Time management is not a sexy or exciting topic, but it is one that should be revisited occasionally. This presentation eschews detailed discussion of task lists and calendars, and focuses instead on a holistic approach to managing your workload.
TTYL IRL :) : Strategies and Tools for Remote Library Teamsteaguese
The VCU Libraries Web team experimented with allowing some members to work remotely part-time. They tested several collaboration tools to facilitate virtual communication and work sharing. Daily online stand-up meetings and ambient chat availability helped the remote workers feel connected. Regular in-person meetings and not being afraid to ask questions also supported effective collaboration. While technology issues arose and some tasks were easier done in person, the nature of Web work and team members' familiarity with online tools made remote work successful.
Managing meetings effectively with activitiesLetsConnect
Presentation by Marion Vrielink & Sasja Beerendonk as given on November 30th in Amsterdam for Social Connections IV, the IBM Connections user group event
This document summarizes the key points in a discussion about web-scale discovery tools. It notes that integrated library systems are no longer fully integrated and libraries manage digital materials separately from print in inefficient workflows. It also notes that 0% of users start on a library website so discovery needs to be available elsewhere. Fulfillment of requests is as important as discovery. While some argue broad searches are unnecessary or that aggregated indexes are opaque, the document counters that discovery is only as good as its coverage and users generally do not care about the details of the search mechanisms as long as they are easy to use.
The document discusses trends in social media, video conferencing tools, and best practices for virtual meetings. It provides an overview of:
1. Current social media trends and how behaviors have changed with the rise of digital technologies and social networking.
2. Popular video chat platforms like Facebook Video Chat, Google Hangouts, Skype, and their features.
3. Common virtual meeting/webinar tools such as Adobe Connect, WebEx, GoToMeeting and their pricing structures.
4. Best practices for engaging participants and increasing participation in virtual meetings through techniques like using polls, prompting interaction every 10 minutes, and setting clear ground rules.
Communicating with people and teams is a challenging process. When we communicate
live, we derive substantial meaning from visual cues and body language.
Virtual connections must rely on specific tools, techniques, and skills to effectively
build relationships and accomplish tasks. This workshop will give you these tools to
transform your team’s virtual experience.
At the end of this session, participants will be able to:
a) Identify challenges in virtual communication and management
b) Apply voice and interaction techniques that keep teams engaged
c) Use effective strategies to create a productive virtual environment
d) Revise traditional management techniques to meet the needs of virtual teams
Learning Outcomes: Participants will explore tools and techniques to foster
increased productivity and communication efficiency of virtual teams and work
models.
The document discusses using cloud tools to be more productive as an educator. It provides an agenda for the meeting which includes capturing ideas, discussing work flow, learning new tools, and developing an individual work flow. It introduces the Getting Things Done productivity system and outlines collecting, processing, reviewing, and doing tasks. Specific tools are recommended for capturing tasks, storing information, acquiring knowledge, collaborating, and managing calendars and contacts. Tips are provided for using email more efficiently. Resources are offered to support implementing the discussed productivity strategies.
The document describes an executive application for the iPad that allows users to:
1) Access documents, calendars, projects, and discussions from anywhere using the iPad.
2) Stay aware of social media, news, blogs, and RSS feeds for situational awareness.
3) Quickly view, edit, annotate, and share business intelligence reports, PDFs, and other documents for information agility.
4) Enable real-time collaboration through shared documents, calendars, project discussions, and members.
Jilles is a freelance software developer and consultant based in Germany. The document discusses challenges with distributed software teams, including magnified communication issues. It advocates for keeping team sizes small to minimize dependencies and encourage asynchronous workflows to avoid bottlenecks. Overall, the document emphasizes that while distributed teams introduce new complexities, many of the same software engineering principles still apply.
TTYL IRL :) : Strategies and Tools for Remote Library Teamsteaguese
The VCU Libraries Web team experimented with allowing some members to work remotely part-time. They tested several collaboration tools to facilitate virtual communication and work sharing. Daily online stand-up meetings and ambient chat availability helped the remote workers feel connected. Regular in-person meetings and not being afraid to ask questions also supported effective collaboration. While technology issues arose and some tasks were easier done in person, the nature of Web work and team members' familiarity with online tools made remote work successful.
Managing meetings effectively with activitiesLetsConnect
Presentation by Marion Vrielink & Sasja Beerendonk as given on November 30th in Amsterdam for Social Connections IV, the IBM Connections user group event
This document summarizes the key points in a discussion about web-scale discovery tools. It notes that integrated library systems are no longer fully integrated and libraries manage digital materials separately from print in inefficient workflows. It also notes that 0% of users start on a library website so discovery needs to be available elsewhere. Fulfillment of requests is as important as discovery. While some argue broad searches are unnecessary or that aggregated indexes are opaque, the document counters that discovery is only as good as its coverage and users generally do not care about the details of the search mechanisms as long as they are easy to use.
The document discusses trends in social media, video conferencing tools, and best practices for virtual meetings. It provides an overview of:
1. Current social media trends and how behaviors have changed with the rise of digital technologies and social networking.
2. Popular video chat platforms like Facebook Video Chat, Google Hangouts, Skype, and their features.
3. Common virtual meeting/webinar tools such as Adobe Connect, WebEx, GoToMeeting and their pricing structures.
4. Best practices for engaging participants and increasing participation in virtual meetings through techniques like using polls, prompting interaction every 10 minutes, and setting clear ground rules.
Communicating with people and teams is a challenging process. When we communicate
live, we derive substantial meaning from visual cues and body language.
Virtual connections must rely on specific tools, techniques, and skills to effectively
build relationships and accomplish tasks. This workshop will give you these tools to
transform your team’s virtual experience.
At the end of this session, participants will be able to:
a) Identify challenges in virtual communication and management
b) Apply voice and interaction techniques that keep teams engaged
c) Use effective strategies to create a productive virtual environment
d) Revise traditional management techniques to meet the needs of virtual teams
Learning Outcomes: Participants will explore tools and techniques to foster
increased productivity and communication efficiency of virtual teams and work
models.
