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jerryking : best_practices   25

Sleep Hygiene Instructions
* "No More Sleepless Nights" by Dr. Peter Hauri
* "Goodnight Mind" by Dr. Colleen Carney
* Sleepontario.com -Selfmanagement of Insomnia
best_practices  books  howto  insomnia  sleep 
october 2019 by jerryking
Work smarter, not harder. Here’s how
July 29, 2019 | The Globe and Mail | by KIRA VERMOND, SPECIAL TO THE GLOBE AND MAIL.

Suzanne Andrew, a freelance writer in Vancouver, took stock of her growing number of deadlines. One client wanted her to complete 26 profiles – articles that describe an individual or organization – in one month.

“I love writing profiles, but when I looked at the amount of work, it felt crushing,” she says.

Rather than brace herself for 18-hour days, all-nighters and inevitable burnout, Ms. Andrew took a different approach. She paused and then came up with a game plan.

“I’d worked as a project manager in the past and found that what worked best when managing other people was to create work-back schedules and milestone deadlines,” she says. “As a freelancer I was used to simply working to deadline, but realized I could make things easier and less stressful if I acted as my own project manager.”.....Ms. Andrew created a work-back schedule that outlined exactly how many interviews she had to conduct, plus a daily writing quota to meet the overall deadline. Once she met her daily target, she could stop work for the day and rest.

Here are a few pointers.....

1. WORK WITH YOUR ATTENTION LEVELS
Not every moment of the day is created equal when it comes to feeling sharp and productive. Our brains can only handle so much focused work time. Everyone has three levels of attention: proactive, active and inactive.

Feeling proactive? You’re in the zone: Take advantage of those times each day. Active times are best spent on less focused tasks like addressing emails or making a phone call.

And those inactive times? “Your brain is cooked,” You should probably be taking a mental break, going for a walk or getting a cup of coffee. Even just doing low-priority, repetitive work like filing is a good idea.”
Work with your brain’s energy levels. Don’t fight them and push yourself through those inactive times.

2. PLAN THE NIGHT BEFORE
Don’t allow your inbox become your to-do list. Instead, take 10 minutes at the end of the workday and create tomorrow’s action plan. What’s most important? What must get done? The next morning, look at that list and work on the most vital tasks before even thinking about firing up e-mail.

3. THINK LIKE A SMOKER
Pay attention to the way smokers take their breaks: They leave the building, go outside and even socialize.
“I’m a big believer in quality breaks,” she says. “How you take your break is as important as [taking] a break.”Get up. Move. Take in some fresh air and talk to people. You’ll come back more refreshed and proactive.

4. TRY THE POMODORO TECHNIQUE
....a productivity method, developed by a business consultant named Francesco Cirillo in the 1980s. (Pomodoro means “tomato” in Italian, a nod to old-school, plastic timers shaped like tomatoes.) The method dictates that you set a timer for a short amount of time – say, 25 or 30 minutes – and then focus on one task without interruption. Once the timer goes off, take a short break. Then, if needed, you do it again. Commit to going deep for 25 - 90 minutes (jk: sustained inquiry),” “It’s amazing when we consciously choose to do one thing, and one thing only, how much we get done.”
action_plans  attention  attention_spans  best_practices  focus  lists  monotasking  Pomodoro  preparation  priorities  productivity  project_management  slack_time  sustained_inquiry  thinking_backwards  thinking_deliberatively  timeouts  timing  to-do  work-back_schedules  work_smarter 
july 2019 by jerryking
I’ve Interviewed 300 High Achievers About Their Morning Routines. Here’s What I’ve Learned. - The New York Times
By Benjamin Spall
Oct. 21, 2018
Experiment with your wake-up time
While the majority of the people I’ve interviewed tend to get up early — the average wake-up time for everyone I’ve talked to is 6:27 a.m. — successful people like to experiment to find the sweet spot that works for them.......Make time for whatever energizes you
Most successful people carve out time in their morning to commit to things that make them feel relaxed, energized and motivated. That can mean working out, reading, meditating or just spending time with your loved ones.....
Get enough sleep
The quality of your sleep the night before directly impacts your ability to perform the next day and, indeed, your ability to enjoy your day. Your morning routine means nothing without a good night’s sleep behind it. Not getting enough sleep has been linked to chronic diseases like diabetes and heart disease, and might even decrease the effectiveness of your immune system.

