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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Be a force to be reckoned with. Be a Powerhouse.
Are you owning everything in your life? Are you in control, with a plan, making everything you do count? Are you performing optimally and making an impact? If not, why not? It's time to step up and be bold, be effective, be a Powerhouse. Let Mike Clayton show you how to raise your personal effectiveness to dynamic levels and completely overhaul your life at work and at home. Lock down your purpose then develop the forceful focus of a true achiever. You'll learn how to make solid decisions, stand up for those decisions and garner unwavering support from others. You'll find expert advice for deciding what matters, and practical tips for turning intentions into determined actions so you can achieve what you want.
As a powerhouse you'll be able to meet any challenge head on and deal with anything. You'll be performing at your peak and firmly on your way to outstanding success.
- Define your purpose and boost your focus and performance
- Make the right choices about how you spend your time
- Be someone everybody wants to work with to get stuff done
- Have a clear, strategic approach to your productivity
A true powerhouse bursts with energy and purpose, elevating the performance and brightening the outlook of everyone around them. To get there, you need to drill down to the core of your problems, and craft a strategic solution. Powerhouse provides the roadmap, and you just need to begin the journey.
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Veröffentlichungsjahr: 2014
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Table of Contents
Cover
Title Page
Copyright
Dedication
Introduction
What Does it Mean to Be a ‘Powerhouse'?
What You Need to Become a Powerhouse
Additional Resources
Chapter 1: Self-Control: Choose to Do the Right Things
Focused Busyness
Compelling Causes
The Powerhouse Loop
Self-Control: 8 Powerhouse Pointers
Chapter 2: Judgement: Do the Right Things for the Right Reasons
The Algebra of Decision-Making
The Poetry of Persuasion
The Geometry of Change
Judgement: 9 Powerhouse Pointers
Chapter 3: Productivity: Do the Right Things Right
The Source of Power: Planning
Power-Up: Preparing
Power On: Performing
Power-Down: Postparing
Productivity: 9 Powerhouse Pointers
Chapter 4: Relationships: Work With the People Around You
Strategic Networking
A Tactical Campaign
Relationships: 7 Powerhouse Pointers
Chapter 5: Leadership: Get the Best From the People Around You
Deploying Your Troops
Winning Support
The Psychology of Success
Securing Compliance and Completion
Leadership: 8 Powerhouse Pointers
Chapter 6: Conduct: Get the Best From Yourself
Click, Bubble and Hum
Click
Bubble
Hum
Sigh
Squeak
The Powerhouse Under Pressure
Don't Be a Damn Fool
Conduct: 10 Powerhouse Pointers
Chapter 7: Perception: Be Prepared for the Unexpected
Reading People
Seeing Around Corners
Spotting Risks
Perception: 6 Powerhouse Pointers
Chapter 8: Resilience: Handle the Unexpected
Intelligent Perseverance
Shovelling the Shift
Weebling
Resilience: 11 Powerhouse Pointers
Chapter 9: Growth: Know When and Where to Stop
When to Stop
How to Stop
Growth: 6 Powerhouse Pointers
Chapter 10: Culture: Create a Powerhouse Organization
Powerhouse Culture
Culture: 7 Powerhouse Pointers
And if You Can Do All of This …
About the Author
Also by Mike Clayton
Book Mike Clayton
Who Else Needs Powerhouse?
Index
End User License Agreement
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Guide
Cover
Table of Contents
Introduction
Begin Reading
POWER HOUSE
Turbo boost your effectiveness and start making a serious impact
MIKE CLAYTON
This edition first published 2015
© 2015 Mike Clayton
Registered office
John Wiley and Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, United Kingdom
For details of our global editorial offices, for customer services and for information about how to apply for permission to reuse the copyright material in this book please see our website at www.wiley.com.
The right of the author to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, except as permitted by the UK Copyright, Designs and Patents Act 1988, without the prior permission of the publisher.
Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com.
Designations used by companies to distinguish their products are often claimed as trademarks. All brand names and product names used in this book and on its cover are trade names, service marks, trademark or registered trademarks of their respective owners. The publisher and the book are not associated with any product or vendor mentioned in this book. None of the companies referenced within the book have endorsed the book.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with the respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. It is sold on the understanding that the publisher is not engaged in rendering professional services and neither the publisher nor the author shall be liable for damages arising herefrom. If professional advice or other expert assistance is required, the services of a competent professional should be sought.
