![]() Of course, there are some phenomenal communications courses on how to map out meetings and communicate more effectively. It’s the worst kind of feeling to realize you have just spent the last 30, 60, 90 minutes of your life trapped in a room and nothing productive has resulted from it. Have you ever been to a meeting, and found that when you left you still had no idea what the next steps, conclusion or decision was? Yeah, me too. And if you and your colleagues aren’t masterful communicators (most people are not), most of that time will be spent with people talking over, and around each other, instead of truly communicating. That’s 1100 hours a year (46 whole days) assuming you take 4 weeks vacation at some point. Research has shown executives are spending 23 hours a week in meetings on average. Meetings for the most part are a a fail in most businesses. And yet, it can be the last thing on our calendar. It fuels the execution of all other aspects of the business. But the ideating and vision casting is a different kind of work – and often the most meaningful. The admin tasks – meeting and talking and collaborating is tedious and produces small day to day gains. And when we think about work, the only work that feels “real” is the deep kind – the producing kind. As a member of the leadership team I was expected to be in meetings most of the day and it was my team who were busy doing all of the “real work”. ![]() When I think about my time working in an office it was a lot more shallow work, and far less deep work. The ideal entrepreneur schedule is not so easily constructed. ![]() Those expectations allowed me to break up my days into deep work (thinking, planning, visualizing) and shallow work (meetings, emails, administrative tasks). But I also had my team to manage and any number of meetings to attend. I had my marching orders from the COO in terms of long term projects and objectives. When I worked for someone else it was always fun to plan out my days.
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