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Managing Yourself<br />Work Priorities and Professional Development Workshop – 29 March 2011<br />Copyright of The Pivot I...
Goals<br />Plans<br />Time management<br />Prioritising<br />Technological assistance<br />Professional Development<br />S...
29 March 2011<br />3<br />Copyright of The Pivot Institute<br />
What is a goal?<br />an end or aim to effort or ambition; <br />a limit, boundary;<br />the finishing point of a race;<br ...
What makes a good goal?<br />Specific<br />Measurable<br />Achievable<br />Realistic<br />Timely<br />+ <br />Challenging<...
29 March 2011<br />Copyright of The Pivot Institute<br />6<br />
Strategic<br />Really big<br />Operational<br />Contribute to achieving really big<br />Tactical<br />Low level<br />Every...
Goal-setting theory<br />Not rocket science<br />Expectancy theory<br />Can I?<br />What if I do?<br />Is it worth it?<br ...
An aim<br />SMART and challenging<br />Motivational<br />Fit with the organisation<br />Use them<br />29 March 2011<br />C...
29 March 2011<br />Copyright of The Pivot Institute<br />10<br />
Why?<br />When?<br />Where?<br />How?<br />What?<br />a scheme for achieving a purpose;<br />an intended method;<br />a sc...
Business Planning:<br />Four Questions:<br />Who are we?<br />Where are we now?<br />Where do we want to be?<br />How will...
Business Planning:<br />Six steps:<br />Set Target<br />List activities and responsibilities<br />Sequence activities<br /...
Military Techniques<br />Combat Military Appreciation Process<br />Mission<br />Enemy<br />Terrain<br />Decision<br />29 M...
Military Techniques<br />Individual Military Appreciation Process<br />Mission<br />Battlespace<br />Enemy<br />Develop Co...
Personal Work Plan – Section A<br />Work plan Template<br />AC833-24<br />Performance review - Melb uni<br />29 March 2011...
29 March 2011<br />Copyright of The Pivot Institute<br />17<br />
29 March 2011<br />Copyright of The Pivot Institute<br />18<br />Time Management - Myths<br />I don’t have time to learn a...
How much time do you have?<br />Daily Time Log<br />Now what?<br />Analyse and then…<br />29 March 2011<br />Copyright of ...
How do you use it?<br />Harvard Article<br />Goals into Actions<br />29 March 2011<br />Copyright of The Pivot Institute<b...
Types of Tasks:<br />Manager-imposed<br />System-imposed<br />Self-imposed<br />29 March 2011<br />Copyright of The Pivot ...
My Rules:<br />Accept that you cannot do everything<br />Prioritise<br />Organise<br />Disorganisation<br />Practise 4Ds<b...
Numerical order.<br />Why is everything number 1 priority?<br />Pareto Principle<br />20% of your tasks take 80% of your t...
Objective<br />Strategy<br />Outcome<br />Resources<br />Barriers<br />Timings<br />29 March 2011<br />Copyright of The Pi...
Do – Execute plan<br />Delegate<br />29 March 2011<br />Copyright of The Pivot Institute<br />25<br />4Ds	<br />
Steps:<br />Analyse the whole job<br />Decide what you want to allocate<br />Plan to whom you are going to allocate parts ...
Levels:<br />29 March 2011<br />Copyright of The Pivot Institute<br />27<br />Delegation<br />
Do – Execute plan<br />Delegate<br />Defer – Timings in plan<br />Ditch – File 13<br />29 March 2011<br />Copyright of The...
Procrastination<br />Why?<br />So what?<br />Schedule<br />How do you eat an elephant?<br />Aim high<br />Eat and drink<br...
Top 5:<br />Telephone interruptions<br />Meetings<br />Work Overload<br />Unexpected Visitors<br />Crises<br />Fixes?<br /...
Telephone interruptions<br />Meetings<br />Lack of objectives and priorities<br />Ineffective delegation<br />Accumulating...
Attack the problem<br />Work on your Behaviour<br />Change your viewpoint on the problem<br />29 March 2011<br />Copyright...
