Understanding the Buyer Desire of a Dentist

 

Winning and keeping the attention of dentists to consider a new product is tougher and more expensive than it’s ever been. Marketers and sales professionals have had to get very creative to get their foot in the door and most efforts crash and burn.

We’ve made it our business for the past 25 years to get inside of the mind of the dentist. Our intent was to understand their needs, wants and expectations for products they buy, what they continue to use and the people and companies they choose to do business with. The data allows us to bring fresh timely insights and customer intelligence to our clients—dental manufacturers and distributors who want to do better, serve better and forge stronger relationships with the practitioners they serve.

Until recently, our research results about dentists have been reserved for our private clients. Now, we are going public with the good stuff—and you have as much to gain as our clients who have created impressive results using it. Apparently, it really is true—when you know better—you do better. It is my privilege to share this information with you this platform, The Dental Industry Insider.

Dentists, like other consumers, use very specific criteria for making buying decisions. By aligning your marketing and sales efforts with why consumers buy, you automatically elevate your impact, influence and results. We know why dentists buy. And, in this episode, Understanding the Buyer Desire of a Dentist we share the exact factors they consider importance when buying anything.

The information inside this program will pay on going returns over and over to boost your effectiveness marketing to the Dental community. We’ve included practical action steps both marketing and sales teams can take to ensure your entire sales process is covered on both ends.

One last thing, I ran a little experiment to check out how a few promotional pieces compared to the important motivators we’ve uncovered and the results, to be honest, kind of blew me away! I didn’t expect to find what I found. [I think it will raise your eyebrows, as well!]. Check out the results for FREE by downloading The Dental Advertisement Analysis, it features 21 recent ads in two popular dental journals.

 

Leader: Are You the Real Deal?

 

Given the dynamic changes occurring in the dental industry and business today, managers face the complex challenge to adapt and succeed in an ever-evolving workplace.

Businesses of all sizes are facing a leadership gap. Baby Boomers are off to retirement and Millennials already fill more than 34 percent of the workforce. This dramatic shift in experience brings an important change in culture and employee expectations.

Organizations are struggling to develop their leaders at a fast-enough pace. According to The American Society of Training and Development, businesses spend more than $170 billion dollars on leadership training to build a strong front line for today and stabilize themselves for the tomorrow.

Biggest Takeaways You Don’t Want to Miss:

  • What are the differences between a leader and a manager? 
  • Critical competencies that exemplify a leader
  • How to really know if you have what it takes

FREE Leadership Assessment Offer:

Discover Your Leadership Talents Today

Click on the image below to continue to the Podcast

How to Measure the Sales Potential of Any Lead

Not all leads are created equal.

Many lead qualification programs that have shown that as little as 5 to 15 percent of all inquiries turn out to be truly sales-ready opportunities.

Adopting a qualifying process focuses your selling efforts on the best leads saving you valuable time, energy and expense pursuing new customers.

 

 

Biggest Takeaways You Don’t Want to Miss:

  • Why Qualifying Is Critical to Sales Effectiveness
  • Account Quality vs. Lead Quality
  • When Is a Lead Worth Your Time?
  • Account Qualification Index (AQI)
  • Straight Forward Steps To Qualify Any Lead

 

Today I have 2 great FREE downloads you can’t afford to miss out on!

Get your FREE Account Qualification Index Calculator here!

And you don’t want to miss out on the FREE Common Lead Qualification Factors either!

 

10 Prep Steps to CRUSH IT in an Interview

A Harvard Business Review study concluded that up to 90% of all hiring decisions are based on the interview, yet a similar study by Michigan State University found that interviews reveal only a 14% accurate view of the candidate. That’s why a well-structured interview process is so important.

There are plenty of factors that can derail the success of an interview. Hiring managers let personal bias get in the way of finding the best candidates and candidates think the power of their personality will carry them to a job offer. The truth is, finding the right fit in an interview is hard to do.

We’ve prepared ten practical pointers to assist you in your next interview. It doesn’t matter if you are doing the hiring or a candidate searching for the right role, this podcast delivers valuable advice.

It can be confusing to keep all of the information on potential job opportunities straight, so we’ve got you covered. Your Potential Employer Template will keep you organized and focused on the information that really matters.Click Here to download it now.

