Have you ever noticed how some people, successful people, often seem to be less stressed and seem to have more time on their hands despite the fact that they get through more work? Somehow, they manage to focus on the key essentials of whatever they are doing. Well, they may be applying the Pareto Principle. The what?
Otherwise known as the 80:20 rule it was named for the Italian researcher Vilfredo Pareto who, in the late 19th Century, discovered that 80% of Italy’s land was owned by 20% of the population. Allegedly he also found that 80% of the peas he collected form his garden came from 20% of the pods he collected!
Subsequently many other examples of the basic principle have been highlighted, including:
- 80% of a company’s profits come from 20% of its customers
- 80% of a company’s complaints come from 20% of its customers
- 80% of a company’s profits come from 20% of the time its staff spend
- 80% of a company’s sales come from 20% of its products
- 80% of a company’s sales are made by 20% of its sales staff
Now this is simply a rule of thumb, a helpful heuristic that gets you focussing on the important stuff. It’s not even necessarily and 80:20 division, maybe 95% of your sales income comes from 5% of your customers. They don’t even have to add up to 100, maybe 90% of your accidents come from 4% of potential causes.
The point is, and I wish I had known this when I was starting out, is that you need to find the crux of the problem or task you are facing and apply most of your effort to that. Prioritise the important bits and the bits that are easy to resolve and avoid the trap that so many under-performers fall into of making excellent the enemy of good.
Advice for new starters to the world of work.It is a long time now since I started work, 46 years to be precise, and it was a very different world back in 1968 when I first pulled on a lab coat and started shaking test tubes for a living. I was musing the other day on what might have changed and what hasn’t altered in those years. Here are a few of those thoughts, especially about what has not changed. I rather wish that I had known some of these things when i first started out.
- The Pareto principle
- The boss is not always right and the boss is (nearly) always right
- Have a go at the hard stuff
- People matter
- Know when to stamp your foot
- It is amazing what you can achieve if it doesn’t matter who gets the credit
- When you set a deadline, mean it
- Choose your battles carefully
Over the next couple of weeks I will be writing a short piece about each of them, but let me start with the most important of them all “Turn up”.
So what do I men by “Turn Up“?
Well we are paid to turn up for work, but I mean much more than that. Have you ever found yourself not really wanting to go, but feel that you have to? Have you ever found yourself distracted during the day (Facebook, Twitter, Shopping List, that attractive young guy/girl along the corridor) only to find that your attention to what you are doing has drifted? Have you ever wandered off to the copier or stationery store as a distraction from what you were doing? Answer ‘Yes’ to any of these and you were not Turning Up.
For me, Turning Up means giving my total attention to whatever it is that I am doing at the time – be that saying hello to my co-workers, writing a report, researching some data, whatever. Multitasking is a myth – the best we can do is switch between different tasks and every time you do that you lose a bit of time ‘shutting down’ what you were doing and ‘starting up’ what you are going to do – wasted time and a brain that can’t quite figure out what it should be working on.
So, when you are at work, BE at work. When you are with someone BE WITH them. When you are working alone WORK alone. And finally, when you have finished for the day GO HOME and be at home.
I saw this earlier today and hope that The NHS Leadership Academy does not mind me recycling it!
7 thoughts for introvert
and extrovert leaders
|To celebrate Carl Jung’s birthday – the originator of the theory that (allegedly) led to what most people now know as MBTI – here are seven thoughts for introvert and extrovert leaders…|
|Extrovert leaders||Introvert leaders|
|1. Often speak first and think later – so be careful to stop talking and listen to others||1. Often think first and speak later – so be careful not to miss the moment to make your point|
|2. Can prefer to talk things through – and sometimes it’s better to think through your message first||2. Can prefer to be alone with their thoughts – so sometimes remember to engage people|
|3. Get energised from being with others – and, remember for some tasks you need quiet concentration||3. Get energised from being alone – and, remember to get out and about|
|4. Tend to spend energy when working alone – so find time to recharge with people and dialogue||4. Tend to spend energy when with others – so find time to recharge on your own|
|5. Like to get and give praise in public – and sometimes the team want your feedback in private||5. Like to get and give praise in private – and sometimes the team want to celebrate together|
|6. Can prefer to communicate by talking – and your team sometimes prefer a considered email to an immediate speech||6. Can prefer to communicate in writing – and remember, your team want to see and hear you|
|7. Like to dive in immediately – so check yourself sometimes and hold back a bit||7. Like to hold back and wait – so push yourself sometimes to dive right in|
NHS Leadership Academy, Leeds, UK
I once had a role where I was responsible to one person for ‘pay and rations’ and most of my job, his boss for a small but significant and that person’s boss for another very significant part of my role. You might imagine the complexity of relationships involved in this and the challenges that I faced.
I wish that I had known about some of the stuff in this Training Journal article june 2015
Most of us spend our lives in hierarchies where the (formal) power structures are clear and understandable, however the increasing prevalence of other organisational forms, not least the ‘matrix’ often used in consultancies of one sort or another, lead to challenges in understanding how to make them work.
My friend Dave Bancroft-Turner has spent many years understanding how to make non-traditional organisational structures work. This article from Training Journal gives and insight. If you want to know more then contact either me or Dave at The Academy for Political Intelligence
I was just paying my bill after a rather nice lunch, whilst at the same time reading Tools And Techniques Of Leadership And Management by Ralph Stacey.
I explained that I had offered to review the book and was finding it so interesting that I was reading it in detail rather than the broader skim that reviewing normally requires. I will be posting a review of the book in due course, suffice it to say that I am finding it extremely stimulating, relevant and ‘on the mark’ as regards leadership today and effecting change in organisations.
