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Time and Others

This document discusses effective time management strategies for working with others. It provides tips for maintaining productive relationships while minimizing time wasted. Some key points include spending up to 25% of time on collaborative work, learning to say "no" to unnecessary tasks, being brief in communication, and using assertive phrases like "however" to redirect requests. The document also covers techniques for handling phone calls and meetings efficiently.

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1 | Time and Others Time Management MTL Course Topics Time and Others TIME MANAGEMENT
2 | Time and Others Time Management MTL Course Topics The Course Topics series from Manage Train Learn is a large collection of topics that will help you as a learner to quickly and easily master a range of skills in your everyday working life and life outside work. If you are a trainer, they are perfect for adding to your classroom courses and online learning plans. COURSE TOPICS FROM MTL The written content in this Slide Topic belongs exclusively to Manage Train Learn and may only be reprinted either by attribution to Manage Train Learn or with the express written permission of Manage Train Learn. They are designed as a series of numbered slides. As with all programmes on Slide Topics, these slides are fully editable and can be used in your own programmes, royalty-free. Your only limitation is that you may not re-publish or sell these slides as your own. Copyright Manage Train Learn 2020 onwards. Attribution: All images are from sources which do not require attribution and may be used for commercial uses. Sources include pixabay, unsplash, and freepik. These images may also be those which are in the public domain, out of copyright, for fair use, or allowed under a Creative Commons license.
3 | Time and Others Time Management MTL Course Topics ARE YOU READY? OK, LET’S START!
4 | Time and Others Time Management MTL Course Topics INTRODUCTION Working with others is symbolised by the metaphor of water. Like water, time with others is a connecting process, in which we engage not just our rational brains, but our feelings as well. But time with others, while essential for getting things done, can also be one of the biggest time robbers. We can achieve nothing without others; but if we are not careful, we can achieve nothing because of others. As one of the four time zones, we should aim to spend up to a quarter of our time working with others.
5 | Time and Others Time Management MTL Course Topics THE ELEMENT OF WATER Water plays a very important part in our lives. It accounts for two-thirds of the globe and 90% of our bodies. Water flows and connects and joins. The qualities of Water: fluid; moving; soft; interacting; communicating; joining; feeling; sensual; responding; connecting; expressive; subjective; refreshing. Water may be still or turbulent; trickling or rushing; bubbly or calm; shallow or deep; active or passive; sedate or playful. Water tasks: Water tasks are those tasks that bring us together with other people. How we connect with Water: Water is associated with human feelings and comes from low down in the bowels or gut.
6 | Time and Others Time Management MTL Course Topics TIME AND OTHERS There are two opposing impulses in the way we spend our time with others at work: the impulse to keep in touch and the impulse to distance ourselves. The two impulses are reconciled by managing our relationships. The impulse to keep in touch is typified by: • an open door policy • management by walking about • keeping an ear to the ground and gathering information • forming liaisons, networking and oiling the rolodex. The impulse to distance ourselves is typified by: • minimising interruptions • avoiding time-wasters • not doing others' work for them • avoiding the need to be nice to others • learning to say "No" • being brisk and business-like.
7 | Time and Others Time Management MTL Course Topics KEEPING IN TOUCH In research by Henry Mintzberg, professor of management at McGill University, Montreal, top managers were found to spend the vast majority of their time in contact with others. Contrary to the image of the reflective planner, the typical manager... 1. works relentlessly from the moment he or she arrives at work to when they go home 2. hops from activity to activity in a disjointed fashion 3. is continually responding to information coming in and sending information out 4. feels the need to be interrupted by others in case he or she misses some vital piece of news 5. deliberately seeks others out through an open door policy, management by wandering about and wanting to be kept up-to-date.