Don’t become complacent about how much sleep you need; most people require between seven and nine hours of sleep a night. If you’re constantly trying to get by on less than seven hours of sleep, it will catch up with you, likely sooner rather than later......Adapt your routine to different situations
While it might not always be possible to keep your full morning routine in place when you’re away from home, it is possible to have a travel-ready routine that is always there when you need it.....Don’t beat yourself up
Nearly everyone I’ve talked to said they don’t consider one, two or even three missed days of their morning routine a failure, so long as they get back to it as soon as they can.
GTD  productivity  routines  lessons_learned  insomnia  adaptability  best_practices  choices  serenity  sleep  high-achieving  early_risers  diabetes  immune_system 
october 2018 by jerryking
You Need an Innovation Strategy
JUNE 2015 | HBR | Gary P. Pisano.

Without an innovation strategy, innovation improvement efforts can easily become a grab bag of much-touted best practices: dividing R&D into decentralized autonomous teams, spawning internal entrepreneurial ventures, setting up corporate venture-capital arms, pursuing external alliances, embracing open innovation and crowdsourcing, collaborating with customers, and implementing rapid prototyping, to name just a few. There is nothing wrong with any of those practices per se. The problem is that an organization’s capacity for innovation stems from an innovation system: a coherent set of interdependent processes and structures that dictates how the company searches for novel problems and solutions, synthesizes ideas into a business concept and product designs, and selects which projects get funded. Individual best practices involve trade-offs. And adopting a specific practice generally requires a host of complementary changes to the rest of the organization’s innovation system. A company without an innovation strategy won’t be able to make trade-off decisions and choose all the elements of the innovation system........Long-term investments in research are risky: .....
Rather, a robust innovation strategy should answer the following questions:

** How will innovation create value for potential customers?
**How will the company capture a share of the value its innovations generate?
**What types of innovations will allow the company to create and capture value, and what resources should each type receive?

There are four essential tasks in creating and implementing an innovation strategy. The first is to answer the question “How are we expecting innovation to create value for customers and for our company?” and then explain that to the organization. The second is to create a high-level plan for allocating resources to the different kinds of innovation. Ultimately, where you spend your money, time, and effort is your strategy, regardless of what you say. The third is to manage trade-offs. Because every function will naturally want to serve its own interests, only senior leaders can make the choices that are best for the whole company.

The final challenge facing senior leadership is recognizing that innovation strategies must evolve. Any strategy represents a hypothesis that is tested against the unfolding realities of markets, technologies, regulations, and competitors.
best_practices  Corning  corporate_investors  crowdsourcing  decision_making  HBR  howto  innovation  organizational_capacity  questions  R&D  resource_allocation  strategy  taxonomy  tradeoffs 
april 2016 by jerryking
Beyond strategic control: Applying the Balanced Scorecard to a Religious Organization
2001 | Journal of Nonprofit & Public Sector Marketing |John C Keyt.

Kaplan and Norton (1992) have provided a framework to link control to an organization 's vision - the balanced scorecard. This approach provides measures in four areas: 1. customer, 2. internal business, 3. innovation and learning, and 4. financial. This article provides a starting point in adapting this method to a church by looking at four measurement perspectives: 1. members/attenders, 2. internal ministry processes, 3. ministering, and 4. innovation and learning. An example is then developed using a church's mission and vision statement.
balanced_scorecard  churches  religion  frameworks  nonprofit  best_practices 
january 2013 by jerryking
Newt Gingrich wants you to make him run for president
February 5, 2007 | Fortune | Nina Easton.

