Helping Teams Advance One Gemba at a Time

from DailyKaizen by Lee Fried

Most frontline teams in my organization are not used to being asked to improve their own process.  Like most organization in transition most improvement that has taken place in the organization in the past was management driven and usually owned and executed by outside experts like consultants and project managers.  As we transition into a system where teams are asked to be responsible for improving their processes every single day one of the most powerful tools management has is the gemba walk.   There are many reasons why the gemba walk is not only an important tool, but an essential tool in a Lean transformation.  Here are just a few:

• Gemba walks are one of the most important methods for teaching management Lean.  It takes Lean out of the conceptual world and forces management to learn by doing. 
• Gemba walks demonstrate a behavior change from management.  It shows that management is curious about the work and interested in seeing the real problems.   Early on they also demonstrate to the teams that everyone is in the change together.  Management is learning alongside the teams they are coaching.
•  Gemba walks allow management to begin to understand the problems that they create and forces them to begin to take responsibility for solving the gaps in their management system.  They see firsthand the challenges created by unclear or too many priorities, silo thinking, narrow job classifications, etc.    
• Gemba walks teach leaders how to set clear expectations and have the discipline to follow-up to see progress.  In order to do this effectively the manager must understand the content of the work; know how to see problems, and to know how far a team can improve over a set increment of time. 

In several post in the past I have talked about some of the advice I give leaders as the learn how to effectively lead gemba walks.  As my own experience has grown some of my thinking has advanced.  Here are a couple of tips that I hope help:

• Gemba walks can only be effective if leaders are disciplined, consistent and organized.  This is why having management standard work is so important.  In our organization we create visual systems (Kamishibai boards) that track adherence to management system work to help reinforce this discipline.   These boards track the frequency, sequence and content of what should be checked during each gemba walk and clearly make visible that the walks are happening as scheduled.  As managers build these boards they need to determine how often they will visit each team (less frequently the higher you are in the organization), and then the board makes it transparent to the teams how often they can expect a visit thus reinforcing the management responsibility.
• Early on it is important to have some coaching help during gemba walks.  It is nice to have a Sensei to go with you, but it is also effective to walk with a leader that has more experience then you do if a Sensei in not available.
• During each walk a leader should ask the team a series of open ended questions to assess the current situation, challenge the current thinking and prepare the team for taking the next step.  If you are just getting starting it is very helpful to have a set of standard questions you always ask the team as well as a system to track notes from past gemba walks.  The leader should take the time to review their notes and prepare their questions so that they respect the time of the team.
• Gemba walks and visual management go hand and hand.  Without visual systems gemba walks often end up being disorganized, not focused on data and worst of all they turn into PR visits or complaining sessions.  Gemba walks are probably the most important tool in helping set and maintain the expectation that teams make their processes visible.
• Finally, at the end of each gemba walk the leader should summarize what they and the team has learned and then clearly define the follow-up items that the team and the leader need to resolve.  Often the due date will be during the next gemba.  This is the most powerful part of the gemba, because when done effectively it helps move the team to the next level of improvement and at the same time gives leadership credibility as the leaders solve some of the systems problems that get in the teams way.   In order to do this well a leader needs to have a system to track on follow up items.  If they ask a team to try x by y date the leader better show up to check or they will lose credibility quickly.  When they do show up to check on the follow up just like they said they would teams start to see that management is serious and they will invest the appropriate time in the improvement activities moving forward.  Something very important as teams begin to learn how to improve their own processes.

Power of a great story

Creating sustainable competitive advantage

No successful web company (not eBay, Flickr, Amazon, Facebook…) succeeds because of a significant technological barrier to entry. It’s not insanely difficult to copy what they’ve done. Yet they win and the copycats don’t.

Few organizations succeed in the long run because of proprietary technology. Not Starbucks or CAA or Nike, certainly. Not Caterpillar or Reuters either.

Technologists often tell me, “this product is very hard to build, that will insulate us from competition and protect our pricing.” It might. For a while. But once you’re successful, the competition will figure out a way. They always do.

So, what to do?

• You can own something that’s hard to copy (like real estate).
• You can race down the pricing and scale curve, so it’s cheaper for you to do what you do because you have a head start.
• You can create switching costs, so that the hassle and cost of moving to a cheaper competitor is so great, it’s just not worth it.
• You can build a network (which can take many forms–natural monopolies are organizations where the market is better off when there’s only one of you).
• You can build a brand (shorthand for relationships, beliefs, trust, permission and word of mouth).
• You can create a constantly innovating organization where extraordinary employees thrive.

