The High Performance Workplace slideshow

Presented by
Steuart Snooks
Solutions for Success
Mobile: 0413 830 772
www.emailtiger.com.au
The High
Performance
Workplace

Keys for a High Performance Workplace
and improved productivity;
Overload
Interruptions
Commitments
Energy
Priorities

1:
2:
3:
The Three Phases of Work

Managing
Information
Overload
Solutions for Success 2013 www.emailtiger.com.au

Times have changed . . .
quickly

The Pace of Information Overload

“What information consumes is rather
obvious: it consumes the attention of
its recipients.
Hence, a wealth of information
creates a poverty of attention and a
need to allocate that attention
efficiently among the overabundance
of information sources that might
consume it.”
Herbert Simon, Recipient of Nobel Memorial Prize in Economics
and the A.M. Turing Award, the “Nobel Prize of Computer Science”

The 7 Critical Impacts of Email &
Information Overload?
1: Interruptions
2: Loss of focus
3: Multi-tasking
4: Poor decision-making
5: Lack of ‘think’ time
6: Organisational dysfunction
7: Mental health & well-being
8: Quality of life

www.emailtiger.com.au/special-report

E-mail Productivity Audit
ResultsSurvey Question
Benchmark
Average
TEC
Groups
How many e-mails do you receive on average each day? 37 50
How many e-mails do you send (new messages and replies) on average each day 26 32
What ratio or percentage of e-mail do you receive internally (i.e. from colleagues)
compared to e-mail from external sources?
67% 46%
What percentage of received e-mails require an action from you (as opposed to
simply being read or filed)?
59% 49%
What percentage of incoming e-mail is NOT directly related to your workplace role
and tasks (i.e.: you receive them as are ‘cc’ or ‘bcc)’?
24% 28%
What percentage of the e-mails you receive are immediately clear to you on the
meaning of their message?
72% 61%
What percentage of e-mails you receive have a message which would be better
handled by face-to-face contact or a phone call?
28% 31%
How many e-mails are left in your In-box right now? 1003 2,492
How much time do you spend processing e-mail each day? 2.41 hrs 2.53 hrs
How much is this time worth on an annual basis (per person)? $ 25,181 $ 47,671
How often during the day do you check your Inbox?
1. Most of the time 4. At several planned times
2. Whenever they arrive 5. At 1 or 2 planned times
3. Randomly throughout day 6. Infrequently
2.35 2.55

E-mail Productivity Audit
ResultsSurvey Question
Benchmark
Average
TEC
Groups
How many e-mails do you receive on average each day? 37 50
How many e-mails do you send (new messages and replies) on average each day 26 32
What ratio or percentage of e-mail do you receive internally (i.e. from colleagues)
compared to e-mail from external sources?
67% 46%
What percentage of received e-mails require an action from you (as opposed to
simply being read or filed)?
59% 49%
What percentage of incoming e-mail is NOT directly related to your workplace role
and tasks (i.e.: you receive them as are ‘cc’ or ‘bcc)’?
24% 28%
What percentage of the e-mails you receive are immediately clear to you on the
meaning of their message?
72% 61%
What percentage of e-mails you receive have a message which would be better
handled by face-to-face contact or a phone call?
28% 31%
How many e-mails are left in your In-box right now? 1003 2,492
How much time do you spend processing e-mail each day? 2.41 hrs 2.53 hrs
How much is this time worth on an annual basis (per person)? $ 25,181 $ 47,671
How often during the day do you check your Inbox?
1. Most of the time 4. At several planned times
2. Whenever they arrive 5. At 1 or 2 planned times
3. Randomly throughout day 6. Infrequently
2.35 2.55
DANGER!!!
Volume =
overload
Frequency =
interruptions
Cost =
$$$ & time

 What productivity tools do you
and your people use in the
workplace?
 How much training have your
people had in using these tools?
 MS Excel
 MS Word
 MS Powerpoint
 MS Outlook

“White collar workers
waste 40% of their day
not because they are not smart
but because they were never
taught the organising skills to
function in the modern
workplace!”
Wall Street Journal 2005

3 Keys to
Mastering Email
Information Overload
Steuart Snooks
www.emailtiger
EmailStrategist
3: Increase
speed
2: Reduce
volume
1: Decrease
frequency
. com . au
© Solutions for Success 2014
See our website for more ideas on mastering
email at www.emailtiger.com.au
Managing
Overload

3 Keys to
Mastering Email
Information Overload
Schedule times to check email
(rather than react as they arrive)
Turn off all email alerts
Manage expectations
Use rules to automate
processes
Clarify expectations and
parameters with others
Choose to be
‘selectively ignorant’
Handle each email only
once, using the 4D method
File email quickly
Communicate with
CLARITY
Steuart Snooks
www.emailtiger
EmailStrategist
3: Increase
speed
2: Reduce
volume
1: Decrease
frequency
. com . au
© Solutions for Success 2014
See our website for more ideas on mastering
email at www.emailtiger.com.au
Managing
Overload

Change Outlook default settings
By making the calendar view your default, instead of your In-box, you will start the day
with a broader perspective of your workload and priorities for the day. The In-box need
only be accessed at a time of your choosing and when you actually intend to process
each message.
Outlook 2010

7 Reasons Why You Should NOT Check Email
First Thing in the Morning?
1: The inbox is NOT your to-do list
2: Starting with email makes you REactive rather than PROactive
3: Ignorance is bliss!
4: Avoids short-term gratification to achieve longer term results
5: Checking e-mail is an excuse for a lack of priorities
6: Your morning energy and alertness should be directed to
higher priorities
7: Controls unmanaged and unspoken expectations

