time time management

time 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. I will learn how to prioritize my highest-leveraged activities, leading to significant increases in productivity .

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.

I will learn how to prioritize my highest-leveraged activities, leading to significant increases in productivity .

time the complete six-step process connect to mission review roles identify goals organize weekly exercise integrity evaluate

time the clock and the compass the clock commitments appointments schedules goals activities What we do and how we manage our time . the compass vision values principles conscience direction What we feel is important and how we lead our lives.

time traditional time management first generation—notes and checklists second generation—planning and preparation third generation—planning, prioritizing and controlling

first generation—notes and checklists

second generation—planning and preparation

third generation—planning, prioritizing and controlling

time first generation go with the flow based on reminders attempt to keep track of things you do with your time simple notes and checklists carry lists with you and refer to them in order to remember incomplete tasks put on tomorrow’s list

go with the flow

based on reminders

attempt to keep track of things you do with your time

simple notes and checklists

carry lists with you and refer to them in order to remember

incomplete tasks put on tomorrow’s list

time first generation strengths flexible responsive to people not over-structured less stress tracks to-do’s weaknesses no real structure things fall through cracks commitments suffer little accomplished crisis to crisis first things— things right in front of you

strengths

flexible

responsive to people

not over-structured

less stress

tracks to-do’s

weaknesses

no real structure

things fall through cracks

commitments suffer

little accomplished

crisis to crisis

first things— things right in front of you

time second generation planning and preparation calendars and appointment books efficiency in goal setting and planning ahead make appointments, write down commitments, identify deadlines may keep information on computer or network

planning and preparation

calendars and appointment books

efficiency in goal setting and planning ahead

make appointments, write down commitments, identify deadlines

may keep information on computer or network

time second generation strengths tracks commitments and appointments more accomplished through planning and goal setting more effective meetings and presentations due to preparation weaknesses puts schedule over people accomplish more of what you want—not necessarily what is needed or fulfilling independent thinking —see people as means or barriers first things– those that are on the schedule

strengths

tracks commitments and appointments

more accomplished through planning and goal setting

more effective meetings and presentations due to preparation

weaknesses

puts schedule over people

accomplish more of what you want—not necessarily what is needed or fulfilling

independent thinking —see people as means or barriers

first things– those that are on the schedule

time 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 uses wide variety of planners and organizers, with detailed forms for daily planning gets more done in less time-- but still feels frustrated

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

uses wide variety of planners and organizers, with detailed forms for daily planning

gets more done in less time-- but still feels frustrated

time third generation strengths assumes responsibility for results connects with values taps into the power of long, medium, and short-term goals translates values into goals and actions gives structure and order to life weaknesses can lead to false sense of control, pride power of vision untapped can lead to guilt, imbalance of roles less flexibility/spontaneity first things set by urgency and values

strengths

assumes responsibility for results

connects with values

taps into the power of long, medium, and short-term goals

translates values into goals and actions

gives structure and order to life

weaknesses

can lead to false sense of control, pride

power of vision untapped

can lead to guilt, imbalance of roles

less flexibility/spontaneity

first things set by urgency and values

time fourth generation 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

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

time fourth generation elements effectiveness principles leadership relationships puts first things first Why is there a need for the fourth generation of time management? Well, one definition of insanity is to “keep doing the same things and expecting different results.”

elements

effectiveness

principles

leadership

relationships

puts first things first

time 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

time understanding time “ Why have a time log? memory energy

time understanding time Urgent Not Urgent important not important IV. Quadrant of__________ III. Quadrant of__________ II. Quadrant of__________ I. Quadrant of__________

time understanding time move into quadrant II quadrant I—manage: the quadrant of necessity; things are both urgent and important quadrant II—leadership and quality: the quadrant of focus; things are important but not urgent

move into quadrant II

quadrant I—manage: the quadrant of necessity; things are both urgent and important

quadrant II—leadership and quality: the quadrant of focus; things are important but not urgent

time 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; things are neither important nor urgent

move into quadrant II

quadrant III—(AVOID): the quadrant of deception; things are urgent but not important

quadrant IV—(AVOID): the quadrant of waste; things are neither important nor urgent

time move into quadrant II connect to mission review roles identify goals organize weekly exercise integrity evaluate How do I get there? The six step process

time What is most important? What gives your life meaning? What do you want to be and do in your life? Consider the big picture. The key to this connection lies in the clarity of your vision around such questions as: step 1: connect with vision & mission

What is most important?

What gives your life meaning?

What do you want to be and do in your life?

time 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

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

time 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 review a “perhaps” list for ideas identify the steps that need to be taken to achieve long-term goals

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

time 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 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

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

time step 4: organize weekly 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

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

time tips to start your day Tip #1 preview your schedule—get your bearings: review your compass Look at the day in the context of the week renew your power to respond to changes in a meaningful way

Tip #1

preview your schedule—get your bearings:

review your compass

Look at the day in the context of the week

renew your power to respond to changes in a meaningful way

time 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 keeps you aware of choices you make must understand that prioritization includes only items that you’ve put in the framework

Tip #2

prioritize: identify activities as QI or QII—keeps QIII and IV out of your schedule

emphasizes the importance paradigm

keeps you aware of choices you make

must understand that prioritization includes only items that you’ve put in the framework

time 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 Helps you remain sensitive to commitments Best use of your time: remember importance rather than urgency!

Tip #3

T planning: time sensitive activities on the right, any time activities on the left

makes for effective schedule decisions

Helps you remain sensitive to commitments

Best use of your time: remember importance rather than urgency!

time step 5: exercise integrity in the moment Should I carry out my plan or make conscience directed changes?

time What goals did I achieve? What challenges did I encounter? What decisions did I make? Did I keep “first things first?” To be successful, you must make successes of one week the foundation for the next. At the end of the week, ask yourself some questions: step 6: evaluate

What goals did I achieve?

What challenges did I encounter?

What decisions did I make?

Did I keep “first things first?”

time step 6: evaluate 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

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

time step 6: evaluate 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?

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?

time closing thought A journey of a thousand miles must begin with a single step. Lao-Tzu