Managing Yourself, Your Time and Your Life

Terry L. Paulson, Ph.D., CSP, CPAE Shimmick Construction

"The competitors we face in business today don't want to wait until next year for a rematch--they want to play again next week and every week until they finally win. It's tough for us to accept that we don't control the rules of the game anymore. We've got to be ready to battle formidable competitors everyday, forever, without a break." Bill Almon Milliken's Gazelle Award--Gazelles are the second fastest animal and are capable of quick changes in direction. When a lion wakes up it has one mission, run faster than the slowest and weakest gazelle. When a gazelle wakes up it has one mission, run faster than the fastest lion. When either wakes up, they know one thing--they are going to be running!

No one in the construction industry canrestonlastyearssuccesses. The current economic downturn and the increased demands for growth, quality construction, cost containment and flexible time scheduling, produce a difficult challenge for even the best construction teams. Whatever their position, leaders and professionals at all levels, need to manage their own motivation, maintain productive relationships and balance their time commitment in order to make a living and a life.
IdidalotofresearchinchoosingShimmick.Theychoosechallenging,diverseprojectsthatkeep you motivated and learning. Shimmick is also a young company. There is opportunity here. You dontrunintoThatsthewaywedoithere.Shimmickexpects people to have both technical and peopleskillsandtousethemtogetthingsdone. Kristen Ray Icame to Shimmick because they are a growing company. They give you responsibility and let youproveyourself.Thecompanycultureisgreat.Itsafamily atmosphere with good people, and they give you freedomtogetthingsdone.Theytreatyouwellwhenyoudo. Brady Poepping Inconstruction,youhavetolikedoingsomethingdifferenteveryday.Youhavetolikeandadapt to change. They hire people who love that kind of work. You get to find out where your strengths makeadifferencethepeoplewhomakeitatShimmickdojustthat. Greg Adams "In times of rapid change, experience could be your worst enemy." J. Paul Getty

That means at all levels, people will need to be decisive, action oriented, open and flexible to changing demands and challenging opportunities. They must possess the competency to sustain their strategic focus through a state of constant change, collaborate with others who share their mission and must manage to keep their own sanity in the process. It's tempting to say that soon we will be through this, but instead we must embrace constant change as a great opportunity to invent a future we can be proud ofa future that continues to make a difference for our customers but also improves the quality of our lives and relationships. AtShimmick,youdontwanttosettle for a good yearyourebuilding and sustaining a dynasty worth being committed to.

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"If you want to manage somebody, manage yourself. Do that well and you'll be ready to stop managing. And start leading." Executive Development Systems

Embracing Your Shared Mission to Make a Difference

"If you're not serving the customer, you'd better be serving someone who is." Jan Carlzon, former SAS CEO Visionwithoutactionisonlyadream.Actionwithoutvision is just passing the time. Vision with actioncanchangetheworld.JoelBarker "Theessenceofstrategyisdenial.PeterDrucker

There is power and influence in being fully committed to your mission. In any organization, the biggest difference between a vision and a hallucination is the number of people who see it. Have the courage to drive your mission and values in everything you do. Let it guide and empower every choice and communication you make. Cynicism and optimism are both contagious. Which attitude do you spread?
Whenitcomestoattitude,generally,everybodyisprettypositive.Whenyoulookatthebig picture, there is a lot to be positive about. We have enough work to stay busy. We are being paid. Last year we made money and had bonuses. We are on track to do it again. Things are better here than in most companies. The longer you are part of the team and the more you learn the easier it istoenjoycomingtowork.Itrytopassthatattitudealong. Greg Adams Mostpeopleareverypositivehere.Moralehereishigh,andeveryonefromtheprojectmanager totheclerksareexcitedwhennewworkcomesin.Theresareason.Shimmickisgenerousthey knowtheyshareinthecompanyssuccess.Inourdepartment,weneedtoservetheprojectsso thattheycanmakedecisionsthatwillkeepprojectsprofitable.Thatsourroleinkeepingusall successful.Iremindmypeoplethatwereoverheadthathastoserve those who bring in the money. Mike Birdsall Overall,moralehereisverypositive.Peoplekeepsayingmakeithappen!Thatmessage pushes us all to find a way to get things done around here. People take pride in what we do. People are willing to help you out. Imafieldengineer,butIfeelIcangotoanyoneinthis companywithmoreexperienceandtheyllhelp. Brady Poepping Shiftingprioritiesarealwaysachallenge.WetalkearlytoseehowIcanhelpwhereits importantWhat else can you have me do? My responsibilities have quadrupled since some my fellowassociateshavetransferredtootherprojects.Now,Imtryingtodelegatemypreviouswork tootherswhenappropriate.Itsaverysupportiveatmospherehere.Peoplehelp.Theyexpectnew people to take on responsibility as quickly as they can. It makes me more challenged and that getsmeexcited.Imworkingharder,butImlovingwhatImdoing. Kristen Ray

