CEO level time management skills 總裁級的時間管理技巧

Posted 3/21/2014 7:41 am @ Taipei, Taiwan – Thanks to my buddy Mickey for sharing this article in Chinese.  I was able to find the English version as well so I will post them both.  Excellent tips on time management!!  You don’t have to be a CEO to learn from this article.  Read it and apply some of the ideas!


source: http://firstround.com/article/70-of-Time-Could-Be-Used-Better

70% of Time Could Be Used Better – How the Best CEOs Get the Most Out of Every Day

The average tech CEO works about 300 days a year, 14 hours a day. That’s 4,200 hours a year. The stats for most other tech leaders and startup employees aren’t too far off. It sounds like a lot of time, but for most, it’s not enough. Nearly 30% of that time gets sunk into email. Another third gets spent in meetings — and studies show that half of those hours are completely wasted.

Looking at the schedule of a typical CEO, a full 70% of that time is sub-optimal, and I’ll back that up with my own experience. Prior to joining First Round as a partner, I served as Co-Founder and CEO for three companies, including LiveOps. Today, I meet with dozens of founders every week, helping them grow their teams and get more productivity out of themselves and the people they work with. They know they should be using every hour to move their companies forward, create great products, close deals and hire the best candidates. Many just can’t find the time. So, how do we get better?

This year, I spent several weeks leading up to our annual CEO Summit catching up with people I know who do a superhuman job at managing their time. My goal was to capture the tools, tips and hacks they use to make every work hour count. Below, I share eight strategies that have worked for them and for me, so we can all stop wasting time and missing out on opportunities.


1. SAY NO.
As your company becomes more prominent, you’re only going to get more of everything. More people reaching out through LinkedIn, email, invitations to connect, to go to coffee, to ask for a favor. It’s death by paper cuts. Inevitably, a childhood acquaintance from 20 years ago who you can barely remember will ask you for introductions to all your influential friends at Facebook. This is when you have to say, “No.”

Saying no is so hard. It’s hard because you want to pay it forward. So many people have helped you. You want to do the same. But you have to draw the line somewhere, and there are ways to make it easier.

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Try “No” templates — canned responses for all the common situations where you find yourself saying no. I first heard about the idea from entrepreneur and investor Mark Suster, and it’s saved me immeasurable time and anxiety. Here’s an example:

Hi Bill,

Great to hear from you. I hope all is well. Fortunately, my company is starting to take off, and I’m under extreme pressure to deliver against some ambitious goals. I go to a lot of social events, but unfortunately I won’t be able to connect right now.

Best,
Josh

This lets you put the time and attention you want into crafting a response. You just don’t have to do it every time. The most important thing is that you close the door to further communication. Do it nicely in a way that truthfully explains the situation, but don’t leave things open-ended.

When you have your batch of templates, you can say no to salespeople. Say no to investor meetings when you’re not raising money. Investors make a lot of introductions. You don’t have to take all of them. Board members make random requests. You don’t have to agree to all of them. Write a template for each of these cases, including messages on LinkedIn. Even that email from your long-lost friend looking for a meeting. Eventually, you’ll need it.

2. BE AN EMAIL NINJA.
For those of you who haven’t seen SaneBox, I’m a huge fan — it’s so simple. It’s like Google Priority Mailbox, supercharged and works well with your iPhone. It sets up a bulk folder that takes all bulk email out of your inbox. Anything that you don’t need to read personally, you never see it. It’s accurate and it saves a ton of time.

Most of the CEOs I know who are very productive make a priority to get to inbox zero. Just think about postal mail for a second. Do you pick your letters up, look at each one and then put them back down only to pick them up and put them down again and again? This is the definition of insanity. Yet that’s exactly what most of us do with our email. There are three methods that I’ve observed email ninjas use:

  • All day. Your inbox is always open and you process things as they come in. You’re extremely responsive but it’s hard to focus on projects that require deep thought.
  • Batch. You look at your email two to four times a day and run through everything then.
  • Assistance. You retain the help of a full-time or virtual assistant who can help sort through your email to flag what’s actually important, what requires action and what doesn’t. You’ll need to set up a private inbox, of course, but this can turbo-charge your whole life.

