WEBVTT 00:00:00.110 --> 00:00:04.309 All right, let's be real. Too many managers love 00:00:04.309 --> 00:00:07.650 to hear themselves talk, rambling on with vague 00:00:07.650 --> 00:00:10.689 instructions that frequently leave everybody 00:00:10.689 --> 00:00:16.129 guessing. That ends now. I'm diving into why 00:00:16.129 --> 00:00:19.550 short, sharp sentences aren't just more efficient. 00:00:19.809 --> 00:00:22.030 They're actually a game changer for your team. 00:00:22.329 --> 00:00:25.210 Say goodbye to confusion and missed deadlines 00:00:25.210 --> 00:00:52.159 and hello to clear, actionable direction. Hey, 00:00:52.200 --> 00:00:54.960 the following story is fictional because I need 00:00:54.960 --> 00:00:57.880 to keep actual experiences confidential, but 00:00:57.880 --> 00:01:01.460 it illustrates the key issues that I've seen 00:01:01.460 --> 00:01:05.359 in a rise in getting projects done. And today 00:01:05.359 --> 00:01:08.739 I have a story of transformation and how one 00:01:08.739 --> 00:01:11.319 project manager turned her communication struggles 00:01:11.319 --> 00:01:18.140 into a recipe for success. So this is the story 00:01:18.140 --> 00:01:21.629 of a project manager named Emma. A leader with 00:01:21.629 --> 00:01:24.969 a talented team who found herself up against 00:01:24.969 --> 00:01:29.090 a major unexpected obstacle, communication. And 00:01:29.090 --> 00:01:31.209 now you might think that in a world where we've 00:01:31.209 --> 00:01:35.450 connected 24 -7, more communication would solve 00:01:35.450 --> 00:01:39.090 project problems. But as Emma discovered, this 00:01:39.090 --> 00:01:42.090 wasn't the case. In fact, she learned the hard 00:01:42.090 --> 00:01:44.950 way that more talking doesn't always lead to 00:01:44.950 --> 00:01:48.290 more clarity. It sometimes leads to more confusion. 00:01:49.739 --> 00:01:52.840 Now, she was what you'd call a proactive communicator. 00:01:52.959 --> 00:01:56.540 She led a sharp, talented team and believed that 00:01:56.540 --> 00:01:59.659 frequent communication was the best way to stay 00:01:59.659 --> 00:02:03.420 on top of her projects. She'd send emails, hold 00:02:03.420 --> 00:02:06.359 meetings, and check in with her team members 00:02:06.359 --> 00:02:10.180 regularly and always kept everyone updated on 00:02:10.180 --> 00:02:13.580 every detail. And this level of communication 00:02:13.580 --> 00:02:18.360 was keeping the team aligned. But... Here's what 00:02:18.360 --> 00:02:23.060 Emma didn't get. While her intentions were fantastic, 00:02:23.659 --> 00:02:27.960 her team was feeling overwhelmed and, ironically, 00:02:28.300 --> 00:02:33.400 disconnected. Deadlines were missed, morale was 00:02:33.400 --> 00:02:36.400 at an all -time low, and confusion just seemed 00:02:36.400 --> 00:02:41.740 to be constant. The very communication that she 00:02:41.740 --> 00:02:43.699 thought would keep them on track was actually 00:02:43.699 --> 00:02:46.280 throwing them off balance. Her team didn't know 00:02:46.280 --> 00:02:48.400 how to tell her. that her approach was causing 00:02:48.400 --> 00:02:51.259 more harm than help, because they were afraid 00:02:51.259 --> 00:02:54.900 of creating tension or seeming ungrateful for 00:02:54.900 --> 00:02:59.520 all of her hard work. So there she was, leading 00:02:59.520 --> 00:03:02.900 a team that was highly skilled, but increasingly 00:03:02.900 --> 00:03:07.159 stressed, not because of the work, but because 00:03:07.159 --> 00:03:10.039 they felt unsure of what was expected, and this 00:03:10.039 --> 00:03:13.560 uncertainty was eroding the confidence Emma worked 00:03:13.560 --> 00:03:18.759 so hard to build with her team. So, finally Emma 00:03:18.759 --> 00:03:22.900 decided it was time to call a meeting. A very 00:03:22.900 --> 00:03:28.099 different kind of meeting. She gathered her team 00:03:28.099 --> 00:03:31.419 and asked them to be brutally honest about what 00:03:31.419 --> 00:03:34.460 was and what wasn't working in their approach. 