Growing work and life demands often lead to overload.  Adam Smart * is a very competent and knowledgeable corporate controller. In his fast moving, growing business he was known as the “go to man”. His willingness to take risks gained him a reputation as a troubleshooter. His flexible educational background encouraged others to recruit him as a key member in a variety of committees. Committee meetings often resulted in long “To do” lists that he was encouraged to undertake.

While Senior Management often admired his activities, the operational need of his finance team and his family commitments were often neglected. Guilt and frustration added to his real feeling of overload. In planning for his annual performance review he was quick to realize that some changes would have to happen.

Adam realized his need to prioritize differently. He would have to focus on roles where he would be most fulfilled and where he would deliver the highest value. He knew that his actions might be counter culture and that he would have to do some tough negotiations with his boss. 

   Thoughts

Adam * walked into his office at 7:15 the first day after the holidays. A quick glance at the flashing phone message light brought back all the resentment he had for the excessive work demands placed on him. Turning his voice mail on it said, “You have 22 messages.” The first message was from his SVP; it said, “Hi, Adam! Be sure to check your e-mail. The Boss has called a lunch meeting to update Q1 revenue commitments. I told him YOU WOULD be ready.”

After a depressing review of his voice mail Adam turned on his e-mail. He always checks his e-mail and calendar first thing in the morning. He says, “You never know what snakes are hiding in e-mail.”  As usual a flood of e-mail and back-to-back meetings were forecast for a hectic day.

It was almost 9:30 when Adam opened his door to get his 4th cup of coffee. Several people were waiting to see him.  In his good humor he yelled, “OK everyone; take a number and don’t block the hallway. It is against fire regulations.”

Standing in front of the coffee machine he remembered a question Eve Wise challenged him with at the Board of Trade party. She asked, “What important roles do you play in your organization?” His reply was, “I am the corporate controller.” She graciously said, “I did not ask you for your title, Adam. I asked you for your important roles.” The discussion that followed helped Adam realize that he was a victim of “Title Imposed Roles”.

Most of us are hired into the organization using job titles. These are short on defining the high value roles we are expected to play.  As a result, the demands placed upon us by virtue of our titles are totally based on varied needs and assumptions and historical experiences of a variety of individuals and groups. Each demand, once fulfilled, becomes a de facto part of the job title and is added to the ever-growing to-do list.

 *The names and titles are changed. The experience is based on participants in our Overcoming Overload Workshop.

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Thought

Performance reviews, while often resented, are important to individuals and organizations alike.

 Thoughts

• What is information indigestion?

• What are the risks of prolonged information indigestion?

• What can you do to overcome information indigestion?

    Aam * went out of the weekly department meeting feeling as if his head was about to explode. No, it was not a headache but a sense of inability to think straight. The four hour meeting ended with a big pile of handouts, PowerPoint notes and all the slides that were presented.

Commenting to another manager Adam said, “This is nuts. I can’t think any more. Do you want to go for a walk?”

“Sure,” said his friend, “I feel as if I need the rest of the month to digest all of this stuff.”

If you feel like Adam and his friend you may be suffering from information overload or information indigestion that comes with similar feelings and risks as overeating.  Prolonged information indigestion has risks similar to those associated with overweight and obesity.

A 1996 study by Reuters news service suggested that:

·         43% of managers had difficulty making decisions because of information overload.

·         47% felt that information overload distracted them from their main responsibilities and high priorities.

* The names and titles are changed. The experience is based on participants in our Overcoming Overload Workshop.

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Thought

Adam Smart *, a corporate controller at a fast moving company, made a significant New Year’s resolution. His goal was to play the role of a coach to his staff. This admirable objective became part of his performance evaluation plan.

In a meeting with a friend he expressed disappointment that he is not sensing any progress on the part of his team members. He said that team members are not responding to his availability and open door policy as he expected. The following dialogue helped Adam realize that while he had an admirable objective, he did not have SMART goals towards fulfilling his objectives. Adam learned that SMART goals are stepping stones towards fulfilling objectives. For goals to be SMART they need to be:

Specific, Measurable, Agreed upon, Realistic, and Time dependent.

 *The names and titles are changed. The experience is based on participants in our Overcoming Overload Workshop

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Draining people sap the energy out of your life.  Important and teachable people will remember you for the positive impact you have on their lives.

Thoughts

Eve * invited me to discuss her overload problem. As I sat across from her desk I frequently heard a familiar ring tone. With every ring Eve would glance at her notebook monitor.

“Eve,” I asked, “Why do you keep your e-mail notifier on?”

 “Well,” she replied, “I look at it in case someone sends me an urgent message.”

“Then, what do you do?” I asked.

“I often leave it till the evening. I do most of my e-mail after I put the kids to bed. My husband hates this.”

During our 55 minute visit Eve received 11 interrupting and distracting ring tones. Based on this, I estimate that she receives about 100 e-mails a day. While e-mail may be a very efficient communication tool, In the urgency driven culture created by this technology, e-mail is by far the least effective. The negative impact of e-mail misuse is seen in miscommunication, distractions, reduced productivity, and even legal liability.

* While the names and titles are changed. The experience is based on participants in our Overcoming Overload Workshop.

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