Biggest Takeaways You Don’t Want to Miss:

  • Candidates will retain your power and spot the best possible opportunity for a job you’ll love.
  • Hiring managers will learn to spot hidden superstars.
  • Steps to prepare for both an in person and Skype online interview
  • Learn the right questions to determine the right fit for you and your company
  • Simple steps to let go of limiting thoughts that hold you back from being your best

3 Small Steps that make a BIG Difference Selling to Dentists

For the past two decades in my work as a sales coach, I have witnessed hundreds of product presentations and attempts to influence dental consumers. Each year, we gather feedback from clinical professionals about their buying habits and the qualities they look for in the people and companies they buy from. The results indicate, there are several common ways representatives unknowingly hurt themselves when selling to dentists.

Dental professionals make buying decisions differently than typical consumers or fellow healthcare providers. And, when reps understand how their customer want to buy, their influence and value improves and sales increase. For your benefit, I have summarized three of the most common mistakes made selling to dentists and their staff.

PRESCRIPTION BEFORE DIAGNOSIS IS MALPRACTICE

Dental offices are busy with limited time for unexpected interruptions and unplanned meetings from salespeople. Reps know they need to get to the point and purpose of their call quickly. For most reps, that translates to jumping into a memorized product presentation of features and benefits. Salespeople rationalize this ‘short cut’ approach by getting to the ‘meat’ of their message thinking it demonstrates respect for the clinician’s time. Unfortunately, most dentists see it as an informative distraction.  In medical terms, most reps offer a prescription before a relevant diagnosis is ever made.

Salespeople would be much more effective in their results if they first asked a few ‘diagnostic’ or qualifying questions. Effective diagnostic questions strategically uncover key pain points by exposing limitations in the product being used now. They also reveal valuable insights about a prospect’s critical needs, wants and expectations for buying.  More importantly, well crafted questions will lead prospects to consider their reasons why they might switch to a new product. This simple approach seems ridiculously obvious why and how it positively improves sales, yet, so few representatives do it. We have coached hundreds of salespeople to adopt this technique (using our proprietary I.D.E.A. ApproachTM sales model) and their results improved significantly.

OVERLY FOCUSED ON PRICE & PROFIT

Most reps learn early on, “selling is a numbers game”. And, it makes sense when salespeople are hyper focused on numbers because their compensation and career depend on it. Another common mistake reps make, is to assume dentists share the same money motivation (price and profit) for buying. As a result, finance focused sales presentations are missing what matters most to clinical providers, lowering the likeliness of earning an order.
Healthcare consumers are interested at getting good value for their purchases but do not buy based primarily on money matters. The majority of dentists practicing today make buying decisions based on how it will advance their ability to improve patient outcomes. This includes a better cosmetic result, stronger restoration, provide safer treatment delivered faster with more comfort. This means, to attract interest and increase influence and ultimately win approval for an order, healthcare sales professionals must prioritize patient care over price or profit in their presentations.

To do this, seek to understand where the clinical challenges are in using their current product. Ask questions to uncover specific limitations in how a product is used, delivered, performs, lasts or impacts safety. Then use strong product knowledge to describe your product’s exact clinical advantages over what they are using now. Concisely describe how patient care is more comfortable, safer, faster, stronger or cosmetically better than any product they’ve seen.

As a dental hygienist, the best sales secret I can offer is that most healthcare professionals buy for the same reason they entered the industry and that is to help people. Salespeople who focus on and work to improve the quality of patient care their customers provide will be richly rewarded with higher credibility, faster trust and better sales.

POSITION PRODUCT AS A SOLUTION

When discussing their product or service, salespeople typically describe the same set of product features and benefits. As if, the prospect is expected to hear something to grab their interest and then buy. Unfortunately, this approach ends up sounding like a canned sales spiel. And, requires the prospect, not familiar with your product advantages, must figure out how their procedures, processes and patients will benefit. This is not exactly the customer focused service any buyer desires or deserves.

Every customer believes they and their situation is unique. Generically reciting features and benefits as a sales presentation undermines the very results reps are attempting to achieve. So, positioning your product or service to prescriptively address buyer needs, wants or desires will always be more effective than a generic sales spiel.

Offering a solid product recommendation that improves or resolves client challenges is the very essence of consultative selling. And, according to hundreds of healthcare buyers, an approach they are craving to receive. Most dental reps would become much more consultative if more focused on positioning their offer to improve a buyer’s current situation. Even if the doctor doesn’t yet know it can be improved. That’s where effective qualifying questions, good product knowledge and a powerful sales process make a big impact.

