Draining The Swamp: Step 2: Stopping the Drift

It's easy to drift from your original purpose...

Are You Doing What You Should Be Doing?

To get 'out from under', last week we saw the importance of regrouping - regaining a clear focus on 'doing only what only you can do'.

Step 2 is an equally important one - especially if you have been in your current role for some time: Re-establishing what you should be doing on a daily, weekly, monthly, quarterly and annual basis.

Ever sat on a boat, idly passing a few minutes or hours reading, fishing (or doing whatever you do on boats...), only to look up and wonder at how far you've drifted? Or met an old friend after some time apart, only to be shocked by how much weight they've gained (or lost?)

The same thing happens to our daily activities - over time, myriad pressures, habits, priorities, customs and habits gradually alter what we spend our time doing, until one day, without realizing it, what we're spending our time doing bears little resemblance to what we should be doing.

It's important every once in a while to do a 'spring clean' re-appraisal of your daily / weekly / monthly / quarterly / annual activities, and compare what you're actually spending your time on, with what you should be doing.

(As part of the Predictable Success® Methodology we do this as a minimum every 18 months.)

Guess Who Knows What You Should Be Doing?

So how do you establish what you 'should' be doing?

The answer should be simple - go pull out your job specification.

Unfortunately the reality is very different. Frankly for most of us, our job descriptions are close to useless. They either:

• Don't exist;
  
  
• Are inordinately out of date; and/or
  
  
• Bear little or no resemblance to any reality we've ever encountered.

Nope, the secret to uncovering (or re-discovering) what we should be focusing on comes from something much more real:

Guess what: everything we do, if it is to have some importance and relevance, is done for someone - some customer, internal or external. This includes:

• Your Boss (if you have one);
  
  
• Your board (if you report to one)
  
  
• Your direct reports (if you have any;
  
  
• Your peers;
  
  
• Anyone else in the organization who is a material 'consumer' of your output;
  
  
• Real live, external customers (if you interact with them).

A Radical Suggestion...

The wording we use in Predictable Success® is this:

What are the three things I must do for you, and how can we measure my success in doing each one?

Simple as that.

A couple of important things in this question:

1. Not everyone will feel comfortable asking such a vulnerable question. It requires a degree of humility and self-assurance to ask. If you work in a politically toxic environment you may not be able to take this step;
   
2. The most important part of the question is the word 'must'. We're looking for what you must do to succeed for this person - not what would be 'nice' or 'good' for you to do for them - be ruthless about the 'must';
   
3. Keep the responses down to three, maximum. Force the person you're asking to prioritize (this helps with the 'must', as well);
   
4. Get a metric for each item - however subjective it might be. Here are some examples:

Sample 'Must Do's and Associated Metrics
POSITION	'CUSTOMER'	MUST DO	METRIC
CEO	VP	Mentor me in leadership skills	At least one 45-minute mentoring session per month
VP HR	VP Sales	Provide me with high-quality hiring shortlists	At least 3 acceptable, prescreened resumes within 4 weeks of an open position
Sales Manager	Sales Rep	Provide me with high-quality leads	At least 15 new leads per month
Sales Rep	Sales Manager	A reasonable percentage of self-generated leads	At least four self-generated leads per month
Account Rep	Data Entry Supervisor	Substantially 'clean' customer orders	A maximum of 5% of customer orders returned as incomplete or incorrect
COO	CEO	Deliver the monthly cost containment plan	Achieve + or - 5% of the monthly cost containment budget

Next Week: Using this information to regain control of your daily schedule.

More later!

Les McKeown
President & CEO, Predictable Success®


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