8 | Time and Others Time Management MTL Course Topics A MANAGER'S TIME The popular image of the successful manager is a well- organised time manager who plans each day, knows what they are doing at any moment and operates smoothly as people come and go around them with consummate ease. The truth may be somewhat different. According to research, the typical manager... 1. stays on one activity for no more than 9 minutes before moving on to the next 2. is interrupted as much as once every 8 minutes 3. rarely works for 30 minutes or more without interruption 4. is in verbal contact for up to 78% of the time 5. spends 93% of verbal contact in unplanned and reactive exchanges 6. cherishes gossip, speculation and hearsay.
9 | Time and Others Time Management MTL Course Topics AN EAR TO THE GROUND There is quite simply one explanation that answers the question why managers constantly seek, encourage and welcome interruptions from others: the overriding need to know what's going on. Managers, for their own survival, if not that of the organisation, need to keep their ear to the ground. They need a constant supply of information and news, which they need to check out and test. This allows them to feel that they are on top of events and have a grasp and overview of anything that may affect their business. This often results in: 1. excessive time spent on trivia and gossip 2. a reluctance to spend too long on one activity 3. a readiness to be interrupted in person or by phone and to interrupt others likewise.
10 | Time and Others Time Management MTL Course Topics PEOPLE TO AVOID While effective time managers know who it is important for them to keep in touch with, there are also some types of people who are best avoided. These are people who will waste your time. There are 3 distinct groups: 1. Moaners, whingers and complainers. This group can suck you in with their negativity. Avoid them. 2. The coffee-set. This group start the day gossiping around the coffee machine (or other suitable non-work location) and never move far from it for much of the day. Avoid them. 3. The watering-hole set. This group meet at the end of the day in the bar (or any other suitable relaxing place). Their excessive socialising can compromise working relationships. Avoid them.
11 | Time and Others Time Management MTL Course Topics CARE OF OUR TIME In 1650, Jeremy Taylor, chaplain to Charles I, wrote a book called "Holy Living". The first chapter was called "Care of our Time" and includes the following advice: 1. "Avoid the company of drunkards and busybodies and all such as are apt to talk much to little purpose: for no man can be provident of his time that is not prudent in the choice of his company. And if one of the speakers be vain, tedious and trifling, he that hears and he that answers in the discourse are equal losers of their time." 2. "Never talk with anyone or undertake any trifling employment, merely to pass the time away. For every day well spent may become a day of salvation." 3. "Let every one of every condition avoid curiosity and all inquiry into things that concern them not. For all business in things that concern them not is an employing of our time to no good of ours."
12 | Time and Others Time Management MTL Course Topics LEARN TO SAY NO We often take on jobs that are not ours and don't really have the time to do because we believe we should, we believe it will make others grateful and because we believe we are helping. In fact, the real reason may be none of these. We may just be unable to say "No". In his book "The Seven Habits of Highly Effective People", Stephen Covey relates a meeting with a colleague on whom he wanted to offload some urgent work he didn't want to do. The colleague gently took Stephen to a wall chart on which were listed his current projects. "Stephen, I'll do whatever you want me to do, but tell me. Which of these projects would you like me to delay or cancel?" Stephen smiled. He decided he didn't want the responsibility of delaying his colleague's work and went off to find a less accomplished manager to do his work.
13 | Time and Others Time Management MTL Course Topics NO THANKS! Saying "No" to others is an assertive technique that comes from valuing your work as much as you value others. If you do work that is important to others, stopping it to do something for someone else is letting your original clients down. 1. Get the right attitude. Saying "No" pleasantly is not likely to end a friendship. If anything, it will increase the respect others have for you and you have for yourself. 2. Make sure you're not contractually obliged to do the job, nor that there isn't some advantage in it for you 3. Say "no" clearly, unambiguously and firmly. Use self- talk that says: "I have no reason to feel bad about this". Don't feel obliged to make excuses for saying "No". Don't feel you have to help the person find someone else. And then forget it. It's not your problem.
