Productivity Tips – Multitasking is Out

Productivity tips

 

 

Multitasking used to be the name of the game. The more you could do at once, the more productive you were thought to be.

Every day, we juggle multiple devices along with multiple responsibilities. It’s ironic that with all of these productivity tools at our fingertips–laptops, tablets and smartphones–we’re less productive than ever.

The simple reason? Research has proved that multitasking doesn’t work. Why? Because when it comes to the brain’s ability to pay attention, it focuses on concepts sequentially, not on two things at once. The brain has to disengage from one activity in order to engage in another–and while it happens relatively quickly, in several tenths of a second, we’re not giving anything our full attention if we’re trying to do more than one thing at one time.

Of course we can, you might be saying. I can walk and chew gum at the same time. True. But neither of those activities involves the brain’s ability to pay attention. Attentional ability is not capable of multitasking.

Imagine you’re sitting at your desk after your boss has asked you to type up a report. You open the document, type a few words, then your email program beeps to notify you that a message has arrived in your inbox. Even if you only stop to look at the notification to see who the message is from, you’ve just asked your brain to shift from one type of activity to another. Then you shift back to the report. And your desk phone rings. Or your cell phone indicates that a text has come in. Or a co-worker stops by your desk to ask you a question. Each time you stop to pay attention to one of these interruptions, you’ve taken your focus off of your report. And each time you go back to it, you’ll find yourself losing track of your previous progress and needing to start over.

Why does this matter? Studies show that a person who is interrupted takes 50 percent longer to accomplish a task–and makes up to 50 percent more errors.

It’s no wonder, then, that leading companies like Google, Monsanto and Hearst Publications are teaching their employees about the concept of mindfulness. Mindfulness is really just another word for focus–and when you’ve learned how to focus your attention, you can improve your productivity, your memory and your ability to think creatively.

Practicing Mindfulness

Some of the most famous practitioners of mindfulness are Buddhist monks. But you don’t need a class or years of practice in a monastery to attempt mindfulness.

First, try a couple of experiments:

  • Next time you have to call a client, sit somewhere away from your desk and your computer and all of the accompanying distractions. Focus only on the conversation, listening intently to what the client is saying. This will help you make more genuine connections, build more trusted relationships and have a positive impact on your business.
  • Next time you have a project to complete, literally block out the time for yourself–turn off your email, your IM program and your smartphone.
  • Turn on the “do not disturb” function on your desk phone. Create an interruption-free zone for yourself, and see how much more you get done.

Of course it’s not possible to rid yourself of all distractions, all the time. So start practicing mindfulness by working on tasks for 20-minute intervals. You can gradually increase those intervals to two-hour spans. With practice, you’ll be able to accomplish much more and with less effort.

Instead of being a multitasker, try being a serial focuser. The simple act of focusing your attention on one task at a time will change your experience and improve your productivity.

 

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The Death of Conventional Leadership

The Death of "Command and Control" The Death of "Command and Control" Preview

The Death of Command and Control | Professionals Incorporated


As business owners and managers are forced to compete in a more volatile and complex environment, the traditional “command and control” approach to leadership is no longer effective.

No matter what size the organization, factors like globalization and new technologies have created the need for new styles of leadership. Traditional problem-solving techniques and top-down management styles are no longer dynamic enough to handle the increasingly complex business dilemmas facing today’s leaders. As a result, leading well today is akin to sailing a small boat, with unpredictable winds buffeting you from all directions.

This article presents practical steps for mapping and effectively managing seemingly conflicting business priorities known as organizational paradoxes.

The Paradox

According to Merriam Webster, a paradox is:

  • a statement that is seemingly contradictory or opposed to common sense and yet is perhaps true;
  • an argument that apparently derives self-contradictory conclusions by valid deduction from acceptable premises; or
  • a person, situation, or action having seemingly contradictory qualities or phases.

Within the context of business, a paradox:

  • consists of two interdependent issues that recur over time.
  • requires you to make choices that affect both issues.
  • can easily be mismanaged, if over-focus on one issue creates negative consequences for the interrelated issue.

Admittedly, paradoxes are nothing new. For centuries, companies have struggled with the need to balance competing agendas: increasing revenues while controlling expenses; faithfully executing strategic goals while simultaneously managing the realities of daily business. You get the picture.

