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Getting (the Right) Things Done

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Information about Getting (the Right) Things Done
Business-Finance

Published on December 4, 2008

Author: WestPeter

Source: authorstream.com

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Getting Things Done:Rapidly Transitioning fromLearning to Knowing to Acting : Getting Things Done:Rapidly Transitioning fromLearning to Knowing to Acting April 19, 2006 Peter West Senior Consultant Continuous Innovation peter.west@continuousinnovation.ca http://www.continuousinnovation.ca/ the Right Goal: : 2 Goal: To Stimulate You to Think About, Explore and Apply Some of the Ideas that Follow Useful Definitions: : 3 Useful Definitions: Productivity = Effectiveness (Doing the Right Things) Performance = Efficiency (Doing Things Right) The Overall Framework: : 4 The Overall Framework: ACTING: Action Management : 5 ACTING: Action Management Vertical Action Management Horizontal Action Management Workflow Mastery: Collecting Processing (Do It, Delegate It, Defer It) Organizing Reviewing Doing (Based upon: Context, Time, Energy, Priority) Planning Naturally (Purpose, Vision, Brainstorming, Organizing, Actions) David Allen – Getting Things Done (1998): KNOWING: Oneself (A) : 6 KNOWING: Oneself (A) “Knowledge workers must, effectively, be their own chief executive officers. It’s up to you to carve out your place, to know when to change course, and to keep yourself engaged and productive … To do those things well, you’ll need to cultivate a deep understanding of yourself …” Six Questions: What are my strengths? (What are their implications for action?) Do I concentrate on them? Do I work to improve them? Is intellectual arrogance causing disabling ignorance? Do I mind my manners? Do I remedy bad habits? Peter Drucker – Managing Oneself (1999) KNOWING: Oneself (B) : 7 KNOWING: Oneself (B) How do I perform? (How do I get things done?) Am I a reader or a listener? Do I work well with people? (In what relationships?) Do I perform well under pressure? Do I produce results as a decision-maker or advisor? Do I work best in large or small organizations? How do I learn? (Do I act on this knowledge?) What are my values? (What guides my actions?) What influences my beliefs? What Influences my behaviour? Are my values compatible with the organization’s? KNOWING: Oneself (C) : 8 KNOWING: Oneself (C) Where do I belong? (Questions 1 to 3 help to provide focus) And, do I have the confidence to assert? Yes, I will do that, but … This is the way it should be done/structured These are the required working relationships/resources These are the kinds of outcomes/results you should expect These are the timeframes/deliverables What should I contribute? (What are my stretch goals?) What does the situation require? How can I make my greatest contribution? What results need to be achieved? KNOWING: Oneself (D) : 9 KNOWING: Oneself (D) Do I take responsibility for relationships? Do I see others as people? (Respecting their strengths, performance, values, place & contributions) Do I take responsibility for communication? ( In the context of their strengths, performance, values, place & contributions) Do I nurture trust? Successful careers are the result of preparing for opportunities KNOWING: One’s Habits : 10 KNOWING: One’s Habits Be Proactive Take initiative Circles of Concern/Influence Begin with the End in Mind Personal Mission Statement Principle-centered Put First Things First Think Win-Win Character Relationships Seek to Understand … Then to be Understood Empathetic Communication Perceptions Synergize Cooperation Trust Sharpen the Saw Physical / Mental Spiritual / Social Stephen Covey – Seven Habits (1989) KNOWING: One’s Behaviors : 11 KNOWING: One’s Behaviors Initiative (The White Space) Seek Out Responsibility Willingly Assume Risk Leadership (small-l) Respected for Quotient (Knowledge, People, Momentum) Self-Management (Total) Self-Knowledge / Satisfaction Work Organization / Flow Followership (Lead in Assists) Focus / Commitment Competent / Credible Perspective (The Big Picture) All Stakeholders Teamwork Purposeful / Participative Productive Organizational Savvy Relationship Management Niche / Credibility Show and Tell Targeted Persuasive Networking Known Connected Robert E Kelley – How to Be a Star at Work (1998) KNOWING: One’s Capabilities : 12 KNOWING: One’s Capabilities Cognitive Capabilities: Noticing Observing / Recognizing Scanning Filtering / Amplifying Patterning Connecting / Correlating Sensing Translating Integrating Creating Meaning Cognitive Processes: Visualizing Focused Perspective Intuiting Tapping Unconscious Valuing Aligned Attention Judging Leveraging Heuristics Alex and David Bennet – Organizational Survival (2004) KNOWING: Other Aspects : 13 KNOWING: Other Aspects Peter Senge (5th Discipline) Personal Mastery Mental Models Systems Thinking Shared Vision Team Learning Daniel Goleman (EI) Self-Awareness Self-Management Social Awareness Relationship Management Roger Fisher (Doing) Purpose Thinking Learning Engagement Feedback William Bridges (You, Inc.) Desires Abilities Temperament Assets KNOWING: Putting It All Together (PKM) : 14 KNOWING: Putting It All Together (PKM) . LEARNING: Personal Learning Plan (PLM) : 15 LEARNING: Personal Learning Plan (PLM) Work-aligned / Career-aligned For Each PKM Element: Learning Goals Learning Activities Learning Timeframes Evaluation Method Support Needed Comments & Questions : 16 Comments & Questions

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