Category Archives: Redington

10 Tips, tricks & hacks to be more productive, effective & happy in 2017

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As we look forward to the New Year, with new resolutions, new efforts and new goals, I thought it was a good time to share some tips, tricks and hacks to being more productive, effective and happy in 2017.

There is a huge body of excellent research available on goal setting, prioritisation, focus, habits and time management. I know I’m not the only one who is a big fan of these books, articles and research. Together with my colleague, Dan Mikulskis, a productivity ninja, we gathered together our top combined tips to share with others at Redington.

We hope you find these useful. Please share your tips below.

  1. Set SMART & stretch goals

Set daily priorities, weekly goals, quarterly objectives, as well as longer term stretch goals. Use these daily to help prioritise what you start your day doing. Review at the start of each day, at the end of each week, each quarter, etc. At work, each team and across the firm everyone should know what their biggest priorities are for the week, the quarter and the year, these should be aligned with the bigger team or firms objectives.

2.  Do the Important before the Urgent

Stephen Covey was one of the first to share this 2×2 productivity matrix (https://goo.gl/images/H3e8tc) of what is urgent/not urgent versus important/not important. Everything you need to do does not have the same importance or impact. It’s ok to delegate or say no to things that are neither urgent nor important. If it doesn’t help you achieve your goals it’s not that important. You can’t spend your day dealing with a long list of last minute urgent items. Plan your time between blocks of time to deal with the urgent stuff and dedicated time each day to do the things that are most important.

3.  Do the most important things first

This is the golden rule of time management. Having identified the two or three tasks that are the most crucial to complete, you need to do those first. Willpower is a finite resource, each distraction/temptation we resist depletes the amount of willpower we can rely on. That means after resisting opening your inbox, then resisting checking your phone when it beeps, etc, when a colleague interrupts you to ask about your weekend, you welcome the distraction because you have no self-control left with which to resist it. Start by doing your most important or hardest tasks first in the day when your willpower is at its best.

4.  Keep the main thing, the main thing

Always ask yourself – what are the most important thing I need to achieve today. Don’t let your focus drift from those for too long. Try committing to particular deadlines to yourself (“I must get this done by 2pm”) to force yourself to prioritise avoid getting sidetracked into other things. If you’re experiencing a dip in productivity, take a walk, go for a coffee, get out of the office to try to refresh and get the right “headspace” to come back and focus that one thing. Some people find just being aware of their breath and being still is a powerful way of recharging and taking control of your mind-state.

5.  Multitasking doesn’t work.

Switching between tasks is a classic productivity killer. Humans can’t physically multitask. We’re not very efficient at it. If you try to do too many things at once, you probably won’t finish any of those tasks to a high standard. Plus, it could take you more time than if you simply focused on one task at a time. Eliminate distractions. Close all other browser windows. Put your phone away, out of sight and on silent. Find a quiet place to work, or put on your headphones if that helps you. Concentrate on this one task. Nothing else should exist. Immerse yourself in it. Try the Pomodoro Technique – promise yourself you’ll focus exclusively on something for 45 mins then take a break – https://en.wikipedia.org/wiki/Pomodoro_Technique

6.  Use memory and learning hacks

We are presented with infinitely more material than we can ever assimilate or retain in our minds.  Human beings are inherently forgetful. We need memory hacks to make sure we remember and can reproduce what is important. Instead of passively absorbing data, we need to overcome information blindness by engaging with it – hand write notes, draw charts, test hypotheses, etc.  If you read a good book, write notes on it, discuss it and present it

7.  Harness the power of background processing

Sometimes when working on a ‘high-cognitive load’ task (such as writing a new report from scratch) it is best to quickly sketch a rough template early in the day (no need to get it perfect, it’ll change anyway) then jot down a few thoughts. Then leave it and move onto other tasks. Often you’ll find yourself unconsciously thinking about it during the day/over lunch etc. and when you come back to it “it writes itself.

8.  Ship it

We can all be perfectionists, though we may not recognise this is driven by fear. We need to start by recognising that it is our fear that stops us pressing send on an email, that makes us avoid difficult tasks, that causes us to read, re-read, check, second check, procrastinate, kill trees by writing unnecessarily long papers. Note: we need to do be careful in how we apply this to client work we send out, for example detailed factual performance reports need to be treated with a “right first time” approach. However, by adopting a lean/agile, test, iterate, get feedback approach you can get more done and get real, honest and critical feedback on what needs more work.