If you don’t have an assistant, I recommend the batch route. It lets you focus on email when you need to, and give other tasks the attention they deserve. Constant context-switching makes you mediocre at everything.

Another way to take your email skills to the next level is to install a suite of plug-ins. Task managers like Asana often have them, allowing you to move emails in and out of your task manager. It’s a quick way to get things out of your inbox but not off your radar.

Rule of thumb: If you can respond to or act on any email in under two minutes, just do it immediately. If it’s going to require more than two minutes, move it into your task manager to process later. When you do this, you have the ability to prioritize tasks and emails in relation to each other, and your inbox no longer owns your time.

I’ve heard from a number of people that learning the keyboard shortcuts in Gmail can save up to 30% of your time. Gmail also offers a setting that lets you archive emails as soon as you click send, leaving you with a more pristine inbox at the end of the day.

Finally, and perhaps the most useful thing you can do is use TextExpander or another shortcut utility. It allows you to type short-hand and have it magically fill out an email with prepared phrases with just a few quick keystrokes.

3. MANAGE YOUR ENERGY.
Not too long ago, the average human used to walk 12 miles a day. Now we sit. We sit a lot. We sit so much. It’s so bad for us that Harvard Business Review has called it the smoking of our generation. If you work in tech, you average 9.3 hours sitting every day. This is more than you sleep. As people, we’re meant to move. It’s vital to our health, but also our ability to be effective. Here are three quick hacks in this department:

The seven-minute workout. It’s scientifically proven. The New York Times has spoken. You do 12 exercises in seven minutes and it works.

Take walking meetings. Almost everyone has one-on-one meetings. Suggest taking a walk instead of sitting in a conference room or a coffee shop.

Ask for a standing desk. Most offices now accommodate these requests. They’ve been proven to reduce risks of heart disease and cancer and boost mood and alertness. And if you’re really committed to daily movement, try a walking desk.

Managing your energy isn’t just about physicality. It’s about understanding your mental rhythms too. We all know about sleep rhythms, the importance of deep sleep and a healthy REM cycle. But we don’t pay attention to how these rhythms continue throughout our day too. To take advantage of upcycles, you need to build your schedule like a sprinter. Block off an hour to two hours when you are at your most alert and use them to work against your three top priorities.

Here’s an example of a CEO’s calendar:

They set up their morning to do the most creative projects. Research shows most people are at their most creative in the morning. Handle email and stand-up meetings after that and then power through emails at the end of the day. Notice how there are breaks between these scheduled blocks to remain optimally focused in between.

When you do take a break, you actually need to take a break. Go for a walk. Listen to soothing music. Do something not work related. Talk to the people in your office and discover things about them that aren’t related to work.

4. BUILD PLAYBOOKS.
For anything you do more than three times, write down your process in detail. Build playbooks that you can hand off to someone else, so they can execute something exactly the way you would. Never get held up by people asking what the next step is or whom they should ask about a process.

This is how Uber in particular scaled so quickly. They’ve grown to over 70 cities and they’ve killed it in all of them. How did they do it? With a playbook. They have a list of the things they do in every single city when they launch, with slight regional adjustments. They have practiced this method and tested it and wrote it all down. So now they just execute, like turning a key.

As a founder, operator, advisor and angel investor, Bill has helped dozens of companies launch, manage through hyper growth and win. Before joining First Round, Bill led LiveOps to $100 million in sales and hundreds of employees.

“People who do amazing things write it down. Startups don’t do that enough.”

The startups that I have seen succeed the most at scaling are the ones who have systematized their common actions and core procedures early, and made a habit of it as they grew.

5. GET GREAT AT EXTERNAL MEETINGS.
How many times do you meet with someone important to your business, but fail to take away knowledge you can use to grow that relationship? This could be anyone from a business development partner to a client. It can be hard to hear, and when you walk out, you lose so much of what they’ve told you. The chances that you’ll improve your performance for them are slim.