Good leaders are hope merchants who inspire their people! Do what you can do to keep the mission of the organization fresh and exciting for others. Being positive about the future is not all it takes to be a change leader! Good leaders balance the hope with a realistic assessment of the obstacles we must overcome to reach success. Prudence and the trust that results from mission-centered leadership are valuable assets. Selling thevisionrequiresleadersandprofessionalswhobelieveintheirteamsabilityto accomplish their mission. It also requires leaders who give honest information about the challenges their people face and the tough time choices that must be made.
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Icoulddetectadistinctcorrelationbetweenthisnotionofvisionandperformance.... The good ones had a vision. As for the bad ones, it was hard to tell why the people had come to work that morning.Donald Povejsil "The first and last task of a leader is to keep hope alive." John Gardner "You need clarity on your own non-negotiables. You need to know what you won't budge on, or you'll be buffeted by the winds." Curtis R. Berrien

Trust is a fragile asset that has long-term payoffs for individuals and for the organization. Core values are both your anchor in the rough sea and the lighthouse that helps illuminate a positive and principled course. Make sure you take time to do a values check as you build the future together. You represent Shimmicks reputation wherever you are. Honor is a gift you give yourself and those with whom you work. Keep exploring and driving the core values you use in making your tough decisions.
"Always do what is right. It will gratify most of the people, and astound the rest." Mark Twain

Managing Yourself and Your AttitudeSelf-Criticism and Self-Support

Everythingcanbetakenfromamanbutonethingtochooseonesattitudeinanygivensetof circumstances.ViktorFrankl IusedtobestressedallthetimebecauseIletthejobstressme.Thatwasntworkingformeat work or at home. Once I realized I had the choice of whether I let it stress me, I now feel that I have the freedom to make a difference with the time I work and enjoy the time away. Nothing reallychangedintermsofthedemands.It'stheattitudeIbringtoit.ScottGoss

In this challenging age, winners in the great game of business will be known for flexible optimism and resourcefulness in the face of adversity and constant change. Those who are effective take personal pride in what they do. Unfortunately, too many are falling victim to the depression of our age, learned helplessnessNothingIcandoisgoingto makeanydifferenceinwhathappenstome,sowhytry?By controlling your attitudes and self-feedback you can alter your life.
"We all make mistakes. But what really makes mistakes expensive is not admitting them right away. Business culture teaches us never to admit to our mistakes but to bury them instead or to blamesomeoneelse.KatiePaine "Notice the difference between what happens when a man says to himself, `I have failed three times,' and what happens when he says, `I am a failure.'" S. I. Hayakawa

Perfection is not possible, but leaders and their teams can and must increase the probability of winning results by their ongoing efforts to strategically position themselves and their organization for opportunity, to incrementally improve their performance every day, and to adjust and control their business processes. Control the one person you canYourself! Controlthe3Ps:Position, Perform and Persist. See the mistakes you make as valued lessons on the way to success. Life is like a moving vehicle with no brakes; if you spend too much time in the rearview mirror, you may hit a tree out the front window. Keep your rearview mirror smaller than your front window by using selfcriticism as course correction feedback on the road to success. Identify what was done wrong, but put your focus on the future: What are you going to do to rectify the problem? How will you handle it next time?
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Optimismcanbelearned.Weteachpeopleaconceptcalleddisputing.Thisinvolvesrecognizing thatoneoftenhascatastrophicthoughts,feelingsthateverythingiswrongandthatnothingis going to change. We teach people to think of these thoughts as if they were being said by some external person whose mission in life is to make them miserable. Then we have them dispute thosethoughts,andthatstheheartoftheoptimismtechnique.MartinE.P.Seligman Ineverworryaboutaction,butonlyaboutinaction.WinstonChurchill Anoccasional compliment is necessary, to keep up one's self-respect.... When you cannot get a complimentanyotherwaypayyourselfone.MarkTwain "Every person I work with knows something better than I. My job is to listen long enough to find it and use it." Jack Nichols

