A/B testing involves splitting your audience/user base into two groups. The two groups receive two versions of a feature. After a specified time, the product manager will look at the data gathered to know which version should be used for the entire user base.The point of running a test is to use data to best improve your product.

A/B Testing

<ul><li>The first step is to decide what you're trying to find out.  Base your hypothesis on real pain points within your product. Find something that you need to fix and consider ways to fix it.</li><li>Decide how you'll be measuring the results.</li></ul>

Develop a hypothesis

Before you deploy the test, you need to make sure it meets the minimum acceptance criteria. Every test in your backlog needs to have a detailed:<ul><li>Hypothesis</li><li>Definition</li><li>Implementation plan</li><li>Expected outcome</li></ul> Once you've set the minimum criteria, you can deploy.

Set the parameters for the test

These two tests are not opposites, but two ways of approaching the same problem - the need to test your ideas. Multivariate testing is used if you have many variables to test at once and if your userbase is big enough to create multiple segments.

A/B Testing vs Multivariate Testing

The biggest mistake you can make after running an A/B test is to just pick the winner and forget about the test. Testing is about understanding the reason why. Your users have given you more information about themselves, and to serve them properly you need to take advantage of that. Also make the data available to other teams as they may gain unique insights from it.

What to Do With The Data

If you’re a larger organization, Optimizely may be suitable for deploying powerful tests and managing the insight you glean from them. If you’re on a tight budget, many developers like to keep it simple with Google experiments.

A/B Testing Tools

Build the foundational skill-set that will gear you towards a career in product management

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Books

product

Product & Design

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Business

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Leadership & Management

Product Management Essentials

Anyone who even comes close to product development knows that endless testing is all part of building great digital products! But how do you run a great test? And why exactly is a product manager in…

career

Career

Product Management Skills: A/B Testing

Everyone knows that success at work depends on being—and being seen as—both competent and likable. You need people to notice your growth and accomplishments while also enjoying your company. But if you draw attention to the value you’ve created, to ensure that managers and peers recognize it, you risk coming across as a shameless self-promoter. No one likes a braggart. In this article the author explains how to highlight your accomplishments at work without having it backfire.

Art of Self Promotion

Drawing from a fascinating strain of laboratory research, she advises against several popular tactics such as “humblebragging” and “boomerasking” (asking a question in the hope it will be reciprocated so that you can bring up your own accomplishments). The trick is to know when to talk about our achievements and when not to do so. That calls for maturity, judgment, and a degree of spontaneity. Here are some tips given by the author. Author Leslie K. John is a professor of business administration at Harvard Business School.

Humility is admirable. But if someone requests information or an answer that requires you to reveal positives about yourself, you should oblige. Most of the time people in this category earn recognition through consistent performance.Eg: What are your strengths?How did you finish the task quickly?In such situations, being humble would downplay us when not answered. Let questions arise organically, and when you see opportunities to highlight your successes, make the most of them.

Share when asked

Research indicates that in situations where others share too, people can successfully convey their accomplishments without coming across as unlikable, egotistical, or inconsiderate.Sharing something personal often triggers a reciprocation. Based on the research conducted by the author, bragging seems to dissipate when others in the room are engaging in self promotion. In another job interview study, people who took time to outline their strengths, experience, and achievements were more likely to be rated by their interviewers as suitable for the job and of greater interest to the organization.

Share when others are sharing

You can find intermediaries, including peers, bosses, mentors, and sponsors, who will be happy to speak up on your behalf—as long as you are respectful in your solicitation. We must also remember that when we praise and endorse others consistently, others are bound to praise us. Reciprocity is one of the key principles on which the world runs. If someone unexpectedly compliments you publicly, resist the instinct to humbly downplay it; a smile or a simple “Thank you” will suffice.

Find a promotor

Research indicates that when people present a balanced picture of themselves, rather than discussing only successes, they come across as more credible and affable. Those with high positions, in particular, should acknowledge failures and foibles as well as achievements, not only because such candor is laudable, but also because it makes them less likely to come across as brash, unlikable, and worthy of envy.

