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#Leadership : Dan Pink Reveals The Perfect Time For #Meetings, #SalesPitches, & #CreativeTasks ….Your #Decision on When to Hold a #Meeting should be a #Strategic one, Not one Made Out of Convenience. Knowing When you’re at your Best for Specific Tasks Could Give you a Competitive Edge.

The famous TED speaker and New York Timesbestselling author Daniel H. Pink, along with his team of researchers, spent two years analyzing more than 700 studies in fields ranging from economics to psychology to unearth the hidden science of perfect timing. I recently sat down with Pink to talk about the results in his new book, When.

Specifically, we talked about Pink’s research and what it reveals about the timing of meetings, sales pitches, and creative tasks.

When to time meetings

Pink says the biggest mistake business professionals make when scheduling meetings is “lack of intentionality.” In other words, we set meetings when it’s convenient without considering whether the time of day unleashes the team’s best ideas. “When we schedule meetings, we only think about one criterion—availability,” says Pink. “Instead, we should be thinking about what kind of meeting it is: analytical, administrative, creative. We should be thinking about what type of people are there. Are they morning people or evening people?”

 According to Pink, your decision on when to hold a meeting should be a strategic one, not a decision made out of convenience. In one extraordinary study, a group of business school professors studied whether a CEO’s mood during earnings calls impacted the stock price. They studied 26,000 earnings calls from more than 2,000 public companies over a period of six years. They found that the time of day influenced the emotional tone of the conversations, and by extension, perhaps even the company’s stock price.

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Calls held first thing in the morning—when moods are generally high—turned out to be reasonably upbeat and positive. The tone grew more negative as the day progressed, especially if the calls were held in the early afternoon when Pink says our moods tend to dip (before rebounding after five o’clock). “Afternoon calls were more negative, irritable, and combative than morning calls,” writes Pink.

The takeaway: When you can, schedule important calls and meetings earlier in the day.

When to time sales presentations

Pink’s research shows that when we approach a decision, we come to the table with a ‘default position.’ Asking your boss for a raise? Their default position might be to say “no.” Approaching a potential customer to make a sale? Their default position might be to say “no.” Once again, timing matters.

Pink says salespeople are more likely to overcome a prospect’s default position earlier in the day—when moods are elevated—or immediately after a short break. We all suffer from cognitive fatigue. The brain consumes a ton of energy and we get tired from all that thinking. We need short, frequent breaks to achieve peak performance.

The takeaway: Schedule a sales call in the morning or after your prospect comes back from a break.

When to time creative tasks

Dan Pink surprised me with the timing of this activity. I assumed that if our energy levels are highest in the morning, it would be the best time to do our most creative work. Not necessarily, says Pink. Think about the mood cycle once again, Pink reminded me. In general, our positive moods rise in the morning, dips in afternoon, and rises again in the evening beginning around 5 p.m. The second thing to keep in mind is “vigilance.” Vigilance refers to our cognitive ability to be hyper-focused and to keep distractions at bay. Vigilance spikes in the morning. The research shows that analytical decisions are best made in the morning hours precisely for this reason. One study found that students perform better on math tests in the morning. Math requires sharpness, vigilance and focus.

But all brainwork is not the same. ‘Aha moments’ or creative insights often occur later in the day after 5:00 p.m. or so. At the time, most of us have an elevated mood and less vigilance. According to Pink, “At those looser moments, a few distractions can help us spot connections we might have missed when our filters were tighter.”

Takeaway: Tackle analytical problems in the morning and save creative pursuits for later in the afternoon and early evening.

Our cognitive abilities fluctuate during the day—often extremely so. Sometimes we’re sharper, faster, or more creative. Knowing when you’re at your best for specific tasks could give you a competitive edge.

Carmine Gallo is a keynote speaker and author of The Storyteller’s Secret and Talk Like TED and his new book Five Stars: The Communication Secrets to Get From Good to Great.