00:03:35.800 --> 00:03:39.939 And let's be real about this. The feedback session 00:03:39.939 --> 00:03:45.300 was not easy for Emma. Listening to her team's 00:03:45.300 --> 00:03:48.620 honest perspectives felt like a wake -up call, 00:03:48.819 --> 00:03:53.659 sometimes felt like a slap. Her team shared that 00:03:53.659 --> 00:03:56.219 her instructions often came across as vague, 00:03:56.340 --> 00:03:59.400 and the constant flow of updates and open -ended 00:03:59.400 --> 00:04:02.800 discussions made it hard for them to focus, and 00:04:02.800 --> 00:04:05.500 they even admitted that sometimes they left meetings 00:04:05.500 --> 00:04:09.860 more confused than when they went in. They needed 00:04:09.860 --> 00:04:14.449 clear, actionable direction. not just more information 00:04:14.449 --> 00:04:19.110 so emma realized that they didn't feel comfortable 00:04:19.110 --> 00:04:21.889 asking for clarification they felt embarrassed 00:04:21.889 --> 00:04:24.850 or worried that it would slow things down or 00:04:24.850 --> 00:04:29.110 make them look bad and as tough as this was for 00:04:29.110 --> 00:04:34.069 emma it actually was a pivotal moment so after 00:04:34.069 --> 00:04:36.810 that meeting and a lot of time spent sitting 00:04:36.810 --> 00:04:41.220 thinking she was determined to make a change. 00:04:41.439 --> 00:04:43.500 And she went back to the drawing board and did 00:04:43.500 --> 00:04:45.560 her homework on effective communication within 00:04:45.560 --> 00:04:48.879 Teams. And she learned that it wasn't about more 00:04:48.879 --> 00:04:53.920 communication, but meaningful. So she tried something 00:04:53.920 --> 00:04:59.259 in the next meeting. She limited her updates 00:04:59.259 --> 00:05:03.220 to key points only and focused on setting clear 00:05:03.819 --> 00:05:06.819 actionable goals and instead of launching into 00:05:06.819 --> 00:05:09.680 open -ended discussions she provided concise 00:05:09.680 --> 00:05:13.079 instructions and allowed time at the end for 00:05:13.079 --> 00:05:15.819 questions and more importantly she emphasized 00:05:15.819 --> 00:05:19.500 that her door was always open for anyone who 00:05:19.500 --> 00:05:22.660 needed more clarity no question was too small 00:05:23.269 --> 00:05:27.170 And that change did not go unnoticed. Her team 00:05:27.170 --> 00:05:29.350 felt the difference right away. They had a clearer 00:05:29.350 --> 00:05:31.649 picture of what was expected. They felt more 00:05:31.649 --> 00:05:34.089 confident about their roles, and they knew they 00:05:34.089 --> 00:05:38.529 could come to Emma if they needed guidance. Soon 00:05:38.529 --> 00:05:41.790 deadlines were starting to be met, and morale 00:05:41.790 --> 00:05:46.089 was starting to rise. Her team was re -energized, 00:05:46.149 --> 00:05:50.470 not because she was communicating less, but because 00:05:50.470 --> 00:05:54.319 she was communicating better. Her journey revealed 00:05:54.319 --> 00:05:56.819 the truth. Effective communication isn't about 00:05:56.819 --> 00:06:01.199 frequency. It's about clarity. So let's explore 00:06:01.199 --> 00:06:06.480 how Emma took her team from confusion and frustration 00:06:06.480 --> 00:06:11.079 to confidence and success by putting their needs 00:06:11.079 --> 00:06:15.399 at the forefront. So after that feedback session, 00:06:15.560 --> 00:06:18.889 Emma took a long look at her approach. She had 00:06:18.889 --> 00:06:21.430 to go beyond clarifying her communication style. 00:06:21.589 --> 00:06:23.750 She had to make sure each of the team members 00:06:23.750 --> 00:06:27.970 felt secure, respected, and most importantly, 00:06:27.970 --> 00:06:31.310 successful in their roles because many employees 00:06:31.310 --> 00:06:34.250 don't feel good about themselves or their work. 00:06:34.329 --> 00:06:38.089 They're nervous. She started with something simple, 00:06:38.149 --> 00:06:41.589 but frequently overlooked, and that was listening. 00:06:42.699 --> 00:06:45.160 She scheduled one -on -one meetings with each 00:06:45.160 --> 00:06:47.560 team member to understand their individual needs, 00:06:47.720 --> 00:06:51.660 challenges, and even their career goals. And 00:06:51.660 --> 00:06:54.240 through these conversations, she learned a lot 00:06:54.240 --> 00:06:57.639 about what each person needed to feel successful. 