Motivational Posters – Fad or Comfort?

Is it just me or has anyone else noticed the overwhelming motivational posters, sayings, and related paraphernalia on various social media sites? Why on earth do so many of these things exist? And even more so, why does everyone feel that they need to share something motivational with the world all the time?

I confess, I was sucked into this wormhole a while back, but I’ve been away from social media because I’ve been focusing on getting a Master’s degree and now that I’m back into my various sites, I’m gob smacked with the amount of seemingly well-intentioned messages that have flooded the Internet.

Sure, some might say that I’m not a nice person if I dislike motivational sayings, but seriously, my question is why do we NEED to see these sayings all the time? What is it that drives those to post motivational sayings? Is it because they themselves have no motivation, so by posting, they feel that they’ve done the rest of the world a favour? 

I imagine at this point, all those of you who understand the theory behind the motivational mumbo-jumbo are now eagerly writing posts to demonstrate how useful this is to man(woman)kind, but that brings me back to my question: Why do we need so much well-intentioned motivational “stuff” on social media? Are we so despondent and unaware of our own skills and abilities that we need to bombard the Internet with every silly saying under the sun?

If Ghandi were alive today, I doubt that he would be plugging up the Internet with his wise sayings. He’d be preaching it to those who are closest to him; those that care to listen.

My take on motivation is this:  You don’t need to get your motivation from the Internet – in fact, do yourself a favour and stop using the Internet as a motivational device. You won’t find motivation there (if anything, all those motivational “can do” sayings can really drag a person down!).

Build your resilience by doing superb work in whatever you set out to accomplish. And don’t forget to help your work colleague or your family with a task in which they are immersed. That’s how you build motivation – by being there and proving yourself to be useful when you are needed, time and again.

 

The Dark Side of Electronic Communication

Individuals and organizations alike still rely on electronic mail (e-mail) as a primary communication tool to conduct business. A 2003 study, still relevant by today’s standards, by associate professors Raymond Friedman and Steven Currall, caution about using e-mail to resolve conflicts. While they do not specifically mention it, using other media for the same purpose should also give one pause. 

Based on their review of sociological literature, the authors suggest that escalation of disputes is more likely during electronic communication than during face-to-face conversation. They also recommend a number of ways to ameliorate the risk of escalation, concluding with a call for additional empirical research into e-mail’s impact on conflict management.

The authors define the following properties as present in face-to-face communication:

  • Co-presence (parties are in the same surroundings)
  • Visibility (parties see one another)
  • Audibility (parties hear speech timing and intonation)
  • Cotemporality (parties receive utterances as they are produced)
  • Simultaneity (parties send and receive messages at once)
  • Sequentiality (parties take turns)

It is easy to see how each property enables communicators to “ground” the interaction. In other words, they are able to achieve a shared understanding about the encounter and a shared sense of participation. They also allow participants to time and adjust their actions and reactions so as to move toward agreement. Grounding, timing, and adjusting are all critically important tools in successful conflict resolution.

In looking at e-mail communication, the authors state that e-mail exchanges take place in an antisocial context (participants are isolated at their computers), allow new tactics (such as lengthy messages or communications that bundle multiple arguments together) and are characterized by reviewability and revisability (communicators are able to re-read received messages and extensively shape their responses).

These properties, as well as the lack of those that are unique to face-to-face conversation, engender the following effects (which Friedman and Currall claim increase the risk of escalation during conflict processing):

