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He is formerly President of Huffy Bicycles and of Rubbermaid's Office Products Group. John serves as a Director on several corporate boards including World Kitchen, HomeCare Industries, Henkel Consumer Adhesives and Petmate, Inc. He is the author of eight business books and a novel, and his newest book, The Complexity Crisis.":1,"#Now it's up to you -- and the management of your company -- to keep the thief out. The beauty of driving out complexity and safeguarding your information is it frees you to devote your time to innovation; new products, improved value and better customer service, which will make you more effective, and your company more profitable. And in the game of business, profit is how the score is kept …and winning is a lot more fun than chasing complexity and its problems.":1,"#There you have it; two straightforward approaches to deal with and apprehend that Thief of Time -- Complexity. One requires prioritization and focus, the other is preventative and protective -- a series of virtual locks that keep out thieves and complexity.":1,"#Develop a well-conceived Intellectual Property protection system and the processes to support it. This includes what kind of information to keep confidential and how to do that. It also includes training in appropriate behaviors at trade shows and in public places, where overheard conversations can result in critical information leaks.":1,"#Protect IT systems privacy and security using the best available tools: encryption, firewalls, spam filters, backup systems, etc. Some hackers are very creative, some \"vandals\" and some steal information for profit. Learn the favorite tricks used in \"phishing\" and \"social engineering\" and alert employees as to how these tricks are used. They steal both your precious information and your precious time, while adding enormous complexity to your workload.":1,"#Once these distractions -- which act as the thief s \"cover\" -- have been addressed, then protecting valuable information comes next:":1,"#Clean out those mailboxes regularly -- and avoid ill-advised e-mails and voicemails on sensitive matters. Those can become \"smoking guns\" in legal disputes.":1,"#Insist that voicemails begin with the topic, the intent and the action desired. Then limit voicemail boxes to 20 seconds duration. People will leave shorter messages after being cut off a few times.":1,"#Stop using the \"reply to all\" selection on e-mail. This cuts down the flood of e-mail, and stops the embarrassing or damaging ones from going to an unintended recipient. It also reduces the likelihood of confidential information leaks by inadvertent e-mail distribution.":1,"#Here's several more ways to thwart the thief, to manage the overuse/abuse, to inhibit the illicit practices, and to protect your information's security and exclusivity:":1,"#How can the Thief of Time be stopped in this complex new information era? How can the exclusivity of data and information be protected without adding more complexity? First, maintain appropriate secrecy and privacy practices, which can keep information out of the public domain and out of the hands of competitors -- at least temporarily. Use intellectual property laws to add another layer of protection. Apply modern data security solutions to further thwart the thief and eliminate two of the greatest sources of information complexity; overuse/abuse of non-secure communications and illicit practices such as spam, hacking, phishing, and social engineering.":1,"#In the past, economists classified wealth in terms of exclusive rights to land, labor and capital. Not any more. Now wealth is knowledge and knowledge is derived from information; yet information cannot be easily controlled, and seldom belongs exclusively to anyone. Because information can be shared freely, the \"wealth\" that might be derived from it is lost because so many have access to it.":1,"#<strong ljsid-1=\"\"> Drowning in Data -- Protecting What's Proprietary: </strong> This thief is so much more troubling now than in the past because of data overload, drowning everyone in work, and inundating them with too much information. Much of it was neither asked for, nor wanted and there's no time to process or use it.":1,"#<strong ljsid-0=\"\">Keep the Thief Out: </strong>Devise new ways (and metrics) to track and detect complexity when it is creeping back, as it certainly will.":1,"#<strong ljsid-0=\"\">Find It; Fix It; Use It or Lose It:</strong> Seek out complexity in all its usual hiding places and either