elle australia clipping template
CAREER – VANESSA LAWRENCE – MAY 2015 ISSUE – [PAGE 1 OF 3]
the (SUPE,R-SPE,CIFIC)
SEERETS tf
ES SUGG SFUt l|U0M E1{ Fromnetworking tricksto tactics forsmashing throughemaiLs, a womanat the top of her game atwayshasa strategy,ELLEasks powerhouse bushvsswomm Io share thatnetptnemmnk? theminutiae
tfu mortof nerydqt.Takenoles
HOWTO INCREASE
,l
PRoDUCTtvtrY ,w ful Emma
Seiboldr louranoJBarreBodf
People are always astorinded by the sheer volume of work I manage to produce and it's down to one little secret:rather than putting something on your to-do list, if you can do it in less than two minutet do it straight away. That way you're left with the big, important thinSs to focus on and thint about, rather than having 100 smaller tasks occupying mental space.This also applies to making decisions - make them fast and move on to the next. More often than not, vour first hstinct is correct.
HowToBEEFUPYouR
;;l'ffI"'H:,.",
digitattrainiig irnder ofDetided
I prefer to collect the business cards of new contacts rather than handing out my own it safeguards against my details being lost and means I control the first point of contact.Then I compile a list of the contactsunder various headerq like "potential client" or "PR connection", and star the ones most important to my team. I email every new contact to say hi and thal I hope to seethem again soon.
HOW TO GIVE INSTRUCTIONS fu,'Bridget
Taylor, creatite direcror at Contagion adunrising agmcl
When setting a taslg be it to run a million-dollar project or organise a staff party, make sure every person is,clear about the job and their role in it. Articulate the outcome you want - I sat "We1l know we've been successfulwhen,.." - and set dates to check how your staff are tracking. Then let them get to those checkpoints in whatever way works for them. Your staff will feel supported becauseyou've made yourself available and empowered becauseyou're not telling them how to do things.
BO=CAREER
CAREER – VANESSA LAWRENCE – MAY 2015 ISSUE – [PAGE 2 OF 3]
HOW TO ASK FOR MORE, D7Steph Harmon, managing e.ditnr ofpop-culture uebsitz funku Ils scary to ask for things, especially if you think of those things as a burden to your boss or bosses- which is why you can't think of them that way. lnstead, think like this: if you need something to keep moving forward, like new software or befter office equipment theyll be doing the business a disservice if they refuse to cough up. Convince yourself you need and deserve something, and that they need you to have it. Thery insteid of presenting it like a question - "Can I have XYZ?" - present it like an answer: "We all need this. Why isn't it happening?"
KEEP HOWTOSEETHEBIGPICTURE HOWTO MEETII{GS INTERESTIilG b1SarahHumphries, directoroJPRfum SarahHumphrirsAgmry I alwaysplan my week aheadof time,but it's more thaniust listing everythingthat needsto be done.On a Sundayaftemoon or really earlyMonday moming, I spend 20 or 30 minutes reflecting on the week that'siust past- what wasgleat,what wasn't and what I leamt - aswell as looking at the "big picture" of my business.It not only helpsme manage my time effectively, but reminds me of everythingI want to achieve.
Nothing saps creative energy more than a long boring meeting, which is why I prefer to have one-to-oriesas walking meetings - you think more creatively, make befter decisions and feel invigorated afterwards. I also always set a meeting end time on Google Calendar so they don't run longer than necessary - it speeds up the whole processby default.
NOTES /S EFFICIENT HOWTOTAKE b1lJane Huxley,
Australiaanl NewQatand managing dirahr of Pandora interwtradi.o,
I record everything in a high-quality notebook: my to-do list, meeting prep, meeting notes - everything. If I'm in a meeting and swap business cards with someone, I stick it onto the page next to the meeting notes so I always have a physical record of our conversation and their contact details at hand. I've collected almost 70 notebooks over the past 20 years - that's a lot of thoughts and business cards. You never know when youll need them.
YOURINBOX HOWTO HANDLE b2 Angela Rrguson,
Dl Lucinda Barlow.
luad oJmarlsetingfor Googlz Au:tralin andNew /eaknd
managing dirutorof intriordesign
andarchitectural studioFuturespace Email is the biggest distraction in my day; I get hundreds, and most of them are unimportant. To lessen the distraction, I tum off the inbox alerts so my attention isn't diverted whenever a new one comes in. And I have all emails I'm CCed on directed to a separate folder, and check them only intermittently - they're usualy just an FYI. I also ignore anything that could be said face-to-face,like "Do you have time to catch up?". My team has leamt to talk to me rather than to email.
a HOW TOMANAGE YoURT|MEEFFECTIVELY Ifl
and D7Domonique Bertolucci, lfestrategist /t-%Being TluBestfbuCanfu / iuthmoJTtuHapfinrss Codt:TmKe2s I find it a real energy drain to jump between the different types of work I do - coaching clientg writing, developing programs and so on. What makes it a lot less daunting is colour coding my diary, breaking my day down into zones. I have specific times of the day for specific activities and choose the zone based on what works best for me; for example, I schedule writing time in the afternoon because that's when I feel most creative. I can see at a glance which days are going to flow and which are going to require more of my focus.
