{"id":10429,"date":"2020-08-24T01:15:52","date_gmt":"2020-08-24T01:15:52","guid":{"rendered":"https:\/\/totalsynergy.com\/?p=10429"},"modified":"2022-09-16T13:48:20","modified_gmt":"2022-09-16T03:48:20","slug":"the-beautiful-view-of-to-dos-in-synergys-august-release","status":"publish","type":"post","link":"https:\/\/totalsynergy.com\/the-beautiful-view-of-to-dos-in-synergys-august-release\/","title":{"rendered":"Managing outcomes, not hours \u2014 the beautiful view of to-dos in Synergy\u2019s August release"},"content":{"rendered":"\n
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Co-CEO of Australian tech darling\u00a0Atlassian<\/a>, Scott Farquhar, said the company was changing tack entirely with their management systems. Their new methodology will enable them to measure the \u201coutcomes, not clock hours\u201d of their, now entirely dispersed, staff. \u201cLet\u2019s face it,\u201d he said, \u201c2020 has been a year of huge change for all of us. How we work has changed forever and we must pioneer this change.\u201d<\/p>\n

Agreed, Mister Farquhar. In fact, we here at Total Synergy couldn\u2019t agree more. And so, we present you with the view from our August Synergy update<\/a> \u2014 you won\u2019t need binoculars to take this beauty in.<\/p>\n

<\/h3>\n

Resource balancing \u2014\u00a0where we were on our path to planning perfection<\/h3>\n

You\u2019ll recall from several of our last\u00a0releases<\/a>, we\u2019ve been on this journey from long-term, broad-view planning down through a more and more granular series of focus points, to where we are now with the August release. This is where we get to look at what specific items people are actually working on. If you remember rightly, it\u2019s been a very scenic planning path to this point, and it\u2019s only getting prettier in its detail.<\/p>\n

In one recent release, we talked extensively about the new feature where you can enter exactly the number of hours you want somebody to work on something in the next week. That\u2019s a way of delegating \u2014 it enables you to define the project to be worked on, who\u2019s going to do the work, and when they\u2019ve got to do it by. That isn\u2019t very specific, but it\u2019s delegation, nonetheless.<\/p>\n

Now, the above is definitely useful. It\u2019s a sanity check to make sure there\u2019s enough people on the team to make it at least plausible that they\u2019ll finish the work on time. It also checks that everybody in the company has been put on a team where they\u2019re contributing and will be busy (we don\u2019t want people sitting around doing nothing, especially if others are working overtime). That\u2019s called resource balancing.<\/p>\n

But how do you then measure somebody\u2019s performance in that week? Excellent question!<\/p>\n

I said I want you to work eight hours per day for a week on project X. At the end of the week, I say, \u2018Did you work eight hours a day on that project?\u2019 And you say, \u2018Oh yes. Yes, I did!\u2019 Then I go ahead and marvel at what a fantastic employee you are \u2014 you did such an awesome job because you spent eight hours a day on that project. Just like I asked you to.<\/p>\n

But, hold on a second \u2026 I\u2019m sure I\u2019m missing something here. There\u2019s another measure I need isn\u2019t there? Why yes, there is.<\/p>\n\t\t\t<\/div>\n\t\t<\/div>\n\t<\/div>\n\n\n\n\n\n\n\n\n\n\n\n\n\t

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<\/h3>\n

Measuring performance \u2014 where we are now on our path to planning perfection<\/h3>\n

What is it that\u2019s missing? If the goal I set was for you to sit in an office chair for a certain number of hours, then, the only way I can measure your performance against that goal is to check that you sat in the chair for the requisite number of hours.<\/p>\n

Okay. That worked when you were in the office, because I could see that your rear was firmly in the chair. Therefore, I knew you were doing a good job. You were sat very appropriately. With a straight back. I\u2019ve never seen anybody sit so appropriately. Well done.<\/p>\n

But now you\u2019re not in the office. What am I going to do? This is a problem managers are facing \u2014 it\u2019s the first thing that happened when people started working from home. They started saying, \u2018Oh geez, how am I going to make sure that person X is sitting correctly in her chair for eight hours? I can\u2019t be there and see, so what am I going to do? Maybe I need to put a video camera in her bedroom? No, that doesn\u2019t sound right. But I\u2019ve got to work something out to make sure she\u2019s doing the right number of hours.\u2019<\/p>\n

Or, we could measure her usefulness to the company in a different way. Let\u2019s think about that. And now we come back to that quote from the Atlassian co-CEO \u2014 we come back to measuring outcomes not hours.<\/p>\n

