Monday, November 17, 2014
Most of my work is generated by email, or requires the use of email at some point in the process of its completion. I use Gmail. My diocesan email account is configured to deliver messages into my personal Gmail account. Gmail is rock solid in terms of downtime (i.e. lack thereof), spam prevention (i.e. it is virtually spam-free), and searchability. It allows me to either originate a message or reply to one from either account, as seems appropriate. I am not particularly fond of Google's design aesthetic, including and especially Gmail's. So I have, at various times, experimented with alternatives to the Gmail interface. So far, I have always returned to the interface I don't like the looks of because of its sheer unmatched functionality. Lately I'm auditioning Google's still-in-beta Inbox. It has a couple of features I need for it to acquire before I can put the classic Gmail interface out to pasture, but I generally like it--especially the "snooze" feature, which allows me to kick a message down the road to a time when I will be better able to deal with it.
So Gmail is the foundation of the entire system. The other two critical elements are Evernote and GQueues.
Evernote is the gold standard note application available today. It operates on a "freemium" business model and is very affordable any way you use it. It uses both categories and tags and is completely searchable--not only the notes that you type in, and not only editable attachments, but even graphic files. It is both highly functional and very easy on the eyes. It also plays extremely well with Gmail. There is a Gmail extension called PowerBot that allows me to clip either entire email messages, or just attachments, directly to Evernote, including categorizing and tagging without leaving my Gmail screen. There is also a browser extension (I use Chrome, by the way) that allows me to easily send web content--full pages or portions that I select--into Evernote, retaining hyperlink functionality. Evernote rocks. I mostly use the web version, but there are desktop (Windows and Mac) clients, and iOS and Android apps, so it is usable seamlessly across the array of devices. My goal is to be as paperless as possible, and a Fujitsu ScanSnap digital scanner allows me to scan hard copy directly into Evernote. Correspondence, invoices, and most anything else that lies flat goes that route, and is then disposed of.
GQueues is a task management app designed to play well with Gmail and Google Calendar. At its heart, it tries to be compliant with the principles of David Allen's Getting Things Done, which has a sort of cult following. So the program makes it easy to capture ideas about actions and projects right when they occur to me (provided I'm not in the shower, which, alarmingly, is where a lot of important ideas do tend to occur to me!), and have them available when I'm able to do further processing and organizing. There are iOS (and Android) versions of the app, which means I can use my phone's voice recognition abilities to create new tasks on the fly. GQueues supports both categories and tags, handles recurring actions with great flexibility (a non-negotiable for me), and is nice to look at. It also has a Gmail extension that allows me to turn an email into a task almost effortlessly, which means I can immediately kick it out of my email inbox. But here's the best part: GQueues can be configured as a Google calendar, which comes in handy when I do my weekly review (per GTD best practice) on Sunday evening. I go to my monthly calendar view, make the GQs calendar visible (it's usually turned off, for appearance purposes), and then I can drag leftover tasks from the previous week to new dates, turn off the GQs calendar, and forget about those items until their assigned date arrives and they appear in the "Currently Active" "smart queue" that I have created and configured.
At a lower level, I could also mention Dropbox, which I use every day--but it could just as easily be Google Drive or iCloud. Dropbox is just what I happened to fall into.
So, since Tuesday morning is the beginning of my work week, here's what will happen when I open up my Macbook over morning tea tomorrow: First I will look at my email (using Inbox), both for new arrivals that need to be converted to tasks, and items from today or earlier that I snoozed until tomorrow morning. Then I will go to my GQueues tab and navigate to my Inbox (my GQs Inbox, that is), where those tasks will be waiting for me. I will process them by assigning a category, perhaps a tag, and a "start" date (that is, when I want to begin seeing them on my radar--in the case of newly-arrived emails, probably the same day). Then I will open my Currently Active category (defined as all tasks with dates of today or earlier) and select some that either must be completed that day, or that I would like to complete that day. These I move into a category called Next Actions (GTD lingo). The system allows me to drag and drop them into a ranked order. This Next Actions list, then, is what drives my work day, apart from scheduled meetings and unforeseeable developments.
One last thought: I am grateful that the nature of my work enables me to integrate my vocational and personal lives. I don't keep two different systems. Tasks and calendars and contacts are all integrated, personal and professional. I realize not everybody can do this, but I sure am glad I can. So I may do "work" stuff while home in the evening, and I may sometimes do "personal" stuff while at my desk in the office. It all evens out.
Tuesday, November 04, 2014
This was an arresting comment because it runs counter to the conventional wisdom that places a higher premium on leadership than on management. Leadership connotes inspiration, vision, and dedication. Management connotes bureaucracy, pettiness, and mind-numbing attention to detail. I consider myself much more a leader than a manager. Leadership is energizing and fun. Management makes my eyes glaze over. Yet, while I can't speak to what Bishop Rowe had in mind when he made his statement, it immediately rang true with me. Here's why:
When an institution is in crisis, good leadership is necessary, but it's not sufficient. The Episcopal Church is, by any measure, in crisis. We are being engulfed by twin tsunamis: one demographic (rising median age) and the other cultural (dechristianization of society passing the tipping point). To be sure, such a situation demands compelling leadership, leadership that is galvanizing and unifying. But even the finest leadership will fail to arrest the crisis and turn the institution around if it is not accompanied by a plausible strategy and well-executed tactics. This is where I see us woefully under-resourced.
To use a military analogy ... if commanders at a staff level set an objective of neutralizing the enemy's effectiveness in a particular geographic territory, they don't just inform the field officers of the objective and give them a motivational pep talk. They assess the available intelligence carefully, devise a strategy, arrange for supply lines and logistical support, test communication systems, divide the work into discrete tasks and distribute those tasks among the available personnel, having ensured that everyone is properly trained. Then they give the motivational pep talk. The successful execution of the the campaign that follows the leadership talk depends utterly on a host of management details that must be seen to.
It is my observation that, in the church, we have no shortage of visionary leaders who can paint the big picture and call forth the worthiest instincts of the baptized faithful. What we seem to lack are managers who can make the lofty vision concrete--break it down into digestible units, organize those individual digestible units on a large scale, match real, live, fearful and fallible people to the tasks that need doing, train them to the point where they feel confident in their ability to perform as required, deploy them effectively, and assess results in the field, making tactical adjustments as necessary. Unless we make the whole notion of "mission" concrete in some way that resembles this process, it's just talk, and will avail for nothing.
Management is not very often exciting. It is subject to abuse (read: micromanagement). It's not glamorous, and doesn't make headlines, or even--except very rarely--inspire blog posts! But it is absolutely mission-critical, and that we have not focused on it more intentionally is negligent on the part of ... our leaders. (For the record, while I am not exonerating the Bishop of Springfield in this leadership indictment, I'm pleased to say that we are at least pointed in the direction of dealing with the management issue.)
Yes, the Episcopal Church is over-led and under-managed.