Knowledge is the first step to learning but to take that knowledge and do something with it moves us to action and that is the first step to change. Every day we have numerous experiences. Take one of those experiences and identify in some detail what actually happened during that experience. Clarify ways to improve next time; and then make a call to action - do something - act to change a behaviour, add a strategy to overcome an obstacle, or reset priorities to match core values. What ever it is - learn from the experience and develop positive actions to improve. 
 
When we use this method of learning we turn every day occurrences into learning opportunities. 

We make learning continuous when we open our mind to it. A 76 year old can be just as excited about learning something new as a young child. That's why some people say they will never retire. They are always open to new possibilities.
 
What someone thought they knew about themselves or something thirty years ago often pales in light of what they know today. The "knowing" today is often deeper and has many more dimensions than 30 years ago.  
 
 What to do:  


At the end of each day take a few moments to identify a positive or a problem experience that happened during that day, reflect on what happened during that experience, clarify ways to improve and then jot down an action for improvement. Put that action in your to do list for the next day. 

• Once a week review your work and pick one area for improvement during the next week. 
• Once a month review what you have accomplished and set a learning goal for the next month. 
• Annually set a learning goal that will keep you energized and engaged in your career choice. 

Practice a different skill set at every opportunity. 
  
                                   Remember:  “Learning and change are inseparable friends” 
  

Listening is so fundamental to our communication process that we can easily take it for granted. Unless one has extremely limited interaction with people the opportunities for listening abound in the workplace. We need to listen up when a customer is front of us or on the telephone, or when someone comes to us with a problem or a solution, or when we are coaching an employee, or when ______ (you fill in the blank). Every time we encounter an individual our listening antenna needs to go up.

There are five levels of listening behaviors with level one being the most comprehensive.

Level One: These are the people who listen to understand all the communication signals of the speaker - the tone, emotions, body language and technical elements and even what is being said behind the words. They are the ones who send off the signal: "I am listening intently so that I can walk a mile in your shoes." They are the "empathetic listeners." They are the ones who hold eye contact and listen deeply.

Level Two: This listening behavior tends to be more "factual and technical".  These people have an ear for factual information, sometimes at the expense of "feelings" or "emotions". They are often called the "objective listeners."

Level Three: At level three we have the "selective listeners" or those who listen to confirm their point of view or pick out only what they want to hear. They listen only for the elements of the discussion that they are in agreement with and often miss the whole point of the conversation.

Level Four: Here we have the "pretenders." They give the impression they are listening but are often doing something else. For example we can "hear' these people when we are speaking with them over the telephone and they are busy working away on something else; or when we are making a presentation and they are gazing at us like deer caught in the headlights, or texting, or reading their e-mail - all the while nodding their heads to give the impression that they are listening.

Level Five: You guessed it - they are the "ignorers." They are not listening at all, which when we really think about it may be an "oxymoron." 

To listen well we need to develop strong listening habits. Here are the four basic rules for strengthening a good listening habit:

1. Hear what is being said - this means giving undivided attention to the person who is speaking.
2. Understand what we have heard - this means clarifying what is said by asking questions, 
3. Interpret our understanding of what was said. -this means the rationalization process of quickly putting into context our understanding of what was said.
4. Recap or paraphrase our understanding of what was said - this means repeating in your own words our understanding of what is said.

Remember all communications are perceived but 70% to 90% are screened out or changed by the person who perceives them. If you want to improve your listening habits consider this learning opportunity "Priority Influencing" at http://www.prioritymanagement.com/ and check out an office near you.

Author: Richard P. Fontanie MSW. FCMC         Updated from the archives of Fontanie Learning Solutions.

The first conundrum about time management is that we can’t manage time. We can only manage ourselves within the time that we have. Time marches on, tick by tick, without us or without our awareness. The second conundrum is that it takes discipline to manage oneself. 
 
Self-discipline is that elusive quality that forces us to keep to task and to keep on focus. It is elusive because we often want to do something else rather than do what we know we need to do. We let our emotions take over, or do something easier than what we know we should do, or, if we are honest, we are lazy and just don’t want to do it.  We give in to our weaknesses, feelings and temptations. We lose the will-power and self-restraint to keep on focus and task. This is why, with all our good intentions, we don’t do what we should do within the time that we have.
 
