New Time Mgt

Time Management

2 hours wasted per day • Messy desk • Can’t ﬁnd things • Miss appointments • Unprepared for meetings • Tired/unable to concentrate

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

What is Time Management?

What is your worth per hour?

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

∞ Opportunity Cost Economists just call it The things you COULD do are inﬁnite, while your time and attention are FINITE.

3 How to Set your goals?

3 How to Set your goals? Speciﬁc Measurable Achievable Realistic Time bounded

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

Goals on multiple levels • Goal today • Goal this month Failing to plan • Goal for this year is planning to • Goal for next 5 years fail • Goal for next 10 years • Your dreams

From Goals to Tasks

From Goals to Tasks • Break each goal into manageable tasks (WBS) • Set priority to each task • reorder your task list

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

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

Time Matrix Urgent Not Urgent Important Not Important 1. List the priority of each quadrant 2. How much time you want to put on it?

NOW? WHO GETS ACCESS Group Discussion

Understanding Time Urgent Not Urgent 1 2 Important 3 4 Not Important

Understanding Time Urgent Not Urgent 1 2 Important Quadrant of Manage 3 4 Not Important

Understanding Time Urgent Not Urgent 1 2 Important Quadrant of Manage Quadrant of Leadership & Quality 3 4 Not Important

Understanding Time Urgent Not Urgent 1 2 Important Quadrant of Manage Quadrant of Leadership & Quality 3 4 Not Important Quadrant of Deception

Understanding Time Urgent Not Urgent 1 2 Important Quadrant of Manage Quadrant of Leadership & Quality 3 4 Not Important Quadrant of Deception Quadrant of Waste

“Scheduling your priorities, not prioritizing your schedule” --Stephen Covey

Don't prioritize your schedule, schedule your priorities. This is one of my favorite bits of wisdom from Stephen Covey's The Seven Habits of Highly Effective People. If something is really important to you, simply make the time for it. Sure, some stuff will give way - you're only human, and you can only do so much. Set aside time for product development, marketing, personal development, exercise, rest, etc. Whatever disappears wasn't really that important.

Time Robbers Case Study

We will discuss What’s the problem in the case? Do we have similar problems in our work? What’s your solutions?

NOW? WHO GETS ACCESS Group Discussion

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.

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, 2008 Interruptions are a huge pain. Intel estimates that interruptions cost them US$1B last year.

6-9 minutes, 4-5 minute recovery – ﬁve interruptions shoots an hour

ASK YOURSELF At what time do you feel most energetic in a day?

Expel Interruptions? 1. Form a group, the skeletons 2. list 5 things that would interrupt your • Remove compromising pics So what is your normal work? 3. discuss together how to avoid these interruptions.

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

Tips for phone calls

Tips for phone calls • Keep calls short; stand during call

Tips for phone calls • Keep calls short; stand during call • Group calls: 11:50 a.m. and 5:50 p.m.

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

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

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

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.

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

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.

1. Deal with Emails at scheduled time during the day. Don’t check the mail once it arrives in your mail box 2. Put personal mails into a separate folder 3. Action based email box 4. Use category instead of folders 5. Filter by rules 6. Sort by importance 7. Educate your correspondents; let the sender know your concerns

HowInbox Zero to deal with Email overload? action-based email 1. ask how many ppl here have more than 200 mails per day? 2. how many emails will be deleted or ignored once you see the title? what are they ? 3. how do you deal with it? 4. how many ppl are using Outlook Rules to control the mails? ﬁrst of all, how many ppl know your size Merlin Mann of your mailbox? --give a quick snap Google Tech Talk

Tips for overload emails • Use Prewritten Responses • Use Auto-Responders • Avoid ambiguous title

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

Folders, sub-folders and sub-sub-folders

Action Based Inbox

Action Based Inbox “Empty”

Inbox Zero Inbox Zero Email!s just a medium One place for anything Process to zero Convert to actions

What is Processing? More than checking Less than responding Answers: “So what?”

What is Action? Delete Delegate Reference Respond Defer Do

The Processing Habit “We are what we frequently do” — Aristotle

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.

Knowing the responsibility and goals, don’t overtake the tasks Don’t assume that everything must be done, remember the time matrix Learn to say no to your boss, negotiating with your boss Delegate, delegation is not dumping, do the ugliest thing by yourself.

Thanks