We have developed a template of ‘Diagnostic Questions’ for uncovering how any product or service can be beau-tifully positioned as a solution. This sales tool has been field tested and fine-tuned to work well with dental and healthcare consumers. You can have it for FREE by downloading it here. [Diagnostic Questions Template] 

A Mid-Year Review to Finish Strong

As August begins, we’ve officially entered into the second half of this year. And, it will seem like the blink of an eye before we are exchanging holiday gifts, eating too much and making New Year resolutions. The bad news is time flies. The good news is you’re the pilot. With a little prioritizing and planning, there is still time to meet or beat your annual goals.

Mid-year is an excellent annual milestone to check in. This is done best when we take a pause to look…really look at where we are directing our time and talents and the results we are creating. A good process for self-reflection includes four steps. They are:  Reflect, Re-evaluate, Recalibrate, Recommit. Use it to elevate your perspective and verify you are on track, moving forward and progressing toward the results that are most important to you.

Reflect
As we begin to feel the sand slip through our hands and see life picking up speed, it is tempting to get busy being busy. But first, take some time to ensure you are headed in the right direction. Don’t mistake movement for achievement.

To ensure you are progressing in ways that matter most to you, consider each life dimension including Health, Intellectual, Financial, Career, Spiritual, Family and Social. Even if you have not focused or planned a goal for each area, you will gain valuable clarity by reflecting on these questions:

  • What is working for me, right now?
  • What accomplishments am I most proud of?
  • What is my status in each area of life?(Health, Intellectual, Financial, Career, Spiritual, Family and Social)

Reevaluate
Your priorities aren’t what you say they are; they are expressed by how you live. It is far to easy to fall into the trap of habit without examining the resulting risks or rewards. Challenge status quo—it may be uncomfortable but necessary to tap into your potential. Consider where you desire or require change or improvement by asking:

  • What is demanding more time and attention than is truly important to me?
  • What area(s) needs greater energy or attention?
  • What do I really want to accomplish by the end of this year?

Give yourself permission to edit and shift your priorities. Since it is probably not realistic to work on every life dimension simultaneously, focus in areas of greatest importance then stay hyper focused there.

Recalibrate
What gets measured gets done. Goals and renewed commitment are important but until you identify exactly what success looks like, you may miss it when it arrives. A lot of people and professionals miss defining metrics that matter. They reason, “I’ll know it when I see it!” which is really just a poor excuse for not setting clear ways to measure progress. Keep it simple by asking yourself:

  • How will I measure or recognize success?
  • What methods will I use?

                “Motivation Gets You Going…and Habits Get You There”                    

                                                                                                      ——  Zig Zigler

Recommit
Now is the time to double down on doing. Identify new or recommit to the steps and rituals that will lead you to the results you desire.  If this feels overwhelming or nebulous, try this exercise. Take out a blank sheet of paper and do a thought download to list all of the incremental steps or actions needed to achieve your goal.

Don’t let your brain tell you that you don’t know how or that you need more information. Exercise your innate creativity to find options. Make reaching your goals a must. You are your only limit. It is a good idea to complete this exercise in two sessions on separate days. Your brain will work on options even though you may not be consciously thinking about it. The second pass at ideas is usually easier and yields the best results.

Commitment is sticking to what you said you’d do long after early excitement has left you. Add lift and sticking power to progress toward your goals by keeping your WHY top of mind. Recommit to your results by focusing on your reasons behind your goals for sustained enthusiasm and focus.

Time may continue to fly by, but ultimately you control the shadow your impact creates. A mid-year check in and checkup, provides a new view of the daily efforts and results they shape. This shift in perspective along with a willingness to trade routine and habit for what works better is how success is won.

Why Trusting Your Gut Instinct is a Bad Hiring Strategy

There are a variety of factors that can negatively impact hiring decisions. One bad hire is one hire to many. Staying alert to the common factors that derail recruiting will minimize mistakes. One such frequent fail is trusting your gut when assessing candidates. Over 39% percent of company leaders say they rely on personal instincts when hiring. And, not surprisingly, 71 percent of the same line managers surveyed would change their hiring decisions if given a second chance.

Relying on gut instinct when interviewing is a bad idea because it introduces unconscious filters that can bring unwarranted opinions, feelings and considerations that get in the way of making objective hiring decisions. As a result, less qualified candidates may receive unmerited advantage and those potentially a better fit overlooked. In an ideal world, hiring managers would select job candidates based on credentials and their track record for results.