What’s brought this issue to the forefront for leaders, however, is the increasingly chaotic business and economic conditions in which we all must operate. The old model of defining a problem, creating a solution and then implementing it is woefully insufficient for managing today’s paradoxes–because it addresses only one issue at a time, instead of managing both sides together.

Striking a Balance: A Guide to Mapping Paradoxes

When you have a true business paradox, use these steps to evaluate and manage both sides:

  1. Identify stakeholders. Who is affected by the paradox? Who is capable of influencing outcomes? Who needs to be involved in the process of designing the process for managing it?
    1. Once you’ve identified stakeholders, invite them to a brainstorming session to discuss creative solutions to an ongoing business issue (don’t tell them what the issue is–the process works better without preplanning).
  2. Create a paradox map.

    The Death of "Command and Control" The Death of "Command and Control"

    To start your meeting, draw two intersecting lines (one horizontal, one vertical) on a whiteboard and, at each end of the horizontal line, write the terms that describe the two sides of your paradox (e.g., “Change” and “Stability”). At the top of the vertical line write “Benefits,” and at the bottom of it write “Negative Consequences.”

    1. List Benefits. Brainstorm the possible benefits of focusing exclusively on the left issue (e.g., Change). As participants generate ideas, write them in the upper left-hand quadrant
      1. Keep the ideas flowing by asking open-ended questions, like: “What are other possible benefits of organizational change?”
      2. Repeat the benefits-brainstorming process for the other side of your paradox (e.g., Stability) and record responses in the upper right-hand quadrant.
    2. List Negative Consequences. Use questions like: “What would happen if we completely ignored the need for organizational change, or if we never changed any of our processes, products, or services?” to detail the negative effects of over-focusing on one side of the paradox. Record these in the lower left-hand quadrant.
      1. Repeat the brainstorming process for the other side of your paradox.
  3. Examine Your Map. Facilitate a discussion about what your paradox map tells you about your company. Ask questions like:
    1. What does this map show you?
    2. Which should we do: focus on the issue on the right or the issue on the left? Why?
    3. As a group, which issue do we value more? Why?
    4. How should we proceed?
  4. Define a Process for Maintaining a Healthy Tension. As you discuss the implications of your paradox, individuals who naturally favor one side or the other will begin to see the potential upsides and downsides of their tendencies.
    1. The process of mapping will help you begin to break down the subconscious process of rationalizing their bias toward their favored issue.
    2. Once everyone understands the potential benefits and concerns of over-focusing on just one side of the paradox, you can begin to explore options for creating a “healthy tension”–balancing both sides of the paradox to maintain an equilibrium that’s in everyone’s best interest.
    3. The mapping process will not help you solve a paradox; by its very nature, a paradox can’t be solved. But by opening employees’ minds to the benefits and negative impacts, you can facilitate productive conversations for the best ways to manage it.

Lead Your Business to a More Successful Future
Maintaining a healthy tension between the two issues of a paradox is a little like sailing a small boat on a windy day. If the wind fills your sails and starts tipping the boat, you and your staff need to jump to the other side, hang over the edge and hold onto the ropes. Eventually, the wind will shift again and you’ll have to hop over to the other side of your boat to stay afloat. As long as the winds change, you’ll have to adjust your operations accordingly.

A strong relationship with a staffing partner is critical to succeeding in today’s–and tomorrow’s–operating environment. As your company’s needs continue to become more fluid, a trusted staffing partner can help you:

  • stay flexible;
  • quickly access the specialized expertise you need;
  • keep your organization (i.e., your boat) balanced and on course.
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GOT JOBS!

GOT JOBS!!

Please see below for our current hot jobs. We are offering referral bonuses of up to $500 for any candidate you send our way that we place.  Please contact any of our Recruiters for more information on this program.

Lead CAD Technician

We are seeking a Lead CAD Technician for our client in the Syracuse, NY area.  As the Lead CAD Technician you will support and maintain engineering documentation in the form of CAD files and drawings.  Proficiency with AutoCAD is required.

Quality Engineer (mid to senior level)

We have an opportunity in the Syracuse, NY area for a mid to senior level Quality Engineer.  This position will help to ensure products meet necessary standards and expectations, while advising management by summarizing data, preparing reports and explaining proposals.