The reason the internet is such a home to wow business models is that it’s easier to create a network here than any other time in history.

How to Defeat Burnout

“Do what you love.”

We’ve all heard this advice before. It’s great advice, though not many people truly take it to heart.

But sometimes doing what you love isn’t enough to keep you going. Inspiration, passion, and motivation are difficult things to hold on to. They always seem to slip away right when you need them most.

You know that feeling. Where you’re that close to finishing a project, or achieving a goal, or crossing a task off your to-do list … but you just can’t muster the energy. You’ve lost interest. You’re exhausted. Drained. And you don’t know why.

That’s burnout. It’s something many of us are all too familiar with. I’d like to share with you a few ways that I fight burnout – or prevent it from catching me in the first place.

1. Achieve in increments. When you only focus on a big goal someday, it’s easy to get burned out by the daily grind. It’s like driving toward a mountain in the distance. You can drive for hours, but the mountain doesn’t seem to get any closer. And spinning your wheels gets real tiring real fast.

The solution is to give yourself a way to measure and record every little step forward you take. Here’s how:

• Get a journal, notebook, or calendar. Writing things down is important.
• Identify milestones on the road towards your goal.If you’re writing a book, you could treat each chapter as one milestone. Or, even better, treat each 500 words or 1000 words as a milestone.
• If milestones aren’t obvious, create them. For example, if you’re training for a marathon, hold yourself to a progression of distance. If you start out running at your maximum distance, you’ll plateau very quickly. Instead, start at a shorter distance – even if it’s very easy for you – then work your way up slowly.
• Track milestones in a simple, visual format. Think of the progress bar on a download. One glance tells you exactly how much progress has been made. The format you choose doesn’t need to be detailed or comprehensive. It just needs to show that you’re moving forward day by day.

Learn to appreciate the little accomplishments. Let yourself enjoy the feeling of getting things done.

2. Train your muse. One of the biggest myths about inspiration that it’s random. One day you’re inspired and motivated, the next day you’re burned out – and there’s no way around it. Or so they say.

In fact, inspiration is just like any other skill. It may start out as unreliable, but it can be trained and developed into something you can rely on.

So how do you train your muse? The best way I’ve found is immersion. Surround yourself with things that inspire you and reflect your goals. Great composers listen to music. Great authors read voraciously. Great marketers attend seminars. Great productivity-ists subscribe to Zen Habits. And so on. Immersion trains your mind to work efficiently in the ways you need it to.

The more that your inspiration becomes a part of your life, the less likely it is to run out when you need it most. With that in mind, be creative. What ways can you connect with your inspiration on a daily basis?

3. Work less. Cut down on the amount of energy and time you spend working. If you have sick days or vacation days left, take advantage of them. Or, if you’re self-employed, force yourself to work fewer hours each day – even if that means turning down new projects.

Working less doesn’t mean you have to slack off or get less done. It does mean that you:

• Eliminate unnecessary tasks.
• Take strategic breaks.
• Stop multi-tasking.
• Seek help from other people.

4. Define success realistically. There’s absolutely nothing wrong with having big dreams and big ambitions. But if you’re constantly frustrated by a lack of progress, it might be time to take a step back and examine your goals. Are they achievable? Are you holding yourself to a reasonable timeline?

Here’s a good way to do this. Get a piece of paper and write down your big, ambitious goal. Then write down at least 10 specific, concrete steps that will allow you to achieve that goal. Be as detailed as possible. If you can’t come up with a series of down-to-earth steps to get you from here to your dream, that’s a sign that you need to either redefine your goals or rethink the way you’re pursuing those goals.

5. Get more sleep. You’ve heard this before, I know. So have I. But that didn’t stop me from going against my better judgment and tiring myself out by staying up late to work. Getting enough sleep takes a conscious decision – and, just like any good habit, takes time to develop.

One of the biggest barriers for me in this area is procrastination. I have a tendency to put things off throughout the day, then stay up later as a result. What’s keeping you from getting the rest you need?