9.  Create Habit loops 

Most of the time we operate on auto-pilot, that’s why it’s so hard to break old habits. We can all learn how to create habits. You start by identifying the cue that triggers a bad habit. For example, the first thing I do when I get in… Straight after lunch I … When I get a mid afternoon craving I… etc. once you know your cue, you can insert a good/new habit. It’s important you have a reward at the end of the habit loop (Cue > Habit > Reward – https://goo.gl/images/c4WYkz). Do it everyday for 1-3 months and a new habit is formed. Once it’s committed to your unconscious mind you don’t need to expend any energy on it, it becomes automatic.

10.  If something should be very quick – force yourself to get it done right there

Just told someone you’ll “send them that”, or “you’ll get a slot in the dairy”? Just do it. Right then. That should take no more than a minute or two of your time.

What do you find most useful? What works for you?  Please share.

7 months in a leadership lab – highs, lows, lessons & reflections

“Seeing life as a leadership laboratory enables you to try things out, make mistakes, strengthen your skills and take pleasure in the journey, as well as the fruits of your labour.”
– Heifetz, Grashaw & Linsky

I’m looking out at the ocean, reflecting on the past 7 months since taking on this role. It’s been an incredible period of my life. I’m learning every day, I’m being stretched, I’m doing work that matters, with people I really like.

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What are my highlights:

I’m grateful for how people across the firm have embraced change over these past few months. We are getting better at dealing with difficult issues, whether unspoken, unresolved or unaddressed. This skill will be critical to our success.

We launched the Redington MBA 1.1 with the first group focused on “Having Difficult Conversations”. This is our attempt to deliver targeted training that actually changes habits and behaviours, learning from the latest research in people development.

I’m really pleased with how Redington’s “game” (to make 100m people financially secure) has been received, not just internally, but also with clients and the wider market. The opportunity is really ours to create, innovate and scale our ideas. We want to be known for helping people tackle their most difficult problems, leaving them feeling smarter, capable and better equipped.

We held our first “Innovation Day” with a focus on tech. We heard a number of pitches for client and customer problems that our colleagues wanted to solve. They worked together in small groups to test the problem and develop solutions using a lean canvas approach. We need to move these ideas to the next stage now and will be repeating the whole process regularly.

We held our first “Month of Learning” with daily talks, training and classes that all staff could participate in. Topics included – how decision science can help our clients, understanding path dependency risk, the redington approach to ESG, etc. This has been great. We’re going to repeat it each quarter.

We have made improvements to our pension scheme, maternity benefits, working hours, flexible working, etc. There’s still more we need to do, but this is a great start.

Last month we participated in the Sunday Times Best Places to Work survey, I was over the moon that we had 100% of employees take time to complete the 70-odd questions.

We’ve just launched the #RedingtonReturnshipProgramme, which will kick off in January. This is an internship to encourage mid level and senior women and men to return to work after a career break. I’m really excited about the potential of this programme to enhance the cognitive diversity of our senior team.

I’m delighted with how the Faculty of Fun Stuff (our social committee) have managed our social/charity budget – Halloween Party, Poker night, Arabian night, Drinks, etc. they’ve done far more that has been valued than a top down management of this could have delivered.

In terms of revenue, we had a record quarter and half year. This is testament to the tireless efforts of lots of talented people. No time to be complacent though. We are tightening up our sales and business development efforts, with a new governance structure. This is showing some early positive signs, the key to its success is holding each other to account. I’m really pleased with how the whole team has engaged with this.

What has been my biggest low:

I have allowed myself to get really busy, engrossed, sleep deprived and exhausted by the end of each quarter. I’m leaving home early, coming back late, sleeping late, and generally getting exhausted. Moreover, I can’t stop thinking about work. It’s manageable but I want to address this early, I don’t want it to become a deeply ingrained habit.

This quarter I am going to get stricter with myself. I’m going to have a fixed time to leave by – 6pm – no matter what, to make it home for dinner and storytime. I’m going to go to the gym 2 times a week before work and not compromise on it. I’m going to make time for my morning routine, reflection, journaling and meditation each morning. To make it all happen I’m going to identify my triggers and plan for them in advance. I’m going to be even better prepared.