HOW TO GIVE, FEE,DBACK b2 Elle Macpherson, co-founder of wellnessbusiruss WellzCoand ounu of E I b M acphnson Inlimatz s when I need to talk to somebody about something, I start the conversation with what's going rrght before jumping into what's wrong. Even if what I really want to say is "XYZ" , Yll start with three great qualities that person has or three great things they've done. So I'm balancing my observations with a couple of things that are working and a couple of things that need io be revisited. For example, if a design comes by and I don't like the colour, I would say, "I've spent a lot of tirne looking at this and I can see you've put a lot of care into the details I love this and this - but l'm wondering if we can..." Not only do people respond better when they're not attacked, but it helps you to look beyond the negatives. 4
B1
, ELLECOM.AI] E @ELLEAUS 'f
CAREER – VANESSA LAWRENCE – MAY 2015 ISSUE – [PAGE 3 OF 3]
3,1
HOWTORECOGNTSE ABrG|DEAW b1l JaneWurwand,
/ ro-loundtr andro-own"r oJD"rmalogira
iffiflr+
If you try to schedule creativity, you will only ever get a good idea, never a game-changing one. A big idea is spontaneous and can come at any time, so keep your antennae up and always carry a pen and paper so you can record greatnesswhen it comes to you,
FACE HOWTO PROBLEMS HEAD.OI{ b2 Katinka
Somers,
b2Errrrr.aCorcoran,
dengner anddirector of WeAreHandsome
Tackle the task you're dreading the most (there's always something!) as soon as you sit down at your desk each moming. Gefting it out of the way gives you a clear view on the day ahead and starts you off with a big tick on your to-do list. Not having it hanging over your head also frees you up to be more creative and inspired throughout the day.
HOWI{OI TOBEII{TIMIDATED BYSUCCESS
HOW TO UNPLUG
0) Lrsa DJorKSten,
futAlexieGlass-Kantor,
uice-prerident of contznt marketing agmcl frng Contmffor Neu lirk
My role requires a degree of balance between organisation management and lateral, intuitive and conceptual thinking, which I can't do when I have information flying at me from all angles.That's why I made the radical decision four years ago'to keep at least one deviae email-free. Once I freed myself from the persistenceof annoying emails and streamlined platforms, I found that I had created more spaceto support creativity.
Liaising or meeting with high-flyers can be intimidating, but at the end of the day we're all just people. Yes, they may be incredibly successfulbut, just like you, they started out on some low rung somewhere. They got up thai moming (and possibly wanted to press "snooze" as much as you did), chose what to eat for breakfast - just as you did. If you take the mindset that we're all human and essentially aiming to get the best out of each other, it helps break down barriers, Removing barriers and intimidators helps you get ahead and achieve your goals.
exerutiuedireclor oJArl$arc in Sldnel and curalor of tlu Encounbrs sectar of Art Basel in Hong Kong
^G.
HOWTOVALUE CONNECTTONS p b1l Bahar
Etrninanr
/ kfestllznebsiteRescu louoderandediroroJ[
Every single person you work with can tum up as a customer or valuable ally. I'm in contact with and have positive relationships with nearly all intems, employees and suppliers I've ever come across.Intems have become ambassadorsand clients, clients have become friends and advocates and former employeeg even those I've fired, are people I come back in contact with on some level. The world is too small and too transparent to bum bridges.
82=CAREER
external communirationsdirectnrfor Asin, Middle East and Afica at Intur ContinnttaI H ob ls C'roup I'm often havelling between destinations on long-haul flights. As far as I'm concemed, long tdps are designed for two things: to get work done or to get sleep. With no colleaguesdistracting you or emails coming ir; youll be amazed at how much you can get through on a nine-hour flight, a lot of which is probably things you've been putting off for quite a while. Youll feel a senseof achievement at finally ticking them off your list and be ready to hit the ground running when you atrive at your destination.
