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Don’t just be efficient, be effective, part three of The Number One Time Management Technique

29 June, 2011 By grhilligoss@gmail.com Leave a Comment

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Article by Gayle Hilligoss

Ed note: I have been greatly challenged from this series of articles and on my list for today is "Publish Part Three of Time Management Article." I almost hate to end this series of tips, but I must finish my checklist!  Links to the first two parts of this series are at the end of the article:

To recap some of the invaluable Time Management Techniques in the two earlier parts of this series, Gayle Hilligoss has advised us to:

• In the afternoon, make your list for the next day.

• Include both long and short-term goals.

• Include thinking and planning time.

• Break large jobs into small ones.

• Allow for lunch and break times.

• Keep your list visible.

• Give each item on the list a priority.


Now for Part 3:

• Group similar tasks.

Studies show that doing like tasks together may cut the time required by as much as 30 percent. As you schedule your day try to arrange some blocks of time. Your goal is to move from scattered to scheduled, from random to routine.

When tasks or appointments can be scheduled at your discretion, choose timing most convenient to you. If your office generally has a least busy time of day, schedule work that demands high concentration then.

As you plan when to do things, consider what they will demand of you. Use your high energy times to do your most difficult work. Be flexible in your habits. Perhaps you’ve always done a certain routine job in the morning, your high energy time. Would it be more effective to reschedule that “not so challenging” job at a low energy time?

• Understand the Pareto Principle.

Vilfredo Pareto was a nineteenth century Italian economist. Studying the distribution of his country’s resources, he determined that 80 percent of the wealth was held by 20 percent of the people.

Researchers have discovered Pareto’s 80/20 rule applies in countless circumstances. For instance, 80 percent of your church’s offerings are likely given by 20 percent of the membership, 80 percent of the leadership provided by 20 percent of the people. And, probably 80 percent of your problems are generated by 20 percent of the congregation.

On your to-do list, 80 percent of your productivity is in the 20 percent of your list designated as As. If you do only the As, the most important 20 percent of your list, you will have accomplished 80 percent of your productivity. But, if you work from the bottom of the list and do eight things, all the Bs and Cs, you do 80 percent of your list but accomplish only 20 percent of your productivity. The 80/20 rule graphically illustrates why it is so important to stick to your priorities.

Efficiency is doing the job right. Effectiveness is doing the right job right. Your goal is to be effective, not just efficient. Keep those As crossing your desk until all are completed. The temptation to do Bs and Cs first is understandable. Usually these tasks are easier or take less time, and everybody likes to check things off. If you need help sticking to priorities, write your As on one list and your Bs and Cs on a second sheet underneath. Raising the sheet is a reminder that you’re straying from your priorities.

Work on one project at a time, seeing it through before moving on to the next. Obviously, this is not always possible. But often we interrupt ourselves. Make sure your only interruptions are the ones over which you have no control.

• Finally, keep your lists as a reference.

File your weekly to-do lists with the most current week to the front. This creates an accurate record of work done, calls made, materials ordered—any information you want may need to refer to later.

Using these steps allows you to tap into the number one time management technique effectively. The guarantee is not that you get every task on you list done, but that the most important tasks are accomplished.

Rather than fret about the unchecked tasks, as you leave the office thank God for all you did get done. Congratulate yourself for your accomplishments and keep your undone tasks on tomorrow’s to-do list where you’ve parked them. Leaving the office feeling good about the day prepares your spirit to face tomorrow with enthusiasm.

__________________________________

Link to Part One of this Article

Link to Part Two of this Article

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Filed Under: Church Office Skills, Columnist Gayle Hilligoss Tagged With: church office skills, Columnist Gayle Hilligoss, time management

The number one time management technique and how to use it, part two

22 June, 2011 By grhilligoss@gmail.com Leave a Comment

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Article by Gayle Hilligoss

Ed. note: In Part One we learned the valuable skill of making lists, in this part you'll learn how to use your list effectively.

• Break large jobs into small ones.

No matter how overwhelming the job, it will be done more effectively when it is reduced to a series of small tasks. Whether the job is producing a directory or writing a policies and procedures manual, spend time with pencil and paper identifying each step of the process. Then, working backward from the time the project must be completed, put the tasks on your list giving each a deadline. Seeing that the whole job doesn’t need to be done in a day, or even a week, keeps things in their proper perspective.

• Allow for lunch and break times.

