Chapter 10 - Results Frame, Personas, and Pitfalls

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Efficiency is doing things right; effectiveness is doing the right things. —Peter Drucker


In This Chapter

  • Learn about the Results Frame and how to use it as a lens for organizing and sharing information in the productivity space.
  • Learn key Productivity Personas.
  • Learn key Productivity Pitfalls.


The Results Frame provides a backdrop for organizing and sharing principles, patterns, and practices for results; think of it as a map of the territory. The frame itself is simply a set of Hot Spots. You can use the frame to organize your thinking, guide your learning, and provide a place to put new principles, patterns, and practices that you learn for productivity. This helps you evaluate new information while at the same time, reducing information overload. For example, you might find that you have plenty of techniques for task management, but you’re missing techniques for focus. By having a frame, you can evaluate your existing body of knowledge for strengths and weaknesses.


The Productivity Personas defines and names a common set of behaviors. By having a name for different personas, you can improve your self-awareness and be deliberate about which persona you choose to use for a given situation. For example, when you need to tackle a tough problem, you might choose your Thinker hat. When you need to take action, you might swap modes from Thinker to Doer. The power of personas is more than just a mental model for behaviors. You can also use the personas to improve teamwork, as well as improve your own effectiveness through more effective pairing. For example, if you’re a Starter, find yourself a good Finisher. If you’re a Maximizer, find yourself a good Simplifier.


The Productivity Pitfalls are common mistakes that get in the way of results. If you understand and recognize these pitfalls, you can respond more effectively. Awareness is the first step. You may be aware of some of the negative patterns, but this provides a robust set that you can use to identify problems you may be running into. One thing to keep in mind is that some problems may be due to the situation, while other problems may be due to your approach. It’s important that you don’t internalize situational problems. At the same time, it’s also important that you don’t think of yourself as a victim. Instead, simply recognize the problem and respond. Responding may simply be changing your expectations, or it may mean changing your approach, or even changing the situation. In any case, you’re never helpless. You always control your attitude and response, and that’s the most important point.


Note - The rest of this chapter is temporarily unavailable until January 30th. In the meantime, you can get the book on Amazon.


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