6. Take it slow(er). The world tells us to rush things: “Get there faster. Make money quicker. Retire sooner.” And while these things aren’t necessarily bad, they can easily get us in over our heads. If you’re feeling burned out and overwhelmed, it’s time to slow down.

A few ways to take yourself out of 24/7 high gear:

• Spend at least 10 minutes a day in a quiet place, away from distractions. Breathe.
• Put together a playlist of slow, relaxing music. Listen to it whenever you start feeling frazzled.
• Take a butcher knife to your to-do list. Set a limit to the number of tasks you  take on each day and stick to it.
• Extend your deadlines. Do you absolutely, positively have to get this done now? Just remember – this isn’t an excuse to procrastinate.

7. Get a second opinion. It’s hard to spot burnout from the inside. Your close friends and family are likely to identify the signs of burnout long before you do. So listen to what they’re saying. The next time your spouse, parent, or best friend tells you you’re working too hard, take it seriously.

8. Set clear boundaries. Burnout happens when we allow work to overflow its boundaries and interfere with every other part of our lives. So set strong boundaries. The clearer the better. In writing, if possible.

For example, instead of saying: “I’ll spend at three hours every night with my family,” make it clearer: “I won’t work after 8 o’clock. That’s 100% family time.” Clear boundaries are easier to stick to and harder to rationalize away.

Once you’ve set up your boundaries, make them public. Let your family know that you’ve set aside time just for them. They’ll hold you accountable to your promises. Let your clients know that you’ll be unavailable during certain hours. This will reduce the temptation to fudge on your boundaries.

9. When you’re working, focus. I’ve found that concentrating on work is actually less exhausting than allowing yourself to be wishy-washy about it. When you decide that it’s time to work, buckle down, eliminate distractions, and do it wholeheartedly. There’s something amazingly refreshing about pure, sharp focus.

10. Create outlets. If you’re a person of diverse interests (and really, who isn’t?), it’s likely that you have several very different goals and ideas bouncing around in your head at any given time. These ideas need outlets. If you hold them inside, they’ll eventually start interfering with your focus and creating unnecessary frustration, leading to burnout.

In other words, I think it’s okay – healthy, even – to start a few side projects as outlets for creative energy. Just make sure that you keep your priorities straight and your side projects fun. If these side projects become sources of stress, cut them out immediately.

11. Know when to power through it. This is going to sound out of place given what I’ve said above, but it’s powerful – if applied correctly. Sometimes the solution for burnout is just to power through it. Sometimes burnout can be an illusion. In these cases, the best choice is to refuse to use burnout as an excuse, ignore the fact that you feel burned out, and just work through it. It’s like a runner gaining her second wind and coming out stronger on the other side.

However, just as an experienced athlete knows when to push through the pain and when to pull back, you’ll need to be very careful how you take this particular piece of advice. Until you develop a keen awareness of your own tendencies, it’s usually better to err on the side of caution and pull back when you start feeling burned out.

12. Never accept defeat. Burnout is an obstacle like any other. It can hold you back for a while, but it’s not the end of the world – unless you let it defeat you.

If you have a great goal in mind, don’t give up on it, no matter how apathetic, exhausted, or frustrated you might feel. If everything I’ve said up until this point fails, do this: hold on to your dream – even if it doesn’t feel like much of a dream at the moment. Hold on to it anyway. That way, when the storm clears, your dream will still be intact, ready for another try.

Get more inspiration from Jeffrey at his blog, The Art of Great Things, or subscribe to his feed.

10 reasons you are hated

Your team hates you. Really. They do. They hate their boss (you) but they just won’t say so because they like getting paid. But when they go home at night, they spill their bile about their taskmaster of a boss who does nothing but drive them crazy (isn’t that what you do too?).

It’s been a while since I’ve been controversial (okay, maybe the post on trust not being the most important aspect business partnerships was provocative but I’m talking controversial at the level of the I don’t care about your degree post). For this post, I’ve been sure to drink a glass of vinegar before typing.

If you don’t start fixing some of these behaviors, you might end up with a mutiny on your hands. In today’s world though, that doesn’t involve them tossing you in a dinghy – instead they’ll all just quit their jobs.

Before you go all “Mike has lost it again. This post doesn’t apply to me so I won’t read any more of it.” I’d ask you to spend the 2-3 minutes it will take to spin through the below list and see if any of the points resonate. If you make it through all ten and can honestly say none apply to you, bravo (related: are you hiring?).

