Time Management 1


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  • Does not meet expectationsMeets expectationsExceeds expectationsManaging expectations is about perception.Expectations should be set up front.Expectations should be realistic.Communicate early and often.Throw in a freebie.
  •  Overworked and underpaid Silicon Valley entrepreneur was tired of the 80 work weeks and $40, 000 salaries. With an abundance of energy and vivacity for life Tim was tired of the “deferred life plan” (slave – save – retire) before he hit the age of 30. Determined to live instead of living to work Tim challenged himself to overcome time and mobility in order to live a balanced, and luxurious lifestyle. In an age of information overload Tim was chained to his desk and was constantly communicating through email via a Blackberry or laptop. With aspirations of being part of the New Rich culture Tim created a simple to follow lifestyle acronym in order to become part of this New Rich group of living in the now while balancing work. He calls his time management methodology DEAL – Define, Eliminate, Automate and Liberate. Living his methodology Tim says he works 4 hours a week while making on average $40,000 a month. Always perfecting and pushing the envelope with his methodology here are is a quick overview of how to become liberated and work a supposed 4 hour workweek. Critics are quick to point out that because Tim enjoys what he does not everything he does is considered work by his definition but he does state that although everyone may not be able to work a 4 hour workweek his tips will help anyone double their income, cut your hours in half and double your vacation time.
  • Time Management 1

    1. 1. Time Management<br />BET 600 Phase I: Managing Yourself<br />
    2. 2. Video Introduction<br />BlackBerry and South Park (Ebinum)<br />5 min: Introduction with fun video clip: BlackBerry and South Park (Ebinum)<br />
    3. 3. Agenda<br />A Day In YOUR Life<br />A Game<br />Perception of Time<br />Cultural Differences<br />Gantt Chart<br />Prioritization<br />4 Hour Work Week<br />
    4. 4. A Day In YOUR Life<br />
    5. 5. Why Manage Your Time?<br />Helps reduce stress<br />Promotes healthy mind and body<br />Prepare<br />Overall happiness<br />Balanced lifestyle<br />Sense of accomplishment <br />Accomplish more<br />
    6. 6. Lessons Learned from Tom Hunter <br />Perspective<br />Discipline<br />Find your personal style<br />Be Flexible at the right moment<br />There are only 24 hours in a day<br />
    7. 7. 30 min: flash card/ role playing activities (Kryst role playing cards)- TODO: create tasks that needs to be done in the scenario into powerpoint (Jaewoo)- scenario role playing: - obstacles, unexpected delays, manage expectations<br />- simple powerpoint showing the techniques learned through the activities<br />
    8. 8. Let’s Play A GAME!<br />
    9. 9. Company Introduction<br />Company Name: Star Trek Inc.<br />Organization<br />Product: New Robot Series with ArtificialIntelligence - “Transporter”<br />VP 1<br />VP 2<br />Manager 1<br />Manager 3<br />Manager 2<br />Employee 1<br />Employee N<br />
    10. 10. Company Introduction<br />Business Status<br />Some prototypes have already been available.<br />Release of the product is drawing near.<br />Key patents were granted yesterday.<br />As a team need to launch “Transporter” next week. Today is Thursday, launch date is Friday, October 30th. <br />25 person operation, been working on prototype for 1 year now, have customers who have paid waiting for launch of product.<br />
    11. 11. Company Introduction<br />Main Tasks<br />Develop and strengthen sales partners, channels and clients to buy & sell your product, “Transporter”.<br />Plan marketing strategies including industry launch party and press release.<br />Prior to the release, review main specs/features/designs while implementing final reliability tests of the product.<br />
    12. 12. Events for the scenario<br />
    13. 13. Random events for the scenario<br />Scenarios<br />patent failure and design/testing fail = Delay<br />VP wants all features and done faster= manage expectations<br />Feature E will add 100 hours but double sales – what do you do? = Manage No<br />Procrastinate: how did you deal with the internal<br />Conflict:Vp expected sales in 3 days, but manager failed to communicate, VP and ee in fight, they lost $1 million. <br />Employee wants to quit, VP needs employee – stuck. <br />ADD another feature set to it..<br />
    14. 14. Lessons learned on game<br />Managing Employees<br />How to deal with delay<br />How to deal with expectation<br />How to deal with situation to say “NO”<br />How to deal with procrastination<br />Lesson learned on game<br />- the management (Jaewoo)<br />- Delay (ebinum)<br />- expectation (alan)<br />- NO (mohanad)<br />- procrastination (vishue)<br />
