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In a world of more-better-faster, the challenges and stresses have never been greater: too much to do, not enough time. And in an economy where worker talent (know-how, energy, attention, commitment, and creativity) is at a premium, everyone is trying to maximize personal productivity. In The Simplicity Survival Handbook, Bill Jensen offers the antidote you're seeking: a practical guide to doing less in a world of more, and making it count. From "How to Write Shorter Emails for Better Results" to "How to Use Your Mentor to Help You Do Less," Jensen offers step-by-step strategies, tactics, and techniques for communicating more effectively, setting priorities, and balancing the competing demands on your time, while avoiding the time-sinkers. He takes on corporate foolishness, walking you through how to be more productive and take greater control of your workday and, by extension, your life.
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About the Author
Bill Jensen is President and CEO of the Jensen Group (www.work2.com). Founded in 1985, this change-consulting firm helps Fortune 500 clients apply the principles of simplicity to business management and work design. He speaks and conducts workshops widely on changing how we work. He lives in Morristown, New Jersey.
Read an Excerpt
Simplicity Survival Handbook
by Bill Jensen
I have spent the past decade studying business’s ability to design work. I’m horrified by what I’ve found, and think you deserve a lot better. So I’ve designed a book of workarounds and shut-off values — 32 Ways to Do Less and Accomplish More — ways to get around or stop the senseless stuff that comes at you every day. The tools in this book work. They’ve been field-tested by people just like you, so I know that you can use most every idea to immediately create simpler workdays for yourself.
OK...On to the freebie advice...Here are excepts from two of the 32 ways to do less and accomplish more.
RULES FOR WORKING WITH GRAND POOBAHS
You know: senior execs...head honcho’s...big cheeses...corner office-dwellers
Reduce everything to one page.
Remember the Grand Poobah Law: If it has a staple in it, it doesn’t get read. Never walk into any meeting or presentation without a one-page summary (of display-size
type) that spells out, from their perspective: What This Means to You
Regardless of what the agenda says or the executive asked for...
Presentations* to senior executives are almost always going to be about one of two things:
• Minimizing the executive’s exposure to risk
So, regardless of what you’ve been asked to present, and what details you’re supposed to have covered, your story and your headline must always be:
• “Boss, things are under control / not under control.”
• “Boss, whether my news is good or bad, your butt is safe with me.”
* (Presentation, as opposed to an invitation for dialogue. That’s very different.)
Always shop your ideas around ahead of time.
Typical senior execs hate two things: 1) Surprises. 2) Spending time on anything that their lieutenants haven’t already vetted. Pre-selling your ideas to the lieutenants keeps you covered on both.
The stated problem is never the problem.
The perceived or stated problem is never the whole problem, and often not the real
problem. Issues and challenges at the senior level are complicated, interconnected, and overlapping. You will have to dig deep.
Data will set you free.
(If it’s used to tell a story or start a tough conversation)
Always use data to tell a story, NEVER to just present numbers and results. Data can create uncomfortable discussions. That’s good. Be Switzerland: Detach from emotions and politics. Data are just facts and trends that leaders must figure out how to use. Present and facilitate from a neutral position
Be a “pair of hands.”
(Help with executive’s day-to-day tasks and priorities, and be involved in delivering their messages and plans throughout the organization.) Gets you in — behind those closed doors
Always take the high road. Always!
Especially if alignment between senior team members breaks down, or politics grow:
No matter how painful it gets, take the high road. Tell the truth, take the blame, present bad news, whatever it takes. Always be able to look at yourself in the mirror.
TIPS FOR GETTING THE BUDGET YOU NEED
Most everything you’ve been told about how budgets are set is baloney. If you jump through hoops to justify/quantify/rationalize/cut or supersize your numbers, you’re playing with a stacked deck. (Stacked against you.)
Do NOT focus on money.
It’s the very last thing you should discuss!
DO focus on the senior team’s headaches.
Find out what’s keeping the most senior members “awake at night.”
(FUD is a biggie for many execs: Fear, Uncertainty, Doubt)
Package your need for money to perfectly match the senior exec’s very personal concerns
Your first budget meeting with the Poobah should last no more than 15 minutes.
Make your pitch, but also make a favorable impression. The shorter the better. No handouts! Just you, and the key message. What can you accomplish in 15 minutes or less? See Step 4.
Closing your pitch:
DO NOT ask for money! Ask for another meeting.
If you are invited back to a second meeting, you should have an 80% to 90% success rate in getting all or much of the budget you are requesting, because your Poobah helped initiate and shape the request.
Including why all these tips really do work, order your copy of Simplicity Survival Handbook today!