The document discusses using cloud tools to be more productive as an educator. It provides an agenda for the meeting which includes capturing ideas, discussing work flow, learning new tools, and developing an individual work flow. It introduces the Getting Things Done productivity system and outlines collecting, processing, reviewing, and doing tasks. Specific tools are recommended for capturing tasks, storing information, acquiring knowledge, collaborating, and managing calendars and contacts. Tips are provided for using email more efficiently. Resources are offered to support implementing the discussed productivity strategies.
The document describes an executive application for the iPad that allows users to:
1) Access documents, calendars, projects, and discussions from anywhere using the iPad.
2) Stay aware of social media, news, blogs, and RSS feeds for situational awareness.
3) Quickly view, edit, annotate, and share business intelligence reports, PDFs, and other documents for information agility.
4) Enable real-time collaboration through shared documents, calendars, project discussions, and members.
Jilles is a freelance software developer and consultant based in Germany. The document discusses challenges with distributed software teams, including magnified communication issues. It advocates for keeping team sizes small to minimize dependencies and encourage asynchronous workflows to avoid bottlenecks. Overall, the document emphasizes that while distributed teams introduce new complexities, many of the same software engineering principles still apply.
Talking to people: the forgotten DevOps toolPeter Varhol
This document discusses how conversation has declined as a tool in DevOps due to increased digital communication and a desire for control. It argues that face-to-face conversation is important for DevOps work because it allows for spontaneity, unexpected ideas, trust-building and practice in communication. The document provides suggestions for incorporating more conversation, such as designing shared work spaces, limiting digital distraction during meetings, bringing dispersed teams together occasionally, and using chatbots to facilitate both communication and tasks.
Making Collaboration Work For you Chicago Booth 2- 3- 2010Rachel Kaberon
The document summarizes a workshop on collaboration. It includes an agenda for the event which involves registration, dinner, presentations, and breakout group workshops. It discusses evaluating potential collaborations based on factors like the goals, participants, and governance structure. The document provides tips for being a good collaborator such as being humble, focusing on strengths, and communicating openly. It encourages participants to find potential collaborations to evaluate using the criteria discussed.
Leveraging the Twitter Economy for a DevOps WorldTodd Vernon
DevOps aims to solve the problems that arise from deploying and operating software applications. It is difficult because infrastructure issues can occur at any time and require expertise from different domains. Existing collaboration platforms do not fully address the needs of DevOps teams. The document proposes building a platform that leverages principles of continuous partial attention and asynchronous collaboration, as seen on social networks, to allow DevOps teams to more effectively solve problems together across locations and times. Research on remote collaboration and interruptions supports this approach of allowing teams to collectively but flexibly engage with issues as they arise.
The document discusses designing complex interfaces and provides several principles and tools to consider. It notes that complexity enables capability but too much complexity makes everything unimportant. Understanding user goals through research is important. Concepts and relationships, as well as different screen states, should be considered. Flexibility, a clear vision, and experimentation are principles discussed. Tools mentioned include concept mapping, eye tracking, and form builders. The document emphasizes designing for the user rather than the software and making designs intuitive and invisible through good principles.
In many professional spheres, there is a nascent recognition of the need to collaborate externally through a virtual team. Presently, a professional meeting and team collaboration are among those concepts that have certainly continuously evolved in meaning ever since the internet age.
As individual contributors and non-senior management, we're always trying to figure out how to get leaders to see and implement DevOps. But what if I told you, you didn't need management to implement DevOps? This talk will give several practical tips that anyone in the technical organization can do to help implement a DevOps type culture.
This document discusses teaching collaboration online. It provides details about Jon Orech, an instructional technology coordinator and cooperative learning trainer. It discusses using tools like blogs, discussion boards, and wikis to create collaborative learning spaces. It emphasizes that the purpose and design of the tools should focus on learning, not just using new technologies. It also provides examples of how to structure collaborative projects and questions whether face-to-face interaction is still essential for collaboration.
Virtual & Local Teams: Communication Success and Failurekstcmoore
This document discusses communication challenges for virtual teams compared to local teams. It outlines some key differences between virtual and local teams, such as geographic dispersion, use of technology, and less face time for virtual teams. The document then discusses some common challenges for virtual teams, such as barriers to team bonding, cultural differences, and time zone conflicts. It emphasizes that communication is key for virtual teams to overcome these challenges and succeed. It provides strategies for virtual teams related to communication, cultural awareness, and use of technology and media.
The document discusses various time management techniques. It begins by defining time management and identifying 10 common time management mistakes. It then discusses "time thieves" that waste time and how to eliminate them, such as limiting social media use and non-urgent calls/emails. Useful time management tools are introduced, including ABC analysis, Pareto analysis, and the Eisenhower method. The document concludes by providing tips for managing daily schedules, large tasks, emails, meetings, and environments to improve time management.
The document provides details about Kimberly Handy's final presentation for her e-Book project in June 2010. It discusses how the project came about by having women share their stories. It then outlines the process of developing questions, inviting women to contribute, and working with them in Google Docs to compile their responses into a book called "Sisters in Strength".
The document provides details about Kimberly Handy's final presentation for her e-Book project in June 2010. It discusses how the project came about by having women share their stories. It then outlines the process of developing questions, inviting women to contribute, and working with them in Google Docs to compile their responses into a book called "Sisters in Strength". In total, 11 women contributed stories in response to 12 questions.
2014 Edition: Tipps & Tricks on how to be more effective and efficient via (mostly) cloud-based and (mostly) free tools and services for team-collaboration, social media-operation and self-organization. A quick (and non-theoretical) overview taking a look at some great little helpers to unleash the force, switch locations and devices easily, waste less time and get stuff done.
