Interruptions Help

I don't recall if there is a podcast on this topic or not, I think so, but I'm not sure.

But, in the meantime, perhaps you can consider this. First, how about initiating a discussion with your directs about communications preferences and expectations. When should something rise to the level of "1-Now." At the other end of the spectrum, what about when things aren't time sensitive or the deadline is comfortably far away.  Discuss the role of email, phone, physical interruptions, IM, texting, and anything else you use. These are tools. The group should understand their proper use.

What can the group do to minimize unnecessary interruptions while not being afraid to interrupt someone when it is important?

For example, I've read that various companies have "quiet time" of an hour or more per day when no one is allowed to interrupt anyone else. Ten years ago several organizations (including one of my divisions) had "email-less days." (Not sure if that's practical now, though.)

You've heard the expression, "Open-door policy," right? It could be as simple as closing your door (of course you have to have one) when you're task focused. Or letting your staff know that from 10-11:30 and from 2-4PM, you'd  really rather not be interrupted unless there is a time-sensitive issue that can't wait. Or, do the reverse, let them know that there are regular hours when you are always available.

You're walking a fine line here trying to balance your managerial responsibilities with your task-related performance objectives. Leaning over too far in one or the other direction can be extremely detrimental.

But, I believe the solution is simple, as outlined above.

One last thing. Let's say you set those expectations and two days later a direct interrupts you when you've said you're not available. This is most likely an inadvertent mistake. Smile (with both your eyes and your mouth) and gently remind the direct of the new normal. It should only take once for most people to catch on. But expect that, as with any other change management, some will catch on faster than others.

If you need some quiet time, ask for it. We use "in hiding" here.  When you are in that status, only red-alert items or personal phone calls get pushed through.  It means directs have to use some discretion as to what is really a "red' item but has been very effective.  The trick is to use it when you actually NEED it, not everyday.  Otherwise you run the risk of being thought of as unavailable.

Other ideas - daily stand-up meetings catch a lot of small items  - sign this, where does this go, can we buy this, follow-up on a task.  Usually takes 5-10 minutes per direct.  Worst case scenario, it's an hour every morning. Ask people to hold those items for the morning meeting.  (Do you really need to stop to sign a document or could it wait until tomorrow?)  You have to help define what is urgent and what is not.  Also, are they just stopping by to "visit", that is my biggest issue.  I often have to say "I need to get my work done".  It takes a great effort (being High I) but I'm not paid to visit.

It takes practice and is really boring, but that's management.

While strategies to block out time for you to get your own priorities done are useful, as Acao and GlennR have outlined, you do need to be very careful not to go too far and cut off necessary communication with your team.  That's a fast track to "but why didn't anyone tell me earlier?!?".  A bad place to be.

Instead, I'd be inclined to examine why people are coming to you all the time.  For every interruption for a week, write it down.  Then look back, and see if any patterns emerge.  I can think of a few possible categories of interruption that could be dealt with fairly easily:

• Clarification: Someone needs more information to complete a task you've assigned.  You can avoid the need for this interruption by thinking through more completely the information that will be required, and providing that information when the task is assigned.
• Decision making: "Such-and-such and thingummy happened, what should we do?"  This comes in two flavours: incomplete knowledge, and a lack of delegated power.  To address the former, you need to provide some "commander's intent" when the work is assigned, to allow people to see the bigger picture and feel confident that they've got enough information to make the decision themselves.  They also need to know that they have your approval to make the decision -- this usually comes down to establishing trust that you've got their back if they *do* make a decision and it doesn't go smoothly, and you communicating to them explicitly that they have the authority to make any decisions that come up regarding the work you're assigning.
• Approval: Whether it's purchasing paperclips or hiring someone, people are coming to you to bless a decision they've already made.  This is pretty easy to get rid of -- trust your people to know their jobs, give them all the information they need, and then tell them they've got the final say on the decision.  Then make sure that whoever needs to know is aware that you don't need to be directly involved in the decision-making process, and your people can go right ahead and do what needs to be done.
• Reporting: "This thing here has been done".  Fairly straightforward to eradicate -- just formalise the reporting procedure at the time you assign the work to use passive means of reporting, rather than having to interrupt you.  "E-mail me the report when you're done" rather than "hand me a printout of the report".  Also set deadlines at times that are convenient for you to receive the reporting -- don't ask someone to give you a verbal briefing on something by 2pm when you've blocked out 1pm to 3pm to put together a deck (you *are* blocking out time on your calendar for your priorities, right?)