14 | Time and Others Time Management MTL Course Topics THE MAGIC OF "HOWEVER..." The Assertive Sequence is a 4-part structure that helps you learn how to say "No" and it all hinges on the use of the word, “However...". The 4 parts are: 1. Acknowledge the other person's request whether you think it's fair or not. 2. Change direction with a "However..." statement, assertively expressed. 3. Say clearly what you feel. 4. State the reality of the person's situation as you see it. Here is an example of the sequence in response to a request for a report. "I appreciate you need this report done now, Jim. However, with my workload, the earliest I could do it is next week. If you can live with that, I'm happy to do it. Otherwise, it will need to be allocated to someone else who can meet your tight deadline."
15 | Time and Others Time Management MTL Course Topics BE BRISK WITH OTHERS Meetings, phone calls and interviews with others are often cited as amongst the great time wasters. But they needn't be. Clement Attlee, Prime Minister of post-war Britain, was known for his briskness at Cabinet meetings. His knack was to stifle talk for the sake of talk. One of Attlee's exchanges ran as follows: "A good paper, minister. Do you need to add anything?" (implying that, since the paper was so good, nothing could have been left out). "Has anyone any objection? (which stifles unnecessary discussion). "Are you objecting? (thus stopping anything other than an objection). "Right. Next item."
16 | Time and Others Time Management MTL Course Topics BEING BRIEF It is a modern convention to be short in communication, whether spoken, written or read. This satisfies the desire of people not to waste time giving and receiving unnecessary information. Some of the enemies of brevity in communication are: 1. fuzzy thinking, or "beating around the bush", in which two words are used where one would do 2. bureaucratic thinking, where correct procedure is emphasised at the expense of clarity 3. verbiage, in which turn of phrase and expression are valued more than message 4. deviation or wandering from the point 5. fillers, such as words like "basically" and "really" and unnecessary phrases such as "at the end of the day" and "in the fullness of time".
17 | Time and Others Time Management MTL Course Topics DON'T TALK BACK You can be polite, gracious, and business-like with others without having to spend excessive amounts of time on chit- chat, discussion and argument. Channing H. Cox once visited Washington to call on President Calvin Coolidge whom he had succeeded as Governor of Massachusetts. Cox, who was often detained at his desk until well after 9.00pm, was astonished to learn that Coolidge was able to see so many people and still leave the office at 5.00pm. "What's the difference between you and me?" he asked. Coolidge replied, "You talk back."
18 | Time and Others Time Management MTL Course Topics KEEP THE BALL IN THEIR COURT We often decide to take on tasks for others in the mistaken belief that this is good teamwork or simply good friendship. Unfortunately, doing someone else's work for them nearly always means allowing ourselves to be interrupted from our own work and letting our own clients down. One of the techniques to avoid taking on jobs that are not yours is to metaphorically play a game of tennis with those who want you to disrupt you. You simply keep the ball in their court. When there is a risk of the ball staying on your side of the net, hit it back, ideally with a passing shot. Caller: "Could you pass a message on to Alan for me or let him know I called?" You: "I'm not sure I'll be in all afternoon. Can I suggest you call back around 3?" Caller: "Right, I'll try that."
19 | Time and Others Time Management MTL Course Topics UNWANTED CALLERS In order to stay in control of your time management plans, you need to handle unwanted callers politely but assertively. 1. ask directly what they want and how long they might be 2. suggest a time when you know you'll be free 3. have a regular "green period" slot when you are free each day to see people 4. don't succumb to the temptation of a break from what you're doing 5. agree to meet them at their workplace 6. point out that what you are doing is important and ask if their interruption is more important 7. use appropriate body language to indicate they are not invited to stay, for example, stand up, perch on the edge of the desk, move towards the door, avoid eye contact. Be gracious with people and ruthless with time.
20 | Time and Others Time Management MTL Course Topics BREAKING AWAY One of the most powerful ways to build rapport with others is to match their movements, moods and thought processes. When we want to break contact and bring an exchange to a close, we can adopt the opposite technique of mismatching movements, moods and thought processes. 1. if someone has come into your work area and sat down, they will feel settled while you are both seated. When you stand up, they receive the message that the exchange is over. 2. if the mood has been relaxed, you can break away by changing your mood to a more business-like one, for example by putting on your glasses or taking out a work file 3. if you have been sharing similar views, you can break off by taking a different view: "Oh, well, whatever we think, I'm sure others will have their own view."