This document discusses the importance of soft skills for IT professionals. It provides examples of soft skills like communication, teamwork, and problem solving. It notes that technical skills alone are not enough - soft skills help one stand out and progress in their career. The document encourages developing soft skills through social activities, self-assessment, and adapting to change. It also highlights challenges IT professionals may face from end-users who gain technical knowledge, and stresses the importance of managing such situations through soft skills rather than force.
Slides from the presentation "Breaking Down the Prod/Dev Wall" at the nycdevops meetup, by Andrew Phillips. See https://www.meetup.com/nycdevops/events/fmgjmnyxgbwb
The document discusses the seven types of waste in software development based on lean manufacturing principles. The seven wastes are: partially done work, extra features, relearning, handoffs, delays, task switching, and defects. It provides examples and explanations of each waste and how agile practices can help manage and reduce waste in software projects.
The document discusses social interaction design and provides advice from various experts. It discusses understanding user needs, rapid prototyping and iteration, balancing simplicity and complexity, and the importance of usability, pleasure and beauty in design. Key aspects are understanding functional and relational user motivations, enabling social connections and group formation, and designing for circadian activity flows. Experts quoted emphasize criticism, self-improvement, releasing early and often to get fast feedback, and simplifying rather than overcomplicating designs.
Social Project Management: 5 Tips for Moving From Old School to New School PMLiz Pearce
Learn 5 practical ways to move your project team to social, distributed project management. Reap the benefits of less email, fewer meetings, fewer missed deadlines, and more. It's easier than you think!
This document provides frequently asked questions (FAQ) for an online course. It addresses questions about student characteristics, online etiquette, course structure, assignments, communication tools, and technical requirements. Key details include emphasizing self-motivation, time management, and academic honesty. Communication will occur through email, discussion boards, and virtual office hours. Students should expect the same workload as a face-to-face class. No prior online experience or computer ownership is required, though basic computer skills are helpful.
case book of past projects. the focus of this case book is of the research process that led to our insights, which in turn directs the product development.
Becoming a Pro at Professional DevelopmentJay Turner
Organizations say it all the time: “People are our most valuable asset.” When times are good and budgets secure, cutting-edge libraries mentor promising staff to grow into the leaders of tomorrow. However, when times are tough, employees must take charge of their own professional development to build the skills they need today and in the future.
This presentation provides practical tips on creating and implementing your personal professional development plan. Learn how to:
-Align professional development needs with organizational goals
-Leverage the 70/20/10 model to maximize formal and informal learning opportunities
-Create e-portfolios to showcase workplace learning
Getting Things Done: Influencing Change With Limited Resources and AuthorityJay Turner
This document discusses the concepts of awareness, purpose, and perspective (APP) and their importance for influencing others. It provides takeaways for each concept, such as thinking bigger, focusing on possibilities, and understanding that purpose-driven passion is contagious. The document then discusses specific strategies for influencing others, like building credibility, understanding different stakeholders' attitudes, and unleashing one's fans to promote their story.
Talking to people: the forgotten DevOps toolPeter Varhol
This document discusses how conversation has declined as a tool in DevOps due to increased digital communication and a desire for control. It argues that face-to-face conversation is important for DevOps work because it allows for spontaneity, unexpected ideas, trust-building and practice in communication. The document provides suggestions for incorporating more conversation, such as designing shared work spaces, limiting digital distraction during meetings, bringing dispersed teams together occasionally, and using chatbots to facilitate both communication and tasks.
Making Collaboration Work For you Chicago Booth 2- 3- 2010Rachel Kaberon
The document summarizes a workshop on collaboration. It includes an agenda for the event which involves registration, dinner, presentations, and breakout group workshops. It discusses evaluating potential collaborations based on factors like the goals, participants, and governance structure. The document provides tips for being a good collaborator such as being humble, focusing on strengths, and communicating openly. It encourages participants to find potential collaborations to evaluate using the criteria discussed.
Leveraging the Twitter Economy for a DevOps WorldTodd Vernon
DevOps aims to solve the problems that arise from deploying and operating software applications. It is difficult because infrastructure issues can occur at any time and require expertise from different domains. Existing collaboration platforms do not fully address the needs of DevOps teams. The document proposes building a platform that leverages principles of continuous partial attention and asynchronous collaboration, as seen on social networks, to allow DevOps teams to more effectively solve problems together across locations and times. Research on remote collaboration and interruptions supports this approach of allowing teams to collectively but flexibly engage with issues as they arise.
The document discusses designing complex interfaces and provides several principles and tools to consider. It notes that complexity enables capability but too much complexity makes everything unimportant. Understanding user goals through research is important. Concepts and relationships, as well as different screen states, should be considered. Flexibility, a clear vision, and experimentation are principles discussed. Tools mentioned include concept mapping, eye tracking, and form builders. The document emphasizes designing for the user rather than the software and making designs intuitive and invisible through good principles.
In many professional spheres, there is a nascent recognition of the need to collaborate externally through a virtual team. Presently, a professional meeting and team collaboration are among those concepts that have certainly continuously evolved in meaning ever since the internet age.
As individual contributors and non-senior management, we're always trying to figure out how to get leaders to see and implement DevOps. But what if I told you, you didn't need management to implement DevOps? This talk will give several practical tips that anyone in the technical organization can do to help implement a DevOps type culture.
This document discusses teaching collaboration online. It provides details about Jon Orech, an instructional technology coordinator and cooperative learning trainer. It discusses using tools like blogs, discussion boards, and wikis to create collaborative learning spaces. It emphasizes that the purpose and design of the tools should focus on learning, not just using new technologies. It also provides examples of how to structure collaborative projects and questions whether face-to-face interaction is still essential for collaboration.
Virtual & Local Teams: Communication Success and Failurekstcmoore
This document discusses communication challenges for virtual teams compared to local teams. It outlines some key differences between virtual and local teams, such as geographic dispersion, use of technology, and less face time for virtual teams. The document then discusses some common challenges for virtual teams, such as barriers to team bonding, cultural differences, and time zone conflicts. It emphasizes that communication is key for virtual teams to overcome these challenges and succeed. It provides strategies for virtual teams related to communication, cultural awareness, and use of technology and media.
