I’ve seen a dramatic, broad increase in lateness, cancellations, and just plain not showing up.

It’s unprofessional. It’s clearly states that you really do not value the other person’s time. And as many of my corporate colleagues used to say, it might be a ‘power’ play, but I find it rude.

I fully understand if you are late due to extenuating circumstances (traffic, sickness, late client, etc.), or if you let the person know way ahead of time that you will be late. This allows the person to make the decision to keep the appointment, reschedule, or cancel it. That’s good business.

But when I get last minute calls to cancel (multiple times) or when I’m sitting in a restaurant and the person I’m meeting never shows up – it’s frustrating.

My dentist just had all his patients sign a form to communicate a late policy — if you call to reschedule your appointment (or miss your appointment) within a 24-hour window, they will be charging $50 fee on your credit card. Ouch. But jolly-good for him!

So during this spring season, try focusing more on your time. Not only will it pay dividends, it will deliver an increased appreciation of your talents from all the people you meet. In addition, you turn the stress level way down.

Here are some techniques I use to be on time:

• I leave early. Way early. So when I get to my destination early, I get to do a little work. Like writing this blog post.
• I buffer adequate amounts of travel time between appointments. This allows me to easily make it to my next appointment without worry.
• If a client or colleague runs late, I immediately state at the start of the meeting that I have a hard stop at the top of the hour. It’s polite and let’s them know that my time is important without insulting them.
• I use my time effectively. If time is short, I work with the person I’m meeting to quickly hit all the salient points we need to cover. No dilly-dallying.
• I plan my day. And I stick to it. Most people I know don’t do this. Do it.
• I check email and voicemail at certain times of the day, not all the time. Unless I arrived early, then if I have time to kill prior to a meeting or call, I’ll check it.

Are you late often? Do you cancel appointments at the last minute? Do you expect other colleagues to understand when you reschedule at the last minute?

Image provided by dwonderwall at Flickr.

Scenario 2: “My day is full of back to back meetings, in different buildings, but I can make it without being late.”

Scenario 3: “We can get your final approval in, print up your order, and have it out by the end of the day.”

Which one is your scenario? Okay — let’s get serious. We know these scenarios work some of the time, but most of the time, you’re either late or you miss your deadline.

With the myriad of things we do in our career, time management, or the appearance of time management is our kryptonite. The more we try to do, the more we juggle, the less time we have for mistakes, traffic, and plain-old scheduling.

When it comes to time, where do you deceive yourself?

• Do you get up late and have to rush around getting dressed and ready for the day?
• Do you leave at the wrong time every day so you hit a higher level of traffic commuting?
• Is daily planning in the morning a chore (so you don’t do it)?
• Do you over-promise and under-deliver?

Here are a few great time management posts to help you:

How To Survive In A High Performance Workplace

5 Ways To Kill Email

The Best Time Management Tool I Recommend To My Clients

Time Management Stinks. Here Are 10 Tips That Work for Me.

Been there, done that.

Because of the economy and marketplace, many seemingly normal environments are slowly turning into ‘high-performance’ workplaces (HPW). In addition, if you are working at a startup or within a certain industry (PR, Advertising, Tech, etc.), you might encounter this situation all the time.

Here are some tips to help you understand, cope, and succeed in your career:

Compare You vs. Them.
Do you fit in this environment? This is usually the first question I ask when clients are not fitting in at their place of work. I first get a good idea about who they are and what a typical day involves and then compare/contrast it with the demands/expectations of their organization. If the two don’t fit, we see how big the chasm is and then decide on next steps. Sometimes, you need to leave.

You are not going to know everything.
This is one of the biggest issues many executives run into. In HPW, things/people/projects are moving at light-speed. Decisions need to be made in one-tenth the time and sometimes you’re put on the spot by your boss or peers. You are going to catch yourself saying, “I know that.” or “I’ll handle that”, while deep in the recesses of your head you know you have no idea what they are talking about. This is huge with new employees and young workers. Be honest. Say, “I don’t know,” or “I don’t know, but I can find out.” rather than lying. I find it’s usually worse if you say you do know it and you screw it up. Again, tell the truth.

