@luciao8516884079
Profile
Registered: 2 months, 2 weeks ago
How Time Planning Training Is Useless in Poorly-Run Organizations
End Teaching People to "Organize" When Your Organization Has Zero Understanding What Genuinely Is Important: The Reason Priority Planning Training Is Useless in Chaotic Organizations
I'll going to destroy one of the biggest common misconceptions in corporate training: the assumption that showing staff more effective "task management" techniques will resolve efficiency problems in workplaces that have absolutely no clear direction themselves.
With nearly two decades of training with businesses on efficiency problems, I can tell you that task organization training in a dysfunctional organization is like instructing someone to arrange their items while their house is actively on fire around them.
This is the fundamental issue: nearly all organizations dealing with from productivity problems cannot have efficiency problems - they have leadership dysfunction.
Standard priority planning training believes that workplaces have clear, reliable priorities that employees can learn to understand and concentrate on. Such assumption is completely disconnected from the real world in most contemporary companies.
We consulted with a large communications company where employees were constantly expressing frustration about being "unable to organize their work properly." Executives had invested enormous amounts on task management training for all staff.
Their training covered all the typical techniques: Eisenhower systems, task categorization approaches, calendar management strategies, and detailed task organization software.
But productivity remained to get worse, worker frustration rates rose, and project delivery results turned more unreliable, not more efficient.
When I examined what was genuinely going on, I learned the actual problem: the agency itself had zero clear priorities.
Here's what the normal experience looked like for staff:
Each week: Senior leadership would declare that Project A was the "top objective" and each employee should to concentrate on it as soon as possible
The next day: A another executive leader would send an "immediate" message declaring that Initiative B was now the "top essential" focus
48 hours later: Yet another department leader would schedule an "immediate" meeting to communicate that Client C was a "essential" deliverable that needed to be completed by end of week
Thursday: The original top executive would express frustration that Initiative A had not been completed enough and require to know why people were not "working on" it correctly
End of week: All three projects would be behind, several deadlines would be not met, and staff would be criticized for "poor time organization abilities"
That cycle was happening week after week, month after month. No amount of "priority organization" training was able to help staff handle this organizational chaos.
The core problem wasn't that employees didn't know how to prioritize - it was that the agency itself was entirely failing of creating stable direction for more than 48 hours at a time.
We convinced leadership to abandon their emphasis on "employee task organization" training and alternatively establish what I call "Organizational Priority Systems."
Instead of attempting to teach employees to manage within a constantly changing system, we worked on establishing genuine company direction:
Established a unified executive leadership team with specific authority for determining and preserving organizational priorities
Established a systematic initiative assessment procedure that occurred regularly rather than daily
Developed specific guidelines for when priorities could be changed and what type of approval was necessary for such changes
Created mandatory notification protocols to guarantee that any focus changes were communicated explicitly and uniformly across all levels
Created protection times where no priority disruptions were allowed without emergency justification
The change was instant and dramatic:
Worker frustration levels decreased significantly as people finally knew what they were supposed to be concentrating on
Productivity improved by over half within 45 days as workers could genuinely concentrate on finishing projects rather than repeatedly switching between multiple demands
Client completion times decreased significantly as teams could plan and complete tasks without constant disruptions and modifications
Customer relationships got better significantly as deliverables were consistently delivered as promised and to specification
The reality: instead of you show employees to manage tasks, make sure your leadership genuinely possesses consistent direction that are suitable for focusing on.
Here's one more method that task organization training doesn't work in poorly-run workplaces: by presupposing that employees have genuine authority over their schedule and responsibilities.
The team worked with a public sector department where staff were repeatedly receiving criticized for "ineffective time organization" and required to "productivity" training courses.
Their truth was that these workers had essentially no influence over their job activities. Let me describe what their average day seemed like:
About the majority of their workday was consumed by mandatory sessions that they couldn't skip, irrespective of whether these conferences were necessary to their core responsibilities
Another 20% of their workday was dedicated to completing mandatory documentation and administrative obligations that provided no value to their actual work or to the people they were supposed to help
This final one-fifth of their workday was supposed to be used for their actual responsibilities - the work they were paid to do and that actually mattered to the public
However even this limited fraction of availability was regularly interrupted by "urgent" demands, unplanned meetings, and administrative demands that couldn't be delayed
Under these constraints, no degree of "time planning" training was going to assist these staff turn more productive. The issue wasn't their personal time organization techniques - it was an organizational structure that made meaningful activity essentially unattainable.
The team worked with them implement organizational changes to resolve the actual impediments to efficiency:
Got rid of redundant meetings and implemented clear requirements for when meetings were really justified
Simplified bureaucratic requirements and eliminated duplicate reporting requirements
Established dedicated blocks for core work responsibilities that would not be invaded by non-essential demands
Developed clear systems for deciding what represented a real "urgent situation" versus normal demands that could be scheduled for scheduled times
Created delegation processes to make certain that tasks was distributed equitably and that not any individual was overwhelmed with unsustainable responsibilities
Worker effectiveness rose dramatically, professional fulfillment improved considerably, and this department genuinely commenced delivering higher quality outcomes to the community they were intended to support.
This crucial point: companies can't fix productivity problems by showing employees to work better successfully within broken structures. Organizations need to improve the organizations first.
At this point let's examine probably the greatest laughable aspect of time management training in chaotic organizations: the idea that workers can magically manage responsibilities when the management at leadership level shifts its focus several times per week.
The team consulted with a technology business where the founder was notorious for experiencing "game-changing" revelations several times per period and requiring the whole team to right away shift to pursue each new idea.