To break this mold, you need to understand their professional challenges.

If you don’t, you have to ask them. If you’re in a B2B space, what are your customers’ customers asking for? How can you help them meet these challenges?

“How many of us can list off the top three professional challenges our customers face?”

To really get the most out of your meetings, you have to bridge personal and professional. It doesn’t have to be deep. It could be as simple as asking them if they are going anywhere on vacation soon. When they respond to questions like this, make note of it. Give yourself the opportunity to reach out again, outside of meetings, with a personal touch to build that connection and deepen it. For example, if a contact likes cycling, send them an awesome bike route you’ve discovered. It makes a transformative difference.

6. GET GREAT AT INTERNAL MEETINGS.
Startups tend to hold a lot of meetings. Too many. Have less. One of the easiest ones to kill is the status meeting. You don’t need to constantly meet with your team to provide a round robin of updates. Just have them write it down. Put it in a Google Doc and have everyone read it once a week.

“Never leave a meeting until you’ve decided what the outcome is.”

When it comes to decision-making meetings, make reversible decisions quickly. Most decisions in startups are reversible and yet we agonize over them for too long. When you come together, get the right data and the right people and drive toward a decision.

Do this for all decision-making meetings, unless it’s truly an irreversible decision. Take more time with those, have more conversations, involve your advisors and board. Otherwise decide and execute. Your biggest advantage as a startup is the ability to change quickly later since there are so few moving parts.

7. LEVERAGE ASSISTANTS.
Technology is great at making us more productive, but it has its limits. It’s worth growing a relationship with an assistant, either in-office or remotely to help you.

Virtual assistants and services like TaskRabbit that are more dedicated to specific tasks can be very powerful. However, they can’t take what’s inside your head and make judgments for you.

If it is possible for you, hire a full-time assistant in the same building as you. This can extend your capabilities more than you can imagine. In addition to having enough context to make decisions on your behalf, they can orchestrate these other services to do even more. If having a full-time assistant isn’t possible, try a virtual one. There are many inexpensive services, like Prialto, and they can take a ton of stuff off your plate. They can order and send gifts, take dictation, schedule many meetings at once, etc.

Dictation, especially, should not be underestimated as a great source of productivity. I recommend you install an app called Voxie. You can open it and literally say, “Draft an email to Chris,” and then just speak it out, “Hi Chris, Great to see you this morning. Thanks for catching up.” Your virtual assistant can easily field the recording, and when you get back to your inbox, it’ll already be in your drafts. All you need to do is hit send.

“Following up on meetings can be tremendously impactful, but how often do you actually do it?”

Now you can draft the follow-up email in seconds right as you’re leaving a meeting.

8. GIVE YOUR TEAM LEVERAGE.
One of the most productive CEOs I recently spoke to is religious about “management by walking around.” This is exactly what it sounds like. He circulates the office, stopping to talk to his team members one-on-one or in small groups throughout the day. He asks them:

  • What’s holding you back from getting more done?
  • What are your blockers? Are there any bottlenecks or barriers I can remove for you?
  • What resources or processes would let you move as fast as you want to?

So I advise you, get the answers to these questions and get it done for your team. If you want them to model speed, you need to model speed yourself. Give them the help they need to do their best work in record time. Responsiveness is key. You can still batch your emails and catch urgent requests with a tool called AwayFind. Whenever someone sends a high priority message, you’ll get an alert without having to leave your inbox open all day.

A lot of the time, you’ll hear that people are simply stuck. They’re nervous about deploying a feature or cold emailing an important contact. They’re toiling away to fix a tiny bug while a larger project grinds to a halt. When something like this is holding them back, the best question you can ask is this: What is the cost of failure? If only two people out of two million will see a new feature that isn’t perfect, you don’t need to be spending so much time on it. De-risk it for them. When you’re a manager, this is often the best use of your time.

