2. Last
Updated:
Task Name Task Desc Priority Start End Status State Contingency Owner Contributor(s)
What you
need to get
done.
Provide a detailed
description.
1-3
What’s
currently
happening.
In-progress,
pending,
completed,
on-hold,
other.
Things that
may prevent
completion.
Who
owns
Person/people
that are
responsible for
contributing to
the task’s
completion.
3.
4. Step 1: Collect all tasks to be managed
whether it's urgent or not, big or small, personal
or professional.
Step 2: Prune it. For all items, decide whether
you need to tackle it or not.
Step 3: Organize and Prioritize:
• Review all projects and actions, and group together.
• Prioritize based on importance.
• Insert your projects into your Action Plan
Action Program
5. CATEGORY TASK PRIORITY
Launch new pipe
system
Research market 1
Develop pricing 2
Create project plan 2
Study for MBA Research MBA programs 1
Speak with employer about
getting funding
2
Recruit new PE Get town funding approval 1
Place job description on job
boards
2
Obtain resumes, screen,
schedule interviews
2
8. Type 1: None!
Type 2: Maximum: Be on the lookout! The
bomb WILL go off, your boss may be a laissez-
faire manager but things may come crashing
down.
Type 3: No flexibility and complete flexibility
AT THE SAME TIME. You earned your flexibility
but earning it means making yourself
indispensable so others won’t always respect
these boundaries.
Work-Life: 3 Types
11. Your 2 Options:
Work MORE hours LESS
efficiently or…
Work LESS hours MORE
efficiently
More Time in the Day
12. • Be me-th-od-ic-al.
• Establish routines and stick with
them…except when you DON’T/CAN’T!
• Assign clearly defined roles and
responsibilities.
• Keep records…and keep them UPDATED.
• Schedule time to do the work you HATE.
• Expect/embrace the unexpected.
The Chazin GroupThe Chazin GroupPlan…Plan…Plan
14. • Be prepared to TOSS ASIDE your plan.
• Act on your GUT FEELING when a brilliant
idea hits you.
• Don’t OVER-ANALYZE.
• Research only takes you SO FAR.
The Chazin GroupThe Chazin GroupEmbrace The…Unexpected
16. Long Live The Pareto Principle
• Vilfredo Pareto: Italian Economist, Sociologist
• Mathematical Formula Created In 1906 to
Explain Uneven Income Distribution In
Switzerland
• Today Known as “80/20 Rule”
– 1940s: Dr. Joseph Juran proved “In nearly all
cases, a few (20 percent) are vital and many
(80 percent) are trivial.
– Universality: Can be Applied Equally to Any Endeavor
(Business, Academia, AND Career Center Goals!)
– 20% of Your Clients Create 80% Business
– 20% of Your Clients Place 80% of Orders
– 20% of Your Work Takes Up 80% of
Your Time!
17. Focus on the tasks and projects that
have the greatest (80%) impact.
Don’t sweat the SMALL stuff.
Remove all the items at the bottom
of your task list that will not get done.
Review your goals and the rewards
of doing tasks on time while making
any/all needed adjustments.
Applying 80/20 to Time
25. In our brains multi-tasking is managed by
“mental executive functions”.
Two stages to MEFs:
• Goal Shifting (decide to do one thing instead of
another); and
• Role Activation (changing from the rules for the
previous task to rules for the new task).
Multitasking
26. Switching between these can reduce
productivity by as much as 40%.
When we focus on two tasks simultaneously
each side of the brain tackles a different task.
The human brain isn’t built to multi-task.
Multitasking
27.
28. Establishes Trust
Hire Stars, Then Build Stars
Cross-Train
Coaching & Mentoring
PMPs
Delegation…WHY to
29. What’s the BEST use of YOUR time (choose
WHAT to delegate)
Can someone else do it better (choose whose
best to delegate to.)
Do you have enough time to delegate?
Will this task recur again?
Is this a task that I should delegate?
Avoid the boomerang (No “backsies”)
WHEN/HOW to Delegate
33. 1.Set goals that motivate you.
2.Set Goals the RIGHT way.
3.Put your goals in writing.
4.Make an Action Plan.
5.Stick with it!
Goal-Setting in 5 Steps
34.
35. • Specific
• Measurable
• Achievable
• Relevant
• Timed
The Chazin GroupThe Chazin GroupRethink SMART Objectives
41. 1.Goals encourage employees to
perform better;
2.Goals help track progress;
3.Goals help evaluate people’s
performance.
The Chazin GroupThe Chazin Group3 Fallacies of Goals
46. Meet your people 1:1 every day.
Do they have what they need?
Feedback always reinforces what they do well.
Let your people determine the agendas you get
“final say.”
If you don’t “own” the process re-architect it.
If you gotta meet…
47. The fallacy of the EFFICIENCY
paradigm.
Don’t try to keep cramming MORE
stuff onto your schedule.
Focus on those things that matter
most to you.
Map your goals and objectives to
your life values.
Sanity From Your Schedule
48. Take a MINIMALIST approach
instead.
Refocus on your priorities. Life’s
about doing LESS MORE EFFECTIVELY.
Be an “EDITOR” and remove the
stuff that does NOT ADD VALUE! Get
rid of all the non-essential stuff.
Sanity From Your Schedule