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Time Management
Teacher’s training session
Krakow, 26th September 2021
Laura Strazzeri
Department of Law
Department of Economics and Business Studies
University of Genova, Italy
Skills… so what?
“A competency is defined as a capability or ability. It is a set of related
but different sets of behaviour organized around an underlying
construct, which we call the “intent”. The behaviours are alternate
manifestations of the intent, as appropriate in various situations or
times.”. (Boyatzis , 2008)
“Emotional intelligence is observed when a person demonstrates the
competencies that constitute self-awareness, self-management, social
awareness, and social skills at appropriate times and ways in sufficient
frequency to be effective in the situation”. (Boyatzis, Goleman, and
Rhee, 2000).
1
Skills are
1. PERSONAL
2. ACTION ORIENTED
3. TRANSFERABLE
4. DEVELOPABLE
2
An individual plays an active role in in
building and developing a specific skill.
The development process is supported -
made possible - by awareness of the starting
level of skill’s possession
Skills
ranking
Skills possession is not an on/off item.
In any given moment, our personal
possession of any single skill is ranked on
a scale of ideal values.
We can climb that stair. Always.
The «talented ones» will climb the scale
more easily, or naturally perhaps.
The work and social environment affects
the scale (steepness, climbing conditions,
etc.).
3
4
Result
(observable)
Behaviors
Training
(repeats)
Skill
Skills’ development circle
CHANGE
CHANGE
-5-
Analysis
Problem solving
Assunzione del rischio e innovazione
Gestione di stress ed energia
Assertivity and trust
Communication
Team work
Personal power
Leadership
Negotiation
Conflict Management
Accuracy and control
Action taking and initiative
Time management
Information search
Sintheys Vision
Stress Management Time management
Risk taking Innovation
Soft Skills – a non academic classification system
5
Organization
Planning
Economic sensitivity
Goal orientation
Do we have to learn how to manage time or the personal stress
we have by perceiving it is flowing?
6
Please, draw and share your self portrait
7
THE BEAUTY
OF A PROJECT
IS TRANSFORMING
IT IN REALITY
“You never change
things by fighting the
existing reality.
To change something,
build a new model that
makes the existing model
obsolete”
Richard Buckminster Fuller
8
Time
Management
is all about
execution and
acceptance of
complexity
9
10
Going last-stage
TIME
MANAGEMENT:
FROM
THOUGHT
TO ACTION
11
Chosing
what to do and what not to do
 planning
Chosing how to do it
 organization
Doing it
 action
TIME MANAGEMENT
=
PERSONAL ENERGY OPTIMIZATION
• People who take advantage of
time know how to attribute it
to the most important actions.
• Time management is all about
discipline, about completing
what we have started
• This means looking strategically
at how we use time
12
TIME OPTIMIZATION
The average rate of individual effectiveness
at work is only 30/40% because there is lack
of :
• Clear goals
• Planning
• Prioritization
• Overview
13
IMPORTANCE,
URGENCY AND
PRIORITY
• Importance refers to some value, to
cruciality.
• a task is important when
• it is crucial to the achievement of
a goal
• without that activity we are
unable to produce a result
• It is necessary to be clear about
our goals and their value. and then
to establish a ranking of activities
according to their importance
14
IMPORTANCE,
URGENCY AND
PRIORITY
• Urgency refers to time and
generally speaking something is
urgent when there is not much
available or left time
• the concept of urgency is
personal and relative if we do not
define it better
• urgency does not necessarily
mean emergency
• we have to learn ho to define
deadlines, compare them, make
choices, make rankings 15
IMPORTANCE,
URGENCY AND
PRIORITY
Priority is defined by the
cross-over of importance
AND urgency.
Priority is something
relative as well as
importance and urgency.
