect to your values

Adapted from “The Power of Full Engagement” by Loehr & Schwartz

TIME OUTS

S

S S S R R R R

Adapted from Eli Bay

We need Time to Refresh and Renew

12

The Ultradian Performance Rhythm

90 Minutes 20 Minutes 90 Minutes 20 Minutes

En

erg

y/A

cti

vit

y L

evel

Top

Performance

Top

Performance

Ultradian Healing Break

Ultradian Healing

Response

From The 20 Minute Break by. E. L. Rossi, PhD.

The Inefficiency Cycle

Less Sleep & Leisure

Fatigue

Inefficiency

Long Hours © David B. Posen, M.D.

71 62 53

Sometimes, Less Is More!


“I find I’m more productive

working fewer hours”

13

50 45

Sometimes, Less Is More!


“I was cheating myself

by an hour a day”

20

25 25

30 30

35 35

70

55 55

60 60

65 65

40–50 Hours a

Week

Where’s YOUR “Sweet Spot”? High Quality Work:


It’s better to put in 40-50

productive hours a week

than 50-60 semi-productive

hours a week


14

5 RULES FOR VACATIONS

1. Take them - Take all you’re given

2. Take them regularly - spread out

3. Take them before you need them


(Then you’ll never need them,

you’ll just enjoy them)

4. Come back one day early

5. Leave first day for Catch-ups

Stage 1

STRUGGLE

(Stress, hard work)

Stage 2

TIME OUT

(Breakout Trigger)

Stage 3

BREAKOUT

(Solution/Eureka) Stage 4

ELEVATED “NORMAL”

( insight/performance)

The Breakout Principle

Adapted from Dr. Herbert Benson

Work - Life Balance

“The 2nd Juggling Act”

Family

Friends Relaxation

Exercise

Sleep

Hobbies

Work


15

Work-Life “Balance”?

Sleep

56 hrs = 1/3

Work

56 hrs = 1/3

“Life”

56 hrs = 1/3


MAKING TIME FOR LEISURE

Give yourself Permission

Make it a Priority

Rotate Your Values

Combine Your Values

Trade Money for Time

Turn Off Your Screens

Overcome Guilt (Self-Interest)


Rotate Your Values

Work


16

WORK-LIFE BALANCE

IS NOT A LUXURY

• Increases Energy

• Improves Productivity

• Increases Resilience

• Reduces Stress

• Prevents Burn-Out

• Improves Relationships

• Enhances Self-Esteem


SELFLESS

(Self Neglect)

SELFISH

(Self Indulgence)

Enlightened

SELF INTEREST

(Self Care)


Manage your Time

And you’ll manage your Stress


17

• Nutrition

• Sleep

• Exercise

• Avoid “vices”

– Caffeine

– Alcohol

– Tobacco

– Drugs

Health Habits


SYMPTOMS OF SLEEP DEPRIVATION

1. Fatigue

2. Concentration

3. Memory

4. Irritability

5. Depression

6. Immune Response

ARE ALSO SYMPTOMS OF STRESS


Normal Sleep Pattern

Awake Awake

1

2

3

4

1

2

3

4

1

2

1

2

1

2

T REM REM 90 min.

18

MRI during arithmetic task after normal night of sleep (top)

and following sleep deprivation (bottom)

From Dec/99 issue of NeuroReport

The Caffeine Effect On Sleep

Awake Awake

1

2

3

4

1

2

3

4

1

2

1

2

1

2

T REM REM 90 min.

19

Manage your Energy

And you’ll manage your Stress


YOUR PERSONAL MOSAIC

JOB or

TITLE


Have a Life to go to

after work

In other words…

GET A LIFE!


20

CALL TO ACTION

What are you going to do differently

after you leave here today?

IF YOU DO NOTHING ELSE…

1. Monitor Your Stress and Pace Yourself

2. Get the Sleep you need

3. Cut down on Caffeine

4. Stop Multitasking

5. Take control of E-Mail

6. Delegate as much as possible

7. Do something for yourself every day


ULTIMATELY,

WORK-LIFE BALANCE IS ABOUT

MAKING CHOICES


21

YOU HAVE MORE CONTROL

THAN YOU THINK

NOW YOU HAVE TO USE IT!


