I remember very clearly sitting in a cafe in Bristol just days before the UK went into our first Lockdown in March 2020. The group we were in were speculating what was going to happen and sharing how we might each use the enforced time at home wisely. Rachael in the picture above committed outloud that she would focus more on her art; she had always wanted to become an artist and this was an opportunity to capitalise on. Little did she know where that statement would lead her too. In just over 2 years she is now an established artist with her own website, attending Art fairs exhibiting her work and belongs to a supportive network of other artists in and around Bristol.
Watching Rachael step into her role and achieve what she has done in the last two turbulent years has been inspirational. She has walked through the G.A.M.E model outlined in my first book
E – Enjoying the process and continually Evaluating
Gets great results.
If you have a passion project, side hussle or something you really want to achieve there are some downloadable templates accessible on the books link above for you to use the same methodology as Rachael did.
Building high-performance habits into your routine and working environment can serve both you and your team professionally and personally. Different leaders need and want different things from their schedules, so this post will look at how you might incorporate reflective activities into your routine to ensure greater long-term productivity.
Looking from the outside in
Dedicating time to planning your business strategy will allow you to establish productive parameters going forward. This is what we call working ‘on the business’ rather than ‘in the business. An effective way to approach this, is to make a list of the activities that you might deem ‘in the business’ which will often be delivery of services, sales and marketing, administration, and direct managerial work.
Working ‘on the business,’ however, might involve thinking about where you are going next, to ensure you are headed in the right direction and have the best tools to get you there. Assessing the processes your business runs on and thinking about streamlining them will help here.
Bringing your team in to work ‘on the business’ is a fantastic way to pool ideas, although be sure to keep your vision at the front of your mind, and to ensure your long-term plan fits with your employees’ wants and needs. This might be done by building in a regular monthly 1-1 with the team, a wonderful way to encourage inter-team communication at the same time.
Working on you
Taking time to work on self-development tactics will also benefit your productivity. A personal habit that comes up a lot in my client sessions, for example, is building in certain routines. Incorporating exercise or meditation into your day will benefit you on a personal level and begin to flow into your working productivity. Having a repeated morning routine is also likely to bring clarity to your day. Taking regular breaks through the day is important to keep your mind focused on the task at hand. Using a habit tracker can be a useful tool to make sure you carry out these activities every day, and after a while they will have become instinctive and routine. Having an accountability buddy who is either trying to cultivate the same habit or another habit but also wants to be held accountable for embedding it – you can buddy up and keep each other accountable for your progress.
It is important to block time out in the diary for these reflective activities and the building of high-performance habits. It is extremely easy for tasks that are not short-term priority to be pushed behind those that produce immediately visible results. In the long-term, however, building strong routines based on habits that take a bigger picture approach, both to the business and to yourself, will be of great benefit. Establishing patterns is the most important thing here.
Joining one 20-minute yoga session or spending a lone hour thinking about your business strategy is not likely to make any difference. Practicing yoga every morning and blocking out a few hours per week to working ‘on the business,’ however, will ensure these positive activities are conducted. Of course, days are busy and adding anything more to the to-do list might seem overwhelming. But often, even small chunks of time dedicated to activities that are frequently repeated in a regular way, can make it easier for the rest of your time to fall into structured place.
A recent quote that resonated with me concerning habits was from a new book entitled High Performance – Lessons from the Best on Becoming Your Best – Jake Humphrey & Prof Damian Hughes https://amzn.to/35lgleq “Above all remember this simple motto: Never miss twice. Yes, on some days your habits might slip. But if high performers miss one day, they never miss a second.” Page 183. This quote was originally from Atomic Habits by James Clear https://amzn.to/3hw4Jr A another excellent book on this subject. Also check out The High-Performance Podcast https://bit.ly/3HBgYxo – listening to inspirational podcasts another habit to embed into your week.
We all know the feeling of being overwhelmed. The inbox is flooded with unread messages, the calendar is full, and the to-do list looks unmanageable. It is important to gain the ability to manage your time between short-, medium-, and long-term tasks and projects. By exploring how to spend time on the right things we begin to see the importance of setting a personal agenda to get your focus back on track.
This post will introduce two tools for developing time and project management skills that have proved very effective in my work with clients. The first is the Third Habit outlined in Stephen Covey’s The 7 Habits of Highly Effective People, which details the importance of prioritising tasks.
In Habit 3, Covey encourages leaders to ‘Put First Things First’. Here he refers to the Four Quadrants of Time Management, by which all tasks are classified in terms of both urgency and importance. Tasks in Quadrant I might entail important deadlines and crises, those in Quadrant II tasks contributing to long-term development. Quadrant III refers to small and potentially distracting deadlines, whilst Quadrant IV’s distractions are frivolous and often pertain to procrastination.