When you are really busy it is easy to believe working through lunch and not taking breaks will catch you up. Actually, it may get you further behind. Researchers have determined that workers taking a 15 minute break in the morning and a 15 minute break in the afternoon are consistently more productive than those working that extra 30 minutes. Other studies confirm the benefits of a relaxing lunch hour. Fatigued, hungry people just don’t produce very good work. Mistakes are made that must be corrected later, often taking more time than doing it right in the first place.

A good practice is, “When you work, work; when you break, break.” If you compromise by working while having lunch or a snack at your desk, you produce mediocre work and lose all the recuperative benefits of a real break as well.

If you are consistently expected to do more than can reasonably be done, take the initiative in seeking a solution. The tendency is to expect the minister or a committee to recognize the problem and take action. Realistically, the person who suffers from a problem is usually the one who must solve it. As important as your job is, you are more important. Be responsible for taking care of yourself.

If you find yourself spinning your wheels, shuffling papers, or being unable to concentrate, give yourself a change of scenery. Leave the office for a short walk if you can, even it it’s just down the hall. Or slip into the sanctuary for a few quiet minutes. A short break makes a world of difference. When you plan your day, allow for your important “time outs.”

• Keep your list visible.

Your list is a map for your day. Sometimes side trips will be added to the agenda, but your list will get you back on the main road. Having your list in plain sight lets you and others see at a glance if your schedule can accommodate additional tasks. Seeing your agenda makes your supervisors more aware of demands on your time and enables them to evaluate your contributions realistically.

A short stand-up meeting each morning allows you and your minister to compare and verify priorities. Work ahead when things are going your way so those inevitable emergencies won’t find you playing catch-up. Be sure to add to your list things you do that were not on your original schedule. As long as your list is out where others will see it, omit any personal or sensitive information, unless it’s in your own private shorthand.

• Give each item on the list a priority.

Find out when each task is needed before listing it. Never assume a task is an A just because it comes from your executive. Ask. As soon as the list is made, ask yourself, “What can I delegate?” Mark those things D and note names. Delegating is an effective way to check things off your list without doing them yourself. Understand, delegating is not shirking your work. This important management skill frees time for work needing your personal attention and at the same time allows others to develop their skills.

Next, identify on your list the most important two things you must do yourself. These are your A1s. A good rule of thumb is not to have more than ten items on your list and only two A1s. Obviously, there will be days... But do try for those ratios.

Designate as As any other items that you must attend to, ideally no more than two. Use a highlighter to emphasize these high priority tasks. Next, mark as Bs the shoulds on your list. These are important tasks, but not musts. The remaining tasks are Cs, things you would like to do if all goes well, but low priorities. Just on Mondays I make a list of CZs, low priority jobs that I can do with any loose change time during the week.

Give each job a deadline, such as: do before 10 A.M. or a time frame, such as spend 40 minutes on this. This important step keeps you from scheduling too many hours of your day and from spending more time on a task than its priority dictates. Parkinson’s Law, “Work expands to fill the time available,” has never been repealed. If a time limit is not set externally, set a self-imposed deadline to keep yourself moving along. Multiply your estimated time need for the job by 1.25, giving yourself an extra 15 minutes for every hour you think you will need. I don’t know whose law it is, but things always take longer than you think they will.

______________________

Link to Part One of this article.

Link to Part Three of this article

 

 

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Filed Under: Church Office Skills, Columnist Gayle Hilligoss Tagged With: Columnist Gayle Hilligoss, time management, time management at church

When you are the supervisor

9 June, 2011 By grhilligoss@gmail.com Leave a Comment

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Article by Gayle Hilligoss

Ed. note: As if a supervisory position was not difficult enough, Jesus reminds us that becoming a leader in the church means becoming servant of all. This wise article by Gayle Hilligoss provides great advice that will help you not only do a good job, should you need to step into that position, but do it in a way that will be pleasing to the leaders of your church and to our Lord.

Church office professionals often must step into the role of supervisor or project manager. Sometimes there is very little—if any—notice before the opportunity arises. Be prepared. Whether your task is to guide volunteers, interns, or paid staff, build on your administrative expertise to develop your leadership skill set.

• Pinpoint your goals.

Exactly what are you to achieve in your supervisory position? What is it your team is to accomplish?

• Communicate those goals.

Through team and individual meetings firm up these goals with your team. Allow for their input, but keep the goals specific.

• Appreciate each person’s individuality.

Get to know your people; understand the differences in their personalities and abilities. People are more productive and more enthusiastic about their work when they know their supervisor cares about them as individuals.

• Give clear instructions.

If it is important a job be done a certain way, be sure to give specific how-to. Supervisors make a mistake in assuming workers can read minds or that people will be offended by being told what is expected. For some projects it can be helpful to have each team member write her own brief job description. During a group discussion make any revisions necessary.