The document discusses various time management techniques. It begins by defining time management and identifying 10 common time management mistakes. It then discusses "time thieves" that waste time and how to eliminate them, such as limiting social media use and non-urgent calls/emails. Useful time management tools are introduced, including ABC analysis, Pareto analysis, and the Eisenhower method. The document concludes by providing tips for managing daily schedules, large tasks, emails, meetings, and environments to improve time management.
The document provides details about Kimberly Handy's final presentation for her e-Book project in June 2010. It discusses how the project came about by having women share their stories. It then outlines the process of developing questions, inviting women to contribute, and working with them in Google Docs to compile their responses into a book called "Sisters in Strength".
The document provides details about Kimberly Handy's final presentation for her e-Book project in June 2010. It discusses how the project came about by having women share their stories. It then outlines the process of developing questions, inviting women to contribute, and working with them in Google Docs to compile their responses into a book called "Sisters in Strength". In total, 11 women contributed stories in response to 12 questions.
2014 Edition: Tipps & Tricks on how to be more effective and efficient via (mostly) cloud-based and (mostly) free tools and services for team-collaboration, social media-operation and self-organization. A quick (and non-theoretical) overview taking a look at some great little helpers to unleash the force, switch locations and devices easily, waste less time and get stuff done.
This document discusses the importance of soft skills for IT professionals. It provides examples of soft skills like communication, teamwork, and problem solving. It notes that technical skills alone are not enough - soft skills help one stand out and progress in their career. The document encourages developing soft skills through social activities, self-assessment, and adapting to change. It also highlights challenges IT professionals may face from end-users who gain technical knowledge, and stresses the importance of managing such situations through soft skills rather than force.
Slides from the presentation "Breaking Down the Prod/Dev Wall" at the nycdevops meetup, by Andrew Phillips. See https://www.meetup.com/nycdevops/events/fmgjmnyxgbwb
The document discusses the seven types of waste in software development based on lean manufacturing principles. The seven wastes are: partially done work, extra features, relearning, handoffs, delays, task switching, and defects. It provides examples and explanations of each waste and how agile practices can help manage and reduce waste in software projects.
The document discusses social interaction design and provides advice from various experts. It discusses understanding user needs, rapid prototyping and iteration, balancing simplicity and complexity, and the importance of usability, pleasure and beauty in design. Key aspects are understanding functional and relational user motivations, enabling social connections and group formation, and designing for circadian activity flows. Experts quoted emphasize criticism, self-improvement, releasing early and often to get fast feedback, and simplifying rather than overcomplicating designs.
Social Project Management: 5 Tips for Moving From Old School to New School PMLiz Pearce
Learn 5 practical ways to move your project team to social, distributed project management. Reap the benefits of less email, fewer meetings, fewer missed deadlines, and more. It's easier than you think!
This document provides frequently asked questions (FAQ) for an online course. It addresses questions about student characteristics, online etiquette, course structure, assignments, communication tools, and technical requirements. Key details include emphasizing self-motivation, time management, and academic honesty. Communication will occur through email, discussion boards, and virtual office hours. Students should expect the same workload as a face-to-face class. No prior online experience or computer ownership is required, though basic computer skills are helpful.
case book of past projects. the focus of this case book is of the research process that led to our insights, which in turn directs the product development.
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Becoming a Pro at Professional DevelopmentJay Turner
Organizations say it all the time: “People are our most valuable asset.” When times are good and budgets secure, cutting-edge libraries mentor promising staff to grow into the leaders of tomorrow. However, when times are tough, employees must take charge of their own professional development to build the skills they need today and in the future.
This presentation provides practical tips on creating and implementing your personal professional development plan. Learn how to:
-Align professional development needs with organizational goals
-Leverage the 70/20/10 model to maximize formal and informal learning opportunities
-Create e-portfolios to showcase workplace learning
Getting Things Done: Influencing Change With Limited Resources and AuthorityJay Turner
This document discusses the concepts of awareness, purpose, and perspective (APP) and their importance for influencing others. It provides takeaways for each concept, such as thinking bigger, focusing on possibilities, and understanding that purpose-driven passion is contagious. The document then discusses specific strategies for influencing others, like building credibility, understanding different stakeholders' attitudes, and unleashing one's fans to promote their story.
Don't Judge a Book By It's Cover: My Life as a LibrarianJay Turner
Prepared for a middle school career day, this short slide deck highlights my career in librarianship and gives an overview of what I do on daily basis as training director for a state library agency.
The Only Limitation Is Your Imagination: Using Creativity and the LGM to Driv...Jay Turner
You've become a Skillsoft client, launched your e-learning program, and now want your learners to actually use your program. This presentation details how a singular focus on e-learning promotion in the Learning Growth Model (LGM) can not only raise awareness of your Skillsoft program, but also build excitement around it, ultimately resulting in learner adoption.
Launching Your e-Learning Program: Six Secrets for Success with SkillsoftJay Turner
You've become a Skillsoft client and want to introduce an impressive and effective e-learning program to your staff, but you are at a loss as to where to start. This presentation provides a snapshot of factors to consider before launching your program, challenges you to align your vision with Skillsoft's Learning Growth Model, and provides six simple secrets for engaging your employees with your new e-learning program.
Customer service is often considered an amorphous set of procedures and practices when, if they are performed well enough, an employee has delivered good customer service. This interactive workshop -- filled with discussion and activities -- moves beyond glittering generalities and challenges attendees to map concrete behaviors to customer service practices, so that a consistently excellent customer service experience is delivered by library staff.
The document discusses building effective teams and focuses on getting along and leadership. It describes the five stages of team development - forming, storming, norming, performing, and adjourning. It also discusses Belbin's team roles including shapers, coordinators, plants, evaluators, implementers, team workers, specialists, finishers, and investigators. The rest of the document discusses group emotional intelligence, leadership styles, and tips for being an effective leader.