21 | Time and Others Time Management MTL Course Topics TELEPHONE TECHNIQUES The telephone can easily become the number one time robber in our lives. Even when a call is not for us, there is something invasive about a ringing phone that compels us to pick it up. To make sure your phone is at your command and not you at its, follow these guidelines: 1. master the techniques of the phone that can save you time, including call diverting and answer phones 2. if you can't get through to others, decide whether it is better to hang on or get them to call you back 3. plan your calls and what you want to say 4. use an egg-timer or stopwatch to time your calls 5. don't offer people an open-ended invitation to call you back; state a time when you won't mind interruptions 6. employ someone to take your calls when you are busy and train them to deal with all but the few things you need to deal with yourself.
22 | Time and Others Time Management MTL Course Topics TIME AND THE TEAM The paradox of, on the one hand, needing to get close to the team, and, on the other, maintaining some distance from them, can only be resolved by working as an individual in the team. In teams with a good understanding of each other, there is an agreed allocating, delegating and sharing of tasks to ensure good time management. 1. Allocating: portioning out jobs with no other purpose than to get the job done. 2. Delegating: giving jobs to those best suited to do them, or who want to do them or who can benefit from doing them. 3. Sharing: working together on jobs; complementing each other's good points; taking your turn "on the watch"; saving time by working as a team; doing things synergistically.
23 | Time and Others Time Management MTL Course Topics BARN RAISING A great time-saving technique that makes use of the team is to get everyone to help you with a big job. It's based on the idea that "many hands make light work". Examples could be an office clear-out, a marketing event, a training conference, a visit of dignitaries, or a health and safety inspection. In North America, this is sometimes known as "barn-raising" after the 18th and 19th century tradition of helping new settlers in the West to build a new barn when they arrive in a new settlement. On their own the newcomers would struggle to put up such a big structure and, being new, would have few funds to pay someone else. The tradition is still practised today in closed communities, such as the Amish and Mennonites, when the job of helping newcomers build their barns is completed in a fraction of the time because everyone helps.
24 | Time and Others Time Management MTL Course Topics A POLICY ON TIME A company-wide approach to time management can yield benefits for everyone in the team: 1. it can raise awareness of how time is being used 2. it can pool ideas on how to save time 3. it can balance out workloads 4. it can encourage the team to help each others' time problems 5. it can lead to a greater respect for other people's time. A widely reported programme into group time management at the Arizona state office of Agriculture resulted in many shared recommendations being implemented in a daily quiet period.
25 | Time and Others Time Management MTL Course Topics TEAM TO-DO LISTS Writing to-do lists is acknowledged as an effective way of identifying current tasks and priorities. It is, however, a task that often gets relegated because of the time it takes to do and because it is hard to do it alone. A more effective way to compile to-do lists is to do them in teams. The team meets at set intervals and each person shares their current to-do list with the rest of the team. This has a number of advantages: 1. similar jobs can be pooled and given to the most qualified member of the team 2. overloads and underloads can be evened out 3. the team can put their collective thinking caps on to find the best way to manage the team's time. Managing team to-do lists is also a useful way of handling new tasks and incoming tasks.
26 | Time and Others Time Management MTL Course Topics DON'T BE LATE Alec McKenzie, the time management guru, offers this simple but powerful tip to anyone who wants to improve their time management: don't be late. Nowhere is the maxim "Time is Money" better illustrated than in tardiness. Imagine the cost of keeping a board of directors waiting for even 10 minutes because you are late, to say nothing of what signals it sends about your efficiency and self-management ability. Arriving on time means you respect others and their time and is one of the most powerful culture signals of how an organisation manages its time.
27 | Time and Others Time Management MTL Course Topics THAT’S IT! WELL DONE!
