What Does Productivity Mean Today?

I was reading an interesting commentary entitled “Defining Productivity for the Knowledge Age” that was published yesterday by Jonathan Spira, CEO and Chief Analyst at Basex Research. It is a thought-provoking post about how we measure what we do as knowledge workers.

When the focus of the world’s economy was on making stuff, it was pretty straightforward. Every worker could count what he or she did in a given period and know – definitively – how it was going. If someone introduced a new process, technique or machine, he or she would know right away whether it had helped or hurt.  More stuff = better. Pretty simple.

Now when we push around emails and electronic documents all day long, measuring productivity is tricky. As Mr. Spira wrote, “It will probably be decades before we fully understand even what questions have to be asked.”

At Zapproved, we think a great deal about how to achieve productivity gains. From our perspective, we are creating tools that reduce the amount of time and number of emails needed to bring people to agreement. More importantly, we look at the intangibles: Was the quality of the decision better because of an open, transparent discussion? Was there less emotional stress involved? Did people feel better about the result? Did everyone remain accountable?

Yes, doing more “actions” every day is a way to measure productivity quantitatively. However, measuring the qualitative, or “soft,” impacts is a bigger challenge. We are confident we are accomplishing what we want Zapproved to do based on the steady stream of feedback we get from our user community.

Do you have ideas about the issue of productivity in our knowledge economy? Send us an email at myidea@zapproved.com and tell them to us or how you have found that Zapproved has improved your productivity.

Zapproved Add-in for Microsoft® Outlook® 2007 Now Available!

We are excited to release today our MS Outlook 2007 Add-in that integrates Zapproved directly into the most popular email client for businesses. This new capability increases the accessibility to our app and brings Zapproved’s functionality into mainstream business applications.

Since the launch of our beta, Outlook integration has been one of the most requested features from our users. They have wanted to have the ability to create proposals without leaving their email client since they would often begin an email and realize that they were actually meaning to send a proposal.

The Outlook 2007 Add-in is simple to use. After downloading it, a new Zapproved button will appear in the Message tab on the “ribbon.” Go ahead and create an email as you would normally.  Next, just set a due date and project name in the Zapproved area and then click the “Send” button directly below the Zapproved sphere. The message will become a proposal in the Zapproved and the recipients will receive a formatted proposal which they can respond to as usual.

This is the first implementation of the Zapproved API and demonstrates our intentions to increase accessibility to our web app, including with other tools and mobile platforms.  Expanding ways that our users can work with Zapproved will bring more and more users into contact with the power of our decision management tool.

Stay tuned for our Add-in for Outlook 2003 which is in the works and we will be pushing that out as soon as it is ready.

To download the Outlook 2007 Add-in, registered users should visit www.zapproved.com/outlook and follow the brief instructions.

If you have suggestions about this Add-in or other improvements, please send us an email at myidea@zapproved.com.

 

The Top 5 Ways to Use Zapproved to Stand Out at Work

It has been a little over six months since our beta launched in August. It’s hard to believe that it has only been that long! Having a half year under our belts has given us plenty of data about how people are using our app so we thought we’d share what we’ve learned.

Our users tell us that the power of Zapproved is its simplicity and ability for instant adoption. Based on the feedback we’ve received, the five leading ways Zapproved is helping users stand out at work are as follows:

1. Executive Productivity – Busy executives and senior managers are requiring that their teams request actions through Zapproved. Being able to manage the dozens of in-bound requests in one place makes execs — and the teams they serve — more effective.  Check out CEO Nitin Rai’s story to see how it helps him.

2. Team Collaboration – The app offers a simple way for a group to hold a conversation online, which cuts down on back-and-forth emails. The added focus of working toward the conclusion of an agreement provides a useful structure that keeps momentum in the process. Read how the team at IonLife is applying Zapproved.

3. Client Management – For service providers and consultants, staying aligned with clients is mission critical. The overhead of getting out of synch is huge and can disrupt  cashflow, so managing expectations is important. Zapproved is a tool for building a simple accountability model to track client authorizations. See how Jayne Sanders is using it at her interior design business.

4. Routine Tasks – In this category are the multitude of repetitive approvals that need to be gathered and tracked in organizations everywhere. Tasks like purchase requests, expense reports, travel requests and vacation requests fall into this category. Zapproved is streamlining this process by offering an easy solution that anyone can use that also provides a clear audit trail. Public agency Citrus Connection is an example of using Zapproved this way.