Manage your motivation by catching yourself being effective. You are probably tougher on yourself than on any other person. Instead of taking yourself for granted, talk to yourself the way you talktothoseyoucareabout.Ifyoure not catching yourself being effective, you may be winning and not know it because you're not keeping score. Ask yourselfdaily,WhatdidIdotodaythatmadeadifference?Useyourcalendartowrite down one success every day.
"The leader's most important role is to instill confidence in people. They must dare to take risks and responsibility. You must back them up if they make mistakes." Jan Carlzon, former SAS CEO

TodaysTimeTrapsintheFastLane
"In 1922 Emily Post instructed that the proper mourning period for a mature widow was three years. Fifty years later, Amy Vanderbilt urged the bereaved be about their normal business within a week or so." Nancy Gibbs, TIME "Imagine your banker has called and is gonna deposit eighty-six thousand four hundred into your account every day. In two weeks that's a million. The catch is that you have to spend it every day. And each of you has an account like that already. There are 86,400 seconds every day to spend, invest or waste." Gregory Enders

No one feels they have enough, but everyone has all there is. And unfortunately, if you don't manage your time somebody else will. Faced with limited time, your impact is directly related to your ability and willingness to protect and use your time effectively. Are you getting the mileage you need out of your time? Probably not. In today's Tyranny of Urgency" few people feel they really have control of their time. Getting control of your time requires making the choices that let you begin and finish what is important to you.
"Do what you can, with what you have, where you are." Theodore Roosevelt

Resource ManagementBeing Tight and Loose in a World of Changing Priorities

Nothinginspiresgeniuslikeatightbudget.CAStateFinanceDepartmentSign Thereisalotofstressinourjobandthatputsstrainonrelationships.Wewanttoworksafely and complete the job successfully. On the corporate side, the stress is on making money. You have to make that balance work. You keep looking at what is best for the company long-term. That involves wearing two hats or one with a movable brim that keeps circling. Confront waste but P A U LSO N A N D ASSO C I A T ES I N C 28717 C O L I N A V IST A A G O U R A H I L LS, C A 91301 818-991-5110 F ax 818-991-9648 ter ry @ter rypaulson.com http://www.ter rypaulson.com

taketimewhereyouneedit.Youhavetakecareofmakingmoneyandtakecareofyourpeople. Greg Adams Wehaveastrong focus on trying to spend money on things that matter to our customers and not spend money on us. Our wealth vanishes the instant we stop doing a good job for our customers, andthatsreal.JeffBezos,CEOofAmazon.com

Time and resource management is all about making choices. Excellent organizations are very tight and very loose when it comes with using those resources. Most are either tight or loose. Your challenge is to be tight on cost controls everywhere you can be tight and not affect strategic business goals. Be looser with resources whenever that investment will add value on a strategic project. Let your people and projects compete for and justify the investment of resources in support of your mission.
"Lack of planning on your part does not constitute a crisis on my part." Sign used by Peter Ueberroth during the 1984 Olympics

Good resource management is all about priority decisions.Demandacallforno surprisesandputapremiumonearlyproblemsolving.Driveyourprojects with clear deadlines and high expectations, but communicate a willingness to help by moving resources when needed. Stress the need to take initiative and set limits to keep team members in their peak productivity zone. Use the 4 X's Rule--Foreveryunitoftimeyou maybelate,givefourtimesthewarningtothoseyouteamwithorreportto.When inadequate resources exist and significant work is not being done, encourage your people to be professional pests in communicating their needs up the organization. Work together to effectively use your limited resources. The old message was more with less. Your winning message must beDo the right less with more. Focus your resources wheretheycountbest.Ifitisntworthdoing,dontwasteany resources. Be focused, be responsive, and keep everyone working smart on real priorities that are worth doing.
"Never let the things that matter most be at the mercy of the things that matter least." Goethe Thetroublewiththeratraceisthatevenifyouwin,yourestillarat. Lilly Tomlin Yourcalendarisyourcreed.Whatyoubelieveinyouhavetimefor.MaryBevis