Strike a balance

We all want our achievements to be recognized and applauded. It’s a boost to morale and well-being. And there are ways to celebrate without coming across as boastful. One is to find a circle of close friends at work and outside it who will cheer your victories as if they were their own. Research shows that telling confidants about your successes can improve those relationships. The reverse is also true

Celebrate the right way

Knowing how and when to boast—and when to refrain—is one important way to advance your career. I personally feel, bring humble is a culture thing or even genetic behaviour, every habit can be cultivated, practiced and nurtured. Deeper self-reflection could bring you far more personal benefit than self-promotion ever will.Your thoughts?

To Summarise

Knowing how and when to boast—and when to refrain—is one important way to advance your career.

The delicate art, and science, of bragging

personaldevelopment

Personal Development

communication

Communication

Savvy Self-Promotion

We have more open jobs more than unemployed people, what does that say about our hiring process?Studies show that 75% of those who've applied online don't hear back from the employer, and it isn't much different on the company level because about 46% of employees either get fired or quit within their first year.

Applying for jobs online

The resume is a piece of paper that describes our skills, roles we've had, languages we speak, but what it misses is that it doesn't show the potential that we might not have had the opportunity to do so in the past.With such a quickly changing economy, our resumes stay talking about what we've done in the past therefore we're not going to be able to match people to the jobs of the future because companies are looking for skills that aren't learned yet.

Focusing on the crux: the resume

Putting our trust into an algorithm in order to land us a job is pretty scary to think about but there is one thing that has been shown to be really predictive of someone's future success in a job, and it's called the multi-measure test.This test is a combination of assessments that measure cognitive abilities, personality traits, and values. With the ever-growing technology, we can apply the test to an algorithm that's measurable and scalable so that it can provide data to employers about what the traits are of someone who can be a good fit for the job.

How Algorithms Can Help Us Find Jobs

If we're building algorithms based on top performers, how can we make sure that we're not just perpetuating the biases that already exist?The thing with technology is that it poses the opportunity of being able to create algorithms that are more equitable and more fair.

Unbiased Algorithms

When we focus on the inherent characteristics that can make somebody fit for the job we can transcend racism, classism, sexism, ageism, and even good school-ism.

From resume writing to interview questions, Our ultimate guide to help you find the job you love

teamwork

Teamwork

A Job Seeker's Guide

Finding a job used to start with submitting your résumé to a million listings and never hearing back from most of them. But more and more companies are using tech-forward methods to identify candidates. If AI is the future of hiring, what does that mean for you? 

Finding a job used to start with submitting your résumé to a million listings and never hearing back from most of them. But more and more companies are using tech-forward methods to identify candidates. If AI is the future of hiring, what does that mean for you? Technologist Priyanka Jain gives a look at this new hiring landscape. The Way We Work is a TED original video series where leaders and thinkers offer practical wisdom and insight into how we can adapt and thrive amid changing workplace conventions. (Made possible with the support of Dropbox) Visit https://go.ted.com/thewaywework for more!

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Videos

Finding a job used to start with submitting your résumé to a million listings and never hearing back from most of them. But more and more companies are using tech-forward methods to identify candidates. If AI is the future of hiring, what does that mean for you? Technologist Priyanka Jain gives a look at this new hiring landscape.

The Way We Work is a TED original video series where leaders and thinkers offer practical wisdom and insight into how we can adapt and thrive amid changing workplace conventions. 

Visit https://go.ted.com/thewaywework for more!

The TED Talks channel features the best talks and performances from the TED Conference, where the world's leading thinkers and doers give the talk of their lives in 18 minutes (or less). Look for talks on Technology, Entertainment and Design -- plus science, business, global issues, the arts and more. You're welcome to link to or embed these videos, forward them to others and share these ideas with people you know.

TED's videos may be used for non-commercial purposes under a Creative Commons License, Attribution–Non Commercial–No Derivatives (or the CC BY – NC – ND 4.0 International) and in accordance with our TED Talks Usage Policy: https://www.ted.com/about/our-organization/our-policies-terms/ted-talks-usage-policy. For more information on using TED for commercial purposes (e.g. employee learning, in a film or online course), please submit a Media Request at https://media-requests.ted.com

How to make applying for jobs less painful | The Way We Work, a TED series

The stages of team development:<ul><li>Forming: This is when teams come together. They are excited and want to learn from each other.</li><li>Storming: The team starts to feel some friction, people are less polite and may experience disagreement as they consider how they'll function.</li><li>Norming: People settle down, and expectations align.</li><li>Performing: The team has adjusted. Goals, objectives, work styles and personalities are understood.</li></ul> The ideal team is the right mix of talent, motivation, trust and alignment to achieve the objectives required. However, care should be taken to avoid some major derailers.