5. Board and Committee Approvals – For the formalities of board and committee approvals that take place when the group is not convened, Zapproved provides a clearer, faster way than email to transact business. The interface provides a clear way for members to record their vote as well as the exact time it was submitted.

If you are using Zapproved, do you fit into one of these categories or do you have another that you’d like to add? Also, for those checking out Zapproved, this may give you some ideas on ways to make your team more productive.

Thanks to all of our users who have been kind enough to speak with us and share their experiences. It is valuable to get real-world feedback so we can constantly improve Zapproved.

Please share your experiences with us by sending an email to myidea@zapproved.com. We are eager to hear from you!

Monica’s Series in GTDTimes: How to Get Decisions Made, Part 2

We are re-posting here, with permission of GTDTimes, the second part of a series that Monica is authoring on more effective decision-making at work. Enjoy this article and look for the following sections coming soon!

 
Getting Decisions Made Part 2: The Meaning of ‘Yes’

Editor’s Note:  Monica Enand, the author of this series, developed a passion for improving personal productivity through improved decision management after countless experiences where the stress and inefficiency of organizational decisions frustrated her.  She has worked for more than 16 years in large corporations such as Intel and IBM as well as multiple start-ups. As a writer and speaker, Monica has focused specifically on educating people about how to get better results in their own decision making processes. Currently, she is the CEO of Zapproved, an online decision management system she created to help today’s worker overcome this challenge.

In Part 1 of this series on Getting Decisions Made, we focused on creating the proposal that will be sent to others. As in most things, proper preparation is crucial to success.  Once you’ve thought through what to ask, honed your words and pulled together the right information, it’s time to share it with others.

Now the key question is focusing on the meaning of what agreement means. If someone says “yes” what exactly will the action be? This post will explore the need for clarity about results and responsibilities so that once consensus is achieved, everyone is on the same page and can execute efficiently.

The most common mistake in getting decisions made is not properly thinking through what outcome is desired by the requester.  Sure, people ask for things, but they do it without using empathy for the others involved.  Too often, the result is a muddled request that isn’t actionable, or at least, not as actionable as it should be to ensure the team’s success.

After you’ve followed the START process outlined previously, you should have the scope of the proposal tightly defined and the data gathered.  Now let’s make sure it is formatted in a way that will respect the opinions and time of your team.

Don’t Bury the Lead

When putting a proposal together, I suggest a technique used in journalism called the “inverse pyramid.”  The idea is that the information is organized with the most important content first and then the rest appears in descending order of importance.

Now this isn’t always practical, but the idea of putting the “ask” right up front is critical for driving action.  If you want the recipient to act quickly, then you need to deliver the key information up front. How can someone respond in two minutes if it takes them that long to even know what you want?

A strong, actionable lead sentence can make all the difference. You will get action when you write an opening like this:

The purpose of this message is to request your approval by this Friday to proceed on the proposed marketing initiative to grow our customer base in Asia. The plan for this year will cost $2.2M and is projected to grow our market share from 4% to more than 15% in that region resulting in sales exceeding $25M.

In this short sample, some key ideas stand out.  The recipient knows immediately what is being asked and what the agreement under consideration is.  It’s right there in the first 25 words.  The next sentence adds another layer of information about the expected results backed up with data.  This signals immediately that what follows has been well thought out and helps others trust the information.

Not every decision is this big or expansive, but whether it is launching a multi-million dollar marketing campaign or buying a laser printer for the office, the clarity of communication and organization of information plays a key role in success.  It takes a little practice but the results quickly make it a habit.

Ask for Decisions, Not Opinions

In the sample paragraph above, there was a subtle yet important point that we’ll turn to.  The first line said “request your approval.”  From that simple phrase it is clear what is being sought, as well as the fact that the request is an “approve/deny” choice.

Working within groups gets messy when key decisions are made and they are open-ended.  Occasionally, the group comes together and into a coherent and clear decision.  Oftentimes, though, a long back-and-forth of emails ensues that does little more than fill up inboxes.

Use clear, focused language and build the proposal in a way that let’s people respond quickly.  Avoid phrases like “What do you think?” or “Give me your feedback.”  They lack clarity of purpose and invite others to take the conversation in different directions.  After some time, people fatigue from the exchange which usually results in getting nothing done.

Even if someone denies the proposal, the format of the question will compel them to explain their reasoning.  This is invaluable because otherwise their objections may remain masked which will cause friction and interfere with progress.  Getting a “no” isn’t always a bad thing, plus it gives you something to react to rather than allowing dissenters to hide behind passive techniques like stalling.