The process of working with these quadrants entails first identifying the levels of urgency and importance in certain tasks, and in this way becoming more reflective on your working patterns. Covey advises us to spend more time in Quadrant II, with tasks and projects that are important but not urgent. These tasks are about planning, prevention, and improvement. By focusing attention on them we begin to prevent crisis situations from unfolding and maintain a healthy balance between productive work and understanding our limits.
To do this, Covey argues, we must reassess the time we spend on Quadrants III and IV, which should respectively be delegated to others and eliminated entirely.
Visualising the plan
To assess how much time, we spend in each Quadrant, however, we must first identify the levels of importance and urgency in our routine tasks/medium term projects/long-term goals. Here I introduce a second tool which comes from the fifth chapter of my book, The Evergreen Executive.
By creating a plan on the page, it becomes easier to see what your priorities are and where your time should be spent. It can also be used to communicate and assign ownership to other members of your team
We all work collaboratively in many ways, and it is important to recognise the impact that relational work has on our time management. Leaders often feel themselves getting pulled in different directions by many people. They are often juggling multiple projects and are relied on heavily by different teams. By refocusing attention towards your individual agenda, it becomes easier to identify important tasks and prioritise these. Time management works hand in hand with personal management, and by regaining agency you can achieve efficiency in your work practice.
One phrase that has come up in many of my coaching conversations over the past few months is “I think I am suffering from Imposter Syndrome”. This has been mentioned by leaders who are looking for new roles, individuals who have been in their existing role for some time, and people who are new into their current position.
One of the main barriers to leaders reaching their full potential is not a lack of skills and experience, but instead a perceived lack emanating from low self-confidence. In a 1970s study on the impact of this work-centred around self-doubt, it was coined ‘Imposter Syndrome’. From here on this phenomenon has been understood as a limitation by which skilled workers doubt their competence and believe they are not talented enough to belong in their position. In 2014 study of 116 executives, 60% stated that imposter syndrome had an impact on their leadership.
When understood in this way, as a disadvantage, imposter syndrome can have huge consequences on peoples’ attitudes towards and behaviours at work. Some might overwork and refuse to ask for help to meet impossibly high standards, with the aim of combatting imposter syndrome by gaining proficiency in the workplace. This response often leads to burnout which can have hugely detrimental effects on wellbeing. Others lean into the insecurity and begin to avoid feedback and opportunities for promotion, believing that they don’t deserve to be given any merit.
First step to moving forward – open up communication
To tackle this exhausting feeling, opening up communication around imposter syndrome will allow the insecurity to be humanised and understood as a necessary and universal part of professional progression. Self-doubt can lead to rich and valuable reflection but should be balanced with positive reinforcement regarding what you have already accomplished and using this to move forwards and build self-belief. Changing the focus from the feeling of Imposter Syndrome as being a limiting factor, look at the evidence of what you are good at and can bring to your role and move towards a reframing of your situation as a natural phase of personal growth which you can easily move through.
A huge barrier to overcoming imposter syndrome is the feeling that you don’t belong in comparison to others. Breaking the silence on these thoughts, therefore, can help you understand how widespread they are. But this can only start with you, and openly acknowledging these feelings will give colleagues the opportunity to do the same. Imposter syndrome has been found as one of the top fears for executives, so there’s no chance that you’re feeling them alone. Take the first step by talking to a trusted peer, line manager or external coach/mentor and move forwards from here.
If you need any further help please reach out using email@example.com for an initial free consultation.
Sandra works as an executive coach for a multitude of businesses and private clients. She has over 30 years of experience to draw from in her work and has a particualar focus on creating high performing leaders.
When 4 Hour Work Week by Tim Ferris 4 hour work week book came out I wrongly concluded from the title that it was going to be about working in such a smart way you only had to ever work for four hours a week. I must admit before reading it I did think even for a mega organised person like myself getting my work week down to four hours and still being able to find my lifestyle as I chose did seem to be a big stretch goal.
When I eventually read the book however it wasn’t exactly how I had interpreted it from the title and Tim was suggesting a more creative approach to flexible working that had instant appeal. It was more about designing your work life so that you were able to take extended periods of time away from work so that in a whole year it averaged out at a four hour work week.
So I read Tim’s book a few years ago now however the concept he suggested must have resonated in the background. I also listened to a few podcasts and read about other people who had decided to take time away from their work and travel in order to re energise themselves especially if they had been in the work place for many years and had never had more than the annual leave off for holidays.
It suddenly dawned on me that I had never taken more than 2 weeks away from the workplace and indeed the last two week break I took was over twenty years ago. In recent years especially when initially starting the business the most holiday time I had taken was 10 days, opting normally for 3 breaks a year of about a week plus a couple of long weekends. It wasn’t until I sat back and reflected on this that I realised the short breaks that had become my norm. On the surface this wasn’t causing me a problem I enjoyed the pattern however starting with Tim’s book the seed of an idea began to sprout about taking a period of extended time away from the normal working week pattern.
