How To Avoid Procrastination

I just completed the procrastination survey and according to the outcome I rank in the bottom 10% of the population in terms of my level of procrastination. According to the procrastination equation website, (at least) 95% of each one of us sometimes procrastinate and for 15-20% of us it is consistent and problematic. These figures have significantly gone up since the 70’s, where there were only 5% of self-proclaimed procrastinators.

Despite the low survey score (explains how anyone can cheat with personality tests) of course I also do procrastinate and sometimes finish a movie, play that game on my phone, check my emails, go for lunch with my wife; postponing all my work to the latest possible moment. The excuse that I always use is that I work better under pressure and an even better excuse I tell myself is that I am subconsciously preparing myself the whole time. So far it has worked and I have (almost) never missed a client deadline!

According to Dr. Ferrari in Psychology Today “Procrastination: 10 Things To Know”, procrastination is not a problem of time management or of planning. Procrastinators are not different in their ability to estimate time…”Telling someone who procrastinates to buy a weekly planner is like telling someone with chronic depression to just cheer up.”

So how are the people who have been studying the topic of motivation and procrastination and are self-proclaimed sufferers dealing with it? Professor John Perry, an emeritus professor of philosophy from Stanford University, has written a wonderful essay on how he deals with procrastination. He calls it Structured Procrastination and it “requires a certain amount of self-deception, because one is (in effect) constantly perpetrating a pyramid scheme on oneself,” he writes. “One needs to be able to recognize and commit oneself to tasks with inflated importance and unreal deadlines while making oneself feel that these tasks are important and urgent.”

While reading 59 Seconds: Think A Little, Change A Lot, I came across the topic of procrastination once again and found the “just a few minutes” rule to be helpful. According to psychology graduate Bluma Zeigarnik, who first experimented with this idea in the 1920’s, this rule is a highly effective way of overcoming procrastination. The idea here is to work on an activity for “just a few minutes” which leaves the procrastinator with the urge to see it through to completion. This creates an “anxious brain” which makes you want to see the job finished!

I am trying to deal with my procrastination bouts by trying to create new habits, habits in which I force myself to do things and hope that over time they become automatic. Luckily for me my guilt kicks in if I am not able to do stuff as planned (must be the Dutch work ethic that my parents have pumped into me) and this pushes me to get things done.

How do you deal with procrastination?

– Paul Keijzer

Using Office Gossip To Your Advantage

All of us do it; we gossip. There are some stunning statistics available as to how much the passing along of information contains traces of gossip. Did you know that one out of seven emails sent in office contain gossip? And that negative gossip outweighs positive gossip by a factor of three. No one really thinks of the statistics behind gossip, because for so many people adding those extra “juicy” details into a conversation comes naturally. We love to gossip, certainly when it is about other people, but what do you do when the gossip is aimed at you?

What To Do If You Are The Subject of the Gossip:
The first thing you have to do when you hear gossip about you is to know exactly what is being said. Find out where the gossip originated from and confront that individual. How do you do this? Let’s give an example: You have heard in the corridor that people are talking about the fact that they feel the boss is favoring you and giving you opportunities that others don’t get. After asking around, you have been able to identify one colleague (the one you have always been in competition with) who is behind originating this gossip.

So, how do you confront this individual? While it may be your first instinct, do not run over and start shouting at your colleague, throwing around accusations. Instead, take a couple of breaths, think about your actions and plan on how you should approach this situation. Choose the best moment (preferably when no other colleagues are around and when you know your colleague will have nothing to fear) and prepare how you will start the conversation. Instead of an aggressive “I have heard that you are spreading rumors about me and I want you to stop” try the following opening: “I know that it is your right to say whatever you want to whomever you want and I don’t want to deny you this right, but I would like you to know that it really hurts to hear that you are implying that the boss is favoring me for reasons that are not performance related. If it is your intention just to bad-mouth me, then go ahead and continue. However, if you really think that this is an issue then I would like to discuss this with you and the boss to sort this out, as this is certainly not the way I want to be seen”.

Tough, yes of course, but at least you show that they can’t simply get away with talking about you. Even if the person denies being the originator, addressing the issue will ensure that you have nipped the problem in the bud.

If you don’t know or are not sure who the source is, bring it up with your line manager or HR director (whomever you feel more comfortable with) and ask for advice.