Building a team is a skill

The brilliant jerk is talented and intelligent, but equally disagreeable and abrasive. The value of the brilliant jerk is lessened because they are disliked and few can work with them. The team fail to meet goals and objectives and you have to become a team referee. It is seldom worth trading intelligence and talent for the team's overall mission.

The brilliant jerk

A gossiper on the team can impact the team. People talking behind the back of others and stirring up trouble can affect morale, team cohesion and cause unnecessary drama. As a leader, you'll have to deal with complaints, hurt feelings and workplace toxicity. Proactively stop a gossiper by emphasising the importance of professionalism and focusing on verified data.

The gossip

The laggard is the person who never contributes but wants the credit. Left unchecked, the dawdler can create resentment, cause burnout and workload imbalance. If you have a chronic laggard, you need to find a way to help them rise to their potential or consider parting ways.

The laggard

The info hoarders pride themselves on knowing critical information but with no intention of sharing it to advance team initiatives. The lack of information sharing impacts the decision-making process and increases the duplication of efforts. It's vital to ensure the team operates with a spirit of inclusion, sharing resources and other valuable information.

The information hoarder

The interrupter talks over people, hijacks meetings, take too much time sharing their thoughts so that others can't share theirs. The interruptions can interfere with the creativity of the group. A leader should set the tone and show that listening is equally important. Leaders can moderate the interruptions in the following ways:<ul><li>Setting a meeting agenda</li><li>Appointing a rotating team member to run the meeting</li><li>Asking everyone's opinion</li><li>Providing feedback to the interrupter about their bent to monopolise conversations</li></ul>

The interrupter

Building a Team? Avoid These 5 Team Killers

This is a real phenomenon--and it doesn't just happen at companies with poor management, low wages, or any other metrics that might entice workers to abandon ship. We're very social creatures, and we tend to take cues from the people around us. And in a crisis, people are more likely to make their decisions based on what they see the people around them doing, she says.

Quitting contagion

If your workers are disengaged and disillusioned, you're basically inviting the resignations that will follow. But quitting contagions still happen at companies where workers are generally happy.   You can set up exit interviews with departing employees--and encourages them to share with existing workers why they're leaving. If it's something that the company can improve on, then leaders know what they need to change.

Check in on morale

The friendships we have at work influence us to stay in that place (or to leave). If someone's best friend at work leaves, leaders shouldn't be surprised if that workers resigns next. The solution: Look for ways you can support the employee that's still there. You have to think: "How can I have more of a dialogue with those individuals who might get left behind, and how can I help them adjust to that transition?"

Take note of existing office relationships

When one employee hands in their resignation, other workers inevitably face an increased workload at least temporarily--or more permanently if the employee who departed isn't replaced.It's important to have conversations about workload--people feel it the most if they're not getting recognition for the extra work they may have taken on, either through title or pay. Be transparent with workers about the backfilling process. If it isn't a priority to fill a vacancy, then be willing to compensate the employees who are picking up the extra slack.

Be realistic about workload transferral

Employee investments contribute to a positive company culture, and especially in a time when many workers are reevaluating their career choices, upskilling opportunities can make a big difference in retaining them.

Invest in employees

"The demand for career advancement is very high, and organizations need to provide those opportunities. If they don't, the individual will go and find it elsewhere."

The Great Quit can be conquered and turned into a great opportunity, Here is how to do that.

corporateculture

Corporate Culture

humanresources

Human Resources

Countering The Great Resignation

Quitting contagion is a real phenomenon, according to organizational psychologists--but it's not an inevitability. Here's how you can prevent it from happening at your company.

Quitting Is Contagious. How You Can Prevent It from Spreading at Your Company

A promotion is one form of recognition, but it does not inherently make you a leader. Neither does being a manager. Or coming in early, getting facetime with the C-suite, crushing your KPIs, or having “lead” in your title. Many “leads” do not lead and many people without the title do. While promotional milestones can signify leadership, they don’t by default.