People like people most like themselves. As a result, personal bias may show up where common interests are shared or the same sports team or alma mater are followed. According to UCLA Professor and author of Social: Why Our Brains Are Wired to Connect explains, “Social connection is as important as food and shelter. It’s been baked into our operating system for tens of millions of years.” These associations are not harmful or negative in and of themselves. Only when they bring unfair advantage when objectivity and balanced decision making is required do they add risk to the hiring process.

Our brain makes broad brushed assumptions or stereotypes to gain greater understanding and influence with others. Social scientists once believed that only bigoted people used stereotypes. However, it turns out, all of us routinely stereotype others, without knowing it.

In a typical interview situation stereotyping can undermine impartial decision making and add risk to employee selection practices. For example, when we are exposed to people of different cultures, ethnicities or religious practices. Despite a commitment to embrace diversity, we are hard wired to view differences as reason for separation not harmony.

Consider the notion, all blacks are good athletes. Fat people are lazy. People with glasses are smart. Mexicans came to America illegally. Arabs and Muslims are terrorists. Jews are greedy and all Irish are drunks. These exaggerated untrue and inappropriate beliefs constantly press up against our inner most desire to be fair, impartial and open minded. Ignore them we fall victim to their lies.

Competency stereotyping tends to be more insidious when making hiring decisions. Intellectually, we know that hair color has no influence on intelligence yet, blondes are commonly jeered as ‘airheads’ or dumb. Yet, could hair color effect a person’s candidacy for a position requiring high intellect? Would an Asian candidate receive higher favor for a job demanding strong competency in math and science? Is it possible a female hiring manager would be disinclined to hire an individual native to a country known for undervaluing women? Alert to the presence of all forms of prejudice, we control its influence and limit the impact.

Individuals who carry a commanding presence may set up hiring resistance against themselves. When meeting powerful people, it is likely you will either get inspired or intimidated. One creates a positive impression the other repels it. It is natural to be wary of people who we perceive as a threat to our status within an organization. Hiring managers may unintentionally overlook strong and potentially exceptional employees in an effort to protect his own power and position.

Allowing all forms of personal bias to negatively influence hiring decisions can lead to hiring mistakes and expose managers and their organizations to considerable risk. In addition, superstars who might have made considerable contribution may be bypassed for lesser qualified candidates. All forms of social profiling sets up untrue unfair conditions whereby the best person for the job overlooked. As a result, we must stay rigorous in our efforts to recognize when personal bias raises its head and adhere to solid hiring practices that reveal individuals who represent the best cultural and job fit.

The best weapon to combat the negative influence of personal prejudice is to rely on a structured selection protocol that standardizes the hiring process among candidates, eliminating much subjectivity. These interviews pose the same set of questions in the same order to all candidates, allowing clearer more accurate comparisons between them. This may seem like an obvious approach, but incredibly it remains underused. The dialogue during the interview will be slightly more awkward than it already is, but the payoff in reduction in risk and discovery of the right people for the company and the job is worth the effort.

Keep your bias at bay and spot your next superstar using this FREE Candidate Interview Scorecard for fast easy talent candidate comparison HERE.

How to Spot & Keep Top Talent

Using Science and Technology to Create a Happier More Productive Company

The key to building a high performance organization is to recognize, recruit and retain the elite few who will make the greatest contribution to desired results. Most people are at their best during the hiring process. A comic once said, “The closest some people come to perfection is on a resume!” And, unfortunately, it’s true—some even stretch the truth to score a job. Fifty-six percent of more than 2,000 hiring managers say they’ve caught a lie on a resume, according to a 2015 Career Builder survey. This makes it difficult to recognize superstars from the mediocre performers.

When a leading sports coach was asked how he consistently assembled winning teams he said, “It’s easy! I can smell a champion a mile away!” Fortunately, advancements in technology and human sciences have made your job, as a hiring manager, a lot easier to sniff out champions. Today, with computer-aided tools, it is possible to compare the skills of employees or job candidates against critical job requirements with a high degree of accuracy. When talents match up, success comes easier and employees are more productive and happier at work. This means, increased retention of superstars who require considerably less direction and supervision.