• Get team members started.

Obviously, how the process works depends on the type of project. Generally, you will demonstrate what you want done, allow the team member to take over the task, and then check back to see how things are going and if there are questions.

• Trust. But, verify.

Once workers are doing their tasks, respect their ability to perform well. Let them know you believe in them. Make sure they know they can come to you with any questions. Schedule regular checkup times to be sure all is going according to plan.

• Really listen.

Get input from others on decisions affecting them. As the project progresses encourage them to give feedback on projects and to give suggestions on how things could be done.

• Be a role model.

The effective supervisor sets a good example and has credibility. One cannot expect workers to perform with excellence if the supervisor lacks personal commitment. If you handle your time well, are pleasant, and produce quality work, it is likely your team will emulate your style.

• Be supportive.

Workers deserve the support of their supervisor. Look out for the interests of your subordinates. Do your best to see they have the time and equipment they need to do the job expected.

• Utilize resources.

Ours is an information society. Keep yourself on the cutting edge with online services, webinars, on-site seminars, and professional affiliations. Provide printed materials and online resources for those you supervise. Stretch! You can make this project a great learning experience for the team members and for yourself.

• Fill people in on the big picture.

When workers know how their part of the job fits in with the total goal they better understand the importance of their contribution.

• Be objective in dealing with others.

Supervisors must be willing to risk personal popularity to get the job done. Sometimes the task you need to delegate is not a pleasant one, but is a necessary step in reaching the goal. Resist the tendency to believe you must do these kinds of jobs yourself. Your time is best spent on things that cannot be delegated.

• Accept responsibility for your own mistakes.

Even supervisors make an occasional mistake. Stay honest; own up to yours.

• Compliment the worker on a job well done.

Be sincere in showing your appreciation both privately and publicly. Give credit to others for their contributions. If criticism is necessary, do it privately and constructively—and only after you have tried other methods to bring about the changes you want.

• Lighten up.

Take your job seriously, but not yourself. Be the kind of supervisor you would like to work for. Be careful never to get carried away with your own importance. Those who throw their weight around make poor leaders.

You can do this. You can perform with excellence when you are the supervisor.

 

 

 

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Be a better listener, part three Ten techniques you can use now

9 May, 2011 By grhilligoss@gmail.com Leave a Comment

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Article by Gayle Hilligoss

Ed. note: There is so much in this article that would make all of our relationships much more loving and pleasing to our Lord because if we don't take the time to really listen to someone, how do we know if we are meeting their real needs or concerns? Read and pray for the patience to practice the suggestions.

 

In 1979 the Sperry Corporation became interested in listening when looking for an advertising campaign theme. During their research Sperry discovered their employees believed the company’s distinguishing trait was its willingness to listen. Before starting a campaign based on this theme, Sperry wanted to make sure they really were good listeners.

Incidentally, isn’t that a good idea? Have you ever visited a church whose motto is something like “The Friendliest Church in Town” and not received even one friendly greeting? Mottos do need to be authentic.

Wisely, Sperry sought out Dr. Lyman Steil, a former faculty member of the speech communication division of the University of Minnesota. Dr. Steil’s findings sparked new interest in this vital communication skill and provided some solid listening guidelines that hold true even today.

Here are ten techniques based on his research that you can begin to use right away to double and even triple the effectiveness of your listening.

• Identify the speaker’s purpose. What is he trying to communicate? What is being said you can use? How does the message relate to what you already know?

You know the speaker’s purpose before some meetings or seminars. Get in the flow by doing preliminary research. For instance, before a calendar planning meeting go over agendas, note upcoming projects, and be ready to process new information.

Unless you focus on the purpose of the message you may miss the point altogether.

More than 15,000 people heard Abraham Lincoln deliver the Gettysburg Address. Most didn’t even applaud. Because they missed Lincoln’s purpose, they didn’t realize they had heard one of the great speeches of all time. The speaker wasn’t at fault, but the listeners.

• Listen for ideas as well as facts. “I’m feeling discouraged about our young people” may mean far more than that. Perhaps the speaker is unhappy with the youth minister; perhaps she is concerned with the amount of money budgeted for youth work; perhaps she is having difficulty with her own youngster.

The person who comes in to share a problem seldom starts the conversation with the real problem. Never make assumptions; listen between the lines.

• Note key words and ideas to review later. Messages and instructions are more likely to be handled correctly when you write them down as received. Practice making concise notes. If you try to write every word, you will miss much of what is being said.

