David Chinsky & Associates
The Leadership Fit  -  Management Development & Executive Coaching

July 2008

 

The Leadership Fit®  Newsletter is written and mailed monthly to leaders seeking the

clarity, confidence, effectiveness and vitality

necessary for achieving their highest level of leadership fitness™.

 

 

IN THIS ISSUE

 

The Vanishing To-Do List™

Developing Your Unique Abilities

Institute for Leadership Fitness™

Meet Our Team

Back Issues

One More Thing

Forward to a Colleague

 

The Vanishing To-Do List™ 

Many people take great pride in having become expert list makers.  Previously plagued by forgotten appointments, missed deadlines and an embarrassing lack of follow-up, many of us started making lists as we took comfort in the knowledge that everything we needed to do was on some list somewhere. 

An ongoing challenge with lists is that many people keep multiple lists in numerous places.  Some people I know spend a significant amount of time just consolidating their lists.  Another challenge comes from keeping track of all those multi-colored post-it notes that often take valuable seconds or minutes to locate when we need them.  Finally, what about those pesky notifications on Microsoft Outlook reminding us that some deadline is approaching, or that some call needs to be made or that some project is overdue? 

Where does this madness end?  For me, it ended with The Vanishing To-Do List™.  This productivity-boosting tool works exactly as it sounds.  I continue to utilize a single to-do list, and all of the items on that list systematically disappear by the end of each day.  Here's how it works: 

Each day, I use my to-do list (I actually use the Tasks function on my BlackBerry) to accumulate the commitments I make (e.g., send an article to a client, develop a proposal for a leadership development workshop, place a follow-up call, order a book from Amazon.com, etc.).  I can be in a meeting, on the phone or even hard at work at my desk when I think of something I want to do (but not now).  When this occurs, I simply add the item to my list. 

I have only one list, and all items, even more personal-related tasks and reminders (call Mom, buy a new tie, pick up a new hand tool), are placed into this single repository of follow-up activities.  The beauty and logic of a single list, other than the efficiency of having everything in one place, is the ease of mind that comes from knowing that all of the important things I want to remember to do are always accessible in this one place. 

All I have to do is open the Tasks list on my hand-held device (which is automatically synched with my desktop computer version of Microsoft Outlook), and all of my to-do's are clearly visible.  If a hard-copy day-planner works better for you, you still can have a single list you can turn to at any time and know that all of your to-do activities will be accessible there. 

Now, here is where the vanishing part comes in.  Before I retire each night, I make sure that nothing remains on my to-do list.  The goal is to start fresh each day with a blank list.  This is how I do it.  I start at the top of my list and make a simple decision regarding the action(s) required to complete that first task.  If I can do it quickly, usually in two minutes or less, I complete the task right then and there.  So, for example, if one of the items on my list is to send an article or book reference to a client, I open up my email and send the requested information right then and there.  This takes less than two minutes to do and after I have sent this information to my client, I return to my task list where I joyfully put a checkmark next to that first task.  It is done, and it comes off the list. 

Then, I go on to the very next item on my list.  This next item is actually better handled by my assistant.  So, I simply send a quick email, or handwrite a short note, asking my assistant to set up that meeting, or order that book, or do whatever is more efficiently and effectively handled by someone else.  After delegating this second item on my list, I place a checkmark next to that item.  Two down, nine to go.  The next item (prepare a proposal for a prospective client) cannot be completed in less than two minutes, and is not an activity I can delegate to someone else.  So, before I can place a checkmark next to this item, I need to actually schedule time on my calendar (for sometime in the future) where I have dedicated time to complete this task.  

Now this is critical!  I never leave the item on my to-do list just because I do not have the time to complete it right then and there.  Instead, I determine what needs to be done to complete the task and I "calendarize" the item so I have dedicated (planned) the time (tomorrow, the next day, next week, etc.) to complete this task before it is due.  The reason this is so critical is that I am reserving time in the future to complete an important task that otherwise would just remain on my to-do list and simply get moved from one day to the next. 

It is too easy to keep avoiding the bigger tasks on our list if we don't take the time each day to commit to spending the necessary time to complete them in the future.  For example, if we know we need a total of two days to prepare a presentation, and we keep putting this task off (and keep it on our list without ever doing anything about it), it is likely that we will get closer and closer to the date of the presentation and still not be ready.  We will have used the open spaces on our calendar to say yes to other less important activities, and then be rushed at the end to put together a presentation that really deserved the two days we knew up front we needed to allocate. 

So, let's back up.  Today is the day we added this item (prepare a presentation) to our to-do list.  Rather than concluding that this can wait until next week, we determine that we need a total of two days to prepare.  So, we schedule two hours on our calendar for later this week to outline our presentation.  We schedule another half-day for sometime the following week to do some necessary research for our talk and to begin organizing our thoughts.  Finally, we schedule the remaining time needed on our calendar, before the date of the actual presentation, for editing, practicing and production of materials.  We then place our checkmark next to this item on our to-do list because we now have this task covered.  We have carved up this important task into its logical components and can rest assured that we have allotted time on our calendar in the future to get it done. 

The Vanishing To-Do List™ allows us to confidently process all items on our to-do list on a daily basis.  In the process, we successfully convert our to-do list into a temporary accumulator of important commitments and tasks, and then watch it vanish at the end of each day as we either implement or schedule the follow-up actions necessary to fulfill each task on our to-do list.  I challenge you to try this technique for the next two weeks and to let me know how it works for you. 

