Monday Mornings with Madison

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Time Management

Is Less More When It Comes to Office Space?

There has been a growing trend of businesses cutting back on the amount of work space allocated per person. Sharing offices has become more common. Cubicles are getting tinier. And open shared space with a number of desks or work stations in one open area – once considered so cutting-edge — has become ubiquitous. Employees are being packed into ever-smaller spaces. There have been a few tech firms in the San Francisco Bay Area that have gotten to worker densities of up to seven workers per 1,000 square feet of space or 142 SF per employee. The average just a decade ago was four workers per 1,000 square feet. As the Russian adage says, they are packed so tight that there is no room for an apple to fall.

Last week, we looked at how smaller work spaces are impacting employee productivity. The evidence — at least in some occupations such as computer programming (which, like many jobs, benefits from quiet and concentration) — shows that cramped, busy, noisy offices can have a negative impact on productivity. In one study, programmers working in quiet, private offices were up to 10 times more productive than equally talented programmers in office environments that were busy, crowded and noisy. If small work spaces can affect productivity, what impact might smaller work spaces have on creativity and innovation. Whereas once upon a time, open shared office space was heralded as a springboard for collaboration, managers are reconsidering the evidence. Continue reading

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Is Less More When It Comes to Office Space?

Office design has been evolving over the last few years. Once upon a time, all managers and executives had offices with walls, doors, desks and furniture. Space was abundant and a deluxe office was a standard perk of working at most any successful company. Clerical, secretarial and support staff also had individual work areas such as cubicles or separated from other desks by partitions, cabinets and space.

However, with the advent of technology coupled with the increase in population density and the skyrocketing cost of office space, business owners have been increasingly forced to make more of every bit of space. Architects are tasked with being ever more creative in the use of space. According to Corenet Global, a commercial real estate association, the average amount of space per office worker in North America dropped to 176 square feet in 2012, from 225 in 2010; a decrease of over 20%. Employees are being packed into increasingly smaller work areas. The question is how these smaller office environments are impacting productivity. Does this trend in design work? Continue reading

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To Change a Behavior, Change the Environment

At the beginning of a year, many people make resolutions to change. They want to break a bad habit or start a good habit. Or they want to improve or reduce how or how much they do something. For some, the change is personal. Lose weight. Eat healthy. Exercise. Stop smoking. For others, the change is professional. Stay organized. Find greater work/life balance. Be on time to work. Have more patience. Be more pleasant to customers. For each person, it is a different resolution. Yet, everyone basically wants to do the same thing: change a difficult-to-change behavior. (After all, if it was easy to change the behavior, there’d be no need for a resolution!)

Indeed, changing a behavior is not easy. Even when a person really, really wants to change their own personal conduct, behaviors persist. Eating the wrong foods. Drinking too much. Smoking. Being tardy. Why is that? In part, it is because humans are creatures of habit. Habits — which live in a specific part of the brain (interestingly independent from the part of the brain that houses memory) — control of much of the automatic behavior we perform each day… often mindlessly. Many behaviors are done on auto-pilot with very little thought. If so much behavior is done on auto-pilot, how does a person break a bad habit or start a new behavior? For decades psychologists suggested that to change a behavior, one simply had to first change one’s attitude. But, it turns out that that is not really true. To change a behavior within, start by changing the environment outside. How so? And is there a way a manager or employee can use this to improve productivity, short-circuit undesirable work behaviors and increase profits? Continue reading

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A Time to Plan

In the course of an ordinary day, most business people rush from meeting to meeting, call to call, and task to task at a frenetic pace. There simply are not enough hours in a day to do everything that needs to get done. The here-and-now is both emphatic and demanding. This relentless focus on the immediate makes it nearly impossible to plan for the future. Moreover, the future is so vaguely ambiguous. In the present, everything must get done now, but even when current needs have been met, the future remains distant and fuzzy. Notwithstanding, planning ahead is among a business owner’s most essential responsibilities, and this is the time of year when most companies should take time to look ahead and consider goals for the future.

