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Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
Time management
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Time management

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  • 1. time management em ti
  • 2. objectives I will learn techniques that will help me to direct my work life instead of merely managing my time. I will learn a framework for developing a mission and vision that gives purpose and direction to my work. e I will learn how to prioritize my highest-leveraged m activities, leading to significant increases in ti productivity.
  • 3. the complete six-step process connect to mission review roles identify goals e organize weekly m exercise integrity ti evaluate
  • 4. the clock and the compass the clock the compass commitments vision appointments values schedules principles e goals conscience m activities direction ti What we do and how What we feel is we manage our time. important and how we lead our lives.
  • 5. traditional time management first generation—notes and checklists second generation—planning and preparation third generation—planning, prioritizing and controlling m e ti
  • 6. first generation go with the flow  based on reminders  attempt to keep track of things you do with your time  simple notes and checklists e  carry lists with you and refer to them in order to m remember ti  incomplete tasks put on tomorrow’s list
  • 7. first generation strengths weaknesses flexible  no real structure responsive to people  things fall through cracks not over-structured  commitments suffer less stress  little accomplished e tracks to-do’s  crisis to crisis m  first things— things right ti in front of you
  • 8. second generation planning and preparation calendars and appointment books efficiency in goal setting and planning ahead e make appointments, write down commitments, identify deadlines m may keep information on computer or network ti
  • 9. second generation strengths weaknesses tracks commitments and  puts schedule over appointments people more accomplished  accomplish more of what through planning and goal you want—not e setting necessarily what is needed or fulfilling m more effective meetings and presentations due to  independent thinking — ti preparation see people as means or barriers  first things– those that are on the schedule
  • 10. third generation planning, prioritizing and controlling  have spent time clarifying values and priorities  set long, medium, and short-term goals to attain values, prioritizes on a daily basis e  uses wide variety of planners and organizers, with m detailed forms for daily planning ti  gets more done in less time-- but still feels frustrated
  • 11. third generation strengths weaknesses assumes responsibility for  can lead to false sense of results control, pride connects with values  power of vision untapped taps into the power of  can lead to guilt, e long, medium, and short- imbalance of roles m term goals  less flexibility/spontaneity translates values into  first things set by urgency ti goals and actions and values gives structure and order to life
  • 12. fourth generation life leadership  puts people ahead of schedules, compasses ahead of clocks  uses the best of generations 1, 2, and 3 e  you want to lead a life of meaning and m contribution, with balance ti
  • 13. fourth generation elements Why is there a need effectiveness for the fourth principles generation of time leadership management? relationships e puts first things first Well, one definition of m insanity is to “keep ti doing the same things and expecting different results.”
  • 14. understanding time “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 m e ti
  • 15. understanding time “Why have a time log? memory m e energy ti
  • 16. understanding time Urgent Not Urgentimportant I. II. e Quadrant of__________ Quadrant of__________ mnot important III. IV. ti Quadrant of__________ Quadrant of__________
  • 17. understanding time move into quadrant II quadrant I—manage: the quadrant of necessity; things are both urgent and important e quadrant II—leadership and quality: the m quadrant of focus; things are important but not urgent ti
  • 18. understanding time move into quadrant II quadrant III—(AVOID): the quadrant of deception; things are urgent but not important quadrant IV—(AVOID): the quadrant of waste; e things are neither important nor urgent m ti
  • 19. move into quadrant II How do I get there? The six step process connect to mission review roles e identify goals m organize weekly ti exercise integrity evaluate
  • 20. step 1: connect with vision & mission Consider the big  What is most important? picture. The key tothis connection lies  What gives your lifein the clarity of your meaning? vision around such e questions as:  What do you want to be m and do in your life? ti
  • 21. step 2: identify your roles  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 m e ti
  • 22. step 3: select quad II goals for each role  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 e  review a “perhaps” list for ideas m  identify the steps that need to be taken to ti achieve long-term goals
  • 23. step 4: organize weekly translating high leverage quad II goals requires a framework most people are always trying to find time in their overflowing quad I/III schedules e They move, delegate, cancel, and postpone— m all in hopes of “putting first things first” ti the key is in scheduling your priorities, not prioritizing your schedule
  • 24. step 4: organize weeklyDistinctive 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 e typical “to-do’s” or daily action items m they are driven by conscience ti
  • 25. tips to start your day Tip #1 preview your schedule—get your bearings:  review your compass e  Look at the day in the context of the week m  renew your power to respond to changes in a meaningful way ti
  • 26. tips to start your day Tip #2 prioritize: identify activities as QI or QII—keeps QIII and IV out of your schedule  emphasizes the importance paradigm e  keeps you aware of choices you make m must understand that prioritization includes only ti items that you’ve put in the framework
  • 27. tips to start your day Tip #3 T planning: time sensitive activities on the right, any time activities on the left  makes for effective schedule decisions e  Helps you remain sensitive to commitments m Best use of your time: remember importance ti rather than urgency!
  • 28. step 5: exercise integrity in the moment Should I carry out my plan or make conscience directed changes? m e ti
  • 29. step 6: evaluateTo be successful, you  What goals did I achieve? must make successes of one  What challenges did I week the foundation encounter? for the next. At the e end of the week, ask  What decisions did I m yourself some make? questions: ti  Did I keep “first things first?”
  • 30. step 6: evaluate different ways to evaluate  mark accomplished goals on weekly compass  keep a journal or daily log and review e  review past weekly compasses m  ask specific questions about your performance and actions ti
  • 31. step 6: evaluate weekly evaluation  What did I learn from the week as a whole?  Am I setting goals that are realistic but challenging? e  Have I been effective in work related m communications? ti  Have I been successful in maintaining a Quad II perspective?
  • 32. closing thought A journey of a thousand miles must begin with a single step. m e Lao-Tzu ti

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