A promotion doesn't make you a leader

The career ladder plagues nearly every type of workplace, from structured corporate environments to the nebulous world of startups.The truth is that success is not linear, and your career path is unlikely to be either. When you take away the pressure of climbing the ladder, you give yourself room to experiment, explore, and develop both personally and professionally. Most importantly, you open the door to leadership opportunities outside of simply getting a promotion.

Climb down off the ladder

To truly step into a leadership role, you have to be willing to speak your mind, push back, and ask tough questions. If the sound of that makes your palms sweat, fear not. You don’t need to be outspoken, loud, or “pushy” to share your ideas. You just need to be willing to get a little uncomfortable, at least at first.The best leaders ask good questions — of both themselves and others. They don’t do anything just because “it’s the way it’s always been done.” And they aren’t afraid to ruffle a few feathers to create change and move forward.

Don’t accept the status quo

On a very basic level, being a leader is about your relation to other people within an organization. It’s impossible to lead while flying solo — your connection with your team defines you as a leader. So, a surefire way to develop and demonstrate your leadership skills is to stop thinking so much about what you need to do to get to that next step, and start thinking about how you can help others reach their potential.

Focus outward

Good leaders don’t pretend to have all the answers, and they’re not afraid to address their weaknesses. Acknowledging and revealing your blind spots does not make you unfit or inept. It makes you human and accessible. Know when you need help, and ask for it. Own up to your mistakes, promptly and publicly.If you want to get a head start on leadership, practice vulnerability. It pairs well with confidence, self-awareness, and sincerity.

Expose your blind side

Leadership exists in so many forms — and it doesn’t require a fancy title, a lofty pay raise, or even permission.Don’t wait for someone to tell you when it’s time to be a leader. You have the tools you need to practice within your role right now.

Don’t wait for an invitation

Aspiring young leaders often confuse climbing the corporate ladder with leadership. But not all managers are leaders and not all leaders are managers.

Getting Promoted Isn’t the Same as Being a Leader

<ul>
<li>As a young manager, observe and do everything to learn various aspects.</li>
<li>The first 10 years of your career is too crucial & that’s where you learn all the stuff. Thus it’s important that you focus on getting the right kind of learning.</li>
<li>To make a better decision, keep asking yourself “What should be happening in your career/start-up in the next 5 years”. </li>
<li>This might sound like a theory to you or you probably have heard from yogis to practice living in the moment. But that doesn’t mean you should not try to foresee or plan where you want to go and how you can probably reach out there.</li>
</ul>

Advice For Young Managers

Outsiders should understand that it’s not their company. This means to avoid being the face of the company or getting media coverage. That’s what Eric did when he was leading Google and Larry Page, Sergey Brin. He focused on running the company & making it profitable leaving Larry & Sergey to be the face of it.

A CEO Who Is Not A Founder But An Outsider

The way you build great products is by building a small team, working really hard, pushing the team & getting the product out which just barely works.  Example: The original iPod just barely worked initially. From there, Apple improved it before it was taken to the mass market. As a founder, you have to have a judgment when your product & start-up is ready to scale.

Building Great Products Is A Long Game

Great products are built from self-use. As a founder, you know whether your product really works or not. And if you don’t know, get the data from your initial set of customers and analyze it. Making sure your product works before you take VC money and start expanding in all directions.

Self Usage: Eating Your Own Dog Food

<ul><li>Hire intelligence over experience.</li><li>Take your time to hire the right guys. And if things are not working with new hires even after doing multiple interventions, fire them fast.</li><li>Sell your dream to prospective candidates. Hire those to whom it makes sense. .</li><li>Hire ordinary people who have done extraordinary things.</li><li>Hire people who can work better in teams. Give a person an exception to be an individual contributor if she is an exceptional talent.</li><li>On the finance side, hire CFOs who have gone bankrupt because they have seen what should not be done to become bankrupt.</li></ul>

Hiring Tips From Eric Schmidt

Next generation of successful programmers will be those who can write programs such that software themselves can learn how to solve a problem. This is also called machine learning.

