An article detailing the work we did together, and their experience as a customer, is also available.
It was recently reported and brought to my attention that Elon Musk had issued a memo to the staff of Tesla. I’m no Musk acolyte, but within his commentary there can be found some good stuff. Within this particular memo Musk highlighted a number of productivity boosting tips. One tip jumped out at me because it is aligned with how I explain to my customers the way I aim to deliver the Business Evaluation service of the Entrepreneurs’ Programme. This is fundamental to how I work to be respectful of their time commitment.
Elon Musk was reported as writing:
Excessive meetings are the blight of big companies and almost always get worse over time. Please get rid of all large meetings, unless you’re certain they are providing value to the whole audience, in which case keep them very short.
The aim of my engagement with my customers is not to prove myself, or the worth of the service, by hanging around for hours and hours on end. If something can be achieved in two hours rather than four, then it’s bad business to take the four hours. If the work needs four hours, then I will commit that time. I won’t commit six.
What I say to my customers is that I want to stay with them for as long as I am delivering genuine value that is over and above the time, effort and person-hours they are committing to the process. Once I see the value they are receiving is tapering off, then I will wrap things up. The last thing I want to do is overstay my welcome, using up their time when they could be doing something else that could contribute more to their business success.
Just as Musk implored his staff to keep meetings short, so I remind and encourage myself to only use as much time is necessary – and no more.
I lean heavily on my diary to plan ahead, guide me through my days, and establish a rhythm to my life. The type of work I do has a tendency to drift towards haphazard if not controlled, so a calendar helps me establish and maintain order.
The problem I’ve faced in more recent times is having an overabundance of calendars I need to refer to before being able to commit to something. In simpler times, if I had a gap between 9am and 5pm, it was available to be taken up by a meeting. With the added complexity of kids and a wife who has an even more complex and random schedule than my own, things have reached a point where I need to check about 5 different calendars before I could confirm if I actually had availability for a meeting, irrespective of whether there was a gap in my calendar.
This year I made a personal pact to get better at managing this uncertainty. I’ve considered how I could build a system that works better for me and my family, while maintaining flexibility for my clients. Many of the methods I’ve adopted are not new ideas; in fact, some are a blast to the past when people used paper day-runners and had a personal assistant (secretary?) who would prepare things on their behalf. Alas, I have neither of those, so I have leveraged my skills in process design and automation.
Following is an outline of my diary management workflow as it has developed to date. It remains a work in progress and I expect it will continue to change.
I started by establishing clear and non-negotiable days for which I was available for visiting and meeting with clients. I refer to these as “External” days. The remaining days were locked in as days to spent at the office – my “Internal” days. These days are consistent every week, to help with that rhythm.
When visiting clients a lot of time is lost in transit. By collating these visits into a fewer number of days, I reduce my transit downtime, and have the opportunity to fill those days more effectively.
My “Internal” days facilitate getting into a flow state more often because they aren’t broken up by meetings and appointments. Again, a more productive outcome.
My next area of improvement was in the way I was booking the meetings with clients on my “External” days. I had been spending too much time and effort bouncing emails back and forth, doing the ‘availability exchange’ – trying to find a time that works for me and them. I needed to find a better way that was efficient but respected the impact of items on my other calendars.
I started with a trial of Calendly. This cloud-based service provides a method for people to book a meeting time that is subject to the parameters I set. Calendly was good, but had its drawbacks. I use FastMail for email/calendars/contacts and it uses standards-compliant IMAP/CalDAV/CardDAV protocols. Unfortunately, Calendly wants to only work well with Office 365/GSuite/iCloud. My employer provides me with an Office 365 account so I could still make use of the service, but it meant that I had to remember to replicate my Fastmail calendars to Office 365. It worked, but it never felt simple and seamless.
Enter, WhenWorks. After trialling this for just a couple of weeks, I have purchased an annual subscription. WhenWorks is fundamentally an iOS app that is supported by a cloud-based booking platform. By running on my device it improves on Calendly because it can access all my calendars, irrespective of what platform they reside upon. WhenWorks can take into consideration the impact of every single calendar when making times available for others to book.
WhenWorks is simply brilliant. It looks great and offers a full range of options without being overwhelming. Most importantly, my clients have used it without any problems whatsoever.
For the first half of this year I have been using saved email templates in Cloze to correspond with clients and ask them to select a meeting time using my Calendly service.
Now with my change to WhenWorks, I’m moving away from Cloze and back to using TextExpander to send email using Mail.app instead. With TextExpander I can make a few choices upon snippet execution that lets me customise a boilerplate email. This way the email the client receives is quickly and efficiently tailored to the type of meeting we will have, and will prompt them to schedule a meeting using the appropriate WhenWorks meeting template relevant to that meeting type.
The last step is incredibly low-tech, but has made a profound difference to my state of mind at the beginning of each day. It is not a new approach. It is common sense. It is simple. But it requires discipline.