A large number of organizations employ rudimentary and haphazard approaches to selecting their workforce. This represents a serious disconnect for companies that claim their talent management system offers a competitive advantage. Many firms fail to use scientifically proven assessments to make selection decisions; even though such assessments have been shown to significantly increase productivity, reduce costs and attrition and offer other critical organizational outcomes that translate into literally millions of dollars. There are many financial advantages associated with using assessment tools to guide selection and employee development decisions.

The obvious question: which assessments are best and how can their results benefit you? There are hundreds of assessment tools on the market today. Yet, not all are appropriate for spotting the best talent. Sample the power of our assessments and learn what motivates people at work by clicking here.

There are legal, cultural and financial considerations hiring managers must be aware of when utilizing assessments in the workplace.

Legal

United States law holds that employment practices (E.g. use of pre-employment aptitude tests) may be considered discriminatory and illegal if they have a disproportionate “adverse impact” on members of a minority group. Not all assessment instruments on the market meet the EEOC and OFCCP standards; therefore it is wise to verify those selected do not adversely impact any protected groups.

Ethical

There should be good evidence that assessments are both accurate and valid. Accuracy or reliability means the results are reliably repeatable or consistent. Validity, on the other hand, is the proof that the tool actually measures what it says it does. Example, if an assessment claims to assess selling skills, their needs to be strong evidence to prove or back up that claim.

Cultural

Your company culture is your brand. Think about how your current organization differs from competitors or other firms you have been with in the past. It is important, therefore, that company, cultural and job attributes are considered in the assessment process. These requirements serve as desired benchmark talents to compare people for selection, training and promotion.

Financial

Differences in cost of assessments, ranging from free to over $1,500 per person, vary greatly as does the value they provide. As a general rule, these tools are like most purchases; you get what you pay for. It is only when the benefits received outweigh the cost incurred that any expense becomes an investment. To squeeze the biggest return from assessments, clarify the results you expect (i.e. reduce turnover, spot leaders, save time hiring) along with how you intend to use the information gained.

Quality assessments administered by qualified experts offer considerable advantages in recognizing, recruiting, and retaining top performers. They do this by providing accurate insights to reveal job fit, cultural compatibility and predict performance. As a result, employee turnover is reduced, job satisfaction increases and overall productivity is improved. The bottom line: companies using assessments employ more people doing more work they are good at and enjoy.

ANSIR International invites managers of dental companies to sample a FREE talent assessment measuring workplace motivators. Get access to complete your FREE custom Driving Forces Motivators just Click Here by August 31, 2016. (Your results will be automatically sent to you upon completion of the assessment.)

Performance Improvement

Skills Training is Not Always the Answer

It is easy to assume weak employee skills are to blame when sales or productivity are down. In an attempt to boost productivity, managers will roll out a training initiative to improve the knowledge and talent used to drive performance. It’s been our experience that short falls in productivity are often the result of environmental factors managers can control and not necessarily a deficiency in employee skills.

Managers assume their direct reports understand the results that are expected and know the best approach to get there. Apparently, this isn’t the case for many. According to Gallup, only about half of employees ‘strongly agree’ that they understand what is expected of them at work. Obviously, to hold team members accountable for results—they must clearly understand the results expected…and how to get there.

One way managers can positively impact the productivity of their direct reports is to strengthen communication. This is the fastest most effective way to boost performance and results. Only 32 percent of employees, in the same Gallup survey, said their manager assists them in setting or reviewing performance goals. As a leader, the more clearly you set expectations and goals up front, the less time you’ll need to determine what went wrong later.

There are two practical management methods that significantly improve the quality of relationship between manager and his/her team and productivity. They are

One-On-One Sessions. These are short (30 min) weekly meetings managers’ conduct with each team member. They are designed to:

Catch Up on the status of projects pending

Confer about challenges to results expected

Connect on issues (both professional and personal) that build intimacy and loyalty in the relationship.

For a FREE copy of a helpful cheat sheet used to conduct One-On-One Sessions, download it here.

Another successful strategy to boost performance is the monthly Mentorship Meeting. This is a status meeting with each team member to review performance, tactical efforts and goals at a higher level. Too often, employees mistake feedback from managers as corrective or being in ‘trouble’. As a result, they dread, fear or withdrawal from what would otherwise be valuable learning opportunities. Inconsistent review of issues that matter to employees creates distance in manager-direct relationship and promotes job dissatisfaction and disengagement. Monthly Mentorship Meetings keep momentum moving forward in a positive direction.

