As I look over today’s topic I have come to realize that the ability to set clear boundaries whether for a project, work life, or personal life is one that clearly delineates strategic thinkers from tactical thinkers.
Being able to set and maintain boundaries is something you MUST be able to do if you are ever going to become a well rounded C Level Executive. Whenever I have a leader who has to constantly move appointments, I can tell you that leader is tactical, not strategic. The minute they start to become firm in their schedule I know they are learning to prioritizing, strategize down the road, and critically think through things ahead of time.
You ought it to yourself and your organization to control and manage your life rather than let it manage you. If you want to move to the next level then you should be able to do your current job in 30-40% less time then it takes you today. Freeing up that time means you have strategically mastered this level and are ready to open doors to the next level. Most executives we coach are flabbergasted to think they need to free up that much time as their day currently feels packed, but by using the techniques we share with them they are floored when they find they suddenly have time to balance family and work more effectively then they ever have. They suddenly have time to take a Masters Program, play golf, spend time with family or develop new internal relationships or take on new projects.
Challenge yourself this next month to gain control over your time by ONLY putting on your calendar what you will FULLY commit to. Then see what happens as your brain suddenly feels balanced and in control of the schedule.
Have others who book meetings with you? Just always ask, “what is the outcome you desire from this meeting and how am I relevant to the meeting?” If they can’t give you an adequate answer, don’t go or send someone else from your team.
Let me know how you do!!
******************************************************* PS If you want to find out how to think and speak holistically and strategically join us for our upcoming Managing Your Strategic Message Session for Leaders. Learn More
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Outcome Thinking® Solution
How to avoid scope creep?
by Anne Warfield
SITUATION:
I have taken on a project that now seems to have some unclear boundaries. When I agreed to it, I thought it would be relatively simple to do and not require much of my time. Now I am finding out that the expectations they have for this project are vastly different from my interpretation and this is getting scope creep. How do I manage it at this point?
Other Person’s Perspective:
When handing off a project each side usually has a mental image of what they think it will entail, how it will proceed and what will happen if it is successful. The problem is this is usually thought about in each person’s mind but not accurately articulated and hence it becomes a conundrum of misperceptions that leads to both sides feeling disappointed. Remember the other party does want you to be successful; they may not know what is all involved at this point; they don’t intend to overwhelm you; and they do want you to be flexible. Thinking it Through Using Outcome Thinking®:
So, assuming best intentions on both parts your job is to try to “quantify” expectations, process and results. Then you need to UPFRONT negotiate any flexibility so that both sides know that if the agreed upon expectations don’t become reality that you are flexible to reassess together without either side feeling let down.Best Handled/Phrased: In order to do this well, you need to put a temporary structure to how you will handle the project, estimated path/process and then agree on how you will adjust it as you go. To do this well you need to:1. Define All Vague Words – clearly define any vague words or language that can be interpreted differently on either side. For example, both sides can say “this shouldn’t take much time.” You could interpret that as meaning 2 hours a week while they think 10 hours a week. That is a broad swing that could overwhelm you when you find you need to grab 8 extra hours a week to complete the work.
2. Set expectations – in the absence of clarity you define how you will operate and what they can expect. So, for example, you can say “here is how I am thinking we would proceed and what I am estimating it will be…”
3. Manage the hurdles upfront – define how you will manage unexpected bumps so they know in advance the implication they will have.
4. Don’t overpromise – if you feel it merits more upfront work before committing, let them know you would like to put together a rough draft of what you will be accomplishing, how you will go about it, time and resources you think it might take and then get agreement on whether you are understanding the full scope of what they are asking. This should be a quick one page sheet that you use as an outline for a discussion so you should get back to them with this within 24-48 hours.Once you learn how to quickly set parameters you will be able to contain projects and not be overwhelmed by scope creep. The EASIEST first step in doing this is to actively get rid of any VAGUE language so you are more concrete when you talk and when you listen to others talk!
Deal of the Month!
How to Structure Your Message So They Hear It
Stop trying to build a PowerPoint presentation! How To Structure Your Message So They Hear It, is a compilation of questions and answers that have been put together by Anne Warfield, asked by professionals on how to build a speech or message so your audience hears it.
Anne has included, not only HOW to say it, but actual Scripts that you can use to put together a memorable presentation.
Click here to register for the “Successful Communication, Brain Style Analysis” Virtual Training, a 90 minute training session with a personalized Outcome Thinking® Communication Assessment included, that you can now watch anytime that is convenient for you.
Quotable Quotes
“When you are inspired by some great purpose, come extraordinary project, all your thoughts break their bonds. Your mind transcends limitations, your consciousness expands in every direction and you find yourself in a new, great and wonderful world.”
~ Patanjali, 2nd Century BC
Is Your Audience Ignoring What You Say?
Listen to learn a few things that you can do to open up your audience’s mind.
How do you slow down and see things from other people’s persepctives?
How do you slow down and see things from other people’s perspectives, namely your employees? You use a skill called “Outcome Thinking®” that allows you to respond in alignment with the outcome you want instead of just reacting to the situation.
“In the past when I presented I had lots of detail.
My presentation was focused on showing my work was quality and effective. Now with Outcome Thinking® I focus on just a few things and only those that advance the desired outcome. Managing Your Message is an excellent opportunity to re-frame how you communicate.”
Trevor Born, Communication Coordinator, Minnehaha Creed Watershed District
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