If I ask you to tell me about what you or your organization does, how would you answer the question? How many sentences would you need to explain your priorities and the things you are working on to accomplish them?
Whether clients bring me in for coaching, organizational thinking or strategy work, my first question is always, “Tell me what you do.” The reply is typically a very longwinded overview covering all kinds of territory, some of the topics obviously lining up with the mission of the organization, while much of it does not. Sometimes I’ll follow up with the question, “Tell me what you’re not doing.” The response is usually a quizzical look and, “What do you mean?”
We all have a to-do list of sorts. Some people write things down and check items off of their list. Others, like me, keep a running list in their head. But how many people have a “don’t-do” or “to-don’t” list? I know it sounds weird to keep a list of things you’re not doing, but it’s an incredibly powerful tool. Staying focused on the things that matter and putting aside the things that are less effective can free up time and help you deliver exceptional results.
Clearly And Succinctly Define Your Strategy
Yogi Berra once said, “If you don’t know where you’re going, you’ll end up someplace else.” It’s so important to be able to clearly and succinctly articulate what you hope to achieve so that you and your team can spend your time on the activities that will lead you there. You have the power to find this clarity by putting in some effort.
What are the three (not four, not five, but three) goals that you need to accomplish or priorities on which to focus so you get the results you desire? In other words, when I ask, “What do you/your team/your organization do?” can you distill that down into three key goals/priorities? It not, chances are, you’re spread too thin.
Everyone from startup CEOs to entry-level professionals spread their attention across too many things. It’s easy to get caught up in the excitement and want to tackle a long list of thrilling ideas. You certainly have a limited amount of resources, so it’s critical to be efficient in time and task management. So, spend some time listing those key priorities and goals, then share the results of this exercise widely. That way, you and your team will know what success looks like. Your to-do list probably includes items that do not support your clear vision of success.
While this exercise seems simple, it takes time to refine your focus and shed what’s not important. It can be hard to let go of what you would like to be doing rather than what you need to be doing. In order to narrow your to-do list, first evaluate it and create just the opposite.
Evaluate Your To-Do List
Go over your to-do list (write it down on paper if you keep the list in your head). Which and how many of the tasks line up with the three priorities you identified? If you can’t link a task with a broader goal, consider putting a line through it and moving on to something else. If you’re not sure, ask yourself:
• If I don’t do this, will it significantly hurt my chances of reaching my goals?
• Who will care?
• What else could I do if I’m not doing this?
• Do I need to do this work for another important reason (e.g., keeping the company operating, hiring and retaining employees, maintaining compliance)?
This process is not a one-time exercise. Go over that list regularly, even every day, in order to prioritize your work for the day, the week and the month. Doing even one thing that doesn’t advance your ability to reach your goals could send an erroneous signal to the team or divert your attention away from what matters.
Generate A To-Don’t List
Now that you know what you need to be doing, it’s very helpful to know what you shouldn’t be doing. Shiny objects are very alluring — that new idea, partner or cool project. It’s easy to get distracted by what’s exciting to the detriment of the work that will help you succeed. This shift in focus can be especially tempting when that work is tedious, less-than-exciting, out of your comfort zone or downright boring.
So, compose a to-don’t list; there are just some things on your current to-do list that may seem exciting but don’t get you where you need to go. These items may appear on your to-don’t list for now or may stay forever. Post the list prominently for your team to see, stay true to it, and remind yourself often of what you are not doing. Continue to be vigilant in evaluating your to-do list against your strategic priorities and add to and reinforce your to-don’t list to ensure you are spending your time wisely.
What are you not doing today?
