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Ldb key management 2014 05-17 nardini- gestione ottimale del tempo forland modulo 2

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Ldb key management 2014 05-17 nardini- gestione ottimale del tempo forland modulo 2

  1. 1. Presto, ch’è tardi!!! Ovvero La gestione del tempo People & Performance 1
  2. 2. People & Performance 2 Obiettivo A Obiettivo B la frontiera dell’efficienza P Ad impossibilia nemo tenetur Il problema dell’efficienza
  3. 3. People & Performance 3 Obiettivo A Obiettivo B la frontiera dell’efficienza e l’innovazione
  4. 4. People & Performance 4 Obiettivo A Obiettivo B la frontiera dell’efficienza Il problema dell’efficacia ?
  5. 5. People & Performance 5 Un giorno un agricoltore disse alla moglie: vado ad arare il campo ovest”. Uscì per lubrificare il trattore ma si accorse che mancava l’olio e decise di andare al vicino negozio per procurarselo. Si era appena incamminato quando si accorse che non era stato dato da mangiare ai maiali; si diresse allora verso il silo per prendere il granturco. Là, però, vide dei sacchi e si ricordò che doveva mettere le patate a germogliare; si avviò quindi verso la buca delle patate. Per strada vide il deposito della legna e gli sovvenne che aveva promesso di portarne un po’ a casa. Prima però doveva tagliarla e l’accetta l’aveva lasciata dietro il pollaio. Andando in cerca dell’accetta incontrò sua moglie che stava dando da mangiare alle galline. Lei, sorpresa, gli chiese: “Ma come? hai già finito di arare il campo ovest?”. “Finito?” rispose “Ma se non ho nemmeno ancora cominciato!”
  6. 6. efficacia People & Performance 6
  7. 7. People & Performance 8 Se un uomo non sa verso quale porto è diretto, nessun vento è quello giusto Lucio Anneo Seneca
  8. 8. People & Performance 9 Avendo perso di vista il nostro obiettivo, raddoppiammo i nostri sforzi!!!! Mark Twain
  9. 9. People & Performance 10 importanza + - urgenza + -
  10. 10. People & Performance 11 importanza + - urgenza + - Importante e urgente Importante non urgente Non importante e urgente Non importante e non urgente
  11. 11. People & Performance 12 importanza + - urgenza + - Importante e urgente Importante non urgente Non importante e urgente Non importante e non urgente FARE PIANIFICARE DELEGARE CESTINARE
  12. 12. importanza urgenza tendenza A,M,B problema I T U ∑
  13. 13. 80/20 Vilfredo Pareto valore frequenza classe 80% 20% A 15% 35% B 5% 45 C
  14. 14. People & Performance 15 importanza + - urgenza + - Importante e urgente Importante non urgente Non importante e urgente Non importante e non urgente P
  15. 15. Ma cosa è importante per il mio ruolo? Ordine di priorità People & Performance 16 MISSIONE Cosa si aspetta l’azienda: • Realizzare/assicurare/garantire … • Verso chi? (azienda, clienti int/est, collaboratori, altri stakeholders) VISIONE Cosa voglio realizzare io in quel ruolo?
  16. 16. People & Performance 17 importanza + - urgenza + - Importante e urgente Importante non urgente Non importante e urgente Non importante e non urgente P CP
  17. 17. People & Performance 18 Si narra che Leonardo, passeggiando in un bosco, incontrò un uomo intento a segare dei grossi alberi. Leonardo, spirito curioso, chiese, in tono cordiale: “Buondì, cosa sta facendo di bello?”. “Non lo vede?” rispose l’altro “Sto segando questi maledetti alberi.” “Ma lei sembra sfinito!” esclamò Leonardo. “da quanto ci lavora?” “Più di cinque ore”, rispose quello, “e non ne posso proprio più! E’ un lavoro massacrante.” “Ma perché non smette qualche minuto e dà una bella affilata alla sega?” suggerì Leonardo. «Ma non dica sciocchezze, con tutto quello che ho da fare, non ho certo tempo per affilare ‘sta maledetta sega!” rispose irritato.
  18. 18. People & Performance 19 importanza + - urgenza + - Importante e urgente Importante non urgente Non importante e urgente Non importante e non urgente P CP R
  19. 19. People & Performance 20 Quantitàdellerichieste Qualità delle richieste Immediatamente!! Quando hai tempo, potresti .. Distribuzione normale Distribuzione di fatto