Has anyone revitalized or created a bright spot in a flat or declining industry?
At the Tempe conference, Gingrich politely listens to such proposals as applying Toyota-style production-control techniques to the health system - and then slices through them with an alternative mantra of competition, deregulation, modernized information systems, and personal responsibility. ...In other words, in Gingrich's world consumer health care should look more like Travelocity...Instead, the Center for Health Transformation offers policy ideas to companies that want to get health-care costs off their backs but oppose government-imposed, universal-health-insurance plans as costly and burdensome. The center's roster of 75 clients is impressive, including insurers Blue Cross & Blue Shield and GE Healthcare, providers like the American Hospital Association, and employers like GM (Charts) and Ford (Charts). Clients pay fees ranging from $10,000 to $200,000 a year....Gingrich's own epiphany about a presidential run dates back three years, when he picked up Harold Holzer's "Lincoln at Cooper Union." The book tells the story of how Lincoln's lengthy 1860 speech in New York City - an intellectually rigorous rebuttal of slavery's legal grounding - wowed the Eastern establishment and transformed a gawky, badly dressed Western politician into a leading presidential candidate. Gingrich saw himself in this story of the underestimated outsider making good, despite the seeming hubris of comparing himself to Lincoln, and it now underpins his unorthodox quest for the presidency...Gingrich also says things like "If you want to shape history, it's useful to actually know history" without a hint of self-consciousness...Of the other Republican contenders for President he says, "We're not in the same business. They are running for the White House. I am trying to change the country."..."My planning horizons are 17 years. I want to give you a sense of scale," he explains, as if helping me focus on his long view of things. "I also do what I think the country needs. I don't operate under personal ambition." ...."There are 3,300 counties, 17,000 elected school boards, 60,000 cities and towns, 14,000 state legislators, 50 governors, and 535 elected federal legislators," he says.
profile  historians  healthcare  lean  books  Six_Sigma  innovation  best_practices  change_agents  long-term  unorthodox  decline  competition  deregulation  information_systems  personal_responsibility  underestimation  outsiders  Abraham_Lincoln  personal_ambition  intellectually_rigorous 
may 2012 by jerryking
Big Law Firms Try New Idea: The True CEO - WSJ.com
JANUARY 22, 2007 | WSJ |By NATHAN KOPPEL
Big Law Firms Try New Idea: The True CEO
New Style of Leader Focuses On Managing Business -- Leaving Others to Log Billable Hours

Orrick Chairman Ralph Baxter Jr. hasn't practiced law since 1992. He spends his days traveling to the firm's 18 offices world-wide, scouting lawyers and other law firms, meeting with clients and communicating with colleagues. He holds quarterly town-hall meetings via videoconference for Orrick's roughly 1,000 lawyers and sends out informational Webcasts more frequently.

As law firms have grown larger and more global in recent decades, more have followed Orrick's path. Their leaders increasingly resemble public-company CEOs, focused on managing others at the firm. Other professional firms have navigated similar changes; the big accounting firms, for example, have long been run by full-time managers.