Cataloging-in-Publication Data for this book is available from the Library of Congress.
A catalogue record for this book is available from the British Library.
ISBN 978-0-857-08556-6 (paperback)
ISBN 978-0-857-08558-0 (ebk) ISBN 978-0-857-08557-3 (ebk)
Cover Design: Wiley
Cover Images: @Shutterstock.com/maxuser
Powerhouse (noun): somebody who is full of energy, highly effective, and therefore very productive.
Introduction
Powerhouse (noun): somebody who is full of energy, highly effective, and therefore very productive.
There is so much you want to get done in a day and modern life is making ever more demands. Adding to your desire for a successful career, a fulfilled private life and some form of lifetime achievement you can be proud of are all of the pressures of living and interacting socially.
Yet the one thing modern technology has not given us – and will almost certainly never provide – is more time. So the answer must be ever greater levels of productivity.
Is it any surprise therefore that many people's bookshelves are groaning with productivity and time saving manuals, and that bloggers and coaches are offering a constant stream of tips and advice? Oh no! More things to add to your reading list.
Time management and greater productivity are not the answer. The answer is not about how much you can do, but what you do and how you do it. If you choose the right things to do, and you do them in the right way, you will be productive. But not just ‘lots of stuff done-productive': you will be ‘effective-productive'.
The difference is essential: getting lots of stuff done means nothing unless the stuff you do matters. That is what effectiveness is about: about doing what matters; what will make a difference that counts.
What Does it Mean to Be a ‘Powerhouse'?
Effective action defines Powerhouse. But one thing that you won't find in this book is a single definition of what being a Powerhouse means. It means far more than one thing and goes beyond the normal day-to-day meaning of effectiveness:
effective(adjective): causing the desired result, successful, able to deliver what matters.
It is a mentality and approach that delivers outstanding productivity and exceptional outcomes, and makes a vivid, lasting, and positive impression on the people around you.
Becoming a Powerhouse means:
Choosing to do the right things.
Doing the right things for the right reasons.
Doing the right things right.
Working with the people around you.
Getting the best from the people around you.
Getting the best from yourself.
Being prepared for the unexpected.
Handling the unexpected.
Knowing when and how to stop.
Extending your Powerhouse capabilities to your whole organization.
These definitions form the agenda for this book. Over the next ten chapters, you will learn how to bring full effectiveness to everything you do. Each chapter will also show you how to turn up one of ten Power Switches, to transform yourself – and your organization – into a Powerhouse.
Chapter 1: Self-Control: Choose to Do the Right Things
The first step is to identify and evaluate all of your opportunities. Then, decide which ones to pursue. Let these become your compelling causes, and focus almost exclusively on them. This is about self-control.
Master Switch: Self-Control
Chapter 2: Judgement: Do the Right Things for the Right Reasons
You need to be clear why you are pursuing each of your compelling causes, for two reasons – personal and organizational. The organizational reason is that you will almost certainly be accountable for how you will be using your time and spending your resources, and the personal reason is that we all need to know the answer to the question ‘why?’ Without a reason, there is no motivation. We'll cover how to justify your choices and learn about judgement.
Power Switch: Judgement
Chapter 3: Productivity: Do the Right Things Right
Now is the time to think about how you are going to accomplish what you set out to do. This is about productivity and Chapter 3 splits this into four stages: planning, preparing, performing and postparing. Don't worry if you haven't heard the word ‘postparing' – neither had I before I started work on this book.
Power Switch: Productivity
Chapter 4: Relationships: Work With the People Around You
You need to be able to enlist the support of the people around you: colleagues, team-members, bosses, suppliers and customers. Their active support will be a big factor in your success. And it is not just dealing with opposition that is important; it is positive support. So we will look at how you can build support for your work in Chapter 4. This is about relationships.
Power Switch: Relationships
Chapter 5: Leadership: Get the Best From the People Around You
More than support, you may also need active help. Decide which people with what skills you will need, engage their help, and give them the leadership that will get the best from them. This will be our agenda for Chapter 5.
Power Switch: Leadership
Chapter 6: Conduct: Get the Best From Yourself
The ways that you think and act will determine how effective you are in your choices, your productivity and in the way people regard you. This is all about your conduct.
Power Switch: Conduct
Chapter 7: Perception: Be Prepared for the Unexpected
Shift happens: are you able to anticipate it by reading people, seeing around corners and spotting risks? This is a matter of your perception.