00:06:58.319 --> 00:07:01.079 Some team members felt overwhelmed by the sheer 00:07:01.079 --> 00:07:03.100 volume of updates and meetings, while others 00:07:03.100 --> 00:07:06.199 were struggling to see how their individual tasks 00:07:06.199 --> 00:07:11.100 contributed to the larger goals. And her realization 00:07:12.420 --> 00:07:16.259 People don't just want to work. They want to 00:07:16.259 --> 00:07:19.699 know that their work matters. They want to feel 00:07:19.699 --> 00:07:21.920 a sense of purpose. They want to feel a sense 00:07:21.920 --> 00:07:24.740 of clarity. They want to feel a sense of confidence 00:07:24.740 --> 00:07:28.899 in their contributions. So Emma decided a new 00:07:28.899 --> 00:07:31.879 approach focused on four key principles. Clarity, 00:07:32.060 --> 00:07:36.600 purpose, recognition, and support. All right, 00:07:36.620 --> 00:07:40.420 let's talk about clarity. Emma's team had been 00:07:40.420 --> 00:07:43.899 dealing with vague instructions and constant 00:07:43.899 --> 00:07:47.160 open -ended discussions that left them feeling 00:07:47.160 --> 00:07:50.000 unsure. To address this, she started setting 00:07:50.000 --> 00:07:54.139 very specific, achievable goals for each team 00:07:54.139 --> 00:07:57.300 member. And those achievable goals are really 00:07:57.300 --> 00:08:00.939 critical. She avoided broad, complex objectives 00:08:00.939 --> 00:08:04.120 that could easily be misinterpreted. Instead, 00:08:04.240 --> 00:08:06.939 she broke down tasks into smaller, manageable 00:08:06.939 --> 00:08:10.220 steps. so that each person knew exactly what 00:08:10.220 --> 00:08:13.220 was expected of them and when it was due and 00:08:13.220 --> 00:08:16.180 how it fit into the bigger picture. But she didn't 00:08:16.180 --> 00:08:20.199 stop there. She knew that deadlines alone wouldn't 00:08:20.199 --> 00:08:24.279 bring success unless her team members felt secure 00:08:24.279 --> 00:08:27.800 in reaching out when they needed help. She began 00:08:27.800 --> 00:08:30.019 every task assignment by encouraging questions 00:08:30.019 --> 00:08:33.080 and emphasizing that she was available for any 00:08:33.080 --> 00:08:37.240 clarification, big or small. It took time, but 00:08:37.240 --> 00:08:39.940 eventually her team members began to trust that 00:08:39.940 --> 00:08:42.960 they could ask questions without fear of judgment. 00:08:44.179 --> 00:08:47.639 Secondly, she emphasized purpose. During her 00:08:47.639 --> 00:08:50.700 one -on -one sessions, she realized that some 00:08:50.700 --> 00:08:54.360 team members felt detached from the project's 00:08:54.360 --> 00:08:57.960 goals. They were completing their tasks, but 00:08:57.960 --> 00:09:01.100 they didn't see how their individual contributions 00:09:01.100 --> 00:09:05.090 were moving the project forward. She addressed 00:09:05.090 --> 00:09:08.250 this by what she called project alignment sessions. 00:09:08.690 --> 00:09:11.029 And in these sessions, she would walk her team 00:09:11.029 --> 00:09:13.389 through the project's objectives, showing them 00:09:13.389 --> 00:09:15.950 the roadmap from start to finish, explaining 00:09:15.950 --> 00:09:18.669 how each task was critical to the project's success. 00:09:19.350 --> 00:09:22.730 And she didn't just tell them what to do. She 00:09:22.730 --> 00:09:25.970 showed them why it mattered. These sessions had 00:09:25.970 --> 00:09:29.289 a powerful impact because suddenly her team could 00:09:29.289 --> 00:09:32.629 see themselves as integral to the project's success. 00:09:33.420 --> 00:09:35.960 They felt they weren't just doing work. They 00:09:35.960 --> 00:09:40.159 were contributing to something bigger. Their 00:09:40.159 --> 00:09:43.120 motivation surged. They started taking more initiative, 00:09:43.440 --> 00:09:46.399 suggesting ideas and improvements because they 00:09:46.399 --> 00:09:50.100 truly understood the project's mission. For the 00:09:50.100 --> 00:09:53.539 third principle that she was doing, recognition. 