Streamline everything you do.
This is huge — your job is to streamline everything you do to allow you to take on more responsibility and projects. Constantly look at all the elements and see which ones can go away or can be reduced in size, time, or resources. If you do this consistently, you will be regarded as invaluable to the organization and fit in perfectly.

Make things happen NOW.
Don’t wait until tomorrow — what can you do right now to move your project, task, or activity along? Who do you need to call? This leads into:

Sit on people to get their part done.
This is hard for many people. When working with your peers and team members, it might be difficult to move them faster than their highest gear. Guess what? It’s their job. We tend to forget this — many positions within an organization cater to internal customers, like you. Be demanding, listen to their excuse, but then PUSH. Ask for a due date and hold them to it. Check in before the deadline to see their progress. If they become an obstacle, go around them. I do this ALL the time.

Practice excellent time management.
You also need to keep your act in order. If you are sloppy time-wise, you’ll never get anything done on time and that is a death-warrant in a HPW. Figure out some behavior change — Franklin Planner, Pomodoro, Getting Things Done, etc. (just Google: Time Management)— stick to it and use it faithfully. If you don’t, you’ll find yourself falling farther and farther away from the pack and you begin to forget/drop important tasks.

How do you cope in your high performance workplace?

Image by MojoBear at Flickr

Does it seem that you never get ahead of the curve? That you are always late for almost every meeting, appointment and even getting to work?

Let’s look at why it happens in the first place:

1. You think you’re special. You’re not. You are just like everyone else. Start treating people with respect.
2. You’re on a long-term ego trip. Even CEO’s show up on time to meetings with the lowest employees on the corporate totem pole.
3. You want to look important. It doesn’t make you look like “executive material” (i.e., no time for the peons). It makes you look like an ass.
4. You forget about the time. Sorry, that’s not an option. You are an adult — start acting like one.

Get it through your head — you hate it when people are late for  you — don’t do it to them. Being on time or early shows respect. AND – it allows the meeting to possibly end early.

Here are some quick tips to stop that from happening:

1. Set all clocks that you monitor 5-10 minutes ahead. I know that it’s stupid – but it works.
2. Buffer time around meetings. If you bump one up against another, you won’t have time to get to it. And you will then have time to hit the bathroom.
3. If you’re too busy, try to cut out some lower priority meetings. See this post.
4. Get up earlier if you are always late to work. You miss the later traffic AND you get more work done before normal work hours begin.

Being late isn’t a personality defect, most of the time, you just don’t care. Start caring.

Friday just flew by. And now you packed up your briefcase with folders and ran out the door at 7 PM. You’re planning to do some work this weekend to catch up before Monday rolls around and you’re behind the eight ball.

First — Do you really need to bring the work home?
Or do you need to be ‘superhumanly’ productive to succeed at work? Do you find that you ALWAYS bring work home? Make the hard choice – what would happen if you left those folders at work? Try it – you’ll like it. Bottom line – you don’t HAVE to bring them home EVERY weekend.

Second — Can you attack the work first thing Saturday morning?
Get up at 6 AM and work until 9 AM – a three full hours. Then you have the rest of the weekend to relax and enjoy yourself. If you are like most people, you bring the work home and let it sit until Sunday evening and worry about it all weekend. Don’t do that – attack it first thing and then have fun.

Third — Can you streamline your work down to a manageable hour?
Instead of just diving into your work and watching the hours tick by – what is the most important thing that needs to be done and can it be finished within one hour? When we have an unspecified amount of time to work, we tend to meander and waste a lot of time. Give yourself a set amount of time (1-2 hours) and see how much you really can get done under a strict deadline.

Time to hit work after a wonderful weekend . . . check your email . . . get ready for all those wonderful meetings . . . and make sure you schedule for all the work coming down the pike this week.

Whoops! Forgot to tell you something . . . Most executives tend to forget that their job isn’t supposed to crank out work (okay – that’s part of your job – but just follow my thinking for a bit).

You are also expected to IMPROVE. CONSTANTLY.

