Dear Friends of Allison Rimm and Associates,
Most everyone I talk to lately seems to digging out from mountains of snow and all the work that piled up during back-to-back blizzards. So that has me thinking hard about managing our most valuable assets. This newsletter could easily be about protecting your heart and back health while shoveling, but it's focused on another of our most precious commodity: time. Some of my clients' greatest successes have come from streamlining the time they spend in meetings and reinvesting it in accomplishing their most important goals at work and at home.
Also, I had the pleasure of working with a co-author for the first time on my most recent article for Harvard Business Review. Celia Brown is the executive vice president and chief human resources officer of Willis Group, a global risk advisor and insurance broker. As an HR professional, she knows full well that deciding to fire someone is one of the most difficult decisions a leader will ever have to make. We developed a worksheet that helps you weigh the costs and benefits of keeping an employee on the payroll. With thanks to Celia and apologies for the photo of Donald Trump (most decidedly not our choice), I hope you will find this article helpful.
Meetings that Matter - And Not One More
When I left my full-time job at Mass General Hospital a few years ago, I knew I'd miss my colleagues and having ready access to the IT department. But there was something I knew I would NOT miss - spending endless hours each week in meetings. It was liberating to have all of that time back to invest purposefully on whatever I determined were my priorities.
It seems this problem is epidemic. It turns out that many of my executive coaching clients grapple not only with having too many meetings, but managing the ones they need to have effectively. Fortunately, with a bit of mindfulness, this is low-hanging fruit.
Bruce is a strategic planner who had a goal of getting home for dinner with his growing family each night. At first, he dismissed this as an unreachable aspiration. But a simple review of his calendar revealed an important discovery. When he started his job years ago, he served on several committees with the aim of familiarizing himself with the business and getting to know his colleagues. Those goals were accomplished years ago, yet he never re-evaluated his need to continue attending these meetings. Because he worked with surgeons, they mostly were held before and after normal business hours. He decided he could step off three committees, freeing up two evenings and one morning a week. That allowed him to be home for dinner four nights a week. On the morning he was freed up, he made the kids a special breakfast and started a new family tradition they all treasure.
Latest Harvard Business Review Article:
Knowing When to Fire Someone
George is the most talented, productive executive Roy ever had to fire.
George had pulled off a string of celebrated victories and won a reputation as a strong performer. Having been hired to lead his hospitalâ€™s compliance program as regulations grew increasingly complex, he had put the policies and procedures into order, achieving a goal that had eluded the organization for years.
Roy was grateful that this burden had been lifted off his shoulders. In fact, he was so smitten that he didnâ€™t notice what else was going on â€” that George (and for the record, this is a composite case) had alienated colleagues and failed to create the sense of urgency needed to persuade employees to complete the required training. Georgeâ€™s excellent work was of little value if it wasnâ€™t fully implemented throughout the organization.