Demonstrate the 80/20 rule in everything you do. This means spending 80% of your time on the work that moves the needle, and only 20% on the smaller stuff. Condition your team out of seeking perfection. So many startup employees, especially engineers, want to nail everything perfectly the first time. But that’s not what you want. You want speed.

If you implement these simple hacks, you can get that 70% of time you aren’t maximizing back. You can spend less time in meetings and your inbox. Most importantly, you can get back to leading, inspiring, closing deals and changing the world.


source: http://techorange.com/2014/03/20/0-of-time-could-be-used-better

事情總是忙不完,因為你 70 % 的時間管理都出了問題

於 2014-03-20 01:17:05 發布

本文來自 First Round Review,他們的文章向創業者提供可操作的建議,以助力打造優秀的公司。本文作者 Bill Trenchard 是 First Round Capital 的合夥人。

科技公司的 CEO 平均每年工作 300 天,每天 14 小時。也就是一年 4200 小時。這個統計數字和大多數的科技公司管理者與創業公司的員工相比,差別並不大。4200 小時聽起來像是很多,但對於他們中的很多人來講,還是遠遠不夠用的。這裡頭,有近 30% 的時間是用在收發 Email 上。還有另外三分之一是花在開會上。有研究表明,這部分時間有一半以上都是完全浪費的。

可以研究一下一個典型的 CEO 的日程表,你會發現其中 70%的時間安排都不是最優的,我自己的經驗也同樣說明了這點。在加入 First Round 成為合夥人之前,我在三家公司擔任聯合創始人兼 CEO,包括 LiveOps。現今,我每週與數十家公司的創始人見面,幫助他們發展自己的團隊,讓他們自己和員工有更高的生產率。他們自己也明白,每一小時,都該用在推動企業前進,創造良好的產品,談判,聘請最好的員工上頭。

只是時間怎麼都不夠用。那麼,該怎麼做才好呢?

今年,我有幾個星期都花在我們​​的年度 CEO 峰會上,但也趁這個機會,能遇上幾位老朋友,和他們敘敘舊,他們可都是在管理時間方面的超人。

我的目標是找出他們如何充分利用好每個工作小時的技巧和竅門,以及他們所使用的方便的軟體。我把我和他們的經驗總結成下面這八個策略,可以幫助我們不再浪費時間,不再錯過任何機會。

1. 向朋友說不

當你的公司變得很優秀了,你就會遇到更多的麻煩。好多人會通過 LinkedIn,Email 來跟你聯繫,要跟你去喝咖啡,要請你幫忙。這真是折磨人。就像你童年的小伙伴,你只能勉強記得他的名字,他卻要你把 Facebook 上所有有影響力的朋友都介紹給他。這時你就得說:No。

要拒絕別人是很難的。因為你也想回報一些什麼,畢竟曾經有這麼多人幫助過你。但是,在這方面你得有個底線,我也會教你一些比較容易 Say no 的辦法。

嘗試一下這個 No 模板,它是一個罐頭回覆,適用於任何你想 Say No 的普遍情況。我最早是從 Mark Suster 那裡聽到這個做法,他是一個企業家和投資者,這個辦法替我節省了無數的時間,大大減輕了我的焦慮。舉一個例子:

你好 Bill,

很高興收到你的消息。希望你一切都好。我很幸運,我的公司正發展的不錯,但我現在壓力很大,為了我的事業。我常去一些社交活動,但恐怕最近就不太方便。

祝好

Josh

這樣的回覆可以節省你的時間和精力。讓你不必一再回覆同樣的內容。最重要的是,他們不會再聯繫你了。這類處理方式很婉轉,也如實說明了情況,但要記得把話說死,別留下機會,讓他們再找上門來。

有了這個批處理模板,你可以跟銷售人員說不 ; 在投資者會議,如果你不想再投錢,你可以說不 ; 投資者會有不少建議,你不必全都執行 ; 董事會會有很隨意的請求,你不必同意他們。

