My work on the new time management book is coming along slowly. McGraw Hill made the executive decision to keep the same title, Organizing for Success. Now it is going to be published as a revision to my previous book rather than a separate entity. I don’t necessarily agree with this decision; the research, findings and methods are all new and all up to date. This is not some stodgy fake update, but a complete overhaul with ground-breaking new information. No one else has covered this material, no one else is publishing this research.

It is truly amazing to me the number of authors, even famous ones, who simply spew the same old stuff in different ways and call it “revolutionary”. No one is coming out with new thoughts or new ideas.

Look for my new book in the 1st quarter of 2010– you won’t be disappointed.

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Why does leadership understand so little about productivity when it comes to those who work below them? It would stand to reason, logically, that leadership would be the most encouraging of productivity of any group within a corporation. But all too often, the clog in the productivity chain starts and the top and works itself all the way down the line. Some ways that leadership hurts efficiency:

• Poor delegation skills
• “Ambushing” colleagues and direct reports
• Too many meetings
• Paralysis in decision making

What it really boils down to is a lack of leadership. Leaders are holding meetings to discuss minutia instead of making strong decisions. Maybe if leaders would slow down and carefully consider a question or problem, they could answer it one time, efficiently and succinctly. This would empower those below them to have more time in their day to actually do their jobs.

Now days, we need to have meetings to set meetings. These meetings frequently devolve into little more than bull sessions, accomplishing little but wasting maximum time. Has anyone heard of an agenda?