Two Big No-No’s
There are two big no-no’s when you are sharing rumors. First, never share company sensitive information. Certainly if it is a listed company it can get you into serious (legal) trouble. And although studies show that sharing negative feelings about a third person can increase the closeness between the two people sharing it, no matter how tempted you are or how upset you are with your boss, never speak negatively about him/her to others. Almost always the negative comments will come back to him/her and put you in a position you don’t want to be in.

How To Use Gossip To Get People To Like You
Not many people would associate gossip as a tool to make other people like you. However in his book 59 Seconds: Think a Little, Change a Lot, Professor Richard Wiseman shares an experiment that shows when you gossip about another person; “…listeners unconsciously associate you with the characteristics you are describing, ultimately leading to those characteristics’ being “transferred” to you. So, say positive and pleasant things about friends and colleagues and you are seen as a nice person. In contrast, constantly bitch about their failings and people will unconsciously apply the negative traits and incompetence to you”.

So say good things about your boss and colleagues, keep away from negative gossip, share accurate market information and other trends you have picked up from friends and from the web and see your likeability and your career skyrocket.

– Paul Keijzer

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3 Reasons Why You Can Get Things Done Faster In Asia Than Anywhere Else

One of the things I love about working in Asia is the speed at which you get things done. Of course, there are many situations in which the bureaucracies and intricacies of doing business in Asia is daunting for the first timer, but when you know your way around you can get things done in no-time and significantly faster than many other parts of the world.

Over the past few weeks I was involved in an initiative to pro-actively identify and develop Myanmar’s Talent as part of an organizations bid to obtain a telecom license and enter Myanmar (see also Myanmar Talent Gold Rush.) Within 7 days this team was ready to launch a press conference, advertising campaign, and build a social media presence and job portal from scratch. This was all in a country that has been isolated from the international business world for the last decade. I would say that is a high achievement!

Speed is Asia’s salient feature. Why, I ask myself, is it possible to get things done here in 7 days that would take 3 months in many other parts of the world? Over the past 15 years having worked everywhere from China to Riyadh and everything in between I have realized that 3 specific features drive the ability to get things done fast in Asia:

1. Hunger for Success
Asia is hungry for success. The continent wants to move and move fast. They realize its their time to take the center stage in the world and they don’t want to waste this opportunity. They are willing to make the extra efforts, sacrifice and still have that zeal to work and push themselves hard, because they want to create a better life for their children. Asians are self-reliant and know that they can’t depend on the government to bail them out (there is no social safety net other than your extended family). They have to do it themselves and will find any way to create a better future for their families, their communities and at the end their countries.

2. It’s All About People
In the developed world, work is organized around processes and systems. The advantage of this is that you can get things done no matter who you are or who you know. Everything is standardized and delivered against certain parameters. Speed, flexibility and customization however are not something that go hand-in-hand easily with a process and systems driven approach. In Asia work is organized around people. Things get done because of who you know and if you have built the right relationship with the right people, things can move faster than anywhere else in the world.

3. Driven From The Top
The last reason is that the power in Asian organizations still reside solidly at the top of the organizational pyramid. The acceptance of power and authority allows the entrepreneurial business owner to push decisions through and ensure implementation with lightening speed.

Of course all of these elements have their downside and I am sure that as the Asian economies and businesses develop the call to transform from people to process driven / regulated societies will increase. However, for the time being, if you want to get things done fast, get it done in Asia.

– Paul Keijzer

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Change From The Inside Out

The Women@Work Study aims to understand what would help enhance female participation in the Pakistani workforce. Apart from the survey, in which we will ask female employees of participating companies to fill in a questionnaire as well as HR departments to share their best practices, we will also conduct one-on-one interviews with working women. The power of these interviews is to understand real life scenarios that you can’t always capture through surveys and focus groups.

I have come to understand that all the following things are important to working women: commitment from the top, supporting gender diversity, organizational support in the form of specific facilities, coaching and networking, ability to manage your work timings and support from family and the society. However, one thing has also become clear and that is the importance of the mindset and bias that leaders, line managers and colleagues have. All the policy papers and communication material can look fantastic, but if the person you work with is not able to understand and empathize with what is required for a woman to work in Pakistan, then you will still end up with the shorter end of the stick.