Four months ago Michelle was promoted to Supervisor of Skadia Enterprises.  Michele has worked for Skadia for a number of ...
Michele is meeting a friend for lunch on Saturday and decides to talk about how she is feeling about her work.  Michelle’s...
29 March 2011<br />Copyright of The Pivot Institute<br />35<br />
MS Outlook<br />PDAs / Smart phones<br />Pros<br />Cons<br />Constant connectivity<br />29 March 2011<br />Copyright of Th...
Who is the best manager of your career?<br />How do you need to prepare yourself for the next level?<br />This course?<br ...
How can you network?<br />Plan ahead<br />Be careful of The Peter Principle<br />Strive for summit competence<br />Learn f...
Set SMART and challenging goals<br />Plan to achieve those goals<br />Determine how you use time<br />Prioritise<br />Use ...
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Managing yourself

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  1. 1. Managing Yourself<br />Work Priorities and Professional Development Workshop – 29 March 2011<br />Copyright of The Pivot Institute - 2011<br />
  2. 2. Goals<br />Plans<br />Time management<br />Prioritising<br />Technological assistance<br />Professional Development<br />Scope <br />29 March 2011<br />2<br />Copyright of The Pivot Institute<br />
  3. 3. 29 March 2011<br />3<br />Copyright of The Pivot Institute<br />
  4. 4. What is a goal?<br />an end or aim to effort or ambition; <br />a limit, boundary;<br />the finishing point of a race;<br />The Chambers Dictionary<br />Goals <br />29 March 2011<br />4<br />Copyright of The Pivot Institute<br />
  5. 5. What makes a good goal?<br />Specific<br />Measurable<br />Achievable<br />Realistic<br />Timely<br />+ <br />Challenging<br />Goals<br />29 March 2011<br />5<br />Copyright of The Pivot Institute<br />
  6. 6. 29 March 2011<br />Copyright of The Pivot Institute<br />6<br />
  7. 7. Strategic<br />Really big<br />Operational<br />Contribute to achieving really big<br />Tactical<br />Low level<br />Everyday<br />Reading: Setting Goals and Objectives<br />Adair, J. Effective Time Management<br />29 March 2011<br />Copyright of The Pivot Institute<br />7<br />Goals – Levels <br />
  8. 8. Goal-setting theory<br />Not rocket science<br />Expectancy theory<br />Can I?<br />What if I do?<br />Is it worth it?<br />Reinforcement theory<br />Reward for effort<br />Goal incongruence<br />Incompatibilities<br />29 March 2011<br />Copyright of The Pivot Institute<br />8<br />Goals in an Organisation<br />
  9. 9. An aim<br />SMART and challenging<br />Motivational<br />Fit with the organisation<br />Use them<br />29 March 2011<br />Copyright of The Pivot Institute<br />9<br />Goals – Summary<br />
  10. 10. 29 March 2011<br />Copyright of The Pivot Institute<br />10<br />
  11. 11. Why?<br />When?<br />Where?<br />How?<br />What?<br />a scheme for achieving a purpose;<br />an intended method;<br />a scheme drawn up beforehand;<br />The Chambers Dictionary<br />29 March 2011<br />Copyright of The Pivot Institute<br />11<br />Plans<br />
  12. 12. Business Planning:<br />Four Questions:<br />Who are we?<br />Where are we now?<br />Where do we want to be?<br />How will we get there?<br />29 March 2011<br />Copyright of The Pivot Institute<br />12<br />Planning Techniques<br />
  13. 13. Business Planning:<br />Six steps:<br />Set Target<br />List activities and responsibilities<br />Sequence activities<br />Communicate<br />Implement<br />Monitor<br />29 March 2011<br />Copyright of The Pivot Institute<br />13<br />Planning Techniques<br />
  14. 14. Military Techniques<br />Combat Military Appreciation Process<br />Mission<br />Enemy<br />Terrain<br />Decision<br />29 March 2011<br />Copyright of The Pivot Institute<br />14<br />Planning Techniques <br />
