"I can't get any work done with all these distractions!" All bosses hear it. Especially in creative functions like design, engineering, R&D. I imagine lawyers, writers, nurses and many other professions could also (along with the rest of us) use reasonable periods of time where they can put 100% of their concentration into their work. In these days where "multitasking" is a "skill", leaders must combat the whittling away of their employee's productivity.
I was reminded of my experience as a leader of a custom engineering/manufacturing company. Designers would complain of having no time to get into their detailed design work. Distractions and interruptions from the floor, suppliers, bosses, meetings, would fragment their time. We found that an hour a day (or less) was a common amount to be spent on a project! Since many of these were design and development projects you can imagine that productivity was not as good as we wanted. We arrived at a good solution by establishing daily "quiet hours". For a period each day the engineering department did not answer phones, emails, attend meetings or entertain other interruptions. They were declared "offline" to the rest of the organization. It turned out to be very effective and was widely respected all coworkers. Psychologically it was important that as a leader I recognized the need for the "quiet time", and by doing so I empowered the people to take charge of their working time themselves.
Google search "Managing Interruptions" and you will get a laundry list of good tips you can pick from. In the end effectively managing interruptions is something that the employee has to take on for themselves as part of their daily interactions. Learning to say "no" to interruptions is a learned communications skill for most of us. Often it is an assertiveness issue as well. It is the job of the boss to recognize what habits the worker needs to change and give them the support they need to make the changes. Empowerment can can be defined as "permission and support from the boss to practice new behaviours in the workplace".
The "One Minute Manager meets the Monkey" is a quick read that gets to the heart of the matter for those ultra-committed souls that habitually take on too much.
Ultimately the boss has to guard his people and their time so they are most productive. Controlling the frequency and length of meetings and easing the difficulty of bureacratic processes are a couple of big ones. Set a good balanced example yourself: get results and have a good life. Send the right message Boss!
Points to ponder....
“After you plant a seed in the ground, you don’t dig it up every week to see how it is doing.”
In his 1975 HBR classic “The Manager’s Job,” Henry Mintzberg wrote: “Someone, only half in jest, once defined the manager as that person who sees visitors so that everyone else can get his work done.”
“Guard against the director’s first great vice—rabbiting on, making the same point again and again, getting laughs from your inimitable (and interminable) anecdotes.”
Say to your employees: “My job is to open the umbrella when the crap rains down from above. Your job is to keep me from having to open it too often.”
"I have left orders to be awakened at any time in case of national emergency, even if I'm in a cabinet meeting." -Ronald Reagan, 40th president of US (1911 - 2004)
"There is never enough time, unless you're serving it."- Malcolm Forbes
"Noise is the most impertinent of all forms of interruption. It is not only an interruption, but is also a disruption of thought." Arthur Schopenhauer, German philosopher (1788 - 1860)
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