  • Low feedback. Electronic communication generates little feedback such as clues about how a recipient is reacting to one’s message. As a result, participants cannot fluidly adjust their comments to repair missteps or clarify misunderstandings. Inadvertent insults and loss of face become more likely, and misunderstandings accumulate. Also, recipients can often perceive communication tactics as “heavier” than intended. This causes social bonds to weaken and the involved parties find it more difficult to resolve conflicts.
  • Reduced social cues. E-mail communication lacks the emotional expression found in face-to-face conversations; therefore, the parties rely more on the messages’ cognitive content to manage conflict. In addition, although e-mail participants often include greetings and other forms of “social lubrication” in their messages, the power of such rituals to remind people of social norms and rules declines significantly the longer the delay between message exchanges. When long delays exist, message recipients may respond in socially inappropriate ways – aggressively or not empathetically.
  • Length of messages. When a sender bundles multiple arguments in a lengthy e-mail message, the recipient may forget to respond to one or more arguments in the reply. Moreover, in crafting a response, the recipient may focus only on those arguments that he or she found most upsetting. When a sender believes that the recipient has ignored parts of the message, the sender may suspect a violation of interaction norms. Misunderstandings can accumulate, and inadvertent insults can become more likely.
  • Excess attention. Thanks to the properties of reviewability and revisability, online communicators can ruminate at length about received messages. Research suggests that rumination increases both angry mood and perceptions of a problem’s magnitude. Reviewability and revisability also permit elaborate editing of messages, which increases composers’ commitment to their arguments. The parties become less willing to compromise, begin depersonalizing one another and view the conflict as unresolvable.

The conclusions? Use face-to-face conversations or phone calls to discuss disputes. If e-mail cannot be avoided, then consider that the perceived insult may have been unintentional. Finally, the authors suggest that e-mail users can and should manage risk to resolve conflicts more productively.

Drugs and Workplace Productivity

Productivity doesn’t just happen. It takes focus and sustained effort to accomplish work tasks. However, the amount of focus and effort varies, depending on the difficulty of the task.

The opposite is also true. That is, non-productivity does “just happen.” It is so easy to be non-productive – that’s why many of us can slide into a weekend of rest and relaxation without any effort!

But while at work, it is important to do our best to be as productive as possible. And in order to do that, it is equally important to respect our bodies and not use substances that can inhibit our work performance. Ever.

According to the National Council on Alcoholism and Drug Dependence, drug abuse costs employers $81 billion annually.

As well, workers who report having three or more jobs in the previous five years are about twice as likely to be current or past year users of illegal drugs as those who had two or fewer jobs.

And, an astounding 70% of the estimated 14.8 million Americans who use illegal drugs are employed.

The Canadian Centre on Substance Abuse in 2003 estimated that legal substances (tobacco and alcohol) account for 79.3% of the total cost of substance abuse, while illegal drugs account for 20.7% ($8.2 billion) of costs.

With the recent explosion of “medical marijuana” retailers, these numbers are estimated to increase. Employers now find themselves in a situation where they need to consider even more so the impacts of once-illicit drugs on their workforce. The impacts on work productivity are difficult to ignore.

I continue to be in awe and amazed at the silence of the medical community about the ill effects of cannabis (usually termed “marijuana”). In terms of the workplace, however, cannabis has an immediate and ongoing effect on productivity.

It has been documented that cannabis causes the following side effects (this is not a complete list):

  • Decreased focus
  • Decreased concentration
  • Decreased alertness
  • Decreased memory and thinking capabilities
  • Decreased motivation – as such, this affects the employee’s ability to relate to their colleagues, clients and customers
  • Increased risk of developing dependence
  • Increased risk of respiratory illness
  • Increased risk of mental illness
  • Diminished relationships – think about how this impacts teamwork in the workplace with added pressure being placed on non-users including poor collaboration on projects (as an example)
  • Increased absenteeism
  • Increased risk of injury of self or others (resulting in loss of time and potential workers’ compensation)
  • Decreased driving performance

Of note is that marijuana is the most commonly used illicit drug in Canada, with 10.6% of Canadians reporting past-year use in 2012. As well, Canadian youth have the highest rate of past-year marijuana use (28% in 2009-2010) compared to student in other developed countries.

While governments are starting to “give in” to the demand for legalizing marijuana, this legalization has put the onus on organizations to conduct their own workplace drug testing. In addition, organizations need to ensure adequate workforce training in identifying potential drug use.