Everyone wants to be effective professionally, but everyone also has a longing for life balance. The best work and live with passion, making the tough choices to keep both commitments balanced and satisfying. Every job has some times when one area will take precedence, but such times should be rare and not prolonged. Never let maximizing the effectiveness of your team become permission to burn out your best people. You can't afford to lose your gold! To do that, your good people must find balance in their lives or lose their vitality on the job.
"People who cannot find time for recreation are obliged sooner or later to find time for illness." John Wanamaker Asasalariedpersonwithafamily,youhavetohavetheflexibilitytomeetyourfamilyneeds.We often invite partners to company events so they realize that they are not alone. All the workers sometimes have to work late. That helps them understand how important our deadlines are to the company. Greg Adams IcamefromaCPAfirmwhereyouhadreallybusytimeswhereyougocrazyduringtaxtime, and then you knew you could do forty-hourweeks.AtShimmick,itsspreadoutovertheyear. P A U LSO N A N D ASSO C I A T ES I N C 28717 C O L I N A V IST A A G O U R A H I L LS, C A 91301 818-991-5110 F ax 818-991-9648 ter ry @ter rypaulson.com http://www.ter rypaulson.com

Therearetimesyouputinlongerhours,butwhenitsnotthatbusy,youcantakeoffearly.You dontpunchaclock,butyouknowyoualsohavetogetyourworkdone.Itencourages personal responsibility. I take a similar approach with my people. I want people who can manage themselves. Mike Birdsall Experiencecertainlyhelpsinlearninghowtolivethatbalanceinthisdemandingenvironment. Somearegoodatit.Imasix-month guy out of school and balancing work/life commitments is still tough.Yougetpulledinsixdifferentdirectionseveryday.Weworkserioushours,butIvelearned that if I plan a commitment at 6:00 PM, I work to get things done so I can get there on time. For meitisgettingtothegym.Havingpersonalcommitmentsmakesadifference. Brady Poepping

Maketimeforyouandyourteamtoenjoyyourenergyboostingrelationships,regular stress breaks, and time to exercise. Start by buying a few tickets! When you've paid a hundred dollars for theater tickets or to attend a sporting event, you find a way to get everything done so that you can go no matter what work demands appear. In fact, have tickets every day and be willing to give them up only when unexpected job demands require it. Cultivate your relationships that matter! For the busy professional the people you most want to spend time with, you need to schedule to spend time with. The people you least want to spend time with will find you wherever you are. Make dates with family and friends so that you won't have time for the people you don't want to see.
Someonewhoworks,hasafamilyandgoesbowlingwithagrouphasanedgeonaperson whoselifeiswork.Witheachaddedrelationshipyouhave,thelesslikelyyouaretobecomeill. Sheldon Cohen, Carnegie-Mellon University researcher

Work SmartPlan Your Work and Work Your Plan

Thebiggestchallengeseemstobethatpeopleexpectthattheycandothingsquickerthanthey can.Itmaytakethemtwouninterruptedhours,butwedontgetmanyofthose. We often have two cell phones, one personal and one business. We have office phones ringing and then computers with email. All can be a distraction. You have to keep your focus and build in contingencies to get donewhatisreallyimportant. Greg Adams IlookforbothwhatsonmyplateandwhereIcanexpectsomeinterferenceorchallenges.I know when I need to bring in more resources early so that we are not in a crisis mode. You try to getaheadasmuchaspossiblesothatyoucanstaycalmandfocused. Greg Adams Amajorpartofsuccessfullivingliesintheabilitytoput first things first. Indeed, the reason most majorgoalsarenotachievedisthatwespendourtimedoingsecondthingsfirst.RobertJ. McKain Ifyouwanttobeeffectivewithyourowntimemanagementandthetimemanagementofyour team, make sure youencourageeverybodytohaveaplananduseit.Dr.TerryPaulson "Don't get stuck in efficiency, which means `doing the job right,' be effective which means `doing the right job right.'" Peter Drucker

