Richard Polak - Work Smart Now: How to Jump Start Productivity, Empower Employees, and Achieve More

Copyright 2021 by Richard Polak

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Library of Congress Cataloging-in-Publication Data

Names: Polak, Richard (Human resource veteran) author.

Title: Work smart now: how to jump-start productivity, empower employees, and achieve more / Richard Polak.

Description: New York, NY: Skyhorse Publishing, [2021] | Includes bibliographical references and index. | Identifiers: LCCN 2020057017 (print) |

LCCN 2020057018 (ebook) | ISBN 9781510759824 (hardcover) | ISBN 9781510759831 (ebook)

Subjects: LCSH: Time management. | Wages and labor productivity. | Work-life balance. | Job stress.

Classification: LCC HD69.T54 P63 2021 (print) | LCC HD69.T54 (ebook) | DDC 650.1/1cdc23

LC record available at https://lccn.loc.gov/2020057017

LC ebook record available at https://lccn.loc.gov/2020057018

Cover design by Daniel Brount

Print ISBN: 978-1-5107-5982-4

Ebook ISBN: 978-1-5107-5983-1

Printed in the United States of America

Contents

Preface

Time is our second-greatest asset. We all run out of it eventually, so we need to use it wisely. Whether its in the office or in the living room, none of us are getting the most out of the time weve been given. From the moment we wake up and check our Facebook page or emailsbefore we even crawl out of bedto late at night when we stay up longer than we should, watching TV or working. From the government worker in Cairo who averages 10 to 20 percent less productivity a day (according to many studies) to the salesperson in Cincinnati who takes an extended lunch, has trivial chitchat with his or her coworker, and checks his or her email too often (studies show that it is more productive to check your email only twice a day). Lack of productivity, which extends to lack of engagement, is a crisis in much of society. Workers are pushed beyond their limits. This is proven by studies that show increased dissatisfaction at work and higher rates of depression and suicide. Its simply bad business to overwork people. People become less productive and companies lose money and risk losing employees. In America alone, the average business loses 10 to 25 percent in revenue due to this phenomenon. Its only now that we are able to measure it, analyze it, and make changes.

For more than 40 years, Ive been advising organizations around the world. For most of that time, I owned and operated one of the largest privately held global consultancies, advising companies such as Google, Sony Pictures, Hilton Hotels, and McDonalds on international expansion and productivity in more than 90 countries. I became the specialist, flying around the world, building bridges between employees and their employers through innovative human resources (HR) tools that brought the two groups together. I became an HR forensics investigator, hired by numerous companies to uncover rogue employees who were stealing money from the company and breaking numerous laws in the country. Some were just flat-out mobsters. My goal, as directed by the CEOs, was to stop the corruption immediately and prevent the news from landing on the front page of the New York Times. Im pleased to report that not one of my clients ever ended up in the news concerning these sensitive issues.

I have learned valuable tools that I utilize in my personal business as well as advise for the businesses of others. Here are my two definitions of productivity:

Get More Done in Less Timeand Do It with Joy Do Only the Things That Only You Can Do.

Previous generations said, Work Harder, but now weve learned it really is Work Smarter. I have successfully tested my methods in hundreds of opportunities. Every individual and business should have these tools.

This is why I wrote Work Smart Now, to condense many decades of knowledge into an easy-to-read book that every top-performing individual, CEO, or high-level executive can refer to for guidance.

I hope this book is helpful to you. It has certainly been a joy to write, and the lessons contained herein have been helpful to me in making my whole life more productive.

It is written in somewhat of an unorthodox style. Youll notice that I begin each chapter with a bit of dialogue, as a stage play is written. This is because, frankly, it is my most comfortable form of writing (Ive had seven plays produced and published by Samuel French). I understand that writing a book is not the same, but I truly hope this format works for you. It certainly made it more fun and interesting for me to write this way, and I wanted to do so only to get my vision across to you.

So, if time is our second-greatest asset, what is our first? Its our integrity. You can have all the time in the world, but without integrity you have nothing.

Richard Polak

CHAPTER ONE

The Coffee Klatch
and Research
(There Is Science Involved)

Our story opens in the conference room of the CEO. This room has a rich feel. Centered is a mahogany conference tablenot a scratch on it. Sitting around the table are three employees, all well-dressed (but no suits or ties business casual). Three employees are on the screen calling in from their home offices. The room is replete with modern technology and state-of-the-art communication tools: large monitors on both walls, HD cameras, and more. Big business is conducted in this room. If the room could talk, it would say success.

CEO: Hello, everyone. Its good to see you. Thank you all for attending this coffee klatch. Does anybody have any idea why Ive asked you to join me? (pause from the group)

CEO: There is no wrong answer.

Bethany: Were all getting raises?

CEO: (pause) I love your sense of humor.

(some soft laughter)

Bethany: Were all getting fired.

CEO: Wrong answer again. Bethany, these are extremes. I wonder whats going on with your work... just kidding.

Kent: Some of us are getting fired?

CEO: Well, I can see this is going to be fun. Ive asked you all to join me today so I can receive honest feedback about an initiative I plan to launch. I know it might sound odd that the CEO wants honest feedback, but its true. I need it. I cant help the organization or yourselves if I dont get honest feedback.

Milton: Why us?

CEO: You are each leaders in your area.

Kent: (inflating his chest) Yes, I guess we are.

Bethany: Is the company doing okay?

CEO: The company is doing fine. But fine is not good enoughnot for me, and it shouldnt be for you either. I want us to improve. Essentially, this is and should be the same mission for every corporation. My job is to do the best I can for everyone with a vested interest in the company, its stakeholders, and its shareholders. And while you might or might not be shareholders, I consider you stakeholders. You all come from different departments: marketing, sales, operations, finance, and administration. Thats by design. I want a balanced perspective on my plans and how they might impact different parts of the organization. Any questions? (no questions)