We need to be alert as a business of the dark side of engagement. People across the firm willingly work long hours, especially at quarter ends. For our longer term sustainability, we want to help our colleagues find better balance. Moreover, we want to be an employer that can attract talent that wants to work more flexibly. I have a responsibility to set the right norms and expectations, not just in words and policies, but in action.

What have I learnt?

  • The importance of having difficult conversations, always, at all levels.
  • The need for daily, weekly, quarterly goals. It’s the only way I’ve found of not becoming a victim to my diary or just reacting to demands on my time.
  • The need to align the rhythm of reviews around capacity and busy periods.
  • I need to get better at writing and sharing minutes. I can’t rely on regular verbal communication.
  • Despite my best intentions I cannot meet/talk to every employee as frequently as I’d like. I need to meet people more regularly in groups to consult and debate ideas.
  • You can only get out of your brain what you put in – so reading and learning has to continue no matter how busy we get.
  • I’m really pleased that we booked regular holidays in advance for each quarter end. I’m definitely doing that again next year.
  • Over the past 7 months I have tried to be involved in every function of the business, for my own familiarity and experience. This is not sustainable. I have to step back and help others lead confidently. After all, I want to create a firm of leaders.

Further Experiments:

My priorities this year are to grow our culture, capability and infrastructure to enable us to move closer to our ultimate goal of making 100 million people financially secure. Though we have made a lot of progress on these, there are many more experiments to be done.

I have come across these two definitions of leadership that really appeal to me. They offer a model of leadership that I think Redington needs to achieve its game. It is also an approach to leadership that is essential for the future.

I think Redington can be an ambidextrous/adaptive organisation. This is my personal challenge for the rest of this year.

“Adaptive leadership is the practice of mobilizing people to tackle tough challenges and thrive. Adaptive organisations name the elephants in the room, share responsibility for the future, value independent thinking, build leadership capability and institutionalize reflection and continuous learning.” – Heifetz, Grashaw & Linsky

Be the change: Reflections on 100 days as CEO

Friday marked 100 days since I took on this role as CEO of Redington – “the best job in the industry” – as one of our clients put it.

They say that during his first 100 days in office, President Franklin D. Roosevelt “sent 15 messages to Congress, guided 15 major laws to enactment, delivered 10 speeches, held press conferences and cabinet meetings twice a week, conducted talks with foreign heads of state, sponsored an international conference, made all the major decisions in domestic and foreign policy, and never displayed fright or panic and rarely even bad temper.”
– Arthur M. Schlesinger Jr., The Age of Roosevelt

I didn’t have a specific 100 day plan and I’m not sure 100 days is quite as valuable a period for assessment as the hype suggests.

Fortunately, I’m not in Roosevelt’s shoes, though, I did feel these were big shoes to fill. The job description I proposed for the Redington CEO, 10 years after the company was founded by entrepreneurs like Robert Gardner and Dawid Konotey-Ahulu, was to grow the culture, capability and infrastructure to move us closer to our ultimate goal of making 100 million people financially secure.

We currently help just over 1 million people achieve greater financial security primarily through our Defined Benefit pensions business. Against the backdrop of pension fund disasters, our clients continue to perform well. They manage their funds with discipline. Rather than spending lots of time forecasting the future, our clients work hard to ensure they are more resilient, whatever happens.

We regularly ask ourselves: what client problems we can solve better; what unmet or un-articulated needs could we fulfil; what legacy methods or systems should be challenged? The next 10 years could see us enter new geographies, start new business lines and/or adopt new technologies. Above all, we will need to test new ideas, empathise, innovate and take risks. This is Redington’s ‘game’.

Rob and Dawid have been clear about their longer term ambitions ‘game’ too. So far though, I have not talked much about my dream or mission. It’s always a bit scary sharing your dream, it makes you vulnerable and open to criticism. Being more vulnerable was my New Years resolution, so here goes…

Continue reading Be the change: Reflections on 100 days as CEO

8 weeks in: This isn’t the finish line, it’s just the beginning

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It’s been a busy few weeks. In the spirit of openness, vulnerability and learning, I’d like to share some of my recent mistakes and lessons:

We held a town hall last week to share our 3-5 year strategy with all staff, which overran. I don’t just mean by a few minutes, but by more than 30 minutes. I was grateful for my colleagues’ patience, but I was cross with myself that I allowed it to happen. I and everyone else, spoke for double the time allocated. I was kicking myself for not rehearsing and preparing all the speakers to make sure that we were joined up and on time. From now on, I have to get strict on myself and others – no practice no presentation. At least, we didn’t have it in the kitchen this time, with everyone standing for that long. Also I’m really really glad that we gave everyone a simple and powerful take away in the form of a one page strategy summary. It’s great to be transparent about what I am working on and to be able to ask others to do the same.

