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  1. 1. time<br />management<br />time<br />
  2. 2. objectives<br /><ul><li>I will learn techniques that will help me to direct my work life instead of merely managing my time.
  3. 3. I will learn a framework for developing a mission and vision that gives purpose and direction to my work.
  4. 4. I will learn how to prioritize my highest-leveraged activities, leading to significant increases in productivity.</li></ul>time<br />
  5. 5. the complete six-step process<br />connect to mission<br />review roles<br />identify goals<br />organize weekly<br />exercise integrity<br />evaluate<br />time<br />
  6. 6. the clock and the compass<br />the clock<br />commitments<br />appointments<br />schedules<br />goals <br />activities<br />What we do and how we manage our time.<br />the compass<br />vision<br />values<br />principles<br />conscience <br />direction<br />What we feel is important and how we lead our lives.<br />time<br />
  7. 7. traditional time management<br /><ul><li>first generation—notes and checklists
  8. 8. second generation—planning and preparation
  9. 9. third generation—planning, prioritizing and controlling</li></ul>time<br />
  10. 10. first generation<br />go with the flow<br /><ul><li>based on reminders
  11. 11. attempt to keep track of things you do with your time
  12. 12. simple notes and checklists
  13. 13. carry lists with you and refer to them in order to remember
  14. 14. incomplete tasks put on tomorrow’s list</li></ul>time<br />
  15. 15. first generation<br />strengths<br /><ul><li>flexible
  16. 16. responsive to people
  17. 17. not over-structured
  18. 18. less stress
  19. 19. tracks to-do’s</li></ul>weaknesses<br /><ul><li>no real structure
  20. 20. things fall through cracks
  21. 21. commitments suffer
  22. 22. little accomplished
  23. 23. crisis to crisis
  24. 24. first things— things right in front of you</li></ul>time<br />
  25. 25. second generation<br />planning and preparation<br /><ul><li>calendars and appointment books
  26. 26. efficiency in goal setting and planning ahead
  27. 27. make appointments, write down commitments, identify deadlines
  28. 28. may keep information on computer or network</li></ul>time<br />
  29. 29. second generation<br />strengths<br /><ul><li>tracks commitments and appointments
  30. 30. more accomplished through planning and goal setting
  31. 31. more effective meetings and presentations due to preparation</li></ul>weaknesses<br /><ul><li>puts schedule over people
  32. 32. accomplish more of what you want—not necessarily what is needed or fulfilling
  33. 33. independent thinking —see people as means or barriers
  34. 34. first things– those that are on the schedule</li></ul>time<br />
  35. 35. third generation<br />planning, prioritizing and controlling<br /><ul><li>have spent time clarifying values and priorities
  36. 36. set long, medium, and short-term goals to attain values, prioritizes on a daily basis
  37. 37. uses wide variety of planners and organizers, with detailed forms for daily planning
  38. 38. gets more done in less time-- but still feels frustrated</li></ul>time<br />
  39. 39. third generation<br />strengths<br /><ul><li>assumes responsibility for results
  40. 40. connects with values
  41. 41. taps into the power of long, medium, and short-term goals
  42. 42. translates values into goals and actions
  43. 43. gives structure and order to life</li></ul>weaknesses<br /><ul><li>can lead to false sense of control, pride
  44. 44. power of vision untapped
  45. 45. can lead to guilt, imbalance of roles
  46. 46. less flexibility/spontaneity
  47. 47. first things set by urgency and values</li></ul>time<br />
  48. 48. fourth generation<br />life leadership<br /><ul><li>puts people ahead of schedules, compasses ahead of clocks
  49. 49. uses the best of generations 1, 2, and 3
  50. 50. you want to lead a life of meaning and contribution, with balance</li></ul>time<br />
  51. 51. fourth generation<br />elements<br /><ul><li>effectiveness
  52. 52. principles
  53. 53. leadership
  54. 54. relationships
  55. 55. puts first things first</li></ul>Why is there a need for the fourth generation of time management?<br />Well, one definition of insanity is to “keep doing the same things and expecting different results.”<br />time<br />
  56. 56. understanding time<br />“A no uttered from the deepest conviction is better than a yes merely uttered to please, or what is worse, to avoid trouble.”<br />Mahatma Gandhi<br />time<br />
  57. 57. understanding time<br />“Why have a time log?<br />memory<br />energy<br />time<br />
  58. 58. understanding time<br />Urgent<br /> Not Urgent<br />time<br />important<br />not important<br />
  59. 59. understanding time<br />move into quadrant II<br /><ul><li>quadrant I—manage: the quadrant of necessity; things are both urgent and important
  60. 60. quadrant II—leadership and quality: the quadrant of focus; things are important but not urgent</li></ul>time<br />
  61. 61. understanding time<br />move into quadrant II<br /><ul><li>quadrant III—(AVOID): the quadrant of deception; things are urgent but not important
  62. 62. quadrant IV—(AVOID): the quadrant of waste; things are neither important nor urgent</li></ul>time<br />
  63. 63. Urgent<br /> Not Urgent<br />important<br />time<br />not important<br />
  64. 64. move into quadrant II<br />How do I get there?<br />The six step process<br />connect to mission<br />review roles<br />identify goals<br />organize weekly<br />exercise integrity<br />evaluate<br />time<br />
  65. 65. step 1: connect with vision & mission<br /><ul><li>What is most important?