Email me at dchinsky@theleadershipfit.com and share your successes and challenges in managing your to-do list.               



Back Issues

 

For past issues of The Leadership Fit® Newsletter, please click on the links below: 


The Leadership Fit® Newsletter - May 2008

The Leadership Fit® Newsletter - April 2008

Back issues are always available on our website: www.theleadershipfit.com.



One More Thing

 

When things go wrong, as they sometimes will,

When the road you're trudging seems all uphill,

When funds are low and the debts are high,

And you want to smile but you have to sigh.

 

When care is pressing you down a bit,

Rest if you must, but don't you quit;

Life is strange with its twists and turns,

As everyone of us sometimes learns.

 

And many a failure turns about,

When he might have won had he stuck it out,

Don't give up, though the pace seems slow --

You may succeed with another blow.

 

Often the goal is nearer than

It seems to a faint and faltering man.

Often the struggler has given up,

When he might have captured the victor's cup.

 

And he learned too late, when the night slipped down

How close he was to the golden crown.

Success is failure turned inside out--

The silver tint of the clouds of doubt.

 

You can never tell how close you are,

It may be near when it seems afar;

So stick to the fight when you're hardest hit --

It's when things seem worst that you mustn't quit.



Forward to a Colleague

 

If you enjoyed reading this issue of The Leadership Fit® Newsletter, we invite you to send it to a friend or colleague using the link below. 

 

 

Should you wish to reprint any part of this newsletter, please go ahead.  We ask, though, that you include the following attribution: "© 2008 All Rights Reserved by David Chinsky & Associates, a management development and executive coaching company.  Visit them at www.theleadershipfit.com." 









 

Each month, we review a book from The Leadership Collection™ selected to both engage and challenge leaders as they seek to make a difference in their organizations.

 Unique Ability

Our pick this month is Unique Ability: Creating the Life You Want by Catherine Nomura and Julia Waller (based on a concept by Dan Sullivan).   This book delivers a simple and compelling exhortation:  "You have within you a unique contribution of talent and passion, and an innate wisdom about how to use it".  Each of us can use the tools described in this book to discover our own Unique Abilities. 

 

Think of Unique Abilities as those skills and/or activities that bring out your best, and where others clearly agree you have superior skill.  You experience a deep passion and a high degree of energy when engaged in these activities.  Finally, you constantly look for ways to improve your outcomes when pursuing your Unique Abilities.

 

Nomura and Waller point to four different types of activities:

  • Unique Ability activities
  • Excellent activities
  • Competent activities
  • Incompentent activities

It's easy to see how we might choose to avoid incompetent activities (activities that often frustrate us or lead to failure).  A personal example that comes to mind for me is any type of mechanical repair.  Competent activities (activities we know we can do well but that cause us some anxiety, such as invoicing or running errands) and Excellent activities (activities where we have superior skill and a reputation for success but lack passion, such as problem solving or hiring) are not so easy to delegate as we try to allocate more of our time to our Unique Ability activities.

 

The book presents a simple formula for developing your Unqiue Ability Statement™.  After going through the exercises in the book, I came up with the following description of my Unique Ability: "My Unique Ability is enrolling and developing high-potential leaders, and aligning powerful models of individual and team success to promote bottom-line results, masterful relationships and personal vitality". 

 

To purchase this book, simply click on its picture above.    

 

Next month, we will review: Polarity Management: Identifying and Managing Unsolvable Problems by Barry Johnson.

  

For our current reading list, please click here. 



The Institute for Leadership Fitness TM

 

Applications are now being accepted for The Institute for Leadership Fitness™, a 12-month program for leaders seeking the clarity, confidence, effectiveness and vitality necessary for achieving their highest levels of professional effectiveness and leadership fitness™.  The Institute is based on our model of leadership fitness™ and is offered through our Associate Network

Participants in the Institute will attend four skill-building workshops during the year-long program, one every 90 days.  In addition, each participant will be assigned an executive coach with whom he or she will work throughout the year to create and execute a customized development plan incorporating each of the four dynamic qualities of leadership fitness™: clarity, confidence, effectiveness and vitality. Participants also will receive an individualized 360° Leadership Assessment.

At the end of the year-long program, participants can expect to be more effective at:

  • Setting a clear direction and influencing others to follow their lead
  • Retaining star talent and building a pipeline of future leaders
  • Taking more risks by taming self doubt
  • Balancing periods of high productivity and stress with periods of rest and recovery
  • Choosing foods, exercises and other healthy habits to maintain peak performance
  • Transforming leadership style to best support the present and future needs of their organization

Ideal Institute for Leadership Fitness™ participants are:

  • High Potentials: individuals identified as emerging leaders
  • Senior Leaders: general managers, directors, vice presidents and other senior executives
  • Leadership Teams: intact teams that prefer a more customized program on their site

For more information, please go to www.theleadershipfit.com/institute/.

We look forward to seeing you in one of our upcoming programs.  Feel free to call us on 866-960-LEAD to discuss how the Institute can support your leadership development objectives.



The Leadership Fit - Associate Network


Now in our seventh year of providing professional, expert and customized coaching, training and facilitation services, David Chinsky & Associates is pleased to announce the expansion of our Associate Network.  

 

We invite you to meet the experienced and credentialed professionals of The Leadership Fit® Associate Network.   We look forward to having the opportunity to support your personal and professional goals soon. 











www.theleadershipfit.com