Machine Learning

In every successful company, you have got a core team with following qualities:<ul><li>The one who has very good product sense.</li><li>The one who has emotional intelligence for all the stakeholders.</li><li>And the one who knows who to make people move fast.</li></ul>

A Successful Company

Three pointers for entrepreneurs who want to build a great company: <ul><li>Have an incredible founding team & right founders to address right kind of problem</li><li>You need to have some luck</li><li>Passion, lots of hard work and hiring awesome people</li></ul>

Advice To Entrepreneurs

Advice to Young Managers and Leaders By Eric Schmidt

This is session 8 of Technology-enabled Blitzscaling, a Stanford University class taught by Reid Hoffman, John Lilly, Allen Blue, and Chris Yeh. This class features Reid Hoffman interviewing Eric Schmidt, the Executive Chairman of Alphabet Inc. (formerly Google).

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Technology & The Future

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Startups

podcasts

Podcasts

This is session 8 of Technology-enabled Blitzscaling, a Stanford University class taught by Reid Hoffman, John Lilly, Allen Blue, and Chris Yeh. This class features Reid Hoffman interviewing Eric Schmidt, the Executive Chairman of Alphabet Inc. (formerly Google).  Learn more about your ad choices. Visit megaphone.fm/adchoices

How do tech startups go from idea…to iconic? Greymatter’s weekly podcast features interviews with VCs, founders, and tech visionaries on everything from AI, marketplaces, and cybersecurity as well as company-building strategies like growth, finding product-market-fit, and recruiting top talent. Founders and VCs offer candid accounts of success, failure, and adaptation. Greymatter delivers practical insights mixed with the bold optimism that defines entrepreneurship.  

Greymatter

Eric Schmidt on Structuring Teams and Scaling Google | Blitzscaling 08

The research is clear about how we grow most successfully: it’s a combination of on-the-job, social, and formal learning, also known as the 70-20-10 model. This research-derived mantra says that roughly 70 percent of your professional growth will come from the work experiences you have, 20 percent will come from your interactions with others, and 10 percent will come from formal education.

The 70-20-10 model

Think of growth as a cycle — successfully perform, get feedback, and perform again even better. Experiences power that growth cycle, so you’ll want to understand which experiences matter most and gain as many of them as quickly as possible.Two key steps to grow faster are:<ul><li>Determine your from/to.</li><li>Get the experiences and create a personal experience map.</li></ul>

Think of growth as a cycle 

Use the from/to framework - two brief statements — one describing where you are today and one describing your next big (not your ultimate) destination.
Examples of great from/to statements include:
<ul>
<li>From an individual contributor who adds value through technical expertise and closely follows others’ directions, to a people leader who creates a clear strategy and delivers results through a small team.</li>
<li>From a business strategist who can appear aloof and dismissive of those with less intellectual horsepower, to a general manager who aligns and inspires her region through personal connections.</li>
</ul>

Determine your From/To

A personal experience map shows which experiences you want to acquire in the next two to five years to grow your career. It’s a practical planning document that describes how you will produce the highest-performing you.There are two types of experiences that will accelerate your development:<ul><li> Functional experiences help make you great at something, i.e. marketing, supply chain, R&D. They allow you to prove that you’re highly competent at what you do. </li><li>Management experiences will help you prove that you can perform or manage in a variety of challenging situations.</li></ul>

The personal experience map

Select four to seven functional experiences and three to four management experiences you believe will benefit you most and list them on your personal experience map. The map should be focused and realistic — a reference sheet that you’ll use regularly to plan your growth and assess your progress.The personal experience map is now your guide to continuously grow your high-performing self. Creating it will be one of your best investments of time. Review the content of your map any time you switch jobs or companies and at least every six months to ensure that it remains a current, helpful guide.

Create your personal experience map

Identify where you are and where you want to go.

A Simple Way to Map Out Your Career Ambitions

According to psychologists, messy environments reduce our focus, tax our brain and make our overall working lives more difficult. In addition to this, the “Pygmalion Effect” suggests that tidy individuals are more likely to be seen as ambitious, intelligent and kind – all factors which subsequently lead to better performance at work.

A Messy Environment

Tidying up can sometimes feel like a never-ending process. We swing between moments of having a tidy environment to a chaotic one. Why can’t we seem to tidy and keep it that way?One of the main reasons for us not being consistently tidy is because of our intrinsic motivation behind it. You need to ask yourself whether you really want a tidy workspace based off your own initiative or because external factors require it. Secondly, you should be in control; don’t rely on others to do it!