Leveraging Bite-Sized Video for Learning (COMO 2011)Jay Turner
This document outlines the three stages of producing bite-sized learning videos: 1) Pre-production including pitching, scripting, storyboarding and planning shots. 2) On set production covering directing, blocking, lighting, continuity and sound. 3) Post-production such as editing visuals and audio, adding music, and getting feedback on rough cuts before release. The goal is to leverage short videos to reinforce learning in an engaging way.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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However, managing finances without an entire accounting staff can be challenging for small businesses.
Accounting apps can help with that! They resemble your private money manager.
They organize all of your transactions automatically as soon as you link them to your corporate bank account. Additionally, they are compatible with your phone, allowing you to monitor your finances from anywhere. Cool, right?
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Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
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6. Deadly sin #1
Failure to internalize
organizational goals
7.
8. Strategic Goals
• Implement technology strategies that increase
efficiency, service, and responsiveness to the community.
• Provide a dynamic, current collection of resources in
popular formats designed to meet the needs of the
community both now and in the future.
• Create a customer-focused environment in all aspects of
library service delivery
9. Strategic Goals
• Create and promote a public image of the library as a
vital, dynamic, customer-friendly and essential source of
information, life-long learning, cultural enrichment and civic
involvement.
• Provide the necessary infrastructure and public access to
meet the library needs of a growing population.
• Provide a welcoming, safe library environment that reflects
the community’s changing needs.
• Strengthen existing partnerships and develop new
collaborations with schools, agencies, businesses,
• community organizations, and individuals to maximize
service to the community.
10. Mission
The Bartow County Library System provides all
citizens of the county with resources and services to
help meet their
informational, educational, cultural, and recreational
needs. The library system is the primary self-directed
learning resource for the county and offers extensive
literary collections, current and reliable reference
collections, and exciting children's collections that
encourage citizens to develop an interest in reading
and lifelong learning.
29. Desk Office Work Team Div. Org Hood
load
Every surface Layout is not Saying “yes” to Short-term Highly Past grudges The house next
covered with conducive for everything priorities are competitive interfere with door is in
clutter working with keeps me in a not clearly environment getting things disrepair and
others state of articulated where dept done negatively
perpetual heads compete affects my
backlog for limited property value
resources
Dual monitor Old projects Inefficient use Team members Lack of No current CE My house is on
setup creates a are still on my of email and don’t respect communication needs a septic tank
wall between current task lists makes each others’ between dept assessment and the county
me and visitors projects board it difficult for time, leading to heads in my is in no rush to
in my office me to stay permanent division put the
current crisis mode in neighborhood
office on sewer
No clear sense Slow Internet Not doing Projects could Imbalance of Several people
of organization connection enough far- be managed the division of in the
anywhere speed makes it reaching, better (often resources neighborhood
(corkboard, difficult to bigger impact unsure of who are active, but
desk, bookcase, complete projects for GA is responsible there are no
etc) online projects library for what, when sidewalks for
community will action joggers
items be
complete)
Not enough Too many
filing space for presentation/
legacy speaking
documents requests
Lack of space
to fully deploy
a Mac/PC
environment
35. Two Birds
• List the tasks you are currently
putting off.
• Remove two from the list by
doing them now!
• Plan and set a schedule for the
rest.
• Reward yourself when the tasks
are complete.
• Punish yourself when tasks are
not completed on schedule.
46. Thank you!
Jay Turner
jturner@georgialibraries.org
Twitter: lawlesslbrarian
47. Handouts for This Workshop
https://docs.google.com/file/d/0B9W4J84EBjUMZGFocDFoOC1tcUk/edit?usp=sharing
Editor's Notes
Time management isn’t a sexy or exciting topic, but it is one that is necessary for library staff to frequently consider in our never-ending pursuit of providing the best service to our customers. From an organizational perspective:Improved use of time by staff improves productivityThere is better performance in terms of service delivery to customersImproved coordination of tasks and projects in the libraryBetter planning reduces crises, which reduces overall organizational stress in the libraryWhen you consider how you manage your time at work through the lens of how the library serves the community, you begin to see that time is a valuable commodity. Being a good steward of your time is being a good steward of tax payers dollars. What do I mean by time as a commodity?
What I mean by viewing time as a commodity is simply thinking of it as ultimately your most valuable resource. It is perishable, because it cannot be renewed. It cannot be stored up for later. If you take nothing else away from this workshop, take away this tidbit as it will assist you in framing the importance of time in everything that you do – whether at work or in your personal life.There are also myths about time management, fallacies that we should seek to avoid. Some of those common myths of time management are:Time can be managed: Time can’t be managed; it passes and that’s that. We can manage our activities to make better use of time.- Organized people have more time: Everyone has the same amount of time, 1440 minutes every day- Efficiency is the Holy Grail of time management: Efficiency is doing things quickly and well; it needs to be coupled with effectiveness, which is doing the appropriate jobs.- Touch each paper only once: You can’t be efficient or effective if you work reactively based on the order things come into your hands.- A clean desk equals productivity; A cluttered desk equals creativity: A clean desk doesn’t automatically make you productive, nor does a messy one make you creative. But a clean desk makes things easier to find, if coupled with a good filing system.
I’ve struggled with managing time and my workload since I was in elementary school. I do not have all of the answers for how to best manage your priorities and workload, but as I’ve progressed in my career and added more responsibilities in my personal life, I have made it a point to study this subject matter and apply those principles into my personal life. In this workshop, I’m going to share with you some highlights of what I’ve learned and what works for me, as well as engage you in conversations and lead you through exercises that can help you better manage your time.