  20. 20. People & Performance 21 ATTIVITA’ ORE GIORNALIERE % SETT.Lunedì Martedì Mercoledì Giovedì Venerdì
  21. 21. People & Performance 22 P, CP, R, MT Stress Emergenza continua Crisi gestionale Arginare disastri P, CP, R, MT Caduta produttività Crescita falsi problemi Focus sul lungo termine, ma…. P, CP, R, MT Breve termine Focalizzazione sul brevissimo termine Quali risultati? Senso di vittimizzazione P, CP, R, MT Assenza di linea Scarso apprezzamento Senso di vittimizzazione Irrilevanza organizzativa
  22. 22. People & Performance 23 importanza + - urgenza + - Importante e urgente Importante non urgente Non importante e urgente Non importante e non urgente P CP R MT
  23. 23. efficienza People & Performance 24 Puff!! Puff!! Work smart!!
  24. 24. LA DAILY LIST People & Performance 25
  25. 25. People & Performance 26 LA PARABOLA DEI SASSI Un professore fa una sperimentazione: riempie un secchio di sassi. “È pieno?” domanda? Gli studenti rispondono: “Si”. Poi prende dei sassolini e li mette nel secchio. “Adesso è pieno?” Gli studenti, un po’ incerti, rispondono: “sì”. Allora prende della sabbia e riempie il secchio. “Ecco, ci siamo. E’ pieno?” domanda ancora. Gli studenti, credendo di aver capito rispondono: “No!” Prende quindi una bottiglia d’acqua e la versa fino a farla traboccare. Poi chiede: “Qual è lo scopo di questa dimostrazione?”. Uno studente risponde: “dimostra che anche quando ci sembra che la giornata sia piena, c’è spazio per altro.” “No!” risponde il professore. “Dimostra che se non sistemate per primi i sassi più grossi, non riuscirete ad incastrare il resto”.
  26. 26.  LASCIARE SPAZI NELLA PRIMA E NELL’ULTIMA MEZZ’ORA  SPACCARE LE ATTIVITA’ IN NUCLEI CON UN INIZIO E UNA FINE PER RENDERLE GESTIBILI  ALLOCARE PRIMA LE A  POI ALLOCARE O PIANIFICARE LE B  CERCARE SPAZI PER LE C O RINVIARLE  SCRIVERE CHIARO A MATITA (SULL’AGENDA, O SU LAVAGNA CANCELLABILE O USO DI POST IT).  RISERVARE SPAZI PER PENSARE E RESPIRARE  POI, FARE UNA COSA ALLA VOLTA FIDANDOSI DEL PIANO. People & Performance 27
  27. 27. L’ATTENZIONE NON ATTENZIONE: RELAX LA PILA NEL BUIO: FREE WHEELING, PENSIERO LATERALE LA LAMPADINA NELLA STANZA SCENARI DI PREVISIONE; PIANIFICAZIONE IL LASER: CONCENTRAZIONE IL FLOW: SUBLIMATO DELLA CONCENTRAZIONE People & Performance 28
  28. 28. People & Performance 29 STILE RANA E GESTIONE DEL TEMPO
  29. 29. A M B 8 9 10 11 12 13 14 15 16 17 18 19 20 IL CICLO CIRCADIANO - ATTIVITA’ PIU’ IMPEGNATIVE NEI PICCHI ENERGICI - ROUTINES NEI MOMENTI DI BASSA People & Performance 30
  30. 30. CLEAN DESK (e CLEAN DESK TOP) • SCRIVANIA E MENTE • VERSIONE “HARD” • VERSIONE “SOFT” People & Performance 31
  31. 31. LA GESTIONE DEI DOCUMENTI GESTIRE UN PEZZO DI CARTA UNA SOLA VOLTA: INIZIARE, CONCLUDERE, ARCHIVIARE GLI ARCHIVI - NEL DUBBIO, GETTARE (VERSIONE “HARD”) - NEL DUBBIO METTERE NEL LIMBO (“VERSIONE SOFT”) People & Performance 32
  32. 32. PULIZIE PERIODICHE CIO’ CHE DA DUE ANNI NON SI TOCCA, SI GETTA CIO’ CHE NON CI SI RICORDA DI AVERE, SI GETTA People & Performance 33
  33. 33. LETTURA EFFICIENTE  APPROCCIO “GIORNALE”:  GUARDARE I TITOLI, INTRODUZIONE E CONCLUSIONE  SCORRERE E LEGGERE IDEE CHIAVE (evidenziare?)  DECIDERE SELETTIVAMENTE SE UTILE ENTRARE NEI DETTAGLI  MEMORIZZARE CON MAPPE MENTALI People & Performance 34
  34. 34. RISPETTARE IL TEMPO DEGLI ALTRI  PUNTUALITA’  PIANIFICARE IL TEMPO ALL’INIZIO  CHIARIRE GLI OBIETTIVI  ASCOLTARE ATTIVAMENTE  ATTENZIONE AI SEGNALI NON VERBALI MEGLIO CONGEDARSI CHE FARSI CONGEDARE People & Performance 35
  35. 35. People & Performance 36
  36. 36. People & Performance 37
  37. 37. GESTIRE SE STESSI • TENDENZA A RINVIARE: “SE DOVETE INGOIARE DUE ROSPI, COMINCIATE DAL PIU’ GROSSO” M.Twain • DARSI DEADLINES E RENDERLE NOTE • PROMETTERSI PICCOLE GRATIFICAZIONI • CONCENTRARSI SU UNA COSA PER VOLTA • BLOCCHI DI ATTIVITA’ DI 2 ORE MAX • PAUSE BREVI People & Performance 38
  38. 38. E poi ogni tanto…. CONCEDERSI QUALCHE SPAZIO PER VIVERE E RESPIRARE AL PROPRIO RITMO People & Performance People & Performance 39

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