28 | Time and Others Time Management MTL Course Topics THANK YOU This has been a Slide Topic from Manage Train Learn

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Time and Others

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    1 | Time and Others TimeManagement MTL Course Topics Time and Others TIME MANAGEMENT
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    2 | Time and Others TimeManagement MTL Course Topics The Course Topics series from Manage Train Learn is a large collection of topics that will help you as a learner to quickly and easily master a range of skills in your everyday working life and life outside work. If you are a trainer, they are perfect for adding to your classroom courses and online learning plans. COURSE TOPICS FROM MTL The written content in this Slide Topic belongs exclusively to Manage Train Learn and may only be reprinted either by attribution to Manage Train Learn or with the express written permission of Manage Train Learn. They are designed as a series of numbered slides. As with all programmes on Slide Topics, these slides are fully editable and can be used in your own programmes, royalty-free. Your only limitation is that you may not re-publish or sell these slides as your own. Copyright Manage Train Learn 2020 onwards. Attribution: All images are from sources which do not require attribution and may be used for commercial uses. Sources include pixabay, unsplash, and freepik. These images may also be those which are in the public domain, out of copyright, for fair use, or allowed under a Creative Commons license.
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    3 | Time and Others TimeManagement MTL Course Topics ARE YOU READY? OK, LET’S START!
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    4 | Time and Others TimeManagement MTL Course Topics INTRODUCTION Working with others is symbolised by the metaphor of water. Like water, time with others is a connecting process, in which we engage not just our rational brains, but our feelings as well. But time with others, while essential for getting things done, can also be one of the biggest time robbers. We can achieve nothing without others; but if we are not careful, we can achieve nothing because of others. As one of the four time zones, we should aim to spend up to a quarter of our time working with others.
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    5 | Time and Others TimeManagement MTL Course Topics THE ELEMENT OF WATER Water plays a very important part in our lives. It accounts for two-thirds of the globe and 90% of our bodies. Water flows and connects and joins. The qualities of Water: fluid; moving; soft; interacting; communicating; joining; feeling; sensual; responding; connecting; expressive; subjective; refreshing. Water may be still or turbulent; trickling or rushing; bubbly or calm; shallow or deep; active or passive; sedate or playful. Water tasks: Water tasks are those tasks that bring us together with other people. How we connect with Water: Water is associated with human feelings and comes from low down in the bowels or gut.
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    6 | Time and Others TimeManagement MTL Course Topics TIME AND OTHERS There are two opposing impulses in the way we spend our time with others at work: the impulse to keep in touch and the impulse to distance ourselves. The two impulses are reconciled by managing our relationships. The impulse to keep in touch is typified by: • an open door policy • management by walking about • keeping an ear to the ground and gathering information • forming liaisons, networking and oiling the rolodex. The impulse to distance ourselves is typified by: • minimising interruptions • avoiding time-wasters • not doing others' work for them • avoiding the need to be nice to others • learning to say "No" • being brisk and business-like.
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    7 | Time and Others TimeManagement MTL Course Topics KEEPING IN TOUCH In research by Henry Mintzberg, professor of management at McGill University, Montreal, top managers were found to spend the vast majority of their time in contact with others. Contrary to the image of the reflective planner, the typical manager... 1. works relentlessly from the moment he or she arrives at work to when they go home 2. hops from activity to activity in a disjointed fashion 3. is continually responding to information coming in and sending information out 4. feels the need to be interrupted by others in case he or she misses some vital piece of news 5. deliberately seeks others out through an open door policy, management by wandering about and wanting to be kept up-to-date.
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    8 | Time and Others TimeManagement MTL Course Topics A MANAGER'S TIME The popular image of the successful manager is a well- organised time manager who plans each day, knows what they are doing at any moment and operates smoothly as people come and go around them with consummate ease. The truth may be somewhat different. According to research, the typical manager... 1. stays on one activity for no more than 9 minutes before moving on to the next 2. is interrupted as much as once every 8 minutes 3. rarely works for 30 minutes or more without interruption 4. is in verbal contact for up to 78% of the time 5. spends 93% of verbal contact in unplanned and reactive exchanges 6. cherishes gossip, speculation and hearsay.