Indeed, there is a tremendous value in planning. Planning helps provide guidelines and goals for future decisions. It also helps managers exercise more control in a situation, establish goals “proactively” and consider contingencies. Likewise, planning can help quantify goals and establish a means to measure success. It also ensures that a coherent set of actions are implemented that are consistent with the values and priorities of the leadership and organization. Planning also helps allocate limited resources like staff, materials, and time in an orderly and systematic manner. Last but not least, planning each year helps a company take advantage of changes within its industry. Given that planning is so helpful and necessary, how does one find the time to plan? And what exactly should annual planning entail? How complicated does this need to be? Continue reading

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The Business Conundrum of Quantity or Quality?

About 2000 years ago, Roman philosopher and statesman Lucius Annaeus Seneca was quoted as saying “It is quality rather than quantity that matters.” Some 1900 years later, Scottish author and poet George McDonald agreed saying “It is our best work that G-d wants, not the dregs of our exhaustion. I think he must prefer quality to quantity.” Mohandas Ghandi also said that “It is the quality of our work which will please G-d and not the quantity.” These learned men agree that when it comes to work, excellence trumps volume. Less is more.

Yet, the focus of most businesses is to improve productivity, increase output and amplify profits. For businesses, the goal is quantity… more volume…. greater capacity. In the world of work, more is more. That, then, brings us to the age-old argument of which is better: quantity or quality? Is one deal that generates $1 million in revenue and takes six months to close better than 10 deals that close within a six-month period and each generate $100,000 in revenue? They sound like the same thing, but are they really? Is faster manufacturing with more mistakes better or slower production with fewer errors? Should a company do more content marketing (blog posts, articles, press releases, tweets) or fewer but better quality content marketing initiatives? It is a question that business owners, leaders, and managers alike debate. With 2015 just around the corner, it is a good time to consider whether new business goals and plans should focus on increasing quantity or improving quality. Continue reading

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A Good Time To Do Good

There is no shortage of blessings for which we should express appreciation. Solid health. Supportive spouse. Loving family. Long-time friends. Thriving business. Great success. Acclaim. Good fortune. It turns out that giving thanks is good not only for the people receiving that appreciation (after all, it feels good to be told “thank you”) but also for the person expressing gratitude. In fact, gratitude seems to work like a “booster shot” for relationships. This goes for relationships at work as well. An employee expressing gratitude for a boss’ generosity makes both the boss and employee feel better. The same is true for a boss expressing appreciation for an employee’s hard work. Both boss and employee feel better. Giving thanks — the actual act of expressing it — is mutually beneficial.

People should take time to count blessings and be thankful every day. Indeed, taking it even a step further, perhaps the best way to show genuine gratitude for abundant blessings is to pay it forward by doing good and being the good we want to see in the world. It may be that the best way to show real appreciation for blessings and kindness is to be a blessing and show kindness to others…. and give others reasons to also be grateful. That would complete the circle of gratitude. And, it turns out that this also could also be good not just for the recipients but for the do-gooders too! Continue reading

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Time Matters

Every business on the planet would like to improve its use of time. As the saying goes, time is money. Better time management means more profits. It is therefore understandable that businesses — which constantly strive to be ever more profitable — are obsessed with time. Saving time. Managing time. Not wasting time. It especially makes sense given that time is the one truly finite resource. A company can hire more staff. It can buy more equipment. It can till or mine more raw materials or recycle old materials. However, no company can make a day longer… or recycle a minute…. or find a new source of time. Once a moment is gone, that moment can never be regained. Scarcity is what makes time so precious.
Managers from Boston to Beijing and from San Francisco to Singapore want employees to better their manage time. CFOs and efficiency engineers crunch every number related to and study every aspect of time management. Called ergonomics, they study their staff’s use of time, calculating how long each task should take and analyzing how each task can be done faster. Employing logistics, execs estimate the time it takes to move a certain volume of products from point A to point B and focus on how to reduce that time as much as possible. Businesses relentlessly measure, count and calculate and apply time to every workplace activity and process. Likewise professionals strive to manage their own time. Just how well business owners, managers, execs and professionals manage time can have a big impact on their success. Continue reading