Letsgetdowntospecificstrategies.Mostpeople get stuck in what is termed the Planning Paradox--they don't have the time to plan how they use their time. That's like a lumberjack saying that he's too busy chopping trees to take the time to sharpen his axe. It's hard to know where you are while constantly moving. Set aside a regular time daily to plan your day. You plan how you invest your savings, and money can be replaced. Time management planning is just effective time investing,andtimeisanassetyoull
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never get back. But even the best laid plans can be changed by the events of the day. Even making changes often is no excuse for not planning. Without a plan you will not have the information necessary to make priority decisions about how to spend your time wisely. Plans are most important on the slack days; if you do not have a plan, your time will often be wasted. Work expands to fill available time. By working your plan you can pace your work on slack days and avoid having to cram work into days it just won't fit.
Knowthytime.Thinkingthrough priorities is what's important. The next thing is to be ruthless aboutstickingtothem.PeterDrucker "Just think of the first hour on the job. We do nothing more than participate in `opening exercises'-have a cup of coffee, socialize, say `hello,' read the paper. Nothing gets done and, trouble is, that sets the pattern for the day. There is an old proverb: As the first hour goes, so goes the day." Dr. Merrill Douglass Iusepaperandpencilto plan and prioritize. I use Coveysmatrixtoseparateintourgent, important, and non-urgent.IfImnotsurewhereitbelongs,Icheckitwithmyboss.Tomo Kamimura

Many people are efficient but not effective; they use all their time but they waste much of it on insignificant low-payoff work. Don't get stuck doing the Trivia Many while never finding the time to do the Vital Few.Askyourselfoftenduringthecourseofaday,What isthebestuseofmytimerightnow?Then,doit.Sometimesabite-size chunk of an important projectismoreimportantthandoingaquicktriviafillerthatmightdiea naturaldeathifnooneeverdoesit.Establishaprioritysystem,ratethepriorityofyour work as a part of your daily plan, and do the priority work before doing lower priority tasks. You may want to use Alan Lakein's priority rating system. Critical work that must be done that day is rated an "A"; limit your "A's" to the vital few and number them in order of importance. Important work that you would like to get done but is not critical can be rated a "B"; they are not numbered as they will be done only if time is available after completing the "A's." "C's" are light in payoff or are your least priority tasks; they will be the items most likely passed on to future days. Whatever plan and priority system you use, remember that it is not completingyourlistthatisimportantits making the best use of your time. If doing your two "A's" and handling critical interruptions took all your discretionary time, you were effective with what time you had. Make Technology Work for You
"More new information has been produced in the last 30 years than in the previous 5,000." Peter Large

Don't be overwhelmed by technology but make it your friend. Accessibility is getting easier and easier, but it can also make your life constant interruptions. All the technologyincreasesyourtimeleveragebutdontabuseit.Don'tmakeyourlifelineto businessanoosethatdestroysyourlifesbalance.Theworldcangetalongwithoutyou for at least a brief period. Remember the words of Paul Harvey, "The number one predictor of the number of people at your funeral is the weather that day."
Itsthepaperworkandofficechallengesthatgetme.Ihavetowritefieldreports.Whatworksfor me is my small digital recorder. I keep it with me all the time. I record what observations I will need for my reports and the things I need to get for my people when I get back in the office. I listen to it anduseitformydailyreports.Itsbeenwonderful. Ricky Phillips

Break Complex Tasks into Time-Targeted Chunks

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"If you have sixty minutes to make your point, use forty minutes to plan and 20 minutes to say it." Abraham Lincoln

With complex tasks many people keep waiting for the "right time" to get started and get done on that "big project." We have a tendency to like finishing what we get started. We don't like to leave loose ends. This coupled with our tendency to avoid difficult and demanding projects often forces us to become "crammers." We work hard and long to get the big job done, but all else suffers in its wake--our family time and other critical job functions. Help beat your habits by breaking each complex task into bite-sized chunks with clear interim target dates. You will not get the satisfaction of finishing the whole project, but you do get the sense of completing key parts toward that early completion.
Useorientingnotesinyourcomputerfiles.Whenyouleaveaproject,typethewordorientatthe place you are leaving your work. Write a note at that point as to where you were going with your project.Whenyoureturn,searchfororientandgetbackonfocusquicklyTerryPaulson

Keep Your Interruptions Short and On Target

"The real issue is not to find out what wastes time, but to face why you allow it to continue." Chris Hagarty