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    9 | Time and Others TimeManagement MTL Course Topics AN EAR TO THE GROUND There is quite simply one explanation that answers the question why managers constantly seek, encourage and welcome interruptions from others: the overriding need to know what's going on. Managers, for their own survival, if not that of the organisation, need to keep their ear to the ground. They need a constant supply of information and news, which they need to check out and test. This allows them to feel that they are on top of events and have a grasp and overview of anything that may affect their business. This often results in: 1. excessive time spent on trivia and gossip 2. a reluctance to spend too long on one activity 3. a readiness to be interrupted in person or by phone and to interrupt others likewise.
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    10 | Time and Others TimeManagement MTL Course Topics PEOPLE TO AVOID While effective time managers know who it is important for them to keep in touch with, there are also some types of people who are best avoided. These are people who will waste your time. There are 3 distinct groups: 1. Moaners, whingers and complainers. This group can suck you in with their negativity. Avoid them. 2. The coffee-set. This group start the day gossiping around the coffee machine (or other suitable non-work location) and never move far from it for much of the day. Avoid them. 3. The watering-hole set. This group meet at the end of the day in the bar (or any other suitable relaxing place). Their excessive socialising can compromise working relationships. Avoid them.
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    11 | Time and Others TimeManagement MTL Course Topics CARE OF OUR TIME In 1650, Jeremy Taylor, chaplain to Charles I, wrote a book called "Holy Living". The first chapter was called "Care of our Time" and includes the following advice: 1. "Avoid the company of drunkards and busybodies and all such as are apt to talk much to little purpose: for no man can be provident of his time that is not prudent in the choice of his company. And if one of the speakers be vain, tedious and trifling, he that hears and he that answers in the discourse are equal losers of their time." 2. "Never talk with anyone or undertake any trifling employment, merely to pass the time away. For every day well spent may become a day of salvation." 3. "Let every one of every condition avoid curiosity and all inquiry into things that concern them not. For all business in things that concern them not is an employing of our time to no good of ours."
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    12 | Time and Others TimeManagement MTL Course Topics LEARN TO SAY NO We often take on jobs that are not ours and don't really have the time to do because we believe we should, we believe it will make others grateful and because we believe we are helping. In fact, the real reason may be none of these. We may just be unable to say "No". In his book "The Seven Habits of Highly Effective People", Stephen Covey relates a meeting with a colleague on whom he wanted to offload some urgent work he didn't want to do. The colleague gently took Stephen to a wall chart on which were listed his current projects. "Stephen, I'll do whatever you want me to do, but tell me. Which of these projects would you like me to delay or cancel?" Stephen smiled. He decided he didn't want the responsibility of delaying his colleague's work and went off to find a less accomplished manager to do his work.
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    13 | Time and Others TimeManagement MTL Course Topics NO THANKS! Saying "No" to others is an assertive technique that comes from valuing your work as much as you value others. If you do work that is important to others, stopping it to do something for someone else is letting your original clients down. 1. Get the right attitude. Saying "No" pleasantly is not likely to end a friendship. If anything, it will increase the respect others have for you and you have for yourself. 2. Make sure you're not contractually obliged to do the job, nor that there isn't some advantage in it for you 3. Say "no" clearly, unambiguously and firmly. Use self- talk that says: "I have no reason to feel bad about this". Don't feel obliged to make excuses for saying "No". Don't feel you have to help the person find someone else. And then forget it. It's not your problem.
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    14 | Time and Others TimeManagement MTL Course Topics THE MAGIC OF "HOWEVER..." The Assertive Sequence is a 4-part structure that helps you learn how to say "No" and it all hinges on the use of the word, “However...". The 4 parts are: 1. Acknowledge the other person's request whether you think it's fair or not. 2. Change direction with a "However..." statement, assertively expressed. 3. Say clearly what you feel. 4. State the reality of the person's situation as you see it. Here is an example of the sequence in response to a request for a report. "I appreciate you need this report done now, Jim. However, with my workload, the earliest I could do it is next week. If you can live with that, I'm happy to do it. Otherwise, it will need to be allocated to someone else who can meet your tight deadline."