A woman who recently left a ‘what we thought was a progressive and female friendly workplace’ shared with us that although all the facilities were there and she really needed to work, she could not take her working environment anymore. Ever since she had become a mother, her line manager had taken away all the ‘exciting assignments’ and given it to young and upcoming trainees. She was given mundane tasks far below her capability as a line manager and after two years she has decided to resign.

It is one thing to have a biased male boss but it is even worse if, as a woman, you have a biased female boss. An example of this is a woman, who in line with the company policies, has reduced her work timings but her female line manager is not agreeing to this stating that “I have been able to do it, so you should be able to do it as well.”

Improving the gender balance and retaining women in the workforce will require more than good intentions, a few role models, beautiful statements and the right policies. At the end it requires people to change from the inside out, men and women alike.

What is your story? Have you seen the need for change?

– Paul Keijzer

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Are You Being Bullied By Your Boss? Bully Back!

During our careers we all come across them; bosses that are difficult to deal with or worse, bosses that are simple bullies. They push you into a corner, don’t listen, don’t give you an opportunity and are only driving their own agenda. I don’t have to explain the impact that these bosses have on the workplace. Disastrous!

All our defense mechanisms go up to ‘survive’ a bullying boss and all the conversations between employees center around ‘did you see what he / she did today?!’. Not particularly the signs of a healthy and high performing workplace.

I had my fair share of bullying bosses and overtime I have become more adept in dealing with such people. The turnaround came, when after months of being bullied by the boss of my boss, I was against the ropes and had basically given up. I was unable to do my job and didn’t want to be part of the organization any more as it had such a negative effect on my happiness and performance. That is when I decided to move on and move past his behavior.

A funny thing happens when you make such a decision, your attitude completely changes and what first impacted you negatively suddenly is not important anymore. The same happened with me, I simply didn’t care what his problem was and whenever my bully boss started to deploy his abrasive techniques, they no longer had the intended impact. You know what happened… the bullying boss stopped bullying me. He had realized that his technique didn’t work anymore and I didn’t have to quit the job that I loved.

I had gained a valuable lesson, the best way to deal with a bullying boss is to bully back with maturity. Two things happen: by having a mindset that you will not be affected by actions of others, the impact of their actions will disappear. Secondly, the one thing that a bullying boss respects is a person that stands their ground.

Of course you have to stand your ground and push back in the right way, you don’t want to stoop as low as your bullying boss. Psychology Today published a number of strategies on how to deal with a difficult or bullying boss:

1. Be Pro-active: Anticipate how your boss might react to a certain proposal and have an action plan if he behaves the way you anticipate.

2. Be Prepared: Prepare your different responses beforehand, think about how he might come back and prepare yourself for those as well

3. Be Professional: Never lower yourself to the level of the bullying boss. Keep the moral high ground, follow proper procedures

4. Be Persistent: Keep in it for the long run, your boss and his behavior are not going to change overnight, don’t let your guard down and continue to be prepared at any turn.

If you have tried everything and you continue to be at the receiving end of a bullying boss you do have the opportunity to follow a formal complaint procedure within the organization. A good friend of mine, who after trying different techniques to stop his bullying boss (and having seen two of his colleagues quit), decided to take his problem to the companies ethics committee. He was courageous enough to go through the procedure despite significant pressure from his peers and other line managers to let it go. At the end, the company decided that the bullying boss was not acting in line with the company values and decided to let him go. My friend is still working at the organization and is doing a wonderful job. The bully has moved on, hopefully he has learned from this experience and has changed his approach. Maybe, but not likely though…

Bullies often remain bullies and the best way to deal with them is to have the courage to stand up against them. Do so, without turning into the thing you hate, and watch your workplace experience drastically change.

How many of you have encountered such issues in your organizations?

– Paul Keijzer

Engaging African Talent

I just flew back from Nairobi, where I had the pleasure to facilitate a group of 125 leaders from across 20 different African countries. This was the first step of their journey to become apart of an organization that is driven by purpose and strong values. It was a tremendous success, and although participants had low expectations, we had everybody dancing by the end of the conference. It was an amazing and gratifying experience.