    15. 15. Managing People<br />For a manager<br /><ul><li>Not Request but make others understand first
    16. 16. Ask for not answers but solutions or alternatives
    17. 17. Other tips
    18. 18. Focus on what you can contribute to
    19. 19. Empower duties and tasks to employees
    20. 20. Notify them of the due date</li></ul>Try to incorporate employees’ time into your time frame to manage (Lead/Help/Check)<br />
    21. 21. Managing People<br />For an employee<br />
    22. 22. Managing People<br />For an employee<br /><ul><li>Understand boss’s goals and ways of working
    23. 23. Always be positive and proactive
    24. 24. Other tips
    25. 25. Let him know consequence when you overload
    26. 26. Let him know when you are reaching saturation </li></ul> point<br />Try to be more flexible in managing your time since a portion of your time belongs to boss.<br />
    27. 27. Why is Interruption a big impediment of Time Management?<br />Reduces productivity<br />Loss of thoughts<br />Loss of valuable time<br />
    28. 28. Methods to avoid Interruptions<br />Do not Disturb sign<br />Stand when interrupted<br />Screen calls and visitors<br />Agree on a quiet time<br />Knowing what is important and what are not<br />Saying “NO” is the biggest tool to avoid time wasting interruptions<br />
    29. 29. Scheduling Time for Interruption<br />Powerful tool in Time Management<br />Two components of scheduling Time for interruption<br />Scheduled interruptions vary from person to person. <br />
    30. 30. Say NO<br />So what happened? <br />How did you say NO ?<br />There is three ways to say NO: <br />Just say, I’m sorry.<br />say, “Let me think about it and get back to you.”<br />it’s fine to say, “I can’t do this, but I can…”<br />
    31. 31. Manage Expectation<br />
    32. 32. Combating procrastination<br />Everyone procrastinates, but it becomes a problem when it is frequent & habitual.<br />How to identify a procrastinator?<br />Starts work just hours before the deadline<br />Actively looks for distractions. Eg. email<br />Lies to themselves. Eg. “I work under pressure”<br />Feelings of guilt, insomnia etc.<br />Drinks more alcohol than others<br />
    33. 33. Tips to combat procrastination<br />Set realistic goals<br />Divide and conquer<br />Five minute plan<br />Visualize success<br />Reward yourself<br />Know yourself<br />
    34. 34. Is there a cure?<br />Procrastinators are made not born<br />Authoritarian parenting can be a cause<br />Old habits die hard, expect slow recovery and setbacks<br />Try different methods at different times.<br />Cognitive Behavioral therapy for those who <br /> need help<br />
    35. 35. Perception of Time<br />Duration: Subjective vs. Objective <br />- “How long will it take?” <br />Time Management Tips:<br /><ul><li>Account for contingencies
    36. 36. Give yourself more time
    37. 37. Be aware of your emotions</li></li></ul><li> Value of Punctuality Across Culture<br />North America (USA and Canada)<br />China and Japan<br />Nigeria<br />Latin America<br />Middle-East (Arab)<br />
    38. 38. Gantt Chart<br />A Gantt chart is a type of bar chart that illustrates a project schedule. Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project. Some Gantt charts also show relationships between activities, and can be used to show current schedule status.<br />
    39. 39. Gantt Chart<br />
    40. 40. http://www.youtube.com/watch?v=CW_wGSFavTc<br />
    41. 41. Prioritization<br />“90% of ‘urgent’ issues can actually wait.” – Tom Hunter, Partner, Gowlings<br />
    42. 42. Times They are a Changin’<br />Trends since 1990s:<br />The Internet explosion<br />‘Right-sizing’ and flattening<br />Mobile offices<br />Their negative effects:<br />Information overload<br />Asked to do more with less<br />Blurring of home and work lives<br />
    43. 43. The Prioritization Problem<br />The Myth:<br />We need to “make time”<br />The Truth:<br />We cannot; we have all the time there is1<br />86,400 seconds per day each2<br />Use according to our priorities<br />Never enough time to do it all<br />Remember the trends<br />How to ensure important things get done?<br />
    44. 44. Solutions - Past, Present, & Future<br />
    45. 45. 4-Quadrant Model of Prioritization<br />Tasks / activities categorized by importance and urgency3<br />Yes<br />Quadrant 1: Important and Urgent<br /><ul><li>Fire-Fighting
    46. 46. Appear effective in short run, but burn out
    47. 47. E.g. Key customer needs information ASAP</li></ul>Quadrant 2: Important, but Not Urgent<br /><ul><li>Proactive Planning
    48. 48. Have to make time
    49. 49. E.g. Planning next week’s activities</li></ul>Important?<br />Quadrant 3: Not Important, but Urgent<br /><ul><li>Tension-relieving to-dos
    50. 50. Not goal-achieving
    51. 51. E.g. Boss needs status report ASAP</li></ul>Quadrant 4: Not Important and Not Urgent<br /><ul><li>Time wasters
    52. 52. Avoid at all costs!