If some of the points do resonate, I’m asking you to commit to rectifying some of these behaviors. We’ll all be happier that way. To assist with that, I’ve offered some suggested behavior modifications for each of the ten.

Full disclosure – I’ve been plenty guilty of some of the below behaviors. Fortunately I’ve had talented folks around me help me work on many of them. I’m not perfect by a long shot yet. I guess what I’m saying is all of these things apply to all of us even in some small measure.

So here goes… 10 Reasons Your Team Hates You:

10. You don’t prioritize. Everything is important. When you do this, you remove your team’s ability to say no to less important work and focus their efforts on critical tasks. The fix: write down all the tasks you have folks working on and FORCE yourself to assign a H, M, or L to each task (and treat it as such). Thou shalt only have 33% of all tasks in each of those three categories – you can’t assign everything a “High” importance.

9. You treat them like employees. You don’t know a darn thing about them as a person (which makes them feel like nothing more than a number). The fix: read this post about 7Up.

8. You don’t fight for them. When is the last time you went to bat for a team member? And I mean went to bat where you had something to lose if it didn’t work out? When you don’t stand up for them, you lose their trust. The fix: identify something you should have gone to the mat for recently and get out there and fight. Get someone that raise they deserve. Go fight for them to get that cool new project.

7. You tell them to “have a balanced life” then set a bad example. You tell them weekends are precious and they should spend them with their family then you go and send them emails or voicemails on Sunday afternoon. The fix: either curb your bad habit of not being in balance or learn how to do delayed send in Outlook so your messages won’t go out until Monday morning.

6. You never relax. You walk around like you have a potato chip wedged between your butt cheeks and you’re trying not to break it. When you’re uptight all the time, it makes them uptight. Negative or stressful energy transfers to others. The fix: laugh, get a remote controlled car or tricycle to drive around the office, or put on a Burger King crown. When you relax, your team knows it’s okay for them to relax too.

5. You micromanage. You know every detail of what they’re working on and you’ve become a control freak. They have no room to make decisions on their own (which means yes, they’ll make a mistake or two). The fix: back off. Pick a few low risk projects and commit to not doing ANYTHING on them unless your team member asks you for assistance. It’ll be uncomfortable for you. Give it a try you micromanaging control freak.

4. You’re a suck-up. If your boss stopped short while walking down the hall, you’d break your neck. Your team hates seeing you do this because it demonstrates lack of spine and willingness to fight for them. It can also signal to them that you expect them to be a sycophant just like you. The fix: try kicking up and kissing down instead.

3. You treat them like mushrooms. Translation: they’re kept in the dark and fed a bunch of crap. Do you ration information? Do you withhold “important” things from them because it’s “need to know” only? All you’re doing is creating gossip and fear. The fix: stop acting like 007 and spill some beans.

2. You’re above getting your hands dirty. You’re great at assigning work. Doing work? Not so much. They hate watching you preside (and they hate it even more when you take credit for what they slaved over). The fix: get dirty. Climb under the proverbial tank and turn a wrench. Roll up your sleeves and pick a smaller project you can handle in addition to your other responsibilities and DO THE PROJECT YOURSELF.

1. You’re indecisive. Maybe. Or not. But possibly. Yeah. No. I don’t know. OH MY GOSH MAKE A DECISION ALREADY! That’s what you get paid to do as the leader. You drive them crazy with your incessant flip-flopping or waffling (mmmm waffles… oh. Sorry… still writing). The fix: DO SOMETHING! Acknowledge you might make a mistake but do something. A team is much more likely to follow a leader who makes decisions (even some bad ones) than a leader who makes no decisions at all.

There they are: 10 reasons your team hates you. Do any of them fit? I’ll tell you what: I DARE you to email this post to your team members and ask them to anonymously circle any of the above behaviors that apply to you. I then further challenge you to fix the one or two that have the most votes. Trust me – all of you will be happier if you do. How’s THAT for provocative?

The Five Reasons Strategies Fail

from Be Excellent™ by Skip Reardon

In a recent survey of 163 CEOs by Forbes Insights in conjunction with the Association for Strategic Planning and the Council of Public Relations Firms, chief executives report that one-third of corporate strategies fail, and they fail for five reasons.

