Overcoming the Flaw of Forgetting Tasks

Like most people, do you share the challenge of keeping track of your to-dos, especially during the holiday season? You may think it has something to do with your personality, but…surprise: it doesn’t. Here’s why.

We human beings have a flaw. When we make future commitments, we find them hard to track, manage, and trigger at the right instant. Consequently, quite often, we simply forget to do what we intend.

In fact, the further away in the future a tricky activity must be performed, the more likely it is to fall through the cracks. In those moments, we blame our memory, or psychology. We suspect it reflects a lack of personal motivation.

But the most effective professionals have found a way to recall tasks later, every time. But their performance has nothing to do with their mental ability or willpower. What can you do to be more like them?: flawless.

1. Forget About Using Memory

Some believe that the right answer is to cut down your commitments, but that isn’t a real solution for people of even average ambition. Don’t surrender. Instead, craft task management techniques which match your aspirations.

Unfortunately, this is easier said than done. First, you’ll have to undo mistakes you are making and untruths you were taught.

One mistake is to continue using your memory to track tasks. Why? Unless you have relaxed into a simple retirement, you are already committing to more tasks than you can recall. This is the direct outcome of being an engaged employee.

Unfortunately, your brain is no longer 11 years old. It cannot track tasks the way it once did, without help. Inside of a complex life, it doesn’t keep up.

Instead, give your memory the sack. Take away the job of tracking tasks and hire an external tool. You’ll stop complaining about the onset of early dementia, and, like the most accomplished professionals, your focus will shift.

When these exceptional individuals fail to manage their tasks, they talk about systemic issues instead of personality weaknesses. They know they use a system comprised of a range of paper and digital tools, and they are willing to upgrade it as needed to stay on top of a growing task volume.

As such, when there’s a failure, they change their system, rather than feeling guilty, or stupid.

Thus, they reverse a pernicious untruth. In school, we were shown that smart kids who did well on tests could remember everything; hence, their high marks. The irony is that, as an adult, the wise move is to do the opposite and stop using what’s called “prospective memory” for to-dos.

It’s fine to use “retrospective memory” to recall facts and figures. If you’re in the horse racing industry, don’t forget the number of yards in a furlong. You need this kind of memory to perform your job.

But when it comes to prospective memory, the best practice is to overturn what you were taught.

2. The Replacements

Once you make the commitment to unlearn the use of memory, don’t delay. Most start with a task or to-do list, usually written on paper. But nowadays, some of your younger colleagues are skipping over paper, going straight to a simple task app on their smartphones. So can you.

That should work for a while until you take on more tasks. Then, you should upgrade to a more powerful task management app. After that, with more growth, you will need to switch to using a calendar or even an auto-scheduler.

But these aren’t just matters of taste.

You should follow the described sequence in order to augment your capacity. To illustrate, think of a spoon as a device to transfer some soil. But if you want to move more earth, you should probably switch to a hand-trowel, shovel, wheelbarrow or tractor. Notice that each tool has greater capacity. But the “right” solution is the one that fits the job at hand.

The same applies to your choice of paper task list, simple task app, complex task app, digital calendar, auto-scheduler or trained administrative assistant. Once again, pick the right one from the lineup for your current circumstances. Then, keep an eye on early warning signs, which indicate it’s time to switch.

These aren’t common lessons taught in school. However, as quality task management becomes a hallmark of high professionalism, they are becoming widely accepted.

It’s ironic – the best memory for all your adult to-dos isn’t actually memory at all – not if you want perfection. Use a system that matches the depth of your commitments. In these tumultuous times, this is a terrific aspiration to create for 2022.

P.S. Registration is now open for the Task Management & Time Blocking Virtual Summit coming up on March 3-5, 2022.

A Perfect Memory for Your ToDos

Like most people, do you share the challenge of keeping track of your to-dos, especially during the holiday season? You may think it has something to do with your personality, but…surprise: it doesn’t. Here’s why.

This is a public episode. If you’d like to discuss this with other subscribers or get access to bonus episodes, visit longtermstrategy.substack.com/subscribe

Why CEO’s Want HR to Transform Itself

Human Resource departments are facing an unprecedented demand to become analytic and data-driven. But few are answering the call. What should HR practitioners and consultants do to respond?