Of course you work. But to be successful in your position, you need to be a machine. A machine that constantly strives to:

1. Do better.
2. Take on additional responsibilities.
3. Never wear out (keep on running and have a bright smile every day).

But how do you do that? Your schedule is ALWAYS full. You come in early, you stay late, and you bring work home. How are you going to IMPROVE CONSTANTLY?

There are three little letters that will help you do that EVERY DAY:    S   D   R

S = STREAMLINE
Regularly look at your workload and apply the 80/20 rule to it. Why? Candidly, if you work day-to-day, you tend to get into little ruts in your work habits, your responsibilities, and your inter-personal connections. Not major ruts – small ones. What eventually happens is that they take over your schedule, eking out more and more time, until you find yourself working 60-70 hours a week and 10-20 hours at home.

These ruts steal precious time from those high-value, high-impact tasks that move you forward quickly. So on a monthly basis, stand back and look at your litany of responsibilities, and make highly critical assessments of each one. See how you can eliminate steps in accomplishing each task. Instead of a report, will an email suffice? Instead of an email, would a quick 2 minute phone call be in line? Instead of a phone call, how about a personal drive-by their office? Cut your email in half by using some quick tips (call me – 203.500.2421).

When you regularly cut small steps out of your responsibilities and accelerate your interpersonal communications, they go faster and get done quicker.

D = DELEGATE
Take a close look at your responsibilities and see what ones can be delegated to your staff. Or delegated to technology.

That is your job as a manager – to constantly motivate your team and get them to take on more complex and harder tasks. So give them a taste of what you do. Here’s the hint – don’t give them the fun stuff – give them the tasks that  you HATE to do. They will feel empowered that they are working on management-level responsibilities and you will have more time for more important things.

Or figure out how technology can come to the rescue. Review reports online rather than printing them out.

You’ll find that your day gets more fun and you get to work on the stuff that really matters to your business and your success.

R = RETIRE
Which tasks take up a lot of time but don’t really deliver the impact that merits their priority?

Begin to prioritize all of your responsibilities and pick off one or two – stop doing them – see what happens. It might be a regular meeting that you have, a report that you do, a task that no one really appreciates. Try it – you might realize that no one notices that it’s gone.

Candidly – this one is the hardest one to do – but when you get good at it – you’ll find that this step delivers the biggest bang for your buck. Try it!

It’s tough today. It’s hard when everything is coming at you. Hard to think. Hard to act. Hard to react. As they always say — the first step is always the hardest.

You’re constantly focused on getting the work done — satisfying your boss, your clients . . . just keeping your job!

It’s now time for you to step back and look at the long view:

Where you’ve been
Where you are
Where you want to go

This isn’t time consuming, but it isn’t easy. The only thing I ask is that you don’t give into the “Executive ADD” that creeps in when we try something that is new and difficult.

“Oh, this won’t work” or “Let me just put this down for a second and I’ll get back to it tomorrow.”

Stop doing that. Now.

Take the first step and let the tide take you. But don’t stop.

I have something to help you — I’ve used it with thousands of executives. And guess what? IT WORKS.

The BEST part? It’s FREE. Click Here to download this life-changing solution.

Okay — Thanksgiving is over and you probably are lucky enough to have the day off. Take part of today and devote two hours to reorganizing yourself. Take a fresh look at how you are organized and look for opportunities to improve. You will probably discover several areas where you can eliminate some personal time wasters simply by becoming a little better organized.

1. Throw things away! Yes, even those ticket stubs from your last concert. Ask yourself, “What is the worst thing that could happen if I throw this away?” Most of the time, you can live with your answer, so start filling that wastebasket!

2. If you get heartburn from throwing stuff away, create a “bin of last resort” under your desk. I usually use a Rubbermaid bin to collect the pile. When it fills up, I take the bottom third of the pile and throw it away since I haven’t touched any of the papers in 3-6 months. In addition, if you toss something important in there, it’s easy to find, because it’s in there chronologically.

Happy Tossing!

Sue Shellenbarger from the Wall Street Journal called me a few weeks ago.