The five reasons why strategies fail are:

1. Unforeseen external circumstances (24 percent).
2. A lack of understanding among those involved in developing the strategy and what they need to do to make it successful (19 percent).
3. The strategy itself is flawed (18 percent).
4. There is a poor match between the strategy and the core competencies of the organization (16 percent).
5. There is a lack of accountability or of holding the team responsible (13 percent).

The whitepaper, “The Powerful Convergence of Strategy, Leadership and Communications” can be downloaded here.

What Baseball Can Teach Us About Innovation

from HarvardBusiness.org by Scott Anthony

In a chat last week, Boston Red Sox General Manager Theo Epstein explained why he wasn’t bothered by J.D. Drew’s relatively low number of runs batted in (quotes from Joe Posnanski’s blog):

“When you’re putting together a winning team, that honestly doesn’t matter. When you have a player who takes a ton of walks, who doesn’t put the ball in play at an above average rate, and is a certain type of hitter, he’s not going to drive in a lot of runs. Runs scored, you couldn’t be more wrong. If you look at a rate basis, J.D. scores a ton of runs.

And the reason he scores a ton of runs is because he does the single most important thing you can do in baseball as an offensive player. And that’s NOT MAKE OUTS … Look at his runs scored on a rate basis with the Red Sox or throughout his career. It’s outstanding.

You guys can talk about RBIs if you want … we ignore them in the front office … and I think we’ve built some pretty good offensive clubs.”

Business managers can learn a lot from how baseball general managers build and manage their talent portfolio by drawing on the findings of baseball’s Sabermetrics revolution. And the same is true for business managers trying to balance their innovation portfolios: how can they focus on the metrics that really matter?

According to the old-fashioned metrics, the run-batted in is a vital statistic. But smart general managers like Epstein recognize that the RBI is not a valuable measure of performance (it actually correlates with the on-base percentage of the hitters earlier in the lineup).

Innovation managers, too, need to look beyond “obvious” but potentially misleading statistics like first-year revenue, first-mover advantage, and leveraging core competency to hidden drivers of success, such as targeting non-consumption and minimizing first year losses.

A key enabler of the statistical revolution in baseball was not just better statistics, but the widespread availability of those statistics. Even before the internet made possible utterly fantastic websites such as Baseball-Reference, Fangraphs, and Baseball Prospectus (which is also an annual book), the bible for statistics was Macmillan’s Baseball Encyclopedia, introduced to widespread acclaim in 1969. (Alan Schwarz, in The Numbers Game: Baseball’s Lifelong Fascination with Statistics, quotes from Christopher Lehmann-Haupt’s review in the New York Times: “I got lost in it for nearly two days…. It’s still the book I’d take with me to prison.”)

Companies should create an internal encyclopedia in which they highlight the year they started work on each innovation, what type it was, how projections about its market potential changed through time, its key characteristics, and its ultimate performance. The encyclopedia would facilitate statistical analysis to help the company increase its success rate.

Even better would be a cross-industry research effort to develop a deeper and broader reference work. A researcher who painstakingly created a like-for-like database of efforts across multiple companies (made anonymous, of course) would do the innovation movement a great service.

Key to the effort would need to be a robust categorization scheme for classifying the type of innovation (incremental line extension, disruptive, and so forth), the target customer (high-end, mainstream, low-end, nonconsumer) and the market circumstances (nascent, rapidly growing, mature, declining).

Better metrics give Theo Epstein a competitive advantage over his rivals. And better metrics can give you an advantage over yours — and create better innovations that benefit all of us. What else do you think would be in an ideal innovation encyclopedia? Is there an open source way to create a “good enough” starting point?

For a more in-depth argument about what you can learn from baseball about building and managing your talent portfolio, see my article in this month’s Harvard Business Review.

How to order yourself around

So how do you make your to-do’s
doable? When it’s time to add something to your list, stop and think it
through, using the following guidelines.

• Break it down. The best way to make yourself avoid a task like the plague is to make it a vague monstrosity. The Getting Things Done
  productivity system defines projects differently from tasks: projects
  have multiple sub-actions. That’s an important distinction -
  internalize it, because your to-do list is not your project list. Don’t
  add multi-action tasks to it, like “Clean out the office.” Break it
  down to smaller, easier-to-tackle subtasks like “Purge filing cabinet,”
  “Shred old paperwork” or “Box up unneeded books for library drive.”
  Because Assistant you is going to run for the hills when Boss you says
  “Clean out the office.”

