The goal of efficiency is to cut out waste and try to do more with less; the end result being that the organization and the individuals in it are more effective (doing the right things – “quality”) by being more efficient (doing things right – “productivity”). In order to achieve this goal, balancing efficiency with available organizational resources is necessary to ensure that the correct amount of efficiency is implemented. It’s really about getting the right balance.

If an organization does not have the precise balance of efficiency in its administrative and operational systems and processes, the resulting ineffectiveness may be worse than if efficiency measures weren’t implemented in the first place. For instance, asking employees to be efficient by measuring everything they do can cause operational paralysis. Not everything can (or should) be reduced to numbers (e.g., how many emails did you answer today? is your inbox at zero by the end of each day?). Instead, quality needs to be built into each task so that efficiency is enabled through the resulting effectiveness. Instead of how many emails did you answer today, the question may be “How many emails did you answer today that needed to be answered today?”

Organizations and employees may disagree on whether there can ever be too much efficiency. The fact is that organizations need to continue to increase efficiencies in order to improve their competitiveness in the marketplace (or in the case of non-profit or government organizations, to improve their service levels). Sometimes this means layoffs and no raises – something that is not favourable to employees. Without competitive advantage, however, organizations disappear and in the process, all (not just some) of their employees lose their jobs. This is why it is important that the right balance of efficiency and effectiveness be implemented in all administrative and operational tasks.

While efficiency may be easy to implement in an industrial or mechanical operation, effectiveness is more important than efficiency for knowledge workers. Each individual needs to become as efficient as possible using good time and process management principles. Applying efficiency techniques to tasks such as managing one’s inbox, email, telephone calls, interruptions, etc., in a way that produces appropriate and quality results will enable knowledge workers to become more efficient and effective.

Implementing efficiency measures from the bottom up will ensure that each individual applies the appropriate balance for the type of work they are doing. This approach may help reduce the organization’s zeal to implement “mass” efficiency measures that may not be appropriate to every employee.

Positive psychology is a psychological theory that looks at the positive side of human behaviour. Where psychopathology categorizes undesirable behaviour, positive psychology builds on character strengths to help optimize organizational productivity.  Positive psychology is especially well suited for use within culturally diverse workforces. Here’s how it works in an organizational setting.

1. Goals - when a problem is identified, instead of blaming workers for poor performance, invite the workers to embrace the opportunity to participate in creating a new set of objectives and goals to solve the problem. In doing so, the workers improve their skills. For example, instead of pointing out that the workers’ ”inefficiencies and lack of productivity are inhibiting workflow,” the leader says, “Let’s make records management a priority and skill for improvement.”
2. Feedback – once the problem is identified and the worker is invited to participate in problem solving, the leader needs to provide specific and immediate feedback about the problem. Following from our example above, “inefficiencies in filing methodology are costing the organization $1 million in lost productivity annually” offers a measurable and definable goal for workers using positive psychology. Providing a measure in these terms ensures that workers really hear the message (criticism for poor work, on the other hand, may breed hostility and  more inefficiencies).
3. Challenge – now that the workers understand why it is important to fix the problem (e.g., loss of $1 million due to inefficiencies), challenge the workers to discover the root cause of the problem. For this step, leaders need to take care to ensure that the strengths and talents of the workers invited to identify the root cause be matched to the level of the challenge. If the challenge outmatches the workers’ skill, then a heightened level of anxiety can occur which is counterproductive to the task at hand.
4. Coaching – when the root cause is identified, invite the workers to brainstorm and pilot a solution to the problem. The leader does this through coaching and mentoring the workers. Coaching and mentoring are goal-oriented and collaborative processes that encourage building on strengths to implement solutions. Building on strengths can help enhance performance. In our workflow inefficiencies example, the brainstorm solutions provided should focus on the workers’ primary character strengths to increase their self-esteem and participation in solution implementation.
5. Rewards – in order to ensure that the solutions devised are consistently and reliably implemented, rewards are essential. Rewards should include rituals that the workers develop to help them reduce their anxiety over the new performance levels. For example, teaching the workers to use enthused and compelling self-statements ensures continuing good performance. So instead of negative thinking such as “I can’t do this,” the workers’ self-talk includes: “What a great opportunity for me … I can expand my new learning to other areas … there’s a promotion in my future.”