HowT0Ftl{DCoMMOtl GROUNDWTH STRAilGERS Dl Dr IsobelCrombie. issistant directorof theNational Gallerl of Wtnrin I4/hen chatting to people I've never met before at work functions or dinnert I often ask open-ended questions, like "Where did you go on your best holiday?". Everyone has a story to share and it invariably helps to build a rapport. After an event, I'd reflect and ask myself, "If you saw that person again next weelg could you share a laugh, an insight or an anecdote with them?" Relationships should always be a two-way street, business or otherwise. O I,
the (SUPE,R-SPE,CIFIC)
SEERETS tf
ES SUGG SFUt l|U0M E1{ Fromnetworking tricksto tactics forsmashing throughemaiLs, a womanat the top of her game atwayshasa strategy,ELLEasks powerhouse bushvsswomm Io share thatnetptnemmnk? theminutiae
tfu mortof nerydqt.Takenoles
HOWTO INCREASE
,l
PRoDUCTtvtrY ,w ful Emma
Seiboldr louranoJBarreBodf
People are always astorinded by the sheer volume of work I manage to produce and it's down to one little secret:rather than putting something on your to-do list, if you can do it in less than two minutet do it straight away. That way you're left with the big, important thinSs to focus on and thint about, rather than having 100 smaller tasks occupying mental space.This also applies to making decisions - make them fast and move on to the next. More often than not, vour first hstinct is correct.
HowToBEEFUPYouR
;;l'ffI"'H:,.",
digitattrainiig irnder ofDetided
I prefer to collect the business cards of new contacts rather than handing out my own it safeguards against my details being lost and means I control the first point of contact.Then I compile a list of the contactsunder various headerq like "potential client" or "PR connection", and star the ones most important to my team. I email every new contact to say hi and thal I hope to seethem again soon.
HOW TO GIVE INSTRUCTIONS fu,'Bridget
Taylor, creatite direcror at Contagion adunrising agmcl
When setting a taslg be it to run a million-dollar project or organise a staff party, make sure every person is,clear about the job and their role in it. Articulate the outcome you want - I sat "We1l know we've been successfulwhen,.." - and set dates to check how your staff are tracking. Then let them get to those checkpoints in whatever way works for them. Your staff will feel supported becauseyou've made yourself available and empowered becauseyou're not telling them how to do things.
BO=CAREER
CAREER – VANESSA LAWRENCE – MAY 2015 ISSUE – [PAGE 2 OF 3]
HOW TO ASK FOR MORE, D7Steph Harmon, managing e.ditnr ofpop-culture uebsitz funku Ils scary to ask for things, especially if you think of those things as a burden to your boss or bosses- which is why you can't think of them that way. lnstead, think like this: if you need something to keep moving forward, like new software or befter office equipment theyll be doing the business a disservice if they refuse to cough up. Convince yourself you need and deserve something, and that they need you to have it. Thery insteid of presenting it like a question - "Can I have XYZ?" - present it like an answer: "We all need this. Why isn't it happening?"
KEEP HOWTOSEETHEBIGPICTURE HOWTO MEETII{GS INTERESTIilG b1SarahHumphries, directoroJPRfum SarahHumphrirsAgmry I alwaysplan my week aheadof time,but it's more thaniust listing everythingthat needsto be done.On a Sundayaftemoon or really earlyMonday moming, I spend 20 or 30 minutes reflecting on the week that'siust past- what wasgleat,what wasn't and what I leamt - aswell as looking at the "big picture" of my business.It not only helpsme manage my time effectively, but reminds me of everythingI want to achieve.
Nothing saps creative energy more than a long boring meeting, which is why I prefer to have one-to-oriesas walking meetings - you think more creatively, make befter decisions and feel invigorated afterwards. I also always set a meeting end time on Google Calendar so they don't run longer than necessary - it speeds up the whole processby default.
NOTES /S EFFICIENT HOWTOTAKE b1lJane Huxley,
Australiaanl NewQatand managing dirahr of Pandora interwtradi.o,
I record everything in a high-quality notebook: my to-do list, meeting prep, meeting notes - everything. If I'm in a meeting and swap business cards with someone, I stick it onto the page next to the meeting notes so I always have a physical record of our conversation and their contact details at hand. I've collected almost 70 notebooks over the past 20 years - that's a lot of thoughts and business cards. You never know when youll need them.
YOURINBOX HOWTO HANDLE b2 Angela Rrguson,
Dl Lucinda Barlow.
luad oJmarlsetingfor Googlz Au:tralin andNew /eaknd
managing dirutorof intriordesign
andarchitectural studioFuturespace Email is the biggest distraction in my day; I get hundreds, and most of them are unimportant. To lessen the distraction, I tum off the inbox alerts so my attention isn't diverted whenever a new one comes in. And I have all emails I'm CCed on directed to a separate folder, and check them only intermittently - they're usualy just an FYI. I also ignore anything that could be said face-to-face,like "Do you have time to catch up?". My team has leamt to talk to me rather than to email.
a HOW TOMANAGE YoURT|MEEFFECTIVELY Ifl
and D7Domonique Bertolucci, lfestrategist /t-%Being TluBestfbuCanfu / iuthmoJTtuHapfinrss Codt:TmKe2s I find it a real energy drain to jump between the different types of work I do - coaching clientg writing, developing programs and so on. What makes it a lot less daunting is colour coding my diary, breaking my day down into zones. I have specific times of the day for specific activities and choose the zone based on what works best for me; for example, I schedule writing time in the afternoon because that's when I feel most creative. I can see at a glance which days are going to flow and which are going to require more of my focus.