THE PARADOX OF SUCCESS

John R. O’Neil

When Winning at Work

Means Losing at Life

David’s Books Are

Available Online.

Read an Excerpt

Before You Buy.

Visit:

www.davidposen.com

22

MANAGING COMPETING DEMANDS

SEMINAR FOR INSTITUTE FOR MANAGEMENT STUDIES Prepared and Presented by David B. Posen, M.D.

WORKBOOK INDEX 1. Quotes to Reflect On 2. Assessing Your Values and Priorities 3. Lifestyle Change Worksheet 4. Ways to Work Smart – and Fresh 5. Dealing With Deadlines 6. Learning to Say No 7. Managing E-Mail 8. Healthstyles 9. Sleep 10. Ways To Leave Work At Work 11. Reducing Workplace Stress: Corporate Strategies 12. Ideas for Turning Theory into Action 13. Action Ideas and Reflections 14. Personal Action Plan

QUOTES TO REFLECT ON IDENTIFY YOUR VALUES AND SUPPORT THEM BEHAVIORALLY Dr. Roger Mellott HOW YOU SPEND YOUR TIME SAYS A LOT MORE ABOUT WHAT YOU REALLY VALUE THAN ANYTHING YOU MIGHT SAY IS IMPORTANT TO YOU From “Love & Survival” by Dean Ornish, M.D. HOW YOU DO ANYTHING IS HOW YOU DO EVERYTHING Zen Saying IN LIFE, THERE ARE EITHER RESULTS OR REASONS START AS YOU MEAN TO CONTINUE WHEN THE GOING GETS TOUGH THE TOUGH GET STRATEGIC YOU CAN HAVE ANYTHING YOU WANT. YOU JUST CAN’T HAVE EVERYTHING YOU WANT TRADEOFFS ARE INEVITABLE

Posen Workbook - Page 1

ASSESSING YOUR VALUES AND PRIORITIES

A. WHAT I VALUE B. ___________________

HOUSE/HOME

JOB

MONEY

SPOUSE/CHILDREN

YOURSELF (Health, Needs, etc.)

FRIENDS

FAMILY/RELATIVES



LIFESTYLE CHANGE WORKSHEET 1. LIST THREE LIFESTYLE CHANGES YOU’D LIKE TO MAKE

i) ii) iii)

2. WHY HAVEN’T YOU DONE SO? (Reasons, Problems, Barriers) 3. HOW CAN YOU OVERCOME THESE OBSTACLES?



WAYS TO WORK SMART – AND FRESH GET ORGANIZED: Use a “To Do” list – but don’t make it too long! Prioritize (e.g. A, B, C or Urgent vs. Important ) – then do first things first Develop systems, protocols, check lists

Avoid clutter (clear desktop) Develop a good filing system

Work on one thing at a time – avoid multitasking LIMIT DISTRACTIONS AND INTERRUPTIONS: Set aside blocks of time (to work without interruption)

Close your door Put “Do Not Disturb” on your door; put phone on Do Not Disturb Work somewhere other than your office (e.g. board room, library) Work at quiet times (before 9 or after 5)

Cut down on chatting and socializing. Limit personal phone calls. Check e-mail only at set times ENHANCE EFFICIENCY & MAXIMIZE YOUR EFFORTS:

Delegate as much as possible Avoid perfectionism Avoid unrealistic promises, expectations and deadlines Learn to say “no.” Set boundaries & limits (especially with demanding people) Discipline yourself on the phone (be brief) Make use of transition times (make a phone call, write a memo, read a report) Use technology and shortcuts (e.g. phone or e-mail vs writing letters) Ask for help

Do it now (Don’t Procrastinate) WORK FRESH – OPTIMIZE YOUR ENERGY & LEVERAGE YOUR TIME: Arrive well rested Monitor your energy and pace yourself

