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New Time Management power point presentation Presentation Transcript

  • 1. Time Management
  • 2. 2 hours wasted per day• Messy desk• Can’t find things• Miss appointments• Unprepared for meetings• Tired/unable to concentrate
  • 3. Today’s Agenda• What is time management• How to set goals• How to make To-Do list• What is time matrix• Case Study-common time robbers
  • 4. 1 What is Time Management?
  • 5. 2 What is your worth per hour?
  • 6. Worth per hour• 10,000 RMB per month• 20,000 RMB in value per month• 1,000 RMB per day• 120 RMB per hour• 2 RMB per minute
  • 7. ∞ Opportunity Cost Economists just call it The things you COULD do are infinite,while your time and attention are FINITE.
  • 8. 3How toSet your goals?
  • 9. 3How toSet your goals?SpecificMeasurableAchievableRealisticTime bounded
  • 10. Goals on multiple levels • Goal today • Goal this month • Goal for this year • Goal for next 5 years • Goal for next 10 years • Your dreams
  • 11. Goals on multiple levels • Goal today • Goal this month • Goal for this year Failing to plan is planning to • Goal for next 5 years fail • Goal for next 10 years • Your dreams
  • 12. From Goals to Tasks
  • 13. From Goals to Tasks• Break each goal into manageable tasks (WBS)• Set priority to each task• reorder your task list
  • 14. From Task to To-Do List• To-Do list captures all the tasks you need to do in a given day.• It can includes other stuffs that are not your tasks or goals• Set priority to each items on the list• Tools
  • 15. Tips for To-Do List• Only schedule a part of your day• First things first• Do the ugliest thing first• Use block of times• Kill small things in a batch
  • 16. Time Matrix Urgent Not UrgentImportant NotImportant 1. List the priority of each quadrant 2. How much time you want to put on it?
  • 17. WHO GETS ACCESS NOW? Group Discussion
  • 18. Understanding Time Urgent Not Urgent 1 2Important 3 4 NotImportant
  • 19. Understanding Time Urgent Not Urgent 1 2Important Quadrant of Manage 3 4 NotImportant
  • 20. Understanding Time Urgent Not Urgent 1 2Important Quadrant of Manage Quadrant of Leadership & Quality 3 4 NotImportant
  • 21. Understanding Time Urgent Not Urgent 1 2Important Quadrant of Manage Quadrant of Leadership & Quality 3 4 NotImportant Quadrant of Deception
  • 22. Understanding Time Urgent Not Urgent 1 2Important Quadrant of Manage Quadrant of Leadership & Quality 3 4 NotImportant Quadrant of Deception Quadrant of Waste
  • 23. “Scheduling your priorities,not prioritizing yourschedule” --Stephen Covey
  • 24. Dont prioritize your schedule, scheduleyour priorities. This is one of my favorite bitsof wisdom from Stephen Coveys TheSeven Habits of Highly Effective People. Ifsomething is really important to you, simplymake the time for it. Sure, some stuff willgive way - youre only human, and you canonly do so much. Set aside time for productdevelopment, marketing, personaldevelopment, exercise, rest, etc. Whateverdisappears wasnt really that important.
  • 25. Time RobbersCase Study
  • 26. We will discussWhat’s the problem in the case?Do we have similar problems in our work?What’s your solutions?
  • 27. WHO GETS ACCESS NOW? Group Discussion
  • 28. Case Study 1 Max has been working on a long, two part report for the past two hours, he has managed to draft the first part and is ready to begin the second. Feeling that a little reward is in order, Max gets up and heads for the coffee room, where he refills his cup and chats briefly with two colleagues,. Settling back into his desk, Max soon notice that he has two new emails, “I’d better check these out” he tell himself. After he replies to those messages, Max revisits his report. But he can’t start where he left off—he has lost his train of thought.
  • 29. 28% OF EACH DAY “Interruptions by things that aren’t urgent or important, like unnecessary e-mail messages — and the time it takes to get back on track.” “Lost in in Emails, TechFirms Face Self-Made Beast”, June 14, 2008 “Lost E-Mail, Tech Firms Face Self-Made Beast,” June 14, 2008Interruptions are a huge pain. Intel estimatesthat interruptions cost them US$1B last year.
  • 30. 6-9 minutes, 4-5 minute recovery – fiveinterruptions shoots an hour
  • 31. ASK YOURSELFAt what time do you feel most energetic in a day?
  • 32. Expel Interruptions?1. Form a group,2. list 5 thingsthat would the skeletonsinterrupt yournormal work? • Remove compromising pics So what is your3. discuss togetherhow to avoid theseinterruptions.