00:09:54.340 --> 00:09:57.820 Emma noticed that she'd often taken her team's 00:09:57.820 --> 00:10:00.840 hard work for granted. And sure, she thanked 00:10:00.840 --> 00:10:03.639 them in passing. But she hadn't realized the 00:10:03.639 --> 00:10:07.019 importance of celebrating wins, both big and 00:10:07.019 --> 00:10:11.860 small. And her team members were feeling undervalued 00:10:11.860 --> 00:10:14.919 and showed up in their morale. So Emma made a 00:10:14.919 --> 00:10:18.179 commitment to change this. She started holding 00:10:18.179 --> 00:10:22.720 weekly wins meetings every Friday, where she'd 00:10:22.720 --> 00:10:25.340 highlight individual accomplishments, from small 00:10:25.340 --> 00:10:28.539 progress on a difficult task to a major breakthrough. 00:10:29.120 --> 00:10:32.820 She'd give genuine, specific praise, letting 00:10:32.820 --> 00:10:36.220 each member know that their work was seen, appreciated, 00:10:36.379 --> 00:10:40.179 and crucial to the project's success. And this 00:10:40.179 --> 00:10:45.480 recognition had a huge ripple effect. Team members 00:10:45.480 --> 00:10:48.460 felt appreciated, and that appreciation transformed 00:10:48.460 --> 00:10:51.279 their work ethic. They became more enthusiastic, 00:10:51.620 --> 00:10:53.759 not just because they were getting acknowledgement, 00:10:54.019 --> 00:10:58.019 but because they felt valued, not just as workers, 00:10:58.120 --> 00:11:01.659 but as contributors. The last item was support. 00:11:02.200 --> 00:11:05.960 She wanted her team to feel they could rely on 00:11:05.960 --> 00:11:10.299 her and each other, especially when things got 00:11:10.299 --> 00:11:13.779 tough. Not if, but when they did. And she realized 00:11:13.779 --> 00:11:17.519 that open communication was far more important 00:11:17.519 --> 00:11:20.559 than just giving instructions. It meant fostering 00:11:20.559 --> 00:11:23.639 a culture where team members felt comfortable 00:11:23.639 --> 00:11:27.299 sharing their challenges and asking for help. 00:11:28.879 --> 00:11:31.860 So she implemented something called peer support 00:11:31.860 --> 00:11:36.659 rounds. Every week, team members would pair up 00:11:36.659 --> 00:11:39.720 to discuss any difficulties that they were facing 00:11:39.720 --> 00:11:43.159 and share advice. These rounds weren't about 00:11:43.159 --> 00:11:47.139 assigning blame or creating extra work. They 00:11:47.139 --> 00:11:49.379 were about building trust and reinforcing the 00:11:49.379 --> 00:11:53.419 idea that the team was a unified force working 00:11:53.419 --> 00:11:58.309 towards a shared goal. Now, to be honest, at 00:11:58.309 --> 00:12:01.990 first the team members were hesitant. Peer support 00:12:01.990 --> 00:12:05.549 felt strange in a culture that had always emphasized 00:12:05.549 --> 00:12:09.769 individual responsibility. But as Emma encouraged 00:12:09.769 --> 00:12:13.210 openness and vulnerability, team members started 00:12:13.210 --> 00:12:16.230 to see the benefits. They shared knowledge. They 00:12:16.230 --> 00:12:19.230 learned from each other's experiences. They became 00:12:19.230 --> 00:12:23.830 stronger together. And the team was no longer 00:12:23.830 --> 00:12:26.850 a group of individuals working in silos. They 00:12:26.850 --> 00:12:30.250 were a cohesive unit, fully committed to helping 00:12:30.250 --> 00:12:33.909 each other succeed. So through these four principles 00:12:33.909 --> 00:12:36.850 of clarity, purpose, recognition, and support, 00:12:37.289 --> 00:12:41.529 Emma transformed her project. Deadlines were 00:12:41.529 --> 00:12:45.669 beginning to get met. Productivity soared. But 00:12:45.669 --> 00:12:49.750 most importantly, her team felt empowered and 00:12:49.750 --> 00:12:52.639 motivated. They weren't just working anymore. 00:12:52.840 --> 00:12:56.980 They were thriving. Emma had done more than complete 00:12:56.980 --> 00:13:00.360 a project. She had built a culture where her 00:13:00.360 --> 00:13:04.399 team felt secure, appreciated, and successful. 