She asked me about what key Time Management tools that I might know of. Over a number of phone calls we discussed the basic philosophy of time management, some key tools that my clients use (GTD, Pomodoro, FranklinCovey), and even introduced her to an incredible coach that wrote a book on time management — Keith Rosen.

In the end, Sue hit another one out of the park with this piece. Check it out!

The Pomodoro Technique is my time management tool of choice. For many of us time is an enemy. The anxiety triggered by “the ticking clock” and deadlines to be met leads to ineffective work and study habits and procrastination. The Pomodoro Technique transforms time into a valuable ally.

Francesco Cirillo created the Pomodoro Technique in 1992 after a long search to improve his own study habits. Starting in the late ’90s the technique was embraced by professional teams. It can help us accomplish what we want to do and chart continuous improvement in the way we do it.

How does it work? The basic unit of work in the Pomodoro Technique can be split in five simple steps:
1.    Choose a task to be accomplished
2.    Set the Pomodoro to 25 minutes (the Pomodoro is the timer)
3.    Work on the task until the Pomodoro rings, then put a check on your index card
4.    Take a short break (5 minutes is OK)
5.    Every 4 Pomodoros take a longer break

I find that this tool allows me the chunk-out my work in small bites (1/2 hour blocks) and get the most important things done first. In addition, it’s not like a religion like the other time management tools out there (that are also quite expensive).

Here’s a free book that explains all things Pomodoro. Mangia!

Check out Francesco’s site at http://www.pomodorotechnique.com.

“Every leader should routinely keep a substantial portion of his or her time—I would say as much as 50 percent—unscheduled. … Only when you have substantial ’slop’ in your schedule—unscheduled time—will you have the space to reflect on what you are doing, learn from experience, and recover from your inevitable mistakes. Leaders without such free time end up tackling issues only when there is an immediate or visible problem. Managers’ typical response to my argument about free time is, ‘That’s all well and good, but there are things I have to do.’ Yet we waste so much time in unproductive activity—it takes an enormous effort on the part of the leader to keep free time for the truly important things.” – Dov Frohman

Making time to reflect and think is a critical leadership practice. In its simplest form, reflecting is just thinking about what happened. It’s the process of thinking about and examining what we’ve experienced, how we reacted and what changes we need to make to become more effective.

There are few people who make a conscious effort to learn from their experiences and fewer still learn from their mistakes. This is because reflection is not an automatic process for most people. Most of use make our way through life simply reacting to circumstances. To be effective leaders must make reflection a regular practice.

“Leaders like everyone else, are the sum of all their experiences, but, unlike others, they amount to more than the sum, because they make more of their experiences.” – Warren Bennis, Why Leaders Can’t Lead

A simple way to start the practice of reflection is by asking questions, questions about how we feel, about the results we are getting in our life, and what we can do differently to get different results. For example, find a quite place where you are not going to be disturbed then, take an issue that’s important to you, and ask yourself the following questions:

What happened?
What was I trying to achieve?
What went well and why?
What didn’t go so well and why?
How did it affect me?
How did it affect others?
What were the consequences (positive or negative) for myself and others?
What could be done differently next time?
Would this change improve the consequences?

“Reflection is asking the questions that provoke self-awareness” – Warren Bennis, On Becoming a Leader

As leaders much of our success is dependent on the way we think. Given this, it’s important that we schedule regular time-out to reflect on how we are behaving, how we are thinking about a situation and what adjustments we might need to make to improve our effectiveness. When was the last time you spent reflecting on an issue that is important to you?

It’s quite simple – unfortunately, there are many critics, books, and know-it-all’s out there trying to ‘complexify’ (my word) the basic responsibilities of a CEO or C-Level executive.

It really comes down to three skills:

1. Motivate Your Team
This is the most important skill – everyone goes to work, but it’s how you manage their expectations, keep them focused, and acknowledge them for their efforts that win the game. This is not a one management-style fits all – you need to directly motivate each direct report on your team AND teach them how they can directly motivate the direct reports on their team. By doing this, motivation will be viral and very successful.