Care enough to set limits on your principle time wasters but never become so good at saving your time that people cannot get to you with the interruptions that are important. Interruptions can be your job calling. If no one interrupted you, you would not have a very important job. You dowanttolimitunnecessaryconversationalfat.Learntogetto the point and help others do the same. Save lunches, coffee breaks, and the time before meetings to pick up the grapevine news and be socially approachable. Have your support staff and co-workers ask if they can help before interrupting you. Fifty percent of your interruptions could be handled by someone else if they just asked. Set aside times when you are not to be interrupted and times when you will take calls. Avoid a total open-door policy; use your door as a cue. When it is open you are approachable; when closed, it best be very important to interrupt.
AstheITresource,IfeelIhaveto react quickly to the people who are having a problem. When technologyisntworking,theyarewastingtime.IfIcanreplyorfixitinfiveminutes,Itrytohandle itrightaway.Ifitsgoingtotakelonger,Itrytokeeptheminformedaboutprogress.ChrisHowell

State a time limit at the beginning of every interruption. "I can take three minutes on this; if it will be longer, I would rather set up an appointment." Use a closed-ended question and a summary to end conversations with long winded colleagues, "What time is it? Well, I have to get back to this work. As I understand our conversation, your primary concern is... I will get back to you... I enjoyed talking to you." (Begin walking them to your door; if they don't leave, leave yourself and use their area.) Keep time a part of your conversation--"I'll give you five minutes." "It's 1:30; I need to close this off." "Your time is valuable and I don't want to take more of it than is necessary..." If all else fails, some use extremes: keep your area five degrees cooler, use uncomfortable chairs, keep papers in your chairs, or have no chairs at all. If they stay, ask them to help you with your work. Few will remain long. That may be too severe for you, but learn to take care of your time wasters or they will take care of you and your time. Keep your interruptions short and on target, but make room for being interrupted or you will soon have major fires to put out.
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The Empowerment Advantage: Delegate with Information and Limits

"Delegation works. It takes time to explain what you want, but when they own the problem, it becomes their responsibility. I can check on progress without continually asking for their help. I compliment him for his work, and he deserves the positive gossip I try to share. I'm sure, just like me, he wants to prove he can handle more responsibility. That's how you move up." Kevin Swartz

Guard your management functions by delegating work; protect your time to do the work that you alone must do. By authorizing or empowering others to work for you, you can motivate your staff, increase your leverage, and keep your others working smarter not just harder. Share information freely and as early as possible. Without information there is no empowerment. Treat information and facts as friends and let others get to know your friends. What gets measured and looked at gets done. True facts and financial controls are liberating; they let people focus on the winning activities that make a difference on their mission and their bottom line.
"People in every nook and cranny of the organization are empowered--encouraged in fact--to do things their way. Suggestions are actively sought. But this all takes place within a context of direction. People know what the boundaries are; they know where they should act on their own and where not. The boss knows that his or her job is to establish, and then truly get out of the way." Robert H. Waterman

Empowerment should be freedom within limits. Give adequate thought to boundaries. Where are the limits to team empowerment? Make a consistent attempt to confront problems constructively and early. Use less blame and more problem solving. Don't let controls choke or strangle; let the controls help empower teams by focusing their time and resources within the boundaries where they can win and win big.
"I can't stand this proliferation of paperwork. It's useless to fight the forms. You've got to kill the people producing them." Vladimir Kabaidze, Ivanovo Machine Building Works, Moscow

One of the principal demotivators facing today's managers and workers is the never ending stream of paper work that keeps people from spending time on their job. Some paperwork serves a purpose and must be done; some is required because of government regulations. But some paperwork is unnecessary. Repeatedly ask yourself and others, "Do we really need this?" and "What part of it do you really need?" Keep paper work as simple as possible. Let the people needing it and the people filling it out both have a hand in developing what gets measured and reported. Improving Your Influence Batting AverageCare Enough to Confront and Support
"We found that the most exciting environments, that treated people very well, are also tough as nails. There is no bureaucratic mumbo-jumbo... Excellent companies provide two things simultaneously: Tough environments and very supportive environments." Thomas Peters We face problems fast. If you think you might have a problem, you have a problem. The easiest thingtodoisignoreit,butthatstheworstformoforganizationalcancer.ScottGoss Weneed to be honest and forthright in dealing with conflict. We have to be respectful truth tellers. Since we communicate by email and phone, we also work hard to be cordial and positive. Your attitude comes across when you smile on the phone. We try to not take conflict personally. Sometimesthatmeanstakingsometimebeforerespondingtoemails. Mike Birdsall