Using positive psychology to include workers in solving organizational problems can help leaders solve vital productivity issues, improve the organization’s existing skills, and ultimately improve the organization’s bottom line over time. In addition, leaders will realize a happier workforce as a result. And who doesn’t want a happy work environment?

The truth is that there is no room for disorganization in any office. Being disorganized eats up time and this means money. On top of this, if your office is disorganized, it can cost your company its credibility. And if you’re a disorganized leader or CEO, then your company really has a problem. However, it’s never too late to develop good habits. Try the 10-Minute Rule to get uber organized. Here’s how it works.

At the end of each day, take 10 minutes to clear clutter from only 10 percent of your office. For simplicity sake, let’s say your office is about 100 square feet, then you tackle only 10 square feet at a time. In ten days, you’ve decluttered and made your work space efficient. To help you on your way, check out Getting Organized for more useful tips.

I find that people (and organizations) sometimes take for granted that others will simply jump onboard to assist with a cause or a project just because they are asked to do so. If this were the case, it would certainly make it easier for those of us who ask, but you probably know how difficult this can be. In order to recruit individuals (paid or unpaid) for anything, it is always easier if you know their WII-FM.

To give you an example, I recently worked on a project with a team of intelligent managers who were assigned to the project by their employer. Initially, the team was excited to be there, but trepidation soon set in. What they thought they were getting by participating in the project was not what they expected. For one, more work and responsibility was added to their already overburdened schedules and they were being told that they would be taking on a role after the project for which most of them felt unqualified and ultimately afraid of failure So as the project progressed, the team members turned over frequently. Why? Because the original team’s needs were not met – not by a long shot! Their bosses were out of touch with their WII-FM needs.

As a leader in your organization, you know that in order to recruit employees (and volunteers) for projects or events, you need to inspire them and build cohesion among them such that they will want to be on your team. You need to sell the experience, not the product (after all, how exciting is it to work on a records management program? really?). It’s the experience of working together with a dynamic group of individuals and being given the power to make decisions about the organization’s future that will inspire your employees. That’s what you need to sell! No one will jump at the chance to work on the “records management program,” but most will jump at an opportunity to be involved in decision-making.

One of the best ways that I know how to tune into employees’ WII-FM is for leaders to treat their employees as their peers. When you treat your employees as your peers, using empathy to recognize and understand their point of view, you will inspire your employees to produce great outcomes for your organization. It’s leaders and employees working shoulder-to-shoulder that make the organization efficient, productive and profitable. If you’re not shoulder-to-shoulder, it’s time to get up from behind the executive desk and walk the shop floor. That’s the best way to hear your employees’ WII-FM station.

Consultant: Hello, Simon, As you may be aware, I am the consultant working on developing your company’s Information Security Policy. I was given your name by John Smith who said that you would be able to answer my questions in relation to your company’s strategy as it pertains to information security. I am available almost anytime next week except not between 9 and noon on Monday and not on Wednesday. I need one hour of your time, please. Thank you in advance for your consideration.

Client: Sure I can meet with you, but what is this about? I don’t know if I would be the best person to talk to about this. Would you be able to meet with someone else?

Consultant: If you feel that I should be speaking with someone else, then I can certainly do that. Who should I contact?

Client: It turns out that you do need to talk to me. I thought this was about some other topic.

Consultant: When would you be able to meet with me, please? As I mentioned, my schedule is fairly flexible for next week except I am not available between 9 and noon on Monday and not on Wednesday.

Client: How about at 10:00am on Monday?

Consultant: Unfortunately, as I indicated in my original email, I am not available on Monday at the time specified. Would the afternoon work for you? Say at 1:00pm?

Client: Oh, okay. I missed that. Sure Monday at 1:00pm works for me.

Consultant: Thank you. I’ll send a meeting invite, shortly, so that we’ve both got a placeholder in our calendars. See you on Monday.

