1. PROCRASTINATION TIMER (WARNING INDICATOR)
Time spent on task
01:25:15
Start, Pause, Stop/
Reset buttons
00:30:05
Time spent
procrastinating
I am easily distracted especially when sitting at home on the computer. I often surf the web or start cleaning to
avoid doing work. Occasionally I give myself early reward breaks and leave the house in order to avoid doing
work. When working on the computer, an effective meter would be some sort of counter, flashing icon or timer
with an audio function that indicates how much I’ve strayed from the task at hand. For example, it could count the
number of web pages that I’ve clicked on that are irrelevant to the task. It would have to be quite obnoxious and
flashing in the corner so that I’m made aware of my actions. Or the meter could be a one minute timer that kicks
into action when I click on irrelevant links and it emits an annoying alarm bell when that minute is up and I’m still
surfing the web.
When I was doing my undergrad I used to use a time tracking app that I would manually start and stop to monitor
how much time I spent on each design. It helped me monitor whether I was working longer than needed, and to
gauge approximately how much I could charge per design task. I can’t remember the name of the app but
integrating that into the proposed meter would be beneficial so I could see how much time is spent working on
the task at hand, and how much time is spent procrastinating. If this were an app used in an office/group
environment, it would be great to compare results and use others’ productivity to inspire my own productivity.
APPRECIATION AND RECOGNITION METER
Full meter
The Appreciation and Recognition meter gives a visual indication of how much appreciation and recognition I am
delivering within a week or within a project’s time frame. The meter is reset either at the beginning of the week or
at the start of a new project. Each time I recognise the efforts of my team members and their contribution to the
organisation, whether that be through verbal praise or publicising their efforts through a newsletter or billboard
(etc), the triangle meter slowly fills with coloured bars. The meter will flash when it’s sitting on the first two bars,
similar to the flashing of a low-battery meter. This will draw attention to the meter and remind me to appreciate
and recognise the efforts of individuals and the team as a whole.
It’s important to appreciate and recognise the effort of my team members (as individuals and as a whole) so that
they know their contribution is important and appreciated. Positive feedback will encourage productivity and
boost group morale.
Empty meter
Wai-Jing Man Dashboard | 11 Dec 2013

2. PERSEVERANCE METER
To use the meter, the individual inputs project information and the date to be completed. The meter then tracks
time remaining against progress of the project.
Project 1
Completed
project
Project 2
Project in
progress
Each project starts at red and progresses through to green when completed within the given time frame. The
meter measures perseverance and ability to stay on schedule regardless of any obstacles or setbacks. Seeing
completed projects will increase my motivation to continue completing tasks. It’s also an organisational tool to
track various projects at once and act as a reminder of what needs to be done.
Project 3
Incomplete /
not yet started
Perseverance is an essential trait for a leader because an individual that achieves results and is productive is more
likely to gain dedicated followers that exhibit the same characteristics. Perseverance is not only the leader’s ability
to achieve goals but refers to their ability to overcome hurdles and alter project paths as needed.
Project 4
COURAGE METER
The Courage Meter is actually two meters that move in synchronised motion. As the fear meter increases or
decreases, the meter on the right measures how many goals I achieve so that I can see whether fear is impacting
my productivity or whether I possess the courage to overcome adversity. The ideal reading would be for the fear
meter to be medium-high and for the goals meter to be high.
Leaders must possess courage in order to take risks, try new innovative approaches and be able to embrace the
fear of the unknown. Leaders must exhibit courage so that their team will follow them, united by a strong vision
and a desire to achieve results.
Courage is needed not only for executing ideas, but also when seeking assistance from others. A leader requires
courage in order to recognise their own weaknesses and be able to reach out for suitable collaborators or
mentors.
Fear Meter
Goals Achieved
Wai-Jing Man Dashboard | 11 Dec 2013

3. TRUST METER
Numerical scale
Trust is needed because leaders need to trust themselves as well as their followers. It is essential that leaders give
their team members a voice and take onboard their feedback and suggestions. If you cannot trust others then
how can you expect your followers to reciprocate trust towards you? Valuing the contribution of others involves
trusting their judgement.
The meter will measure how often a leader allows their team to pursue their own ideas or take charge of the
organisation’s projects. This can also involve giving a team member access to the organisation’s resources so they
can complete personal projects (which may potentially complement the team’s projects or improve their
productivity and contribution to the organisation). The meter will provide a numerical measurement of how
many personal projects the leader allows or how many suggestions/alternatives the leader takes onboard within
a weekly time frame. The meter will change from red to yellow as more trust is given to the team.
Wai-Jing Man Dashboard | 11 Dec 2013

4. SCENARIO 1
SCENARIO 2
SCENARIO 3
I have an important project that I have not yet started
but the deadline is looming and I’m stumped for
ideas. I am spending a lot of time procrastinating and
stuck in a creative block. I listen to the suggestion of
a fellow team member and pursue their idea which
ends up being a successful solution. I ensure that the
individual is recognised for their efforts and gain the
appreciation they deserve.
A lot of projects need to be completed within the
same time frame. I know that one of the projects will
not be completed by the given deadline and the
team will therefore experience a fair amount of
backlash from the stakeholders. I discuss the
situation with the stakeholders and ensure that the
team are not penalised, and discuss extending the
deadline due to current circumstances.
One of my team members is incredibly proactive and
enthusiastic but recently has lost all motivation and
morale has dropped dramatically. They never attend
meetings on time and have stopped contributing
quality work and ideas.
(The procrastination timer is flashing; the
perseverance meter is low; the fear meter is high
whilst the goals meter is low; the trust meter is high;
the appreciation and recognition meter is high)
(The procrastination timer is low; the perseverance
meter is high; the appreciation/recognition meter is
medium-high; the fear meter is high whilst the goals
meter is medium-high; the trust meter is
medium-high)
01:00:15
Project 1
10:15:15
Project 2
00:30:05
Project 3
Project 4
Project 1
Project 2
00:30:05
Project 3
Project 4
I decide to approach them to discuss any personal
problems or events that may have caused this
change in behaviour. They express their desire to be
more involved in a different department and their
desire to drop back to part-time work in order to
have free time for their own personal projects. I agree
that a part-time workload will increase their
happiness and I give them access to the
organisation's resources and networks for their
personal endeavours.
(The procrastination timer is low; the perseverance
meter is high; the appreciation/recognition meter is
high; the fear meter is medium-high whilst the goals
meter is high; the trust meter is high)
10:15:15
Project 1
Project 2
00:30:05
Project 3
Project 4
Wai-Jing Man Dashboard | 11 Dec 2013