Tag Archives: organization

Those 25,000 Unread Emails

Google-search-emailIt may not be you. You may not be the person who has tens of thousands of unread emails scattered across various email accounts. However, you know someone just like this — buried in a virtual avalanche of unopened text, unable to extricate herself (or him) and with no pragmatic plan to tackle the digital morass.

Washington Post writer Brigid Schulte has some ideas to help your friend  (or you of course — your secret is safe with us).

From the Washington Post:

I was drowning in e-mail. Overwhelmed. Overloaded. Spending hours a day, it seemed, roiling in an unending onslaught of info turds and falling further and further behind. The day I returned from a two-week break, I had 23,768 messages in my inbox. And 14,460 of them were unread.

I had to do something. I kept missing stuff. Forgetting stuff. Apologizing. And getting miffed and increasingly angry e-mails from friends and others who wondered why I was ignoring them. It wasn’t just vacation that put me so far behind. I’d been behind for more than a year. Vacation only made it worse. Every time I thought of my inbox, I’d start to hyperventilate.

I’d tried tackling it before: One night a few months ago, I was determined to stay at my desk until I’d powered through all the unread e-mails. At dawn, I was still powering through and nowhere near the end. And before long, the inbox was just as crammed as it had been before I lost that entire night’s sleep.

On the advice of a friend, I’d even hired a Virtual Assistant to help me with the backlog. But I had no idea how to use one. And though I’d read about people declaring e-mail bankruptcy when their inbox was overflowing — deleting everything and starting over from scratch — I was positive there were gems somewhere in that junk, and I couldn’t bear to lose them.

I knew I wasn’t alone. I’d get automatic response messages saying someone was on vacation and the only way they could relax was by telling me they’d never, ever look at my e-mail, so please send it again when they returned. My friend, Georgetown law professor Rosa Brooks, often sends out this auto response: “My inbox looks like Pompeii, post-volcano. Will respond as soon as I have time to excavate.” And another friend, whenever an e-mail is longer than one or two lines, sends a short note, “This sounds like a conversation,” and she won’t respond unless you call her.

E-mail made the late writer Nora Ephron’s list of the 22 things she won’t miss in life. Twice. In 2013, more than 182 billion e-mails were sent every day, no doubt clogging up millions of inboxes around the globe.

Bordering on despair, I sought help from four productivity gurus. And, following their advice, in two weeks of obsession-bordering-on-compulsion, my inbox was down to zero.

Here’s how.

*CREATE A SYSTEM. Julie Gray, a time coach who helps people dig out of e-mail overload all the time, said the first thing I had to change was my mind.

“This is such a pervasive problem. People think, ‘What am I doing wrong? They think they don’t have discipline or focus or that there’s some huge character flaw and they’re beating themselves up all the time. Which only makes it worse,” she said.

“So I first start changing their e-mail mindset from ‘This is an example of my failure,’ to ‘This just means I haven’t found the right system for me yet.’ It’s really all about finding your own path through the craziness.”

Do not spend another minute on e-mail, she admonished me, until you’ve begun to figure out a system. Otherwise, she said, I’d never dig out.

So we talked systems. It soon became clear that I’d created a really great e-mail system for when I was writing my book — ironically enough, on being overwhelmed — spending most of my time not at all overwhelmed in yoga pants in my home office working on my iMac. I was a follower of Randy Pausch who wrote, in “The Last Lecture,” to keep your e-mail inbox down to one page and religiously file everything once you’ve handled it. And I had for a couple years.

But now that I was traveling around the country to talk about the book, and back at work at The Washington Post, using my laptop, iPhone and iPad, that system was completely broken. I had six different e-mail accounts. And my main Verizon e-mail that I’d used for years and the Mac Mail inbox with meticulous file folders that I loved on my iMac didn’t sync across any of them.

Gray asked: “If everything just blew up today, and you had to start over, how would you set up your system?”

I wanted one inbox. One e-mail account. And I wanted the same inbox on all my devices. If I deleted an e-mail on my laptop, I wanted it deleted on my iMac. If I put an e-mail into a folder on my iMac, I wanted that same folder on my laptop.

So I decided to use Gmail, which does sync, as my main account. I set up an auto responder on my Verizon e-mail saying I was no longer using it and directing people to my Gmail account. I updated all my accounts to send to Gmail. And I spent hours on the phone with Apple one Sunday (thank you, Chazz,) to get my Gmail account set up in my beloved Mac mail inbox that would sync. Then I transferred old files and created new ones on Gmail. I had to keep my Washington Post account separate, but that wasn’t the real problem.

All systems go.

Read the entire article here.

Image courtesy of Google Search.

 

Managers, Who Needs ‘Em

If you work in a typical organization, whether it’s a for-profit or charitable enterprise, you are likely to have a manager. And, that manager will have a manager. What do all these layers of supervisors do and are they really necessary? Many small companies are starting to find that managers do not necessarily a successful company make, and are jettisoning typical hierarchical styles of governance for fluid, dynamic and managerless organizations. They are learning that managerless does not equal rudderless. Those of you in larger companies may only continue to dream — so in the meantime keep sending that status report to your manager.

From Wall Street Journal:

This spring the Chicago software firm 37signals took a big step: It appointed a manager.

The promotion wasn’t an entirely welcome one for Jason Zimdars, the veteran designer who was selected for the job. Rather than manage coworkers, he says, “I like to code and design and make things.”

Disdain for management sometimes seems as common as free snacks among tech startups and other small or young companies founded without layers of supervisors, fancy titles or a corporate ladder to climb. Leaders of these companies, including 37signals, say they are trying to balance the desire to free workers to create and the need for a decision maker to ensure projects run smoothly.

