Time management


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  • The first, and most important strategy you can employ to manage your time is to set clear goals for yourself. As a Lions leader, you will want to accomplish many things in your time of office. The best favor you can do for yourself is to determine what those goals are and make sure your efforts are always directed toward their achievement.
    Effective goals share a number of characteristics in common. Effective goals are:
    Specific – When a goal is too vague, you may never know how to reach it or even when you have reached it. Make sure that you know exactly what you hope to achieve
    Measurable – When you have a goal that is measurable, you will know how far you have to go to reach the goal, and when you get there
    Note: You may wish to provide an example of a vague, unmeasurable goal, and then a specific, measurable goal here. For instance, “I will support extension in my district” is a vague goal, while “I will establish five new clubs in my district is both specific (new clubs) and measurable (five).
  • Achievable – It is commendable to set your sights high, but sometimes we try to accomplish more than we can actually do. Training and certifying ten Certified Guiding Lions in your district in one year may or may not be achievable at this time for a number of reasons. Your goals should be such that, if you “extend yourself” you can just reach them.
    Realistic – Can you establish a program in your district to help everyone with vision problems? It is certainly a worthwhile goal, but it may not be realistic at this time. It might be better to work on setting up a program with schools to provide vision testing and eyeglasses for disadvantaged children.
    Note: You may wish to provide an example of an achievable, realistic goal that you have achieved or observed in your own club or district.
    Time-based – Most of the goals that you establish in your position as a Lions leader will not be long-term. It is important to set time guidelines for your goals, so that you can keep track of your progress as you are going along and can be alert to when you are falling behind schedule.
    Note: You may wish to state a goal that meets the five characteristics, and ask participants to explain how each characteristic is met. For example, “We will increase retention of current members in my district by reducing the dropout rate to X % by the end of the fiscal year.”
    Further, you may wish to provide a non-example and ask participants to restate it to meet the five characteristics. For example, “We will improve the service we provide to our community.”
  • It is important when you have prioritized your tasks that you:
    Address the urgent – Take care of things with short-term consequences as soon as possible.
    Accomplish what you can early – Reports, registrations, requests that can be handled early should come next. Don’t put off until tomorrow what you can do today.
    Attach deadlines to things you delay – When you have determined that something can definitely wait, don’t just toss it aside until later. Establish a deadline for the task in your schedule, and make a note to remind you to begin working on it.
    Note: You may wish to emphasize the 80/20 rule here. (20% of your tasks can take 80% of your time.) This is a good point to keep in mind as you prioritize tasks.
  • You will be juggling many tasks while you serve as a Lions leader. There is no way around this fact. But one important strategy to keep in mind is to concentrate completely on the current task. Concentration can be difficult when you have a lot on your mind. Your time will be better spent if you are able to:
    Focus on your goal – You may have many commitments and many concerns, but you will accomplish more when you keep focused on the one task you are performing at the moment
    Tune out interruptions – You will find your concentration is at its highest level when you can set aside times during the day when you will not answer the phone or schedule visitors. You can’t isolate yourself all of the time, but by avoiding interruptions for specific periods of time, you may find you can accomplish tasks successfully in far less time than you anticipated. When you must respond to phone calls, be assertive in minimizing interruptions by asking if you can call back at another time or meet another day.
  • Are you one of those people who gets up before the sun rises and starts working? Is the early evening, after the evening meal, your time to work? Or are you someone who prefers to wait until the quiet of the late night hours to do the really hard tasks?
    Everyone is different. Most research shows that tasks that take the most mental concentration are most effectively accomplished early in the day, but even these studies acknowledge that this is not always true, and that everyone has a “personal prime time.”
    When you plan your tasks, think about your own “prime time.” If you do your best work early, plan to do the routine tasks later in the day and concentrate on the more challenging tasks when you are at your best. If you don’t really get going until later, handle the routines in the morning and save the more difficult tasks for later.
  • Note: Review the strategies for time management that you have presented.
  • Time management

    1. 1. Time Management Strategies to effectively manage your time Bad news, time is flying & Good news is I am the Pilot Rahul Pikle Wollongong University III yr. Business Management 20/03/2012
    2. 2. In Average of 70 years • On An average  25 Years in Sleep  8 Years in Study & Education  6 Years in Rest & Illness  7 Years in Holidays & Recreation  5 Years in Commuting  4 Years in Eating  3 Years in Transition – in getting ready to undertake all the above activities.