A few years ago, I substituted for a VP-HR of a major company who died suddenly. For four months, I attempted to pick up the pieces while seeking a replacement. I discovered that he didn’t leave much of a structure behind. Everything, it seemed, was in his head.

Fast forward to today, and HR organizations are under increasing pressure due to the COVID-era need to digitize functions. CEO’s have longed for HR Departments which look more like Finance, Operations and Sales, whose employees are digitally savvy.

Unfortunately, there are few HR teams I have worked with who have sufficient skillsets and mindsets to embrace technology, analyze data and provide dashboards. Case in point: after facilitating numerous strategic planning retreats, only a single presentation by HR stands out in these areas.

Such was the situation before COVID. Now the pandemic has widened the gap. HR, with low tech skills, has stayed in the same position, watching others surge ahead with new capabilities. This observation is backed up by global research from the Academy to Innovate HR (AIHR). Some 60% of HR Professionals say they are falling behind their more tech-savvy colleagues in terms of efficiency and impact.

What can local Human Resource Practitioners do to catch up and close the gap?

  1. Embrace the CEO’s Perspective

Perhaps what scares C-Suite leaders more than anything else is that the pandemic has made HR’s role more important than ever. But, it’s also annoying them at the same time. Why?

They don’t have visibility into staff-driven operations. While most agree they must make fresh investments in people to thrive in a new economy, they lack the data.

For example, while they are painfully aware of talent gaps, HR usually cannot predict what happens after key roles are filled. Will individuals stay? For how long? And should they be paid at the 25th or 75th percentile of the average wage? To what effect?

When such quantifiable questions can’t be answered, it’s easier for executives to invest in a new piece of equipment. After all, it usually comes with an easy-to-understand cost-benefit ratio.

Unfortunately, I only know a couple of CEO’s in the Caribbean who have HR backgrounds. As a result, most leaders don’t intuitively understand the invisible tradeoffs HR must make. And without data, no-one can offer a clear, numbers-driven explanation.

The solution is for HR to think like CEOs who need to implement big, fact-based decisions.

  1. Hire and Train

Maybe not surprisingly, the AIHR survey showed that the best place to develop such talent is at the bottom of the organization. Often, the newest and youngest employees in HR are the most digitally proficient. They are the ones who should drive improvements by picking up new capabilities and teaching them to others.

At the same time, hiring savvy mid-career HR professionals may help fill critical gaps – if they can be found. But the most difficult choices surround those HR team members who don’t have the capacity to grow fast enough. Their future might be grim as their lack of quantitative skills makes it hard for them to find employment.

All these changes add up to a major investment in talent acquisition and development within HR. However, most organizations have not recovered from the deep cuts made in training budgets during the 2008 recession. Arguably, this led to the problems we see today.

  1. Be Strategic

The fact is, most HR departments aren’t in a position to advocate for these investments on their own. They need the company’s entire strategic plan to call for a transformation in staff and talent in order to thrive in the future.

This kind of widespread change requires informed leadership from the top. Consequently, HR must focus on educating other executives using tools such as analytic reports and dashboards. This approach could ultimately lead to the game-changing decisions that can drive any or all other strategies the company pursues. As CEO’s know from painful experience, trying to make big changes with the wrong people in place will fail.

What would it be like to have a top class HR function in your organization? While the global standard has suddenly been raised without warning, take this as an opportunity rather than a rude surprise. Everyone will benefit when HR steps up to the challenge of transforming itself to use analytics. While it probably won’t be the first unit to do so, it has the potential to influence all company functions.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To search prior columns on productivity, strategy, engagement and business processes, send email to columns@fwconsulting.com.

Why CEO’s Want HR to Transform Itself

Human Resource departments are facing an unprecedented demand to become analytic and data-driven. But few are answering the call. What should HR practitioners and consultants do to respond?