Management has traditionally been a worker’s best way to get ahead and increase earnings, but at startups, where speed and autonomy are prized above all else, managers are often dismissed as archaic, or worse, dead weight.

37signals, which got its start in 1999, keeps head count low and hires people capable of managing themselves.

Two-thirds of the 38 staffers, including Mr. Zimdars, work off site, and coding, designing and helping customers—not managing others—are the contributions that matter most.

“I want people here who are doing the work, not managing the work,” says Jason Fried, one of the company’s co-founders.

The trick for smaller companies, such as 37signals, is making sure decisions get made and tasks get done without evolving into a bureaucracy.

Mr. Fried previously oversaw the company’s main product, Basecamp, in addition to looking after other products and setting strategy. But he was stretched so thin that key decisions about the project-management software, which serves as a hub for workers to share messages, collaborate on documents and discuss ideas, were sometimes left hanging for weeks or months.

By this past April Mr. Fried realized it was time to hand the reins over to Mr. Zimdars, who had worked as a designer for the company for several years. As Basecamp’s product owner, Mr. Zimdars is now empowered to make decisions about the product and handles a team of five or so employees.

The 38-year-old father of two, who works from a stand-up desk in his Oklahoma City, Okla., home office, doesn’t see himself as a typical manager. He even avoids the language of management; for instance, he doesn’t refer to members of his team as “direct reports.”

When a co-worker recently presented Mr. Zimdars with an idea for a new feature, Mr. Fried suggested they come back with some alternative, bigger-picture ideas. After some back and forth, Mr. Zimdars decided to overrule his boss—though he thought twice about it—and went with his colleague’s original idea.

While Mr. Zimdars says he is glad product development now moves more quickly, he has reservations about his new assignment. “In my past experience, moving into more managerial roles has sort of been the exit out of other companies,” he says.

37signals tried out middle management a few years ago, when Mr. Fried hired someone to oversee the customer-service team. But the employee, who is no longer with the firm, did little besides overseeing others, he says.

Since then, the customer-support team has rotated some management duties, such as keeping track of group performance and ensuring goals are met. The manager-of-the-month also handles customer-support requests.

“If you are too far away from actually doing the work, you don’t really understand the work anymore and what goes into it,” says Mr. Fried.

Read the entire article here.

Image courtesy of Google search “manager”.

The Power of Lists

Where would you be without lists? Surely your life would be much less organized were it not for the shopping list, gift list, re-gifting list, reading list, items to fix list, resolutions list, medications list, vacation list, work action items list, spouse to-do list, movies to see list, greeting card list, gift wish list, allergies list, school supplies list, and of course the places to visit before you die list. The lists just go on an on.

[div class=attrib]From the New York Times:[end-div]

WITH school starting and vacations ending, this is the month, the season of the list. But face it. We’re living in the era of the list, maybe even its golden age. The Web click has led to the wholesale repackaging of information into lists, which can be complex and wonderful pieces of information architecture. Our technology has imperceptibly infected us with “list thinking.”

Lists are the simplest way to organize information. They are also a symptom of our short attention spans.

The crudest of online lists are galaxies of buttons, replacing real stories. “Listicles,” you might say. They are just one step beyond magazine cover lines like “37 Ways to Drive Your Man Wild in Bed.” Bucket lists have produced competitive list making online. Like competitive birders, people check off books read or travel destinations visited.

But lists can also tell a story. Even the humble shopping list says something about the shopper — and the Netflix queue, a “smart list” built on experience and suggestion algorithms, says much about the subscriber.

Lists can reveal personal dramas. An exhibit of lists at the Morgan Library and Museum showed a passive-aggressive Picasso omitting his bosom buddy, Georges Braque, from a list of recommended artists.

We’ve come a long way from the primitive best-seller lists and hit parade lists, “crowd sourced,” if you will, from sales. We all have our “to-do” lists, and there is a modern, sophisticated form of the list that is as serious as the “best of…” list is frivolous. That is the checklist.

The surgeon Atul Gawande, in his book “The Checklist Manifesto,” explains the utility of the list in assuring orderly procedures and removing error. For all that society has accomplished in such fields as medicine and aviation, he argues, the know-how is often unmanageable — without a checklist.

A 70-page checklist put together by James Lovell, the commander of Apollo 13, helped him navigate the spacecraft back to Earth after an oxygen tank exploded. Capt. Chesley B. Sullenberger safely ditched his Airbus A-320 in the Hudson River after consulting the “engine out” checklist, which advised “Land ASAP” if the engines fail to restart.

At a local fast-food joint, I see checklists for cleanliness, one list for the front of the store and one for restrooms — a set of inspections and cleanups to be done every 30 minutes. The list is mapped on photo views, with numbers of the tasks over the areas in question. A checklist is a kind of story or narrative and has a long history in literature. The heroic list or catalog is a feature of epic poetry, from Homer to Milton. There is the famed catalog of ships and heroes in “The Iliad.”

Homer’s ships are also echoed in a list in Lewis Carroll’s “The Walrus and the Carpenter”: “‘The time has come,’ the walrus said, ‘to talk of many things: Of shoes — and ships — and sealing-wax — of cabbages — and kings.’” This is the prototype of the surrealist list.

There are other sorts of lists in literature. Vladimir Nabokov said he spent a long time working out the list (he called it a poem) of Lolita’s classmates in his famous novel; the names reflect the flavor of suburban America in the 1950s and give sly clues to the plot as well. There are hopeful names like Grace Angel and ominous ones like Aubrey McFate.

[div class=attrib]Read the entire article after the jump.[end-div]