Failure to internalize organization goals– what is purpose of your job in helping the org achieve its mission?Failure to set personal goals – define your goals. How can those align with mission/vision/strat planFailure to prioritizeFailure to manage distractions (discussion: what tips or recommendations can u make for managing your paper and digital tigers?)Giving in to procrastinationTaking on too muchFailure to take care of yourself
Failure to internalize the library’s vision, mission, strategic plan, and operational goals is, in my opinion, the cardinal sin people commit in mismanaging time. Rather, we should call this mismanaging work, because time cannot be managed – only your behaviors can.In the modern workplace, people are often pulled in multiple directions at the same time. Prioritizing the work is necessary to ensure that we are concentrating on the most important tasks at any one time. The basics of time management, such as working through a to-do list and negotiating with team members around interruptions, are much easier if everyone agrees to the same priorities. The ability of individuals to do a great job managing their work (rather than their time) depends on their teams and the nonprofit having clear direction and priorities. A colleague and I once put it this way: For time management to be effective … it must be based on a solid foundation of planning ... [T]ime management depends on setting priorities derived from strategic and operational plans that are grounded by organizational vision and values. Finding better ways to check-off to-do items still begs the questions, are these to-do items truly important, and, where are these activities leading us? (Berthoud and Greene, “Planning for Those Too Busy to Plan”).http://www.bartowlibraryonline.org/Assests/about&home%20images/Strategic%20Plan%20%202011.pdfFailure to set goals is, in my opinion, the cardinal sin people commit in mismanaging time. Many people feel as if they're adrift in the world. They work hard, but they don't seem to get anywhere worthwhile.A key reason that they feel this way is that they haven't spent enough time thinking about what they want from life, and haven't set themselves formal goals. After all, would you set out on a major journey with no real idea of your destination? Probably not!Goals are like a compass: the orient us along paths of action. If you don’t have clear goals, your personal life and career will carry you where they will like a small skiff lost at sea. This may sound overly simple, but I have found it telling in many conversations I’ve had personally and professionally when you ask someone “Where do you see yourself in 5 years” and more often than not, the person cannot articulate an answer. Many of us get so caught up in the day-to-day operations of the library or our home lives that we fail to think about our longer term futures and how our long-term plans play into how we manage our time at work.
How many strategic goals were you able to recall in two minutes?
How well were you able to recall core components of your organization’s mission?
Were you able to readily recall your organizational values?If it was a challenge to recall the library’s strategic goals, mission, and values, this is an indication that you can make improvement in how you internalize your organization’s goals. What are some fun ways you can commit these to memory?
Many people feel as if they're adrift in the world. They work hard, but they don't seem to get anywhere worthwhile.A key reason that they feel this way is that they haven't spent enough time thinking about what they want from life, and haven't set themselves formal goals. Goals are like a compass: the orient us along paths of action. If you don’t have clear goals, your personal life and career will carry you where they will like a small skiff lost at sea. This may sound overly simple, but I have found it telling in many conversations I’ve had personally and professionally when you ask someone “Where do you see yourself in 5 years” and more often than not, the person cannot articulate an answer. Many of us get so caught up in the day-to-day operations of the library or our home lives that we fail to think about our longer term futures and how our long-term plans play into how we manage our time at work.By show of hands, how many of you have written, personal work goals set for this year? Now, keep your hands raised if you have written, personal goals set for this year.When people don't know what their own personal goals are, or when they are unsure how their professional tasks and personal desires align with one another, it is difficult to manage time effectively because that person is struggling with competing interests (trying to "serve two masters.")
Goal setting is a powerful process for thinking about your ideal future, and for motivating yourself to turn your vision of this future into reality.The process of setting goals helps you choose where you want to go in life. By knowing precisely what you want to achieve, you know where you have to concentrate your efforts. You'll also quickly spot the distractions that can, so easily, lead you astray.
Here are some areas to consider when contemplating your personal and professional goals. It’s important to think about many, if not all of these, as personal life and professional life intersect and have bearing on each other. What you want is for there to be “creative traction” between your job and your personal interests.
Engaged individuals move organizations toward accomplishing the organization’s mission and vision. However, an organization cannot fully motivate someone to engage, but rather individuals will engage themselves when there is creative traction between what an org is trying to accomplish and what the person is trying to accomplish.Most org’s have their goals written down – you’ll see these in a strategic plan. Many individuals, however, do not write down their goals (unless usually prodded to do so by their employers as part of an annual review or staff development plan). The best way to make sure your job is working for you and you are doing effective work for your job is to get real about your goals – your personal goals.You MUST solidify your personal goals in order to try to align them with org goals. Let’s look at 2 ways to do this…
Some people have a clear idea of their long-term "wants" in life, but no plan for the steps it will take to get there. If this sounds like you, reflect on where you want to be 20 years from now (both personally and professionally). Then do the same for 10 years from now, 5 years from now, 1 year from now. Working backward in this way will help you identify steps you can take in the short-term that may lead you toward your long-term personal and professional goals.
Some people have a clear idea of what they love/hate about their jobs and their lives "right now." They gravitate toward certain tasks and avoid others. This tug of love/hate with daily tasks makes it very hard to manage time effectively because energy spent avoiding the hated tasks creates a dreaded backlog in one area, and energy spent over-focused on the loved tasks eats up all the available time. If this sounds like you, making a list of your loved/hated tasks (both personal and professional) can give you indications of the type of things you want to gravitate toward doing more of. This can help you set a long-term goal for your future.
Regardless of how you go about setting your goals, your goals need to be SMART
Take a moment to reflect on which type of person you are, and complete either the Backward or Gravitation Goal Exercise. The result should be a rough timeline of short term goals leading you toward a long-term goal (or goals).Takeaways: When your personal goals are aligned with your organization's goals, your time can be managed more efficiently because you are not hamstrung by competing interests and you are playing to your strengths, giving your organization the best of you while also forwarding your own personal and professional goals so everybody wins. When you feel fulfilled, it is a joy to use your time working productively; managing your time becomes easier because work is something you can look forward to rather than dread.
