What interesting have we learned

Here is what else useful and interesting we heard, saw and learned over the past month, but why did not find a decent place on other pages of the magazine.

What we learned: “Schedule only 4-5 hours of actual work per day. Days always fill up. It’s perfectly normal to have days when you can’t work at all, and days when you can work 12 hours straight. Work harder when you feel like it. Rest when you don’t. Separate thinking and doing so you can do it faster and think better. Always work only on what will have the greatest impact. Always know the one most important thing for the day. Write down everything that distracts you—random thoughts, new ideas, all sorts of things. The trick is, once you write them down, they will stop distracting you from working.”

Where did you find out: In the Mann, Ivanov and Ferber publishing group on Facebook

What we learned: A few fun terms not yet in Russian: "Seagull management is a management style in which a manager suddenly swoopes in on a project, makes a lot of noise, makes a mess everywhere, and then just as suddenly flies away, leaving a complete mess in his wake." "Name ambush is an awkward situation when you bump into someone you seem to know, but can't remember their name."

Where we found out: On the Esquire magazine website: http://esquire.ru/coined-word-2

What they learned: How to properly plan your goals? First of all, it is worth dividing all goals into three groups: “I need”, “I need the company”, “I need the management”. Priority should be given only to those goals that meet all three criteria at the same time. How to save work time? Use the OHIO principle (Only handle it once), the principle of which is the instant execution of simple tasks. What can be done right now must be done right now, otherwise then it will take twice as much time. You should also leave voids in the work schedule so that at this time you can think about strategic plans or fill them in with suddenly arisen tasks.

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Where did you learn it: From the book "At the Peak of Opportunities: Rules for Professional Effectiveness" by Robert Posen, Mann, Ivanov and Ferber Publishing House

What we learned: "When starting a new sales team, assign a cash bonus (even just 100 rubles) for each item sold. This incentive will encourage salespeople to give their all. Once you see what your employees are truly capable of, make their sales targets part of the plan and begin penalizing them for failing to meet them. Bonuses are only awarded for exceeding the target."

Where did you learn about it: At a business breakfast held by Clever Fashion

What we learned: A useful way to plan business projects is to first brainstorm all the stages, then identify success factors, then categorize the ideas and incorporate them into the project implementation plan. Here are some categories you can use to organize ideas: assumptions to test, tactics, necessary staff, potential obstacles, necessary information, resources, and events that need to be coordinated throughout all stages of the project.

Where did you learn it: From the book "Work Less, Accomplish More: A Personal Effectiveness Program" by Kerry Gleason, Mann, Ivanov, and Ferber Publishing House