Time Management


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  • Managing Your Self Managing Others
  • Review a Successful Day – ask people to spend 2 minutes talknig
  • Some of these are necessary, some of these are not in your control and everyone needs down time – not suggesting we eliminate all these things but be aware of what they are and how they impact your time
  • Discussion point?
  • Who agrees with this statement?
  • Why do you come to work? Wasting your own time – refer to your own motivators and drivers for working Avoiding unpleasant tasks – create a rewards system Unwillingness to handle difficult tasks – break them down into smaller tasks WHAT ARE OTHERS’ IDEAS?
  • Mihaly Cheek-sent-me-high-ee - People are most happy when they are in a state of flow or a state of concentration or absorption in an activity at hand. Every action, movement and thought follows on inevitably from the previous one Get into the Groove Fast time - When absorbed in or enjoying an activity Slow time - When bored or doing something difficult
  • Even if you don’t run meetings yourself, see if these apply to meetings you attend and see if you can influence organiser to change
  • Discuss with people how they prevent interruptions Examples – stand up when people come to your desk to limit time If you don’t answer, 1/3 of the time people will go find the answer themselves or go elsewhere
  • For Time Management Purposes – focus on TIME as the thing you control – therefore scope (and cost or quality) will need to be adjusted by the other party
  • QI – You don’t want to spend too much time there - Many things become urgent due to procrastination and poor planning QII – Quadrant of Quality. Ignoring this quadrant feeds Q1, leading to burnout etc. Investing in QII reduces Q1 QIII – Quadrant of Deception – the noise of urgency creates the illusion of importance; Activities are important – but maybe to someone else QIV- We often escape to QIV for survival IF YOU ARE WIRED TO RESPOND TO URGENCY, YOU MOVE FROM QI TO QIII IF YOU ARE FOCUSED ON IMPORTANCE, THEN YOU MOVE FROM QI TO QII
  • Pareto Principle - Essentially a few tasks (20%) are vital, the rest (80%) are trivial – but those 20% produce 80% of your results – remind yourself of the 20% you need to focus on when new tasks keep coming in. If something in the schedule has to slip, make sure it isn’t the 20%. Focus 80% of your time and energy on the 20% of your work that really matters.
  • Bad example – I want to write a book on Time Management Good example – I want to write a book on Time Management that is at least 200 pages long and have it done by March 30 th next year. I will commit to writing two pages a day until I complete it.
  • Time Management

    1. 1. Time Management
    2. 2. <ul><li>Topics </li></ul><ul><li>What Works For You </li></ul><ul><li>Common Time Wasters </li></ul><ul><li>Time Management Strategies </li></ul>
    3. 3. No one knows as much as all of us
    4. 5. Ask Yourself Do you make yourself a to-do list? How often do you accomplish what you plan? How often are your plans hindered by interruptions? If you could only work 2 hours a day, what would you do?
