Multi-tasking: Help or Hindrance?

Multi-tasking is defined by Wikipedia as “the ability of a person to perform more than one task at the same time”. Initially, this sounds like a skill we would all like to excel in but does it really serve us well?

We all know how important listening skills are. We’re reminded to remain attentive, paraphrase what we’ve heard, not to interrupt, and look for underlying messages. How effective a listener are we when we’re doing more than one task at a time?

We also strive to deliver quality; multi-tasking can impact both.

To do two things at once is to do neither.
–Roman philosopher Publilius Syrus, 100 B.C.

Multi-tasking: Help or Hindrance?

Studies show that when we multi-task, instead of saving time, we’re more than likely wasting time. This is due to the need to “switch gears” which is linked to a higher error rate and insufficient attention to detail.

Not only is multi-tasking linked to a higher likelihood of errors, but it also affects how happy we feel. We may think we’re getting more done, but our level of stress actually increases and our satisfaction levels are reduced.

Many of us suffer from information overload and have the need to do “more” at a quicker pace, but the key to being truly productive is to stay focused on the task at hand and remember that our true priorities are those linked with achieving our goals.

What Studies Have Shown and What May Help You Decide

Multi-tasking has been criticized as a hindrance to completing tasks and feeling happy.

We’re stressing people out with multi tasking demands; over time it will cause further decline in our health and performance. If we keep it up, the brain gets confused and looks for default mechanisms. It becomes hard to focus; we take shortcuts.
–Jordan Grafman, National Institute of Neurological Disorders and Stroke in Maryland

You may think you excel at multi-tasking, but here are some questions to consider:

  • Do you feel anxious when doing it?
  • Have you ever forgotten to include a necessary attachment or link in an email?
  • Have you been asked questions when on calls or in meetings and had to be asked a second time?

Some simple tasks can be done simultaneously. The key is to determine when you must remain focused, versus knowing when short-cuts will have favorable results!

3 Needs of High Performers

Defining a High Performer

How would you define a high performer? What skills/talents would they possess?

And, from a differing perspective, has your definition of a high performer and the required skill-set changed from a few years ago?

If you answered yes, you’re in good company!

Don’t lower your expectations to meet your performance. Raise your level of performance to meet your expectations. Expect the best of yourself, and then do what is necessary to make it a reality.
–Ralph Marston

3 Critical Skills High Performer Need

CEB, a leading member-based advisory company, published their annual Executive Guidance update where they identified critical competencies required by high performing employees. They identified the top 3 critical skills as:

  1. Adapting to change
  2. Willingness to collaborate
  3. Ability to apply sound judgment

Change

We’ve talked a lot about change. In a recent survey we conducted, only 11% of the respondents feel they manage change effectively.

We need to expect that change will continue to occur at a rapid pace, and with it, discomfort and uncertainty. Use clarity and communication to lessen levels of anxiety, and make it a priority to understand and clearly communicate all changes and associated impacts!

Are you part of the 11%?

Collaboration

An effective leader is proficient in managing relationships and building networks.  They must also possess the ability to find common ground and build rapport which significantly improves results, satisfaction levels, and trust.

Keep in mind that the nature and speed of work that is required does not lend itself to developing relationships or for allowing time to develop the necessary skills, but they are essential for achieving success.

Sound Judgement

Understand what’s going on around you; take the time to process what you feel and think before readily agreeing or disagreeing with anything. Be prepared! Is “homework” required? Research ideas and share the knowledge you’ve acquired.

Skills are also required for prioritizing what must be done (by when), for solving problems, and for making timely and sound decisions.

Make the time to plan and set your priorities.  Distinguish the urgent and important tasks from those that can wait, and identify which will help you achieve your goals.

One last need of high performers: Knowing yourself and others

High performers are self-aware; they know and use their strengths and passion (magic dust). They also understand the strengths and passion of others and leverage this knowledge to achieve results through collaboration.

Do you consider yourself to be a high performer? What could change in your organization to increase the number of high performers? How can you help?

QWIKTIP BONUS: 5 COMMON LEADERSHIP MISTAKES

Iron Lady and Leadership

Margaret Thatcher, Prime Minister of the United Kingdom from 1979 to 1990, passed away Monday. Although not appreciated by everyone, she was respected for her leadership style, standards, and determination, which earned her the title of “Iron Lady.” As a leader, Lady Thatcher was also known for her intelligence, her authenticity, her refusal to back down on issues important to her, her intuitive and strategic skills, and having a strong sense of purpose.

Opinions on Margaret Thatcher remain divided after her death, but what is hard to argue with is that she was a great and influential leader. And here are three leadership qualities any manager can learn from Lady Thatcher: Passion, Determination and Confidence.
–Bernard Marr

Leadership Development Lessons from Margaret Thatcher

  • Work hard.
  • Emphasize your strengths to stand out from the crowd.
  • Network with others.
  • Find strong mentors who can give you inside tips on how to improve your career growth and your leadership skills.
  • Find what makes you unique.
  • Capitalize on your talents.
  • Project a clear message that helps you to stand out.
  • Live a life that demonstrates your values and supports your career growth.
  • Don’t get stuck in a rut.
  • Continue to grow and evolve as you rise through the ranks.
  • Stay humble and open to continuing to learn new lessons throughout your career.

Extracted from Employee Development Systems blog.

What leadership development lesson stands out for you? Do you lead with passion, determination, and confidence?

Bold or Bully?

We frequently hear about bullying among young people; it could be at school, on playgrounds, or wherever groups of youngsters share space.

Sadly, bullying is much more widespread than that, and yes, it also happens in the workplace. It could be a co-worker; it may even be your boss!

The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humor, but without folly.
–Jim Rohn

Be Bold, Not a Bully

This week Rutgers basketball coach, Mike Rice, was fired for abusing his players. Videos of the physical and verbal abuse are all over the internet – why did no one speak up and escalate this issue?

As humans, and especially as leaders, we must take responsibility and be cognizant when behaviors such as verbal and physical abuse, harassment, discrimination, and abuse of power occur.

It’s been reported that almost half of the U.S. workforce has observed some kind of bullying on the job. That’s staggering! So what’s to be done?

  • We need to watch for behaviors that just “feel” wrong. These could be behaviors that the bully exhibits, and it also includes behaviors the victim may exhibit. Some to be aware of from a bully include: insults, threats, name calling, yelling, humiliation, inappropriate humor, sarcasm, and perhaps even pushing, slapping, or hitting.
  • Others that are not so obvious are excluding a person from being involved, omitting someone from email rosters, not sharing updates, the lack of recognition for accomplishments, regular interruptions, dominating meetings, and taking credit for the work of others.
  • Also watch out for behaviors from a victim.  They may be afraid to speak up, there may an increase in sick time, their quality of work may suddenly drop, and they may appear tense and nervous.  There may be others reasons for these behaviors, but check it out.

As a leader, we want teams and organizations to be collaborative and empowering. In order for this to occur, we must address inappropriate behaviors as soon as we observe them, or when they are brought to our attention.

Describe the complaint(s) or observed behavior(s) to the bully. Be specific, ask them for their thoughts, and establish a clear action plan for moving forward.  Check to see if your company has policies for addressing bullying. In some cases having a one on one may address and resolve the problem. Other situations may require formal documentation and escalation to HR or higher management.

Bottom line – don’t ignore it! Not addressing inappropriate behaviors reduces company morale, creates higher turnover, and impacts the ability to achieve desired results. Taking action will save you time; time = money!

As Jim Rohn says, take the challenge to be (and accept) bold, but not bully!