This is a public episode. If you’d like to discuss this with other subscribers or get access to bonus episodes, visit longtermstrategy.substack.com/subscribe

Becoming a Data-Focused Company

In the past few years, what opportunities has the shift to online business created for local companies? Your firm may be automating its processes, but is it also converting the data being collected into competitive advantage?

In 2003, I started a virtual organization: CaribHRForum. With less than 10 people at the start, it drew together HR practitioners I met in the Caribbean on various trips. New digital technologies were just emerging, and I believed they could be used to close the distance. Consequently, we adopted a centralized online mailing list to initiate a region-wide discussion.

The small group grew to add a website and a podcast – CaribHR.Radio. But the rapid growth outgrew the tools we were using and became overwhelming.

Thankfully, newer technology emerged in 2019 in the form of virtual community software – Mighty Networks. For the first time, an affordable, private internet platform could bring together thousands in the same space.

That same year, by coincidence, I apprenticed behind the scenes of a virtual conference. While I had been a speaker at prior events, now I learned how to host a summit or big event. It was a thrill, and I vowed to make it available to the members of CaribHRForum.

Then COVID-19 hit, and interest in online networks grew. It hasn’t stopped – CaribHRForum recently concluded its second virtual conference, one of the biggest in the region. With free registration, thousands are able to connect with HR experts, consultants and colleagues for the very first time.

But this is only the public side of the story. Hidden away from view, an important inner transformation based on data is also underway.

1) Industry Data Using Linkedin

What are the drivers of customer behaviour in your industry? You may want to have more than anecdotes to make decisions, but don’t have access to anything concrete.

We had the same problem, but the platforms we use have obliged by developing better data and analytic capabilities.

For example, on Linkedin we have learned that there are 23,000 HR professionals in the region, spread across 21 territories and countries.

By offering multiple Linkedin events on a range of topics, the platform tells us what this cohort is interested in learning. Our webinars and conferences advertised on the social network have served as a continuous pipeline. Each one adds new potential members. The cost? Just our time, as the network doesn’t charge for this service.

Furthermore, we have run paid Linkedin advertisements. While these are not cheap, they allow us to target each country’s HR Professionals with great precision. As such, we have steadily “trained” our Linkedin account to recognize people in our audience. Now, it’s a valuable tool: an analytic partner that outstrips our use of Instagram, Facebook and Google.

But the point is that they all offer data which gives us powerful insights into our efforts, and their results. They also track a storm of information on audience behaviour: views, clicks, and conversions which are impossible to gain from other face-to-face methods. Together, we can paint a picture that becomes clearer as they add new features.

2.) Community Behaviour Using Mighty Networks

While social networks have become great assets, our community platform on Mighty Networks has also improved its analytics. Now, we can track the overall behavior of our members as they transition from being newbies to more mature contributors.

From this data, we are able to predict which new topics are trending. From there, we can tweak the members’ journey and make timely improvements. As a result, we can better meet their overall purpose: to become better professionals. The data indicates which events and training we should offer.

3) The End Result: a New Organization

What else do all these data-driven insights allow for? Apart from the obvious internal benefits to us as hosts, they also enable more pluses for potential sponsors. As we uncover deeper interpretations, we offer sponsors more than exposure. Today, we can give them a better understanding of the audience and its unique behaviour.

In other words, the availability of analytics has transformed CaribHRForum. Scaling up from our small example, you may see how any organization can transform itself using data. The mere existence of this new information could be disruptive to an industry.

Perhaps your company is similar. You probably don’t intend for it to become a data-driven organization, but as you conduct more online business, consider this outcome. In fact, you may not have a choice.

The availability of fresh, easy-to-collect data in your industry could become a way for your company, or a competitor, to gain a permanent advantage. Don’t hesitate to include this likely scenario in your strategic planning.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To search prior columns on productivity, strategy, engagement and business processes, send email to columns@fwconsulting.com.

How Data Opens New Doors for Companies

 

In the past few years, what opportunities has the shift to online business created for local companies? Your firm may be automating its processes, but is it also converting the data being collected into competitive advantage?

