Tag Archives: management

Time on task

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A running joke as principal of a school is that the biggest part of the job is ‘other duties as assigned’. It’s the things you don’t expect in your day, like mopping up a mess, or being first aid attendant, or problem solving an issue you never dealt with before, and never thought you would. A vice principal I had many years ago said, “Being a VP is only a 4-hour a day job, the problem is you usually get almost none of that work done between 8:30am and 4pm.

The thing that I find most challenging is time on task… and staying on task. When there are 1,000 little interruptions in a day, it often takes time to get back into what you are doing. Something that could be done in 20 minutes uninterrupted can end up taking well over half a day to get done, and 25-30 minutes on task to do because each time you come back to the task you’ve got to figure things out again.

I had an issue recently where I was going back and forth with a parent on email. It was for something we are planning together. He sent me an email, I followed up with the planning with a teacher and got back to the parent… except I didn’t??? He emailed a week+ later asking for my response. I went to my sent mail, searched my drafts, the response I thought I sent wasn’t sent. I did have a response and exchange with the teacher in Microsoft Teams but did not send a response to the parent. Everything is good now, but I hate the idea that we were both waiting on each other and the holdup was me.

Stuff like that doesn’t happen often but when it does, it’s usually when I’m juggling too many things at once. The ‘other duties as assigned’ add elements of both surprise and distraction to your day and staying focused on all the metaphorical balls you are juggling isn’t easy.

Using the juggling metaphor reminded me of another metaphor a friend shared a while ago: “Stuff, not people.”

“Stuff, not people. When things get really busy, and you can’t do everything, things will ‘fall off the back of your truck’. When that happens, make sure that it’s stuff, and not people.”

As we head into the holidays, a stressful and very busy time for many, this is an important reminder… at least for me… that a list of tasks can wait, a lot of interruptions are important parts of my day. And while my tasks can feel important, they aren’t as important as the people I work with and for.

Dropping balls

One of the most frustrating things is to realize that you dropped a ball. You are juggling so many things and one falls through your fingers. You miss it.

A good juggler can make the mistake a part of the show. A good leader can’t.

In this specific case it’s not that bad because the only person really let down is me. I can still pick the ball up, I can put it back into play, and the only harm is that everyone saw me drop it. A little embarrassing, but I can handle it.

I can make the excuse that I had just returned from medical leave and I had a lot of balls to juggle, but that’s not accepting ownership, it’s just making excuses. It was something that should have been prioritized. Other things were less important.

I just need to accept the mistake. I need to own it. I need to pick up the ball and put it back into play. The challenge is not explaining, justifying, or excusing, but owning my mistake. Then doing what I can to fix it.

This is harder to do when you let people down. It is challenging to face when others are counting on you.

Excuses are not the way. Own it. Do your best to make it right, and be sure to keep similar balls in the air in the future. That’s the best way forward.

Always improving

I had a conversation with a good friend yesterday. He has a renovation going on and is quite involved in the process. He lamented about how busy he is and said something interesting to me. To summarize:

‘I don’t mind being busy, it just gets exhausting always doing things a little beyond what you are comfortable with.’

That’s a really interesting point. We live in a world where very few people, athletes for example, hone their skills and spend a tremendous amount of time doing only what they are good at. Most people are good at something and spend hours doing something else, scrambling to make time for the thing(s) they enjoy doing.

They love the design process, but spend most of their time building. They love building but spend most of their time ordering supplies and managing people. The love managing people but spend hours managing paper or digital files and documents. Beyond these examples, they spend time learning new, more challenging tasks and implementing them with beginner eyes, while not doing the things they know they can do well.

I understood my friend’s point and said, ‘Wouldn’t it be nice to focus on the part of your job you are really good at for a while and not always be working on new challenging skills?’ Then we both had a chuckle realizing that we’d feel like we’d be standing still if we didn’t push ourselves. But that’s the impetus to ask the question,

Where does the push to always be improving come from?

Is it intrinsic? Is it organizational? Is it cultural? Are there places where jobs have not magnified in complexity and people are given the time they need to mostly do the things they love doing, and not just a lot of what they have to do? That doesn’t mean they stop improving, just that the things they improve on are things they really want to be doing. The idea of constantly improving is both appealing and exhausting. I think the key to making it feel good is to find reasons to celebrate achievements, to recognize gains, and to appreciate the journey… because there are always ways to improve… always more that can be done… always things to learn.

