ROANOKE TIMES
Copyright (c) 1996, Roanoke Times
DATE: Sunday, April 14, 1996 TAG: 9604120035
SECTION: BUSINESS PAGE: 2 EDITION: METRO
COLUMN: working it out
SOURCE: CAMILLE WRIGHT MILLER
Q: I need to increase my productivity. I've tried time management systems, but they haven't helped enough.
A: John Sarber, owner of Roanoke's Priority Management System, says "time management is only one of many" skills necessary for personal productivity.
Sarber suggests that before anyone can increase productivity or deal with strategic issues, it is necessary to be "in control of oneself." Being in control includes "learning to learn and strategic planning for self."
Learning from our experiences improves productivity. Because "the learning process takes time, it's often skipped." Sarber suggests moving from an "urgency orientation" to utilizing a plan to evaluate events and situations. Through the process of writing a brief evaluation of events, one also plans a next step. This is critical in managing productivity.
Sarber looks at four focal points for learning: the experience, a statement of the facts, conclusions drawn from the facts, and planning the next step. Describe the experience and list the facts surrounding the situation. What conclusions can be drawn? What needs to happen next? Critical analysis coupled with planning the next step takes time, but results in increased efficiency.
Just as organizations create strategic plans, Sarber advocates personal strategic planning. What are your goals and objectives? Your values and vision?
Identify strategic statements which are specific, measurable, attainable, relevant, and trackable. Then map your action steps.
Sarber says that "not everything fits in the available time. Implementing plans keeps one focused on the bigger things."
Productivity is more than time management, it's a way of working that gets the results you want and plan.
Q: I'm great at winning arguments. I'm right because I've done my homework and have no tolerance for illogical approaches. However, people have started ignoring my ideas in meetings. I'm concerned something's wrong that could derail my career plans.
A: John Feltman, editor of "Secrets of Executive Success," classifies your position as "maverick." Feltman writes that mavericks are not good listeners or good team players. Because the maverick's approach often threatens others, co-workers can "become not only negative, but hostile."
Mavericks are often forced out before reaching their career goals.
Mavericks don't connect to those around them. The result is co-workers feel devalued in the presence of a maverick and they fight back in subtle, and not-so-subtle, ways to protect their sense of self-worth.
Feltman argues that, while mavericks are often intelligent, they "aren't proficient at recognizing social signals." He recommends developing your internal radar now. "Check co-workers' body language. Do people move away and try to get out of conversations? Are eyebrows slightly raised and eyes rolled when you say things?''
Feltman finds that when mavericks come on too strong, others try to "knock them off their pedestals."
Feltman suggests going to your manager and asking for an informal evaluation of your style and office behavior. Ask what, specifically, you can do to improve.
Work on honing your social skills. Work on team skills and fitting in. Learn to deliver opposing views gracefully. Your career does depend on it.
Q: How can I predict if my job's in jeopardy?
A: In most cases, warning signals are apparent; however, some employees ignore the signs and end up surprised when let go. Whether for reasons of downsizing or performance, the clues are usually present.
Read and stay informed about what's happening in your industry and in your organization. Evaluate your organization - are profits declining? Are departments duplicating efforts? Could fewer employees do the work as efficiently? Is management in control of a healthy strategic plan?
Evaluate your skill level. Are you current in technology? Are you continuously educating yourself, preparing for changes? Are you earning excellent performance evaluations? Do you have excellent relationships with co-workers?
Are you receiving raises and promotions on a regular basis? Are you being given special projects? Are your opinions frequently sought?
Is the flow of work you handle increasing, decreasing, or stable? Is your supervisor providing you with constructive criticism, or is your supervisor suddenly hypercritical or ignoring you?
Resist turning every bit of information into a sign of impending doom. Instead, rely on careful observation and evaluation to provide valuable information.
Regularly answering these questions will alert you to upcoming changes. If answers to any of the above questions raise concern, update your resume and begin a job search.
Camille Wright Miller, an organizational behavior sociologist who works in Lexington, answers questions from our readers about workplace issues. Please send them to her in care of The Roanoke Times, Business News Department, P.O. Box 2491, Roanoke 24010.
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