  15. 15. Military Techniques<br />Individual Military Appreciation Process<br />Mission<br />Battlespace<br />Enemy<br />Develop Courses of Action<br />Analyse Courses of Action<br />Decide and Execute<br />29 March 2011<br />Copyright of The Pivot Institute<br />15<br />Planning Techniques <br />
  16. 16. Personal Work Plan – Section A<br />Work plan Template<br />AC833-24<br />Performance review - Melb uni<br />29 March 2011<br />Copyright of The Pivot Institute<br />16<br />Planning Techniques<br />
  17. 17. 29 March 2011<br />Copyright of The Pivot Institute<br />17<br />
  18. 18. 29 March 2011<br />Copyright of The Pivot Institute<br />18<br />Time Management - Myths<br />I don’t have time to learn about time management!<br />I work better under pressure…<br />It’s just common sense…<br />It takes all the fun out of life!<br />Time management reduces freedom.<br />
  19. 19. How much time do you have?<br />Daily Time Log<br />Now what?<br />Analyse and then…<br />29 March 2011<br />Copyright of The Pivot Institute<br />19<br />Time Management<br />
  20. 20. How do you use it?<br />Harvard Article<br />Goals into Actions<br />29 March 2011<br />Copyright of The Pivot Institute<br />20<br />Time Management<br />
  21. 21. Types of Tasks:<br />Manager-imposed<br />System-imposed<br />Self-imposed<br />29 March 2011<br />Copyright of The Pivot Institute<br />21<br />Task Management <br />
  22. 22. My Rules:<br />Accept that you cannot do everything<br />Prioritise<br />Organise<br />Disorganisation<br />Practise 4Ds<br />Do it<br />Delegate it<br />Defer it<br />Ditch it<br />29 March 2011<br />Copyright of The Pivot Institute<br />22<br />Task Management<br />
  23. 23. Numerical order.<br />Why is everything number 1 priority?<br />Pareto Principle<br />20% of your tasks take 80% of your time.<br />The remaining 80% of your tasks can be done in the remaining 20% of your time.<br />29 March 2011<br />Copyright of The Pivot Institute<br />23<br />Prioritise – Priority Management <br />
  24. 24. Objective<br />Strategy<br />Outcome<br />Resources<br />Barriers<br />Timings<br />29 March 2011<br />Copyright of The Pivot Institute<br />24<br />Organise – Plan<br />
  25. 25. Do – Execute plan<br />Delegate<br />29 March 2011<br />Copyright of The Pivot Institute<br />25<br />4Ds <br />
  26. 26. Steps:<br />Analyse the whole job<br />Decide what you want to allocate<br />Plan to whom you are going to allocate parts of the job<br />Ensure that the person you allocate is willing and able to complete the tasks required<br />Inform others if necessary<br />Monitor the results<br />29 March 2011<br />Copyright of The Pivot Institute<br />26<br />4Ds - Delegation<br />
  27. 27. Levels:<br />29 March 2011<br />Copyright of The Pivot Institute<br />27<br />Delegation<br />
  28. 28. Do – Execute plan<br />Delegate<br />Defer – Timings in plan<br />Ditch – File 13<br />29 March 2011<br />Copyright of The Pivot Institute<br />28<br />4Ds <br />
  29. 29. Procrastination<br />Why?<br />So what?<br />Schedule<br />How do you eat an elephant?<br />Aim high<br />Eat and drink<br />29 March 2011<br />Copyright of The Pivot Institute<br />29<br />Obstacles<br />
  30. 30. Top 5:<br />Telephone interruptions<br />Meetings<br />Work Overload<br />Unexpected Visitors<br />Crises<br />Fixes?<br />29 March 2011<br />Copyright of The Pivot Institute<br />30<br />Obstacles <br />
  31. 31. Telephone interruptions<br />Meetings<br />Lack of objectives and priorities<br />Ineffective delegation<br />Accumulating trivial jobs<br />Too much work<br />Confused responsibility and authority<br />Drop in visitors<br />Not planning for some unavailability<br />Leaving tasks unfinished<br />Lack of personal organisation<br />Being spread too thinly across too many tasks<br />Failure to say (and mean) no<br />Indecision and procrastination<br />Not seeing the distinction between activity and results<br />Lack of self-discipline<br />Accepting upward delegation<br />Inadequate support staff<br />Poor communication skills<br />Making snap decisions.<br />Poor health<br />Overuse of memory<br />Setting unrealistic deadlines<br />Inability to end conversations<br />‘Carrying’ incompetent employees<br />Disruptive workspace<br />Reacting rather and anticipating<br />Failing to distinguish between symptoms and causes<br />Not combining activities <br />Not trying out new methods.<br />29 March 2011<br />Copyright of The Pivot Institute<br />31<br />Obstacles – Time wasters<br />
