We waxed lyrical about the luxury of sending a memo out (on paper of course) and waiting two weeks for the reply to come back. The thrill of getting yourself covered in Gestetner ink to produce the equivalent of photocopying – yes ok I’m bordering on the realms of fantasy here but you get my drift. We didn’t suffer from information overload or the need for the instant gratification of response to an ill throughout missive one can so easy contrive in the blink of an eye with email.

But hey I’m no Luddite. I was one of the first people to have a  Sinclair ZX and sit up all night programming it to run some stupid mind-numbing programme which often failed to work because you had missed out a fullstop fifteen lines back in the code. Email has revolutionized our working lives, not to mention our social lives, however, it has created us all with a tyrant that sits brooding over us every minute of the day begging and snarling for attention.

Who doesn’t know that heart sink moment when we see an email in from the Boss that totally re-arranges our day because their urgency has just become your urgency at a click of a return key.

Colleagues are now driven by their inbox, many no longer prioritize their day and for some of the newer folk they have never even thought of a ranked list of actions to guide them through the day. A list that will ensure they meet their weekly, monthly and yearly goals and most importantly give meaning and satisfaction to their toil. Everybody has become too busy to do any work as they are constantly answering email regardless of importance and relevance. So a free sofabed gets dealt with alongside this weeks sales figures.

What can you do to get more productivity and satisfaction into your working day – and get home on time?

Here’s my top ten tips – try it for a week and l see the difference

1. Deal with routine email 3 times a day
Once when you get in (or on your commutes if you must – you could be developing your skills then but that’s another entry)
Once before lunch (and yes you will be having lunch away from your desk)
Once before leaving the office (and yes you will be leaving on time)

2. Monitor your email throughout the day based on this premise:
Priority 1 – client request or communication
Priority 2 another colleague’s request involving a client
Priority 3 helping a colleague to  make contact with a client or prospective client

A note to the wise here manage your clients thoughtfully – timing is everything. don’t have knee-jerk reactions but ensure you follow up promptly even if you can’t answer the matter immediately. Acknowledge receipt of their email and if possible outline what you will do to get a full response back and by when.

3. Avoid long email threads
Try to avoid them – it probably means a face to face is required. You really can walk down the corridor to another person’s office and talk to them. Old fashioned I know but try it you might be pleasantly surprised.

If you do need a record of events considering number your replies in the subject box after the Re: and add some indication in the subject line what aspect you are discussing
For example: Re (2) Free ice cream for employees – cost. This shows that this  is the second time I’m commenting on the subject and I am focusing on how much the company’s generosity will cost.

4. Email composition
Your first email on a subject should have a title that makes people want to open it, should be short and get to the point and use bullets to highlight key areas of the information. If you are writing to several people highlight their names in the text in bold to ensure they are clear what is required of them and by when. Do not put them in the cc box if you require something of them!

5. File your emails once you  have read  and dealt with them
Make the whole action a one stop shop

6. Arrange your email so you can see when you are on the To: list and when you are on the cc: list. 
See point 4 above, sometimes you will be on the cc list when you should be on the To list because action is required. That is the sender’s responsibility – if they don’t get it right you won’t be taking action. They will soon get the hang of it when things don’t get done.

7. Calendar requests
If you have to book a meeting make sure the person you are inviting can attend. If they don’t share availability – that’s their problem. Only invite those who you need to invite and book the room at the same time.

8. Send as few emails as possible
It works like this: the less you send the less you receive. Be clear about why you are sending an email.

9. Out of office notification should be used and for the benefit of those contacting you
State how long you will be away and who will be looking at your emails dealing with queries. If you are working and not on leave explain how soon someone might receive a reply and what they can do if they need an urgent response.

For example: Thank you for your email. I’m currently away visiting clients and therefore my response times may vary, however if your query is urgent please call Katie Smith on 01234 56789 or email her on katie.smith@greatcompany.com

If you are on leave…surprise surprise you are on leave and not looking at your BlackBerry or any other electronic device and I will be covering leave periods later. Therefore your email out of office could read something like this: Thank you for your email. I’m currently away on leave ,returning to the office on Monday 9th April at 0830, however if your query is urgent please call Katie Smith on 01234 56789 or email her on katie.smith@greatcompany.com who will be pleased to help you."

10. Take on  an email mindset
Regard your email as a tool not a tyrant. It is there to help you organize your day and respond at a pace that is acceptable and manageable. You are not it’s servant; it is your slave.

Having been working out for sometime she took a personal training lesson from the head trainer. It looked a gruelling if not almost military like in its robustness. More sweat and effort was shed. 