get rid of it, or restructure your processes to turn complexity into a competitive advantage.":1,"#<strong ljsid-0=\"\">Focus:</strong> Focus on those tasks that make big differences. Devote the resources to get them done.":1,"#<strong ljsid-0=\"\">Prioritize: </strong>Do what's most important, first. Choose what \"not to do\" and make time for what must be done.":1,"#At the end of the month, the quarter or the year, the time is gone forever, and most of the profits are gone, too. The thief has struck again, yet nary a trace of evidence remains as to what happened. What steps can you take? Here are five guidelines .":1,"#<strong ljsid-1=\"\"> Growth By Proliferation: </strong> First let's address how companies seeking growth drown themselves in self-induced complexity. Most developed markets are growing slowly, and companies commonly make the mistake of chasing growth at higher than market growth rates by proliferating products, customers, markets, locations and facilities. This problem grows because none of today's \"accounting\" systems properly \"account\" for where and how complexity is \"hiding,\" while it is \"stealing\" time and money. Thieves are sneaky, and this one is no exception. It hides in accounts where there is clutter such as variances, allowances and deductions, obsolescence, administrative overhead, and so forth.":1,"#How can you stop complexity … this Thief of Time? The answer is deal with the two places where the thief steals time and money.":1,"#Much of the complexity accumulates due to the fact that we are part of the information age. Another large source of complexity is the pursuit of high growth in low growth markets. The continuous pressure for growth leads to proliferation of customers, products, markets, and so forth. This proliferation, while done with the best of intentions, leads to even greater floods of information.":1,"#Complexity adds to the list of unread e-mails, unheard voicemails, interminable meetings and mountains of minutiae. It's time to apprehend this Thief of Time, and stop its relentless damage. To stop it, you must first understand how complexity strikes and where it comes from.":1,"#Time. Nobody has enough of it. Everyone wishes they could have more. It flies by, and once gone, can never be recovered. It is the one truly perishable resource. The workdays fill up and overflow. Other commitments close in and personal time goes away. Those who suffer from this are truly victims of the Thief of Time -- complexity -- which afflicts every person in every organization.":1,"#Complexity":1,"#John L. Mariotti":1,"#The Thief of Time":1,"#Sleep is also extremely important for personal productivity. Tips for better<em ljsid-1=\"\"> sleep hygiene</em> include picking and sticking to a bedtime, identifying activities that keep you from getting to bed at a reasonable time, and establishing pre-sleep rituals that contribute to a good night’s rest.":1,"#Regular exercise is an essential aspect of self-care. It has numerous cognitive benefits and has been proven to elevate people’s moods. Rather than seeing exercise as something separate from work, you should consider physical activity an integral part of your workday. Keys to success include identifying a physical activity you like, investing in a coach or class, and participating in team activities.":1,"#Many people dread their commutes, but small adjustments can make this time more productive. For instance, you may want to spend part of your commute planning for the day ahead and considering what steps you can take this week to attain your career goals. Another way to use commute time productively is to engage in enjoyable activities, such as listening to music or podcasts. A more radical solution could be moving to a location that’s closer to your office.":1,"#A common belief is that long work hours are bad for your well-being. Research has found, however, that working long hours isn’t as bad as obsessing over your work. To wean yourself away from long work hours, try combining new habits and practices derived from cognitive behavioral therapy. For example, create a specific plan for what you’ll do with your time away from work, establish strong boundaries by turning off your computer and your phone, or create a space at home that’s completely off limits for work. You may also want to ask friends and family to help in your efforts to reduce your work hours.":1,"#One way to combat stress is to incorporate self-care into your workday. Possible options include setting aside 15 minutes each morning to write down three things