針對這些情況 一一 寫下模板,包括在 LinkedIn 上的回覆訊息。包括你久違的朋友來 Email 要求一個會面的答覆。最終,你肯定會用到它們的。

2.在 Email 處理上節省時間

推薦給那些沒用過 SaneBox 的人,我是它的粉絲,它是這麼的簡單。有點像 Google Priority Mailbox,很給力,並且在 iPhone 上工作良好。它建立了一個批量文件夾,能自動歸檔群發郵件。那些你不需要親自閱讀的郵件,你永遠不會看到它。它很準確,能節省大量的時間。

我所認識的大部分 CEO,在清空收件箱方面都是高效率的能手。試想一下郵政信件是怎麼被處理的。你拿起你的信,看一下,然後把它們放下來,拿起來,放下來,然後是一次一次又一次?這簡直叫人精神錯亂。然而,我們大多數人正是這麼處理 Email 的。我觀察到的 Email 忍者會使用三種方法:

1. 全天候打開:你的郵箱始終是打開的,一有郵件進來,你就處理掉。你非常有責任心,但這樣的話,遇到那些需要深思熟慮的項目,你會很難集中精神。
2. 分批處理:你每天會有兩到四次來查看 Email,並馬上把所有事情都處理掉。
3. 助理:你有一個全職的或者虛擬的助理,來幫助檢查你的 Email,把真正重要的郵件打上標籤,並提醒你那些需要立即處理的事項。當然,這樣的話你需要建立一個私人的收件箱,不過這可以讓你的生活整個煥然一新。

如果你沒有一個助理,我會建議你使用方法二:分批處理。它可以讓你在需要的時候,專注於處理 Email,同時其他任務也可以得到應有的重視。頻繁的切換工作會讓你什麼都乾不好的。

另一種方法可以提升你處理電子郵件的技能的是,裝一套插件。像 Asana 這類的任務管理器裡就有,可以讓你把 Email 從你的任務管理器裡移進移出。這是一個快速的方法可以清空收件箱,郵件留待稍後處理。

經驗法則:如果你可以在兩分鐘內回覆好或者處理好 Email,那你就馬上處理吧。如果處理起來需要超過兩分鐘,就把它移動到你的任務管理器裡,待後續再處理。你這樣做時,也會在各種任務和電子郵件間安排好它們的優先順序,不用再花時間去收件箱裡頭處理。

我聽過一些人說使用 Gmail 的鍵盤快捷鍵可以節省掉 30% 的時間。Gmail 還提供了一個設置,只要你點擊發送,郵件就會自動歸檔,讓你的收件箱每天都乾乾淨淨的。

最後,也許也是最有用的就是 TextExpander 或其他快捷鍵輸入程序。它只需要輸入一些設定好的短語,就可以神奇般的填寫好一整封電子郵件。

3.管理好你的精力

以前,平均每人每天會步行 12 英里。但現在我們更多的是坐著。我們坐的時間也太長了吧。這太糟糕了,《Harvard Business Review》 研究發現久坐的危害堪比吸煙

如果你在高科技行業工作,平均每天會有 9.3 小時是坐著的。這甚至比你睡覺的時間還要長。作為人,我們天生是需要運動的。這對我們的健康是至關重要的,也是我們保持效率的來源。這裡有三個關於這方面的小竅門:

七分鐘鍛煉法:這已被科學證明。也是紐約時報提過的。在 7 分鐘裡做好 12 個動作,事實證明它很有效。

散步式開會:幾乎每個人都有一對一的面談式會議。推薦把這樣的會議改為散步的方式,而不再是固定的坐在一個會議室或咖啡廳裡。

站立式辦公桌:現在很多辦公室都提供了這樣的辦公方式。已經被證明站著辦公可以降低心臟疾病和癌症的風險,可以提高情緒和警覺性。如果你真的喜歡日常運動,可以嘗試一下跑步機辦公桌或者自行車辦公桌。