Take time-outs (nutrition, exercise, meditation, reading, power nap, puzzles, etc.) Breaks throughout the day (mini time-outs)

Leisure throughout the week (midi time-outs) Vacations throughout the year (maxi time-outs)

Do high concentration tasks when fresh, high activity tasks when tired Change tasks (if you’re getting stale)



DEALING WITH DEADLINES

DEFINITION (FROM WEBSTER’S) (Military Usage): A line drawn around a prison, to cross which involves for a prisoner the liability of being instantly shot. Hence, a fixed limit, beyond which disaster is imminent. (Usual Usage): The hour at which the printing forms of a newspaper are locked, after which no copy can be inserted. Hence, the time set as a limit for completion of any operation. The latest time by which something must be done. GUIDELINES 1. Don’t accept or promise what you can’t deliver. Communicate/Negotiate. If unsure whether you can meet a deadline, accept the work only on condition and express your reservation. 2. Only set or accept realistic time frames--and then add a cushion. 3. Plan ahead. Organize. Break the task into component parts with time frames for each. 4. Start early. Don’t procrastinate. 5. Work smart, not hard. Avoid perfectionism. 6. Work when fresh, not tired. Take “time-outs”. 7. Avoid distractions. Stay “on task”. 8. Delegate. And ask for extra help if needed. 9. If running behind schedule, inform people as soon as possible. Brainstorm alternatives with them (such as getting extra help, relieving you of other duties or re-prioritizing the task--i.e.”what’s really essential and what could wait?”) Then keep them up to date with regular progress reports. 10. Reframe the word “deadline” as “time frame”, “scheduling goal” or “time limit”. © David B. Posen, M.D.


LEARNING TO SAY NO

“Being Selective Is Self Protective” Benefits of Saying No: 1. Takes pressure off you, less stress 2. People know where you stand 3. Increases your own self-respect 4. You feel more in control (of your self and your life), less like a victim 5. Reduces anger and resentment, increases general happiness 6. Frees up more time for yourself 7. Increases your energy 8. People more appreciative when you do things for them (don’t take you for granted) When is it Appropriate to say NO? 1.When you’re exhausted or stressed out 2. When you’re already overloaded and have no time 3. When you have higher, more important or more pressing priorities 4. When the requester’s expectations are unrealistic 5. When it’s not your job (area of responsibility) 6. When it’s not your area of expertise and someone else can do it better or faster 7. When there’s no benefit to you 8. When you feel the request is a slough or buck-passing How To Say No Acceptably 1. Express your wish and willingness to help (even though you have to decline) 2. Give an explanation 3. Offer to give partial assistance or to do part of the job (if you can’t do it all) 4. Make a counter-offer to do it later 5. Suggest alternatives (other ideas or people to help) 6. Ask what it’s for (to help them clarify their situation and what they really want) 7. Ask for time to think about it 8. Ask “When is the real deadline?” 9. Ask them to help you trade priorities (i.e. “what would you like me to set aside in 10. Say “Let me check/clear it with my boss.” order to help you?”)



MANAGING E-MAIL

1. Check email 2-3 times a day, not continuously. 2. Turn off ringer/sound indicating new messages.

3. Don’t check email first thing in the morning if you’re a morning person,

You’ll end up giving away your best, most productive 30-60 minutes/day.

4. Create a filing system for incoming messages: e.g. To Answer, to Read.

5. Don’t respond to messages unless you have to. Your quick “Thanks Bernie— have a great weekend” Is just one more message for him to download, open and delete. It can be a greater courtesy not to reply

6. Get your name removed from as many e-mail lists as possible. This includes

joke lists (unless the jokes are really funny.)

7. Use filtering programs if you’re inundated with unwanted e-mails

8. Send Less – Get Less (60% of messages you send will elicit a response.) Be your own filtering system. Before you press “send”, ask yourself if this message really needs to be sent at all.

