Now that we have determined which tasks we need to be doing, the next step is to set clear, actionable goals that will help us get our tasks done. Goal setting is a critical component of any growth process, personal or professional.

There are many benefits of setting goals, including:

Clarity and focus: Goals motivate us to cut through the weeds and get focused on what’s really important
Planning: Goals help us map out the necessary steps to achieve our desired result
Accountability: Goals force us to set and meet deadlines and be accountable to others
Transparency: When shared, goals help others understand what we’re focused on
Self-esteem: Goals raise our self-confidence as we see ourselves grow and progress

Manage and prioritize your to-do list

Few productivity tools elicit divergent opinions as does a to-do list. Despite their longstanding as the method of choice for productivity enthusiasts, to-do lists have come under recent fire as an antiquated system that must be improved upon or dropped.

Gary Keller, best-selling author of "The One Thing," argues that, “Long hours spent checking off a to-do list and ending the day with a full trash can and a clean desk are not virtuous and have nothing to do with success. Instead of a to-do list, you need a success list -- a list that is purposefully created around extraordinary results.”

How to prepare your teachers (and yourselves) for a year of uncertainty

While uncertain times demand flexibility, growth mindset, and industriousness from all parties, it’s the leaders who need to create the nurturing, supportive environment for people to do their best work, while setting expectations for others to rise up to. Particularly in times of ambiguity, leaders are looked to for strength, clarity, guidance, and direction. Even when they, too, are unclear about how best to proceed and perhaps even scared, school leaders need to project feelings of confidence and calm and find ways to communicate them with others.

To lead in these conditions, start by controlling your own fear. Your people first need to believe that you’re in control of yourself if they're to have confidence that you can make smart decisions in tough times that affect others. One independent school headmaster I know made a calculated move back in March (just before the lock down) that he quickly came to regret. Apparently, some teachers had acted lackadaisically early on with their student supervision as the scope and severity of COVID was still being understood. The headmaster responded by raising his voice at a teacher meeting as a way of impressing upon his staff that COVID was serious and that children’s lives were at stake. The result was a fearful staff and an admonition from the school’s lay leadership.

How to identify (and then do) your most important tasks

When considering what to work on, start with the “big rocks,” the priorities and cornerstones that you first need to “place in your jar” before filling other things (the metaphorical pebbles, sand, and water) around it. These could be “one off” tasks that can be achieved in a single time block (we’ll discuss time blocking later,) or may span several days. If you don’t put the top priorities into your calendar first, all of the other demands will clutter your time and mental bandwidth.

The “big rocks” are commonly called “MITs,” or most important tasks. Whatever term you use, it is a critical to identify the tasks that will produce the most important results you’re looking to achieve. Not everything on your plate is of equal importance, so don’t treat them equally. At the beginning of every day, create a list of 2-3 MITs, then focus on getting them done as quickly as possible. So as not to get distracted, keep this short list separate from your general to-do list or task tracking system. I suggest you write them down on a Post-it or index card and keep it positioned squarely in front of you until the list is complete.

The 3 I's of effective leadership

For leaders, the letter “I” represents three key elements in their ultimate success. These elements build from the inside out, starting with one’s core identity and purpose and extending far beyond self. They remind us of what we can do and become when we solidify our core and make others’ success our focus.

They are: (1) integrity, (2) influence and (3) impact.

Integrity helps us become the best versions of ourselves and communicates what we stand for.
Influence allows us to direct and augment the work of others.
Impact is all about results. We create impact when we achieve our goals.

These three do not exist in a vacuum. In fact, they lead one into the next.

When we’re in integrity (A), we become more influential (B). This, in turn, drives results, magnifying our impact (C).

Manage and prioritize your to-do list

Few productivity tools elicit divergent opinions as does a to-do list. Despite their longstanding as the method of choice for productivity enthusiasts, to-do lists have come under recent fire as an antiquated system that must be improved upon or dropped.

Gary Keller, best-selling author of "The One Thing," argues that, “Long hours spent checking off a to-do list and ending the day with a full trash can and a clean desk are not virtuous and have nothing to do with success. Instead of a to-do list, you need a success list -- a list that is purposefully created around extraordinary results.”

Tips for Choosing the Right Tasks for the Right Time and the Right Person

In a recent post we talked about the importance of identifying the right tasks, or MITs. to work on to maximize your productivity.

MITs (Most Important Tasks) are the tasks that will produce the optimal results and address the most critical issues you face. These are often referred to as “big rocks,” as in the priorities that you first need to place in your “jar” (i.e. complete) before filling other things around it (the metaphorical pebbles, sand and water.)

Naphtali HoffSeptember 8, 2020Impactful Coaching & ConsultingComment

How to prepare your teachers (and yourselves) for a year of uncertainty

While uncertain times demand flexibility, growth mindset, and industriousness from all parties, it’s the leaders who need to create the nurturing, supportive environment for people to do their best work, while setting expectations for others to rise up to. Particularly in times of ambiguity, leaders are looked to for strength, clarity, guidance, and direction. Even when they, too, are unclear about how best to proceed and perhaps even scared, school leaders need to project feelings of confidence and calm and find ways to communicate them with others.

To lead in these conditions, start by controlling your own fear. Your people first need to believe that you’re in control of yourself if they're to have confidence that you can make smart decisions in tough times that affect others. One independent school headmaster I know made a calculated move back in March (just before the lock down) that he quickly came to regret. Apparently, some teachers had acted lackadaisically early on with their student supervision as the scope and severity of COVID was still being understood. The headmaster responded by raising his voice at a teacher meeting as a way of impressing upon his staff that COVID was serious and that children’s lives were at stake. The result was a fearful staff and an admonition from the school’s lay leadership.

Shifting the Leader’s Mindset from Me to We

Too many new leaders also “have it all wrong,” at least in terms of how they view their new roles. They think of leadership as the next step in their ascent, one that represents an increase in responsibility and authority but not one that necessarily demands change in their core thinking and approaches. In truth, to assume a leadership post is to enter into a whole new professional arena.

Before assuming this new position, accomplishment was all about you and your performance. You worked hard to achieve success and hoped that you would get noticed and promoted. Time and effort were invested in self-promotion, with the understanding that your success would translate into the next step that you desired. Once you become a leader, however, achievement is measured by your ability to grow others, to make the people who work for you more capable and more confident. The game is no longer about you winning. It’s your team that must win for your term as leader to be deemed a success.

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