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10 Iliketoseethatthethingsgetresolvedatthelowestlevelpossible.Workwithyourteamfirst. Bring up whatcantgethandledthere.Ifitgetstome,andIcantdealwithit,thenwekeepgoing up.Ihaveconfidenceinmypeople.Youneedclearexpectationsonwhattheycanandcantdo. Theyknowtotrytogivethecustomerwhattheywant,buttheycantgiveawaythestore.Scott Goss Withconflict,betruthfulandrespectfulwhenyouconfrontissues,andyoullhavetheirtrust. Greg Adams Whenthereareproblemsinthefield,Ibounceideasofftheteamthere,and,asateam,wemake adecision.Attimes,wecantcometooneopinion,andIgototheboss.ItrynottoactbeforeIget the opinions of our team.Wehavegoodpeople.Idontneedtogouptheorganizationoften. Tomo Kamimura Noproblemistoobigorsocomplicatedthatitcannotberunawayfrom!CharlieBrown Thesearchforsomeonetoblameisalwayssuccessful.Robert Half "A good manager doesn't try to eliminate conflict; he tries to keep it from wasting the energies of his people. If you're the boss and your people fight you openly when they think that you are wrong--that's healthy. If your people fight each other openly in your presence for what they believe in--that's healthy. But keep all the conflict eyeball to eyeball." Robert Townsend

The best change leaders and professionals care enough to confront early; they are problemsolvers,notproblemevaders.Intodaysrapidlychanging world at all levels we must be open to confront all problems quickly. Performance cultures are built on strong accountability and clear, candid communication. Learn to avoid avoidance. Be assertive, open and candid. That also means being open to receiving criticism. Building a team works best when filled with diverse members who have an overwhelming commitment to the team but are each capable of challenging other members with differences, priorities and innovative ideas. Well handled conflict and conversations help build clarity of vision and purpose. Take time to honor, support and use disagreements when they occur. Train all to disagree without being disagreeable.
"When one person calls you a horse's ass, don't worry. When four people do, go out and buy a saddle." Harvey Swanson "We teach collaborative problem-solving. In school, that's called cheating." Edward Bales, Motorola Otherthingsbeingequal,peopledobusinesswithpeopletheylike.Otherthingsnotbeingequal, people still do businesswithpeopletheylike.MarkMcCormack,authorofWhatTheyDont TeachYouatHarvardBusinessSchool Wehavesixorsevencompanyeventsannually.Itsimportant to put a face to an email address. There is a pride that goes along with what we have created here. Before I came here, I worked on the Shimmick account at our CPA firm. Shimmick is respected. I got to see that firsthand from the outside before coming here. Mike Birdsall Wehavegames,barbeques,andeventsthathelpusbondacrossprojectssothatwhenyouare thrownintonewgroups,youknowthem.Thatallowsyoutomovepeoplewheretheyreneeded asprojectprioritieschange. Greg Adams Idontlikethatman.I must gettoknowhimbetter.AbrahamLincoln P A U LSO N A N D ASSO C I A T ES I N C 28717 C O L I N A V IST A A G O U R A H I L LS, C A 91301 818-991-5110 F ax 818-991-9648 ter ry @ter rypaulson.com http://www.ter rypaulson.com

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"Our role as leaders is not to catch people doing things wrong but to create an environment in which people can become heroes." Newt Hardie, VP at Milliken

Develop your bridge-building strategies to increase your influence batting average with those you work with. Care enough to confront but major in bridge building to make diverse teams work. In winning organizations, leaders are bridge builders who are masters in the motivation and coalition building arena. Significant change brings with it conflict; leaders must balance increased conflict with an investment of time in building attitude, morale, and motivation within their influence network. Put your calendar where your mouth is. Do your part to create a culture of pride that recognizes the effectiveness of others. Take the time to recognize and formally acknowledge those on your team. Research shows that to be perceived as a supportive leader, leaders need a four-to-one positive to negative contact history. Most achieve that only with those they enjoy and know well; effective leaders bridge across lines to make diversity and new coalitions work. Give timely, specific recognition and ask for assistance in the areas you respect and trust their skills. What works for you as a leader to bridge to all you work with?
"I'm just a plowhand from Arkansas, but I have learned how to hold a team together. How to lift some men up, how to calm down the others, until finally they've got one heartbeat together, a team. There's just three things I'd ever say: If anything goes bad, I did it. If anything goes semigood, then we did it. If anything goes real good, then you did it. That's all it takes to get people to win football games for you." Bear Bryant Laughteristheshortestdistancebetweentwopeople.VictorBorge