Engaging African talent is the same as engaging Asian talent. It is all about how you create and maintain energy flows, how you touch on the design and flow of the conference to come to a desired outcome and how you make people part of the process. Most importantly, it is about how you guide them to follow the philosophy that the answer for any problem is (for 99 out of 100 situations) already present within the knowledge of the group as a whole.

My secret recipe for success in facilitating large-scale conferences is:

1. PREPARE, PREPARE, PREPARE…
Every good cook knows that the success of a well-cooked dish is in the recipe. It is essential to think through which tools to use, in which order to deploy them and to ensure that you have got the venue and logistics set up to support your program. For me, if I get the flow right, everything else will go by itself.

2. CREATE ENERGY FROM THE START
Start the conference with an exercise that requires people to get off their feet and meet as many other people as possible. Do something that requires them to get to know others, that gets them interacting. The energy that this creates is tremendous and will keep the conference flowing for a couple of hours.

3. KEEP ENGAGING PEOPLE
The worst thing you can do is to organize a conference where people just have to sit and watch a dry and lengthy PowerPoint presentation. If presentations are needed, keep the slides to an absolute minimum, let the presenters share stories and talk from the heart, involve and engage in issues that are important to the audience and ask the participants to answer their own questions. Ensure you cross-fertilize and people can build on each other views to create alignment.

4. KEEP THEM ON THEIR FEET
Have you ever been to these conferences where on the fifth and final day “that guy” is still sitting on the same table in the same chair. It’s as if he has not moved once. He has only viewed the world from that perspective and limited his interaction and learning to the few people on the same table. Don’t let people get comfortable, keep them on their feet and mobile. Let them move to a different table / chair / position after a couple of exercises. It gets people to mingle, share different experiences, learn from others and it creates energy.

5. STAY FLEXIBLE
No matter how well prepared you are, there will always be moments and/or topics that the group wants to spend more time on. Let them! Don’t worry about your own agenda and whether you are able to finish the topics that you thought were important. They are not. What the group wants to talk about is important. At some point you can make an intervention and ask the group whether they want to continue talking about it or whether they want to move onto the agenda that they had agreed before. Let them focus on what issues they feel most passionate about. Stay flexible, stay in the energy, and as facilitator, adjust where necessary.

6. END WITH A BANG
Most of the time participants will remember the beginning or the end, so make sure you make it an end to remember. It can be an emotional and powerful story, it can be an activity that brings all the discussion together or it can be something physical. This week, the groups and I ended with a combination of the two; a real powerful story that laid bare the authenticity, vision, aspiration and commitment of the leader to the team he is leading and a chant / dance that we had been practicing over the last two days. I promise you that the participants shared the power of that story and dance with their families that evening.

– Paul Keijzer

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Ladies and Gentlemen Serving Ladies and Gentlemen

Last week I had the pleasure of staying a couple of nights at The Ritz-Carlton in Shenzhen, China. It was a fantastic experience, made memorable by the tremendous service of The Ritz-Carlton team. Here are just two examples from my stay, which made me think, “Now That Is Great Service”

• Heading to my room, I shared the elevator with a Ritz Carlton employee who was holding a picture frame. I was curious and asked him what the picture was for. He shared with me that the person in the picture, blowing out candles, had celebrated his birthday in the hotel and that the hotel had framed the picture and was putting it in his room as a gift! Now That Is Great Service!
• During breakfast I was standing at the bread counter waiting for my toast when a waitress, who I had not seen (the restaurant was massive,) approached me and suggested that she would bring the toast to my table when it was ready. Before I could even explain where I was sitting, she said to me, “Sir, I know your table is there” and pointed towards my empty seat…Now That Is Great Service!

I am, as Ken Blanchard puts it, a Raving Ritz Carlton fan. Their motto is ‘Ladies and Gentlemen serving Ladies and Gentlemen” and their secret is in the way they have instilled their values in the behavior of each and every employee and have adjusted their processes allowing employees to live their values, which they call the ‘basics’. For example to facilitate

• Basic #8: Any employee who receives a customer complaint “owns” the complaint.
• Basic #9: Instant guest pacification will be ensured by all. React quickly to correct the problem immediately. Do everything you possibly can to never lose a guest.

Each and every employee is given the authority to spend USD 2,000 to resolve a customer complaint on the spot. So it’s not only doing the talk it is also about empowering your people to act in the same way.

