I whizzed through Patrick Lencioni’s 200 page book “The five dysfunctions of a team – a leadership fable” during a long-weekend looking after Mum in London.   Using a ‘fable’ to present a model, what a great idea: if only all business and management ideas were portrayed as simply and made such an easy read.

Remembering it’s fantasy, forgiving its slightly twee chapter endings and US context, the fable lends another insight into team-working and a new model to consider. Did I spot a wry smile on your face as you recognise your team mates’ reflected in the script before you or see another team leader share your own doubts and deliberations in addressing team flaws?

Three questions you might like to ask yourself as you leaf through the pages:

• Which of the five, interlinked, dysfunctions do you see in your own team? How often do they appear and how widespread are they – all present, all the time across the whole team;  some present, some of the time in parts of the team or (you’re in heaven) none present, ever in all of the team?

• What do you learn about good and bad team leadership from Kathryn? Which (if any) of  her traits do you share?

• What development ideas do you pick up for yourself as team leader or for your team to improve team-working?

Ideally record the answers and actions that emerge to continue your team development or extend your leadership skills.

Try your library first to see if you like it before splashing out: “The five dysfunctions of a team – a leadership fable.” Patrick Lencioni (2002) Joissey-Bass A Wiley Imprint www.josseybass.com

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So you want to manage your time better? Well, there’s no time like the present. Make notes as you plan three key steps. Lasting results will come from working things out for yourself.

Step 1: Identify your top three time thieves

What drains your time? Be sure to think through all the angles – in the workplace and at home.

In the workplace, for example, the most likely access points for “break-ins” come from your boss, your team, people who work for you, other colleagues, the organisation itself (including the physical environment, facilities and equipment) and people outside your organisation.

Try to differentiate between “time thieves” and “time aids”, which are things that ultimately release time and you. Time thieves are typically:

• unnecessary or lengthy calls and conversations;
• unwanted phone or email messages;
• badly organised, pointless meetings;
• unhelpful callers, interruptions and distractions;
• unrealistic expectations, unclear direction or advice; and
• destructive discussions.

Time aids can become time thieves when they let us down, such as when:

• the photocopier jams;
• your personal organiser fails;
• you lose computer files;
• your mobile phone battery runs out;
• you’re delayed in traffic, a queue, waiting for someone or left “on hold”.

Once you’ve made your list, circle your top three time thieves so you can focus on “arresting” them.

Step 2: Arrest them

Think about what measures you can take to arrest your three culprits. In working out what to do, remember the following points.

Prevention is better than the cure

Secure your work and home time against these time thieves wherever you can.

• Do only what’s necessary – restrict and screen out what’s not. Pass on essential information or, if you think you’ll need it, save, scan or file it.
• Don’t duplicate or proliferate. Don’t just dump unwanted information on others – bin it instead.
• Block distractions, switch off noisy machines, move from busy areas, prune clutter and remove rubbish.

Pause before action

If it has to be done, prepare the most effective delivery route.

• Prioritise and plan ahead. Take control of meetings, reports, presentations and projects. Clarify their purpose, challenge their duration or deadlines, confirm your own role and check the resources available. Batch tasks, calls and emails and deal with them together. Learn to speed read.
• Choose the best way or people to get things sorted. Know your colleagues’ weaknesses and strengths, how best to influence and engage them and over what. Understand, be familiar with and maintain equipment and facilities.

Maximise the opportunity

If it has to be done, make it work for the best for you and others.

• Turn difficult tasks into development opportunities for yourself or simpler ones for delegation. Seek out a colleague’s insight or support – but be sure to reciprocate. Share reviews, swap notes, provide joint briefs on policies or procedures. Innovation can make dull jobs enjoyable.
• Multi-task while waiting. Do those little jobs, perhaps something mundane but important like catching up with your reading or carrying out a web search you planned. You could use the time to simply reflect and relax.
• And, above all, don’t be a time thief yourself. Make a habit of brevity and clarity. Don’t procrastinate – focus and deliver on agreed objectives.

Step 3: Jail them

Once you’ve come up with some ideas, think about your findings. How are you going to deal with your main time thieves?

Now elect your top three tips and, without wasting any more time, put them into action.

This article is based on a regional seminar for IHM members and other managers given by Accomplice, which provides organisational and management solutions, primarily in the NHS.

Originally published in the Health Management journal Sept / Oct 2008.