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    15 | Time and Others TimeManagement MTL Course Topics BE BRISK WITH OTHERS Meetings, phone calls and interviews with others are often cited as amongst the great time wasters. But they needn't be. Clement Attlee, Prime Minister of post-war Britain, was known for his briskness at Cabinet meetings. His knack was to stifle talk for the sake of talk. One of Attlee's exchanges ran as follows: "A good paper, minister. Do you need to add anything?" (implying that, since the paper was so good, nothing could have been left out). "Has anyone any objection? (which stifles unnecessary discussion). "Are you objecting? (thus stopping anything other than an objection). "Right. Next item."
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    16 | Time and Others TimeManagement MTL Course Topics BEING BRIEF It is a modern convention to be short in communication, whether spoken, written or read. This satisfies the desire of people not to waste time giving and receiving unnecessary information. Some of the enemies of brevity in communication are: 1. fuzzy thinking, or "beating around the bush", in which two words are used where one would do 2. bureaucratic thinking, where correct procedure is emphasised at the expense of clarity 3. verbiage, in which turn of phrase and expression are valued more than message 4. deviation or wandering from the point 5. fillers, such as words like "basically" and "really" and unnecessary phrases such as "at the end of the day" and "in the fullness of time".
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    17 | Time and Others TimeManagement MTL Course Topics DON'T TALK BACK You can be polite, gracious, and business-like with others without having to spend excessive amounts of time on chit- chat, discussion and argument. Channing H. Cox once visited Washington to call on President Calvin Coolidge whom he had succeeded as Governor of Massachusetts. Cox, who was often detained at his desk until well after 9.00pm, was astonished to learn that Coolidge was able to see so many people and still leave the office at 5.00pm. "What's the difference between you and me?" he asked. Coolidge replied, "You talk back."
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    18 | Time and Others TimeManagement MTL Course Topics KEEP THE BALL IN THEIR COURT We often decide to take on tasks for others in the mistaken belief that this is good teamwork or simply good friendship. Unfortunately, doing someone else's work for them nearly always means allowing ourselves to be interrupted from our own work and letting our own clients down. One of the techniques to avoid taking on jobs that are not yours is to metaphorically play a game of tennis with those who want you to disrupt you. You simply keep the ball in their court. When there is a risk of the ball staying on your side of the net, hit it back, ideally with a passing shot. Caller: "Could you pass a message on to Alan for me or let him know I called?" You: "I'm not sure I'll be in all afternoon. Can I suggest you call back around 3?" Caller: "Right, I'll try that."
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    19 | Time and Others TimeManagement MTL Course Topics UNWANTED CALLERS In order to stay in control of your time management plans, you need to handle unwanted callers politely but assertively. 1. ask directly what they want and how long they might be 2. suggest a time when you know you'll be free 3. have a regular "green period" slot when you are free each day to see people 4. don't succumb to the temptation of a break from what you're doing 5. agree to meet them at their workplace 6. point out that what you are doing is important and ask if their interruption is more important 7. use appropriate body language to indicate they are not invited to stay, for example, stand up, perch on the edge of the desk, move towards the door, avoid eye contact. Be gracious with people and ruthless with time.
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    20 | Time and Others TimeManagement MTL Course Topics BREAKING AWAY One of the most powerful ways to build rapport with others is to match their movements, moods and thought processes. When we want to break contact and bring an exchange to a close, we can adopt the opposite technique of mismatching movements, moods and thought processes. 1. if someone has come into your work area and sat down, they will feel settled while you are both seated. When you stand up, they receive the message that the exchange is over. 2. if the mood has been relaxed, you can break away by changing your mood to a more business-like one, for example by putting on your glasses or taking out a work file 3. if you have been sharing similar views, you can break off by taking a different view: "Oh, well, whatever we think, I'm sure others will have their own view."