16
SPRECO
URGENT
IMPORTANT
-
+
+
- 17
Here we write
dates
Here we have to make
evalations according to
the circumstances and
the direction of our
goal
-
+
+
- 18
2. TRICK 1. CRISIS
4. Waste /distraction 3. QUALITY
important-urgent matrix
URGENT
IMPORTANT
-
+
+
- 19
•Incoming phone
calls
• Various
interruptions
• Requests from the
others
•Emergencies
•Pressing issues
• Tight deadlines
•Small, pleasant
things
• Long conversations
• Escape activities
• Preparation
• Prevention
• Relationship building
• Giving and managing
delegation
URGENT
IMPORTANT
important-urgent matrix
-
+
+
- 20
PRIORITY TWO
do next or ask for
help/support
PRIORITY ONE
DO NOW
KEEP IN
STAND BY
ignore or throw
away
DO AT ITS OWN TIME
plan/ schedule
URGENT
IMPORTANT
-
+
+
- 21
What happens if everything is on a remote/digital base?
URGENT
IMPORTANT
-
+
+
- 22
URGENT
IMPORTANT
What happens if everything is on a remote/digital base?
-
+
+
- 23
URGENT
IMPORTANT
What happens if everything is on a remote/digital base?
Time management
is all about
preparation
"Give me six hours
to chop down a
tree, and I will
spend the first four
sharpening the
axe»
24
To maximize the benefits of self development we can keep meticulous track of all the
activities over a period of time.
Keeping a diary of the period's activities and learning also helps to develop an overview,
as it allows to create connections between activities and to identify random links and
consequences.
This tool helps to highlight the impact of certain behaviors on results if the following
items are recorded: description of the situation, description of the task/activity to be
performed, detailed explanation of the actions taken to perform the task/activity,
description of the results obtained.
This is a useful tool ALWAYS and especially when the unefficacy of the outcome is clear,
but the specific causes behind it are completely unclear.
25
Personal Journal
The Pomodoro Technique is a time
management method developed by Francesco
Cirillo in the late 1980s. It uses a timer to break
work into intervals, traditionally 25 minutes in
length, separated by short breaks. Each interval
is known as a pomodoro, from the Italian word
for 'tomato', after the tomato-shaped kitchen
timer Cirillo used as a university student. The
technique has been widely popularized by
dozens of apps and websites providing timers
and instructions.
26
27
28
29
POMODORO TECHNIQUE FOR STUDENTS:
1. Plan the next day's activities and establish a time frame
2. Specifically set aside time for high value-added activities
3. When starting the activity, start the timer with the scheduled time
4. When the timer rings, stop and pause the activity
5. Become aware of your actual planning skills
6. Reschedule the activity and reschedule the timer with more appropriate
timing
7. When you finally reach the end of the activity at the time the timer rings,
challenge yourself and gradually decrease the amount of time planned and
spent.
30
31
Using a timer helps students to:
• Have a realistic view of how they manage
their own time
• Create a "workout" of personal time
management skills
• Don't give in to the "there's never time"
alibi
Remember
you have
a body, too!
32 32
• Ability to implement a time planning and
monitoring process, to be used for specific tasks,
in order to increase effectiveness, efficiency and
productivity.
• Ability to manage the stress deriving from time
flow and from changes in schedule
81
Time management
Soft skill description
33
Observable behaviours NEVER SOMETIMES OFTEN ALWAYS
(Champion)
• She/he keeps personal balance even when she/he
is disturbed and interrupted inappropriately
• She/he pursues commitment and operational
effectiveness even in situations of time pressure
and high volatility
• She/he formulates forecasts and identifies
priorities for action, according to own goals,
constraints and opportunities,
• She/he translates objectives into action plans,
establishing timeframes, responsibilities,
intermediate results, control and monitoring
• She/he defines priorities and behave consistently,
avoiding situations of crisis or working in
continuous emergency
• She/he varies moments of total obligation with
moments of freedom.