00:13:05.379 --> 00:13:09.700 And so her journey shows us that true leadership 00:13:09.700 --> 00:13:13.440 isn't about controlling every aspect of a project 00:13:13.440 --> 00:13:17.179 or setting strict rules. It's about setting your 00:13:17.179 --> 00:13:20.659 team up for success. By giving them the tools, 00:13:20.879 --> 00:13:24.279 giving them the trust, and giving them the support 00:13:24.279 --> 00:13:29.080 that they need to flourish. When you create an 00:13:29.080 --> 00:13:33.799 environment where people feel valued and purposeful, 00:13:33.899 --> 00:13:39.259 success naturally follows. And so if you're a 00:13:39.259 --> 00:13:41.519 project manager listening today, or you want 00:13:41.519 --> 00:13:44.740 to be a project manager someday, if you want 00:13:44.740 --> 00:13:48.139 to achieve greatness, don't just focus on the 00:13:48.139 --> 00:13:52.350 tasks. Focus on the people. When you make the 00:13:52.350 --> 00:13:55.549 lives of your team members better, you'll find 00:13:55.549 --> 00:14:01.190 success comes with far less struggle. So, communication 00:14:01.190 --> 00:14:04.789 is the backbone of any successful organization. 00:14:05.230 --> 00:14:08.570 And as a manager, the way you communicate will 00:14:08.570 --> 00:14:11.409 greatly impact your team's performance and morale 00:14:11.409 --> 00:14:16.090 and overall success. And one of the most effective 00:14:16.090 --> 00:14:18.870 ways to ensure your message is clear and understood 00:14:18.870 --> 00:14:23.929 is to speak in short, simple sentences. Let's 00:14:23.929 --> 00:14:26.610 take a look at why that's so important. When 00:14:26.610 --> 00:14:29.730 you use short, simple sentences, you minimize 00:14:29.730 --> 00:14:33.870 the risk of misunderstandings. Complex language 00:14:33.870 --> 00:14:37.309 and long -winded explanations can confuse your 00:14:37.309 --> 00:14:40.590 team members, leading to mistakes and misaligned 00:14:40.590 --> 00:14:44.549 expectations. By keeping the communications clear 00:14:44.549 --> 00:14:47.669 and concise, you ensure everyone is on the same 00:14:47.669 --> 00:14:51.970 page. So, let's look at some examples here. Instead 00:14:51.970 --> 00:14:54.690 of saying we need to ensure that the project 00:14:54.690 --> 00:14:57.490 timeline is adhered to without any deviations, 00:14:57.690 --> 00:15:00.850 how about just stick to the project timeline? 00:15:01.529 --> 00:15:05.909 It's direct, easy to understand, and it leaves 00:15:05.909 --> 00:15:10.549 no room for misinterpretation. Also, establish 00:15:10.549 --> 00:15:14.039 clear... communication channels. Decide on the 00:15:14.039 --> 00:15:16.639 primary tools that you will use, whether it's 00:15:16.639 --> 00:15:19.779 Microsoft Teams or Slack or something else. Make 00:15:19.779 --> 00:15:23.080 sure we're all together on this. And it's a great 00:15:23.080 --> 00:15:26.580 way of tracking information. Then you set the 00:15:26.580 --> 00:15:29.659 clear expectations in clear, short sentences. 00:15:30.240 --> 00:15:32.240 And doing this from the outset is important. 00:15:33.379 --> 00:15:35.600 Outlining the roles and responsibilities and 00:15:35.600 --> 00:15:38.940 the deadlines for each team member. But not only 00:15:38.940 --> 00:15:42.049 giving this to them, but talk to them to make 00:15:42.049 --> 00:15:45.070 sure they understand what the tasks are and expect 00:15:45.070 --> 00:15:49.409 of them. But I want to warn you about something. 00:15:50.429 --> 00:15:55.429 Be very careful. Don't let it morph into micromanagement. 00:15:55.769 --> 00:15:58.710 You're here to help them, not to micromanage 00:15:58.710 --> 00:16:02.269 them. For instance, during your project kickoff 00:16:02.269 --> 00:16:05.409 meeting, go over the project plan in detail and 00:16:05.409 --> 00:16:08.509 discuss each member's role, the timeline, and 00:16:08.509 --> 00:16:12.379 the deliverables. Everybody then is on the same 00:16:12.379 --> 00:16:18.080 page, as they say. Now, encourage open communication 00:16:18.080 --> 00:16:22.259 where the team members feel comfortable in asking 00:16:22.259 --> 00:16:24.639 questions and seek clarification. This is really 00:16:24.639 --> 00:16:26.700 important because one of the things I've found, 00:16:26.840 --> 00:16:30.720 team members are terrified about looking stupid. 