    3. 3. What’s left? • THIS LEAVES ONLY 12 YEARS FOR EFFECTIVE WORK. • “Short as life is, we make it still shorter by the careless waste of time” ----Victor Hugo.
    4. 4. . Crisis . Pressing problems . Deadline-driven projects, meetings, preparations . Preparation . Prevention . Values clarification . Planning . Relationship building . True re-creation . Empowerment . Interruptions, some phone calls . Some mail, some reports . Some meetings . Many proximate, pressing matters . Many popular activities . Trivia, busywork . Some phone calls . Time wasters . “Escape” activities . Irrelevant mail . Excessive TV II IIII IIIIII IVIV Urgent Not UrgentNot UrgentImportantImportantNotImportantNotImportant Prieto's law
    5. 5. Quadrant I Represents things that are both “urgent” and “important” – we need to spend time here This is where we manage, we produce, where we bring our experience and judgment to bear in responding to many needs and challenges. Many important activities become urgent through procrastination, or because we don’t do enough prevention and planning
    6. 6. Quadrant II Includes activities that are “important, but not urgent”- Quadrant of Quality Here’s where we do our long-range planning, anticipate and prevent problems, empower others, broaden our minds and increase our skills Ignoring this Quadrant feeds and enlarges Quadrant I, creating stress, burnout, and deeper crises for the person consumed by it Investing in this Quadrant shrinks Quadrant I
    7. 7. Quadrant III Includes things that are “urgent, but not important” - Quadrant of Deception. The noise of urgency creates the illusion of importance. Actual activities, if they’re important at all, are important to someone else. Many phone calls, meetings and drop-in visitors fall into this category
    8. 8. Quadrant IV Reserved for activities that are “not urgent, not important”- Quadrant of Waste We often “escape” to Quadrant IV for survival Reading addictive novels, watching mindless television shows, or gossiping at office would qualify as Quadrant IV time-wasters
    9. 9. Is it bad to be in Quadrant I? Are you in Quadrant I because of the urgency or the importance? If urgency dominates, when importance fades, you’ll slip into Quadrant III. But if you’re in Quadrant I because of importance, when urgency fades you’ll move to Quadrant II.
    10. 10. What is the problem with urgency? Urgency itself is not the problem… When urgency is the dominant factor in our lives, importance isn’t What we regard as “first things” are urgent things
    11. 11. Where do I get time to spend in Quadrant II? From Quadrant III Time spent in Quadrant I is both urgent and important- we already know we need to be there We know we shouldn’t be there in Quadrant IV But Quadrant III can fool us
    12. 12. MINOR TIME WASTERS Interruptions we face during the day Being a slave on the telephone Unexpected/Unwanted visitors Needless reports/Junk mail Meetings without agenda
    13. 13. MAJOR TIME WASTERS Procrastination Afraid to Delegate Not Wanting to Say "NO“ Low Self-Esteem Problems With Objectives/Priorities
    14. 14. WHAT CAN STOP YOU? Negative Thoughts Negative People Low Self-Esteem Fear of Failure Fear of Rejection / Criticism
    15. 15. Obstacles to effective time management Interruptions More interruptions Periods of inactivity
    16. 16. Obstacles to effective time management Too many things at once Stress and fatigue All work and no play
    17. 17. 33 Set goals Specific Measurable
    18. 18. 34 Achievable Realistic Time-based Set goals •Specific •Measurable
    19. 19. Prioritize Do Delegate Delay Delete
    20. 20. 36 Prioritize 1. Address the urgent 2. Accomplish what you can early 3. Attach deadlines to things you delay
    21. 21. Learn when to say “NO” • You can’t do everything • Don’t undertake things you can’t complete • Remain consistent to your goals
    22. 22. 38 Concentrate on the task at hand Focus on your goal Tune out interruptions
    23. 23. 39 Consider your personal prime time Morning? Evening? Late night?
    24. 24. 40 Review •Set goals •Prioritize •Organize •Learn when to say “NO” •Use your waiting time •Concentrate on the task at hand •Consider your personal prime time •Celebrate success
    25. 25. THANKS DHANYAVAD   ‫مرسي‬ நன்றி Maraming salamat. хвала