 

This is a public episode. If you’d like to discuss this with other subscribers or get access to bonus episodes, visit longtermstrategy.substack.com/subscribe

Lessons from Virtual Conferences

If you have been asked to create a multi-day, online event, you may want it to be everything a live event should be. But you could also be wondering: should it try to mimic a face-to-face experience? And what does success even look like in this environment?

This is a public episode. If you’d like to discuss this with other subscribers or get access to bonus episodes, visit longtermstrategy.substack.com/subscribe

Lessons from Virtual Conferences

If you have been asked to create a multi-day, online event, you may want it to be everything a live event should be. But you could also be wondering: should it try to mimic a face-to-face experience? And what does success even look like in this environment?

In the past two years, (but starting just before COVID), we added the ability to conduct online conferences to our company’s repertoire. After speaking and apprenticing at several virtual gatherings, we decided to offer our own…with some trepidation. Since then, 4,000 people have registered in four events.

What have we discovered that can be transferred to any business with a virtual audience?

  1. Quality Attention Counts

We have learned that our objective should be to create a unique online experience. While there is some overlap with live events, we don’t try to emulate them. Instead, we follow best practices from the finest virtual gatherings we can find from every corner of the world.

In that context, we compete for our audience’s attention against anyone who offers education, engagement or entertainment. Examples include webinars, Facebook and Netflix. Our job is to create a compelling alternative that keeps people’s focus whether they are in the office or working from home.

This definition has kept us on the edge of our seats, because the world is constantly changing. Internet providers of education, engagement and entertainment are highly sophisticated, with deep pockets. We consider them all to be unwelcome, but possible substitutes for our event: “competitors”. Even distractions are included.

As such, if you aren’t studying Facebook and Instagram to see what they are doing to capture attention, then you may not be in the know. Why? Your customers have become accustomed to attractive online experiences at a world-class level. They expect you to provide the same. Fail to do so and you’ll fall behind.

  1. Grow a Pipeline

Many companies aren’t interested in prospects until they are on the verge of making a purchase. The evidence lies in their processes. They blast advertisements to customers, driving them to interact directly with a salesperson, or sales page.

In the virtual world, this approach doesn’t work. Common sense tells us that a buyer’s interest should be fostered over time. Companies which nurture prospects from the initial show of concern can bring them all the way to the point of purchase. The entire cycle may take minutes, or years, but the principle remains the same.

The magic of online conferences allows us to track people’s behavior from their very first click to actions taken even beyond the close of the event…at a minimal cost. In the face-to-face world, this is difficult to do. But the data is easy to gather for ecommerce. All you need to do is set up the right virtual infrastructure.

As such, if your company is still writing prospects’ names in a big, hardcover book, you may want to consider an upgrade.

The fact is, the customer relationship software used to manage a database of thousands of prospects costs relatively little. Unfortunately, the skills required to run it are in desperately short supply, but the sooner you make the investment, the better.

  1. Invest in Analytics

Even after you gain the attention and put in place the necessary software, your journey has just begun. Fortunately, even entry-level applications allow you to collect metrics.

Use them to predict the flow of your prospects from one phase to the next, the effectiveness of your messaging and the precise impact of the final results you produce. This knowledge means that you can make tweaks that have a positive effect.

While your company may have reached its current position without these capabilities, I assert that it has no future unless it masters them. Why? We live in a world in which every organization can be out-analyzed by a substitute or competitor.

Perhaps you think this to be an exaggeration, but as you read these words, consider the medium you are reading: paper or digital?

As you probably know, there is a major transformation underway in the newspaper industry. As a reader of this column, you’re involved. In fact, the Gleaner’s future depends on understanding your behaviors. Using the data it can gather from paper and digital customers, new strategies are being implemented. There simply is no choice.

The transitions taking place in the conference industry are also unavoidable. As new tools become available, the online versions have the means to get better, faster. This gives them a great advantage over traditional counterparts. It’s just an example of yet another business being disrupted by analytic technology.

Are you a Tit-for-Tat Manager?

As a company leader, you are probably interested in employees doing their best work. But most new staff members quickly lose the inspiration they had on their first day. How can you intervene so that precious employee motivation doesn’t get lost so soon?