For me, The Ritz Carlton is a living example of what HR Guru Dave Ulrich calls “Building a Culture from the Outside In“. In his article, Dave states that “Traditional views of organizational culture have one thing in common, they define culture from the inside-out; who we are, what we do, and how we do it. In a world of speed and change, organizations build winning cultures when their culture efforts begin with customers, then shifts to employee behaviors and organizational process”

Often, Company Values are the ‘poster boys’ of the corporate world. If you really want them to impact your bottom line then (1) define your values on how customers want you to behave, (2) role model, train and communicate the values and their importance and 3) adjust your processes to support and reward your employees to live your values.

– Paul Keijzer

Why Don’t I Praise People Enough?

I had a funny realization recently. I have no problem heaping praise on my two-year-old son – every time he utters a new word, finishes his food or kicks the ball I am clapping, cheering and hugging him till he tells me in this funny two-year-old voice; ‘stop it papa’. So if I do it so eagerly for my son, why do I have such a problem doing the same for my team members? Is it that I don’t want to overdo it, or don’t want to look insincere? Is it that I want to hold out praise for special occasions or for specific mammoth achievements? Is it because I don’t see the things that go right and only focus on the things that go wrong?

Unfortunately, I am not alone. From our ‘Best Place to Work’ Studies we know that employees feeling recognized for what they do is a constant underachiever. In our 2012 editions of the BPTW survey, only half of the respondents agreed that ‘they had received praise in the last 7 days’, making “recognition” in the bottom 20% of all 40 engagement factors.

From our research and that of many other publications, one thing is clear; employees want to be praised more. I recently read Crucial Conversations by Patterson, Grenny, McMillan, and Switzler. A great book, not only for the suggestions on how to confront people in a way that they deliver on commitments, but also as it had a great section on ‘When Things Go Right’. From their book and from my own experience here are 4 ‘counter-intuitive’ suggestions to heap sincere praise on your team:

1. Praise Small Things
As employees, we expect to be honored and praised for exceptional achievements. We also expect comparable exceptional rewards. As a result, only recognizing breakthrough achievements, does not do anything to quench our appetite for praise. Focus instead on the small things with small momentos. For example, write a hand written Thank You note for a person handling a difficult customer call particularly well, staying out late even if they have parenting obligations, a person supporting an initiative quietly, or for solving a small problem that has been nagging the department for some time.

2. Praise Individuals in Private and Groups in Public
People love to bask in the admiration of their colleagues and friends. However, more often than not employees who attend the ‘annual company award ceremony’ leave the event questioning why others were selected and not them. I am aware of the arguments that indicate that by highlighting individual performance in a group setting gives employees an example / role model to emulate. This works when the achievement is something that sticks out as remarkable work practice. For all other instances, it is better to praise the individuals in private and teams in public.

3. Focus on more on Process and Less on Results
Being a believer in doing the ‘right things right will deliver you the results’ – I would focus my praise more on people doing the right things rather then the actual results. The potential side effect of just focusing on results might blow up in your face with people taking short cuts or by taking a Machiavellian approach. The positive side effect of focusing on process is that you can heap praise each and every team member, as everybody contributes in a small or large way. You don’t have to wait for the results and can do it as often as you want.

4. You Can’t Praise Enough
Praising people is similar to communicating a message. You can’t do it enough. So start praising more than you think you possibly can and then double it. I know your natural reaction will be that you don’t want to go overboard. But as long as you are sincere in your praise I don’t think that anybody can set a limit. Put yourself in the receivers shoes, when was the last time you told your boss to stop recognizing you for your work?

Team members feeling appreciated adds tremendously to their engagement level and in return to their commitment and output. So that should be reason enough for you to double your efforts. However it has also additional side effects. Sincere praise given also enhances your ‘respect-reserves’ something you can draw on when it is time to talk about the tough stuff.

Although I can’t remember the source, I remember reading somewhere that you need to praise an individual 7 times before they take your feedback seriously. (By the way for spouses this is 14 times, so gentleman before you ask your wife about that credit card statement make sure you have praised her 14 times about all kind of other things!)

Go on start writing these Thank You notes!