I have set a daily repeating task in OmniFocus that commences at 4pm and is due at 5pm, prompting me to prepare for my next day’s meetings. That’s it; a simple prompt.
This prompt, however, ensures I remember to gather the various documents, information and whatever else I need to have ready to be successful for the events of the next day. Sometimes this process takes 2 minutes, sometimes the full hour.
Since doing this, I’ve found I don’t have stress the next morning, suddenly realising that I’ve got a meeting first thing that I have not prepared for. It creates a calm state of mind for the evening, knowing that I’m ready for the next day. It enables my mind to cogitate on what I have coming up, such that when events unfold I find myself better prepared and ready to roll than I otherwise would have been.
Each of these elements is fairly straightforward in and of themselves. Bringing them all together, though, has improved my flow, and has largely resolved the problem of double-booking and calendar mixups.
Of course this stuff is never done, and it will change with workload and circumstance. For now, however, I feel like it has gotten me closer to the concept of ‘mind like water’ than I was previously.
A few months ago I was unfortunate enough to contract Glandular fever and I am still suffering the effects of it now. The virus started out as what appeared to be the flu, but after I couldn’t shake the feeling of fatigue and general malaise for weeks after the flu symptoms ended I decided to go the doctor. Subsequent blood tests confirmed the glandular fever diagnosis. Normally this is a virus associated more with teenagers, so I am surprised to have contracted it at the ripe old age of 40.
The impact this illness has had on my ability to work effectively has been significant. Beyond the physical problems it has been a struggle to establish mental focus and remain concentrated on a task. I have had periods of forgetfulness and an incoherent mind. Making this worse from a working perspective is that there are not any external symptoms of the problem. This can make it hard for others to appreciate the truth that I am struggling to function. In a consulting environment, it becomes hard to step away from work when there aren’t any visible health problems.
The client-focused consulting work that I do is not particularly conducive to long periods of leave linked to sickness. My work is a conduit for the success of other people’s goals and I need to fit in with their operational timelines. I engage with companies on the premise that our work will be done in a timely fashion. Often I am fitting my work around other projects they have on the go so any delays I create can have other knock-on effects. To suddenly need to take a lengthy break because of an illness that is not visibly apparent – but is impacting my mental state considerably – is a difficult thing.
Managing expectations in these circumstances is a challenge, because I don’t even know what I can promise in terms of timelines. The best I have found I can do is to be upfront and honest about the situation, and trust there will be a level of empathy from the client I am working with.
Even harder than managing the expectations of others are managing the expectations I place on myself. I’m self-motivated and I structure my projects and set deadlines to ensure I stay on track and maintain momentum. Having an illness that impacts my ability to meet these deadlines is a frustration that can tend to eat away at me.
I worry that I’m letting others down, and the feeling of ‘falling behind’ is not one I like. I have to take time to remind myself that I can’t always work with maximum efficiency; that I’m a living being who will have ups and downs. I need to let go, give myself time to recover and be assured that I will be able to catch up at a later point.
Ultimately, I just need to accept that stuff will just have to wait, and sometimes there is nothing that can be done about that.
Finally, a note on voicemail. They are the bane of my existence even in normal circumstances. When I’m sick, and a number of them bank up, it’s even worse. Seriously, voicemail is terrible, and it should be banished. With so many other options for communication, why is voicemail still a thing?
Over the past five years I’ve spent a lot of time learning the fundamental philosophies of a production system known as lean. I’ve read books and articles, I’ve taken a study tour to see lean in action in Japan. I’ve developed lean guides for business, and coached companies in the theory and implementation. Yet despite all of this, I still consider myself a beginner1.
Most of my lean work has been in relation to the manufacturing sector but the principles can also be applied to healthcare, food preparation, administration, and software development, to name a few. IT has even created further derivations such as kanban and agile.
Toyota is the company that can be credited for originally demonstrating the value of lean through their own Toyota Production System. Implemented with the help of Edward Deming after World War II, the company has embraced the lean philosophy of continuous improvement ever since. The company is now the gold standard with respect to lean implementation.
The theory of lean is much like an onion: there are many layers to it (and implementing it might sometimes make you cry!) Trying to emulate the Toyota Production System at the outset is an effort not worth taking, but any company can do implement some simple elements without too much trouble if they commit.
To get started I recommend following the exact same advice my Grandma used to give:
“a place for everything and everything in its place”
Yes, it’s as easy as that.
This concept represents one of the basic tenets of 5S. 5S is all about keeping things neat and orderly within the context of a lean workplace. Make sure if you take something, use something, or move something, that it gets put back once it has served its purpose. This approach will make it easier for your future self or somebody else to find a thing in the future. It will prevent the need to buy another thing because you couldn’t find the original thing. It will reduce stress and anger when you can’t find the thing you need at the time you need it.
Simply make sure everything has a home and that it always lives at home when not in use. Good tip, Grandma.