Take your job seriously and yourself lightly. While taking your job of leading very seriously,dontforgettotakeasenseofhumoralongfortheride.Humorandlaughter make great daily companions on any project. Humor helps develop good feelings, rapport and a positive, lighter atmosphere. Why does it work? People like to do business with people who make them laugh. Never forget that some days you're the bug, and some days you're the windshield. That's a perspective worth remembering in these chaotic and changing times at Shimmick Construction.
"If you aren't having fun in your work, fix the problem before it becomes serious; ask for help if you need it. If you can't fix it and won't ask for help, please go away before you spoil the fun for the rest of us." Russ Walden

MakeChangeWorkStartingwithYourself
"It takes half your life before you discover life is a do-it-yourself project." Napoleon Hill "Excellence isn't a sometimes thing. You have to earn it and reearn it every single day." Vince Lombardi

Truechangerequiresapplication.Itseasytothinkofotherpeoplewhooughttobehere doing the changing, but the only person you control is yourself. What are the three most importantKeepersyouhave learned that you can use to support the company, serve your customer and help meet your personal development goals? Prepare to share your change objectives with those with whom you work.
Themostimportantpartofthemeetingisimmediatelyafter.What are they going to do with it onceitisover?WalterHailey P A U LSO N A N D ASSO C I A T ES I N C 28717 C O L I N A V IST A A G O U R A H I L LS, C A 91301 818-991-5110 F ax 818-991-9648 ter ry @ter rypaulson.com http://www.ter rypaulson.com

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Resources
Bossidy, Larry and Charan, Ram with Charles Burck. Execution - The Discipline of Getting Things Done, Crown Business, New York, New York, 2002. Covey, Stephen R. The 7 Habits of Highly Effective People, Simon and Schuster, New York, 1989. Drucker, Peter. Managing in a Time of Great Change, Truman Talley Books/Dutton, NY, 1996. Kotter, John and Dan Cohen, Dan. The Heart of Change: Real-Life Stories of How People Change Their Organizations, Harvard Business School Press, 2002. Paulson, Terry L. The Optimism Advantage: 50 Simple Truths to Transform Your Attitudes and Actions into Results, Wiley, NJ, March, 2010. Paulson, Terry L. Leadership Truths One Story at a Time, Amber Eagle Press, 2006. Paulson, Terry L. They Shoot Managers Don't They? Ten Speed Press, Berkeley, CA, 1991. Paulson, Terry L. Making Humor Work, Crisp Publications, Inc., Menlo Park, CA, 1989. Paulson, Terry L. 50 Tips for Speaking Like a Pro, Crisp Publications, Menlo Park, CA, 1999. Pfeffer, Jeffrey and Sutton, R. I. The Knowing-Doing Gap: How Smart Companies Turn Knowledge Into Action, Harvard Business School Press, 2000. Silver, Susan, Organized to be the Best! Adams-Hill Publishing, 1989.
Visit www.optimismadvantage.com forDr.Paulsonstimelycommentary,insightsandvideos. To book Dr. Paulson for future programs, visit www.terrypaulson.com or call 800-521-6172. Pre-orderDr.Paulsonsnewbook, The Optimism Advantage: 50 Simple Truths to Transform Your Attitudes and Actions into Results, and takeadvantageofDr.Paulsonsfreevideoseries on optimism by visiting www.terrypaulson.com/optimism To receive a free 30-day email series, Change Your Life in 30 Days,

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P A U LSO N A N D ASSO C I A T ES I N C 28717 C O L I N A V IST A A G O U R A H I L LS, C A 91301 818-991-5110 F ax 818-991-9648 ter ry @ter rypaulson.com http://www.ter rypaulson.com