Find out what energizes them – HOW? – Ask them. What do they like to work on? What areas challenge them? What areas do they hate working on? – Help them streamline, delegate, and retire those areas.

2. Communicate & Inform
This is the day-to-day stuff and candidly, most executives fail at this skill. Many either forget to communicate/inform or they actually manage by not delivering information – it sounds a little comical – but it’s true. It’s call management by holding back information.

All you have to do is communicate clearly and ensure that the person or team that you’re communicating to not only listens, but they understand your vision, goals, direction or tactics. In addition, you need to inform on a regular basis – keep the team up to date on what’s happening and tell them immediately, not after the fact.

More information and increased communication delivers a happy and healthy team.

3. Help Them Get Rid Of Obstacles
Finally, your job is to help your people recognize, understand, and bypass regular obstacles that get in their way.

But here’s the kicker – you don’t do it for them – have them come with possible solutions to the problem, you both discuss it, and they walk away with a strategy to solve their own problems. That is the only way they grow as an executive and you get back much needed time to focus on more important matters.

That’s it. If you keep to these three rules, you will find that your life as a C-Level executive will be ever so much easier and more fulfilling. Try it!

Over the course of the life of this blog, other authors will approach this different ways. I convinced my supervisor at a wireless telecom company (this was in 2005) to let me become a workshifter for three out of five days a week. It wasn’t easy, but I found several keys that got me the freedom to work out of a coffeeshop, and the flexibility to do more with the two hours a day that shift brought me.

By Chris Brogan at Workshifting.com

Get On the Boss’s Side of the Fence
If you’re going to convince your supervisor to let you workshift, it’s not going to be because they really want you to enjoy an extra cup or two of coffee in the morning. Start the process by identifying what’s in it for the boss. In my case, my commute was over an hour each way, so I told him that giving me a few days to work remotely would add two hours of productivity per day. Showing him the benefit up front gave him a chance to wiggle his eyebrows on what six hours (2 hours x 3 days) would give him each week: practically another working day!

Get Accountability Figured Out Right Away
The biggest shift I encountered in workshifting was that my boss (like many supervisors) was still considering me productive as measured by “hours spent with butt in chair.” Yes, sadly, with all the world has brought us in technological advances, it’s human nature to equate physical presence with productivity.

The truth of the matter was, because of my position, people often sought me out at my desk to discuss technology changes and work-related issues. I pointed out to the boss that we had some fairly tangible deliverables to my work, and that if wasn’t turning things in promptly, it would show pretty quickly, and he could reassess whether I should be a workshifter. He bought this reasoning, and I endeavored to deliver ahead of time as often as I could.

Touch: the Art of Presence Management
When you’re out of the office, silence on your part is always met with frustration and concern. It’s again a matter of human nature. The cure? Connect with your supervisor often through electronic means. Send a brief email every hour or so with some work-related piece of information. If your company is cool enough to use something like Socialcast or Yammer, that would be the very best tool for the “touch” job.

Another point on this: brief emails with very succinct needs listed are better for you (and your boss) than longer emails that bundle things together. It would seem that bundling things is better, but most times, this serves two purposes: it allows you to properly thread pertinent conversations, and it keeps your supervisor abreast of situations. Is this the best? No. Does it ease tensions? Yes, indeedy.

Be Very Available and Flexible
Early on in my workshifting efforts, I found myself suddenly saddled with lots of local chores. Because I was down the street at the local coffeeshop (I prefer to work out of the house, because if I stay home, I play with the kids too much), I’d be tasked with things like picking up prescriptions or all the other various family-related things. This was okay, but it meant that I had to stay very available.

Simple things like answering the phone as often as you can when the boss calls go a long way towards easing relationship tensions and management concerns around workshifting.

Sometimes, the boss might need you to come in on your “away” day. As long as this doesn’t become a habit, I’ve taken the stance that it’s still a job and that onsite is still the primary way of doing business. As a concession, you might ask for a different day that week. That said, be attentive to whether or not your supervisor might be potentially abusing your agreed-upon experience. Tread gently here, but be firm. It may be a sign that things aren’t working out.