Continue reading 8 weeks in: This isn’t the finish line, it’s just the beginning

Taking responsibility (for myself)

It’s been a month already! The curve is still steep and the learning is relentless. I’m still loving it, with all its ups and downs. A great question to ask yourself is: What is a game worth playing –  win, lose or draw? (Source: Mike Harris).  For me the opportunity to scale Redington’s culture is a pretty awesome one. I continue to feel very grateful for this role and the incredible people I have around me.

http://gratisography.com/

Continue reading Taking responsibility (for myself)

Reflections on talent, culture, leadership and engagement (Strategic HR Magazine)

At a recent conference, I found myself sitting next to the founder of a rapidly growing media company. She was talking to me about the challenges of hiring and retaining graduates. “What is it with millennials?” She said. “They are so impatient, some haven’t even been working for a year and they want to be promoted. In my day, you just put your head down and did your time.”

Continue reading Reflections on talent, culture, leadership and engagement (Strategic HR Magazine)

10 best ideas from Mike Harris (Days 2-3 as CEO)

Over the past couple of days we have been locked away in a workshop with Mike Harris. [For those that don’t know of him, Mike was the founder / CEO / Chairman of Mercury Telecommunications, First Direct (the first telephone bank) and Egg (the first internet bank); he has been coach and adviser to various telecom and technology giants and startups; and a lecturer on “disruptive innovation” at MIT. Though he has now retired, he’s been persuaded to continue coaching 3 firms, one of which is Redington.]

Here are the 10 best ideas I took away from Mike over the past couple of days (interspersed with my own reflections and lessons):

Continue reading 10 best ideas from Mike Harris (Days 2-3 as CEO)

Behind the scenes of ‘Unconference 2016’

Continue reading Behind the scenes of ‘Unconference 2016’

GuestPost: Approaching The Tee Box Of My Future

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The anxious feeling of ‘not knowing what to expect’ sets in when you approach a golf course that you have never played before. You find yourself in an unfamiliar environment and do not know what the course holds in store for you.

During the first two weeks of December, I had the opportunity to job shadow my cousin, Mitesh Sheth, at Redington Ltd. The morning I started, I had the same anxious feeling as previously described, with that comparison in mind, I find it best to relate my two week experience at Redington – to the game of golf, something I am passionate about.

The most important golfing tip I have been told to remember is to always judge the distance you want the ball to travel; then you can correctly pick the required club. The people at Redington work together like all the clubs in a golf bag – each individual tasked with a different purpose to reach the same goal. Redington has a working culture that promotes creative and effective thinking – especially when there are chocolates on the kitchen table to keep the drive going.

My work experience at Redington has taught me four main lessons that will help me in my future endeavors; each one relating to a specific golf swing.

The first and most important is the drive shot, it propels the ball to gain as much distance as possible. It is the first step towards achieving your goal and requires a certain amount of courage and risk taking. I could see this within the Redington environment as everyone is prepared to go beyond what is expected of them in order to maintain proficiency.

The next, is the fairway shot. Even when the going is good, you need to push yourself one step further with every opportunity you are given. Redington has shown me that networking is incredibly important and you should use it to your advantage. One of the main aspects I learned was that creativity is the key to making you unique and gives you the competitive edge needed in the corporate environment.

The chip shot is the second last step to reaching the hole; it’s a small but effective stroke action that leaves a lasting impression. This shot is one of the hardest shots to perfect; even a professional is always looking to improve their technique. Redington showed me that no matter how much you know about one topic, there is so much more out there that you need to expose yourself to.

Last but not least, is the putt. One of the important but most meticulous stroke of them all. The putt is often hard to master when you attempt to find a balance between the pace, angle and technique. This reminds me of the importance in maintaining a balance, between work, social time and time for yourself. It is imperative to enjoy what you do, which incorporates purpose, autonomy and mastery of your skills.

I am looking forward to starting the next stage of my life. My time at Redington has supported my decision to study Actuarial Science next year. I can’t wait to step onto the golf course of life and drive the ball further than before.

Thank you,

Sanam Mehta