Manufacturing Engineer

We are seeking a Manufacturing Engineer for our client located in Syracuse, NY.  As a Manufacturing Engineer, you will oversee and implement cost-saving, automation and lean projects with continuous process improvement; and see that proper preventative maintenance improvements are completed while ensuring safety and minimal downtime.

Contact Steve Schanz for more information about these or other Engineering opportunities!

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Unix Systems Administrator

We are seeking a Unix Systems Administrator for our client in the Ithaca, NY area. As a Unix System Administrator you will configure Linux and Windows systems, address performance issues, ensure security of electronic resources, and lead complex infrastructure projects.

Software Engineer

Our client in Rochester, NY is seeking a Software Engineer.  As a Software Engineer, your primary responsibility will be to develop end-user applications related to workflow planning, scheduling and real-time management, including database, algorithms and user interfaces.  The Software Engineer is expected to be involved in all phases of the product development including design, programming, testing, launch, maintenance and enhancements.

Contact Wendy Johnson for more information about these and many more IT opportunities!

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Inside Sales

If you are looking to expand your sales career, we are seeking candidates for an Inside Sales opportunity with a manufacturing company in the Syracuse area!  This position is for a motivated individual who will work to increase revenue through the development of new and existing customers.

Director of Sales

We are currently seeking strong candidates for a Director of Sales position, with a growing company in the aerospace industry.  This is a key role within the organization that will administer sales plans and grow the team to maximize customer satisfaction and sales initiatives.

Contact Maria Alexander for more information regarding these opportunities!

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Accountant

We have an opportunity for an Accountant in Syracuse, NY.  As an Accountant you will participate in inventory audits, assist with preparation of monthly management and financial reports; provide account reconciliation and analysis; prepare general ledger adjustments; and assist with complex year-end audits. This is long-term contract opportunity.

Cost Accountant

Our client South of Syracuse is seeking a Cost Accountant. The Cost Accountant will help identify problem areas throughout the region, drives business improvement measures, and provides financial analysis support to the Sales and Manufacturing Operations groups.

Contact Brian Webb for more information on these and other opportunities in the Accounting and Finance field!

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Sr. Cloud Developer

Our client, located in Hanover, MD, is seeking a Senior Cloud Developer.  The successful candidate will provide architectural oversight and leadership in planning and designing software system modeling, simulation and analysis for large projects.

Java Applications Developer

We are currently seeking a Senior Java Applications Developer for our client located in the DC Metro Area. We are looking for a senior application person who goes beyond normal development, who has experience and skills for handling end-to-end projects in the application space.

Contact Katy Moses or Olesh Iwachiw for more information on these and many other government contract opportunities!

 

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Action! How to Execute Your Strategic Plan in 2013

Over the past several weeks, you’ve spent countless hours with your team in strategic planning sessions–assessing your strengths and weaknesses, identifying new opportunities, analyzing potential threats and setting the course for your business over the next 12 months.

The result? An ambitious, yet achievable, strategic plan.

Congratulations! You’ve cleared a major hurdle many organizations fail to overcome. But your work is far from done. That beautiful document, filled with its colorful charts, projections, tactical plans and metrics, will amount to nothing more than an extremely expensive paperweight unless you faithfully execute it.

6 Reasons Why Plans Fail

Regardless of how sound your plan is, you’re bound to encounter challenges in implementation. Here are a few of the main reasons why strategic plans fail, according to Forbes:

  1. The plan was created simply for plan’s sake (i.e., because that’s what businesses do).
  2. The planning team fails to understand the business environment or to focus on results.
  3. Business owners / CEOs / presidents don’t fully understand how a strategic plan can improve their enterprises.
  4. The right people (i.e., those charged with executing the plan) are not involved in creating it.
  5. The wrong people are in leadership positions (i.e., management fails to ensure key leaders are champions for executing their strategic plan).
  6. No accountability or follow through.

Don’t let your plan fall victim to these traps. If your strategic plan is to be an effective management tool (and not merely a “nice idea”), you must have the people, resources, structure and culture to support its success.

Strategic Implementation

People
Make sure to have the right people on board. Sure, it sounds obvious, but do you have individuals on board with competencies and skills required to support your new plan? In the months following the planning process, expand your company’s overall skill base by training existing employees, hiring new ones and/or accessing specialized expertise on a temporary or contract basis.

Resources
Put your money where your mouth is. Make sure that your budget is aligned with annual goals and be prepared to assign adequate resources (which could include anything from money to man hours to physical space or equipment) to accomplishing the objectives you’ve outlined in your plan.