An old man woke up one morning to the sound of stones hitting his zinc roof. He ran out to see a bunch of kids running away, laughing as he shook his fist and shouted at them to leave him alone. After several episodes in a row, he drew them into a conversation, from a distance: “Come stone my roof tomorrow and I’ll give you each some money.”

The following morning, they each received J$100 for their antics. But he apologized. He could only afford J$50 to repeat their performance. Deciding it was still a bargain, they returned the next day and collected their payment from the obviously senile senior citizen.

Shaking his head, he said: “There’s so many of you…I can only pay you J$1 tomorrow.”

“That’s all? Cheapskate…Forget it!” they complained as they stalked away for good.

While the old man was a master manipulator, there are managers who unwittingly produce the same result. Their employees start out being “transcendent”, but end up stuck in a “tit-for-tat”. The only difference is that everyone is unhappy with the outcome. Here’s why this happens.

  1. A Transcendent Beginning

Most employees are naturally motivated at the outset of a new job. When asked to give discretionary time and effort, they are often quite willing to do so. They are inspired.

Unfortunately, it doesn’t last, but it’s not because of the circumstances. The transcendent state they initially enjoyed is one they can’t manage for very long. In other words, they are unable to explain why they feel the way they do. Also, they don’t identify the drivers of their positivity, fail to intervene when it slips away, and sometimes even regret that initial burst of motivation.

And most company cultures are unhelpful.

They don’t foster transcendent ways of being, let alone act to keep them alive. Toxic employees attack them with open cynicism. Those who are “too happy” have obviously “drank the Kool-Ade” – a snide reference to the suicidal Jim Jones cult.

In other words, companies allow this precious resource to fritter away as if it weren’t important. However, it’s actually critical.

In fact, most organizations do a good job of promoting staff to the executive suite, where transcendence is the norm.

Unfortunately, top leaders take their own motivation for granted. They also don’t realize that as they rose in the corporate ranks, they left the de-motivated behind. They no longer had to contend with the most embittered. Their amnesia leaves them unaware of the battle new employees face, made worse by a lack of help from their direct managers.

2. Why Most Leaders Become Tit-for-Tat Managers

Even though leaders may be transcendent, few have the ability to inspire their troops to extraordinary actions. Instead, the average manager devolves into a Tit-for-Tat: “No-one does anything if they aren’t being paid”.

While there’s abundant evidence this thinking is flawed, they cling to this explanation. It’s the ultimate escape from responsibility because there isn’t a single organization on earth with enough Tit (i.e. cash) to induce a meaningful Tat (i.e. a transcendent culture.) Why? Research shows that apart from short, physical activities, more pay does not produce motivated behavior.

In other words, ineffective managers surrender, then blame their staff. But is there an alternative? Yes – the fact is that transcendent cultures do exist.

  1. Prevent the Slip into Tit-for-Tat Relationships

The best interventions take place before the slip begins. Organizations can train employees to work with their habits of thought that often turn a dip into a landslide.

Eastern philosophies teach that joy is inside all of us. Unfortunately, its presence fades as we pick up defects in our thinking patterns.

However, mystics also argue that transcendence is merely a transformation away. If taught, we can learn how to become like the old man in the story: someone who coaxes a change with the right dialogue. In other words, we can pick up the kind of self-talk which transforms and returns us to a transcendent experience at will.

There are a number of effective methods to try, including affirmations, meditation, and journaling. More advanced approaches require fresh mental models picked up from coaches, books and therapists. (For more than a decade, I have used The Work of Byron Katie.)

The startling realization is that most organizations offer nothing at all. If they were to start, they would probably see that the high motivation present in the probationary stages never goes away completely. They just need to invest in helping staff remove the obstacles.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To search prior columns on productivity, strategy, engagement and business processes, send email to columns@fwconsulting.com.

Are you a tit-for-tat manager?

As a company leader, you are probably interested in employees doing their best work. But most new staff members quickly lose the inspiration they had on their first day. How can you intervene so that precious employee motivation doesn’t get lost so soon?

This is a public episode. If you’d like to discuss this with other subscribers or get access to bonus episodes, visit longtermstrategy.substack.com/subscribe