"Time is what we want most, but what we use worst." William Penn
We are expected to accomplish a great deal in today's 24/7 world.
Multitasking has become a byword for success these days. We scan the Internet while talking on the phone, then get interrupted by call-waiting. We make cell phone calls to schedule appointments when caught in traffic. We text message friends while standing in line at the bank. While waiting for dinner to cook, we help kids with their math and jot down a list of things to do the next day. The myth that multitasking works has never been stronger.
Note the word “myth.”
Neuroscientist Earl Miller tells us, “The brain is very good at deluding itself and for the most part, we simply can’t focus effectively on more than one thing at a time. Consider talking on the phone and emailing at the same time. Those things are nearly impossible to do simultaneously. Both involve communicating via speech or the written word, and so there is a lot of conflict between the two of them.”
He adds, “Yet an entire generation of web workers has been raised on the idea that the more activities we can do at one time, the more of a productivity superstar we are. But is the ability to juggle “Facebooking” a friend while scanning an email, texting on your cell phone, and tweeting about your latest technology tip really such a good idea?”
Most executives would agree that it is important to spend time thinking strategically about the future of their businesses. Yet, most leadership teams fail to do so. They fail because they do not have a clear and simple way to get this strategic thinking time into their company routine or regular flight path.
Being busy with the day-to-day operations of the business is the most common excuse from executives for not having time to think and work on winning moves. Then a few years down the road, their growth flat-lines. They are scrambling desperately for growth.
A common mistake is for companies to think about the market segments that they are in instead of understanding the person who really uses their products and services. Whatever we think, we bring about.
Be proactive about scheduling time to work on your strategy and the future growth of your business. Reflect on your challenges and opportunities. Allocate whatever time you can carve out, even one or two full days a quarter, just to think and plan. You will be amazed at the obvious, unobvious, unconventional, and unexplored ideas you can generate.
For example, take two days every quarter of every year, get out of your office and work on the business. Work on systematically developing winning moves and building your foundation to make sure you are able to grow with purpose. It will turn out to be one of the best habits you have erected.
Spend that time working on the future of your business and planning exactly what you are going to achieve as a team for the upcoming quarter. Then spend at least an hour every week pushing your strategies forward.
This rhythm will allow you to head off a number of crises and develop a corporate vision and strategy for your future.
What should you spend time on during these "Think Rhythm" sessions? Two things: Work on and improve the foundation of your company when necessary, and develop winning moves to drive revenues and growth.
Lastly, consider using an executive coach or a seasoned mentor to help you reach clarity of thought on personal and business leadership challenges or to brainstorm ideas and prospective actions. We never outgrow the need for a teacher or coach.
Sources: Patrick Thean: Rhythm: How to Achieve Breakthrough Execution and Accelerate Growth
"When Doing It All Won't Do: A self-coaching guide for career women"
Purchase for the Nook eReader and iPad tablets at Barnes & Noble
Purchase at Amazon for the Kindle Edition or Workbook Edition
Purchase all eReader formats at Smashwords (Various formats, except the Workbook below
When Doing It All Won't Do: A Self-Coaching Guide for Career Women--Workbook Edition