Yes, I said “minutiae”, not “militia”. The similarity and power of these two words struck me, so I thought I’d substitute one for the other. One of the most dangerous things in your (and your team’s) day to day productivity is the “crisis of the unimportant”. IE: tasks that seem important only because someone interrupted you with them. Minutiae are the little things that, left uncontrolled, will consume your day and leave it unfulfilling, perhaps annoying and almost certainly empty of substantive accomplishments. Stephen Covey spent his career preaching about preventing these tasks from consuming your day – categorizing them as “urgent, not important”.
Eliminate minutiae with systems
As the owner or a senior manager, it’s critical to get out of the “interrupt me early and often” mode as soon as you can – but that doesn’t mean you can ignore the needs of those who interrupt you. You simply need to find a way to deal with them and set boundaries for them. A system helps.
Back in the days of Photo One, photography studio owners asked me to solve this problem for them. To the studio shooter, the most valuable revenue-creation time was in the camera room – ie: behind the camera time with the client in a room full of props, lights and other tools of the studio photographer. When they’re in that room with a client, the value they’re creating can create revenue for years, so the last thing they want to happen once they have “warmed up” the subject is to have the rapport / groove interrupted by someone asking where the coffee filters are, or how to process a refund for a charge split across two cards, or similar.
One answer to this is a system that provides answers to “interruption questions”. A studio owner told me that they had an answer / procedures book to deal with this, but they didn’t like the maintenance headache that it caused. This book predated Google docs and wikis, so they edited everything in Microsoft Word (or similar) and then printed the answers / procedures and put them in a three-ring binder.
The process established in the studio was to consult the book if you didn’t know the answer, then ask your manager and only then could the shooter in the camera room be interrupted. That interruption was OK only if it couldn’t wait until the camera room appointment was over. Obviously, this becomes a training issue at first so that the proper habits are established. Beyond that point, the book should get updated with one-off requests quickly so that camera room interruptions fall off quickly.
Make sure your minutiae cure is scalable
The studio owner came to me because they had a big studio and one book wasn’t enough. They needed multiple copies, but managing all the changes was a chore. Since most of the users were using Photo One all day, it made perfect sense to include the equivalent of “the answer book” within our software. That allowed anyone to get to it, plus the answer book functionality in the software allowed them to print a copy of the book so there were always printed copies available.
Resources like this can provide answers to questions, as well as step by step checklists or processes that allow the owner and managers to get things done the way they want, even if they aren’t available. One memorable example was “How to arm the alarm at end of day”. Do this wrong and you have no security or incorrect security. Do it right and the owner / manager gets some slack and the employee builds confidence in their ability to close the shop for the day.
A wiki, a FAQ, anything
These days, a custom desktop software feature like that really isn’t necessary because it’s so easy to build something like this into the private side of your company’s website as an internal wiki or frequently-asked-questions (FAQ) page. These assets are valuable not only for managers and your subject matter experts (SME) who get interrupted by such questions, but also for new employees or temps who come into your shop and need a resource other than “Ask Jennifer” umpteen times per week.
The last time I started getting overwhelmed by these things, I started writing down the context of the interruptions. That allowed me to see trends, identify what needed to be documented and get out of interruptionville.