Communication such as the above happens all too frequently. It causes not only delay in action, but frustration and even anger at the target. And in the above case, it took four e-mail transactions to have the original question answered and because the consultant and client have not yet met, when they finally do meet, the consultant may already have formed a preconceived image of a client who is very inefficient. This is not a good way to start a meeting.

So what do your communications say about you?

Here are nine ways to ensure you engage in effective communication and maintain a professional image at all times.

1. Before responding to a message, first read or listen (as the case may be) to the full message. Don’t just skim over key words and assume you understand the full meaning of the message (see the above example for what happens when the full message is not read initially). You will save time and frustration not only for yourself, but also for the originator of the message.
2. Communicate on time and within a reasonable time. Emails and voice messages must be answered within 24 hours (or less). No exceptions. Claims of being too busy just don’t cut it. If you’re too busy to respond to business messages within 24 hours, then you’re either in the wrong job or are performing your job very inefficiently. Or both.
3. When texting, be sure to keep texts brief and to the point, but also be courteous and respond promptly. Text messages are meant for immediacy and expediency. They should be treated that way.
4. When using blog posts or team wikis to communicate instead of other methods such as e-mail, in person meetings, or video conferencing, make sure that those with whom you are communicating are aware that you are using these modalities, so they don’t contact you via other methods and wait for a response.
5. When leaving a message, whether it’s via e-mail, voice, text, etc., always leave your full contact information where the person can reach you. This means leaving your name and telephone number at a minimum. E-mail messages should contain a full signature block that includes your title, organization name, organization address and telephone number, and organization website.
6. If you’re listening to someone in person, be an active listener. This means really listening to the speaker by minimizing internal and external distractions, facing the speaker, and asking questions to clarify for meaning (this is especially important if you are being asked to do something). Research shows that we can hear four times faster than we can talk, so we have an ability to sort ideas and understand for full meaning before responding.
7. Pay attention to body language. Nonverbal cues can give you more information about the delivered message. And when you watch for nonverbal cues, remember that others are also watching you. What is your body language saying about you or your message?
8. Practice emotional awareness while communicating. The ability to manage all of your feelings appropriately during communication is the basis for effective communication.
9. Still using carrier pigeons to deliver your messages? It’s time to retire.

It turns out that when we get more money, we are happier with more money, but only for a short while. Once we adapt to ‘more money,’ our happiness level drops to previous levels because now we need to acquire even more to get back to the ‘high’ level of happiness that we had when we got more money. To sustain our happiness then, we need to keep making more money.

But what about individuals who already have more money than they could possibly spend in several lifetimes? Last week, I listened to a news reporter ask Jimmy Pattison, one of the world’s richest people, if he ever takes a vacation. Pattison’s response was that everyday is a vacation for him. So the question here is why would one of the world’s richest people continue to work so hard? Why not retire?

It turns out that those individuals that succeed at what they do tend to keep doing more of the work that makes them so successful. It is their drive to succeed that keeps them at their jobs, but it is also their creativity that drives them to keep raising the bar. Their success drives them, not the money. In fact, the more one is successful, the greater is the need to continue to be successful in order to sustain an acquired level of happiness that is brought on by success. Money is just a nice side effect of success.

That is why successful people and organizations continue to be even more successful. They work hard to create success for themselves and as a result to increase their profits. I would say that there is a strong possibility that the most successful and profitable organizations in the world also have the happiest employees. The common denominator? Money. So does money make one happy? Yes.

While research has linked happiness to our genetic makeup, the “nature-nurture” theory certainly has a role here as well. Our culture and upbringing bear some responsibility for our happiness as does our socio-economic status, but if work continues to be a constant source of stress for you, you’re not scoring points with either yourself or your employer.

Leger Marketing surveyed 58 countries in 2011, ranking their happiness based on per capita income and hope about the nation’s economy. The Happiness Barometer for 2011 identifies Fiji as the happiest country overall. Canada comes in as #23 and Afghanistan fares better than the United States. Overall findings show that 53% of the world is happy compared with 13% who say they are unhappy.

So as this year comes to a close, it’s a good opportunity for all of us to take stock of our own happiness index in not only our work, but in our personal lives as well. If you’re unhappy, you need to get happy. Make 2012 your year to improve your happiness.