00:16:31.940 --> 00:16:35.440 And it just depends on how you answer any questions 00:16:35.440 --> 00:16:39.220 they have or bring up anything. That has a huge 00:16:39.220 --> 00:16:41.200 impact on whether you'll get some more clear 00:16:41.200 --> 00:16:44.860 communication from them. Regular check -ins on 00:16:44.860 --> 00:16:47.419 one -on -one and also team meetings are great 00:16:47.419 --> 00:16:50.899 for this. You can review progress, address issues, 00:16:51.019 --> 00:16:56.019 answer questions, and make sure that you encourage 00:16:56.019 --> 00:16:59.840 team members to speak up if they need help or 00:16:59.840 --> 00:17:05.019 don't understand something. When a team member 00:17:05.019 --> 00:17:07.000 came to me and explained they had made a mistake, 00:17:07.950 --> 00:17:11.910 or describing some other problem. My only comment 00:17:11.910 --> 00:17:17.130 was a question. How do we fix it? The only time 00:17:17.130 --> 00:17:20.630 I would explode in frustration is if they had 00:17:20.630 --> 00:17:23.309 hid something for several weeks, and now it was 00:17:23.309 --> 00:17:25.609 a much bigger problem. Then I would get kind 00:17:25.609 --> 00:17:29.930 of wild. Other than that, never blame, never 00:17:29.930 --> 00:17:35.269 upsetness. Just let's get to this. And as we 00:17:35.269 --> 00:17:38.150 talk... Using simple direct language, avoiding 00:17:38.150 --> 00:17:41.630 jargon and overly complex sentences go a great 00:17:41.630 --> 00:17:47.009 way to help. Here's one. We need to synergize 00:17:47.009 --> 00:17:50.049 our efforts to optimize the project outcomes. 00:17:51.150 --> 00:17:54.809 Huh? How about let's work together to achieve 00:17:54.809 --> 00:17:59.029 our goals? A little easier to figure out. Now, 00:17:59.089 --> 00:18:01.490 this is something that I wasn't as good on as 00:18:01.490 --> 00:18:04.349 I could have been, but I did develop over time. 00:18:05.630 --> 00:18:09.549 confirming understanding always confirm understanding 00:18:09.549 --> 00:18:13.609 especially for the important instruction or decisions 00:18:13.609 --> 00:18:18.269 after discussing a task or decision ask the team 00:18:18.269 --> 00:18:21.109 member if they truly understand what you just 00:18:21.109 --> 00:18:23.890 said because maybe it was clear to you and not 00:18:23.890 --> 00:18:28.089 to them so are you clear and what the next steps 00:18:28.089 --> 00:18:31.009 are maybe you even quiz them what do you see 00:18:31.009 --> 00:18:35.980 as the next steps This next part is not fun for 00:18:35.980 --> 00:18:40.160 me. Documentation. Because it's the key to reducing 00:18:40.160 --> 00:18:43.660 misunderstandings. Document decisions, action 00:18:43.660 --> 00:18:46.299 items, and next steps after meetings. Share these 00:18:46.299 --> 00:18:49.859 documents with the team so everybody has this. 00:18:50.420 --> 00:18:53.559 And after a meeting, send out a summary email 00:18:53.559 --> 00:18:56.119 with some key points. Not a long -winded email 00:18:56.119 --> 00:18:59.380 that I'll never read, but a short one with some 00:18:59.380 --> 00:19:04.099 bullet points. This is not mandatory, but you 00:19:04.099 --> 00:19:06.220 can use visual aids like charts or diagrams. 00:19:07.319 --> 00:19:09.660 Use it sparingly because it takes a lot of work 00:19:09.660 --> 00:19:15.319 to do those. Make sure it really helps. And this 00:19:15.319 --> 00:19:19.660 one is maybe me. I think I have ADD. I don't 00:19:19.660 --> 00:19:22.279 know for sure. Never been diagnosed, but sometimes 00:19:22.279 --> 00:19:28.680 I think I do. Our brains process and retain information 00:19:28.680 --> 00:19:31.859 better. when it's given to us in bite -sized 00:19:31.859 --> 00:19:36.160 chunks. Long sentences overwhelm team members 00:19:36.160 --> 00:19:39.900 and cause them to lose focus. Also, long meetings 00:19:39.900 --> 00:19:42.660 are the same thing. For those of you who've been 00:19:42.660 --> 00:19:45.099 in three - and four -hour meetings, good luck 00:19:45.099 --> 00:19:48.259 trying to keep track of everything. Not possible. 00:19:50.380 --> 00:19:55.279 So, if you're explaining a new procedure to the 00:19:55.279 --> 00:19:58.059 team, break it down into simple steps. First, 00:19:58.059 --> 00:20:01.440 log in. Check your tasks and update your status. 