Structure
A formal structure of management, with appropriate lines of authority, is essential to your plan’s success. To ensure it’s implemented properly, designate a plan “champion” who is responsible for rolling out the plan, garnering internal support and coordinating regular strategy meetings to review progress.

Culture
Foster an environment that connects employees to your organization’s mission, increases plan buy-in and makes staff members want to achieve company-wide goals. To reinforce the importance of focusing on strategy and vision, reward success. Develop creative positive consequences for achieving objectives and negative ones if goals are missed. The rewards may be big or small, as long as they lift the strategy above the “day-to-day” so people make it a priority.

5 Additional Ideas to Ensure Strategic Success

  1. Go beyond your executive team. Nothing breeds commitment like involvement. Ensure your plan has a broad base of support by involving your company’s high performers and thought leaders in every step of the process, from planning through execution.
  2. Communicate your plan to all employees. Vary the way you communicate your strategy, depending on the personnel with whom you’re communicating. Provide a plain-English summary of your overall strategic vision (including your mission statement and key strategic priorities) to your entire staff. Additionally, provide customized documentation to each department that places particular emphasis on the objectives that are most relevant to each group’s work. The better your employees understand what you’re trying to achieve–and how their daily efforts can support those goals–the more likely they are to help you accomplish them.
  3. Align departmental goals with specific strategic objectives. As you roll out your plan, challenge departments to create their own objectives. Ask them to build annual, measurable goals that support the company’s strategic objectives. In this way, employees company-wide will develop ownership responsibility not just for their own accomplishments, but for those of the entire organization.
  4. Set specific, real-world objectives. To make your plan a reality, include expected timing and personnel accountability for the tactical components of your strategic objectives. Ideally, there should be one individual who is accountable to company management for reaching each objective.
  5. Revisit the plan regularly. Meet monthly with senior managers, department representatives and other personnel who are accountable for reaching your strategic goals. When you get together, ask the employee who is responsible for meeting each objective to give a quick status update. If progress is on track, that’s great; but if implementation is behind schedule, discuss the reasons and create a plan to get back on track.

Final Thoughts
Creating a strategic plan is one thing; successfully executing it is quite another. To transform your 2013 plan from a “nice idea” into a true roadmap for success, make sure that everyone in your organization–from front-line employees through senior management–understands it, buys into it and is held accountable for making it a reality.

This article originally appeared as part of our monthly e-newsletter, Staff Matterscreated by the fine folks at Haley Marketing Group and is reprinted with permission. If you would like to automatically receive our articles, please subscribe here.

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50 + IT jobs in Syracuse!

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GOT JOBS!!

Please see below for our current hot jobs. We are offering referral bonuses of up to $500 for any candidate you send our way that we place.  Please contact any of our Recruiters for more information on this program.

Financial Analyst – Public Accounting Experience Required!

We have an outstanding opportunity for a Financial Analyst. This position will help to ensure the integrity of the company’s accounting/financial data as they examine, verify, balance and reconcile various types of financial transactions, reports and analysis.

Business Manager

Our client in Syracuse, NY is seeking a Business Manager. As a Business Manager you will be that “go-to” person that wears lots of different hats!

Some of your key duties will include:
- Accounts Payable and Accounts Receivable
- Budget preparation, revision and tracking
- General Human Resources functions
- Payroll processing for 100+ employees
- Supervision of clerical staff

Contact Brian Webb for more information about these positions or other opportunities in the Finance and Accounting field!

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Marketing Manager

We are currently seeking a Marketing Manager for a growing company in the Syracuse, NY area. The Marketing Manager will assist the Sales Manager with developing and implementing a marketing strategy for an equipment distributor representing several lines of heavy equipment.

Sales Engineer

We are currently seeking candidates for a Sales Engineer in the Syracuse area for a growing engineering company.  This role will be instrumental in growing sales in the area of Instrumentation and Controls and will actively work to successfully penetrate target markets. This role will also manage successful projects to completion and provide guidance and support to both internal employees and clients throughout the process.

Contact Maria Alexander for more information about these opportunities!

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Java Programmer

If you have 1+ years of Java programming experience and are looking for a fun and laid back culture but a fast paced and busy work environment, please apply for more details!!