Then it was time to leave water  bottle and jacket in hand, walking pass the mats she stopped put her coat and bottle down, considered for a moment and then resumed the plank position she had been practising throughout her workout. Just one more time to see if she could beat her own record. Satisfied she quietly got up and left. What a winner!

Compete against yourself and your development towards your goals will be more satisfying and memorable. Go on just one more time.

The economic crisis of recent years has applied another layer of concern as to whether we will keep our jobs and if we do there is a requirement to work harder and longer to fill the gaps left by colleagues who have euphemistically been ‘let go’. It can seem sometimes that everything we once took for granted is under threat and the people we trusted to take care of those broader issues have turned out to be corrupt and unfeeling.

If I’m painting a very dim view then I’m hitting the spot. Lives have become incredibly stressful despite the very simplicity of life itself. Often the things that concern us and  cause us the most mental pain and suffering are either in the past and therefore cannot be changed or in the future and are second guesses at best that can often put us in an illusionary  world  of  catastrophe.  The scary thing is that the mind cannot tell the difference between reality and thought in these situations and the body follows with physiological reactions to our own thoughts, which causes us great discomfort. This is the silent killer.

We are constantly geared up for flight or fight due to living in different paradigms of our world. We  then compound this by thinking that we should be super human, multitasking (or as I like to call it not doing anything particularly well)  and being all things to all people : valued employee, devoted father, dutiful son and in fact the only thing we achieve well is producing a worn out man – or woman.

But here’s the kicker. This situation doesn’t present itself like a huge billboard in front of us, so we can say "hello, I don’t like the look of this I must slow down and perhaps talk to my boss about my work/life balance (and yes I contest this as well – there is no work/life balance there is just life); no it’s there year in year out wearing the human spirit down and degrading our physical bodies. It’s very much in our subconscious. We continue to strive for the image of life as portrayed by Sunday magazines and so called celebrities. This consumes our waking consciousness. There is no room for the awareness of our own demise. It’s not the environment or other people that are causing us long term harm it is us failing to listen to ourselves.

In my next article I will be looking at some of the measures you can take right now to reverse this process and bring your life back into balance. You will be amazed how small steps can produce impressive results. You will need to bring two things with you: motivation to change and faith that the answer to a better quality of life lies within you. Go find them now and be ready!

"A strong PERSONALITY commands attention very readily: it can be termed a magnetic quality. The leader should try and develop the following qualities which will make this type of personality:

Appearance: First impressions are gained from your appearance: be smart in dress and bearing.

Decision: Be ready to make a decision. There is a danger, even in a determined man , of being so polite and retiring that it develops into a habit and the power of decision becomes rusty. Practice being ‘out in front’ and forget the old Naval advice of ‘not volunteering for anything.’

Determination: The man who drifts through life showing no self-discipline inspires no one. Determination – or will-power – requires exercise if it is to be strong, Remember the obstacle course and the circuit training and how you required grit and determination to achieve good ‘times’.

Enthusiasm: Is infectious. It shows a sense of purpose and a determination to get on with the job. Lack of enthusiasm is equally infectious – but like a disease.

Self-confidence: Ratings will have confidence in the person who is confident in himself. He must therefore take every opportunity to gain experience. Remember how your confidence developed whilst you were out in front on the parade ground and in the lecture room. Remember also your unarmed combat periods these were not designed to make experts of you but to let you know you know what you could do once having made the effort.

Humour: Cheerful, good humour encourages. It should not be con fused with wit, which is  a useful bonus, nor with being ‘funny’. The man who refuses to be put out of humour is generally patient and tolerant in his dealings with others."

Next time we’ll be taking a look at the qualities of CHARACTER which may not be readily revealed by the PERSONALITY.

The following text is taken from a booklet given to members of the Royal Navy embarking on the first leadership training called Introduction to Naval Leadership.

Interestingly on the front of the booklet there is a crest with the inscription

"Honi soit qui mal y pense "

Translation:  ’Shame on him who thinks evil of it ‘

One could never accuse the Royal Navy of not taking leadership seriously!

"LEADERSHIP
Many people have tried to define leadership; Field Marshal Montgomery said ‘It is the capacity and the will to rally men and women to a common purpose and the character which will inspire confidence’. President Truman defined leadership as ‘The capacity to persuade people to do something they don’t want to do – and like it!’

Few are born natural leaders, therefore to train ourselves to be leaders we first must ask ourselves what is wanted in return for leadership. We find the answer to be:

a. The confidence of our men

b. Their willing obedience

c. Their loyalty

d. Their respect

e. Their affection (but it must come by itself and not be sought)

Likewise our leadership must provide:

a. Intelligent discipline

b. Continuous interest in the men (remember names)

c. Continuous training (to maintain efficiency)

d. A combination of authoritative and democratic approach to people and problems"

Next time we will look at how the Royal Navy develops the key essentials of becoming a good leader, namely: personality, character and ability.