  • 33. How to avoid interruptions?• Turn off the audible “New mail • sound-isolating headphones alert”. • organize your work area and keep it• Check your mail once a hour clean• turn off RM flash • Establish Procedures—Put the information in writing and encourage everyone to abide by it.• say gentle “No” • Make sure everyone understands• let everyone know your schedule his or her level of authority.• offline in a meeting room alone when you really need to get things done
  • 34. Tips for phone calls
  • 35. Tips for phone calls• Keep calls short; stand during call
  • 36. Tips for phone calls• Keep calls short; stand during call• Group calls: 11:50 a.m. and 5:50 p.m.
  • 37. Tips for phone calls• Keep calls short; stand during call• Group calls: 11:50 a.m. and 5:50 p.m.• Start by announcing goals for the call
  • 38. Tips for phone calls• Keep calls short; stand during call• Group calls: 11:50 a.m. and 5:50 p.m.• Start by announcing goals for the call• Don’t put your feet up
  • 39. Tips for phone calls• Keep calls short; stand during call• Group calls: 11:50 a.m. and 5:50 p.m.• Start by announcing goals for the call• Don’t put your feet up• Have something in view to do next
  • 40. Tips for phone calls• Keep calls short; stand during call• Group calls: 11:50 a.m. and 5:50 p.m.• Start by announcing goals for the call• Don’t put your feet up• Have something in view to do next• Review, what we have agreed.
  • 41. Tips for Effective Meetings• Punctuality• Focus on meeting agenda ONLY• Clear objectives, if not please chase up• Manage specific topics individually• Check agreement and action items at the end of meeting
  • 42. Case Study 2 Paula arrives at her desk at 9:00 am every business day, once her laptop is up and running, her first act is to check her mails, “I have missed feelings about it” she confesses, “on one hand, I look forward to updates on company activities that concerns me directly. And I also enjoy findings message from my personal friends. On the other hand, I dread facing the 20 or 30 emails that are either misdirected or irreverent to me, and another 20 or 30 messages will hit my inbox before the day is over, Worse, I have to open most of them to find out they are irrelevant. Also as my mail box get bigger, it’s extremely hard for me to find my desired emails.
  • 43. 1. Deal with Emails at scheduled time duringthe day.  Don’t check the mail once it arrives inyour mail box2. Put personal mails into a separate folder3. Action based email box4. Use category instead of folders5. Filter by rules6. Sort by importance7. Educate your correspondents; let the senderknow your concerns
  • 44. HowInbox Zero to deal with Email overload? action-based email1. ask how many ppl here have more than200 mails per day?2. how many emails will be deleted orignored once you see the title?what are they ?3. how do you deal with it?4. how many ppl are using Outlook Rulesto control the mails?first of all, how many ppl know your size Merlin Mannof your mailbox?--give a quick snap Google Tech Talk
  • 45. Tips for overload emails• Use Prewritten Responses• Use Auto-Responders• Avoid ambiguous title
  • 46. Tips for overload emails• Use Prewritten Responses• Use Auto-Responders• Avoid ambiguous title• Use Rules to control your email flow• Use Category instead of creating folders• Use Search folders
  • 47. Folders, sub-folders and sub-sub-folders
  • 48. Folders, sub-folders and sub-sub-folders
  • 49. Action Based Inbox
  • 50. Action Based Inbox
  • 51. Action Based Inbox “Empty”
  • 52. Inbox Zero Inbox Zero Email!s just a medium One place for anything Process to zero Convert to actions
  • 53. What isProcessing?More than checkingLess than respondingAnswers: “So what?”
  • 54. What is Action? Delete Delegate Reference Respond Defer Do
  • 55. TheProcessingHabit“We are what we frequently do” — Aristotle
  • 56. Case isStudy 3 is highly motivated staff. He is also Harvey a hard worker and willing to do whatever is necessary to help his team to accomplish its goals. When Mary, the team leader says, “Someone should develop a proposal for the next stage of our project,” most people hunch down in their seats or start looking at their notebooks, “Can some one take care of this”? Mary asks again. Seeing that no one else will volunteer, Harvey steps up to the task, as he always does. His behavior is also predictable, in fact that his teammate know that if they resist the urge to volunteer long enough, Harvey eventually will step forward to do it. And when he get the work done, it’s always done well, because he is a dedicated perfectionist. But the problem is that Harvey has trouble to get things done on time, because he has overloaded himself with commitments.
  • 57. Knowing the responsibility and goals, don’tovertake the tasksDon’t assume that everything must be done,remember the time matrixLearn to say no to your boss, negotiating withyour bossDelegate, delegation is not dumping, do theugliest thing by yourself.
  • 58. Thanks