If you have too much to do it might be because you have said yes to too much: it’s probably not essential you do all these things, you just need to focus on the 20% that gives 80% of the value, and start saying no to the rest.
But saying no is not always easy and it may not feel appropriate to say no (for example to the CEO or your manager).
This is where the “art of the slow yes” comes in. I borrowed and adapted this technique from Michael Bungay Stanier author of The Coaching Habit.
Here’s the scenario:
You are asked by your manager to take on another piece of work, but you are already at maximum capacity.
Instead of saying yes right away, ask questions about the new work to create options for reallocating, re-prioritising, re-designing or reducing your role in it.
Re-allocating the work to someone else.
ASK: Who else might be a better fit? What are the specific skills you need for this? Who else have you asked?
Re-prioritising other work around it.
ASK: What should I deprioritise or stop doing? What can I hand over to enable me to do this? Is this more, or less, important than the work on XYZ?
Re-designing the work to make it manageable:
ASK: If I can’t do it all which part should I focus on? What can we be flexible on? Can we extend the timelines? Design a solution that’s easier to achieve / scale it back / put more people on it / outsource parts of it?
Reducing your role in it:
ASK: What’s the essential element that I could mentor, coach or advise on without taking full ownership? Which part could I take on and hand the rest to someone else? Which part of this piece of work do you think I will add most value to?
By being clear on what you are saying yes to you can focus on the 20% of activities that will give 80% of the value outcomes in the work you do. Every time you say yes to something new consider what is it you are saying no to.
To find out more about introducing leadership effectiveness strategies to your organisation book a discovery call with Sarah Robertson Consulting.