  32. 32. Attack the problem<br />Work on your Behaviour<br />Change your viewpoint on the problem<br />29 March 2011<br />Copyright of The Pivot Institute<br />32<br />Overcoming Obstacles<br />
  33. 33. Four months ago Michelle was promoted to Supervisor of Skadia Enterprises. Michele has worked for Skadia for a number of years and is well liked and respected. Sheis a good worker with excellent technical skills, knows the company well, has good people skills and is a natural choice to be made supervisor. This is Michelle’s first supervisory role and she is keen to do well. <br />Today Michelle is feeling exhausted. There appears to be no end to her role. Regular overtime is the norm and Michele has calculated that she is working 62 hours a week. The day is taken up with unscheduled visitors, meetings, phone calls and enquiries from employees and customers. By the end of the day Michelle feels despondent and feels that she is just not meeting her agreed key performance indicators. Evenings look a little different for Michele – even the dog is suffering as his daily walk has been cut to once a week. Evenings are now spent catching up on the paperwork that should have been completed during the day on the home computer. It crosses her mind that perhaps she is not cut out to be a supervisor and considers putting in her resignation the following week.<br />29 March 2011<br />Copyright of The Pivot Institute<br />33<br />Time Management - Case Study<br />
  34. 34. Michele is meeting a friend for lunch on Saturday and decides to talk about how she is feeling about her work. Michelle’s friend Sam listens carefully to Michelle’s woes without interrupting but while Michelle is talking Sam realises that most of the issue is to do with time – not enough time? Sam suggests to Michelle that there may be a way to solve these issues. <br />In your groups consider the issues that Michelle if facing and answer the following questions:<br />What appears to be the main problem for Michele?<br />What does Michelle need to do to regain control of her working week?<br />29 March 2011<br />Copyright of The Pivot Institute<br />34<br />Time Management - Case Study<br />
  35. 35. 29 March 2011<br />Copyright of The Pivot Institute<br />35<br />
  36. 36. MS Outlook<br />PDAs / Smart phones<br />Pros<br />Cons<br />Constant connectivity<br />29 March 2011<br />Copyright of The Pivot Institute<br />36<br />Time Management - Technology<br />
  37. 37. Who is the best manager of your career?<br />How do you need to prepare yourself for the next level?<br />This course?<br />Other study?<br />Other experience?<br />Change vocations?<br />How do you know what skills and knowledge you need?<br />Seek feedback...regularly, but not constantly.<br />29 March 2011<br />Copyright of The Pivot Institute<br />37<br />Professional Development<br />
  38. 38. How can you network?<br />Plan ahead<br />Be careful of The Peter Principle<br />Strive for summit competence<br />Learn from your mistakes<br />29 March 2011<br />Copyright of The Pivot Institute<br />38<br />Professional Development<br />
  39. 39. Set SMART and challenging goals<br />Plan to achieve those goals<br />Determine how you use time<br />Prioritise<br />Use the 4Ds<br />Avoid obstacles<br />Learn how to improve yourself<br />29 March 2011<br />Copyright of The Pivot Institute<br />39<br />Parting Thoughts <br />
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