Seven productivity tools and resources I recommend

This November I am speaking at the AVSM annual conference where I have volunteered to run a workshop on time management and productivity for Volunteer Managers. It’s a theme I’ve wanted to train on for a while and the AVSM conference gives me a chance to finally develop and trial a workshop which I intend to add to my list of available training topics.

Coincidentally American colleague Liza Dyer and I have been discussing productivity recently via a Slack group for leaders and managers of volunteers. That led me to this brilliant video on TED where Yves Morieux draws some great parallels between 4x400m relay racing and the culture organisations create around productivity (it’s about 17mins long but well worth your time to watch in full).

My interest in productivity came as a result of starting up Rob Jackson Consulting Ltd five years ago. I realised that I would need to adapt my work practices as I was now running my own business rather than working in a large team. No longer did I have IT or Communications or Finance support, it was all my job now. I was also becoming frustrated with suggested time management practices like blocking your diary out to work on projects. Such approaches didn’t seem to reflect the variable and fast paced nature of changing requirements and schedules, leading to time being wasted re-scheduling rather than doing work.

So for this blog I thought I’d outline seven of the resources and tools I really rate (and use!) to aid me with my own productivity. There are others of course - I only briefly mention my calendar tool of choice and I don’t mention at all some key resources like Evernote. This is because I have chosen to focus on the resources and tools that I think have made or the biggest positive difference to the way I work (or have the potential too).

NB - Please note that a Mac, iPhone and iPad user I therefore use these tools on those platforms and devices.

How To Be a Productivity Ninja Written by Graham Allcott, a former colleague when he was CEO of Student Volunteering England, this excellent and readable book gives sound theory and very practical advice on becoming more productive. Sharing many similarities with David Allen’s Getting Things Done (GTD) approach, yet presented in a more accessible format, Graham advocates steps like adopting a ‘second brain’ to store all those tasks we try and keep in our heads. He also challenges our tendencies to procrastination and distraction. I particularly found helpful the steps to identify when my attention levels were highest during a day and then schedule the most complex work accordingly.

Things This is my ‘second brain’ system. Almost every task I have to do, personally or professionally, goes into Things. Tasks are sorted by project and can be allocated to specifics dates but, as per the GTD and Productivity Ninja approaches, this isn’t encouraged. Why? Because if you schedule that task for Monday then something comes up on Monday which takes priority then you have to spend (waste) time re-scheduling the task. Instead Things allows me to have a due date and then specify how many days in advance of that I want to be reminded the task needs to be done. I can even tag tasks for specfic contexts such as an errand to run or something I have to do in the office or when online or at my computer etc.. Then, every morning, I have a list of tasks to choose from which I can allocate to that day, defer to decide upon later depending on what else comes across my desk, my attention and energy levels etc.. With Things synchronising seamlessly between all my devices and having powerful search and sorting features this is an essential productivity tool for me.

Due One feature Things doesn’t support is the need for some tasks to be allocated to particular times, for example a reminder that it’s my job to pick the kids up from school today. That’s where Due comes in. I can quickly and easily schedule a task for a specific date and time, create recurring tasks and defer items if I have to postpone them. Critically Due never lets me forget that task needs doing. Whereas other reminder systems just remind me once at the set time, Due keeps reminding me over and over again (at a frequency I can specify) until I do the task. Sync isn’t quite as seamless as Things but it works fine and between the two systems I always have a list of what needs doing.

Airmail 3 As a Mac user I try and avoid Microsoft software and have not once missed using Outlook in the last five years. Instead I have relied on the standard Mac and iOs mail software. Until recently, when I switched to Airmail 3, a product that’s all about efficiency and getting that inbox to zero. Processing email is now a breeze. I can far more easily move messages between all my different accounts and folders, allocate messages to be actioned later or (in the case of newsletters and the like) to be read later. If something comes in that needs a task creating or requires a diary entry then with just a couple of clicks I can add that to Things or Fantastical (my calendar app of choice largely down to it’s natural text features and time zone management). Airmail 3 is also super fast to set up and syncs beautifully between all my devices.

Tyme 2 This is a new one for me. As a freelancer I sometimes need to record the time I spend on projects and bill this to clients. As someone keen on productivity I also want the ability to keep track of the time I spend on tasks and projects. Am I spending too much time processing email? What is the balance of my time between marketing and client delivery work? That kind of thing. My old time-tracking system no longer syncs between devices so I opted for Tyme 2 as a replacement. It’s still early days but it’s working well so far, although it did need some time to set up at first, as many of these systems do, and wasn’t instantly intuitive. I am quickly and easily recording the time I spend on different work tasks and projects and starting to gain insights into my working patterns and habits. Time will tell how truly effective this tool will be - I will be using it for my first ‘on the clock’ client next month - but early signs are very promising.