精力的管理不只是身體上的,還應該包括要了解自己的心理節奏。我們都知道睡眠規律,深知深度睡眠和健康的 REM 週期的重要性,但是我們常常忽視了每天都會有的人體節奏。

你得像運動員那樣來安排你的日程表,拿出你全天最靈敏的一到兩個小時,花在對你而言最重要的的三件事上。

這裡有一個 CEO 的日程表:

他們把早上用來做最需要創意的項目討論。研究表明,大多數人都是在早上最具有創新意識。處理 Email 然後是站立式的會議,這天最後的工作依舊是處理 Email。請注意在這些事項當中都有安排休息時間,這樣可以保證在切換到每個任務時都能達到最佳狀態。

當你想休息的時候,你需要確實的休息一下。去散步,聽舒緩的音樂,做一些跟工作不相關的事。跟你的同事閒聊下,也可以發現一些他們工作之外的事情。

4.打造執行手冊,Uber 就是這樣成功的!

對於任何你重複過三次以上的工作,請詳細寫下過程。指定出執行手冊,然後交給別人去做,這樣他們可以用完全相同的方式去完成它。要做好這個手冊,千萬不要讓人們再來問下一步是什麼或者要找誰負責。

這也是 Uber 迅速擴張的原因。他們已經發展到超過 70 個城市,並且佔領了市場。他們是怎麼做到的?一個執行手冊!

每到一個城市,他們手上會有一個清單,寫滿了必須要做的每一件事情,只有輕微的區域性調整。他們已經多次練習,進行了測試,最後製定好完整的執行手冊。所以,現在他們只需要執行就可以了,就像拿鑰匙開門那樣容易。

「那些成功人士都善於做記錄。但是創業公司僅僅這樣做還不夠。 」

我所見過的擴張得最成功的創業公司,在早期就提出了系統化的共同行動和核心操作,並讓此成為一種習慣。

5.了解你業務對象的生活,有助事業

有多少次,你和某人進行會議,這個會議對你的公司而言至關重要,但你卻找不出辦法來增進你和這個人的關係?他可能是你業務發展的合作夥伴,客戶或者任何人。會議內容可能不大容易聽懂,當你走出會議室,你就把他們說的都忘得差不多了。要給他們留下好印象的機會好像很渺茫。

要打破僵局,您需要了解他們的職業挑戰。

如果你不知道,就問他們。假設你在一個 B2B 的環境裡,什麼是你客戶的客戶的要求?對此你能幫他們做點什麼?

「我們有多少人能列出我們的客戶那邊,排名前三的職業挑戰?」

要真正充分利用好會議,必須在私人和工作之間搭一座橋。不必很深入,可以很簡單問一下,最近會不會去哪裡度假啊。然後記下他們的回答。在會議之外,創造條件去更深入的認識這個人,加深你們的關係。例如,他喜歡騎自行車,就可以向他推薦一條你知道的很棒的騎車路線。這會產生一個變革性的轉變。

6.優化內部會議

創業公司往往要進行很多的會議。太多了,減少一些。最簡單的辦法就是去掉那些狀態匯報的會議。你並不需要不斷地與團隊成員開會,只為了聽他們匯報項目的進展。讓他們寫下來。把它放在一個 Google Doc 裡,讓每個人每週都去讀一次好了。

永遠不要在做出決定之前,離開會議。

當涉及到決策會議,請迅速做出可逆的決定。大多數決定在創業公司裡都是可逆的,但我們花太多的時間來思考。把人聚到一起,有了正確的數據和正確的人,就可以迅速做出決定。

對所有的決策會議都這樣做,除非它是真正的不可逆轉的決定。那就花更多的時間,進行更多的對話,把你的顧問和董事會都召集起來。不然的話,決定然後執行就好了。作為創業公司,最大的優點就是迅速做出改變,因為一共也就這麼幾個零部件。