CHECK LIST FOR TIME MANAGEMENT
OBSERVABLE BEHAVIOURS
34
Time Management
Teacher’s training session
Krakow, 26th September 2021
Laura Strazzeri
Department of Law
Department of Economics and Business Studies
University of Genova, Italy
FOR CONTACTS:
laura@quantumchoice.it
laura.strazzeri@economia.unige.it

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Time management

  • 1. Time Management Teacher’s training session Krakow, 26th September 2021 Laura Strazzeri Department of Law Department of Economics and Business Studies University of Genova, Italy
  • 2. Skills… so what? “A competency is defined as a capability or ability. It is a set of related but different sets of behaviour organized around an underlying construct, which we call the “intent”. The behaviours are alternate manifestations of the intent, as appropriate in various situations or times.”. (Boyatzis , 2008) “Emotional intelligence is observed when a person demonstrates the competencies that constitute self-awareness, self-management, social awareness, and social skills at appropriate times and ways in sufficient frequency to be effective in the situation”. (Boyatzis, Goleman, and Rhee, 2000). 1
  • 3. Skills are 1. PERSONAL 2. ACTION ORIENTED 3. TRANSFERABLE 4. DEVELOPABLE 2 An individual plays an active role in in building and developing a specific skill. The development process is supported - made possible - by awareness of the starting level of skill’s possession
  • 4. Skills ranking Skills possession is not an on/off item. In any given moment, our personal possession of any single skill is ranked on a scale of ideal values. We can climb that stair. Always. The «talented ones» will climb the scale more easily, or naturally perhaps. The work and social environment affects the scale (steepness, climbing conditions, etc.). 3
  • 6. -5- Analysis Problem solving Assunzione del rischio e innovazione Gestione di stress ed energia Assertivity and trust Communication Team work Personal power Leadership Negotiation Conflict Management Accuracy and control Action taking and initiative Time management Information search Sintheys Vision Stress Management Time management Risk taking Innovation Soft Skills – a non academic classification system 5 Organization Planning Economic sensitivity Goal orientation
  • 7. Do we have to learn how to manage time or the personal stress we have by perceiving it is flowing? 6
  • 8. Please, draw and share your self portrait 7
  • 9. THE BEAUTY OF A PROJECT IS TRANSFORMING IT IN REALITY “You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete” Richard Buckminster Fuller 8
  • 10. Time Management is all about execution and acceptance of complexity 9
  • 12. TIME MANAGEMENT: FROM THOUGHT TO ACTION 11 Chosing what to do and what not to do  planning Chosing how to do it  organization Doing it  action
  • 13. TIME MANAGEMENT = PERSONAL ENERGY OPTIMIZATION • People who take advantage of time know how to attribute it to the most important actions. • Time management is all about discipline, about completing what we have started • This means looking strategically at how we use time 12
  • 14. TIME OPTIMIZATION The average rate of individual effectiveness at work is only 30/40% because there is lack of : • Clear goals • Planning • Prioritization • Overview 13
  • 15. IMPORTANCE, URGENCY AND PRIORITY • Importance refers to some value, to cruciality. • a task is important when • it is crucial to the achievement of a goal • without that activity we are unable to produce a result • It is necessary to be clear about our goals and their value. and then to establish a ranking of activities according to their importance 14
  • 16. IMPORTANCE, URGENCY AND PRIORITY • Urgency refers to time and generally speaking something is urgent when there is not much available or left time • the concept of urgency is personal and relative if we do not define it better • urgency does not necessarily mean emergency • we have to learn ho to define deadlines, compare them, make choices, make rankings 15
  • 17. IMPORTANCE, URGENCY AND PRIORITY Priority is defined by the cross-over of importance AND urgency. Priority is something relative as well as importance and urgency. 16
  • 18. SPRECO URGENT IMPORTANT - + + - 17 Here we write dates Here we have to make evalations according to the circumstances and the direction of our goal
  • 19. - + + - 18 2. TRICK 1. CRISIS 4. Waste /distraction 3. QUALITY important-urgent matrix URGENT IMPORTANT
  • 20. - + + - 19 •Incoming phone calls • Various interruptions • Requests from the others •Emergencies •Pressing issues • Tight deadlines •Small, pleasant things • Long conversations • Escape activities • Preparation • Prevention • Relationship building • Giving and managing delegation URGENT IMPORTANT important-urgent matrix
  • 21. - + + - 20 PRIORITY TWO do next or ask for help/support PRIORITY ONE DO NOW KEEP IN STAND BY ignore or throw away DO AT ITS OWN TIME plan/ schedule URGENT IMPORTANT
  • 22. - + + - 21 What happens if everything is on a remote/digital base? URGENT IMPORTANT
  • 23. - + + - 22 URGENT IMPORTANT What happens if everything is on a remote/digital base?
