by Peter J. Vedro

• Introduction: Speed kills?
• Avoidance: It's not speed, it's efficiency, remember the 80/20 rule
• Personal: Without a clear vision of the 20% (and we can define that as "what's important"), it's easy to be distracted by the 80% (let's call that "what's urgent.")
• Interpersonal: Taking your time can save you time.
• A formula for success
• Managerial: No single person, you included, has all the information or the answer.

"Managing @ Internet speed—
Watch out for speed traps!"

Recently, there's been a lot of talk about "speed" as a competitive advantage, but there are also dangerous pitfalls awaiting those who fail to distinguish between "speed/action" and "destination/results." Equally important, without taking appropriate care, whatever results are achieved can prove disastrous.

So, in your haste to get there first, if you find yourself metaphorically running red lights and stop signs, cutting others off, or passing on the right, beware. For, like the proverbial motorcycle cop lurking just out of view (behind the billboard, just past the intersection, or below the on-ramp), there's always someone waiting to slap you with a "big" ticket.

Avoidance techniques

I've found Pareto's Law (80/20) to be an exceptionally helpful frame of reference for avoiding pitfalls, helping me determine how to focus precious time and energy for maximum payoff. For those not familiar with The Rule of the 80/20, Pareto (a 19^th century Italian mathematician and sociologist), determined that generally :

80% of the desired outcomes are derived from 20% of the activities.

In business, for example, 20% of the product line produces 80% of the revenues; likewise, 20% of the customers make up 80% of the sales.

First and foremost, then, it's good to know whether or not you're in that 20% area. The application of Pareto's Law for "self-management" (time management) helps you get there. Just think of a few phrases to complete this sentence:

"If you don't know where you're going, …"

a) "…any place will do."

b) "…how did you get here?"

c) "…_______________."

My mentor, Skip Sagar, used to remind us

"if you're digging for carrots but you're in a cabbage patch, it doesn't matter how fast you dig or what equipment you bring in, you'll never succeed. Make sure you're in the right field, first."

Here are a few recommendations for making sure you're in the right field and for avoiding "speed" traps:

(I) Personal

Without a clear vision of the 20% (and we can define that as "what's important"), it's easy to be distracted by the 80% (let's call that "what's urgent.") So, before you push the pedal to the metal and agree to take on another task or leap into another project, ask yourself a few questions:

• Are these actions linked to my deeper purposes and higher goals?
• Are they aligned with the core "roles" of my life (i.e., parent, spouse, friend, colleague, etc.)?
• Do they inspire and motivate (me and others)?

With the lens of "importance" in mind, it's easier to determine whether you're on course. Do the 20% of activities have the probability of producing 80% of the desired results? If not, say "no." (As a colleague once said, "It's easier to say 'no' when there's a deeper 'yes' burning inside.") Speeding through the day, cramming in as many activities as possible can lead to serious burnout in a relatively short time. As the saying goes, "Burning a candle at both ends makes more light, but darkness comes twice as fast."

(I:I) Interpersonal

In relationships, "speed kills." It's dangerous to jump to conclusions because more often than not, it takes time for the real "issue" to surface. If your definition of success is merely "solving" the problem, you may find that by jumping in with "problem-solving" techniques, you create an even more difficult situation.

It's better to take a little time and create the conditions for letting the real problem surface. Mother Nature provides an excellent frame of reference here: We've been given two eyes, two ears, and even two nostrils, but only one mouth! The formula goes something like this:

LOOK, LISTEN, even SMELL the roses…
at least twice as much as you
TALK.

Start where you can; start today. Apply the formula!

• "Listen" without the impulse or desire to "respond" or "defend."
• The impact of this form of listening is to create a more solid foundation for communication between the parties; it allows doors to be opened.
• With that comes a willingness to be influenced by each other.

More on this in later columns, but for now, just remember, when two chemicals come into contact, both are changed; it's a two-way street.

And, as the guiding principle requires, you have to be willing (and able) to change first!

(I:X) Managerial

Nothing sustainable can be accomplished alone. No single person, you included, has all the information or the answer.

Here, leadership's role is to expand the environment so "new" options can surface–options that are neither "yours" or "mine" but "ours."

To do that, it's best to invest "preparatory" time. You first need to establish solid, respectful relationships. You need to "listen" for what's really import.

In "systems thinking," the only way to address complexity is with more complexity! Sustainable solutions are rarely found in reduction, but more often are found in an expansive view.

Again, more on this and the (I:X²) organizational level in later columns. For now, as Gandhi once said:

"Start where you are…
and let the circle of your love
expand from there.
As long as you are trying your very best,
there can be no question of failure."
 

About the author

For the past 15 years, Peter J. Vedro has worked as a "human systems architect," helping design, build, and integrate the four levels of personal, interpersonal, managerial, and organizational functionality. Formerly a founding vice president with Stephen R. Covey, he helped develop and launch the Seven Habits Organizer and The First Things First Program, as well as deliver dozens of three- to five-day executive seminars on Principle-Centered Leadership and The Seven Habits. He's worked with companies of the Fortune 500, as well as Silicon Valley start-ups, bringing together his insights drawn from the fields of education, psychology, theater, and business.

He can be reached via e-mail at: pjvedro@consultant.com

Illustration: Working plans by Jonathan Evans by www.artville.com
 

[A better you] [Finding North] [Mother Nature] [Dynamics]

Each month, this column looks at leadership challenges involving one or more of four levels:

(I) personal (me)

(I:I) interpersonal (me and you)

(I:X) managerial (my group or department or family)

(I:X²) organizational (all groups or all departments or extended family)

A few guiding principles

1. Like all "living" systems, these levels are holistic and integrated; change at one affects all—upward and downward, internally and externally.

2. If we want to make change, the best (the only) place to start is at the "me, myself, and I" level.

3. Although we can strive to influence others, we are left with the reality that we can only "change" ourselves.