    5. 6. Walk-up interruptions Telephone interruptions Internet Surfing Extended breaks Poor planning Procrastination Cluttered work space Poorly run meetings Conversations Misfiled information Last minute changes Waiting/Delays Duplication of Effort Spam Mail Time Wasters
    6. 7. Analyse Your Personal Work Preferences <ul><li>Noise level </li></ul><ul><li>Activity level </li></ul><ul><li>Physical Environment </li></ul><ul><li>Interaction with Others </li></ul><ul><li>What can you change? </li></ul>
    7. 8. “ Hard work is often the easy work that you did not do at the proper time”
    8. 9. <ul><li>Procrastination and Avoidance </li></ul><ul><li>Why do you come to work? </li></ul><ul><li>Create a rewards system </li></ul><ul><li>Break tasks down into smaller tasks </li></ul>
    9. 10. <ul><li>Get Rhythm </li></ul><ul><li>Take advantage of your natural energy cycles </li></ul><ul><li>Schedule the most difficult activities when </li></ul><ul><li>your energy levels are highest </li></ul><ul><li>Schedule mundane tasks when your energy </li></ul><ul><li>levels are at their lowest </li></ul>
    10. 11. Get into the Groove Adapted from Mihaly Cslkszentmihalyi “ Flow: The Psychology of Optimal Experience ”
    11. 12. <ul><li>Time Wasters – Meetings </li></ul><ul><li>Waiting Time </li></ul><ul><li>Always confirm your appointment the day before </li></ul><ul><li>Don’t arrive more than 5 minutes early </li></ul><ul><li>Always have something with you to work on </li></ul><ul><li>during unavoidable delays </li></ul>
    12. 13. Running Meetings Is a physical meeting required? <ul><li>Make sure the meeting starts on time even </li></ul><ul><li>if all attendees have not arrived yet </li></ul><ul><li>Prepare well in advance of the meeting </li></ul><ul><li>Stick to the agenda and schedule </li></ul><ul><li>Don’t be too democratic – stay focused </li></ul><ul><li>Wrap up your meetings properly </li></ul>
    13. 14. E-mail Management <ul><li>Do not check email continually – </li></ul><ul><li>Work Offline helps if you need to focus </li></ul><ul><li>Check your email once an hour throughout </li></ul><ul><li>the day for urgent matters </li></ul><ul><li>Each time that you check your email, process all of it </li></ul><ul><li>according to the rules you’ve developed </li></ul><ul><li>Choose the time of day that you’re least productive to focus on responding to and clearing e-mail </li></ul>
    14. 15. <ul><li>Learn to say No (or at least Not Now) </li></ul><ul><li>Set boundaries around interruptions </li></ul><ul><li>Be assertive (but nice) </li></ul>Managing Others
    15. 16. Time-Managing New Projects Project Quality Time Scope Cost
    16. 17. Steven Covey’s Quadrant Quadrant IV: Not Urgent, Not Important Quadrant III: Urgent and Not Important Quadrant II: Important and Not Urgent Quadrant I: Urgent and Important
    17. 18. Steven Covey’s Quadrant <ul><li>Quadrant IV: Not Urgent, Not Important </li></ul><ul><li>Trivia & Gossip </li></ul><ul><li>Some phone calls, most email </li></ul><ul><li>Fun stuff </li></ul><ul><li>Time Wasters </li></ul><ul><li>Quadrant III: Urgent and Not Important </li></ul><ul><li>Interruptions </li></ul><ul><li>Some phone calls, e-mails </li></ul><ul><li>Some meetings </li></ul><ul><li>Short term focus, low value on goals </li></ul><ul><li>Quadrant II: Important and Not Urgent </li></ul><ul><li>Significant Projects and Tasks </li></ul><ul><li>Preparation and Planning </li></ul><ul><li>Prevention </li></ul><ul><li>Quadrant I: Urgent and Important </li></ul><ul><li>Crisis, Pressing Problems </li></ul><ul><li>Deadline-driven projects </li></ul><ul><li>Immediate Focus </li></ul><ul><li>Stress, burnout, fire-fighting </li></ul>
    18. 19. Pareto Principle
    19. 20. <ul><li>Getting to Quadrant II </li></ul><ul><li>Focus on SMART goals </li></ul><ul><li>Specific </li></ul><ul><li>Measurable </li></ul><ul><li>Achievable </li></ul><ul><li>Relevant </li></ul><ul><li>Time Bound </li></ul>
    20. 21. <ul><li>Analyse your preferred working method and your energy cycles </li></ul><ul><li>Leverage the style that works best for you </li></ul><ul><li>Reduce/Eliminate your chief time-wasters </li></ul><ul><li>Organise your Tasks via </li></ul><ul><li>the four Quadrants </li></ul><ul><li>Review the 80/20 rule </li></ul> In Summary
    21. 22. <ul><ul><ul><ul><ul><li>Summary (Cont’d) </li></ul></ul></ul></ul></ul><ul><li>Always be on the lookout for ways to free </li></ul><ul><li>up your time </li></ul><ul><li>Suggest improvements to your manager </li></ul><ul><li>Review your progress against tasks at </li></ul><ul><li>the end of the day </li></ul>
    22. 23. Ask If this is the only thing I accomplish today, will I be satisfied with my day?