Chris Brogan is President of New Marketing Labs, a new media marketing agency, as well as the home of the Inbound Marketing Summit conferences and Inbound Marketing Bootcamp educational events. He works with large and mid-sized companies to improve online business communications like marketing and PR through the use of social software, community platforms, and other emerging web and mobile technologies.

A reader recently asked me, “How do you deal with an incredibly full inbox that makes you feel like a jerk?”

By David Silverman at HBR

I’m happy the question asks, “how do you deal.” An inbox is as personal a space as an underwear drawer — we all have one and are all embarrassed by both its organization and contents. Thus to tell someone how to manage their inbox could be perceived as an intrusion into their undergarments.

And that would be inappropriate.

What is appropriate to share is my own principles of inbox management:

1. No scrolling. The inbox is my task list. I can fit about 20 emails in the message viewer in Apple Mail, which means 20 tasks. Any more than that and I feel like I’m losing control. Nothing spurs me to action like the need to get rid of the scroll bars.

2. Read, take action, and delete or save. Small task or big one, if it’s in the inbox, I do it. If not, it doesn’t exist (as my wife can tell you about any time we make vacation plans).

3. If it’s a task for someone else, file it. I find it hard enough to keep track of my own to-dos. Keeping tabs on other people’s through emails in my inbox would triple the number of messages and lead me down the road of micromanagement via the dreaded forwarded email that begins with, “Hey, have you had a chance to look at this yet?”

4. One email per topic. If there’s a chain of email on a topic, only the most recent gets to sit in my inbox. Everything else is filed.

5. Save everything that isn’t pure junk. Which email is important and which is not? It can be hard to tell. The email with a dancing banana? Probably safe to toss. But will I need an email with the details of my cat’s last tooth cleaning? Possibly. And with gigabytes of storage on my hard drive, as easy to save as not.

6. Have very few file folders. Almost everything saved goes into a folder called “saved.” With too many folders, the time it takes me to sort and organize emails is prohibitive — and it often requires just as much time on the other end to locate the message I want. Instead, I rely on my email’s search feature. (Just now, it was easy to uncover from my “sent mail” folder the information that veterinary dental work costs a terrifying $450 per feline.)

7. Daily scrubbing. I brush my teeth twice a day. And every day, I run through every email in my inbox to see if I can get rid of it.

8. Nothing older than a month. I’ll let something molder in the inbox for a up to a month if I’m not sure what to do with it — or if it’s something I’d like to do but never seem to get to. But after a month, it’s clear I’ve got to do it or delete it.

What are your tips for email management? Do you disagree vehemently with any of mine?

David Silverman is the author of Typo: The Last American Typesetter or How I Made and Lost 4 Million Dollars (Soft Skull Press, 2007). He has worked at brand-new start-ups, Fortune 500 companies, and a few places in between. A business writing teacher, he grapples with the way we use words at work—to make it easier for the rest of us. If you have questions about how to manage a problem at work related to communication, please contact David at dsilverman@harvardbusiness.org.

“Hey, you got a minute?” That’s a question – not a demand. Don’t get angry with the interrupter if you answered, “Sure!” to their question. General rule: If you cannot eliminate the interruption, make the interruption as short as possible.

1. Meet them at the door. When people arrive to interrupt, meet them at the door and talk outside of your office. Letting them in may add minutes to the interruption.

2. Stand Up! When someone shows up unannounced, keep standing until you decide if you want the conversation to continue. Standing is not comfortable for most people and the length of most interruptions is in direct proportion to the comfort level of the interrupter.

3. You’re the Timekeeper. Signal the end of the time allotted by politely saying, “One more thing before you go.” Be respectful but  take control. Remember that this is your office and you’re responsible for the time here.

4. Get rid of extra chairs in your office. You can always pull one from somewhere else if you need it.

5. Positioning. Arrange your office so that your desk doesn’t face the door. People are less likely to interrupt if they can’t see your face.

Henry Ford was always dropping into the offices of his company’s executives. When asked why he didn’t have them come to him, he replied, “Well, I’ll tell you. I’ve found that I can leave the other fellow’s office a lot quicker than I can get him to leave mine.”