Pocket I’ve had Pocket for ages now and I love it. I couldn’t be without it. If you aren’t familiar with Pocket, it’s a tool to collect and store all those articles you want to read, sort (tag) them into categories and then read offline at a later date and time. Anything I come across that I think would be worth reading for work or for personal interests gets ‘clipped’ from my web browser into Pocket. Then when I’m on a train or just have a few minutes spare I can open Pocket on any of my devices and get reading. If I think it’s something worth sharing or keeping, I can quickly and easily share to social media and / or Evernote. I also love that once a year they send me an email saying how many words I’ve read in the last twelve months and what my favourite topics have been etc.. Best of all Pocket is entirely free and, whilst there is a paid for option, I have never felt like I’ve needed it.

Buffer If you post to social media, especially to multiple accounts (and in particular to Twitter, Facebook, LinkedIn, Instagram or Google+) then you need Buffer in your life. I use the free version (paid options provide more in-depth analytics and access to other social networks) and Buffer enables me to quickly share articles and items of interest to my professional social networks without having to post separately on each site. I can even automatically schedule posts for each network to the times my followers are most likely to engage with my content, essential if (like me) you have followers and clients around the world and don’t fa cry being up in the middle of the night to post something in their local timezone. Buffer also produce a superb and very helpful blog packed with tips, ideas and through provoking posts about using social media and online marketing.
So there you have it, my top seven productivity tools and resources.

What are your top tools and resources for enhancing productivity? What could you not be without?

Also, to help shape my workshop, what issues would you love to see covered in training on productivity and time management for Volunteer Managers? I’d really value your input.
Over to you.

Three questions to ask about your learning plans for 2016

In this guest post for the start of 2016 our friend and colleague Sue Jones shares her thoughts about learning and development for Volunteer Managers. Sue challenges some assumptions we might make about learning and poses some questions to help us reflect on how we can make the most of our learning opportunities throughout 2016.

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Now we are back into the swing of a new year, it’s not unusual for us to focus on some of those thoughts and ideas we may have been musing over regarding changes we might want to make, courses we want to take and how we might embark on 2016 in a way that enables us to feel revitalised and focused.

One step we might be considering is to embark on a learning programme, or to at least be thinking about what workshops or conferences we might want to attend this year. Thankfully, the field of Volunteer Management has come a long way from the days of limited training options and few opportunities to learn and connect to others. There are in fact, lots of ways to access learning and development, including online, which is definitely something to be celebrated. Unfortunately though, this doesn’t necessarily translate into participation for everyone, or that we will receive the type of learning intervention that we really need.

Some of the biggest issues I see around learning relate to the assumptions we make, collectively and individually about what it is, and how to go about it.

For example:

1. Learning is simply about acquiring knowledge.
2. Learning means training, and training means attending courses in a classroom, often requiring travel to London or another major city.
3. Learning is expensive and takes up valuable time which we cannot afford.
4. Learning is just about getting a certificate to prove you can do a job.
5. Learning is something that should be paid for or provided by the organisation and I know they won’t.

These are just some of the messages I regularly hear from individuals and organisations when discussing learning and development opportunities. And there’s a tone of negativity and resignation, which if followed, can be damaging.

It’s important for us all to recognise that learning is not a luxury add-on, only to be afforded and enjoyed during the good times. It’s actually essential to our growth and development as individuals and organisations; and we have a duty to our volunteers, our client groups and communities to remain invested in ourselves and our work, so we can deliver the best at all times.

Throughout my years of designing and delivering training and working with Volunteer Managers and organisations, the most successful and satisfied individuals I have worked with are those who have taken a lead on their own learning and development. And, the most successful and thriving organisations understand the true value and impact of supporting their workforce to learn. I would argue that we need to take this approach more than ever before and to challenge our assumptions about learning because they are in fact holding us back.

So, ask yourself three questions:

1. What do I really think about the role of learning?
2. How important is it for me today, this week, this year? 
3. And, what assumptions might I be making about what learning needs to look like and what my manager or organisation thinks about it?

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If you’re interested in finding out more about learning opportunities in volunteer management, check out our website for information on the training available from Rob Jackson Consulting Ltd.

Sue and I also tutor an online introduction to volunteer management course. This takes six weeks and is great value compared to traditional classroom based training. The next course starts on Monday 15th February and you can book your place now on the course website.

Can the voluntary sector learn from the army?

Just a few days ago colleague Kirsty McDowell published and excellent posting on her blog, “Can the army learn from the voluntary sector”. Kirsty rightly argues that the challenges faced by the military to recruit more reservists (volunteers) to the army could have been reduced if they had taken time to learn from what works in volunteer recruitment.