"Ralph Baxter is the epitome of the 21st century law-firm leader," says David Wilkins, the director of Harvard Law School's Program on the Legal Profession. "Firms that have radically moved themselves up the prestige ladder and the profitability ladder and expanded their geographic scope have had full-time leaders," he says.
law_firms  CEOs  Orrick  best_practices  Big_Law  prestige  focus  professional_service_firms  scouting  HLS 
november 2011 by jerryking
Do's and Don'ts for Your Work's Social Platforms - Andrew McAfee
September 28, 2010 | Harvard Business Review | post by Andrew
McAfee. "....There are clearly things that should not be discussed in
open digital formats. I've seen companies in highly regulated
industries succeed with E2.0, but it's important for them to make sure
their legal and compliance folk are on board and comfortable, and that
the community can self-police and flag any problematic
contributions...."
social_media  Enterprise_2.0  Igloo  Clairmont  Andrew_McAfee  hbr  best_practices 
february 2011 by jerryking
How to Make Your Network Work for You - Best Practices - Harvard Business Review
February 18, 2010 | HBR | by Ariana Green. The most
universally agreed upon networking tip is this: Offer to help others
first, and they will return the favor. "You should always ask new
contacts to tell you about a business challenge they are confronting,"
"That way, you might know someone who can help, and that's the start of a
relationship."...gain credibility by keeping appointments, acting on
(explicit and implicit) promises, verifying facts, and rendering
services....It's not enough to be an expert on something if nobody knows
you well enough to think about calling you. Creating an inviting image
for yourself can generate business and opportunities....Writing original
articles or posting commentary keeps you on other people's minds and
enables them to see how involved you are in your industry. It is an
efficient way to continue a relationship with those you know.
networking  career  tips  hbr  advice  best_practices  relationships  Managing_Your_Career  personal_branding  serving_others  following_up 
may 2010 by jerryking
Corporate universities: a viewpoint on the challenges and best practices
1998 | Career Development International. Vol. 3, Iss. 5; pg.
199 | by Maria Arnone. With a trend of significant growth and continued
corporate enthusiasm, corporate universities have reached a high level
of acceptance and face a new set of challenges. Factors contributing to
growth are discussed. Themes guiding universities into the year 2000 are
identified. Challenges facing the leading-edge institutions and their
responses are examined. Best practices are reported.
corporate_universities  Freshbooks  best_practices  themes  challenges 
october 2009 by jerryking
Speed Demons: How smart companies are creating new products -- and whole new businesses -- almost overnight
MARCH 27, 2006 | Business Week | by Steve Hamm. Speed is
emerging as the ultimate competitive weapon. Some of the world's most
successful companies are proving to be expert at spotting new
opportunities, marshaling their forces, and bringing to market new
products or services in a flash. That goes for launching whole new
ventures, too. (1) FIND NEW WAYS TO SPOT HITS; (2) KEEP YOUR LAUNCH TEAM
AGILE; (3), BREAK YOUR UNWRITTEN RULES; (4) HAND OFF TASKS TO
SPECIALISTS; (5) ONCE YOU HAVE IT RIGHT, REPEAT.
Steve_Hamm  speed  spinups  opportunities  operational_tempo  best_practices  new_products  new_categories  product_category  new_businesses  overlooked_opportunities 
october 2009 by jerryking
Corporate University on a Budget
Apr 2005. | Training Vol. 42, Iss. 4; pg. 20 | by Kristine
Ellis. Includes list of HOW TO LAUNCH A CORPORATE U. Featuring Carol
Hama.
howto  size  corporate_universities  best_practices  employment_training  training  Freshbooks  organizational_culture  organizational_learning 
september 2009 by jerryking
The Care and Feeding of Network Contacts - WSJ.com
MAY 14, 2009 | Wall Street Journal | by JENNIFER SARANOW

Online networking isn't something you do only when looking for a job. "Your network is most valuable when you don't need it,".
LinkedIn  social_networking  best_practices  etiquette 
may 2009 by jerryking
Book Review of 'The Accidental Guerrilla' - WSJ.com
March 14, 2009 |The Wall Street Journal| book review by Max
Boot of "The Accidental Guerrilla"By David Kilcullen Oxford, 346 pages,
$27.95. Kilcullen offers "best practices" for counterinsurgency, but
stresses that there is no "one size fits all" formula.
warfare  book_reviews  security_&_intelligence  best_practices  counterinsurgency  unconventional_warfare  guerrilla_warfare  one-size-fits-all 
march 2009 by jerryking
Hire The Best People: 10 Easy Steps
October 2008 post by Zoë Klimack of Freshbooks, Director of HR
Freshbooks  hiring  best_practices 
february 2009 by jerryking

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