To get more done, let your mind wander

Thanks to our smartphones, tablets and laptops, it’s easy to be working all the time. But our devices can actually make us less productive by interfering with an important mental process: daydreaming. To be effective, our brains need opportunities to be ‘off’, which is hard when we’re constantly taking in new information through our devices. And research has found that letting our minds wander facilitates creativity and long-term thinking. If we’re facing a challenge that needs new ideas, we’re more likely to find some if our minds drift away from the problem for a while. So the next time your mind starts to wander, let it. Don’t check your favourite website or your email. Remember: Leave your device behind.

(Adapted from Zoning Out Can Make You More Productive, by Josh Davis)

Tell a good failure from a bad one

Not all failures are bad — some of them are actually good because of the valuable learning opportunities they present. Dividing your organisation’s failures into three categories will help you distinguish the good, useful failures from the bad, useless ones:

Preventable failures in predictable operations. These are caused by inadequate training, inattention or lack of ability. They’re easy to diagnose and fix — by using a checklist, for example — but they’re not very useful.

Unavoidable failures in complex systems. Small process setbacks are inevitable, so considering them failures is counterproductive. They can usually be averted by following best practices for safety and risk.

Intelligent failures at the frontier. These good failures happen as a result of forward-thinking innovation. They provide valuable knowledge that can help you get ahead of the competition.

(Adapted from the video Distinguish Good Failures From Bad Ones, by Amy Edmondson)

Become a better learner at work

Research has found that learning agility — the ability to grow and to use new strategies — is a good indicator of whether someone can be a high performer. Learning-agile employees are able to jettison skills and ideas that are no longer relevant and learn new ones that are. To cultivate learning agility in yourself, try:

Innovating. Seek out new solutions. Repeatedly ask yourself ‘What else?’ and “What are more ways I could approach this?”

Performing. When faced with complex situations, look for similarities to your past projects. Practice calming techniques, and listen instead of simply reacting.

Reflecting. Seek out input from others. Ask colleagues what you could have done better.

Avoid defending. Acknowledge your failures and capture the lessons you’ve learned.

(Adapted from Improve Your Ability to Learn, by J.P. Flaum and Becky Winkler)

Plan a more effective team off-site

A successful team-building off-site can help employees develop new ways of communicating and collaborating. But many of these meetings are ineffective. To create an off-site that will have positive, enduring effects:

Create an agenda. For example, 1) We’ll reflect on past performance to consider what the team has done well and what we could have done better, 2) Discuss current opportunities and challenges, and 3) Create strategic plans for the future.

Set ground rules. People should be able to speak up and constructively challenge one another without any fear of reprisal.

Schedule follow-up. A subsequent off-site or check-in meeting can help ensure that the team stays focused on making progress.

(Adapted from How to Plan a Team Off-Site That Actually Works, by Ben Dattner)

Recognise employees’ achievements

One of the top complaints we have about executives is that they don’t recognise our achievements. Leaders have to actively build a sense of connectedness with their employees, and this starts with expressing appreciation.

Notice employees’ unique contributions. Say something that highlights something specific: “I appreciate the way you pull in people from other departments to reach your team goals — you’re a connector.”

Thank people personally and publicly. Daily interactions — from the elevator to the parking lot — are opportunities to show appreciation for your employees’ efforts.

(Adapted from The Top Complaints From Employees About Their Leaders, by Lou Solomon)

Published in Dawn, Business & Finance weekly, October 12th, 2015

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