• Like
Time Management
Upcoming SlideShare
Loading in...5
×
Uploaded on

A ppt i created for staff a few years ago... a quickie "time management" course

A ppt i created for staff a few years ago... a quickie "time management" course

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
195
On Slideshare
0
From Embeds
0
Number of Embeds
2

Actions

Shares
Downloads
9
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Time Management With Tim “Tony Robbins” Mitchell
  • 2. Planning vs. Working
    • They are equally important
    • Deciding what you are going to do is as important as what you “do”
    • Being “organized” requires proper planning
    • Being “organized” requires time spent and aloted to BECOME organized
  • 3. Information
    • We work in an information based business
    • We gather, organize, interpret, and transfer (i.e. communicate) information
    • Time Management = understanding, maximizing effectiveness, and timing of each of these functions
    • We are robots - we will rise and conquer
  • 4. Urgent vs. Important
    • A lot of “stuff” falls into one of these categories – you have to decide which is which
    • There is always “urgent”, but is it “important”?
    • Important, put simply, is defined as “work that serves the big picture and big to long-term company goals” (usually involves making $)
  • 5. Urgent vs. Important (cont’)
    • Urgent is when someone is trying to make something important due to time constraints
    • Important takes more brain-power, dedicated time, care, and processing of “information” into “knowledge and insight”
    • Urgent seems important because people are (metaphorically or sometimes physically) yelling
    • When something is urgent AND important – NO BRAINER - Do it!!!
  • 6. How to Manage Urgent?
    • You can “touch” a situation and plan it into your schedule
    • Let the others who are waiting on you know that you are on it and update w/ honest estimates
      • Analogy – angry people waiting in line become less angry when there is a number system or someone keeps telling them they know they are there
    • If HAS to be done “Now!”, and you go ahead and put the fire out, then after you complete/solve the situation, you have a bit of planning work to do to adjust the rest of your day/week to make sure you get “important” done
  • 7. Make Time for Important
    • You have to set aside quality time for important work
    • Turn off your email if you have to
    • Set aside this kind of work for when you feel best (are you a morning person?)
    • Take time of day and day of week into account
    • Focus on the quality, not just “output”
  • 8. Manage Up
    • Check in with your boss on changing priorities
    • Check in to make sure your “important” = their (and the company’s) “important”
    • Make sure whole team is in sync on what’s important and what’s urgent
    • Ask your boss about their preferred mode and frequency of communication
  • 9. Show Your Work
    • Don’t be afraid to share ideas before they are fully formed to get feedback
    • Don’t be afraid to collaborate and “publish results” before you have your finger on a solution
    • When we start to understand each-other’s thought process, that’s when process and communication become smooth and easy
  • 10. Meetings
    • Come prepared and on-time
    • Keep meetings to 30 min if possible
    • Always have an agenda and a goal
    • Always leave with each person having “stuff to do” (coporate speak = action items)
    • Don’t do other work during meetings (that’s how you keep them short)
    • Always set aside 10-15 minutes (or more) before and after meetings to prepare/follow-up/capture information
  • 11. Let’s Get Organized
    • Email
    • Lists
    • Tasks
    • Calendar
    • “ Systems”
  • 12. Email
    • Good for: communicating and referencing
    • Bad for: managing your time, driving your planning, almost everything else
    • Email is like a river and you just want the fish in the river
    • When you get an email, simplify your options (more on this in Systems)
  • 13. Lists
    • Lists are great for organization
    • You can’t just have one list, though
    • You have to constantly review your lists and adjust your priorities
    • Lists allow you to “get stuff out of your head”
  • 14. Tasks
    • Tasks are what goes in your lists
    • What is a “task”
    • You must break down larger projects into smaller tasks that can be “done”
    • If you read a task and can’t answer “how will I know if this is done”, then its not a task
    • Don’t confuse “tasks” and “goals”
    • Don’t confuse “tasks” with “ideas”
  • 15. Systems
    • The best way to manage time is to have a solid, simple system
    • It has to be simple and consistent
    • You have to trust it and stick to it
    • Most systems fail when its too complex or you don’t trust it
    • A good system will lower your stress and clear your head
  • 16. Potentially Difficult “Systems”
    • Continually filing/ filtering by categories
      • projects, people, keywords, etc.
      • Time consuming and inflexible – creates more stress as things change
    • Intricate email filtering systems
      • Same issues as above… proceed at your own peril
    • Having no system at all
    • Too complex to mange or trust
  • 17. A System I think Works
    • Collect
    • Process
    • Organize
    • Review
    • Do
  • 18. Sticking to your system
    • It will only work if you trust it, and you will only trust it if you continue to review and update
    • Don’t let the system run you, adapt it to your style of working thinking
    • Always remember the reasons behind having a system in the first place
  • 19. Natural Planning (for important work)
    • Purpose
    • Mission/Goal
    • Brainstorming
    • Organizing
    • Next Steps
    • (you might recognize from MRD discussions)