9. KISS: Keep it Short and Sweet – it saves time for everyone.

10. Get to the point. State action requested in the first line. Add pleasantries after.

11. Avoid “Reply All” and “Cc” as much as possible. Use “Blind Cc” if long list.

12. Use acronyms in Subject Line: e.g. NRN (No Response Needed)

NTN (No Thanks Needed) EOM (End of Message) Communication is a great thing. Over-communication is a blight. Use your toys wisely – and encourage others to do the same.


(Items 8-12 adapted from “The Hamster Revolution”

by Song, Halsey & Burress BK Publishers Inc., 2007)


HEALTHSTYLES LIFESTYLE KEYS TO HEALTH AND SUCCESS

1. Avoid caffeine (Coffee, Tea, Cola, and Chocolate). 2. Regular meals, balanced diet, minimal junk and fried foods, eat slowly. 3. Good fluid intake (6-8 glasses of water per day). 4. Adequate sleep (based on your requirements) ± “power nap”. 5. Regular exercise (30 min.; 3 times/wk; aerobic; fun; do a warm-up). 6. Alcohol in moderation (one or two drinks per day maximum). 7. Don’t smoke. Don’t take recreational drugs. 8. Balance between work and leisure. Make time for family and for self. 9. Time-Outs (regularly and as required.) 10. Regular holidays (Take them before you need them). 11. Establish and nurture relationships. Develop a support system. 12. Learn to relax--including Relaxation Skills. 13. Manage your time. Don’t overload your schedule. 14. Manage your money. Don’t get over-extended. 15. Do something for yourself every day.



SLEEP

BENEFITS OF SLEEP Increases Energy (Physical Restoration and Rejuvenation) Allows body to rest (Slows basal metabolic rate, lowers oxygen consumption) Enhances Mental Function & Improves Productivity Improves Alertness, Concentration, Attentiveness & Vigilance Improves Memory Increases creativity and innovative thinking Improves problem-solving ability Increases decisiveness and decision-making ability Increases reflexes (mental and physical) Improves Mood Decreases irritability, depression and anxiety Increases tolerance, resilience and patience Decreases emotional reactivity Improves Health Stimulates growth Stimulates/activates immune system Decreases risk of disease and early death GUIDELINES FOR HEALTHY SLEEP HYGIENE 1. Aim at 8-9 hours per night 2. Go to bed and wake up at the same time each day 3. Develop a bedtime routine to wind down (bath, reading, soft music, etc.) 4. Clear your mind of problems and worries. Think calm and pleasant thoughts 5. Don’t watch TV in your bedroom and especially not at bedtime 6. Don’t do work-related activities in the bedroom 7. Avoid caffeine within 8-10 hours of bedtime 8. Avoid exertion and strenuous exercise within 3 hours of bedtime 9. Avoid heavy meals within 3 hours of bedtime 10. Avoid alcohol within 3 hours of bedtime 11. Avoid sleeping pills 12. Avoid alcohol as bedtime sedative (leads to early morning wakening) 13. Don’t nap if you have trouble sleeping at night & Don’t nap in the evening 14. Do some form of exercise or physical activity during the day 15. Create a conducive sleep environment (dark, quiet and cool) 16. Small snack at bedtime may be helpful especially if it includes milk (which is a natural source of Triptophan, a sleep-enhancing amino acid)



WAYS TO LEAVE WORK AT WORK

1. Don’t bring work home (no briefcase, laptop, reading, etc.) 2. Don’t do work from home (make phone calls, pick up voice mail or e-mail, etc.) 3. Have compelling relationships & activities outside of work (family, friends, hobbies) 4. Shut-off your thinking about work. Compartmentalize. Set boundaries and limits. (use thought -stopping or make an appointment with yourself for later) 5. Focus on home-based activities when away from work; avoid mind wandering back 6. “Park your problems”. Visualize putting them on a shelf or hanging them on the front gate of your house as you arrive home. 7. “Creative worrying” (for when you worry about work, especially at night) 8. Write down ideas that occur to you at home, but only act on them at the office. 9. Organize your next day’s schedule before you leave for the evening or weekend. 10. Clean off your desk at work at the end of each day. 11. Finish projects at the end of the day or week; close the chapter; tie up loose ends 12. Create decompression/buffer time (between work & home or on arriving at home) 13. Change your clothes when you get home (into more comfortable non-work attire) 14. Think of yourself as more than your job or title; don’t over-identify with work. © David B. Posen, M.D.