 

Forbes.com | February 28, 2018 | 

#Leadership : How To Lead A Productive #PerformanceReview …How Can you Make the Performance Review something of Value for You & your Employee?

Employees dread the performance review. They look to this yearly evaluation with angst, annoyance and anger. It’s a measure of their whole year bottled into a one- to two-hour meeting that will determine their promotion, raise, etc. They often don’t even leave with feedback on how to grow; it’s mostly a waste of time.

Leaders don’t like the performance review much, either. The process typically takes them at least five times longer than it takes their employees — and they often see a less engaged employee on the other end.

It’s a hard process. It’s time-consuming, vague and not focused. Still, the performance review process shouldn’t be scrapped. It can be done better — it can serve as a tool to align leader and employee, connect your team and organizational goals and be a catalyst for employee growth.

How can you make the performance review something of value for you and your employee?

Let’s start with the intention of the performance review process. The purpose of the performance review is to assess your employee’s work over the past year (or quarter, etc.), agree on actions for improvement, and align on next year’s (or quarter’s) goals as they relate to the company’s core objectives.

I’ve broken the process down into a few simple steps to remove the vagueness, provide concrete actions to take and set you up with a framework to hold more productive performance reviews for your team.

Step 1. Assess successes and opportunities. You can’t just walk into a performance review meeting and wing it. It does take preparation. It should not, however, take more than 60-90 minutes to prepare for each employee.

In reviewing their performance, look at each of your employee’s goals in the following ways.

• Analyze the outcome. Did she reach her goal, yes or no? What are her tangible metrics? 

• Identify actions you want her to repeat. What did she do well that helped her towards this goal? What was the impact of her actions? Make sure to provide specific examples.

• Identify actions you see as opportunities. What could she have done better? What was the impact? What is the potential impact of adapting? Share specific examples.

Write down notes and examples. It’s okay to use them during the conversation, it shows your employee you care about their growth and have dedicated time to giving thoughtful feedback. Ask your employee to do the same. Have her come to the meeting prepared to share her results. Following this structure will set each meeting up for success.

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Step 2. Hold the conversation. This is your employee’s meeting. Sit back, listen and ask questions for clarity. Then give your feedback.

For an ideal review, follow the four As: ask, add, agree, align.

• Ask and listen. How did you see your performance over the last year? What were some of your significant accomplishments? What didn’t quite go as planned? What happened, and what did you learn?

• Add your feedback. This is the time to share your feedback. What actions did she do well? What are some opportunities for growth? Share specific examples for each.

• Agree with the assessment. Do you agree with her assessment? What do you have to add to it? Does she agree with your assessment? What does she have to add?

• Align with new goals. Now that you’ve agreed on the assessment of her performance, it’s time to look forward. It’s a chance to set new goals based on company objectives and her desired areas of growth. 

Where should she focus her energies to achieve business objectives for the next year (or quarter)? Where does she want to grow and develop herself? You should leave with three to five S.M.A.R.T goals for the upcoming year (or quarter).

You’ll know if you’ve been successful if your employee does most of the talking. It’s her meeting, about her work, and her success is your success.

Step 3. Follow up and follow through. This is where most bosses miss the mark. We spend all of this time preparing for the meeting, the meeting happens, and we never bring it up again. In turn, nothing changes.

There are a few simple elements that will help make it easy for you to follow up with your employee and follow through on the actions you agreed to in the meeting.

• Follow up on review outcomes. Send a recap email summarizing the results of the conversation and the three to five goals set. Ask your employee to review and confirm. This is a great way to make sure what you heard in the meeting is the same as what she heard.

• Track follow-through on action towards goals. Once a month, review progress on these goals with your employee. What’s working? What’s holding her back? How can you support her? Asking her about these goals highlights their importance and your dedication to her growth and allows room for adaptation and adjustments in real time.

Stop looking at reviews as a burden and time suck. They’re an opportunity to align and lead your team more powerfully.

When done well, the performance review process will engage your employee, create more clarity and make your role as a leader easier in the long run.

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Forbes.com | January 12, 2018