Power Switch: Perception
Chapter 8: Resilience: Handle the Unexpected
Whether you spotted it or not, when shift happens, how will you respond to events? If you can keep going in the face of adversity, dealing with the challenges you encounter and keeping a feeling of calm and control, that's resilience.
Power Switch: Resilience
Chapter 9: Growth: Know When and Where to Stop
Of course, you need to know when to stop, but you must also know where to stop, so that your Powerhouse performance is a springboard for your next compelling cause. This demands the ability to grow with each experience.
Power Switch: Growth
In the final chapter, I will show you how to extend your Powerhouse capabilities to help the whole of your organization to become a Powerhouse Organization.
Chapter 10: Culture: Create a Powerhouse Organization
Can you take what you have learned and start to transform the whole organization around you? Wouldn't that be great? If you want to apply the Powerhouse principles strategically, to create a true Powerhouse culture, Chapter 10 will give you the places to start.
Organizational Power Switch: Culture
Each switch represents a capability that you can increase with learning and practice. As you turn all of the switches up to maximum, you will become a Powerhouse.
Ten switch console
What You Need to Become a Powerhouse
Becoming a Powerhouse requires a combination of mental attitude and a practical approach that balances different perspectives, focuses ruthlessly, yet remains adaptable in the face of changing circumstances. This requires a combination of efficiency, rigour and a survival edge. This is worthwhile, but not easy. Two things will help:
doing the right thing for you, and
being fit for Powerhouse performance.
1. Doing the Right Thing for You
Being a Powerhouse will come to you far more easily when you enjoy what you are doing, and are doing something you are good at. You choose the work that brings you joy, and the key lies at the intersection of:
The things you love to do.
The things you are good at.
The things you like best about work.
Ten switch consoleThe key to the work that brings you joy
One of the main reasons we fail to achieve what we set out to do is not being clear enough about exactly what the outcome will look like if we do the right things. Always start by asking yourself: ‘what will success look like?’ So your first step is to define what you want to achieve with clarity and precision, defining success and being clear what it is for.
What is most important about your job?
Who does your work serve?
What is your job really about?
What do you want to achieve?
What is your answer to ‘why'?
2. Get Fit for Powerhouse Performance
Fitter, healthier people perform better. Don't think that you can swallow this book whole and get instant results. You need to invest time, energy and perseverance. You also need to be fit for a Powerhouse lifestyle, investing in good rest, regular exercise and excellent nutrition.
Powerhouse performance rests on willpower. Modern research shows that this requires energy and as we go through the day willpower depletes, just as the batteries in your phone deplete. So to avoid your brain becoming mushy and your physical strength draining away, it is essential to make re-charging your energy levels a critical activity.
Good Rest
It is not just enough to go home at the end of the day. Make rest and relaxation a priority. Allow time for socializing, for laughing, for relaxing and, vitally, for sleep. Many people with a Powerhouse mind-set will find it hard to switch off at the end of the day. So take your sleep seriously: not by worrying about it, but by setting up the conditions for good sleep. Gradually wind down towards the end of your waking day, dim the lights, engage in more relaxing activities and refrain from stimulant drugs like caffeine (which makes sleeping more difficult) and alcohol (which may make you sleepy, but disrupts your sleep). Have your bed in a cool room with fresh air and, if necessary, write down anything that is on your mind before turning out the light.
Regular Exercise
A regular, moderate exercise regime will increase your resilience and give you a greater capacity for physical and mental effort. You may feel it will take up time in your day, but the amount of effective and productive time it will give you back makes short bouts of exercise an excellent investment. It is no coincidence that most of businesses' most successful and most effective people make time for half an hour of exercise during each working day.
Excellent Nutrition
A rushed meal of junk food at your desk is the cliché of modern office life. On the other hand, I hope I have already made the case for fresh air, exercise and a break – possibly some socializing. If you are going to work effectively and exercise too, your body will need good fuel to power it. Choose your food wisely and have things like nuts and fruit as your regular snacks.
Additional Resources
Powerhouse is a freestanding book with everything you need to become … a Powerhouse. But if you want a few extras, like templates for some of the tools, and maybe a few videos with key ideas, then take a look at the Powerhouse website, at www.beapowerhouse.co.uk.
Chapter 1Self-ControlChoose to Do the Right Things
The problem is busyness without doing the business; of getting to the end of the day having done lots and achieved nothing. It's easy to do and often happens when you become seduced by easy, absorbing, but unimportant tasks. To become a Powerhouse, you must refine your clarity of purpose to focus your energy on what matters. This means choosing the right things to do and having the self-control to set other things aside.