REDUCING WORKPLACE STRESS: CORPORATE STRATEGIES 1. Lead by example – be a positive role model 2. Manage workload volume and velocity. Eliminate unnecessary work 3. Streamline bureaucratic processes (e.g. eliminate multiple levels of approval) 4. Adopt realistic expectations re: hours, deadlines; less emphasis on “face time” 5. Give lieu time for working overtime – to allow recovery and renewal 6. Provide the resources that employees need – human, logistical, technological 7. Give direction, feedback and recognition 8. Develop policies for meetings (e.g. only if needed; only during regular hours; send agenda ahead of time; start and end on time; short, to the point & action oriented; no use of Blackberries, laptops or cell phones; minutes sent soon after with a completion date and designated person for each action item) 9 . Develop travel policies (e.g. only when necessary, not on weekends, direct flights) 10 . Develop vacation policies (e.g. use them or lose them, option to buy an extra week) 11. Develop Email and communication policies (e.g. no electronic messages evenings or weekends, off-hour contact only by phone, consider Email-free days) 12. Provide healthy food, non-caffeinated beverages, exercise and recreation facilities, day care and concierge services; consider providing a quiet meditation or napping room 13. Provide options for flex time, flex place, telecommuting. Promote, encourage and give permission for workers to improve their work-life balance and harmony 14. Provide skills training in time and stress management, delegating, assertiveness 15. Identify difficult people (intimidators, game-players, power-trippers, abusers, bullies) – and deal with them



IDEAS FOR TURNING THEORY INTO ACTION

How to transfer new skills into everyday life. How to move from learning to practice and utilization. How to ensure implementation and sustainability. 1. Review seminar material within 24-48 hours after its completion. This increases retention considerably. 2. Make your personal action plan specific, measurable, realistic, actionable by you and accompanied by completion times. View your action plan as a commitment. 3. Keep your action plan handy for easy reference. Review it at weekly or monthly intervals and tick off completed items. Hold yourself accountable. 4. Start right away. 5. Program yourself for early success by making easier changes first. 6. Change 1 or 2 things at a time. Don’t try to do too much at once. 7. Make it a game---or think of it as an experiment. Give it a try & see what happens 8. Share your action plan with others and invite them to help hold you accountable. Contract completion of certain items with significant people. 9. Get a buddy to make changes with you (e.g. exercise program, quit smoking). 10. Set up a reward system (for changes made or goals reached). 11. Record your progress (on a chart or list). Celebrate your triumphs. 12. Teach others what you’ve learned. It consolidates the learning for you and helps identify any gaps in your understanding 13. View it as an opportunity or responsibility to share new information with others. 14. Go one step further and become a mentor or coach to others. 15. Be a role model to others by applying what you’ve learned. 16. Continue your learning (further reading, courses, coaching, etc.)

© D. B. Posen, M.D.


ACTION IDEAS and REFLECTIONS Be on the lookout for useful ideas that you can apply in your own life. Jot them down here (in a few words or a phrase). Record Thoughts & Reflections as well.


PERSONAL ACTION PLAN

What CHANGES are you going to make after you leave today? (Make this a COMMITMENT)

HEALTH HABITS LEISURE, TIME-OUTS, RELAXATION ATTITUDES, BELIEFS & MINDSET SKILLS ACQUISITION (e.g. relaxation techniques, assertiveness training, time management, delegating, etc.) __________________________________________________________ What MEASURES are you going to take to ensure implementation of your plan and sustainability of your commitments?


Documents

Managing Competing Demands: Getting It Done and Having …imsl2.com/tools/posen1/Posen_MainHandout_2012.pdf · Institute for Management Studies • 201 W Liberty St • Ste 100 •