Why are we not clean

Before you get started tidying up, it is a good idea to have an effective plan in place. <ul><li>Visualize Your Ideal Work-Life.</li><li>Know where everything belongs.</li></ul>When you encounter anything, ask yourself:<ul><li>Does it spark joy?</li><li>Is it needed for work or play?</li><li>Any future utility that it provides?</li></ul>

Getting Started

Books can provide us with knowledge and inspiration but can also become a barrier to tidying. Although a full bookshelf can seem fulfilling, we might keep books for the wrong reasons – like impressing others…Gather all your books into one space and ask yourself those 3 earlier key questions: Does it spark joy, is it needed for work and will it lead to future utility?If you find you cannot answer any of those questions, then it might be time to let it go!

Books: The Tidy Way

1. The pending onesThese are the ones that require future action. Think outstanding bills and things like proposals that must be reviewed.2. The ones we MUST keepMost workplaces will have things that are required by law – these might be long-term contracts or legislation. 3. The ones we WANT TO keepThese might spark joy or be valuable for other purposes. You need to be brutal here, however. If they get in your way and are not worth it then get rid!

Documents(Physical and Digital)

Make clear but simple categories which work for you. If you are a designer maybe break everything down by client and then have a master admin folder for general bits. If you do a lot of ad-hoc work maybe a date type filing system might be best? Ask yourself: How do I approach my work and how can I simplify how I obtain things I need?

Categorizing Everything

Regularly maintain a box – whether it be physical or digital – for things which are pending. This is your place to put things when they don’t have a place yet. Think new documents – do not just put everything here though! It is instead a short-term stop-off for documents.

Pending Box

There are usually 3 ways we approach our emails: all of which can lead to problems.1. Those who stay alertThese are the people who stay alert for inbound emails.2. The spring cleanersThese are the people who purge their inbox occasionally. 3. The accumulatorsThese are the people who let emails accumulate and then rely on the search functionality. If your inbox has at least 1000 emails in it then this might be you!

Email Personality Types

<ul><li>Firstly, consider those 3 questions we have been using above when deciding what to do with an email.</li><li>Delete anything which does not fulfil the criteria and then begin organizing the remaining ones.</li><li>I would suggest having a reasonable number of folders but no more than 10. Categorize the folders into different sections.</li><li>This is something which should be done daily. When you have a spare second, tidy your emails!</li></ul>

Taking control of Your Emails

It can be easy to fall into the trap of doing more work than we should. It can be so troublesome that psychologists have coined it “Over-earning”.We tend to invest lots of energy into things that don’t really matter. We might originally undertake a task to achieve a specific objective, but we can lose sight that we have achieved our goal and instead try to maximize whatever we can get. Instead of spending time enjoying the rewards, we have earned we instead keep working for the sake of it.

The 3 Traps: Overearning

Instead of making time to dive into focusing on one task we instead jump from one seemingly urgent task to the next. We work on auto-pilot and complete assignments based on what has been deemed urgent instead of the important tasks. What usually happens is most tasks become urgent when they are not, and it is no surprise that we feel overwhelmed and suffer the negative consequences because of that.

The 3 Traps: Urgency

Multi-taskers tend to be among the least productive people at work. Research suggests that by multi-tasking you could be decreasing your productivity by as much as 40 percent. We can only think of a limited number of things at once: take on too much and you are likely to end up doing a few things poorly rather than one thing especially well.

The 3 Traps: Multitasking

You do not have to let your schedule get the better of you. Here are some tips on taking control of your schedule:1. Identify your ‘core tasks’These are your central, ongoing activities that justify your existence at work.2. Identify the ‘project tasksThese are the kind of tasks that have a discrete beginning and end.3. Identify the ‘developmental tasks’These are the ones that help us learn and grow such as reading, training, and attending conferences.

Taking Control Of Your Schedule

Most of our decisions are ones made with little effort or focus, however, other decisions can be high-stakes and require intense thought and then there are the medium-stake decisions which fall in between and are the ones we are likely to put off as they aren’t as easy to make. When tidying your decisions follow this process: Forget about the small ones, organize the medium ones and reserve your energy for the large and important ones.