If you’re efficient, kudos to you! Keep up the great work (we should compare notes!). If you’re a procrastinator, please read on so I can share with you some ways in which you, too, can become uber efficient not only in your place of work, but also improve your life dramatically. But first let me tell you why you may be choosing not to embrace efficiency in the first place.

First, change is hard, no matter how small or big the change. And it’s uncomfortable. Sometimes we don’t change because it never occurs to us that we need to change. If you’ve cruised through work and life thus far and lightening hasn’t struck, you convince yourself that things are good. After all, your friends like you just the way you are, right?

But if you’ve convinced yourself that becoming more efficient may help catapult your career beyond the boardroom, you realize that you will need to take time away from friends, television, video games, or other timewasters. And this is a second reason for resisting change. It  seems like such an inconvience, a chore, and the payoff for becoming efficient just doesn’t seem worth it at this juncture.

The third reason you might be resisting changing your behaviour is fear of failure or rejection. What if you change and you don’t implement efficiency techniques effectively? Won’t you look silly? Well, listen. The only people who will look silly are those that are not implementing efficiency in their work and their life. They will remain in the jobs they have (or be at a threat of demotion over time). You, on the other hand, will be moving forward to a better future.

A fourth reason for resisting change is that it takes a lot of work to be efficient. And most people don’t want to work that hard, especially if you’re starting from a point of procrastination. That’s a full 180 degree turnaround!

If you’re serious about becoming more efficient, but don’t know where to start, here are three things to consider:

1. Find someone to show, teach, coach or mentor you on how to be more efficient. Or do research in the library or the Internet. Learn how to be more efficient.
2. Identify someone who is already efficient. Ask them to share their efficiency techniques with you. It could be a colleague at work or someone you admire.
3. If you know an efficient colleague, ask them if you can watch them work for a day, so you can see how they manage their workload. Most leaders are happy to teach their techniques to their peers. Learn their secrets to being more efficient.

Once you’ve got the principles down, start practicing by getting out of your comfort zone. Remember that it takes about three months to develop a good habit. Stick with it. It will be the best three months that you’ll ever invest in yourself.

Procrastination means “to put off or defer until a later time.” There are several reasons why one would defer an action. This includes anxiety about completing the task (fear of failure, perfectionism), uncertainty about a task (how do I do it? what’s the outcome of the completed task?), unattractiveness of a task (it’s boring work, I don’t like it), low priority of the task (for them, but perhaps not for you!), etc.. If the deferred action is done with the knowledge that the delay will cause the procrastinator (or organization) to be worse off because of the delay, then procrastination is definitely counterproductive.

While it may be necessary in some instances (e.g., to thoroughly review important information before making an important decision or writing a critical report), by its nature, procrastination can create unnecessary stress and reduce productivity for everyone affected (remember that one boss or colleague that was holding up your work on that one task?).

There are many ways to overcome procrastination, but here are my best anti-procrastination techniques that I use (and let’s face it, we all procrastinate sometimes – whether or not it’s counterproductive!):

1. Use project management principles. When you have to complete a task, first determine the deadline. Second, determine the steps needed to complete the task by breaking the task down into its component parts (i.e., chunks of actions that need to be completed as part of the overall task). Third, determine how long each part/chunk will take to complete. Fourth, working backwards from the deadline, schedule sufficient time within your calendar for each chunk. You now have your absolute latest starting date for the task. Fifth, get started as scheduled! If you need help with this, the Project Management Institute website is a good resource.
2. Stop worrying about what “might” happen. Worry only about what you know will happen. “Worriers” are highly creative and typically high functioning people (to worry about what “might” happen, you really have to have a good imagination!), but if you worry without basis for the worry, then the anxiety created by worrying will kill your productivity. Instead, channel your worry into conducting a risk assessment for your task/project. This will make you more productive and ensure your task is done on time and with minimal stress and worry.
3. When you develop your schedule for your task/project, stick to it. If you find yourself meandering, try meditation or yoga to re-energize and bring your thoughts and energy back to the project. No one is capable of working on a task for hours on end without an energy or creativity break. Check out this video on how to meditate.

Next time when you think about procrastinating, try the above three techniques to make you more productive, creative, and energized.