The set of things you're being interrupted for may fall mostly into those sorts of categories, or they may be completely different.  What I can say with some confidence is that you'll identify some themes, and you can probably eradicate 90%+ of the interruptions you receive by a process of analysis and correction similar to those above.  The added bonus is that people will be happier and more productive if you're giving them more information, trusting them, and not *requiring* them to come and visit you all the time (trust me, nobody *wants* to get in their boss' face and ask them something).

Look for one of the podcasts where Mark talks about being poked by an umbrella. In short: how you react to being interrupted is your choice. 

I wish people interrupted me only every 10-20 minutes. Generally I’m interrupted at least twice before I can finish typing a sentence. As a high D/C, I've had to improve how I responded. For what it is worth, here's how I've handled it:

Over the last year or so I've worked hard to not let interruptions become disruptions to my own work. I need to stay on task. I also want people to feel they can come to me when they have an urgent question. 

Within my office I try to establish that we are either "available" or "not available". Being at my desk or in the office does not equal being available. When staff answers our office phone and the caller asks for me, they check to see if I am available. I either give a quick answer that they can pass along, tell them to take a message or have them transfer the call to me. 

The longer we work together, the better sense they have of when I am and am not available for calls and visitors; what to bring to me and what to wait on. They also get better at filtering their own questions for me. If someone comes to me when I'm not available, I ask: "Is this urgent?" Then act accordingly.

I've learned that it is hard to maintain my train of thought if I am interrupted while writing. On the other hand, there are other types of work (including fairly complex spreadsheets) that I can be interrupted frequently without missing a beat. So now I try to do the work that will suffer least when I know I will be interrupted most. This little scheduling trick works most of the time.

I also let my directs know that O3's are the time I am focused on them. This lets me give them better answers than they will get from me on the fly.

Simply the knowledge that I can be interrupted without being disrupted has been most powerful tool. It's been very freeing for me and allowed me be much more focused. It is also quite a shock to my directs when they become self-aware of how often they interrupt.

 Mjninc, I just wanted to say three months is a short time.  Your directs behavior may have more to do with their previous manager way of doing things rather than anything you are doing.  Follow Mattpalmer's advice and keep consistent on your 03's and staff meetings that naturally the interruptions will decrease.

When I first became a manager 10 years ago, people used to joke they had to get a number on my door to get their turn.  When I left the company last year my directs and skips told me that one of the things they appreciated the most was that I was always available for them, always with a smile and generous with my time.  I was rarely being interrupted by then!

I believe one of the most important aspects of a managers role is to be there for his/her directs.  Some things I have learned along the way that allowed me to remain generous with my time yet effective were:

1- Have consistency, have a routine of regular 03's and staff and project meetings;

2-Show up and engage on the meetings one has agreed to participate at (which involves meeting agendas, living open calendar space, saying no, delegating in advance,....).  Basically the objective is to pass the message that once you have committed you will be there, so people learn to want your commitment rather than your urgency!

3-Force people to sort out their own issues, and see their share of responsibility on any problem specially when it comes to interpersonal relationships. I don't know about you, but A lot of my time in my first years of manager was spent listening to complains about all sort of issues. I learned to challenge people more, and hold them more accountable so that the complains decreased drastically.

4-Always see a step further and train your people to do the same.  Teach them and drive them to "play chess" so that they are not under checkmate all the time.

5- hold people accountable for their commitments. Good luck and let us know how it goes!  

Nara

I have an open door - literally, not just policy - and everyone is told they can step in and wait if there is an ongoing conversation, or to come to my desk if I'm alone. Closed door represents something private inside, and everyone is informed to wait or come back; knocking only when necessary for immediate attention. I will typically look up and ask the person to have a seat, or if they have already taken a seat, I'll say, "Be right with you."  I then complete the task I'm working on. If the task is going to take more than a couple of minutes, I will find a good stopping point so I can start the task again, then I give my direct my undivided attention.

Once the situation has been outlined to me, I use this as a time to examine the issue with the direct and have the direct come up with a solution using guided questions and occasional prompts. When we come to an agreeable solution to the present problem, I then review our plans and ask the direct if next time he'll be able to apply our discussion to the next similar situation. I then have the direct tell me what they plan to do in their own words to make sure we're both on the same page. In short, I try to delegate the decision to the direct for next time. Usually, this process takes less than five minutes.

We already have a reporting mechanism for tasks and progress, so I don't worry that I'll be blindsided by over delegating. I try to over delegate, but my team seems to come through regardless of the workload I burden them with.

Don