Human resource departments are now even more critical to the organizations’ functions to ensure the business’s bottom line is not being impacted by drug use.

One of the ways in which HR can help is to build relationships with managers and employees. When you know someone, it’s much easier to identify changes in behaviour and productivity and to provide proper intervention.

In addition, implementing policies and procedures will help all workers be aware of the signs and symptoms of drug use. Much like personal issues or inter-staff and management issues, keeping substance use/abuse top-of-mind helps to identify the problem, so it can be addressed quickly.

 

Capitalizing on Strengths

Do you feel “stuck” in a job? Even before the workday is done, can you hardly wait to get out of the office? If so, you may be in the wrong job. 

Feeling stuck may be a sign that you are not using your strengths on the job. If you aren’t using your strengths, resentment builds and frustration ensues. Not only that, you are not being productive on the job – think “deadwood” and you’ll get the idea! Let me explain.  

Let’s say that you’re a decision-maker by nature. But you find yourself in a job where you neither contribute nor make organization-wide decisions. As a result, you second-guess the organization’s decisions and you start resenting its decision-makers. On top of this, you start to dislike your boss and co-workers because you see them as part of the problem.  

You might say that you can’t help it – you need to work somewhere. Fair enough – most of us end up in temporary jobs that are nothing more than a way to pay the bills. But for long-term career happiness and productivity, you need to understand your strengths.  

In addition to identifying our strengths, we need to understand how we work best. And how we work best depends on our personality.  

Our personality determines how we perform, no matter what it is that we do – from how we organize our breakfast in the morning to how we process our daily tasks to how we relate to people. Each of us has an inherent capability of how we manage our “to-do’s.” 

But consider this fact:  While our habits can be modified, few (if any) people can outright change either their strengths or habits. Instead, what we can do is identify our strengths and habits and then choose to improve both in a way that moves us further in our careers. 

Here are five ways that you can improve your strengths and use them to catapult your career to the next level. 

  1. Pay attention to feedback. What do others say about your strengths? What do they notice about you? Sometimes, we instinctively know what we’re good at, but for whatever reason, we become blind to our strengths. It may take several people to point out your strengths before you start to pay attention.
  2. Tune in to your performance. How do you produce your best work? Is it by working alone or in teams? Do you prefer to learn through reading, listening, or viewing? What time of day are you most productive and why at that time? By understanding “how” we work, we will be able to understand the unique characteristics of what comprises an ideal work day for us and when we are most productive.
  3. Notice what gives you energy. When working on a task, does it make you feel tired, bored, overwhelmed, interested, or is the work challenging? Does the task motivate you to work even harder to get the job done? Do you feel alive? If the work makes you feel so energized (even if you’re physically tired), then that’s the type of work you need to be doing.
  4. Do not comprise your values. The place where you work must reflect your own values. The organization’s policies should be in line with their practices. In other words, the organization should practice what it preaches. If your beliefs are in line with the organization’s culture, then you have a match made in heaven.
  5. Contribute like there’s no tomorrow. Based on your strengths, work on improving the organization’s systems, processes, methods, policies, and other practices. This will serve to not only make a positive difference to the organization, but also to help you feel a sense of accomplishment. If you can feel as if you have accomplished something, you know your strengths are serving you well.

Roman philosopher Lucius Annaeus Seneca said, “Luck is what happens when preparation meets opportunity.” Substitute “career” for the word “luck” and you can see how our strengths can be used to build happy and productive careers.

 

 

 

Improving Productivity by Working from Home

Does working from home improve productivity? A Stanford University study of a Chinese travel agency concluded that it does. 

The study found that employees working from home: 

  • Were 13% more productive (9% worked more hours, taking less breaks and fewer sick days and 4% had higher performance rates per minute – hypothesized to be due to quieter working conditions).
  • Had 50% less attrition.
  • Reported higher feelings of work satisfaction.