When I was a student, we would often drive into the Devon countryside, looking for a pub to spend a pleasant afternoon in. It was on one of the very last of these outings, shortly before my friends and I were due to graduate and start our working lives, that we took a turn between two high hedges and found ourselves on an un-made road – little more than a farm track. As we drove along it, the surface got worse, and then we saw a hand-painted sign, doubtless put up by a local farmer. The sign read:‘Choose your rut carefully – you're going to be in it for a long time.’
Focused Busyness
Focused busyness means doing stuff that really makes a difference.
What a perfect warning about adult life: forced either to carry on the way you are going or hit reverse and go backwards. No option to jump out of the rut and choose a new direction. And many of us live lives a little like that, getting to the end of each day, having done lots … and achieved nothing.
I call this ‘busyness without doing the business'.
Busyness Without Doing the Business
The consequence of this constantly busy lifestyle is rarely any great sense of success or fulfilment. It often doesn't even produce much in the way of results. All it has to offer is exhaustion.
So, many of us respond by working harder, by becoming more competent and by taking on more responsibility. The ‘one more push' approach to happiness. The problem is that the one more push is often in the wrong direction; often a push further along your existing rut. Competence, doing your job and trying harder are not enough.
The best you will do is to consolidate your existing position in your rut, moving up one small step at a time when circumstances permit. Who wants to consolidate a position where you are forever busy and never truly successful?
What is the solution? The solution is ‘focused busyness'.
Focused busyness means doing stuff that really makes a difference.
Becoming a Powerhouse means choosing the right things to do and having the self-control to set other things aside.
Powerhouse Effectiveness and Rules
If you learn the rules and work within them, you are always going to be more effective than if you are constantly fighting against them. Changing the rules is hard and so, if you set out to do this, be sure it really matters and is the right thing to do. Wantonly fighting the rules or trying to cheat the system is not noble or wise.
Sometimes, however, it does make sense to set the rules aside: special situations demand different rules, so in highly adverse weather conditions where public transport is cancelled and roads are dangerous, it is not heroic to fight your way to work, risking your life: it is foolish.
The Process of Focused Busyness
We are all influenced by something or someone and, on the matter of focused busyness, like many people, I owe a debt to the leading twentieth century management thinker, Peter Drucker, who distinguished between efficient, which is the ability to do things well, and effective, which is doing the right things well.
Focused busyness therefore starts with finding the right things to do, and then looks for ways to do them well. The first five chapters are about how to create focused busyness.
Compelling Causes
The world is full of opportunities: start by focusing on the right ones.
The world is full of opportunities and a Powerhouse will start by focusing on the right ones – a small number that will give the best results. A Powerhouse will turn them into compelling causes that spur effective action and achieve worthwhile outcomes.
The Three Laws of Opportunity
An opportunity is an uncertain future that could have a valuable, positive outcome. Opportunities are a fundamental part of life and so, like Newton's three laws of motion and the three laws of thermodynamics, there are three laws of opportunity.
The First Law of Opportunity
'You will get the best results when you focus on exploiting opportunities: not on solving problems.'
The Second Law of Opportunity
'Allocate your time, your energy, and your resources to your best opportunities.'
The Third Law of Opportunity
'Find yourself an environment that is rich in opportunities.'
Turn Your Opportunities into Compelling Causes
Frederick the Great, who faced monumental defeats before he was able to expand his kingdom of Prussia, said: ‘To defend everything is to defend nothing.'
A Powerhouse needs motivation, and nothing motivates us more powerfully than a cause to pursue. From among all your possible opportunities, find a small number of compelling causes that you can commit yourself to. These should be the opportunities with the potential to deliver the greatest satisfaction or value for the effort you put in. Let these propel you to do your best work and to exclude distractions.
Identify no more than five opportunities to seize. Make them your very best opportunities, because they must compel you to succeed. As US President Abraham Lincoln said:‘Always bear in mind that your own resolution to succeed is more important than any one thing.’
Express Your Compelling Causes as Outcomes
Now express each of these compelling causes as an outcome:
‘My cause is to …’
You need to decide on no more than five outcomes that will be your focus over the next three months. These will dominate your agenda, keeping your attention on achieving a small number of worthwhile outcomes.
Why five; and why three months? A small number of causes to pursue will result in greater personal effectiveness than a large number for three reasons.
