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Do You Really Have Time to Do a Do-over?

Makarios Consulting

How much time would it have taken to check for understanding in the initial delegation meeting? How long did it take – and at what cost in terms of time, resources, emotions, energy, team dynamics, and quality – to re-do the task at the eleventh hour? Save Time by Spending It. Invest Your Time Upfront. Ten minutes?

ROI 56
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Do You Really Have Time to Do a Do-over?

Makarios Consulting

How much time would it have taken to check for understanding in the initial delegation meeting? How long did it take – and at what cost in terms of time, resources, emotions, energy, team dynamics, and quality – to re-do the task at the eleventh hour? Ten minutes? Perhaps fifteen? There is simply no comparison.

ROI 52
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A Way to Plan If You’re Bad at Planning

Harvard Business

Learning how to plan — especially if you’re new to organizing your time — can be a frustrating experience. As a time management coach, I’ve seen some incredibly intelligent people struggle to plan. As a time management coach, I’ve intuitively picked up on the importance of this truth.

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Meetings That Work for Both Managers and Makers

Harvard Business

Managers operate at the center of a complex web of customers, external partners, and internal stakeholders. In an analysis my company commissioned from Microsoft Workplace Analytics , data collected from calendar and email information across a broad range of organizations showed that makers have an average of 15.5

Meeting 30
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How to Know Whether You’re Giving Your Team Needless Work

Harvard Business

Barbara, an investment analyst, recalls the insult and awkwardness of being asked to serve coffee to a group of bankers right before presenting the analysis supporting a corporate acquisition.

How To 28
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Two Powerful Ways Managers Can Curb Implicit Biases

Harvard Business

For the most part, managers are not given the right tools to overcome the challenges posed by implicit biases. But this demands a lot of cognitive energy, so over time, managers go back to their old habits. Run a gap analysis. Ask, “What skills and experiences am I missing on my team that this person has?”

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What If Companies Managed People as Carefully as They Manage Money?

Harvard Business

Today’s executives spend a lot of time managing the balance sheet, despite the fact that it doesn’t represent their company’s scarcest resource. According to Bain’s Macro Trends Group, the global supply of capital stands at nearly 10 times global GDP. Energy, too, is difficult to come by.