Having begun reassessing how your job tangibly ties into the library’s organizational plans and gaining clarity on your personal goals, it’s time to turn our attention to making the most of the time we have on hand so that we can be effective. Many time management workshops focus on tools for managing time, such as using notes and checklists, calendars and appointment books, etc. While these tools are useful in managing activities that support your day-to-day work, they do not address how to holistically prioritize all the competing demands you face at work.Let’s look at a popular strategy for prioritizing tasks so that you can effectively manage your daily, required routines while still stretching and growing personally and creating impactful results for your organization.
http://www.asianefficiency.com/productivity/coveys-time-management-quadrant/Every activity can be put in one of the four quadrants and this can be used for prioritizing tasks. You can see tasks that can be labeled as “important” or “not important” in combination with “urgent” or “not urgent”. If you are having a hard time prioritizing, this 2-by-2 matrix can be really useful. When you plan for a productive day, you have to be able to identify which tasks you want to do based on priority. Let’s see what each quadrant means.Quadrant 1 – Important and UrgentThe first quadrant, oftentimes referred to as the quadrant of necessity, contains the tasks that are urgent and important. These are the tasks you have to do or else you will face negative consequences. Usually these are deadline driven and/or time sensitive. On a daily basis, it is inevitable that you will do tasks that fall in quadrant one. The key is to being able to manage these.If you feel like you are firefighting most of your days, that is a sign that you are spending too much time in this quadrant. You are just doing the things that bring you the short-term benefits whereas you want to shift investing more time in long-term solutions (see quadrant two).Quadrant 1Quadrant 1 brings· Stress & Burnout· Crises management· Fire-fighting· Focus on the immediateQ2This is THE quadrant where you want to invest most of your time. Tasks in quadrant two are in direct alignment of your goals and things you want to achieve in the long-run. Everyone’s goals and dreams are different. What might be a quadrant two task for me, might not be for you. Also, do you see that the tasks are non-urgent? This might seem counterintuitive at first. A lot of times we associate things that have a sense of urgency as important, but that is not the case. Your goals and dreams are not running away; they will be right where they are now and there is no urgency to achieving them within a specified timeline. Anything that benefits you in the long run could be considered in quadrant two.Quadrant 2Being in Quadrant 2 brings:· Vision· Perspective· Balance· Discipline· ControlQ3Also called the quadrant of deception, people often confuse important tasks while in fact they are not important. Or people think the task is urgent but it really is not (and thus should belong in quadrant four).A common occurrence of mistaking something as important is when someone is asking you to do something but that does not directly help you achieve your goals. The key here is prevention by being able to say “no” to these people.An example of mistaking something as urgent, while it is not, are often sources of distraction. You would think they are urgent so you shift focus, but in reality they are not. For example, constantly checking your email inbox or responding right away to people on instant messenger.Other common examples of quadrant three tasks include:Picking up the phone while you are workingChecking Facebook updatesChecking your for text messagesQuadrant 3Quadrant 3 brings· Short term focus· Crises management· Low value on goals· Feeling of victimization / lack of control· Shallow relationshipsQuadrant 4 – Not important and Not UrgentQuadrant 4 contains the tasks you want to avoid as much as possible. These are your time wasters that you want to eliminate. If you could identify all your Q4 tasks and eliminate most of them, you would free up a lot of time you could otherwise invest in quadrant two tasks.Some examples include:Playing video gamesWatching reruns of your favorite TV showsFollowing the newsChecking your RSS feedsSpending time on RedditThe caveat is that this quadrant can be mistaken as something that shouldn’t be part of life, but that is not true. It is really important to have a balanced life between work and your personal life. You need downtime to not get burnt out and that is where quadrant four comes into the picture. The challenge is you allocate most of your time to quadrant two, with just enough of time spent in quadrant four to get by.Quadrants 3 & 4Cycling between Quadrants 3 & 4 brings:· Total irresponsibility· High dependency on others for basics· Short career path in the organization
Activity: Complete a 30 Day Snapshot of your work life by thinking about the current projects, tasks, activities, and daily routines you are responsible for. Map them to the Covey Quadrant.Questions:In which quadrant do you spend most of your time? Is this the most productive quadrant?What factors cause you to be in this particular quadrant?What are some concrete steps you can enact immediately to get out of it?
We should strive to “live above the red line” by managing the time-sensitive nature of Q1 (the Quadrant of Necessity) and striving to work as much as possible in Q2 (the Quadrant of Quality). As you get better at managing priorities, you will avoid falling into the suck of the daily doldrums, wasting away in Q3 and Q4.
Anecdote: “Jay Fan Club” and how I had a ton of regulars who only wanted to be helped by me, or who wanted to talk with me for extended periods of time. It was flattering, but it became a distraction when I moved to a busier branch. This was starting to suck time away from me working on other required job duties. I had to become more assertive about my boundaries and swat that mosquito that was keeping me from being a better teammate.We all have mosquitos in our lives, little things that bug us that we try to ignore, but they ultimately suck away our time and energy in slow drips.Having begun reassessing how your job tangibly ties into the library’s organizational plans and gaining clarity on your personal goals, it’s time to turn our attention to making the most of the time we have on hand so that we can be effective.
Here is a graphic that I’ve borrowed from the book, Do More Great Work by MichaelBungayStanier (It’s a good, quick read in my opinion). Stanier suggests that we systematically examine our lives for mosquitos, starting in the spheres of influence closest to us and radiate outward. You’ll notice that the concentric circles start with what’s closest to you and ripple outward to the edge of the universe. We’re starting small, because sometimes small change can catalyze bigger things. To give us reference, some examples of mosquitos are:Desk (or shared workstation): illogical arrangement of tools and utensils causes poor workflow; inadequate system for staying on top of your files/emailsYour office (or branch): poor sight lines makes it hard to monitor in-branch behavior; most frequently used ranges of shelves not featured near front of building; ineffective signage/shelf aids results in you answering the same dumb questions over and overYour workload: you become the “go to” person because others won’t do their job; you can’t say no to opportunities for which you are nominatedFixing what is broken not only can free up your time, but sometimes the projects that result from killing a mosquito fall into Quadrant 2 work that can produce results for the library or for your personal life. What do I mean by this? For instance, you notice that you repeatedly have people coming in for job placement assistance. You and your colleagues spend a significant portion of your time each week helping individuals upload resumes and apply for jobs online. This is not really a bad mosquito, because the work is impactful to those people you are helping. But you want to go to another level. You beginning drafting a proposal to organize a two-day job fair.