• Work through projects using next actions.
  If you’ve got a multi-action task – that is, a project – only keep its
  next sequential action on your to-do list. When the task is complete,
  refer back to your project list (again, separate from to-do’s) and add
  its next action to your to-do list. At any given moment, your to-do
  list should only contain the next logical action for all your working
  projects. That’s it – just one bite-sized step in each undertaking.

• Use specific, active verbs.
  When you’re telling yourself to do something, make it an order. An item
  like “Acme account checkup” doesn’t tell you what has to be done. Make
  your to-do’s specific actions, like “Phone Rob at Acme re: Q2 sales.”
  Notice I didn’t use the word “Contact,” I said “Phone.” Contact could
  mean phone, email, or IM, but if you’re taking out all the thinking and
  leaving in only action, your verbs will be as specific as possible.
  Literally imagine yourself instructing a personal assistant on her
  first day on the job what you need done.

• Keep your list short.
  Just like no one wants to look at an email inbox with 2,386 messages in
  it, no one wants to have an endless to-do list. It’s overwhelming and
  depressing, like there’s no light at the end of the tunnel. I keep my
  to-do list under 20 items. (This morning it’s only 17 tasks long, and
  I’d call myself a busy person.) Does that sound like too little?
  Remember, your to-do list isn’t a dumping ground for project details,
  or “Someday I’d like to” items. These are tasks you’re committed to
  getting done in the very near future – like the next 2 weeks. Keep your
  projects and someday/maybe items elsewhere. Your to-do list should be
  short, to the point commitments which involve no more deciding whether
  or not you’re really serious about doing it.

• Keep it moving.
  While my to-do list is only 20 items or so, it’s 20 items that change
  every single day. Every day 2-5 tasks get checked off, and 2-5 tasks
  get added. Remember, your to-do list is a working document, not some
  showy “look how organized I am!” thing that quietly gathers dust
  because you’re off doing real work which isn’t written down anywhere.

• Prioritize.
  While your to-do list might have 20 items on it, the reality is you’re
  only going to get a couple done per day (assuming you’re not writing
  down things like “get up, shower, make coffee, go to work…”). So make
  sure those tasks are at the very top of your list. How you do this will
  depend on what tool or software you use to track your to-do’s, but do
  make sure you can see what you need to get done next at a glance.

• Purge.
  Just like you should be able to see what tasks are top priority on your
  to-do list, you should be able to see what items have been on your list
  the longest as well. Chances are you’ve got some mental
  blockage around the tasks that have been sitting around forever, and
  they’ve got to be re-worded or broken down further. Or perhaps they
  don’t need to get done after all. Deleting an item from your to-do list
  is even better than checking it off, because you’ve saved yourself the
  effort.

• Log your done items. Like any good assistant,
  you want to show the Boss exactly much you’ve gotten done. Make sure
  you stow your done items somewhere so you can revel in your own
  productivity. Also, your “done” list is a great indicator of whether or
  not your to-do list is working: if more than 2 days goes by without a
  new done item? It’s time to revamp your to-do list and get back to best
  practices.

7 Secrets of the Super Organized

Thanks to the Dumb Little Man

So here are the 7 habits:

1. Reduce before organizing. The mistake most people make when trying to organize their stuff or their tasks or their projects is that they have a whole mess of things to organize, and it’s too complicated. If you have a closet crammed full of stuff, sure, you can buy a bunch of closet organizers, but in the end, you’ll still have a closet crammed full of stuff. Same thing with time management: you can organize a packed schedule, but it’ll still be crammed full of tasks. The solution: reduce, eliminate, simplify. If you take your closet full of 100 things and throw out all but the 10 things you love and use, now you don’t need a fancy closet organizer. Same thing with time management: if you have 20 things to do today, and reduce it to just the three most important tasks, you don’t need a schedule anymore. How to reduce: take everything out of a closet or drawer or other container (including your schedule), clean it out, and only put back those items you truly love and really use on a regular basis. This will leave you with a pile of other stuff — get rid of it by tossing it, donating it, selling it or giving it to somebody who will love it. If you can’t bear to part with some of the stuff, put it in a “maybe” box and store it in your attic or basement or other storage space. Label it with a description and date, and six months later, when you haven’t needed any of it, toss it.