Tidy Up! Decisions To Make

<ul><li>Gather all the medium stake and high-stake decisions that you currently or will soon face.</li><li>Look through your pile and put the high-stakes ones to one side. These must be kept!</li><li>Now you’re left with the medium pile. It’s time to find out what is worth keeping.</li><li>Again, ask yourself those 3 important questions.</li><li>In addition to this you should also ask yourself: Is this something someone else can do better or cheaper? If so, delegate the task to someone else!</li><li>Also think, does this need regular involvement and thought? If not, then try your hardest to automate these decisions!</li></ul>

Important Decisions

Instead of doing everything perfectly – forget the idea about being a perfectionist and completing everything perfectly, you might be able to cope for a week but after a while, you’ll get fatigued and start doing a poor job on everything. Instead, perfect the jobs that need to be perfected.That business presentation to a potential client? Get that right! Where to go for lunch with a friend? Who cares? Choose anywhere!

The Perfectionist Trap

1. Show upThis means not being only physically present but mentally present too. 2. Come preparedRead any agendas sent over and bring any information along which might be useful.3. Put away distractionsOther messages can wait… Give the meeting and its participants your full attention!4. Speak upEveryone has something useful to say, do not be afraid to give your thoughts on the issue.5. Do no harmIt should be a place to spread positivity and ideas, not negativity and gossip.

Simplify Meetings: 5 Steps

1. What do you want to accomplish?Is the meeting even required in the first place?2. Do you need to invite everyone?Fewer people but more engagement is better than lots of people with little engagement.3. Let others know the purpose of the meeting.Send out an agenda to help others decide if it’s useful for them.4. Encourage participation.Meetings are a place to spread and discuss ideas, make sure everyone is heard.5. Set realistic timelines and keep it short, like 20 minutes.6. The EndgameEnd the meeting summarizing everything that has been discussed, and what is learned.

Running A Tidy Meeting

This is the key to productivity and eventual success which most people overlook.

Declutter your desk and brighten up your business with this transformative guide from an organizational psychologist and the #1 New York Times bestselling author of The Life-Changing Magic of Tidying Up. The workplace is a magnet for clutter and mess. Who hasn't felt drained by wasteful meetings, disorganized papers, endless emails, and unnecessary tasks? These are the modern-day hazards of working, and they can slowly drain the joy from work, limit our chances of career progress, and undermine our well-being. There is another way. In Joy at Work, bestselling author and Netflix star Marie Kondo and Rice University business professor Scott Sonenshein offer stories, studies, and strategies to help you eliminate clutter and make space for work that really matters. Using the world-renowned KonMari Method and cutting-edge research, Joy at Work will help you overcome the challenges of workplace mess and enjoy the productivity, success, and happiness that come with a tidy desk and mind.

productivity

Productivity

Declutter your desk and brighten up your business with this transformative guide from an organizational psychologist and the #1 New York Times bestselling author of The Life-Changing Magic of Tidying Up. The workplace is a magnet for clutter and mess. Who hasn't felt drained by wasteful meetings, disorganized papers, endless emails, and unnecessary tasks? These are the modern-day hazards of working, and they can slowly drain the joy from work, limit our chances of career progress, and undermine our well-being. There is another way. In Joy at Work, bestselling author and Netflix star Marie Kondo and Rice University business professor Scott Sonenshein offer stories, studies, and strategies to help you eliminate clutter and make space for work that really matters. Using the world-renowned KonMari Method and cutting-edge research, Joy at Work will help you overcome the challenges of workplace mess and enjoy the productivity, success, and happiness that come with a tidy desk and mind.

Marie Kondo is an accomplished writer whose work has resonated with readers around the world. Marie Kondo has published several books that explore a range of topics, from fiction to nonfiction, and has received critical acclaim for the ability to weave compelling narratives. Marie Kondo's writing style is known for its depth and authenticity, and has earned quite a loyal following of readers.

Marie Kondo

Scott Sonenshein is an accomplished writer whose work has resonated with readers around the world. Scott Sonenshein has published several books that explore a range of topics, from fiction to nonfiction, and has received critical acclaim for the ability to weave compelling narratives. Scott Sonenshein's writing style is known for its depth and authenticity, and has earned quite a loyal following of readers.

Scott Sonenshein

Joy at Work

Joy at Work: Organizing Your Professional Life

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