• Tune out distractions. A ringing phone, an uncomfortable chair, a chilly room—all can distract you from listening. Or you may be too rushed, hungry, preoccupied, emotional, or ill to feel like being a listener. Overcome distractions by focusing your total concentration on the speaker.

• Make eye contact. Looking at someone indicates your interest. Whether you agree comes later, but do pay visual attention to the speaker. What the eyes say constitutes a significant part of the message.

On the phone see the speaker in your mind’s eye. Visualization makes the conversation more personal and helps fix your attention.

• Be responsive. Your main role as a listener is to be attentive and to make it easy for the person speaking to you to get his message across.

Be careful not to close the door on those who need a listening ear. Never discount people’s feelings with stock phrases or simplistic advice such as, “Oh, it can’t be that terrible,” or, “Just relax. You’ll feel better tomorrow.”

In his book People Skills, Robert Bolton suggests what he calls door openers to initiate conversations with those who you feel may want to talk with you:

First, a description of the other person’s body language: “You’re looking a little down today.”

Second, an invitation to talk: “Want to talk about it?”

Third, silence. Give the person a reasonable amount of time to decide if to talk and what to say.

And fourth, attending. Eye contact and a posture of involvement demonstrates your interest and concern.

All four parts are not necessarily present in every door opener. Sometimes a simple, “Let’s hear about it” is sufficient. To draw someone out, ask questions that cannot be answered with just a yes or no. But never be pushy; open the door but don’t barge in.

Be careful not to nod your head at something you don’t understand. Ask the speaker to explain, or say, “Tell me more about that.” When you hear unpopular ideas or feel criticized it can be hard to be responsive, but even if you don’t agree with the speaker you can establish rapport. Ask questions and search for points of agreement. If you listen only to those with whom you agree, you never grow.

• Use your thought time wisely. I speak at the speed of approximately 175 words a minute—but you listen four times faster! To be an active listener, direct your thought time to the topic at hand. Recall what you already know. Summarize how each new point builds on what has gone before. In dialogues you might rephrase the information by saying, “What I’m hearing is...” or “Let me be sure I understand.”

In a private conversation, resist using thought time to formulate advice. In The Miracle of Dialogue Reuel Howe writes, “The purpose of communication is not to give our answers to people’s questions. When we’ve been asked, ‘What would you do if you were in my place?’ we often comment later, ‘I didn’t know what to tell him.’ Implicit in that response is the assumption that we should have known and told the inquirer what he should do.”

Howe goes on to explain that the responsibility of the listener is simply to listen, not to take on the problems of others. In fact, we should not rob others of the joy of acquiring their own insight and answers. He writes, “There is no reason at all why we should provide people with answers to their questions, although the temptation to do so is great. The giving of answers to problems is a thankless task. If the answer given turns out to be wrong, they will resent both the answer and the one who gives it; and if it turns out to be right, they may also be resentful because they did not think of it.”

The best solution is to provide essential information when you can, but to allow others to formulate their own answers.

• Avoid being judgmental, critical, or argumentative. Give people a fair opportunity to be heard even if you don’t like how they look or how they sound, even if you do not appreciate their attitude or personality or point of view.

Obviously you will evaluate what you hear and see; being willing to listen does not mean you aren’t entitled to your own convictions. But give people the benefit of the doubt. Look for points of agreement, not for points with which to take issue.

Accept comments in the context of the full message, rather than zeroing in on a red flag issue and finding fault. There are few statements that absolutely could not be argued if one wants to pick them apart.

Generally the person speaking counts on your good judgment and trusts you will withhold rebuttal until you have heard the full story. Be sure not to tune out because you think you already know what is going to be said. The ancient Greeks taught that it is impossible for a person to learn what he thinks he already knows.

• Watch for non-verbals. Listen with your eyes as well as ears; communication is far more than words. Be aware that people cannot not communicate; their very appearance sends messages.

Words spoken comprise only about 7 percent of communication. Thirty-eight percent of the message comes from tone of voice, pitch, volume, rate of speech, and mannerisms like nervous laughter or clearing the throat. Over half of the message—55 percent—is non-verbal: appearance, posture, eye movement, gestures, and facial expression.

The eighty muscles of the face are capable of making more than 7000 expressions. When there is conflict between words and facial expression, the non-verbal message is far more likely to be accurate. As you listen, observe.

• Fix the flaws and practice. To become proficient in any skill, discover the better way and repeat it often. Regularly listen to difficult or unfamiliar material that challenges your mental capacities. Sharpen your listening talent with tests and exercises.