– Paul Keijzer

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Your To Don’t List For 2013: How Not To Engage Talent

The beginning of the year is always about ones New Years resolutions and what you want to accomplish in the upcoming year. Recently I read an article in the New York Times that suggested; instead of making your “To Do” list, make a “To Don’t” list. I thought that was a brilliant idea, as you will be taking into account the things you should NOT do!

So, if one of your resolutions is to fast track your best talent this year, here is a list of things Not To Do:

1. Think Small
Your department has to deliver operational results. You want to make sure you use your best player to deliver your department results, right? … Wrong! Use your best talent for delivering results that will blow your boss away. Don’t waste their abilities to deliver daily / operational tasks. Let them run. Give them challenges and make sure they constantly run in 5th gear.

2. Be Murky
Not being clear of what you expect of someone is the number one performance killer. How can people perform if they don’t know what is expected of them? Setting clear performance expectations is significantly more difficult as it sounds, as it requires you to analyze, articulate and simplify into a clear objective. Answer the following questions: What will WOW you? Will your team achieve their goals/targets by the end of the year? What would success in this project / task look like?

3. Sit On Their Head
Talent is talent because you know they have got the capability to get things done. Maybe they don’t have the experience or knowledge yet, but they are imaginative enough to figure it out or find the information they need in order to get things done. The worst thing you can do is to hold them on a tight leash. Give them the resources they need and trust them to do the rest.

4. Keep Them In The Dark
People that have talent are not only aware of the fact, but also know their market value. The best thing you can do is to acknowledge this and help your talent discover how they can achieve their potential and maximize their growth. The moment that you start hiding opportunities (inside or outside the company) you will lose their trust. Treat people with respect and help them think through the career and learning options they have. If you put yourself in their perspective and help them reach their potential, you will not only gain their trust, but maybe even their loyalty.

5. Hide Them
Talent learns from doing big things, making mistakes and a guiding hand who can help them sweat the small stuff. Above all they learn from exposure; learning from people that are better than them and being exposed to meetings, interactions, presentations, discussions that are far above their pay grade. Talent wants to meet other talent. They want to measure themselves up with others and want to network with other top performers. Not only will your talent benefit from this exposure, but the organization will benefit as well, as learning spreads around quickly. Even more importantly, you will benefit from exposing your best talent and your bosses will recognize you for the talent developer that you are.

I wish you an amazing new year and if there is one resolution for 2013 that will benefit you professionally the most it is to develop your talent. It will help them, help your company and above all help you!

– Paul Keijzer

Rooting Out Corruption at KESC

Having worked in Asian developing countries for almost 15 years, I have come to learn that corruption and people trying to obtain undue benefits, has always been part of this working culture. I am always surprised by the ingenuity of their schemes. For example, I came to learn that bosses received payments from their subordinates in order to receive higher performance grades, which in turn led to higher salary increases.

I visited Karachi Electricity Supply Company (KESC) recently and met Asir Manzur, Director Human Resources. KESC has gone through a stunning transformation and after all the labor unrest, which at the end was all about who is in control of the company (the management or the trade union), they are now showing some remarkable business results. They now have the capacity to supply to all the electricity needs of the whole of Karachi in peak hours, with 60% of Karachi not encountering any scheduled load shedding, and to the other 40% KESC implements load shedding as a measure for people to stop stealing electricity and to start paying their bills.

Corruption was rampant within KESC. Most of us living in Karachi have been confronted with this. In order to address this issue, KESC needed to go beyond their ordinary measures. And they did, with gusto. As part of their initiative to solve the problem they set up an in-house legal court where employees who were accused of professional misconduct and corruption were charged within 24 hours, an investigation was done within 48 hours and a final verdict was given within 4 days of the charges coming to the fray. To manage this, they have appointed a panel of 14 legal experts and investigators who conduct the required due diligence headed by a senior manager (who on a weekly basis reports to the leadership team).

The results were mind blowing. Over the last 15 months, 1460 people have been fired in KESC on corruption charges. From directors to blue collar workers, at all levels, employees were being held accountable for their actions. At first, they handled 200 investigations per week, by now it has come down to 5 – 6 a week.

Can you imagine firing over a thousand people on ethical grounds? Draconian measures you might say and Asir would certainly agree with you, but according to him they were absolutely necessary! As a customer of KESC I totally comply.

Have you ever come across misconduct in your organization? What corruption have you witnessed in the workplace?

– Paul Keijzer