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    21 | Time and Others TimeManagement MTL Course Topics TELEPHONE TECHNIQUES The telephone can easily become the number one time robber in our lives. Even when a call is not for us, there is something invasive about a ringing phone that compels us to pick it up. To make sure your phone is at your command and not you at its, follow these guidelines: 1. master the techniques of the phone that can save you time, including call diverting and answer phones 2. if you can't get through to others, decide whether it is better to hang on or get them to call you back 3. plan your calls and what you want to say 4. use an egg-timer or stopwatch to time your calls 5. don't offer people an open-ended invitation to call you back; state a time when you won't mind interruptions 6. employ someone to take your calls when you are busy and train them to deal with all but the few things you need to deal with yourself.
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    22 | Time and Others TimeManagement MTL Course Topics TIME AND THE TEAM The paradox of, on the one hand, needing to get close to the team, and, on the other, maintaining some distance from them, can only be resolved by working as an individual in the team. In teams with a good understanding of each other, there is an agreed allocating, delegating and sharing of tasks to ensure good time management. 1. Allocating: portioning out jobs with no other purpose than to get the job done. 2. Delegating: giving jobs to those best suited to do them, or who want to do them or who can benefit from doing them. 3. Sharing: working together on jobs; complementing each other's good points; taking your turn "on the watch"; saving time by working as a team; doing things synergistically.
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    23 | Time and Others TimeManagement MTL Course Topics BARN RAISING A great time-saving technique that makes use of the team is to get everyone to help you with a big job. It's based on the idea that "many hands make light work". Examples could be an office clear-out, a marketing event, a training conference, a visit of dignitaries, or a health and safety inspection. In North America, this is sometimes known as "barn-raising" after the 18th and 19th century tradition of helping new settlers in the West to build a new barn when they arrive in a new settlement. On their own the newcomers would struggle to put up such a big structure and, being new, would have few funds to pay someone else. The tradition is still practised today in closed communities, such as the Amish and Mennonites, when the job of helping newcomers build their barns is completed in a fraction of the time because everyone helps.
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    24 | Time and Others TimeManagement MTL Course Topics A POLICY ON TIME A company-wide approach to time management can yield benefits for everyone in the team: 1. it can raise awareness of how time is being used 2. it can pool ideas on how to save time 3. it can balance out workloads 4. it can encourage the team to help each others' time problems 5. it can lead to a greater respect for other people's time. A widely reported programme into group time management at the Arizona state office of Agriculture resulted in many shared recommendations being implemented in a daily quiet period.
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    25 | Time and Others TimeManagement MTL Course Topics TEAM TO-DO LISTS Writing to-do lists is acknowledged as an effective way of identifying current tasks and priorities. It is, however, a task that often gets relegated because of the time it takes to do and because it is hard to do it alone. A more effective way to compile to-do lists is to do them in teams. The team meets at set intervals and each person shares their current to-do list with the rest of the team. This has a number of advantages: 1. similar jobs can be pooled and given to the most qualified member of the team 2. overloads and underloads can be evened out 3. the team can put their collective thinking caps on to find the best way to manage the team's time. Managing team to-do lists is also a useful way of handling new tasks and incoming tasks.
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    26 | Time and Others TimeManagement MTL Course Topics DON'T BE LATE Alec McKenzie, the time management guru, offers this simple but powerful tip to anyone who wants to improve their time management: don't be late. Nowhere is the maxim "Time is Money" better illustrated than in tardiness. Imagine the cost of keeping a board of directors waiting for even 10 minutes because you are late, to say nothing of what signals it sends about your efficiency and self-management ability. Arriving on time means you respect others and their time and is one of the most powerful culture signals of how an organisation manages its time.
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    27 | Time and Others TimeManagement MTL Course Topics THAT’S IT! WELL DONE!
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    28 | Time and Others TimeManagement MTL Course Topics THANK YOU This has been a Slide Topic from Manage Train Learn