As many of my friends began to embark on early retirement patterns and travel or take the gap years they didn’t do back in the day I began to consider a less extreme option and some what of a halfway house solution to test some of the concepts in Tim’s book. This idea formulated into a plan to work based abroad for 4-8 weeks a year initially. In my work as a coach I have helped many entrepreneurs create businesses working remotely from many countries it was about time I actually role modelled this myself and at the time of writing I am halfway through the first month totally based in Palma Mallorca and guess what it is working fine thanks largely to technology.
Sandra works as a coach for business and private clients. She is also the author of Own It regain control and live life on your terms available here Own It book link Amazon
As I was lucky enough to work for a very forward thinking multinational American based organisation in my early career I have always been a fan of flexible working. Even back in the 1980’s and 1990’s working for this company my performance was always measured on the results I achieved not the hours I spent in the office.
When I started a family, I was one of the first senior leaders to return to my role on a part time basis and another couple of my then colleagues were part of a pilot plan to prove a senior leadership role in the Marketing Function could be successfully be carried out on a job share basis (which they did prove!) Flexible working in many forms were supported and actively encouraged as a way of keeping high performers working for the organisation as their personal circumstances changed and recruiting replacements would have been time consuming and expensive.
Since leaving this organisation and having had the privilege of working with many more across a huge variety of industries also supporting SME’s and startups I still work with the ethos of encouraging leaders to do whatever they can to consider individual requests for flexible working/ part time contracts if a few things are carefully considered by both parties.
Firstly, the individual must have clearly defined role, specific areas of responsibility and a plan needs to be in place to cover the times when the individual is not available for work as per the agreed schedule. This is where job sharing can be of great benefit providing the necessary co-cover for each other. If job sharing isn’t an option, then there may be a developmental opportunity for another member of the same organisation to learn skills and provide cover. This ensures continuity of role especially important in client facing roles.
The second thing to consider is that the role needs to be manageable from both a business and a personal perspective using the flexible or reduced hours model. With increased technology this makes life a lot easier with remote access and cloud-based applications the norm now. There wasn’t this luxury back in those early years however we still made it work.
The mindset should however still be the same all these years on – if someone requests a flexible or reduced hour schedule and they have already proven they can do the job well it should simply be “what can we do to make this work from both a business case and a personal standpoint”
Sandra works as a coach for both businesses and private clients primarily based in Bristol UK however throughout the year also works in London and Palma Mallorca. More information can be found at www.sandrawebbercoaching.com.
Whether it’s a goal you have set yourself, a challenge the team has in front of them, a problem you need to solve, or you are trying to help someone else move forwards the ability to move forwards towards the desired state is something that is required. The less time we spend paralysed or procrastinating the better when it comes to continually achieving high performance both professionally and personally.
Another habit we can develop is to identify how far we are away from our desired result and use a timeline technique to ascertain how big the gap is. Let’s imagine your ideal outcome or the place where you would feel happy with a situation is 10/10. Ask the question where are you now? on the scale from 1-10 with 10 being the perfect result or outcome you are working towards e.g. if you scored yourself 5 then you are halfway along to being in the place you want to be or accomplishing the goal you have set yourself.
Then ask yourself the question – what have I done to get myself this far e.g. off level 0. What do I need to do more of to move myself up the scale? Normally we have made some progress, rarely are you starting for level zero.
The next baby step to take is to imagine where the next level up would be i.e. if you are currently rating yourself as a 5 on the scale what action would you need to take to get yourself to a 6. By taking this approach we are trying to break down a big challenge or goal into baby steps of action or bite sized chunks (chunking is a commonly used NLP – Neuro Linguistic Programming methodology)
When you have identified what you need to do to take you to the next level upwards and more towards your destination then ask yourself whether you need anyone’s expertise or assistance to get there? Whether it’s simply being disciplined to set aside time to work on the action, whether there is any element of fear of failure or loosing face standing in your way. What is stopping you take that next action step and what do you need to remove that barrier.
This process then needs to be circled around again to achieve the next level up on the scale. Simply having this diagrammatically drawn in your daily notebook could help remind you of what action you need to take to take small baby step action steps to reach your ultimate destination.
What action could you take today or within a week to move you up one or two levels?
How good are you at taking a situation and switching from a problem focus to a solution focus?
Whether it be in private or professional life we can often be faced with unplanned events or situations that we didn’t anticipate and have the potential of derailing us. How quickly you are able to pick yourself up and reposition both your thoughts, feelings and actions from a problem orientation to a problem-solving stance is a skill high performers work on continuosly. Having some tools and techniques to handle these situations are useful ones to have.