Managing
Interruptions

As a result of constant
interruptions, do you find
that you start to multi-task?
Do you often have 2 or 3
files open on your desk?
Does your computer often
have 4 or 5 windows (or
more) open at once?
Multi-tasking

Multi-tasking

 Numerous interruptions
 Broken focus
 Limited results
Results
Time
The Myth of Multi-tasking

Different space for
different types of work

The Paradox of Choice

KEEP THE INBOX
EMPTY
Handle each message only
ONCE1:
2:
3:
4:
DITCH / DELETE
DEAL
DELEGATE
DECIDE
• WHERE - File (Done / Move to Folder / File along
with)
• WHEN - Convert to a Task or Calendar item
• WAIT - Add to Watch List (pending reply)

7 Ways to Write More Effective E-
mail
1: Think first – is e-mail the best way for this message/person
2: Communicating in the Age of Speed
3: What is Your Desired Outcome?
4: How to Write Better Subject Lines
5: Automate Your Follow up
6: Why the Inverted Pyramid Structure works best
7: Why You Should Write an E-mail Backwards

To
To
FOCUS on your desired outcome

To
To
cc
cc
FOCUS on your desired outcome

Media richness framework
(based on a theory by Daft & Lengel)
Twitter,Fb, IM,Text
Email
Voicemail
Timeneedtocommunicate
Degree/depthof
understanding
Greater context or richness
Asynchronous
Synchronous
Digital
Auditory
Visual
Phone call
Meeting (face-to-face)Video conference

7 Reasons Why You Should NOT
Use E-mail for Urgent Messages
1. Lack of background detail, richness and context
2. E-mail can be easily misunderstood
3. It can actually take LONGER to fully communicate your message
4. The synchronicity of e-mail as a sender
5. The synchronicity of e-mail as a receiver
6. It’s the wrong ‘mode’ for urgent communication
7. Limits your control of e-mail

Schedule times to
check email
Turn off all
email alerts
Manage
expectations
Document links
not attachments
Reduce your
mailbox size
Clarify expectations
& parameters
Automate with
rules
Use the 4D
methodology
When
What
Where
The www of
Mastering
Email
Overload

Managing
Commitments

If the next action on anything can be
completed, where you are now, in
two minutes or less, do it right then
(if you’re ever going to do it at all).
If you’re never going to do it,
then delete it . . . right now!.
The 2 Minute Rule

Managing
Priorities

Triage models
START model of Triage separates the injured into four
groups:
• The injured who can be helped by immediate transport
• The injured whose transport can be delayed
• Those with minor injuries, who need help less urgently
• The expectant who are beyond help
Japan
The triage system uses categories in colour codes:
Category I: Used for viable victims with potentially
life threatening conditions.
Category II: Used for victims with non-life threatening
injuries, but who urgently require treatment.
Category III: Used for victims with minor injuries that
do not require ambulance transport.
Category 0: Used for victims who are dead, or
whose injuries make survival unlikely.
Finland
Triage at an accident scene isperformed by a paramedic or anemergency physician, using thefour-level scale of•Cannot wait
•Has to wait
•Can wait
•LostIsrael
A simplified description of the S.T.A.R.T. is taught in the
Israeli army to non-medical personnel: the injured who are
lying on the ground silently should be prepared for immediate
transportation; injured lying on the ground but screaming are
injured whose transportation can be delayed; and the
walking wounded need help less urgently
United States military
•Immediate: The casualty requires
immediate medical attention and will not
survive if not seen soon.
•Delayed: The casualty requires medical
attention within 6 hours.
•Minimal: "Walking wounded," the
casualty requires medical attention when
all higher priority patients have been
evacuated.
•Expectant: The casualty is expected not
to reach higher medical support alive
without compromising the treatment of
higher priority patients.

Urgent
Important
Priority Matrix
A
D C
B

Urgent
Important
Priority Matrix

Effort
Impact
Action
Priority
Matrix
Thankless
tasks
Quick
wins
Major
Projects
Fill in
activities

1: _____________________________ 2: _____________________________ 3: _____________________________
Admin stuff (the other 5%)4: _____________________________ 5: _____________________________
5 Areas of Focus

Managing
Energy

You have limited resources of;
Managing Your Energy

Low
High
Energy/AlertnessLevel
10
9
8
7
6
5
4
3
2
1
6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10
Time of the Dayam pm
Peak Energy Time Chart

What is the
most productive
time of your day?

What is the
least productive
time of your
work day?

Peak Time Down Time
Tasks & Activities Tasks & Activities
∙ ∙
∙ ∙
∙ ∙
∙ ∙
∙ ∙
∙ ∙
Times when you should and
should NOT perform certain
tasks and activities

Discussion Point
How could you change the
structure of your day to
harness your peak energy
times?

S Strategic
R Reserve
T Time
Communications or . . .
interruptions?
Notes:
__________________
__________________
__________________
__________________
__________________
__________________
__________________
Also known as
GAM time
ie: ‘got a minute’?

Stay in touch and up-to-date
Steuart G. Snooks
Email Strategist & Expert
Conference presentations
E-mail audits/surveys
Consulting & advice
Keynote speaking
Research papers
Workshops
Blog posts
Audio CDs
Webinars
Seminars
Coaching
E-books
Articles
Ideas
Tips
Steuart Snooks
Solutions for Success
Mobile: 0413 830 772
steuart@solutions4success.com.au

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