An effective schedule is composed solely of Routine, Rocks and Reserves. You should be able to look at your calendar and see them.

Routine.
This is missing from most entrepreneur’s schedule. It’s the routine meetings and regular times you review reports. Of course you don’t have time for this. There’s too much happening in your day. And all those damn interruptions. What you don’t realize is that if you have the right routine it minimizes the interruptions and the surprises. But you may have to give up the adrenaline addiction, so it won’t feel the same.

What is the right routine? More than I can go into here but check out Mastering The Rockefeller Habits by Verne Harnish. It involves doing certain things daily, others weekly, monthly and quarterly. You can do them by phone when traveling so there’s no excuse. And they don’t take a lot of time but they must be done consistently.

Rocks.
These are the important things that are never urgent. The name comes from a story told in First Things First by Stephen Covey. (Buy it used at Amazon for a penny.)

The gist is that if you want to fill a bucket with some rocks, some gravel, some sand and some water, you need to put the rocks in first and let the other stuff flow around them. Your rocks are the projects you want to get done but can’t find time for. Pick one. Two at the most. You need to put rock time on your calendar just like you would any important meeting. Work on them till they’re finished then move to the next rocks. In a year, you’ll get much more done than if you try to work on thirty at once a little at a time.

For some people, rocks are the production time they need – this is true for lawyers, graphic artists, phone sales people and the like. The key to these rocks is to schedule time that’s uninterrupted and keep it that way. Don’t check email, don’t answer the phone, make sure the others in your office know not to knock unless there’s blood or fire.

Reserves
Once your schedule has the routines and rocks in it, there should be space. That means you have to be selective about scheduling your rocks. Don’t fill up the schedule. Leave that space alone. The holes in your calendar are your reserve. They will fill up. Some problems and emergencies will arise (fewer than when you didn’t have routine, but some will.) More importantly, some opportunities will show up and you’ll now have time to take advantage of them. That’s what reserves are for.

Takeaways:

• It’s a bit of a skill to get the right balance of the 3 R’s but when you get it down, you and your company will be more productive and less harried.
• You know you’ve got the skill down when you plan which rocks you’ll deal with at the start of the week, and by the end, you’ve handled all the rocks you planned to as well as dealt with all the stuff that came up.
• By picking fewer rocks and scheduling time to actually complete them you may find you’ll accomplish more by doing less.
• You have to be a slave to the routine – but it sets you free.

Last week I wrote about not buying people’s time. If you’re not buying time, you have to know what you are buying. This is harder than buying time, so we buy time as a cop out. It’s hard for two reasons.

One is we often don’t know how to explain what we want but “we know it when we see it”. Assuming for a minute that our knowing it when we see it is consistent (and it often isn’t) it still helps to explain what we want, so the other person knows.

The other reason is we don’t know how much is enough or when the job is done. Most knowledge work is like that. If I’m painting a room it’s obvious to me or anyone watching if I’m done, and before that, how much I have left to go. If I’m doing a marketing report, or researching competitors on the web, how do you know when you’ve done enough? It could go on forever. Generally what happens is you do it till something else becomes more urgent. Sort of like on Thanksgiving when you eat till the game is on. Then you doze in front of the game till you’re hungry. Then you eat till it’s time to take a nap etc.

So try this. Imagine your employees worked the night shift. And you came in every morning and never saw them.
How would you know what they’d done?
How would you know who did a good job?
How would you know how much work was left to do?

Try that for each person’s job. Write down your thoughts. Discuss with them.

You won’t get all your answers doing this exercise, but it will help.

Takeaways. Describing expected results and managing that way does the following:

• …Makes people better able to self-evaluate. This improves employees reviews.
• …Frees up people to work at different times and in different places
• …Makes it possible for you to travel and still monitor what’s going on
• …Makes it easier to replace people as the company grows and train their replacements.

Many moons ago a buddy and I got a sub-contracting gig putting roofing shingles on a building. It was our first and last roofing job – we were terrible. And not because we only had old fashioned hammers instead of the (then) new-fangled air guns. No, it was because we didn’t know what we were doing - didn’t line things up right, didn’t use the right kind of nails etc. An air gun would have only helped us makes mistakes quicker.

Technology is like that. Besides knowing how to use it, you have to know what to use it for. For most businesses that means you’re going to have to change the way you work in order to get the benefit of new technology. And you’re going to have to change your mind set. Buying the newest technology won’t do that for you. Ten years ago, many small companies didn’t adopt new technology for that reason. Today that would be a death sentence.

Put Data in Only Once -Use it Often
Here’s a small example in the field of IT – information technology. One of the principles of ideal IT design is that you only have to capture data one time in one place, then you can use it everywhere. This means its much cheaper and easier to use the information you have than it would be if it were only captured on paper.

For example, I know a guy who owns several title companies that do real estate closings. Each time they get a new file, they capture a lot of info including the name of the person who sent the file. In the real olden days, those files were paper. so even though each file had a source, there was no easy way to aggregate that information and learn who had been sending over the most files every month. Or who was sending over the most profitable files, or if there was a pattern of whose files tended to have more problems.

That was the olden days. Putting that information on a computer helped a bit. But unless you changed how people put that information in, you still couldn’t get it out right. Some would put it in a spreadsheet, some in a word processing document. different people might get business from the same source but spell the name differently or one would use a first name and last name and one would use the last name and the company name.

But when the operating procedures (ie the ways people work) are adapted to use the tools, then data goes in the system correctly. Once that data is in the system it’s relatively easy to get it out for all kinds of new uses. This makes it cheap and easy to do things like:

• Reward people who send the most business
• Reward people who send the best business
• Educate people who send problem business
• Search out and build a better relationships with people who don’t send very much business

However, the owner of the companies that I was telling you about is from the old school. He wasn’t raised on technology, and while he does use it, he’s never been shown how to get the best use out of it. So he didn’t think of all the things he should be able to do with it.

But if you want to survive you’d better get with the program – your competition is, and your customers demand it. Back when I did my one and only roofing job, many knowledgeable roofers still used a hammer, not an air gun. None do today.

Takeaways:

• If a salesperson tries to sell you solutions – RUN AWAY! They are selling tools.
• Learn how to use the tools – and that means changing the way you work and the way you think.
• Have a technology audit – get someone to come in and look at the way you and your people use technology. The result should be changes to the way you work – not just sales of more stuff.

Just thought I’d share a nice piece of software I’ve been using called The Journal ($40 with a 45 day trial and as always I’ve got no financial stake in the company.) It’s designed to pop up a new page every day where you jot down your thoughts. Sort of like a journal. DUH!

I’m using it in a feeble attempt to stay on top of all my projects using David Allen’s Getting Things Done method. The Journal lets me set up categories (the tabs you see in the picture) and they can have entries and sub-entries. Did you know it’s not uncommon to have 60 projects a person is dealing with? Makes me feel better.

In the default useage, you have a new entry for each date of your ramblings. But I use that as a kind of scratch pad / TODO list. Then I have a tab for each project. In the project notes, you can do a lot of formatting (outlines, tables etc – in some cases easier than WORD) and you can assign topics to any text or picture you put in the journal. Then you can search by word or by topic. That’s the power.
So scattered about among many projects you have many tasks. Some are assigned to your assistant. You can put them all in a topic and then search by that topic. All the tasks assigned to him from every project show up in the search. All without making a separate list. Followers of the Getting Things Done method (GTD as the cult members call it) will realize you can make a topic for calls, at home, at computer, waiting on, shopping and all the other ways you’d want to catagorize tasks. COOL