We had a bit of an interchange and then this guy asked “So what do you think is the best leadership book?” “Well” I said “give me a minute to have a think about that” and so he went away.
Now it is of course a totally unanswerable question, not only because of the tens of thousands of leadership books out there but also because of the best depends not only on my own judgement but his own needs. So when he came back we had a brief conversation about the difference between leadership and management (yet another blog will be exploring whether this distinction really exists) and how, in my view, leadership is partly about what you do and even more about who and how you are. I have a proposition that the way to become more effective leader is to become a bigger and better me – role models may be useful, but they are all different and if you do manage to isolate the common attributes of Margaret Thatcher, Gandhi, Richard Branson, Hitler, Jesus etc. then you end up with a minimum entry requirements to leadership rather than the difference that makes the difference.
So in the end I recommended two titles, books that have had a great impact on me. The first was Stephen Covey’s Seven Habits Of Highly Effective People and the second JS Bach’s Jonathan Livingston Seagull.
Two very different books and yet books that I know from my own personal experience have helped me become a better me.
I would be interested to know how you would response to a similar question.
This book explores approaches to crisis management.
Find out how balancing a broomstick on the end of your finger is relevant to crisis management, explore how the horsemeat in beefburger scandal is essentially the same as the CDO scandal that triggered the economic crisis and learn about how Donald Rumsfeld perhaps knew more than we think about the relationship between those classic Greek actors Scylla and Charybdis
The authors subtitle “Navigating the New World of Corporate Crises’ is relevant insofar as communications media and processes are more or less instant these days and so crises can erupt unexpectedly from the strangest of quarters– very different from when it took weeks to let Queen Victoria know that we had beaten the Boers. These instant communications channels offer/create challenges that are new to most companies, as is amply demonstrated in the host of case studies (perhaps a few too many, or explored in too much detail, for the practicing manager, who wants to know about ACTION) presented in support of the authors’ prescriptions:
- Five key principles of crisis management
- Don’t deny anything before you know all the facts
- Your response time must be faster than the speed of the story
- When the crisis hits bring in external consultants
- Change the culture not just the policies
- Be patient, recovery takes time
The bulk of the book explores, through extensive use of case studies, how crises can arise as a result of:
- Six potential instigators of crises
The book started as an easy and interesting read, but seemed to peter out about half way through when it became more descriptive than prescriptive. It would offer some useful insights to internal PR professionals and to the most senior management in any company although reading the Introduction and Chapter 1 alone would offer the most advice, the rest is a series of illustrations of how crises can arise.
I was delighted to review this book as part of the CMI Management Book of the Year competition. Here is what I offered:
This book delivers amply on the sub-title of “How To Unlock Value From Your Alliances And Partnerships”. Building on 40 years of well-referenced research, it links research findings with case studies from several industries before building valuable insights into different types of alliance, different levels of advantage, how to decide what pattern is appropriate for your company, then to construct, manage and unbundle your alliances. It guides the reader through a set of tools designed to help them understand and reap advantage from their company’s alliances. Whilst speaking of formal organisational alliances rather than networks, many of the concepts would be relevant in building and using your corporate or private networks more effectively.
Moving from vertical or horizontal integration to effective networks/alliances is a direction of travel for today’s organisations and managers of the future would do well to read this and explore how alliances will help their organisation. This book may not offer anything revolutionary but it is certainly revelationary in the way the prospects of real world organisations are analysed in terms of their alliance strategies.
Aimed at larger companies rather than SMEs, this is a ‘must read’ if your company needs the help/co-operation/support of others to succeed.
It seems to me that almost every time I open a training journal or website these days I am pointed in the direction of mindfulness. In a matter of not very months, okay perhaps a couple of years, mindfulness seems to have grown from a minority interest rooted in Buddhism to the answer to the maiden’s prayer (and perhaps the prayers of the few who are not maidens as well!).
It reminds me so much of the development of NLP, and I speak as someone who runs an NLP training company and is married to an INLPTA accredited trainer. Some 20 years ago, NLP crept across to our shores and was taken up by a small number of dedicated people who recognised and valued not only the techniques but also the philosophy underpinning NLP. Some of those people trained at, or close to, the source and eventually became trainers themselves, helping spread the mindset as well as the techniques. NLP was once described as “A way of thinking that leaves behind a trail of techniques” – many seem to focus simply on the techniques. Just as many these days have lost the connection between mindfulness as a practice and mindfulness as one of the core practices of Buddhism. To say this is not to devalue the technique, but if all you have is a hammer then everything looks like a nail.
What happened with NLP with that commercial interests, and I include Bandler as well as early followers such as Tony Robbins in this category, realised that there was money to be made by offering training programmes and set about filling their bank accounts. Again, nothing fundamentally wrong with that but we ended up with a marketplace that offered NLP practitioner courses ranging from 4 days to 20 days of participation and which left the participants contractually obliged on the one hand to refrain from using their new-found skills for the benefit of others and on the other actively encourage so to do. Indeed we have had many reports of people who have been on practitioner courses and really don’t remember what happened; essentially they were put into trance at the beginning, some stuff happened over a few days and then they were sent away with their new-found badge proudly displayed on the office wall and ticking the competency profile. Indeed, there was a time (and I use the past participle, because I think the wheel has turned) when if you were in HR or training then ‘doing’ NLP was almost a requirement.
If anyone starting to see parallels with the mindfulness movement yet? A very powerful technique that, if used appropriately can have substantial personal impact on benefits and which is now being touted much more widely and with much less understanding of the real impact. To hear, as I did recently, of someone who had decided that her whole senior management team needed to go on a mindfulness course, is a travesty not only of the point of mindfulness but also of simple training practice.
So can we stop this bandwagon? Probably not.
Does it matter? I’m not sure.
Do you have any thoughts on the subject? Comments below…