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Operator Output

How To Get More Done In A Day Than Most Do In A Week

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Lesson Content

Operator Output

How To Get More Done In A Day Than Most Do In A Week

Principles Of Productivity

Overview:
  • Time blocking is one of the most overlooked practices in all of performance.
  • It forces you to actually approach your week with strategy vs shooting from the hip.
  • When you look at your weekly view of a calendar you should be optimizing for as little white space on the calendar as possible.
  • Today you are going to learn how to time block like an absolute pro.
There are two types of task:
  1. Task that charge your battery.
  2. Task that drain your battery.
  • Every entrepreneur is different, a task that may fill me up may be something that drains you.
  • it is wildly important to have awareness around what types of task fill your cup and what types empty it.
  • For example, coaching my team fills me up, I am an extrovert who feeds on social interaction. I am completely drained by things such as accounting, auditing our project management & reviewing meeting notes.
  • On the flip side of this let’s look at a different kind of operator, the analytical, numbers-driven type. Inside of the workplace meetings tend to drain them and looking at spreadsheets and playing with financial models is something that gives them energy to keep going.
  • I use this as an example because the equation isn’t as simple as are you an introvert/extrovert and are task individual or group task. There is personal context required to truly time block like a champion.
How the Battery pertains to Time Blocking:
  • Elite time blocking isn’t just about filling your calendar with shit you need to do.
  • Anyone can fill in the blanks, but few people can actually adhere to the plan & execute the strategy effectively.
  • This is because when most people start trying to time block they are just filling in the blanks, they aren’t accounting for the most important variable in performance…. the battery.
  • If you want to be able to maximize your output you need to structure your schedule based on your battery.
  • You need to be aware of when you are going to be drained to a point where charging is required and make sure that a charging task is in place at the right time.
Where this becomes a bit dichotomous:
  • Now while it is true that you need to place charging task after a draining task you don’t want to just flip flop every time block because there is a change cost.
  • Every time you move from a charging state into a draining state you burn finite energy.
  • So it is very important to stack task that require a similar state.
  • For example, for me coaching & taking sales calls are basically the same state. So I am going to make sure those blocks are together in order to reduce change cost.
  • I will do the same for task that put me in a state that drains me but i will not let this run my battery all the way to empty, i will be aware of where i estimate burnout and move into a charging state before i get there.
The Two Types of Work:
  • The two types of work to discuss are Lateral Work and Deep Work. Both are essential for a productive human being. Deep work has more value, but it’s difficult to create a business solely based on it.
  • For any organization, both lateral and deep work are important. Finding the right balance between them is a key skill for any manager or leader to master. This helps to ensure maximum efficiency.
Lateral Work
  • Lateral work is the simple stuff, this is where you are moving from task to task with ease.
  • Task that do not require sustained focus over an extended period of time. Things like responding to emails, text, slack messages, etc.
  • When planning lateral work you can tolerate a certain level of distraction because this type of work doesn’t really require a flow state.
  • During Lateral work blocks my office door is typically open and my phone is on a setting where i can receive text, notifications & calls.
Deep Work
  • Deep work is where you make quantum leaps inside of your business. As business owners we get paid to generate engines. Engines that deliver value to the marketplace, or engines that deliver value to the organization itself.
  • Deep work is all about singular focus over sustained periods of time. Optimizing for flow states & maintaining zero distractions.
  • When in a flow state we are five times more effective than when we are not.
  • Deep work & flow states are where you create supernatural performance, this is how you collapse months into days.
Drag empty space to block time  ·  Double-click to rename  ·  Drag edge to resize  ·  Dot to recolor  ·  Click then ⌘C / ⌘V to copy  ·  × to remove
Delegation
  • Delegation and prioritization are two skills that are essential for success in any role, whether it be a personal or business role. While the two skills are often used in conjunction, each skill is unique and requires a different approach to master.
  • Delegation is the process of assigning tasks to others who are better suited to complete them. It is not a sign of weakness, but rather a sign of strength.
  • Many people struggle to delegate tasks because they feel that they need to do everything themselves in order to be successful. However, this approach can quickly lead to burnout and decreased productivity.
  • By delegating tasks to others, you can free up your time and energy to focus on the tasks that require your unique skills and expertise.
  • Effective delegation requires a clear understanding of both your own strengths and weaknesses, as well as the strengths and weaknesses of those around you. It is important to choose the right people for the right tasks, and to ensure that they have the resources and support they need to complete the task successfully.
  • Communication is also key, as it is important to clearly communicate expectations, deadlines, and any other relevant information to the person you are delegating the task to.
Prioritization
  • Prioritization, on the other hand, involves determining which tasks are the most important and focusing on those first. Not all tasks are created equal, and it can be easy to get caught up in the day-to-day tasks that don’t necessarily move the needle forward.
  • Prioritization allows you to focus on the tasks that will have the greatest impact on your goals and objectives.
  • There are a number of different techniques and tools that can help with prioritization. One popular tool is the Eisenhower Matrix (see below), which divides tasks into four quadrants based on their urgency and importance.
  • Another more basic technique is to assign each task a priority level, based on factors such as deadline, impact, and effort required.
  • It is important to remember that delegation and prioritization are ongoing processes. As your workload changes and new tasks arise, you will need to constantly reevaluate your priorities and determine which tasks can be delegated to others.
  • By staying organized, communicating effectively with your team, and focusing on the most important tasks, you can ensure that you are making the most of your time and energy.
  • In summary, delegation and prioritization are essential skills for success in any role.
  • By mastering these skills, you can increase your productivity, reduce stress, and achieve your goals more effectively.
My Personal Favorite (Eisenhower Matrix)
Overview
  • Creating rules of engagement for how your team communicates with you is imperative to being a high performing CEO.
  • Teams must learn to be self-sufficient, if you don’t put them on a leash they will take,take,take.
  • When you create a standardized communication structure for how, when & why people are allowed to approach you with issues you maximize your ability to focus on what’s important.
My Personal 1/5/20 rule
  • Ok so DISCLAIMER*, I am considering changing the 1 part of this rule, i’ll explain what i am considering changing it to and why so you understand both. Implementing either will make you more efficient.
  • 1 Minute Voice Notes: Voice notes are a really effective way to communicate and for some reason one that my teams like to use a lot, the problem is they can just become run on thoughts. A boundary i set with my team is that they can not send me a voice note longer than 1 minute, if they do i will not listen to it. This forces them to be clear and concise with what they are communicating.
    • Now what i am considering changing this to is setting a rule that all communication with me needs to be sent in a bulleted list so that it’s easy to read and i can circle back on it. Sometimes there are so many things happening that i will listen to a voice note and quickly go back to what i was doing and wont retain all of the nuance from the message.
  • 5 Minute Calls: All calls with me need to be limited to 5 minutes, I HATE CALLS. I don’t need small talk during the work day, i’m trying to be as effective as possible. If there was more than 5 minutes of material to be covered on a call a meeting should’ve been scheduled.
  • 20 Minute Meetings: With good preparation and meeting structure almost all meetings should be able to be knocked out in 20 minutes.
    • There are obviously exceptions to this rule. Innovation inside of the business takes time.
    • Sometimes there are fires in the business that will require serious time & conversation to fix.
    • This rule is designed for your every day meeting. Weekly meetings, 1 on 1’s with your direct reports, quick update meetings, etc.