    53. 53. E.g. Water cooler gossip</li></ul>No<br />Yes<br />No<br />Urgent?<br />
    54. 54. Exercise: Categorizing Activities<br />In which quadrant would you place each of the following activities?<br />You get a flat tire driving to a meeting<br />Last-minute lunch with a banker re: funding<br />An amusing You Tube video from a co-worker<br />Determining how you will host a BET 600 workshop<br />A flood in your R&D lab<br />A co-worker needs to vent about their ex<br />Significant other wants to watch TV with you<br />
    55. 55. Exercise: Categorizing Activities<br />Yes<br />Quadrant 1: Important and Urgent<br />Quadrant 2: Important, but Not Urgent<br />7. Significant Other<br />6. Co-Worker Venting<br />Important?<br />Quadrant 3: Not Important, but Urgent<br />Quadrant 4: Not Important and Not Urgent<br />No<br />Yes<br />No<br />Urgent?<br />2. Lunch with Banker<br />4. Workshop Planning<br />5. Flood in Lab<br />1. Flat Tire<br />3. You Tube Video<br />
    56. 56. Steps to Better Use Your Time<br />Categorize all activities on the matrix<br />Eliminate Quadrant 4 activities<br />Minimize time spent in Quadrant 3<br />Increase time spent in Quadrant 2<br />Previous step should automatically reduce time spent in Quadrant 1, and stress<br />
    57. 57. How Do I Find More Time for Q2?<br />There’s actually a 13th month each year2<br />You just can’t see it on a calendar<br />Look for it on a calculator:<br />Start each work day one hour earlier!<br />5 hours/week * 50 weeks = 250 extra hours<br />250 extra hours / 8 hours/day = 31 extra days<br />Use this extra hour each day for planning (Q2) and other important priorities<br />
    58. 58. How Do I Know What’s Important?3<br />Morbid way:<br />Imagine you’re attending your funeral<br />How would a family member, friend, professional colleague, and community member pay you tribute?<br />How do you want to be remembered?<br />These are the things that are important to you!<br />Cheerful way:<br />Create a personal mission statement about:<br />What you want to be<br />What you want to achieve<br />
    59. 59. Presenting the 4 Hour Workweek<br />http://www.youtube.com/watch?v=68wIehAABPgRecommendations from Tim Ferris:http://www.rescuetime.com/http://www.asksunday.com/?gclid=CIr04rWw0Z0CFQYMDQodk0LBrg<br />
    60. 60. Just DEAL With It<br />The 4 Hour Work Week Secret<br />Definition <br /><ul><li>define the problem, define your time </li></ul>Elimination<br /><ul><li>selective ignorance</li></ul>Automation <br /><ul><li>outsource tedious tasks</li></ul>Liberation <br />- Take a “mini retirement”<br />
    61. 61. The Timothy Ferriss 'not-to-do' list<br />1. Do not answer calls from unrecognized phone numbers To do so would just results in unwanted interruption. Let it go to voicemail instead.<br />2. Do not email first thing in the morning or last thing at night. The former scrambles your priorities and plans for the day; the latter gives you insomnia.<br />3. Do not agree to meetings or calls with no clear agenda or end time.<br />4. Do not let people ramble Forget "How's it going?" when someone calls. Stick with "I'm in the middle of getting something done, but what's going on?"<br />
    62. 62. The Timothy Ferriss 'not-to-do' list<br />5. Do not check email constantly — check at set times only. Focus on the execution of your top to-do's, instead of responding to others' manufactured emergencies. <br />6. Do not bother fixing small things. Define one single, most-important task for each day. Often, it's just a matter of letting little bad things happen (return a phone call late, pay a small late fee, lose an unreasonable customer).<br />7. Take at least one day a week off of your digital leash. Turn it off or leave it at home. So what if you return a phone call an hour later or the next morning?<br />8. Do not expect work to fill a void. Work is not all of life. Force yourself to work within tight hours. Focus, get the critical few priorities done, and get out.<br />
    63. 63. Questions?<br />