Total factor productivity increased between 20 and 30 percent (the increase was due from two sources – efficiency in calls per minute and capital input). In addition, the company estimated annual savings of $1,900 per employee.

The learning from the experiment included the following:

  1. Working from home improves performance.
  2. Allowing employees a choice generated a far greater effect than requiring employees to work from home.
  3. A large sample of treatment and control employees allowed the firm to evaluate the impact on different types of employees.
  4. Management was surprised by the dramatic drop in attrition.

In addition to benefits to employees and employers for working from home, society as a whole sees benefits. These benefits include people choosing where they wish to live (instead of close to the employer’s office), less pollution and traffic congestion from work commutes, and an overall better family and community life because of the flexible hours.

However, improving productivity and saving money by having employees work from home does not work (pardon the pun) for everyone. People need to be able to recognize in themselves whether they have the discipline to perform as well as, or better than, working in an office environment.

Also, some individuals need the socializing that comes with working in an office – these individuals cannot thrive in isolation. For others, a careful balance must be struck.

As John James Jacoby (proclaimed lover of naps) writes: “For me, home was always where cool stuff happened, and the office was where I spent time waiting to go home to make more cool stuff happen.”  

Self-control and pride in one’s work is mandatory for working from home. An ability to complete tasks and communicate effectively with others is also a requirement. Trust is also a big element when working from home – employers need to trust that their employees are doing their best, but they also need to respect schedules and expectations.

I work from home most of the time and I cannot be happier about this arrangement. In fact, my most rewarding client work is done at home. This is likely because I am disciplined and have the necessary self-control about my work. It also helps that I love what I do.

Overpowering Boredom

Many people experience boredom, but did you know that there are different types of boredom? And that each of us usually experiences a specific “type” of boredom consistent with our personalities?

According to 2006 research published in the journal of Motivation and Emotion, there are five different types of boredom (a follow-up study in 2013 identified a fifth type – apathetic). Here is a summary of each type:

  1. Indifferent – These individuals appear to be calm and withdrawn. Sometimes, they can appear to be very relaxed. Jessica Leber of Co.Exist also uses the term “cheerful fatigue” to describe this type of boredom.
  2. Calibrating – These individuals have wandering thoughts. They are willing to engage in almost any activity that will get them out of the boredom inducing activity. Calibrating boredom usually stems from engaging in repetitive tasks.
  3. Searching – These individuals experience negative feelings and unpleasant restlessness. They actively search for a way out by focusing on alternate activities.
  4. Reactant – This boredom is the most mind-numbing. Individuals experiencing this boredom may be highly aroused and hold a lot of negative emotions. They may also be restless and aggressive. Their way of escaping this boredom is to blame others for their situation and escape from them by thinking of places and situations where they would rather be than in their current surroundings.
  5. Apathetic – This boredom is similar to helplessness and may be a contributor to depression (according to researcher Thomas Goetz and his colleagues). “At least 36 percent of high school students in the survey reported it.” People with this type of boredom generally show little arousal and a lot of aversion.”

Boredom does not have to be, well, so boring. It can be turned into a powerhouse of productivity with just a few little tweaks to our day. Here are seven things you can do right now to turn your humdrum into a welcome main attraction:

  1. Take a break. Get rid of your world-weariness by removing yourself from your current environment and do something engaging – something that makes you happy. Use a “Happy App” to help you get into a better headspace that will, in turn, help you defeat your feelings of boredom.
  2. Listen to music. Or tune into your favourite radio station while at work. When experiencing a monotonous task, listen to the radio for uplift before returning to your task.
  3. Schedule your day to work in 25 minute spurts. Those who work 25 minutes, then do something else for five-to-ten minutes are more productive than those who do not divert their attention from their work. For instance, during your five-to-ten minute shift away from work, e-mail a friend, surf the Internet, plan your weekend, or call your mother-in-law!
  4. Get more involved in your work. While the work might be boring, think of a new way to approach the task. Perhaps reviewing your past activities at work and researching how to improve your job overall might be a way to re-do your job completely. In the process, it may even result in a raise and high praise for a job well done.
  5. Make a change. Evaluate your work environment. Maybe you need a new chair? Does your desk need rearranging or decluttering? Make yourself aware of things around you that you can improve. And improve it/them!
  6. Learn something new. There is nothing more monotonous than doing the same old thing in the same old way for days/weeks/months/years. Defeat tedium by expanding your mind. Read a good book (educational or not), ask your co-worker to teach you their job, take a night class, or go finish your Master’s Degree.
  7. Don’t stew. If you feel you have tried it all, but you just can’t get rid of your boredom, talk to your boss. Together, you can figure out how to improve your job, so that you and your organization will experience maximum productivity from your efforts.