00:20:01.660 --> 00:20:05.759 Done. It makes the information more digestible, 00:20:05.799 --> 00:20:10.619 but also helps your team retain it longer. One 00:20:10.619 --> 00:20:15.500 of the most effective ways to help your team 00:20:15.500 --> 00:20:18.400 is setting these clear goals and priorities. 00:20:18.680 --> 00:20:22.480 When they know what they need to achieve and 00:20:22.480 --> 00:20:25.000 what the priorities are, they can direct their 00:20:25.000 --> 00:20:29.460 energy. towards the most important tasks. So, 00:20:29.559 --> 00:20:33.099 for example, what I've done is at the beginning 00:20:33.099 --> 00:20:36.299 of each week, outline key objectives and deliverables 00:20:36.299 --> 00:20:38.740 for the team, making sure everyone understands 00:20:38.740 --> 00:20:41.720 their responsibilities and avoid distractions. 00:20:43.839 --> 00:20:48.900 Large tasks can be overwhelming. Yes, big time 00:20:48.900 --> 00:20:53.220 overwhelming. and can lead to procrastination. 00:20:53.500 --> 00:20:56.859 So help your team by breaking down complex projects 00:20:56.859 --> 00:21:00.160 into small little chunks. Then it makes them 00:21:00.160 --> 00:21:03.240 feel more achievable and also helps them feel 00:21:03.240 --> 00:21:05.440 successful because they knock those things down. 00:21:06.539 --> 00:21:10.079 And encourage the team to create a step -by -step 00:21:10.079 --> 00:21:15.799 plan for each project task. So how about this? 00:21:15.880 --> 00:21:19.039 Instead of tackling a major report all at once, 00:21:19.500 --> 00:21:22.380 Break it down in sections. The research or the 00:21:22.380 --> 00:21:26.000 outline or writing or editing. Completing smaller 00:21:26.000 --> 00:21:29.319 tasks gives you a great feeling of progress and 00:21:29.319 --> 00:21:33.839 motivation. Very important. Now, this is for 00:21:33.839 --> 00:21:38.900 me because maybe I have ADD. Distractions are 00:21:38.900 --> 00:21:44.000 a major barrier to focus. And if you're a leader, 00:21:44.099 --> 00:21:46.700 you can help minimize distractions in the workplace. 00:21:48.009 --> 00:21:50.750 And encourage a cultural focus by setting guidelines 00:21:50.750 --> 00:21:55.210 for a communication workspace. One that I've 00:21:55.210 --> 00:21:58.490 done very effectively is focus hours, where team 00:21:58.490 --> 00:22:01.049 members can work without interruptions. I've 00:22:01.049 --> 00:22:03.170 also had a certain team member go away for three 00:22:03.170 --> 00:22:07.829 days. A big report needed to be updated. Go. 00:22:08.069 --> 00:22:11.250 Don't come to meetings. Just go. And you know 00:22:11.250 --> 00:22:14.869 what? It worked very effectively. And so during 00:22:14.869 --> 00:22:18.079 these focus hours, never have a meeting. or non 00:22:18.079 --> 00:22:20.220 -urgent emails, unless something's really critical. 00:22:21.140 --> 00:22:27.059 Now, this one almost feels counterintuitive. 00:22:28.319 --> 00:22:33.779 But regular breaks are essential for maintaining 00:22:33.779 --> 00:22:37.420 focus and retention. Make sure your team takes 00:22:37.420 --> 00:22:39.940 short breaks throughout the day to recharge their 00:22:39.940 --> 00:22:44.359 mind. You've probably seen the Pomodoro technique. 00:22:44.940 --> 00:22:48.160 I don't find it works for me. But hey, adapt 00:22:48.160 --> 00:22:51.240 it to whatever works for you. It involves working 00:22:51.240 --> 00:22:53.400 for 25 minutes and then taking a five -minute 00:22:53.400 --> 00:22:55.599 break. Some people like 50 minutes and take a 00:22:55.599 --> 00:22:58.640 10 -minute break. After four cycles, take a longer 00:22:58.640 --> 00:23:02.400 break. I don't care what you do. Just find some 00:23:02.400 --> 00:23:08.180 method, some cycle that works for you. Also, 00:23:08.220 --> 00:23:11.180 continuous learning and development can enhance 00:23:11.180 --> 00:23:14.700 focus and retention. Provide opportunities for 00:23:14.700 --> 00:23:16.880 your team to attend workshops and training sessions. 00:23:18.039 --> 00:23:21.720 Encouraging a growth mindset not only keeps your 00:23:21.720 --> 00:23:25.099 team engaged, but helps them retain new information. 