Note: The term "Rotational Tasking" is a Lingovation developed by TNNWC Chairman Douglas Castle to describe a common-sense method of accomplished a greater quantity and quality of work using an appliend knowledge of Human Behavior. To Join TNNWC, go to http://www.TNNWC.com and click on the "JOIN US" button. Membership is still free, and your benefits start immediately.
Entrepreneurs: Business-Building And Multi-Tasking Don't Mix.
Introducing "Rotational Tasking."
Entrepreneurs, Captains of Emerging Enterprise and Fellow TNNWC Members:The power and efficiency of multi-tasking are mostly myth. Multi-tasking requires that you divide your time, focus and energies on undertaking more than one important task. The usual result is an ever-increasing pile-up of partially-finished slapdashery (a Lingovation), a reduced quality of output in all areas, and a compounding of errors and "loose ends."
If you are running a small business and have aspirations of growing a much larger one, don't multi-task; instead, use a rotational approach to working, where you
1) develop a list of issues to be addressed during that day;
2) dedicate your full focus on working on one of the tasks, until you become fatigued, or less creative;
3) move on to the next task on the list;
4) repeat step #2.
5) continue this protocol until you have come back around to the task that you first started with. Keep cycling.
I call this "Rotational Tasking," and it is generally the best approach to getting things achieved in meaninfulful, measurable increments. It also helps to avert a "crisis management" mentality which naturally leaves you prone to forgetfulness, negligence and unnecessary stress.
Forget multitasking -- You can't possibly be listening to me discussing the terms of your compensation agreement while you are texting someone in your sales department and retrieving emails on your Blackberry.
Start "Rotational Tasking" down a daily to-do list, and feel the difference. An interesting article from our friends in the United Kingdom follows which echoes this sentiment.
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Modern executives are perpetually plugged in to a dizzying array of gadgets and communication devices, but all that multitasking is making business leaders much less creative, writes Myra White. Juggling technologies and tasks leaves leaders with little time to synthesize the information they receive, White argues, making it hard to spot creative ways to apply new facts and ideas to problems. Management-Issues (U.K.) (3/16)
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Faithfully,
Douglas Castle
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