7.找一個助理來幫你提高效率

技術的偉大之處在於可以提高我們的效率,但它也有局限性。僱傭一個助手來幫你,無論是辦公室裡的或遠程的,都是值得的。

虛擬助手和服務,像是 TaskRabbit,專注於特定任務,很強大。但是,他們不能知道你腦袋裡的想法,不能替代你做出決定。

所以有可能的話,僱一個全職的助理跟你在一起工作。這對你的幫助會超乎你的想像。除了能夠根據你的行為模式替你做出一些決定外,他們還可以協調很多的事情。如果僱一個全職的助理是不可能的話,就嘗試用個虛擬的吧。有很多便宜的服務,像是 Prialto,他們可以幫你處理一大堆的事物。他們可以幫你訂購和寄送禮品,還有聽寫功能,還能一次性安排好多次會議等等。

聽寫功能,是不應該被低估的,因為它能提高效率。我建議你安裝一個叫做 Voxie 的 App。你打開它,只要對著它說,「幫給 Chris 的 Email 打一個草稿,」然後把內容口述出來就好了,「Chris 你好,很高興在今天早上跟你碰面了。謝謝你能撥空參加。 」你的虛擬助理能輕鬆地做下錄音記錄,而當你打開你的收件箱,草稿已經在那裡了。你需要做的就僅僅是點擊發送。

「會議的後續工作會有極大的影響力,但你多久會做一次? 」

現在,你可以在會議結束的幾秒鐘內,就起草好後續的 Email 了。

8.給你的團隊全力支持和關心

我最近跟一個 CEO 談過,他是我認識的最有效率的人,他信仰「走動式管理」,實際內容就像聽起來的那樣。他每天就在辦公室裡轉圈,停下來挨個跟他的團隊成員講話。他問他們:

什麼阻礙了你的工作​​進展?是否有任何瓶頸或障礙?我可以幫你做什麼嗎?

需要什麼資源或流程,可以讓你的工作進展得更快些?

所以我建議你,去問一下這些問題的答案,並幫你的團隊滿足他們的需要。如果你希望他們可以快速的完成工作,你首先得自己先快起來。向他們提供所需要的幫助,他們才能在時間內完成工作。響應速度是關鍵。AwayFind 是一個批量處理 Email,相應緊急的要求的工具。當有人給你發送一條高優先級的消息,你會得到一個警告,而不必保持收件箱全天候的打開。

很多時候,你會聽到你的員工卡住了。他們會因為部署新功能或與重要人士發送 Email 而緊張不已。他們會為了 Debug 一個小錯誤而揮汗如雨,然而卻無視另一個更大的項目已經停滯不前了。

當這樣的事情阻礙了他們前進,你能問的最好的問題就是:如果失敗了,成本是多少?如果兩萬人裡頭只有兩個人認為這個新功能不夠完美,你就不需要花費這麼多的時間。助其化解風險。你作為一個管理者,要這樣做才能更好的利用時間​​。

80/20 法則適用於任何事情。也就是說要把 80% 的時間花在真正有效益的事情上面,只有 20%花費在瑣事上。不要過分追求完美。很多創業公司的員工,尤其是工程師,在一開始總是要求完美。但是,這不是你想要的。你想要的是速度。

如果你掌握了這些簡單的竅門,你就可以將那 70% 的時間最大限度地使用好。你在會議或者 Email 上會花更少的時間。最重要的是,你有時間去領導你的團隊,去鼓舞人心,去搞定生意和改變世界了。

延伸閱讀:

2014 新年新計畫,就從取消「貪睡鬧鐘」開始

溫拿與魯蛇差在哪?用「碎時間」 Upgrade 自我的能力

(轉載自合作媒體《36kr》; 原文出處:firstround.com ; 圖片來源:carltondramaticsociety, CC Licensed)

About GhettoRacer

racer, driver coach, taoist, yogi, dreamweaver, bballer, rebel, philosopher, entrepreneur, kiva, lonewolf, vagabond, photo/video shooter, storyteller
This entry was posted in East/West/translations, Repost, Technology/Modern Marvels, The Truth, The Realist and tagged , . Bookmark the permalink.

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