Good customer service, speedy responses to enquiries, an online applications that works, well briefed frontline staff - we all know that these things make a big difference to effective volunteer recruitment and, where they aren’t present, can act as a significant barrier to prospective volunteers.

But can it work the other way? Can the voluntary sector learn from the army?

The answer is yes.

Consider for a moment that much volunteer recruitment is still focused on messages like “help, we need volunteers”, or “help, we urgently need volunteers”. All the good systems and processes in the world won’t be worth much if we can’t inspire people to consider giving us their time in the first place.

The army, on the other hand, may not have the best systems for handling new reservist recruits but they do have a compelling and inspiring way of marketing their roles. Let’s face it, they have to if they are going to convince people to sign up for something where they may well find themselves laying their lives on the line - just like this famous advert Ernest Shackleton used to recruit volunteers to his Antarctic expedition:

No “we desperately need your help” there, instead it challenges, it inspires and it makes it abundantly clear to many (including me) that they are not the ones to volunteer for that particular challenge!

Beyond the front end of the posters, radio, internet and TV adverts the Army uses to attract their kind of people, their recruitment website highlights some lessons many volunteer involving organisations could learn:

Training and development - the army is up front that its recruits have a wealth of opportunities available to them from apprenticeships & learning a trade to a multitude of specialist roles. Do our organisations explain how we can help our prospective volunteers to learn their role and develop during their time with us?


Roles tailored to the interested of the individual - army recruits have access to thousands of jobs, and hundreds of careers. Do we offer choice and flexibility to our prospective volunteers during their 'career' with us or do we lock people into the role we need and keep them there forever?


Information for families - the army are very clear about how they can provide welfare and support services to their troops, family care for their dependents and how they can helping people move on at the end of their army career. Do we explain what support we’ll give to the volunteer? Do we show that we can be flexible and adaptable to the other needs in their lives (family, friends, work etc.)? In particularly emotionally demanding roles, do we explain the welfare and support we’ll provide to volunteers? Do we ever offer them support to find new volunteer roles when they decide to leave?


Socialising and fun - the army explicitly promote events, activities and leisure to their recruits, showing that a career is more than just the job but the social side of what they offer? Are we explicit about this with potential volunteers? Do we involve them in social activities? Or are volunteers expected to just turn up, do their role and then disappear rather than becoming a part of the team?

So yes, the army can definitely learn from us. But we can also learn from them. I’ve only touched on a few areas here - I haven't even touched on leadership - so please do comment and let me know how else we might learn from the army (and other armed forces) when it comes to working with volunteers.

Convestival 2013

"Convesti-what?" I hear you ask

Convestival. 

Part conference. 

Part convention.

Part festival. 

Convestival - brainchild of the Volunteering and Community Involvement (VCI) team at The National Trust.

The quiet before everyone arrives (and the tour bus!)

Convestival started last year as a way to bring together people with responsibility for volunteers and volunteering from across the Trust to network, learn, share and innovate. The event received great feedback from those who attended and those Trust properties who sent a delegate saw a bigger increase in their volunteering KPI scores than those properties that didn't go to Convestival.

So Convestival came back for 2013 and was held again at Calke Abbey in Derbyshire. 

As I have been working with the Trust over the last few months I was invited to attend Convestival to run a couple of masterclass sessions. What I found was quite unlike any event I've ever witnessed in the world of volunteer leadership and management.

For starters there was no breakout room B or conference room 6. Instead we had sessions taking place in marquees named things like "the inspiration zone" which were all located around a single tented meeting area. There was even a tour bus doubling as a chill out space and workshop space for session exploring social media.

Next, the sessions didn't have dull titles like 'engaging new audiences' or 'working with change'. Instead we got sessions named around a theme of journey related song titles: Moving On Up; Stairway To Heaven; Come Fly With Me; Ticket To Ride, Wherever You Will Go etc..

Third there was a palpable sense of fun to the whole event. I'm a big fan of the idea that we learn best when we're having a good time and the Convestival buzz really sought to create that feeling, kicking things off with a recreation of the Queen's starring role in the Olympic opening ceremony, this time featuring the Trust's Director General and the suave Mr Crosby (aka one of the VCI team).

Thrill Collins in full swing

This sense of fun extended into the evening festivities. Superb pop-skiffle band Thrill Collins provided the entertainment whilst convestivites ate great food, drank cider made by volunteers at Trust properties and consumed beer from Calke's own local brewery.