you want to accomplish, evaluating what went well in the last month or quarter, developing healthy and supportive relationships, decluttering and updating your workspace, and preserving your energy by getting adequate sleep each night.":1,"#There will inevitably be moments when work responsibilities need to take priority. When this happens, be sure to let family members know why you can’t be at home and why your work tasks are important.":1,"#Parents with school-age children may want to consider bundling their school volunteer activities into one day per year and then taking a personal day to fulfill those obligations. Scheduling a “family study hall” time each night can teach kids to focus and work efficiently, while creating a boundary between work and play.":1,"#Balancing work and parenting duties is never easy. The people who do it successfully define goals and align their actions with those goals. They delegate work tasks while remaining as visible in the office as possible. Using efficiency tools at home, such as calendars and shared work programs, can also help. Many parents also develop contingency plans for child care, which help reduce their stress and allow them to maintain their work-life balance.":1,"#People experience greater professional success when they have strong and stable friendships. This requires you to make an effort to maintain your relationships, meet new friends, and ask others for their perspectives.":1,"#Section Four: Manage Your Relationships":1,"#<em ljsid-0=\"\">Do what’s right for you</em>. During crisis situations, working in the office can be beneficial for some people since it provides routine. Others are more comfortable taking a leave of absence.":1,"#<em ljsid-0=\"\">Approach your manager</em>. Come to the table with ideas about how to deal with your problem.":1,"#<em ljsid-0=\"\">Ask for specific help</em>. Explain why the help is meaningful and provide a deadline.":1,"#<em ljsid-0=\"\">Consider how much information you’re comfortable sharing with others</em>. If you can share information about your situation, coworkers might be more motivated to help you. At the same time, be sure to set boundaries. You don’t have to explain your situation to everyone in great detail.":1,"#<em ljsid-0=\"\">Decide what you need</em>. Evaluate what resources are available inside and outside your organization that could help reduce the pressure.":1,"#Flexible work arrangements are often a necessity if you have a personal crisis that’s affecting your professional life. In such a situation, experts recommend taking five actions:":1,"#<em ljsid-0=\"\">Set boundaries</em>. Be clear with family and friends that you’re working even though you’re at home.":1,"#<em ljsid-0=\"\">Structure the day for success</em>. If you only work from home occasionally, try to avoid scheduling meetings for those days and concentrate on focused, independent work.":1,"#<em ljsid-0=\"\">Establish working hours</em>. Schedule dedicated work time and focus on personal tasks after hours.":1,"#Stay focused while working from home by adopting three best practices:":1,"#<em ljsid-0=\"\">Reassess and adjust as necessary</em>. Evaluate, gather data, and report the results to your manager. If the experiment didn’t work, recommend changes.":1,"#<em ljsid-0=\"\">Highlight the organizational benefits</em>. Strive to improve your personal performance and make your boss successful too.":1,"#<em ljsid-0=\"\">Ask the team for input</em>. Flexible work arrangements are only successful when everyone supports them.":1,"#<em ljsid-0=\"\">Design it as an experiment</em>. Explain that if your proposal doesn’t work, you will either try something else or return to your original routine.":1,"#<em ljsid-0=\"\">Define what you want</em>. Alternatives may include proposing a compressed workweek, finding a job share, telecommuting, or taking a sabbatical.":1,"#Flexible work is a great way to achieve work-life balance, but not many organizations have official policies in place. If this is the case with your employer, you may need to recommend a plan that will work for you, your supervisor, and your organization as a whole. The following five-step process can help:":1,"#Section Three: Explore Flexible Work Arrangements":1,"#One way to increase your productivity is to designate one day a week as “untouchable.” On this day, be unavailable by phone or email and focus only on deep creative work. Another strategy is to refresh by taking <em ljsid-1=\"\">micro-vacations</em> that require using a day or less of vacation time.":1,"#Gather your