One way of training ourselves to move towards a solution is by thinking firstly towards what is the desired outcome we want. If the outcome isn’t obvious then the first habit to learn is to look wide at all the possibilities alternative outcomes so simply get a blank bit of paper, a white board or flip chart and ask the following questions.
What would good look like?
What would it feel like?
What would people be saying?
What do all the different stakeholders want?
What we be proud of?
How can we make this the best in class?
Try and get other people involved as well for tricky problems to get diversity of thought as sometimes we can be too close both emotionally and technically to the problems we are trying to solve. So that’s the first technique to learn, questioning with curiosity to explore new outcomes that you can work towards from the problem you are currently encountering. Just by reframing the situation in this way you can change the energy levels of those involved from low energy despair to higher and possibility.
Acknowledge the problem but move on quickly towards a new outcome.
Sandra works as a professional coach for both businesses and private clients, more information can be found at www.sandrawebbercoaching.com . She is also the author of Own It – regain control and live life on your terms available from Amazon click this link
The importance of having either a mentor or coach (ideally both) has always been apparent to me from the early part of my career. When I was qualifying as an accountant in my twenties I was lucky to be working for some great role models who encouraged personal development and growth both from a technical and interpersonal standpoint.
I have a clear distinction in my mind between a persons line manager, a mentor and a coach however for others sometimes the lines can get blurred. If you can create strong relationships with all three of these people at any one time different things can be gained from each. At the same time you will feel both challenged and supported if you surround yourself with the right people in all of these roles.
As well as having all three of these people in your life if you can get the opportunity to act in all of these three roles to aid the development of others this is also very rewarding work and allows you to experience what I think are the differences between the roles. Let’s take each in turn and I will explain how I have experienced them
Line Manager – the most obvious in that organisationally this is who you report too if employed, if self employed this won’t be in place and makes the other two roles below even more important to avoid working in a void. A good line manager will ensure you have complete clarity about that is required from your role, give you feedback on whether you are heading in the right direction performance wise while in addition set you stretching objectives and devise a meaningful development plan.
Mentor – this is someone who has walked the path you want to take and has learnt from experience and willing to share how these experiences may help you follow a similar path. They should be inspiring and enjoy helping you proceed in your journey in your way but with the benefit of learnings they may be able to pass on. This relationship normally is in place for a relatively short time until you have discussed their journey. A mentoring relationship can last for about a year however if there is a big gap between where the mentor is and where you are now the relationship may last longer and move into a more infrequent checkin over a longer period of time.
Coach – this is someone you meet with again over a set period of time anything from 3 months to 9 months typically. The coaching sessions act as safe spaces for you to get clear on your goals (work and non work), explore options for action, any barriers you may be struggling to overcome and any patterns of behaviour or thinking that are either working for you or against you. A coach will use established tools and techniques that include powerful questions to unlock the answers that are already inside you. A qualified coach does not need specialist knowledge about what you want to work on or technical expert subject matter.
My recommendation would be to have at least two of these people in your life and to at least get the opportunity to act as a mentor for others in either a professional or personal area.
Recently I have been working with a couple of people that have taken on new roles either from internal promotion or moving to a different company. We have been talking about how important it is to have a plan for the initial few months of the role. For many reasons adopting this methodology is helpful: to create a powerful professional first impression, it helps prioritise your time so that you learn as much as you can as quick as you can and you start building relationships with all the key stakeholders.
So what might this 90 day plan look like ? Take a look at a book entitled The First 90 Days by Michael Watkins for some more detailed material.
It should be a very personally created plan that is tailored to suit both you individually and the needs that success in the role require both short and long term.
As Steven Covey states in his book Seven Habits of Highly Effective People “ begin with the end in mind” even when planning for the first 90 day transition period. A few questions that might help you here are :
If you imagine the new role in two years time what do you want to have achieved?
What legacy do you want to leave?
How can you add value to the role?
What type of person do you want to be described as by your team/colleagues?
Describe you short/medium/long term vision for role
What do your stakeholders want from you
How can you take the role to the next level
The next element of the plan is to assess the current resources that are available to you both people and otherwise? How well do you understand the different personalities and motivations of the individuals that are critical to your success? If the answers are difficult in this section the first 90 days might include an action to build this knowledge and assess the resources available.
The final element is what actions are required to close the gap and what are the quick wins that can be accomplished in the first 90 day’s. In addition for the longer term action items, when they are broken down into chunks which are the chunks that can be realistically set down as goals to achieve in this 90 day period and which what chunks need to be assigned to the 180 day plus part of the strategic plan
The final step is to pull all the elements of the 90 day plan above into an easy to update one page top level summary that you can carry around with you as a working reminder and communication tool for the next 90 day’s,