Andrew Wood - author

Understanding customer personality styles (Analytical, Driver, Amiable, and Expressive) will quickly tell you just how and what to say to each customer

Although every customer is different, most can be grouped into one of four groups:

• Analytical
• Driver
• Amiable
• Expressive

Here are some basic characteristics of each of these personality styles.

Analytical

Analytical people are known for being systematic, well organized and deliberate. These individuals appreciate facts and information presented in a logical manner as documentation of truth. They enjoy organization and completion of detailed tasks. Others may see him at times as being too cautious, overly structured, someone who does things too much ‘by the book’.

• controlled
• orderly
• precise
• disciplined
• deliberate
• cautious
• diplomatic
• systematic
• logical
• conventional

Driver

They thrive on the thrill of the challenge and the internal motivation to succeed. Drivers are practical folks who focus on getting results. They can do a lot in a very short time. They usually talk fast, direct and to the point. Often viewed as decisive, direct and pragmatic.

• action-orientated
• decisive
• problem solver
• direct
• assertive
• demanding
• risk taker
• forceful
• competitive
• independent
• determined
• results-orientated

Amiable

They are dependable, loyal and easygoing. They like things that are non-threatening and friendly. They hate dealing with impersonal details and cold hard facts. They are usually quick to reach a decision. Often described as a warm person and sensitive to the feelings of others but at the same time wishy-washy.

• patient
• loyal
• sympathetic
• team person
• relaxed
• mature
• supportive
• stable
• considerate
• empathetic
• persevering
• trusting
• congenial

Expressive

Very outgoing and enthusiastic, with a high energy level. They are also great idea generators, but usually do not have the ability to see the idea through to completion. They enjoy helping others and are particularly fond of socializing. They are usually slow to reach a decision. Often thought of as a talker, overly dramatic, impulsive, and manipulative.

• verbal
• motivating
• enthusiastic
• convincing
• impulsive
• influential
• charming
• confident
• dramatic
• optimistic
• animated

If you are able to quickly identify the personality style of the customer, you will know the "hows" and "whys" of what to say to meet their needs. Once they feel that you truly understand them and feel an emotional connections, they will come up with the logical reasons to buy from you.

Many of us don’t fit squarely in one group or another. However, we do have one dominant personality style that we use day to day. Recognizing pros and cons of your specific personality style can help you understand how to better deal with your customers.

MANY public service managers greet staff surveys with about as much enthusiasm as they might show for a visit to the dentist. After all, seeking the views of the workforce can often mean confronting managers with evidence of their shortcomings.

Surveys of employee opinion typically cover issues such as the quality of leadership, ways to improve morale, whether people feel informed about the direction of the organisation and the nature of communication between management and workforce. Survey data might be used to bring about improvements in induction, training and appraisal.

But staff surveys can make uncomfortable reading. There might be a significant discrepancy, for example, between how open or appreciative managers think they are and how they are perceived by staff.

When Mid-Essex Hospital Trust conducted a staff survey, managers discovered that many domestic staff felt they did not command the respect of their colleagues.

Some employees are reluctant to express their views because of concerns about confidentiality and the possibility of being victimised. The survey response rate will indicate how confident staff are about airing their opinions.

Setting up an employee representative body yields a more sustained flow of views and suggestions. A European Union directive requires organisations with more than 150 employees to set up consultative bodies by March 2005 if 10% of the workforce demand it.

So how might public service managers make best use of staff views and ideas for improvement? Here are some suggestions.

1. Avoid conducting a staff survey as a one-off event. Once you start collecting staff views, the expectation is that you will continue.
2. Use the same basic set of questions so that you can measure year-on-year shifts in opinion.
3. Give staff regular feedback on action you have taken in response to their suggestions.
4. Use an external consultancy to give staff confidence in the objectivity of the survey and the confidentiality of their responses.
5. Choose your moment. Do not pursue a staff attitude or consultation initiative in the middle of pay talks or an outsourcing process.
6. Put in place an action planning framework before you know the results of the survey. This will give employees confidence that you intend to take their views seriously.
7. Do not undertake a follow-up survey until you can demonstrate that you have followed through on the first one and implemented its findings.
8. Reflect on what the surveys tell you about your own management style. It is highly unlikely that you will need a training course on how to deal with mass adulation.

Article from the Sunday Times. September 07, 2003 Helen Vandevelde
Helen Vandevelde provides advice on staff attitude surveys