In the end, don’t let monotony control you and your day. It’s much better to have multiple tasks to juggle than it is to suffer in joyless work.

In short, if your situation is suffocating your happiness, then change your situation! We all have the power to change our own circumstance.

Types of Clients

Let’s face it. There are clients and then there are clients. The great clients (or customers) are those that are ready, willing, and able to work with experts to achieve organizational efficiencies.

And then there are clients who fall short on anything from initial meeting to following through with an expert’s recommendations – these latter clients are wasting not only the expert’s time, but their own, as well.

As experts in our various fields of work, we have all run into a variety of clients. Here are some of the more common types – if you’re a client, maybe you see yourself in one or more of these descriptions: 

Bargainers. These clients want everything you’re proposing, but they can’t pay for it. Or maybe they’re doing the project “under the table,” and don’t want to ask the “real boss” to pay for it. Solution: If the client does not have the money for the full project scope, downgrade the scope – phase the project into manageable chunks.

Naysayers. These clients just can’t believe the project will take six months to complete. Certainly they can do it in a fraction of the time. Solution: Explain why the project will take as long as it will (perhaps a timeline depicting steps is helpful here); if the client does not believe you, suggest a mix of internal and external resources to complete the project faster. Client is still a non-believer? Walk away.

Stealth Implementers. They insist that no one else from their organization needs to be involved in the project. Just do it. Solution: Stress (and demonstrate with examples) how involving others in the organization will greatly enhance the success of this project as well as change management when implementation occurs. 

Self-Made Experts. These clients believe they can do exactly what you’re proposing without you, so why are you charging them so much? Why don’t you just tell them the steps that you would take and then leave them to it? Solution: Walk away.

Call 9-1-1. These clients think everything is an emergency. They need your proposal “yesterday” and the work is required within the next month. However, when you give them your proposal, you don’t hear from them for six weeks. Solution: Develop a project timetable and meet each deadline. Build in “slack” time for all steps involving client input.

Weekend Schmeekend. This is the client that sends you e-mail at all hours of the day and night. Weekends are for working. There is no such thing as work-life balance. Solution: Say no when appropriate. Just because the client works all hours does not mean everyone else needs to, as well!

Committee Monger. The client who believes everything needs to be decided by committee. The end result? Everything gets decided by committee, no one takes responsibility for decisions, and decisions take much longer. Solution: Ensure that there is one “point” person (typically a Project Champion) that will sign-off on all deliverables.

Wordsmithers. You know the ones that review your work and almost re-write the entire content? Solution: Set a time limit for review and stress that only key content requires review. Provide an example. Or hand out the report ahead of time and then convene as a group to review the feedback.

In the end, it’s up to the expert to determine whether they are able to work with the client. If the decision is to fire the client, provide them with the name of another expert – even if it is a competitor. You’ll be glad you did!

Open Office – Productivity Enabler or Slasher?

Today, about 70 percent of employees in the U.S. work in open offices.  Despite this high number, you may be surprised to learn that the open office concept is not the be-all and end-all for everyone. Success depends on personal work styles and personalities and how well workers can adapt to the high level of distraction served up by open offices.  

