Work less and work better, but you need to be organised

'As a rule,' the expert explained to Il Sole 24 Ore, 'we ask for as wide an involvement as possible, precisely because this is an issue that does not concern the individual but how individuals interact. Common sense is not enough, nor is it sufficient to define a rigid vademecum to be applied to everyone. It is necessary to lead people to conduct their activities to the best of their ability, starting with themselves, adopting good manners and benefiting from them'.

The work of the professional organiser should not, however, be confused with that of the Chief Happiness Officer, who performs a different task. "We operate at the level of micro-management,' Toscani points out in this regard, 'a very practical technique that works on day-to-day operations to help understand what to do, and we intervene on a basic layer of being in the company, and therefore on the behaviours that induce the person to create the conditions to be happier and to lighten the load of the activities for which he or she is responsible'. The cultural hurdle to overcome is therefore another one and manifests itself in the lack of alignment between the C-levels and their respective work teams. As confirmed by the two figures of Organise Italy, cases in which entrepreneurs and managers suffer from flaws in their ability to organise themselves and solve relational problems that undermine the level of efficiency and productivity at scale are not rare. The concept of doing a lot, Toscani emphatically stresses again, "is outdated: the results obtained must be measured against the resources used".

Good personal organisation should also not be confused with being multitasking, which is not always a virtue. Organised action is usually effective and meets the objective, but one cannot underestimate the aspect of finding the right balance between workload and the management of one's personal space. 'You cannot always live with your head down,' Di Giov Angelo warns, 'but you need to stop and organise your time and your modus operandi sequentially. It is a cultural change that takes time and comes from afar, because at school the method of study is hardly taught and the same happens in the company for the method of work, without forgetting that there is little attention paid to the subject of personal organisation and, above all, it is not considered a soft skill".

However, there is a solution to this shortcoming and it is a path that is independent of the role occupied in the company and that normally involves small teams, including leaders. There is no manual to be followed to the letter, but there is a scientific methodology to be learnt step by step, 'neurorganising', which deals with identifying the functioning of the human brain in order to support it in its activities, supporting it in its natural way of operating through the use of organisational strategies that favour the management of the resources at its disposal. 'There is no magic formula,' concludes the founder of Organise Italy, 'because the solution does not lie in the tool but in the application of the method. You do what is really useful to get to the goal: the more people get involved, the more the method has a positive impact, and the most far-sighted manager is often the one who gets directly involved".