The first element in managing the time we have then is to manage our selves – to become strong-willed self managers, to become self-disciplined individuals. Once we understand that this is what keeps us on focus and task we can then put the other elements together.
 
In organizations, we have the big picture – the strategic intent of the organization or of the business. It is spelled out in the vision, mission, goals and values statements.  From this big picture teams and individuals establish work plans with specific measurable objectives. These objectives are often called SMART objectives. They are Specific, Measurable, Attainable, Relevant and Trackable.  The objectives are the specific “what” of what we are to accomplish. They are the major “dos” for us to do. This strategic intent gives us our focus for our work.
 
From big picture focus, comes work. Work is the “doing” of the objectives. It is translated into our roles and responsibilities. It finds itself in our day-to-day activities – answering telephones and emails, writing emails, inputting data on computers, meeting people, making sales calls, writing letters, documenting calls, completing specific administrative tasks to get the work done – all related to our specific roles and responsibilities. This is our daily work.
 
When we look at our work objectively we see that what we do is all related to building relationships with others. So, the key to our work is building relationships. However, in doing all this work we are constantly making decisions about what to do. Each time a telephone call or email comes in, or when we are asked to complete a task, or attend a meeting we make decisions about what we are going to do concerning the request, directive, or conversation.
 
As we make the decision, we give it a level of priority. We ask ourselves four questions: 1) Is it important and urgent? If it is important and urgent, I must do it now.  We give this item an “A” priority.   2) Is it important and non-urgent? It is important but I have time to do it later. If so, this also becomes an “A” priority because it is important. 3) Is it urgent but not important? If it is urgent and not important perhaps someone else can do it. Or, if we can’t delegate it to someone, it becomes my “B” priority.  I will do it when I can fit it in my day. But remember we still must complete the task. 4) Is it not-important and not urgent? If so then it is something we can delete or not do.
 
In the process of making these four decisions we are deciding to “Do it now,” “Do it later,” “Delegate it to someone else,” “Defer it to another time,” or Delete it altogether.  Ah, the all important “Delete Button.” A button people often forget is on their key board and in their head. Use it when necessary.
 
When we go about our work there are things we do that are not related to a specific decision as described above. They are related to a multitude of tasks and activities. These are assigned to projects. Projects have many tasks and activities but within each task or activity we need to go through the same decision-making process. So, although a project has many tasks and activities, each one is assigned a priority as well as to when and who will carry it out.
 
As we go about our day, there are unscheduled interruptions – those dastardly activities that interrupt our thought processes and activities. They may be more important than the priority we are working on, or they may not be. So, we are back in the decision-making process. How important is the interruption and when should I complete it? Or, should I delete it?
 
The final context of managing self during work time, is the evaluation process. At the end of the day we review what we have accomplished during the day. As we accomplish a task we check it off. Those we didn’t complete because of unscheduled interruptions, we decide when we should do it. Will it be the next day or later?
 
When it’s time to close the day – the last ten to fifteen minutes of the work day – it’s time to plan for tomorrow.  That’s when we review the day’s accomplishments, prioritize tasks for the next day and set time frames when we intend to complete them.
 
At week’s end or month’s end we look at all the completed items on our list and measure them against our over-all strategic intent and determine whether we are on target, what has taken us off focus and what are we going to do about it. The evaluation process is a great way to maintain focus on the big picture and making sure our work is moving towards the end in which it is intended.
 
Keeping self-management in relation to time in context, and following a process of decision-making, prioritizing tasks, checking off completed tasks, determining when to complete unfinished tasks and evaluating our work against our strategic intent will keep us focused, on-point and give us a sense of accomplishment. We can say not “what did I accomplish today?” but “I accomplished these things.” The result is a positive reinforcement of what we do and provides us a greater sense of self-worth.

A great program to get back into control is offered by Priority Management within its Working Sm@rt program. You can find it here.
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Author: Richard P. Fontanie MSW, FCMC