According to the International Management Facility Association, workers in open plan offices get sick more often (62 percent more sick days on average), they don’t like the noise (sound and temperature are the most important factors in the environment), older workers really don’t like the noise (those over 45 are more sensitive to noise and temperature), and open offices deplete productivity.

The biggest impact on productivity tends to be distractions such as overhearing conversations, ringing phones and noisy machines Tonya Smith-Jackson and Katherine Klein in the Journal of Environmental Psychology identified reduced motivation, decreased job satisfaction and lower perceived privacy as factors negatively affecting productivity.

Another finding in the Journal of Environment and Behaviour confirmed that workers in open offices are more stressed and less satisfied with their work environment. After returning to survey the same workers six months later, researchers learned that not only were workers still unhappy with their new office, but their team relations broke down even further.

Perhaps not surprisingly, the noise in open offices decreases cognitive performance. Psychologist Nick Perham states that office commotion impairs workers’ ability to recall information and even to do basic arithmetic. Listening to music to block out office intrusion does not help – even that impairs mental acuity.

While open offices seem to be better suited to younger workers, a study in 2012 by Heidi Rasila and Peggie Rothe found that certain types of noise such as conversations and laughter are equally distracting to Generation Y workers as they are to their older counterparts. However, younger workers enjoyed the camaraderie of open spaces, valuing their time spent socializing with coworkers. And while younger workers acknowledge the “problems” of open offices, they see them as fair trade-offs for a greater good.

But the trade-off is not as great as it might seem. Regardless of age, when we are exposed to too many inputs at once – a computer screen, conversation, music, telephones, email alerts – our senses become overloaded and more work is required of us to achieve a desired result. Those unable to screen out distractions in the office are frantic multitaskers.

According to Maria Konnikova (Open Office Trap), as a workplace norm, the multitasking millennial seems to be more open to distraction. However, their wholehearted embrace of open offices may be ingraining a cycle of underperformance in their generation:  They enjoy, build, and proselytize for open offices, but may also suffer the most from them in the long run.

It seems that the tried and true traditional offices that include cubicles are still the best despite their drawbacks. Research leads us to believe that employees are far more productive (and happier) in these controlled and focus-driven environments than in the open office.

Taming Insomnia to Improve Productivity

There are so many reasons to get a good night’s sleep: you feel better, you look better, you perform better, people like being around you … in short, sleep allows us to be our best self. And the benefits of quality sleep extend beyond feelings - ranging from reducing stress to improving productivity.

Most healthy adults need between seven and nine hours of sleep each night. When we lose even one hour of sleep, we experience fatigue the next day and our ability to function may be as effective as an individual whose blood alcohol level is .08.

Not sleeping enough also has other implications, including:

  • Lack of motivation
  • Moodiness and irritability
  • Reduced creativity and problem-solving skills
  • Reduced immunity
  • Concentration and memory problems
  • Overeating and weight gain
  • Impaired motor skills and increased risk of accidents
  • Difficulty making decisions
  • Increased risk of diabetes, heart disease, and other health problems

What do you do, then, if insomnia prevents you from dropping off right away? A study by Nancy Digdon and Amy Koble, published in Applied Psychology in May 2011, found that sleep interventions such as constructive worry, imagery distraction, or gratitude all provide effective relief from insomnia.

Here is how the techniques work. 

  1. Constructive worry. Set aside 15 minutes earlier in the day (before 8:00 p.m.) and write out worries and concerns that are likely to interfere with sleep and steps toward their resolution. Then, if worry creeps in at bedtime, remind yourself that you already devoted time to these concerns, and that you will do so again tomorrow when you are less tired and better able to think of good solutions.
  2. Imagery distraction. This involves closing your eyes and imagining a situation that is interesting and engaging, as well as pleasant and relaxing. For instance, imagine being on a holiday, a sunny beach, or a happy family occasion. This will calm your mind, allowing you to drift to sleep.
  3. Gratitude. This is another distraction technique. When one is under stress, it is common to be preoccupied with worries and concerns, and to ignore the positive experiences in one’s life. Shifting your attention to the things you are grateful for (i.e., all the positive events in your life) is a distraction from worry. Focusing on the positives lifts your mood and allows you to fall asleep more easily.