courage and be clear.":1,"#Accept that it’s okay to miss out by saying “no.”":1,"#Say “no” preemptively, even before someone makes a request.":1,"#Practice saying “no” in low-risk situations.":1,"#Be firm, even if the other person is persistent.":1,"#Be honest about why you’re saying “no.”":1,"#Be clear that you’re declining the invitation, not rejecting the person making the invitation.":1,"#Thank the person for thinking of you.":1,"#Identify what’s important to you and what isn’t.":1,"#To help you feel more comfortable saying “no,” practice these nine skills:":1,"#The answers to these questions can help you say “yes” to things that align with your goals and “no” to things that don’t.":1,"#Do I have a choice?":1,"#Does this align with my values?":1,"#What’s my motivation?":1,"#One of the barriers to work-life balance is taking on commitments that you feel you “should” do. To address this problem, ask yourself three questions before agreeing to something new:":1,"#Rebalance your schedule on a daily or weekly basis.":1,"#Ask your manager for guidance.":1,"#Compare how long tasks actually take versus how long you estimated they’d take to complete.":1,"#Identify nonessential tasks and meetings that you can eliminate from your routine.":1,"#Create a time budget and identify how many hours you have to “spend” each week.":1,"#Setting boundaries is a proven way to keep the different aspects of your life in balance. However, this is often easier said than done if you’re not cognizant of how much available time you have in a week or how you’re spending that time. Gain this understanding by following five steps:":1,"#Achieving work-life balance requires people to change how they think about themselves, as well as how they relate to others. You must consider how your different “identities” (e.g., parent, professional, and so on) are connected and how they affect one another. It may be possible to take skills from one identity and use them in another. When interacting with others, you should manage boundaries in ways that protect your different identities and also enable synergy between them.":1,"#As companies make strategic or tactical decisions, they usually consider whether those decisions will be in alignment with their organizational missions. This same principle can be applied by individuals as they strive to achieve work-life balance. During this process, evaluate the seven main facets of your life: family, social and community, spiritual, physical, material, avocational, and career. Consider how important each dimension is to you and decide how to allocate your personal resources across the board.":1,"#Section Two: Make Decisions and Manage Your Time":1,"#<em ljsid-0=\"\">Measure progress</em>. For each experiment, create a scorecard. Even if an experiment is a failure, it can still provide useful information that can help you develop better experiments in the future.":1,"#<em ljsid-0=\"\">Experiment</em>. Identify the three most promising experiments and try them. Once you start an experiment, be prepared to adapt to unforeseen developments.":1,"#<em ljsid-0=\"\">Brainstorm</em>. Identify small experiments that could improve your satisfaction in the four areas. Small experiments enable you to try new things while simultaneously minimizing the risks that come with change. Small experiments can also help you combat your fear of failure.":1,"#<em ljsid-0=\"\">Brainstorm</em>. Identify small experiments that could improve your satisfaction in the...":1,"#<em ljsid-0=\"\">Reflect</em>. Think about your work, home life, community involvement, and self-care. Consider how important each domain is to you, how much time you spend on each, and your satisfaction within each area.":1,"#When it comes to work-life balance, people assume that they must make tradeoffs between their work, home life, community activities, and self-care. While this is true to some extent, it’s possible to maximize your satisfaction and performance across all four areas by using Stewart D. Friedman’s <em ljsid-1=\"\">Total Leadership</em> process. This process consists of four basic steps:":1,"#Section One: Take Stock":1,"#<em ljsid-0=\"\">To combat stress, build self-care into your workday. </em>Consider using your commute time for planning or enjoyable tasks like listening to music or podcasts. Regular exercise and a good night’s rest are also essential for personal productivity.":1,"#<em ljsid-0=\"\">Balancing work and parenting duties is never easy. </em>Best practices include using efficiency tools at home, developing contingency plans