Software Tester

If you have 1-10+ years of experience testing web based applications, have created test scripts and test cases, and have experience with back-end testing and file processing, please apply today…interviews are happening now!

Contact Wendy Johnson for more information about these or many other IT positions!

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Junior Electrical Design Engineer

Our client in the Syracuse, NY area is seeking a Junior Electrical Design Engineer.  In this role you will design new products; providing analysis on those designs; and develop them through to the production stage.  You will also be developing firmware for any products designed.

Contact Steve Schanz for more information about this or many other engineering opportunities!

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Data Architect

Our client, located in the DC Metro area, is seeking a Data Architect. The successful candidate will support long-term, enterprise-level data architecture and management strategies, as well as have the ability to develop data architecture solutions or large scale enterprise applications.

Technical Project Manager

Our client, located in Charleston, SC, is seeking a Technical Project Manager.  As a Technical Project Manager, the successful candidate will be responsible for leading and contributing to a technical project, ensuring customer satisfaction, and building relationships.

Enterprise Architect

Our client, located in Maryland, is seeking an Enterprise Architect. The successful candidate will provide technical support to team members using Department of Defense Architecture Framework.

Contact Katy Moses or Olesh Iwachiw for more information about these or several other government contract opportunities, many in the DC metro area!

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10 Things That Good Bosses Do

Bosses aren’t usually aware that they are bad bosses. The fact is that nobody wants to believe they’re the problem. Nevertheless, there’s a bell curve for all things involving people, which means there are few really bad bosses, few really good bosses, and most of you fall somewhere in the middle.

To me that says, for the vast majority of you, there’s lots of room for improvement.

So, if you’re not exhibiting any of the Seven Signs, that’s great, pat yourself on the back. Still, if you really want to up your management game, maybe even vault into the executive or ownership ranks someday, you’d better start doing at least a few of these 10 Things That Good Bosses Do.

Incidentally, this isn’t from some academic study. These are real attributes of real bosses, culled from decades of observation, which motivate and inspire employees to perform at their best.

  1. Pay people what they’re worth, not what you can get away with. What you lose in expense, you gain back several-fold in performance.
  2. Take the time to share your experiences and insights. Labels like mentor and coach are overused. Let’s be specific here. Employees learn from those generous enough to share their experiences and insights. They don’t need a best friend or a shoulder to cry on.
  3. Tell it to employees straight, even when it’s bad news. To me, the single most important thing any boss can do is to man up and tell it to people straight. No BS, no sugarcoating, especially when it’s bad news or corrective feedback.
  4. Manage up…effectively. Good bosses keep management off employees’ backs. Most people don’t get this, but the most important aspect of that is giving management what they need to do their jobs. That’s what keeps management away.
  5. Take the heat and share the praise. It takes courage to take the heat and humility to share the praise. That comes naturally to great bosses; the rest of us have to pick it up as we go.
  6. Delegate responsibility, not tasks. Every boss delegates, but the crappy ones think that means dumping tasks they hate on workers, i.e., s**t rolls downhill. Good bosses delegate responsibility and hold people accountable. That’s fulfilling and fosters professional growth.
  7. Encourage employees to hone their natural abilities. And challenge them to overcome their issues. That’s called getting people to perform at their best.
  8. Build team spirit. As we learned before, great groups outperform great individuals (http://www.bnet.com/blog/ceo/the-10-rules-of-great-groups/3277). And great leaders build great teams.
  9. Treat employees the way they deserve to be treated. You always hear people say they deserve respect and to be treated as equals. Well, some may not want to hear this, but a) respect must be earned, and b) most workers are not their boss’s equals.
  10. Inspire your people. All the above motivate people, but few bosses have the ability to truly inspire their employees. How? By sharing their passion for the business (http://www.bnet.com/blog/ceo/finding-your-passion-takes-faith-and-sacrifice/2765). By knowing just what to say and do at just the right time to take the edge off or turn a tough situation around. Genuine anecdotes help a lot. So does a good sense of humor.

All this adds up to an environment where people feel appreciated, recognized, challenged, and appropriately compensated. So what do you think? How do you measure up on the good boss scale?

This article originally appeared as part of our monthly e-newsletter, Staff Matters, created by the fine folks at Haley Marketing Group.  The article was authored by Steve Tobak and is reprinted with permission. If you would like to automatically receive our articles, please subscribe here.

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