Nobody told me

Nobody told me that there would be days where all I do is go to meetings and deal with emergent issues. Or how important it would be to deal with these emergent issues immediately. Nobody told me that my priorities would be whatever other’s priorities are, and that my priorities would take a back seat on my to-do-list truck of things that need to get done.

But that is the job. It’s about getting everyone on the same truck, going the same direction, while emergent issues come at you from any and every direction. The biggest challenge: making sure you have enough gas in the tank… both metaphorically and literally.

Nobody told me there would be days like these. Strange days indeed!

Challenging Advice

Cal Newport, author of several books including, Deep Work – Rules for Focused Success in a Distracted World, was on the Sam Harris podcast. I listed to it over the past 3 days and a couple interesting things were discussed.

First of all, Cal has no social media profiles, despite studying social media as part of the research work he does. While I think that’s interesting, I don’t think that I’d want to do that myself. I have drastically reduced my time on social media over the past few years, with time on all sites going down significantly to barely a few minutes a day… other than Tiktok which I will spend up to 30 minutes maximum a day Monday to Thursday, and longer on weekends. Tiktok is more like television to me than social media because I don’t spend any time trying to look at my specific network and let the algorithm decide what I watch next. I watch almost no television and consider TikTok an alternative option to the TV. But while I’ve lowered the social of social media use, I’m not ready to delete or ignore the accounts I have.

The second thing Cal said was that he refined his ideas around doing Deep Work to:

  • Do fewer things;
  • Work at a natural pace; and
  • obsess over quality.

This sounds great! It’s just not workable in most jobs. If I had a job where I could do this, I’d never want to retire. But the reality of my job, and many other management jobs, is that I simply don’t have that luxury.

I want to do more things, because most of the time I spend on things I need to do rather than what I want to do. My pace is often dictated in a reactionary way, rather than a pace I actually choose. And while quality really matters, I’m often working on timelines that force me to do what’s necessary and then move on.

I’ve discussed this before, the challenge of doing ‘what you need to do’ consumes so much time and energy that there is little of either left for doing ‘things you want to do’. And so it’s not easy to take Cal’s advice. While it is laudable, it’s not realistic to try to achieve. I think writers and artists and similar creative endeavours can aspire to do fewer things, work at a natural pace, and obsess over quality, but most people simply don’t have the luxury to do so. Still that doesn’t mean these things aren’t desirable… I just don’t know anyone who works at a school that can say these are attainable goals.

‘A’ Game

I had a conversation with a colleague in another district yesterday. I was thanking him for suggesting a great book I’m listening to. We talked about the unique nature of our jobs and he said something that hit a chord with me. He said that while he likes his job as an online school principal, and how unique the challenges are, he’s tired of feeling like there are too many things that come at him at once to give his ‘A’ game all the time. He mentioned that it feels like the best he can do is a ‘C’ or a ‘C+’.

He said, “But that’s not how I like to operate. When I was a teacher I had a lot of control about what my day looked like. Sure, I couldn’t bring my ‘A’ game to every single thing I did, but most of my day was determined by me, and I could regularly bring my ‘A’ game. I can’t do that in this job even though I want to.”

I totally get it. It’s like this job is a juggling act and every time you think you can put on a good show, someone adds one more ball to the balls you are juggling. You looked and felt confident juggling 4 balls, and suddenly you are fumbling with a 5th. Just as you feel good about the 5th ball, a 6th is thrown in. You spend more time picking up the balls than you do juggling. A juggler isn’t showing you their ‘A’ game when they are picking balls up off the floor.

My colleague and I both agreed that we like our jobs, and we want to stay where we are, but lamented about our ability to have control over our days… to decide at the start of the day how many balls we were going to juggle that day. I think that’s something every principal feels and understands. We like our jobs, we just wish we could bring our ‘A’ game to it a little more often.

The struggle is real

This is the time of year that I really struggle to find balance. School startup is over but the pace of the new year hasn’t slowed. Emails are pouring in faster than I can manage them. My desk is a mess… and it seems that most of my days are filled with priority ‘must do’ items and almost no ‘want to do items’.

I’m managing more than leading, and I come home exhausted. It’s hard to keep the motivation going when it feels like momentum is swaying against you. Worse still, I’m writing this past my bedtime because I can’t fall asleep and so figure that I should get this out of the way and sleep in a bit later… if I’m up I may as well be productive.

