In the office, we quickly switch between time-consuming missions and micro-tasks that no one notices. To the detriment of more valuable activities that further advance the career and expand the address book. What to delegate, refuse, postpone? 4 keys to get out of the tunnel.
There’s that report to clean up, those conference guests to follow up on, and a note to finish for your boss. “When we analyze all our tasks, we realize that most of them, inherited processes that have never been questioned, are completely useless or do not bring added value,” emphasizes coach Sandrine Meifret, a leadership and time management specialist.
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No-impact missions carried out in the shadows, taking precious time away from more valuable tasks and making the results known—the famous “do and make known”—for critical progress. “We often do what makes us visible after the rest,” continues Sandrine Meifret, where it should be included in its agenda, considered as a task in itself.
To unwind
How to achieve this? First, by aligning his agenda and priorities. “It’s about identifying what is necessary, important or urgent, and deciding how much and with what, distinguishing it from what can be delegated, planned or postponed. The Eisenhower matrix is a great tool to make this diagnosis, to identify what can be delegated or pushed back.” An exercise that allows you to first regain control of time and free it up again, rather than being stuck in a tunnel of “priorities” that are not always top priority. In the same spirit, to get out of the “of course it only takes five minutes” lie, it might be good to, for example, accurately measure the time a person spends on their various tasks over the course of a week.
It is enough to build his tangible arguments to negotiate with his manager and suggest that he put an end to some well-established but useless habits; something else. “Explaining to your boss that you’re spending so many hours a week on things that don’t add value or aren’t really our responsibilities, to say how you feel and why, is about showing confidence,” our coach continues. All of this is in your best interest as well as that of the company… and therefore the manager.
Change dates
Despite everything, one cannot get rid of an uninteresting but irreplaceable job. “The possibility of delegating stops where we have no replacement left,” continues our coach. This does not preclude certain arrangements. First, by adopting a reflex to remind colleagues and bosses when they entrust us with a file that we are already dealing with someone else. Which is the fastest cure? Which period to postpone? These are the right questions to ask, and the manager is responsible for answering them in order to control his agenda and his priorities.
walk into the light
Another possibility is to split the non-rewarding missions into several tasks to be distributed within the team or to organize a rotation. The preparation and follow-up of two regular meetings require five hours of work per week. Maybe a partner can manage every week… but you still have to ask for it in the right way. “We can talk about it in a meeting, for example, suggests Sandrine Meifret, reminding us that we are fully aware of the importance of this task, but it is taking us too much time, and that we have imagined this solution.”
And then? What to do with this reclaimed time? First, use it to say what we already do. “It’s fundamental,” Sandrine Meifret insists. It’s not about brushing off, it’s about remembering that our manager doesn’t have a crystal ball and that it’s important to tell him regularly what we’ve done with his day and week. You can make it a habit to quickly settle a point with him or take the initiative report – which can be placed in an email to keep him informed about the progress of our projects. A way to always exist in his mind and increase his chances of inheriting strategic, cross-cutting projects or consulting on some important decisions. In short, visible tasks that allow us to step out of the shadows.
Expand your network
It’s also a matter of growing one’s network, getting and being seen by the right people, beyond one’s sole missions. “No one or almost can do without it. The network works internally with its partners and suppliers, with its partners in other companies, and so on. Without it, job offers never reach us.” It is therefore important to identify those you already know, those you need to meet, and the right approach to deepening or starting a relationship; seek advice on a new file, discuss a future project… sometimes hard to figure out, but important. visibility. It’s a muscle that gets stronger with consistency. That’s why it’s important to set aside an hour in your schedule at the beginning of the week, for example, to plan and schedule coffees, lunches, and meetings.
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In the same way, we notice interesting individuals better, and we are noticed by them, the better if we participate in cross-functional or collective projects. A major skills sponsorship program, the creation of a corporate fund, a call for tenders of an unprecedented scale… Companies and mostly large groups regularly engage in these types of projects that mobilize departments or organizations that are not used to working together; Whether you encourage it or join it, joining one of these cross-functional projects provides a valuable opportunity to gain exposure to new partners and contacts. Among them are probably potential colleagues, bosses, present or future, who may notice you and need you later. Especially since new missions mobilize new skills. A way to take risks, prove to yourself that you have succeeded and gain self-confidence. You need it to dare to make yourself visible.
Source: Le Figaro
