Your SlideShare is downloading. ×
Time management
Upcoming SlideShare
Loading in...5

Thanks for flagging this SlideShare!

Oops! An error has occurred.

Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Time management


Published on

  • Be the first to comment

  • Be the first to like this

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

No notes for slide


  • 1. the clock the compass commitments vision appointments values schedules principles goals conscience activities directionWhat we do and how What we feel iswe manage our time. important and how we lead our lives.
  • 2. “Whyenergy have a time log? memory
  • 3. first generation—notes and checklistssecond generation—planning andpreparationthird generation—planning, prioritizingand controlling
  • 4. life leadership puts people ahead of schedules, compasses ahead of clocks uses the best of generations 1, 2, and 3 you want to lead a life of meaning and contribution, with balance
  • 5. elements Why is there a need for the fourth generation of effectiveness time management? principles leadership Well, one definition of relationships insanity is to “keep doing the same things puts first things first and expecting different results.”
  • 6. “A no uttered from the deepest conviction is better than a yes merely uttered to please, or what is worse, to avoid trouble.” Mahatma Gandhi
  • 7. Consider the big  What is most picture. The key important?to this connection  What gives your life lies in the clarity meaning? of your vision  What do you want around such to be and do in questions as: your life?
  • 8.  we have important roles at work, in the family, in the community, or other areas of our lives Roles represent responsibilities, relationships, and areas of contribution
  • 9.  what is the most important thing I could do for each role this week that would have the greatest positive impact? consider the relationships for each role review a “perhaps” list for ideas identify the steps that need to be taken to achieve long-term goals
  • 10.  translating high leverage quad II goals requires a framework most people are always trying to find time in their overflowing quad I/III schedules They move, delegate, cancel, and postpone—all in hopes of “putting first things first” the key is in scheduling your priorities, not prioritizing your schedule
  • 11. Distinctive Elements of Effective Weekly Goals they can be either an area of focus or a specific activity they are usually quad II goals rather than typical “to-do’s” or daily action items they are driven by conscience
  • 12. Should I carry out my plan or make conscience directed changes?
  • 13. To be successful, you  What goals did I must make achieve? successes of one  What challenges did I week the foundation encounter? for the next. At the  What decisions did I end of the week, ask make? yourself some  Did I keep “first things questions: first?”
  • 14. different ways to evaluate mark accomplished goals on weekly compass keep a journal or daily log and review review past weekly compasses ask specific questions about your performance and actions
  • 15. weekly evaluation What did I learn from the week as a whole? Am I setting goals that are realistic but challenging? Have I been effective in work related communications? Have I been successful in maintaining a Quad II perspective?
  • 16. A journey of a thousand miles must begin with a single step. Lao-Tzu