HOW TO GIVE, FEE,DBACK b2 Elle Macpherson, co-founder of wellnessbusiruss WellzCoand ounu of E I b M acphnson Inlimatz s when I need to talk to somebody about something, I start the conversation with what's going rrght before jumping into what's wrong. Even if what I really want to say is "XYZ" , Yll start with three great qualities that person has or three great things they've done. So I'm balancing my observations with a couple of things that are working and a couple of things that need io be revisited. For example, if a design comes by and I don't like the colour, I would say, "I've spent a lot of tirne looking at this and I can see you've put a lot of care into the details I love this and this - but l'm wondering if we can..." Not only do people respond better when they're not attacked, but it helps you to look beyond the negatives. 4
B1
, ELLECOM.AI] E @ELLEAUS 'f
CAREER – VANESSA LAWRENCE – MAY 2015 ISSUE – [PAGE 3 OF 3]
3,1
HOWTORECOGNTSE ABrG|DEAW b1l JaneWurwand,
/ ro-loundtr andro-own"r oJD"rmalogira
iffiflr+
If you try to schedule creativity, you will only ever get a good idea, never a game-changing one. A big idea is spontaneous and can come at any time, so keep your antennae up and always carry a pen and paper so you can record greatnesswhen it comes to you,
FACE HOWTO PROBLEMS HEAD.OI{ b2 Katinka
Somers,
b2Errrrr.aCorcoran,
dengner anddirector of WeAreHandsome
Tackle the task you're dreading the most (there's always something!) as soon as you sit down at your desk each moming. Gefting it out of the way gives you a clear view on the day ahead and starts you off with a big tick on your to-do list. Not having it hanging over your head also frees you up to be more creative and inspired throughout the day.
HOWI{OI TOBEII{TIMIDATED BYSUCCESS
HOW TO UNPLUG
0) Lrsa DJorKSten,
futAlexieGlass-Kantor,
uice-prerident of contznt marketing agmcl frng Contmffor Neu lirk
My role requires a degree of balance between organisation management and lateral, intuitive and conceptual thinking, which I can't do when I have information flying at me from all angles.That's why I made the radical decision four years ago'to keep at least one deviae email-free. Once I freed myself from the persistenceof annoying emails and streamlined platforms, I found that I had created more spaceto support creativity.
Liaising or meeting with high-flyers can be intimidating, but at the end of the day we're all just people. Yes, they may be incredibly successfulbut, just like you, they started out on some low rung somewhere. They got up thai moming (and possibly wanted to press "snooze" as much as you did), chose what to eat for breakfast - just as you did. If you take the mindset that we're all human and essentially aiming to get the best out of each other, it helps break down barriers, Removing barriers and intimidators helps you get ahead and achieve your goals.
exerutiuedireclor oJArl$arc in Sldnel and curalor of tlu Encounbrs sectar of Art Basel in Hong Kong
^G.
HOWTOVALUE CONNECTTONS p b1l Bahar
Etrninanr
/ kfestllznebsiteRescu louoderandediroroJ[
Every single person you work with can tum up as a customer or valuable ally. I'm in contact with and have positive relationships with nearly all intems, employees and suppliers I've ever come across.Intems have become ambassadorsand clients, clients have become friends and advocates and former employeeg even those I've fired, are people I come back in contact with on some level. The world is too small and too transparent to bum bridges.
82=CAREER
external communirationsdirectnrfor Asin, Middle East and Afica at Intur ContinnttaI H ob ls C'roup I'm often havelling between destinations on long-haul flights. As far as I'm concemed, long tdps are designed for two things: to get work done or to get sleep. With no colleaguesdistracting you or emails coming ir; youll be amazed at how much you can get through on a nine-hour flight, a lot of which is probably things you've been putting off for quite a while. Youll feel a senseof achievement at finally ticking them off your list and be ready to hit the ground running when you atrive at your destination.
HowT0Ftl{DCoMMOtl GROUNDWTH STRAilGERS Dl Dr IsobelCrombie. issistant directorof theNational Gallerl of Wtnrin I4/hen chatting to people I've never met before at work functions or dinnert I often ask open-ended questions, like "Where did you go on your best holiday?". Everyone has a story to share and it invariably helps to build a rapport. After an event, I'd reflect and ask myself, "If you saw that person again next weelg could you share a laugh, an insight or an anecdote with them?" Relationships should always be a two-way street, business or otherwise. O I,