  • 24. - + + - 23 URGENT IMPORTANT What happens if everything is on a remote/digital base?
  • 25. Time management is all about preparation "Give me six hours to chop down a tree, and I will spend the first four sharpening the axe» 24
  • 26. To maximize the benefits of self development we can keep meticulous track of all the activities over a period of time. Keeping a diary of the period's activities and learning also helps to develop an overview, as it allows to create connections between activities and to identify random links and consequences. This tool helps to highlight the impact of certain behaviors on results if the following items are recorded: description of the situation, description of the task/activity to be performed, detailed explanation of the actions taken to perform the task/activity, description of the results obtained. This is a useful tool ALWAYS and especially when the unefficacy of the outcome is clear, but the specific causes behind it are completely unclear. 25 Personal Journal
  • 27. The Pomodoro Technique is a time management method developed by Francesco Cirillo in the late 1980s. It uses a timer to break work into intervals, traditionally 25 minutes in length, separated by short breaks. Each interval is known as a pomodoro, from the Italian word for 'tomato', after the tomato-shaped kitchen timer Cirillo used as a university student. The technique has been widely popularized by dozens of apps and websites providing timers and instructions. 26
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  • 31. POMODORO TECHNIQUE FOR STUDENTS: 1. Plan the next day's activities and establish a time frame 2. Specifically set aside time for high value-added activities 3. When starting the activity, start the timer with the scheduled time 4. When the timer rings, stop and pause the activity 5. Become aware of your actual planning skills 6. Reschedule the activity and reschedule the timer with more appropriate timing 7. When you finally reach the end of the activity at the time the timer rings, challenge yourself and gradually decrease the amount of time planned and spent. 30
  • 32. 31 Using a timer helps students to: • Have a realistic view of how they manage their own time • Create a "workout" of personal time management skills • Don't give in to the "there's never time" alibi
  • 34. • Ability to implement a time planning and monitoring process, to be used for specific tasks, in order to increase effectiveness, efficiency and productivity. • Ability to manage the stress deriving from time flow and from changes in schedule 81 Time management Soft skill description 33
  • 35. Observable behaviours NEVER SOMETIMES OFTEN ALWAYS (Champion) • She/he keeps personal balance even when she/he is disturbed and interrupted inappropriately • She/he pursues commitment and operational effectiveness even in situations of time pressure and high volatility • She/he formulates forecasts and identifies priorities for action, according to own goals, constraints and opportunities, • She/he translates objectives into action plans, establishing timeframes, responsibilities, intermediate results, control and monitoring • She/he defines priorities and behave consistently, avoiding situations of crisis or working in continuous emergency • She/he varies moments of total obligation with moments of freedom. CHECK LIST FOR TIME MANAGEMENT OBSERVABLE BEHAVIOURS 34
  • 36. Time Management Teacher’s training session Krakow, 26th September 2021 Laura Strazzeri Department of Law Department of Economics and Business Studies University of Genova, Italy FOR CONTACTS: laura@quantumchoice.it laura.strazzeri@economia.unige.it