Employees would come at their jobs on any given day with a specific understanding of their tasks for the period, only to discover that the CEO had concluded suddenly that everything they had been concentrating on was no longer a priority and that they must to immediately commence working on a project entirely new.
This behavior would occur several times per period. Initiatives that had been stated as "critical" would be forgotten mid-stream, departments would be constantly moved to different work, and significant portions of time and investment would be squandered on projects that were not finished.
This organization had spent extensively in "agile task management" training and sophisticated project management software to assist staff "adjust efficiently" to changing requirements.
Yet zero level of education or systems could solve the fundamental challenge: you can't successfully prioritize constantly evolving objectives. Perpetual shifting is the opposite of effective prioritization.
We assisted them establish what I call "Strategic Priority Consistency":
Established quarterly strategic assessment cycles where significant direction changes could be discussed and approved
Created firm requirements for what qualified as a valid reason for modifying set objectives beyond the scheduled planning periods
Created a "objective consistency" time where no modifications to current objectives were acceptable without emergency justification
Implemented defined notification procedures for when direction modifications were absolutely necessary, with full cost assessments of what initiatives would be interrupted
Required formal sign-off from several leaders before all significant priority changes could be enacted
Their transformation was remarkable. Within three months, actual initiative success statistics improved by over 300%. Worker frustration levels decreased substantially as employees could actually work on delivering projects rather than repeatedly beginning new ones.
Product development remarkably got better because departments had adequate resources to thoroughly develop and refine their concepts rather than continuously moving to new directions before any work could be fully finished.
That reality: successful planning demands priorities that remain stable long enough for people to genuinely work on them and achieve meaningful outcomes.
This is what I've discovered after extensive time in this business: priority organization training is exclusively effective in companies that already have their organizational systems working properly.
When your organization has clear strategic objectives, achievable expectations, effective leadership, and structures that facilitate rather than hinder efficient activity, then time planning training can be useful.
However if your organization is marked by continuous dysfunction, conflicting messages, poor planning, impossible demands, and reactive management styles, then priority management training is more counterproductive than useless - it's directly destructive because it blames personal performance for systemic dysfunction.
End squandering time on priority planning training until you've resolved your systemic direction before anything else.
Begin building organizations with stable organizational priorities, competent decision-making, and processes that genuinely support productive accomplishment.
Company staff can prioritize just effectively once you give them priorities suitable for prioritizing and an workplace that actually supports them in doing their jobs. carrying excessive load with unrealistic demands
Staff productivity improved significantly, work fulfillment increased notably, and their agency finally started providing improved services to the citizens they were meant to help.
This crucial insight: organizations can't solve time management issues by teaching employees to work better efficiently within dysfunctional systems. Organizations have to improve the organizations first.
At this point let's address probably the biggest absurd element of priority planning training in chaotic organizations: the belief that employees can magically prioritize tasks when the company at leadership level shifts its priorities numerous times per month.
The team worked with a IT startup where the CEO was famous for going through "brilliant" revelations multiple times per period and demanding the whole organization to instantly shift to pursue each new direction.
Workers would come at the office on any given day with a specific knowledge of their priorities for the period, only to learn that the leadership had determined over the weekend that all priorities they had been concentrating on was suddenly not a priority and that they needed to immediately begin focusing on a project entirely different.
This pattern would repeat multiple times per period. Projects that had been announced as "essential" would be abandoned before completion, groups would be continuously re-assigned to new initiatives, and significant portions of resources and energy would be lost on initiatives that were not delivered.
This organization had poured significantly in "adaptive work planning" training and advanced project tracking software to assist staff "adjust efficiently" to changing priorities.
However zero amount of skill development or systems could overcome the basic issue: organizations can't effectively manage constantly changing directions. Continuous change is the antithesis of successful planning.
I helped them create what I call "Focused Direction Management":
Established quarterly priority planning sessions where major strategy modifications could be considered and implemented
Established clear requirements for what represented a valid basis for changing agreed-upon directions apart from the planned review sessions
Implemented a "objective consistency" time where absolutely no changes to established directions were acceptable without extraordinary approval
Created clear notification protocols for when priority changes were absolutely necessary, with complete cost evaluations of what work would be abandoned
Established formal approval from multiple decision-makers before any significant strategy changes could be enacted
Their change was outstanding. In a quarter, real initiative completion rates improved by nearly dramatically. Staff stress instances fell significantly as staff could at last concentrate on finishing work rather than repeatedly initiating new ones.
Innovation surprisingly improved because groups had adequate resources to fully explore and test their ideas rather than continuously changing to new directions before any project could be fully finished.
This lesson: successful organization demands directions that stay stable long enough for employees to actually concentrate on them and achieve substantial results.
Here's what I've learned after decades in this business: priority management training is only valuable in organizations that genuinely have their strategic priorities functioning.
When your workplace has consistent strategic direction, realistic expectations, functional management, and processes that enable rather than prevent efficient activity, then time planning training can be useful.
However if your organization is marked by perpetual dysfunction, competing directions, poor planning, impossible demands, and emergency management approaches, then priority organization training is worse than pointless - it's actively destructive because it faults employee behavior for leadership incompetence.
Stop squandering money on priority planning training until you've addressed your leadership direction initially.
Focus on creating workplaces with stable strategic focus, effective leadership, and structures that really facilitate efficient accomplishment.
The employees can manage tasks just fine once you give them something worth focusing on and an organization that really supports them in doing their responsibilities.
If you loved this information and you wish to receive more information regarding Online Customer Support Training please visit our own web page.
Website: https://managedifficulty.bigcartel.com/product/manage-difficulty-melbourne
Forums
Topics Started: 0
Replies Created: 0
Forum Role: Participant