All of this is without mentioning the starring role of Cyril the Squirrel who went on a UK tour to promote Convestival; the use of Facebook to engage participants before, during and after the event; the fetching day-glo pink tabards of Convestival crew; the engagement of a team of external speakers and facilitators so the event didn't feel too in-house; and the logistical foresight to have convesitvites pre checked in to hotels so nobody had to queue for ages to check into rooms late a night. – we even had our room keys delivered to the convesitval site.

As I said, Convestival was quite unlike any other volunteer management event I've ever attended. It was certainly light years away from any in-house conference on volunteer management I've ever attended by any organisations I've ever worked for.

Reading this you may be thinking, "well good for the National Trust but we could never afford to do that". You'd be missing the point though. Sure, the Trust's VCI team had a budget for this that most likely exceeds some peoples' volunteer management budget, let along their events budget. But they practice what they preach and volunteer involvement was key to their success – I volunteered my time, volunteers made the welcome banners, the events company volunteered some of their time. They extended the budget through volunteer involvement.

What impressed me most though was the Trust's passion to invest time and effort in their volunteer managers. At its heart Convestival is an event that is about building the capability of the Trust’s volunteer managers. It has to deliver tangible performance improvements like the previous year’s KPI uplift. But I was struck by the creativity and inventiveness that went into doing that, into ensuring the event was rewarding, enjoyable and stimulating. I was struck by their willingness to make themselves open to external perspectives rather than keeping it all in-house. I loved the fun. I loved the vibe. I loved the food and the beer.

Helen Timbrell welcomes convestivites

My challenge to you reading this blog is, regardless of the financial means at your disposal, how can you foster a culture of creativity, enjoyment, challenge, passion and inspiration amongst your colleagues, your volunteers, your volunteer management peers.

Convestival 2013 has changed my way of looking at volunteering events. I hope we see more events like it in future.

If you are interested in Convestival then you can check out their website – www.convestival.org.uk - or their Facebook page (just search Convestival) or contact Director of Volunteering and Community Involvement, Helen Timbrell, via helen.timbrell@nationaltrust.org.uk.

Gas to Go

This time out we're featuring a guest post from colleague Martin J Cowling, CEO of People First -Total Solutions.  Martin and Rob will be training together in the UK later this year.

Walking through a local park  yesterday, I passed a group of guys engaged in football training (Aussie Rules of course!). Calling out instructions, encouragements and ribbings, they were focussed on improving their skills, coordination and success. To do this, they were giving up their spare time to stand on a cold night on an outside oval.

I think its universally agreed and understood that to be top of any sporting field, we need to practice and train. When it comes to volunteering there seems to be two sets of extremes when it comes to training volunteers for a task.

In the first scenario, the volunteers are given no training, they are just propelled into a task. Or the volunteers themselves resist any training citing “they have been doing it for years” or “'you can’t teach an old dog new tricks". 


In our research at People First - Total Solutions, we have found 43% of volunteers have received no initial training to do the job and we've seen it all.  For example: the person who turns up to their first ever Annual General Meeting of a club, scout troop or sporting group and finds they are elected, co opted, or nominated as Club treasurer. At the end of the meeting,  the existing treasurer gives them a pile of boxes and papers and says “good luck”. That new treasurer spends six months working out how to do the job and then gets berated at a committee meeting for forgetting something they knew nothing about.

In contrast, the second scenario insists every volunteer has to undergo weeks or months of training. We tend to recruit people with a whole bunch of different skills and then train them all together in the same way at the same time. A waste of time for some and life changing for others. Those who get frustrated may choose to discontinue and not recommend your programme to others. 


In my trainings I talk about one group which required volunteers to take a 12 month course to work in a tourist information centre! Other groups made retired school teachers attend weeks of training on teaching skills before they can teach English or insisted social workers volunteering to be phone counsellors do courses on basic counselling techniques. One civil defence group I know of put a doctor through their first aid course before he could volunteer for the group!

Somewhere between these two extremes is a happy medium. I have yet to find a sufficient number of volunteer groups who have found it yet.

There are three sets of skills and trainings, we want to consider for volunteers.


1 - General Skills and knowledge
These are what you want every volunteer to have before they start volunteering. These include understanding the mission and direction of the organisation, fundamental information for working there and emergency procedures. If necessary, these can be distilled down to 15 minutes. There is no excuse for not having something in place!

2 - Applied Skills
These are the skills people need to do a particular role. If they already have them in their workplace or background we don't need to train people again. If they are missing something or you change something, then give them that specific applied training.

3 - Specialised skills
Some volunteer roles indeed require very specialised skills. Rather than train in them, we need to find people who already possess those skills up front.

Breaking down your role skills into GAS: General, Applied  and Specialised will give you the fuel you need to make your volunteer programme succeed through relevant training.

Martin J Cowling, 

Tel -  020 8133 7991 

Email - martin@pfts.com.au