I’ll keep my healthy living routine going, and try to get to bed earlier tomorrow. I’ll block a bit of time to get a little scope and sequence to the rest of my week. And, I’ll take care of a few big priorities that I know will ease the pressure I’m feeling. The challenge is that schools can throw a wench into the best laid plans and completely disrupt the machinery of the day.

Sometimes you just have to struggle through, knowing that things will eventually ease up. Until then it’s go, go, go. And on that note, I need to go to sleep!

Fair weather leadership

We’ve all seen movies where the captain of a boat or a sheriff in a town (who aren’t the stars of the movies) appear to be doing a good job, and everything is going smoothly. Then the crisis hits, the boat starts to sink or the bad guys ride into town, and suddenly chaos ensues. The captain abandons the ship before the passengers and the sheriff either cowers or puts his life on the line recklessly leaving the town at the mercy of the bad guys.

In the movies, the hero emerges or arrives and saves the day. In the real world, these good in fair weather leaders create chaos and upset, and undermine the productivity and well being of their team, and possibly other teams around them. There isn’t always a hero standing by to help.

It’s often difficult or impossible to foresee a crisis. In the case of a sinking boat, there are drills that can be run, but they aren’t ever run when the boat is bouncing up and down in a storm. Some things can be planned for, but others come out of nowhere… like an iceberg in the fog. When a surprise comes along, that’s actually when leadership matters. That’s when lines of communication matter. That’s when people management becomes a priority. Who can help lead? Who needs direct instruction? What can be delegated rather than added to an impossible to-do list. And who can be asked for help?

It’s when a crisis hits that a leader needs to get the most out of their team. Often we think of crisis situations as making a leader great, but my thoughts align more with this quote:

“Great occasions do not make heroes or cowards; they simply unveil them to our eyes. Silently and imperceptibly, as we wake or sleep, we grow strong or weak; and at last some crisis shows what we have become.” ~ Brooke Foss Westcott

Good leadership during the fair weather, before the storm, is preparation for when the storm hits… even if that leadership isn’t recognized as anything special. Not leading well, not pushing the team, when things are calm, may not harm the team during that calm, but it prepares no one for when things get rough.

Leading well in fair weather doesn’t bring much accolades, and may not bring recognition, but it is preparation for good leadership when leadership really matters.

small changes can have a big impact

A friend of mine, Keith, was visiting this weekend and I went downtown to connect with him. We walked by the Starbucks I used to manage, a couple blocks from where he used to work, and he asked someone to take our photo in front of it. It brought back fond memories of us connecting at lunch breaks.

Taking this photo and looking inside reminded me of something I did while I was there. This narrow Starbucks on Hornby Street is near the law courts, the art gallery, and many office buildings. In the mornings the rush was crazy for about an hour and a half, then the store would quite down with smaller rushes at lunch and at the end of the day. One of the challenges this rush created in the mornings was that people would look in, see the lineup, then leave… hopefully to come back later, but likely we were losing customers.

Inside the store, we had our main cash register, then the pastry case, followed by a counter then the 2nd till for selling coffee beans. Back then the beans were not pre-packaged, we had scales and empty bags, and cupboards with different flavoured coffee beans in them. Generally we would run just one till, unless someone wanted coffee beans, but every morning rush we would have both tills open to maximize how many people could come through. However this created a huge problem for us because the line up would be 10-15 long for over an hour and a half, and navigating to the two tills slowed things down and created opportunities for people to butt in, although I’d say this was mostly done unintentionally. No matter how we managed it, at some point during the rush we’d be apologizing as we helped navigate who should be next, with the lineup going to two very different places, but the store being too narrow to really create two separate lines.

I spoke to my District Manager and told her I wanted to move the second cash register. This also meant moving the pastry case too, to make room for the two tills to be close, but also have a space in between them to serve two different customers. She understood the challenge and had it done to my requested specifications. In the following weeks the results were pretty impressive. During our 1.5 hour rush, we averaged between 45 and 60 more customers (15-20 more per half hour). We had many regular customers thanking us for the change. We also had less people walking by because we were busy, since they knew that the line up would go quickly.

The renovation was probably paid off in a few months, we dealt with less issues around managing the line, customers were happier, and all we did was move a cash register about 9 feet (2.75 metres). We can’t always make big sweeping changes but sometimes small changes can have a big impact.