If you think your people are happy, motivated and good to go…. think again. Gallup learned in a recent study that only 20% of sales people describe themselves as being ‘very’ or ‘extremely satisfied’ at work. And, just 42% say they are ‘satisfied’ Monday-Friday’s. This suggests, a considerable 62% of your sales team is probably not as passionate about work as you might think they are.

As an effective leader, you must lean in when employees may be leaning out. One reliable way to remedy low job satisfaction is to connect with consistent coaching sessions. This includes hosting weekly and monthly meetings to check in and observe where their head, heart and habits are. One-On-One and Mentorship Meetings offer a great opportunity for both of you to step above day-to-day activities and see how employee efforts are translating into results (both good and bad).

Employee productivity, therefore, is not necessarily a reflection of skills. More often than not, performance is a by-product of the culture and conditions managers create. Leaders can shape the behavior of their team by elevating the environment through clear consistent communication, practical processes and finally serving as positive role model for the actions and attitudes they desire. In the end of the day, you are usually the best training program some employees will ever attend!

 

Use this FREE One-on-One Cheat Sheet to start your sessions now.

4 Steps to Summit Your To-Do List

.... After a Long Weekend

Good memories of extra time off from work still linger. Yet, the triple digit messages blowing up your INBOX prove you’ve been away from your normal routine. Sure, you are rested and relaxed, but back at work the beat goes on.

After a vacation, long holiday or just a restful weekend, adopting these proven tactics getting back into high gear can make the transition a little easier.

“Minimize your movement and maximize your efficiency.

Plan more, move less.”

Kyle Connaughton

One of the best ways to hit the ground running at work is to clarify your priorities. Ideally, the day before or prior to everyone getting into the office, take some time to do a little productivity prep work. Studies have shown every minute invested in planning saves ten in execution.

COLLECT

Catalog everything in your life that requires some action or consideration on your part. This step is not about deciding where to put your attention, it’s about acknowledging what is pulling or pushing it. Do a data dump on everything in your mind: work, personal or both (depending on how wide and deep you want relief). List projects and tasks including those you need to do, want to do, should do, like to do, or are fun to do. You get the picture. This process of ‘collecting’, according to time management expert David Allen, author of Getting Things Done is that it frees up your brain’s random-access memory (RAM) to think more clearly and creatively for higher quality results.

CATEGORIZE

Not all tasks are created equal. Yet, our mind tends to trick us into thinking everything holds high completion or priority value. They don’t. We can see it when we step back and view tasks in relationship to each other filtered by our true priorities or our highest intentions.

A quick and easy way to categorize tasks is whom is responsible for completing the task:

  • Tasks I must do: these are projects that only you have the knowledge, skill, insight or background to complete. You must do these items yourself.
  • Tasks I don’t know how to do: completing these tasks would require a learning curve too time consuming to deliver an appropriate ROI. These typically are ‘one off’ tasks or require skills or knowledge that you simply don’t possess.
  • Tasks I should not do: Items that are either so mundane that the time and effort you’d expend completing them would rob from more important tasks. These projects could offer an excellent teaching or development opportunity for a member of your team. Delegating these tasks would strengthen or create new skills that would elevate the value employees bring to your company or department.
  • Tasks that should not be done: Every executive has activities and tasks that remain on our TODO List that if we were bold or brave enough, we’d admit we are never going to do them! These are items that would be ‘nice to do’ or tasks to tackle when we ‘have the time’—but they just don’t seem to rise in priority to ever take action on. So, you officially have the permission and my encouragement to cross these items off your list! They are draining valuable emotional energy that could be better directed elsewhere.

CLARIFY

Directing your attention to your Tasks I Must Do List, prioritize items listed and estimate the time each task will take to complete. This step will require you to consider your most critical tasks within the context and importance to the others on your list. Simplify your life by establishing priorities. Reduce or eliminate procrastination by ascribing estimated completion times. Download a FREE To-Do List Template.

CONNECT

Identify the energy required and importance of each task and plan to complete them based on your natural energy fluctuations throughout the workday or week. This is one of the most important, yet frequently missed elements of productivity planning and effective time management.

Assign High, Good, Moderate or Low Energy to Peak, High, Moderate or Low Effort Tasks. Download a FREE TO-DO List Template.This will allow you to best leverage your energy, attention to boost productivity by keeping you focused on the priorities that matter every day… not just the ones after time away.