for child care, and aligning your actions with your goals. When work has to take priority over family, let family members know why you can’t be at home and brainstorm ways to minimize the negative impact.":1,"#If you work from home at least one day a week, establish set working hours, structure your day for success, and set boundaries so personal tasks don’t infringe on work time.":1,"#<em ljsid-0=\"\">Flexible work arrangements can contribute to work-life balance, but few companies have formal policies in place</em>. You may want to suggest testing a flexible work experiment to your supervisor. This plan is more likely to be accepted if you get team-wide buy-in and highlight the organizational benefits.":1,"#<em ljsid-0=\"\">Set boundaries with your time and avoid saying “yes” to commitments simply because you feel obligated</em>. Work on getting more comfortable with saying “no.”":1,"#<em ljsid-0=\"\">Take stock of your work, home life, community involvement, and self-care</em>. Try small experiments to increase balance and satisfaction in each domain. Measure your progress over time.":1,"#Trying to balance demands in your work life and personal life can be stressful. Sometimes it may even feel like there aren’t enough hours in the day for everything. In the <strong ljsid-1=\"\">HBR Guide to Work-Life Balance</strong>, Harvard Business Review Press offers a curated set of articles featuring best practices to help you stop shortchanging the areas of your life that matter most.":1,"#Set Boundaries, Manage Competing Demands, Be Present":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#The author discusses the potential role of vision in the successful implementation of change management initiatives by leaders, presenting recommendations for change management strategies. Topics include transformational strategy, communications between leaders and employees, and the potential ineffectiveness of attempting to force change.":1,"#Leading Change Through Vision":1,"#Gerir preferências":1,"#Este site utiliza tecnologias como cookies para ativar funcionalidades essenciais do site, bem como para análise, personalização e publicidade direcionada.":1,"#HBR Guide to Work-Life Balance":1,"#Deborah Huyer":1,"#hbr-guide-to-work-life-balance":1,"#ISBN: 978-1-63369-712-6":1,"#You invest a lot of money and effort in hiring the best people for your organization. The greatest return on that investment comes through retaining this valuable talent. In The HBR Guide to Retaining Your Best People from Harvard Business School Publishing Corporation, leadership experts share how you can meaningfully connect and engage with each of the unique individuals who contribute to your organization and create a culture that makes them want to stay for the long term.":1,"#HBR Guide to Retaining Your Best People":1,"#The article focuses on the recurring business pattern of bundling, unbundling, and rebundling across industries and time, illustrating how recognizing this cycle can help anticipate market shifts and opportunities. It uses examples such as Notion, a workplace productivity tool that re-bundled fragmented apps into one platform, and The New York Times, which rebuilt its media bundle by adding diverse content like games and podcasts after the internet unbundled traditional newspapers. The piece also discusses the creator economy’s evolution from individual creators unbundling from traditional media brands to potentially re-bundling into new media companies, exemplified by entrepreneur Steven Bartlett. This cyclical pattern extends beyond business into personal and professional life, emphasizing that change is constant and opportunities arise by understanding these shifts.":1,"#How to Predict the Future in Business":1,"#Complexity adds to the list of unread e-mails, unheard voicemails, interminable meetings and mountains of minutiae. It's time to apprehend this Thief of Time, and stop its relentless damage. To stop it, you must...":1,"#by John L. Mariotti":1,"#<strong ljsid-1=\"\">Sort & Simplify: </strong>Sort products and customers, sales and profits in order of descending annual value, and then simplify by cutting the losers at the bottom that add cost but no profit. Increase attention to the winners at the top; then either promote and cultivate -- or demote and drop -- what's left in the middle.":1,"#the-thief-of-time":1,"#Clicking this link will redirect to relevant products for the Author John L. Mariotti.":1,"#(<var hour1=\"\"></var>:<var min1=\"\"></var> minutes)":1,"#<var num-hours=\"\"></var> hours ago":1,"#Copyright