Archive for the ‘What Liz Does Well’ Category

Stress and the Single Audience: How to Lower Stress and Avoid Writer’s Block

Tuesday, November 28th, 2006

In this world of technology, we need to read and write. Police officers write reports, Chefs and restaurant owners write reviews, business letters, and now are blogging too. Managers often ask teams to write the status of what they are working on. Performance appraisals often ask employees to write a self-evaluation, complete with performance goals. Every business person I have worked with since the last century has communicated via email.

It’s my experience that most folks don’t have training or confidence in how to put what needs to be said into writing. This not only causes miscommunication, it also reflects on job performance, projecting a lower image of competency than is reality. The gap in training and confidence also steals time and causes stress as people work and worry over how to express their ideas and issues in writing.

Even teachers have this problem.

Though enthusiasm and job commitment help to overcome hurdles in other situations, at the juncture of writing without confidence, experience, or complete training, enthusiasm, and commitment can often cause additional stress and be debilitating. Writers begin to self-edit before they have even started writing, and they get what folks call writer’s block. What they really have is a major case of stress cause by a fear of failing. It’s dangerous to miscommunicate in writing.

How to Lower Stress When Writing

I offer this checklist to help writers refocus, to bring their thinking back to the writing, it’s purpose, and the audience it will be serving.

  1. Make the work area visually clean.
  2. Think about the person that is the audience. If the audience is a group, imagine a prototypical individual from that group to write for. Let’s call that person your reader.
  3. Consider your reader’s traits and characteristics — know that your reader is intelligent, but doesn’t have the information you are about to share.
  4. Decide what you want your reader to remember. Write that out in words your reader might actually use to say it.
  5. Prepare notes — bullet points — to organize your thoughts around what you want your reader to remember. Most informal communication should convey less than three bullet points. One idea or bullet point is perfectly fine in an email.
  6. Use the right tool to communicate. Know the heirarchies of business communication. Understand which is most appropriate and effective for the information you have to share.
    Instant Message > Email > Business Letter > Formal Proposal
    Instant Message > VoIP/Telephone > Meeting
  7. Write up your message, using your notes and a clear mental image of your reader and the venue as you write.

Follow this checklist and you’ll find that stress will fall away. Writer’s block won’t be a worry, because you’ll know what you want to say, who you want to say it to, and how you want to say it. You’ll know the type of communication and the venue. You’ll be able to imagine your audience and get to what they need to hear from you to understand your message.

Almost always writer’s block is caused by the fact that we don’t know what we want to say or who we’re talking to.

Behind every Successful business is an Outstanding manager. –Perfect Virtual Manager

Liz Strauss

Delegation: Will You Have More Time Then?

Monday, November 13th, 2006

One of the problems I see and have seen in every organization at every level is a very human one. It’s the problem of delegation. Most folks don’t know when to do it. They don’t let go soon enough.

What seems to happen in most cases is that we get working so hard that we find ourselves entrenched in too much work and too much stress. Long before we realize,.we have started to work from one minute to the next. Forward thinking, planning into the future gives way to those critical tasks that must be accomplished each day.

We are in tactics mode. Strategy is gone completely by then. Our to-do lists are managing our time, not the other way around.

When someone says get some help, the reply often is “I don’t have time to teach a person what we’re doing.”

STOP! When you hear yourself say that, stop. Think. Will you have more time in three weeks to teach someone? If the answer is no, take the time to teach someone now. Then in the next two weeks after he or she knows what you’re doing, you’ll not only catch up, but you’ll have another trained person who can move the project along.

Seriously. Stop to do that now.

Behind every Successful business is an Outstanding Manager – Perfect Virtual Manager

Liz

18 Fishing Poles Aren’t as Good as 4 Fishing Poles

Thursday, November 9th, 2006

Finding a Direction

In his book, Beyond Code: Learn to Distinguish Yourself in 9 Simple Steps! Raj Setty talks about how professionals often chase the “hot skills” of the moment rather than building a complete and well-rounded professional profile. In an interview at Successful-Blog Raj says

I am of the firm belief that most technology professionals are in a trap. They go after learning “hot” skills that have a short shelf-life just because everyone else around them are going after those “hot” skills. When these skills become obsolete or “out of fashion”, they go after a new set of “hot” skills. They repeat this cycle and think that they can continue to repeat this cycle (3 – 5 years) forever.

When these same people leave the traditional organization, they find that their wide and varied skill set offers many general business possibilities they might pursue on their own. Too often what happens is that they look for external factors to decide which skills are important on which to build a business.

These would-be entrepreneurs define what they do in a new way to each person they meet — in essence each time putting a new “fishing pole into the water,” hoping that one of the definitions will catch a client. That client will become the foundation from which the new business will grow. Unfortunately what most often happens is that the proverbial fisher ends up with 18 fishing poles in the water. He or she spends valuable time running up and down the proverbial riverbank, checking to see whether anything has happened. If the answer is negative, he or she might even add more.

As time passes, the fisher’s effectiveness at defining a skill set or attending to any one pole becomes more and more diluted. He or she gets more confused and less attention from people who might have been interested in someone who focused on a single goal.

The illusion here is that more fishing poles means more options are open. But in fact, that is not remotely true. The 18 fishing poles in the water mean it is 18 times harder for the fisher to respond to a real offer. The illusion of 18 fishing poles makes decisions seems 18 times closer, but in fact each decision is just as far as if it were one, and the fisher’s time is over invested in attending to things that haven’t caught any attention.

Do you have 18 fishing poles in the water? If you do, find someone who can help you determine which 3 or 4 are worth investing real time in. Pull the other poles out. Use the time that you would have spent tending them focusing your direction and defining your plan.

Liz Strauss

Behind every Successful small business there is an Outstanding Manager. The Perfect Virtual Manager