Time management


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Time management

  1. 1. time management em ti
  2. 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. 3. the complete six-step process connect to mission review roles identify goals e organize weekly m exercise integrity ti evaluate
  4. 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. 5. traditional time management first generation—notes and checklists second generation—planning and preparation third generation—planning, prioritizing and controlling m e ti
  6. 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. 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. 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. 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. 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. 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. 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. 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. 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. 15. understanding time “Why have a time log? memory m e energy ti
  16. 16. understanding time Urgent Not Urgentimportant I. II. e Quadrant of__________ Quadrant of__________ mnot important III. IV. ti Quadrant of__________ Quadrant of__________
  17. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 28. step 5: exercise integrity in the moment Should I carry out my plan or make conscience directed changes? m e ti
  29. 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. 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. 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. 32. closing thought A journey of a thousand miles must begin with a single step. m e Lao-Tzu ti
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