This simple experiment demonstrates how, depending on how the words are spoken, can have widely different meanings. Choose a sentence and repeat it several times, each time putting the emphasis on a different word. For example, use the sentence, “I didn’t say she took the money” and see how many shades of meaning you can project. Practicing will help you hear the subtle distinctions in the voices of others.

Listening is a skill much like others we acquire; there is always room to grow better. Work on your listening skills at work, at home, at church, and in social situations. You will notice a positive difference in the way you listen to others and in how they listen and respond to you. Practice makes perfect!

_____________________

Series of the Three Articles on Be a Better Listener by Gayle Hilligoss

Click on any of the links to go to the article:
Be a better listener, part one: Mastering the Most Overlooked Communication Skill by Gayle Hilligoss

Be a better listener, part two: AIM, the three significant aspects of listening by Gayle Hilligoss

Be a better listener, part three: Ten techniques you can start to use now by Gayle Hilligoss

 

 

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Filed Under: Church Office Skills, Columnist Gayle Hilligoss Tagged With: church communication, church office skills, Columnist Gayle Hilligoss, listening

Be a better listener, part two: AIM, the three significant aspects of listening

1 May, 2011 By grhilligoss@gmail.com Leave a Comment

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Article by Gayle Hilligoss

Ed. Note: Last week we featured Part One of this series on Listening, where we learned in part, how to be an active listener. This week Gayle provides specific advice that will help you become a better listener. As I read through her words, I thought about what a wonderful world it would be if we all followed this advice.

Professional Secretaries International (now International Association of Administrative Associates) taught seminar attendees a technique using the acronym AIM to create a positive attitude for listening. AIM represents three significant aspects of listening: attention, interest, and motivation.

AIM: attention, interest, motivation

A = Bring yourself to attention. Poor listeners fake paying attention while their minds wander. The active listener consciously works to resist distractions and concentrate on the message.

I = Focus your interest. Poor listeners decide after a few words that the conversation holds no interest for them so they stop any effort to pay attention. The active listener seeks to find useful information regardless of how dull the subject or how unskilled the speaker.

M = Identify your motivation. How well you listen depends on how motivated you are. Here are some good reasons for improving your listening skills.

• Listening allows you to learn. Receiving information is difficult when you do all the talking. When you listen you can learn about the subject being discussed (as well as learn about the speaker).

• Listening allows you to make better decisions. Life doesn’t give us enough time to make every mistake ourselves. Listening allows you to learn from the mistakes and victories of others, and helps develop better judgment.

• Listening helps solve mutual problems and resolves disagreements. You cannot agree or disagree intelligently with the other person until you know his point of view. Once you listen to the problem as he sees it, and he listens to the problem as you see it, you can cooperatively seek some solutions.

• Listening may solve problems for the other person. Giving someone an opportunity to talk may clarify the situation and provide the necessary emotional release.

• Listening can reduce tension. Allowing others to express their viewpoints may help clear the air of tension or hostility. As a result of your conscious aim to listen there will be fewer misunderstandings; grievances can be resolved before they get out of hand.

• Listening leads to cooperation from others. When a person feels you are really interested in her and her opinions, she is likely to respect you and the church you represent. People respond positively and cooperate more often when they know we care about them.

• Listening helps you sell your ideas. You have an idea for rearranging and redecorating your office. How do you sell your idea? Try asking the person you need on your side, “What would it take to make our office more attractive?” Then listen and follow through on the suggestions.

• Listening can save you trouble. If you talk before you really listen, you may make a decision or offer criticism you later regret. You may commit to action you cannot or will not want to carry out. If you feel pressured to give an opinion, listen carefully and evaluate before responding.

• Listening gives you confidence. When you follow the conversation carefully, you can be confident what you say is relevant. When you understand the other person’s point of view you can be confident of stating your rebuttal. You may spot loopholes in the other person’s logic and gain assurance in your own viewpoint. When you gain a reputation as a good listener, others give more weight to your report of a conversation.

• Listening increases your enjoyment of life. As an active listener, you gain more from all you hear. Conversations, meetings, music, entertainment all bring you more enjoyment and understanding. You are more tuned in to your world than ever before.

-----------------------

Series of the Three Articles on Be a Better Listener by Gayle Hilligoss

Click on any of the links to go to the article:
Be a better listener, part one: Mastering the Most Overlooked Communication Skill by Gayle Hilligoss

Be a better listener, part two: AIM, the three significant aspects of listening by Gayle Hilligoss

Be a better listener, part three: Ten techniques you can start to use now by Gayle Hilligoss

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