00:23:25.819 --> 00:23:29.000 So, for example, you could do monthly learning 00:23:29.000 --> 00:23:31.920 sessions where a different team member shares 00:23:31.920 --> 00:23:35.420 insights from either a course or a seminar or 00:23:35.420 --> 00:23:40.289 something they've come across. Great stuff. This 00:23:40.289 --> 00:23:43.049 one I haven't found to be so useful, and that 00:23:43.049 --> 00:23:46.349 is visualization and mind mapping. There's powerful 00:23:46.349 --> 00:23:48.630 tools out there. You may want to look into it. 00:23:48.670 --> 00:23:52.390 Lots of information on how to break down complex 00:23:52.390 --> 00:23:56.130 information into simpler stuff. I've played with 00:23:56.130 --> 00:24:00.829 it. I'm not sure that I'm excited about it. A 00:24:00.829 --> 00:24:04.029 positive work environment impacts focus and retention. 00:24:04.690 --> 00:24:08.230 So create a supportive atmosphere. where the 00:24:08.230 --> 00:24:11.009 members feel valued and motivated and they will 00:24:11.009 --> 00:24:13.690 focus better. And of course, we've talked about 00:24:13.690 --> 00:24:16.369 this before. Celebrate achievements. Big, big, 00:24:16.390 --> 00:24:20.349 big. Provide constructive feedback. Encourage 00:24:20.349 --> 00:24:24.269 teamwork. So when these team members feel appreciated 00:24:24.269 --> 00:24:27.410 and supported, they are more likely to stay focused 00:24:27.410 --> 00:24:33.089 and committed in their work. And this one here 00:24:33.089 --> 00:24:38.089 is really important. As a manager, Your behavior 00:24:38.089 --> 00:24:41.490 sets the tone for the team. Demonstrate good 00:24:41.490 --> 00:24:45.250 focus and retention habits yourself and show 00:24:45.250 --> 00:24:48.470 that you prioritize important tasks, take breaks, 00:24:48.630 --> 00:24:53.029 and continuously seek to learn and improve. If 00:24:53.029 --> 00:24:56.069 you do, your team will be more likely to adopt 00:24:56.069 --> 00:25:00.049 these habits, especially as they see you do them. 00:25:00.690 --> 00:25:03.890 Share your strategies for staying focused and 00:25:03.890 --> 00:25:07.430 retaining information. and encourage an open 00:25:07.430 --> 00:25:11.750 dialogue about what works for each team member. 00:25:12.009 --> 00:25:16.130 Very, very important. Enhancing focus and retention 00:25:16.130 --> 00:25:19.150 in your team is essential for productivity and 00:25:19.150 --> 00:25:22.769 success. By keeping the sentences short, setting 00:25:22.769 --> 00:25:25.569 clear goals, breaking down tasks, minimizing 00:25:25.569 --> 00:25:29.769 distractions, encouraging regular breaks, all 00:25:29.769 --> 00:25:33.589 this can help your team achieve the best work. 00:25:34.380 --> 00:25:37.099 Hey, we're out of time. I had to go so quickly. 00:25:37.380 --> 00:25:41.079 Hey, thanks for tuning in to Ignoring the Rules. 00:25:41.480 --> 00:25:44.200 If you found this episode helpful, please share 00:25:44.200 --> 00:25:46.400 it with your colleagues and subscribe to more 00:25:46.400 --> 00:25:50.279 insights on effective team management. And please 00:25:50.279 --> 00:25:53.819 go to WayneRobertson .com for the latest new 00:25:53.819 --> 00:25:56.700 episodes and additional information about this 00:25:56.700 --> 00:25:59.619 new world of getting projects done. And you can 00:25:59.619 --> 00:26:01.519 find the different locations where you can conveniently 00:26:01.519 --> 00:26:04.279 listen to the podcast. Subscribe to my mailing 00:26:04.279 --> 00:26:07.920 list and find free documents I have created for 00:26:07.920 --> 00:26:10.619 news and information about upcoming podcasts. 00:26:11.400 --> 00:26:14.940 I don't have all the answers. And so I'm always 00:26:14.940 --> 00:26:18.539 happy to see your comments and information because 00:26:18.539 --> 00:26:22.460 we are all in this together. And the more we 00:26:22.460 --> 00:26:24.920 share information, the better off we all will 00:26:24.920 --> 00:26:28.359 be. And so let us all know what you found that 00:26:28.359 --> 00:26:31.650 works in your projects. Until next time. Keep 00:26:31.650 --> 00:26:34.009 ignoring the rules and watch how fast things 00:26:34.009 --> 00:26:34.430 change.