If you are sleep deprived, try one or all of the above techniques to help you get and stay sleep, so you can wake up feeling refreshed.

And remember to schedule enough time for sleep every day by making sleep a top priority on your “to-do list.”

Improving Work Performance

How’s your productivity? Does the mere mention of the word stir unease? And what about all those uber-organized work colleagues? How is it that they really seem to be on top of their work and, yet, here you are constantly struggling to keep up?

You may be surprised to learn that there’s no secret to improving work performance. It’s all about being organized. And the best part of all is that it’s a skill that anyone can learn.

Improving work performance is about being productive. It’s about doing the right things in the right way to yield maximum output. It’s about planning and prioritizing to make that happen. And it’s also about protecting your time.

To help you be more productive and use your time effeciently, here are ten suggestions.

  1. Arrange your physical work environment. Organize your workspace so that everything you use has a “home.” After use, always return items to their home. This takes discipline and a lot of work at first, but becomes habit with practice.
  2. Arrange your electronic files. When electronic files are arranged in a hierarchy that enables cross-organizational sharing, there is less duplication of files, no silos of information, and retrieval time is improved dramatically. Use a functional subject-based classification system for optimum efficiency and productivity.
  3. Use appropriate tools. No amount of arranging or organizing is going to help you work at your best if your tools are out-of-date. Still using Windows 95? Or DOS? Invest in current technology, a nicer website, and appropriate resources to help you be more productive. Not making the investment will bog you down, create frustration, and lead to regularly “burning the midnight oil.”
  4. Check-in with your list. As you make commitments, write them down, and check-in with your list every day. Lists help us manage our time and free our minds of mental energy that we would otherwise spend on tracking our “to-do’s.” If you write down what you need to do instead of keeping it in your head, you’ll also experience less stress and better sleep.
  5. Do it now. At work or at home, if a task takes five minutes or less, then do it now. If it’s going to take longer, then write it on your list and schedule time to do the task. Organized people don’t procrastinate on tasks that they can easily complete within a few minutes.
  6. Uni-task. While multitasking may seem like you’re accomplishing more, you are in fact accomplishing less across more area. To be truly efficient, effective, and productive, focus on one task, giving it your full attention. Turn off email pop-ups and calendar reminders. Protect your time to gain productive results.
  7. Problem-solve; don’t blame. If you happen to get sidetracked or encounter a challenge that impacts your work, use a problem-solving approach. Author Hillary Rettig gives the following example about someone engaging in inner defeatist dialogue: “What’s wrong with you? This is easy! Anyone can do it! Why are you so lazy? And with all the money you just spent on classes! What a loser!” Instead, focus on a solution: “Oh, I’m underproductive. That’s interesting. Let’s see what’s going on and how I can fix it.”
  8. Work with your energy cycle. Instead of time management, work to suit your daily energy levels. If you have high energy in the morning, then schedule the most difficult or more creative work in the morning. Don’t try to accomplish critical tasks when your energy is at a lull.
  9. Know thyself. Organized people know their strengths and weaknesses and reflect a high sense of self-worth. Ask for help to complete work on time. Just because it’s in your job description does not mean you need to do it all yourself. Think of your time as a resource that has value. Perfectionists and high achievers may not be comfortable letting anyone else share the reins, but interpersonal support goes a long way in managing stress.
  10. De-stress. Most people operate in a state of chronic stress, but those who are able to focus and stay organized are able to manage stress. The most effective way to manage stress is to exercise every day for at least 30 minutes. This can be a brisk walk, meditation, yoga, whatever works for you – just don’t sit at your computer all day.

Practicing the above suggestions takes motivation to get started. Once started, habit will keep you moving to become more organized and productive. You will also become a happier person, overall.