Develop productivity habits

Productivity systems are the behaviours we repeat consistently and methodically to get more done. People often change their systems in order to improve productivity but find themselves reverting back to old habits. It’s hard to change your productivity system without modifying your environment, since previous behaviours may have been mapped to certain spaces. And even when new behaviours make sense, it’s easy to remain convinced that old habits are more effective. However, you can change the way you think about your routine. Start by identifying parts of your daily routine (such as arriving at the office) that happen with relative consistency and use them as cues for new behaviours: “When I arrive at the office, I will let my task list dictate the morning’s priorities instead of checking email like I used to.” Just don’t overthink it — the whole point is to create new habits that become automatic.

(Adapted from Why New Personal Productivity Efforts Don’t Stick, by Maura Thomas and Shawn Thomas)

Pack tips

Packing for business trips can be tricky, especially if your trip is long and involves several destinations. To make the process easier, follow these steps before you embark:

— Make a packing list a couple of weeks before departure.

— Pack your chargers and toiletries first to make sure they’ll fit.

— Build several outfits around one pair of shoes to economise space.

— Select versatile outerwear and wear it on the plane.

— Choose clothes that can be mixed and matched, such as black or gray items, with a few bright complementary accessories. Avoid packing clothes that wrinkle easily.

— Squeeze in anything else you may need, like an umbrella.

— Weigh your bag so you can adjust if it exceeds the airline’s limit.

— After the trip, note which items you didn’t use so you can plan accordingly next time.

(Adapted from A Step-by-Step Guide to Packing for a Complicated Work Trip, by Sarah Green Carmichael)

Use data in your content marketing

Content marketers need to be good storytellers with data. A few best practices can help you: First, develop the story you want to tell by imagining the outcome you want. Centre your research on that goal. Let your marketing bias shape your research, but make sure you are accurately reflecting your data set. Look for interesting patterns and find an angle that will be surprising to readers. Once you know your story, select the right format to tell it (white papers, infographics, blog posts and simple graphics are effective). Before presenting your analysis, articulate your key message and highlight one or two surprising, memorable numbers. Strike a balance between text and visuals and use human examples to translate numbers into a relatable story. Finally, conclude your analysis with recommendations or insights to clarify the relevance of your research to your readers.

(Adapted from How Content Marketers Can Tell Better Stories With Data, by Alexandra Samuel)

Motivate people

Keeping employees motivated is one of the most important responsibilities of a manager. To do this, make sure you’re using the right motivational tools at the right times. Keep these guidelines in mind:

— Feedback. To enhance commitment, offer positive feedback when an employee is just getting started on a project. Solicit negative feedback toward the finish line to highlight any slow progress.

— Goal setting. Focus on the work that’s been done at the beginning of the project. Focus on how much more work needs to be done near the end, to avoid frustration.

— Incentives. Immediate rewards (like bonuses) are more effective in increasing motivation. Use extrinsic incentives (money) to motivate at the beginning of a project and use intrinsic incentives (job satisfaction) to help people persist toward the end of a project.

(Adapted from Match Your Motivational Tactic to the Situation, by Juliana Schroeder and Ayelet Fishbach)

Enhance team productivity

Nearly all leaders play favourites and subconsciously treat certain team members differently. This is because leaders’ preconceived notions can lead to differentiation in the relationships they have with individuals. Employees generally accept this sort of differentiation as long as certain conditions are present, such as a climate of fairness or high team interdependence. Studies have shown that when leaders invest more in capable members and less in those not integral to team success, team performance is often maximised. Moderate levels of differential treatment contribute to an atmosphere of productivity.

(Adapted from Team Leaders Should Play Favourites, by Bradley Kirkman, Yang Sui, Hui Wang and Ning Li)

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