  66. 66. What gives your life meaning?
  67. 67. What do you want to be and do in your life?</li></ul>Consider the big picture. The key to this connection lies in the clarity of your vision around such questions as:<br />time<br />
  68. 68. step 2: identify your roles<br /><ul><li>we have important roles at work, in the family, in the community, or other areas of our lives
  69. 69. Roles represent responsibilities, relationships, and areas of contribution</li></ul>time<br />
  70. 70. step 3: select quad II goals for each role<br /><ul><li>what is the most important thing I could do for each role this week that would have the greatest positive impact?
  71. 71. consider the relationships for each role
  72. 72. review a “perhaps” list for ideas
  73. 73. identify the steps that need to be taken to achieve long-term goals</li></ul>time<br />
  74. 74. step 4: organize weekly<br /><ul><li>translating high leverage quad II goals requires a framework
  75. 75. most people are always trying to find time in their overflowing quad I/III schedules
  76. 76. They move, delegate, cancel, and postpone—all in hopes of “putting first things first”</li></ul>the key is in scheduling your priorities, not prioritizing your schedule<br />time<br />
  77. 77. step 4: organize weekly<br />Distinctive Elements of Effective Weekly Goals <br /><ul><li>they can be either an area of focus or a specific activity
  78. 78. they are usually quad II goals rather than typical “to-do’s” or daily action items
  79. 79. they are driven by conscience</li></ul>time<br />
  80. 80. tips to start your day<br />Tip #1<br />preview your schedule—get your bearings:<br /><ul><li>review your compass
  81. 81. Look at the day in the context of the week
  82. 82. renew your power to respond to changes in a meaningful way</li></ul>time<br />
  83. 83. tips to start your day<br />Tip #2<br />prioritize: identify activities as QI or QII—keeps QIII and IV out of your schedule<br /><ul><li>emphasizes the importance paradigm
  84. 84. keeps you aware of choices you make</li></ul>must understand that prioritization includes only items that you’ve put in the framework<br />time<br />
  85. 85. tips to start your day<br />Tip #3<br />T planning: time sensitive activities on the right, any time activities on the left<br /><ul><li>makes for effective schedule decisions
  86. 86. Helps you remain sensitive to commitments</li></ul>Best use of your time: remember importance rather than urgency!<br />time<br />
  87. 87. step 5: exercise integrity in the moment<br />Should I carry out my plan or make conscience directed changes?<br />time<br />
  88. 88. step 6: evaluate<br /><ul><li>What goals did I achieve?
  89. 89. What challenges did I encounter?
  90. 90. What decisions did I make?
  91. 91. Did I keep “first things first?”</li></ul>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:<br />time<br />
  92. 92. step 6: evaluate<br />different ways to evaluate <br /><ul><li>mark accomplished goals on weekly compass
  93. 93. keep a journal or daily log and review
  94. 94. review past weekly compasses
  95. 95. ask specific questions about your performance and actions</li></ul>time<br />
  96. 96. step 6: evaluate<br />weekly evaluation<br /><ul><li>What did I learn from the week as a whole?
  97. 97. Am I setting goals that are realistic but challenging?
  98. 98. Have I been effective in work related communications?
  99. 99. Have I been successful in maintaining a Quad II perspective?</li></ul>time<br />
  100. 100. closing thought<br />A journey of a thousand miles must begin with a single step.<br />Lao-Tzu<br />time<br />