These are mosquitos that I’ve identified in my life. After you’ve come up with a list of your mosquitos, pick a few that you want to begin eliminating. Consider writing SMART goal statements to move you forward in your pest control efforts.
If you're honest with yourself, you probably know when you're procrastinating. According to Mind Tools, here are some useful indicators that will help you know when you’re procrastinating:-Filling your day with low priority tasks from your To Do List.- Reading e-mails several times without starting work on them or deciding what you’re going to do with them.- Sitting down to start a high-priority task, and almost immediately going off to make a cup of coffee.- Leaving an item on your To Do list for a long time, even though you know it's important.- Regularly saying "Yes" to unimportant tasks that others ask you to do, and filling your time with these instead of getting on with the important tasks already on your list.- Waiting for the “right mood” or the “right time” to tackle the important task at hand.
Frank Bruno (1997) “Life’s Little Keys: Stop Procrastinating”. Bruno asserts that there are 5 types of procrastination:Functional: done for a good reason, e.g. insufficient information, illness, deferred for a higher-priority taskDysfunctional: useless or self-defeatingShort-term: a few hours or days lateLong-term: you never get around to doing sthChronic: dysfunctional & long-term combinedWhat kind of procrastinator are you?
PerfectionismJob is too big to do all at onceJob takes too long to do all at onceJob is too difficultDon’t like to do itFear of failureFear of success (!?!)HABIT!Other reasons:Generally stuck (in job, in personal life)Feeling overwhelmedDon’t get the instant gratification you wantAvoid making decisions or judgmentsLack of urgencySense of personal controlHABIT is a big one. One can get into the habit of putting things off, just because one always has done so. There’s no immediate reason, but we still do it. This is a tough habit to break, but it’s part of what we’re going to try to attack today.
Many library processes are intertwined with each other, and one person’s procrastination at a step can cause delays downstream. See the example on the screen. What other processes or workflows can you think of that are interdependent on multiple individuals or departments coordinating effort to provide a service?A prime example of procrastination in my own world was when Carmen first asked me to do this workshop for your staff day. She sent me a message in late September asking for to come out and I didn’t respond until 5 weeks later, only after she had prodded me with a reminder. I was distracted getting ready for the pending birth of my son, flagged her message for follow up so I could talk about the logistics of making this happen with my wife, and never got back around to it. This was functional procrastination (and long-term procrastination), but procrastination all the same. I don’t know about you, but I still battle with procrastination in other areas because I’ve always lived in such a way where I worked under the illusion that I did better under pressure, which is not true. Like if I don’t want to do something, I’ll put it off as long as possible.Let’s talk about some ways to deal with procrastination in your life.
Adapted from http://jeremy.zawodny.com/blog/archives/009311.htmlHis list is quite simple:Delete: just get rid of it (or archive it)Delegate: get someone else to deal with itRespond: if it takes just a few minutes, do it right nowDefer: put it on a todo list, archive it, and deal with it laterDo: handle whatever the email actually needs you to do
When confronted with additional tasks, consider the following questions:1) Does this task help me fulfill one of the main goals I’ve identified? 2) Does this task help me fulfill a tertiary goal? Is it a “necessary evil” I must accomplish?3) If this is a necessary task, is it timebound in any way? (If so, plug it into a calendar). Will the world end if it doesn’t get done on time / get done by me / get done at all? 4) If this distraction meets neither #1 or #2 above, is it something that needs to be accomplished AT ALL? ---Use your prioritization techniques already discussed to help plan for and manage typical recurrent distractions---
As libraries are asked to do more without more resources, library staff are asked to do more without more timeFailure to say NO because of:Desire to please everyoneDon’t want to thwart supervisorDedication to customer serviceUnrealistic idea of own abilities/commitmentsJust didn’t think before saying yesTo stay within Quadrant 2, there is a requirement that you must say no:· In a professional manner· When items are associated with Quadrant 3 or Quadrant 4 activities· Not important not urgent· Not important but urgent· Will not deliver competitive advantage
- Never say Yes without thinking about it- Offer a counterproposal or alternative- Keep explanations short & simple- Head off requests before they are made- Psych yourself up to say NoAsk what’s the worst that could happen if you say NoBe firm; control your body language- Be polite!
Everybody knows you can’t perform your best when you don’t feel your best. Yet many people continually shuffle themselves to the bottom of their own priority lists, to the detriment of themselves and their organizations.When you continually don’t have your own needs met, you may eventually experience: 1) Burnout (“I just can’t do this anymore.”)2) Low Morale (“I don’t care about doing this anymore.”)3) Physical Illness (Workaholics can be especially prone to this, not taking a break until their bodies force them to)4) Marginalization (If you’re not important to you, will you be important to anybody else?)5) Doormat Syndrome (“Let’s dump it on ______; s/he never says no, and will work 80 hours a week to get it done without compensation!”) I had a mentor once who encouraged me to begin exercising extreme self-care. What do I mean by this? How are you applying extreme self-care to your life?
Closer (challenging people to use what they’ve learned): You’ve survived time management hell and now have some tools, techniques, and strategies for dealing with the 7 deadly sins of time management. We’re going to close today in a positive note by having a snowball fight. I want each person here to take a sheet of plain paper, write your name and email address on it, and then jot down three steps that you will take over the course of the next month to improve the way you manage your time. I encourage you to reflect on what we learned together today for guidance.After you’ve done that, crumple up your paper. On the count of three, I want everyone to throw their snowball and others in the room. We’ll do this for about a minute.OK, stop throwing snowballs and grab the one closest to you. Everybody should have a snowball. Your snowball should belong to someone other than you. I want you to take this snowball with you and in one month, email the person and check in to see if he/she has made progress in their steps toward better managing their time.