<\/h3>\n

Ta-da! To-dos! \u2014 Synergy\u2019s August release to manage outcomes not hours<\/h3>\n

So how do you do that? You do it with to-dos<\/a>.<\/p>\n

The first part of to-dos is to say, \u2018we\u2019ve agreed that person X is going to work on this project for eight hours a day for the next week\u2019. Sweet. But what are they actually going to do in those eight hours? Remembering the old truism, if you can\u2019t measure it, you can\u2019t manage it. And I can\u2019t really morally measure how long they\u2019ve sat in that chair when they\u2019re at home.<\/p>\n

I can\u2019t use the old way. I\u2019ve got to move now to managing person X, in a measurable manner. So, I\u2019m going to make a list of the jobs that person is going to do within those eight hours a day for a week. Then I\u2019m going to measure that I get those things done by the end of the week.<\/p>\n

So, in the Synergy planning board, down with the tasks, you can build a to-do list that goes with that task. Then you can assign those to-dos to the staff member who\u2019s to do them. Ta-da! Very nice vista there!<\/p>\n

Additionally, your to-do list can be part of a template. Which means that when you select a project template, you can build up a standard to-do list that specifies when you do this kind of job, these are the things that somebody\u2019s going to have to do \u2014 you don\u2019t even need to rewrite that to-do list every time \u2014 it\u2019s already there. Delete the ones you don\u2019t need and allocate the ones that are left.<\/p>\n

<\/h3>\n

First-rate flexibility means freedom<\/h3>\n

Now, so long as a manager can see things being ticked off and getting done every day, they can feel confident that they\u2019re heading comfortably towards their deadline. Stunning!<\/p>\n

If person X ticked all their to-dos off in the first day, and then disappeared for the rest of the week, do I really care? Well, maybe I\u2019ll give them more work next week, because clearly, they\u2019re much faster than anybody else. But still, good for them.<\/p>\n

If you got finished early, spend Friday doing nothing but researching trade magazines and doing little pet projects and whatever you like \u2014 because I got the work done that I felt was good value. And you got some time. On the other hand, tit for tat, if it looks like you\u2019re not going to finish the work on time, sometimes you might have to work late, because it\u2019s going to take you longer than you thought.<\/p>\n

This style of management has a few benefits:<\/p>\n

    \n
  • You\u2019re now measuring the outcome, not the time spent \u2014 which is to say, you\u2019ve moved to a system that can be measured, and thus, managed \u2014 you can now measure person X\u2019s success<\/li>\n
  • You\u2019re giving your staff truly flexible working options \u2014 you don\u2019t need to care if person X works 18 hours a day for a couple of days, and then take the rest of the week off, or if person X works in the mornings and takes afternoons off, or if person X has got kids they\u2019re homeschooling during the day that they need to work around \u2014 you\u2019re giving staff the freedom and independence to work to a schedule that works for them, so long as they\u2019re ticking off their to-dos<\/li>\n<\/ul>\n

    This is especially interesting in these COVID times. Now that we have a distributed workforce, the old way of managing people doesn\u2019t work. Now you\u2019ve got to be able to have a Teams discussion on Monday morning and a wrap up on Friday night. Management means being able to agree with person X that they\u2019ll get Y done by the end of the week and letting them manage their time for themselves.<\/p>\n

    All of a sudden, a manager\u2019s life is easier too. They don\u2019t need to be creeping around looking over people\u2019s shoulders, wondering how they\u2019re going. They can see how they\u2019re going because they\u2019re ticking off to-dos as they go.<\/p>\n

    Look at that perfect project planning panorama! Lovely.<\/p>\n\t\t\t<\/div>\n\t\t<\/div>\n\t<\/div>\n\n\n\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

    How Synergy\u2019s August to-dos update will help you manage your built environment design staff\u2019s outcomes, not their hours \u2014 so you can adapt and ascend in the \u2018new world of work\u2019.<\/p>\n","protected":false},"author":10,"featured_media":10433,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","inline_featured_image":false,"footnotes":"","_links_to":"","_links_to_target":""},"categories":[2,6740],"tags":[],"webinar-categories":[],"type-of-webinar":[],"industry":[],"region":[],"class_list":["post-10429","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","category-synergy"],"acf":[],"yoast_head":"\nHow to measure your AEC staff\u2019s outcomes, not hours, with to-dos<\/title>\n<meta name=\"description\" content=\"Paul Hemmings explains how managing outcomes, not hours, will free your built environment design business and staff 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