By focusing some thought in presenting the proposal, you can stand out within your team by actually making them more efficient and effective. In my experience, those colleagues always stand out by being able to accomplish more with less friction.

You’ve got all the information and it is presented in a clear, actionable format. Part 3 will focus techniques for choosing who to include and not include in a decision so that you get more done as a team.

Monica’s Series in GTDTimes: How to Get Decisions Made, Part 1

We are re-posting here, with permission of GTDTimes, the first part of a series that Monica is authoring on more effective decision-making at work. Enjoy this article and look for the following sections coming soon!

 

How to Get Decisions Made: a primer for workplace success part 1

Editor’s Note: This article and several to follow are written by Monica Enand, the CEO of Zapproved – a company that helps you to make the meetings you have generate consensus and sensible next actions instead of wasted time, noise and chaos. Monica has smart, sensible advice on ways to be more successful in the workplace. In today’s turbulent economy everyone needs to do better just to stay employed. GTDtimes is happy to present Monica’s tips for improving your personal effectiveness no matter how experienced you happen to be or at what level your position.

 

Part 1: Scoping a Decision Requires a Good “START”

It’s no secret that in this economy when layoffs are rampant and unemployment is rising that people are looking for ways to stand out and be more effective at work. One of the most important skills that I have found during my career is the ability to get decisions made within an organization. Driving decision-making is an art form, but mastering it can make you a hero among your colleagues and management.

The challenge for any worker is to avoid wasted effort in building consensus. This can be from decisions that aren’t really agreed to, those that aren’t communicated well, and the countless hours spent in meetings that don’t get you what you are looking for. This is the first part of a series in the fine art of getting decisions made in a work group.

The most important thing for getting your group aligned is scoping the decision. This is about thoughtfully scoping your proposal so you can get action from a group. If you ask for too many things, then you will always have one item or another which someone will object to. That’s typically the case when the group starts focusing on one aspect under consideration despite agreeing on almost everything else.

I created a quick system to keep in mind when I was preparing to send out a proposal for consideration which I call “START.” As in most endeavors, preparation is the key to success. It’s a simple, straightforward analysis that will get the process moving in the right direction from the beginning:

Singularity – Most decisions fail before they start because the proposer bites off too much. Try to isolate each independent proposal and deal with just that, otherwise clear agreement will elude you. If you realize that you have bundled several decisions into one, then isolate them and bring them forward individually.

Timing – Analyze the timeliness of the decision and whether it needs to be made now or later. Putting forward an idea whose time has not come will invite those considering it to not have a sense of urgency and the wheels will begin to spin. The result will be frustrating for everyone involved. Be objective and measure the costs of timing. Will options close if we don’t act now? Will postponement cause irreversible or expensive outcomes?

Attachments — Be sure to include critical information about budget, schedule, resources and any other key data that the group will need in order to be educated enough to move forward. But don’t do it in the proposal. This is a balancing act because all the pertinent information that someone needs to know has to be there or they won’t be able to act. Offer the information, but don’t require everyone to read it. You want them to focus on the task at hand and burying it under a pile of data will only be a distraction.

Results – Analyze and share what the possible outcomes of the choices under consideration may be. Explain the upsides and downsides. This adds value for the team and demonstrates that sufficient thinking has been given as part of the process.

Tighten – After you’ve written what you want to say, try and cut it in half. Make sure every word counts. Efficiency in language is important so that the team can put maximum focus on the decision at hand. This will earn the respect of those around you because you are respectful of their time.

By being proactive in following this process, you have built a successful foundation for getting the decision made. It will be narrowly focused, timely and backed up with the necessary data and analysis.

Scoping the decision, is the first step in preparing the decision under consideration. Part 2 entitled “The Meaning of Yes” will discuss the clarity around the action that will be taken if someone approves a decision.

Check Out GTD Times for Monica’s Series on “Getting Decisons Made”

Monica published the first part of her series on “Getting Decisions Made” at GTD Times, the official site of the David Allen Company.  The first part is entitled “Scoping the Decision.” The post focuses on techniques for getting a proposal started at work.  The goal of the series is to help workers stand out by showing them how to improve their team’s productivity.

Follow this link to the article: How to Get Decisions Made: a primer for workplace success part 1.

Thanks to Oliver Starr, Executive Editor at GTD Times, for his support by giving us the opportunity to share our ideas on this site!