2. Write it down now, always. Our minds are wonderful things, but they leak like a sieve. We don’t remember things when we need to remember them, and they continually come up when we don’t need them. Instead of using your mind as storage for things you need to remember, write it down. I carry a small pocket notebook wherever I go, and write things down immediately. Then I process the ideas and tasks later into my calendar or to-do list, so I don’t forget.

3. Have one inbox & process. Well, actually you need two inboxes – one for home and one for work. But many people have many more than that — paper comes to their desk and lands in a number of places. Phone messages get placed everywhere. Notes to self are posted all over the place. Instead, have one inbox, and put all incoming stuff in there. Then, once a day (or once a week at home if that works better for you), process the inbox to empty. Take an item out of the inbox and decide what to do with it, right away: toss it, delegate it, file it, put it on your to-do list, or do it now. Do the same thing to the next item, until your inbox is empty. Don’t defer these decisions for later.

4. A place for everything. Related to the above tip is to have a place for each item in your life. Where do your car keys go? You should have one place for them (next to the door is best) and you’ll never lose them again. Where do your pens go? How about your magazines? I teach my kids to find a “home” for every toy or other item in their rooms (even still, their toys are mostly homeless wanderers, but they’re kids) and that’s a concept that works for us grown-ups too: each item should have a home, and if it doesn’t, we need to designate one. Labels can help you remember where those homes are. Now, if you find something on your table or counter top or on you bed or on your desk, you know that it doesn’t belong there. Find its home — don’t just toss something anywhere. The same concept applies to information: do you have one place where you put all your information? If not, try a personal wiki — it’s accessible from work and home, and you can create pages for each type of information in your life — schedules, goals, to-dos, movies to watch, books to read, notes on projects, etc.

5. Put it away now. Most people have a habit of putting something on a table or counter top or on their desk with the intention of “putting it away later”. Well, this is how things get messy and disorganized. Instead, put it away now — in its home. It only takes a few seconds, and this one habit will save you a lot of cleaning and sorting and organizing later. When you find yourself putting something down, catch yourself, and force yourself to put it away now. After a little while, it will become second nature.

6. Clean as you go. Closely related to Habit 5, this habit is effective because it’s much easier to clean things as you work or as you move through your day than to let them pile up and do a big cleaning session later. So if you’re cooking, try to wash your dishes as you use them, and wipe the counter, instead of leaving a huge mess. Same principle applies to everything we do. If it’s easier to do it in smaller increments, we are more likely to do it. If there is a huge mess to clean, we are more likely to be intimidated or overwhelmed by it and leave it for later.

7. Develop routines & systems. If you’ve gotten everything uncluttered and organized, you might sit back and enjoy the pleasantness of it. Being organized and having a simplified working environment or home is tremendously satisfying. But the problem is that after a little while, things tend to start to get disorganized and cluttered again. Things tend to gravitate towards chaos. The solution: you need to develop systems to keep your organization in place. For example, the inbox processing mentioned above is a system: you have specific procedures for processing all incoming papers, and you have a routine for doing it (once a day). All systems follow the same guidelines — specific procedures and a routine that is done at a set interval (three times a day, once a day, once a week, once a month, etc.). It’s important that you identify the systems you have in your life (and they exist, even if you don’t know they do — but they may be complicated and chaotic) and write them out so that you can make them efficient, simple, and organized. Develop systems for dealing with paperwork and mail, with kids schedules, with errands and laundry and chores and exercise and everything else. Once those systems are in place, you need to be vigilant about keeping them going, and then things will stay organized.

10 Things Your Boss Hates About You

 

Think you’ve got it bad at work? Your boss might have more to complain about than you. Where you may have one person to direct all your angst to, your boss has many.

For the benefit of a healthier work environment, here are some reasons why you might be the source of strife.

1. Lateness

2. Lack of initiative

“Don’t ask me if you should buy lunch for the client, if the client is coming at noon,” said one infuriated manager. “Call up the client and ask if they want lunch.”

3. Too much initiative

4. Bitching and whining

5. Disloyalty

6. Lack of passion. Or interest

7. Trying to be their best friend

8. Petty lying

9. Childishness

10. Wanting their job

The first couple in the list read more like reasons why you should quit your job anyway, while a few are really just reasons why most people don’t like you.