ouse
This edition first published 2015
© 2015 Mike Clayton
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Powerhouse (noun): somebody who is full of energy, highly effective, and therefore very productive.
Introduction
Powerhouse (noun): somebody who is full of energy, highly effective, and therefore very productive.
There is so much you want to get done in a day and modern life is making ever more demands. Adding to your desire for a successful career, a fulfilled private life and some form of lifetime achievement you can be proud of are all of the pressures of living and interacting socially.
Yet the one thing modern technology has not given us – and will almost certainly never provide – is more time. So the answer must be ever greater levels of productivity.
Is it any surprise therefore that many people's bookshelves are groaning with productivity and time saving manuals, and that bloggers and coaches are offering a constant stream of tips and advice? Oh no! More things to add to your reading list.
Time management and greater productivity are not the answer. The answer is not about how much you can do, but what you do and how you do it. If you choose the right things to do, and you do them in the right way, you will be productive. But not just ‘lots of stuff done-productive': you will be ‘effective-productive'.
The difference is essential: getting lots of stuff done means nothing unless the stuff you do matters. That is what effectiveness is about: about doing what matters; what will make a difference that counts.
Effective action defines Powerhouse. But one thing that you won't find in this book is a single definition of what being a Powerhouse means. It means far more than one thing and goes beyond the normal day-to-day meaning of effectiveness:
effective (adjective): causing the desired result, successful, able to deliver what matters.
It is a mentality and approach that delivers outstanding productivity and exceptional outcomes, and makes a vivid, lasting, and positive impression on the people around you.
Becoming a Powerhouse means:
• Choosing to do the right things.
• Doing the right things for the right reasons.
• Doing the right things right.
• Working with the people around you.
• Getting the best from the people around you.
• Getting the best from yourself.
• Being prepared for the unexpected.
• Handling the unexpected.
• Knowing when and how to stop.
• Extending your Powerhouse capabilities to your whole organization.
These definitions form the agenda for this book. Over the next ten chapters, you will learn how to bring full effectiveness to everything you do. Each chapter will also show you how to turn up one of ten Power Switches, to transform yourself – and your organization – into a Powerhouse.
Chapter 1: Self-Control: Choose to Do the Right Things
The first step is to identify and evaluate all of your opportunities. Then, decide which ones to pursue. Let these become your compelling causes, and focus almost exclusively on them. This is about self-control.
Master Switch: Self-Control
Chapter 2: Judgement: Do the Right Things for the Right Reasons
You need to be clear why you are pursuing each of your compelling causes, for two reasons – personal and organizational. The organizational reason is that you will almost certainly be accountable for how you will be using your time and spending your resources, and the personal reason is that we all need to know the answer to the question ‘why?’ Without a reason, there is no motivation. We'll cover how to justify your choices and learn about judgement.
Power Switch: Judgement
Chapter 3: Productivity: Do the Right Things Right
Now is the time to think about how you are going to accomplish what you set out to do. This is about productivity and Chapter 3 splits this into four stages: planning, preparing, performing and postparing. Don't worry if you haven't heard the word ‘postparing' – neither had I before I started work on this book.
Power Switch: Productivity
Chapter 4: Relationships: Work With the People Around You
You need to be able to enlist the support of the people around you: colleagues, team-members, bosses, suppliers and customers. Their active support will be a big factor in your success. And it is not just dealing with opposition that is important; it is positive support. So we will look at how you can build support for your work in Chapter 4. This is about relationships.
Power Switch: Relationships
Chapter