1. The Art of Being More Effective - Staff
A Short Stack PPT Developed by the
Center for Strategic Change
at George Fox University

2. The Center for Strategic Change at George Fox University
The Center for Strategic Change at George Fox University has a simple mission: To help college and university leaders succeed. We will accomplish this mission by serving as both a platform and resource for strategic innovation. As a platform, we will provide current practitioners an opportunity to present their ideas and insights to the higher education community. As a resource, we will provide curate content in the areas of leadership, visioning, strategic planning and organizational design. Short stack: A short stack is a concise (short) PowerPoint presentation that focuses on a specific topic or issue.

3. The Art of Being More Effective
Recognizing that most people can’t work any harder, this three-part series of short stacks will look at how to work more effectively.
This first short stack is designed for staff.
The second and third short stacks are designs for managers and leaders.

4. It’s Largely up to You The biggest determinate of your success is you.
In most cases, it is not what happens to you at work that matters, but how you react to what happens to you at work:
It is not dependent on skill
Or resources (you will never have enough)
Or opportunity
Or position
It is wholly dependent on your attitude.

5. Know What Matters Most
The second essential is absolute clarity (focus) about what you are to do.
In other words, of everything you could do, what must you do? We call these the “vital few.”
It is not your job to determine the vital few (that’s what managers and leaders do), but it is your job to understand your role in accomplishing the vital few.
After all, this is how you will be evaluated.

6. Pause Before You Say Yes (and almost never say “No”)
Before you say yes, make sure you fully understand the vital few.
Listen well, ask questions to understand, write things down, and remember.
And don’t forget to send a follow-up “here’s what I understand” memo.

7. Reframe Your Vital Few Always add your own spin to each assignment
It will increase your level of interest.
It will show your boss what you can do.
Always surprise him or her with more.

8. Don’t Wait
Don’t wait for your manager to tell you how and when to do your job (that’s always a danger). Instead, jump in.
Instead, work up a short plan on how you are going to do your job.
And then jump in. Don’t just sit around waiting. Surprise your manager and show some initiative.
Initiative is almost unknown in today’s organizations. This will really surprise some folks.
Don’t screw around. START NOW. Find an excuse. ANY EXCUSE.
Do something. DO ANYTHING. Get going. POSTHASTE.

9. In every organization there are leaders and there are followers.
And some followers matter more
than others.
Which kind of follower are you?

10. Types of Followers
Saboteurs: Actively seek to undermine other staff, managers and leaders
Alienated followers: Not happy about anything; corrosive attitude
Competent followers: Always work within the rules; seldom do more than required; conformist; try to stay below the radar
Exceptional followers: Contribute above and beyond; seek to add value at every level

11. How Exceptional Followers Add Value
Focus on critical-path activities related to their vital few
Contribute to the growth of other team members
Become the “go-to” person
Take the initiative to increase their value to the organization
Realize they add value not just by going above and beyond their work, but in being who they are – their experiences, ideals and dreams
Support (and surprise) their manager and leader

12. The Five Dimensions of the Courage
Ira Chaleff introduces the idea of the “courageous” follower:
The courage to assume responsibility
The courage to serve
The courage to challenge
The courage to participate in organizational change
The courage to leave

13. Think Well
Here are two great books to help you learn to think well. Give them a read. 13

14. People who are great communicators have more opportunity, exert more influence and make more money than people who are not.

15. To Be a Great Communicator
Listen carefully (and don’t talk so much)
Ask great questions
Respond quickly to and phone calls
Watch the nonverbal
Keep it short and keep it simple
Dump the negativity
Learn how to: 1) Write a great memo; 2) Conduct a great presentation
Tell the truth – always
Keep confidences

16. Build Your Own Personal Brand
Being good is one thing.
Being good at something people value is even better.
Being known for being good at something people value is the best thing of all.
You must continually build your brand.
If you don’t build your own brand someone will hire you to build theirs!

17. Build Your Own Personal Brand
Be disciplined
Focus on a few key issues where you can add clear value
Stick with those issues over time
Use multiple channels:
LinkedIn, Facebook, Twitter
Presentations at conferences and webinars
Blog
Social networks/professional-industry groups
Build your Rolodex (OK, contact list) and network like crazy

18. Invest in Yourself
Face it, no one has more interest in your future than you do.
So even though you are up to your eyeballs in alligators … and even though your employer has no resources for training or professional development …
You must make the investment:
In the next degree
In the next skillset
In reading (and not just buying) the book
In getting involved in the association
In writing the paper
In making the presentation

19. Absolutely, Positively…
Hit your deadlines

20. Find a Rabbi This is an old term from the NYPD.
A rabbi is someone who is invested in you:
A mentor
A guide
A critic
A trusted advisor
Early on, you need to find a rabbi.
Later on, you must be willing to be someone’s rabbi.

21. Know/When You Will Be Evaluated
What are your “must dos”? (Remember the vital few?)
You may have a lot to do, but do you know what matters most?
What are your big rocks?
If you don’t know how you are going to be evaluated, how will you know whether or not you are making progress?
Insist on regular, deep evaluations.

22. Follow Opportunity, Not Money
In the near term, you want to follow experience-building opportunities.
Doing this early will make it much easier to obtain higher paying jobs later.
Ideally, you want a job that:
Gives you broad responsibilities
Allows you to make your mark
Is generally along the career path you envision
Has budget, social and political support

23. If Your Don’t … Love What You Do …
Love what you do … and don’t love the people you work with …
Then quit.
So much (perhaps too much) of our mental health depends on the work we do.
If you don’t love your job then your mental and physical health (and likely those of your colleagues) will suffer.
Do everyone a favor and find a job/place that allows you to be the best you.