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Managing Staff Vacations during the Dog Days of Summer

The temperature is anywhere between a sizzling 82 degrees and a scorching 102 degrees, from Montauk to Miami and from Dallas to Des Moines. Kids are wrapping up their summer break from school. Families are heading to the shore, water parks and lakes to cool off or up to the mountains to relax. Adventure seekers are cruising, sailing and soaring to far-off destinations. Vacations abound.

Meanwhile back at the world of work, far from the summer fun, businesses continue to function. Customers continue to place orders. Goods still need to be delivered and services must still be provided. As staff takes time off, summer vacations inevitably place a burden on those who remain behind to carry the load. Companies must be careful in how they handle summer vacation requests and manage staff leave time. There is a fine line between being so permissive with leave time that business suffers and being so rigid with vacation requests that employees aren’t able to get a much-deserved break to rest and recharge their batteries. Walking that fine line is the challenge. Continue reading

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On Your Mark. Get Set. Start.

When a runner is getting ready to run a race – whether a sprint or a marathon — the runner typically has a routine or series of actions to prepare for that race. There is, of course, a lot of conditioning leading up to race day. A couple of hours before the start, a runner might pop a few Advil and drink a lot of water. He might eat a hearty breakfast to provide the body with adequate fuel. Then shortly before the start, he might check the laces on his running shoes. He might also do a lot of stretching and warm-up exercises. When the race is about to start, the runner will probably line up at the starting line, get into a running position, and listen for the countdown, whistle or buzzer that signals to go. Each of those actions work as tiny cues to get the body’s adrenaline pumping and prime the runner to go swiftly from inertia to movement.

Mark Twain once said that the secret of getting ahead is just getting started. Going from inaction to action is probably the hardest part of getting just about anything done. It takes the most energy to go from total inactivity to motion – whether that motion is simply thinking through a problem or physically acting on it. A major factor in procrastination is simply the inability to start. Once the person begins, getting a project, task or job done becomes significantly easier. If starting is the hardest part of any job, then perhaps one key to success is simply in identifying ways to help launch the starting process Continue reading

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Attention Deficit, Part 1

There is a famous line from the movie Karate Kid (the 2010 remake) when Mr. Han, the Karate teacher, tells his pupil — who insists he is concentrating intently — that “Your focus needs more focus.” Despite the student’s insistence that he was focused, his level of focus was lacking. It is a problem that possibly everyone grapples with today. With all the diversions and noise that compete for our attention and energy in today’s world, it can be very easy to fall prey to distraction.

Do these scenarios sound familiar? Three people are in a meeting and one or more are repeatedly interrupted by incoming calls or text messages. Two colleagues are speaking by phone and suddenly one person is distracted replying to an email. Outside, a person walks down the street but is so completely immersed reading LinkedIn posts that he is almost hit by a car. Indoors and out, attention is drawn to pinging smart phones, rotating billboards, ticker-tape scrolling news feeds, bus bench ads, flashing neon signs and more, all screaming “Look at me!”. The demands for attention are everywhere.

The truth is that, for most people, their focus does need more focus. The dictionary defines focus as “the concentration of attention or energy on something.” Attention and energy are essential elements of focus. Attention describes how well you can shut out all else in order to give one thing full consideration or thought. Energy relates to how much or how long you can sustain that focus. That begs the question, just how much and how long should a person be able to focus on something without being distracted (by choice or chance)? How deeply and sharply should someone be able to concentrate on one thing without redirecting or quitting? More importantly, what — if anything — can be done to improve focus? And, if everyone is being driven to distraction, just how much is this lack of focus — by employees and customers alike — affecting businesses? Continue reading

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