of Supervision is the property of National Research Bureau and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission.":1,"#The Strategic Side Gig":1,"#29 Flawless Consultants, Peter Block":1,"#Work-Life Balance":1,"#Sales Management":1,"#Sales":1,"#HBR Daily Leader":1,"#Peter Fisk":1,"#Clicking this link will redirect to relevant products for the Topics Work-Life Balance.":1,"#Stay On Track":1,"#Hero Image":1,"#Professional growth just got easier. Explore Accel’s redesigned platform and smart new features—built to support your learning journey.":1,"#Insights from trusted experts—curated to help you learn faster and apply what matters most.":1,"#Learn Your Way":1,"#Onboarding assistance and customer success resources for smooth implementation":1,"#Seamless integration with your systems— Single Sign-On, LMS integration, and robust reporting":1,"#Everything in monthly and annual plans, plus enterprise exclusives":1,"#Same great access—enjoy the exact same content as the monthly plan (book summaries, videos, and learning paths)":1,"#Annual subscription saves you $80/year — 45% less than the monthly plan":1,"#$99.00 after your 7-day free trial":1,"#New content added regularly, so your learning never stops!":1,"#Unlimited access to curated book summaries, videos, and guided learning paths designed for real-world skill building":1,"#$14.95 per month after your 7-day free trial":1,"#$0 today":1,"#Check Out the Latest on Accel":1,"#Accelerating Growth Together":1,"#Recommendations tailored to your goals—so you can stay focused and keep moving forward.":1,"#Discover Expert Insights":1,"#Access quick, high-impact content in the format that works best for you—read, listen, or watch!":1,"#entryId: '1_4z3y8czm'":1,"#Source: Harvard Business School Publishing Corporation":1,"#Request a Demo":1,"#Get Started!":1,"#No matter your role or goals, Accel makes it easy to build skills and keep moving forward—with curated content that supports meaningful growth.":1,"#Build Skills that Accelerate Careers & Teams":1,"#Read Less - button changed to Read More + button":1,"#Clicking this link will redirect to relevant products for the Topics Time Management.":1,"#Clicking this link will redirect to relevant products for the Publisher Supervision.":1,"#Stay on Track":1,"#Showing 1-48 of <var total_pages=\"\"></var> items":1,"#Recently Viewed (0)":1,"#onboarding-introduction-image":1,"#Financial Technology":1,"#Generational Diversity":1,"#Recently Viewed <span ljsid-2=\"\">(1)</span>":1,"#Copy debug info":1,"#Clicking this link will redirect to relevant products for the Publisher Penguin Random House.":1,"#Source: Inc.":1,"#Source: Leadership Excellence":1,"#Self-Care":1,"#Managing Stress":1,"#Clicking this link will redirect to relevant products for the Publisher EBSCOlearning.":1,"#No Resource found":1,"#Branding":1,"#Tell us what areas you'd like to improve so we can personalize your learning journey.":1,"#Mental Health":1,"#Adaptability & Resilience":1,"#No Recent Activity":1,"#Click Explore Resources to get started.":1,"#It looks like you haven’t viewed any content yet.":1,"#Clicking this link will redirect to relevant products for the Resources Audio Summary.":1,"#Clicking this link will redirect to relevant products for the Resources Video.":1,"#Accelerated Learning in Minutes":1,"#Budgeting":1,"#User Profile":1,"#5 minutes":1,"#Clicking this link will redirect to relevant products for the Resources Book Summary.":1,"#Authors + Speakers":1,"#Clicking this link will redirect to relevant products for the Resources Reflection Questions.":1,"#Liked (0)":1,"#Certificates (0)":1,"#Leadership Skills":1,"#Close this dialog":1,"#Cookie Preferences":1,"#Notepad Icon":1,"#PDF Download":1,"#Print":1,"#Mindfulness":1,"#Manage Preferences":1,"#Read More +":1,"#Content Sections":1,"#Technology":1,"#Digital Marketing":1,"#The Alter Ego Effect":1,"#About the Reviewer":1,"#Bottom Line":1,"#Positive Thinking":1,"#Strategy":1,"#Latest Learning Paths":1,"#Digital Communication":1,"#©2019 by Harvard Business School Publishing Corporation":1,"#Managing Projects":1,"#Monthly":1,"#Purchase the Book":1,"#Problem Solving":1,"#New Manager Essentials":1,"#Selena Rezvani":1,"#Effective Meetings":1,"#Negotiating":1,"#Creativity":1,"#Marketing Essentials":1,"#Accountability":1,"#Entrepreneurial Mindset":1,"#Continuous Improvement":1,"#Goals & Priorities":1,"#Decision Making":1,"#Vision & Mission":1,"#About the Speaker":1,"#Search":1,"#Marketing":1,"#Contact Us":1,"#Privacy Policy":1,"#Listening":1,"#Innovation":1,"#Transcript":1},"version":203623}]