The document discusses time management and managing work priorities, providing tips for avoiding distractions, setting clear goals and priorities, focusing on important tasks over urgent ones, and developing effective planning habits. It emphasizes the importance of effective communication, delegation, and focusing on tasks that will provide the highest return on time invested. The document uses Gerald's workspace and calendar as examples of effective time management and planning techniques.

1. Time Management and
Managing Work Priorities
Gerald Pauschmann
Are you INTERESTED or COMMITTED

2. What do I know, but FAIL to do?
 Allowing distractions
 Email traffic
 Communication process, level of priority
 Ineffective communication / expectation
 Pick up the slack
 Fighting battles I know I cant win
 Setting timeline
 Delegation
 I am the go-to person
 Asking for help
 Easy stuff first
 Not utilising the tools available
 SWAT analysis
 Planning

3. Question?
What is it that you want to
KNOW about managing
yourself, your work, your
time or other people?
BTW – MT around 10.15, Lunch around 12.15, AT 2.30, Home approx 4pm

4. In your groups – define ‘Time
Management’
is the effectiveness of a
person in getting the
things done that need to
be done.
And can be best achieved when your biorhythms are balanced.

5. Is it really a ‘Time Management’
problem – what is the real issue
 Personalities
 Ownership
 Training / education
 Turnover
 Conflicting priorities
 Environment
 Staff resources / skills / knowledge / capacity
 Reliance on other branches
 Role clarity
 Lack of initiative / it is what it is
 Bandaid effect
 Perceived expectations
 Strategic leadership
 Desire / passion / motivation

6. Our ‘ACTION’ plan
 Meet, workshop, timeframe, engage, create diff teams, schedule 6mth
meet to see what worked
 Understand individual goals, regularly, what do contracts people want
 Open office is distracting, headphones on, move to a diff section, work
from home,
 Have a process to identify people who wont get in line.
 Create a ‘what’s acceptable’ rule
 Allowing skills to be gained – outcomes should be relevant
 Empowering staff, milestones, success
 Identify issues and work on solution, time, prioritising
 Open and honest conversations, no surprises, more realistic timelines,
delegation, issue of needing more resources
 Procedures, timeframes, trf knowledge, rotation of branches, toolbox
 Every branch exposed to knowledgebase
 People to redo their role clarity statement, review every 6 mth
 Time in motion audit. Doing a timelog

7. For me to be effective, I NEED
 Values upheld, to follow through
 Value our knowledge
 Communicate
 Have defined / realistic expectations
 Definitive guidelines around boundaries
 No blame game / admit fault
 Performance measures
 Process and reporting qualifiers
 Context around decisions
 Feedback
 Shared vision
 Support / physical, mental
 Commitment
 Recognition of ‘doors closed’
 Concise email comms
 Your own role in the process
 Set and meet timeframes
 Accountability, delegation, contingency
 ‘Time out’
 Recognition of job well done

8. Your planning psychology
 Start ------------------------ Finish
 Urgent Vs Important
 Organise 3 files
 Prioritise A-B-C-D-E-F
 How did you decide what was a priority
 What was your system
 How many times did you handle paper

9. Impact on the Brain, body and heart
 Depression
 Fatigue
 Illogical
thinking
 Aggressive behaviour
 Excitement
 Adrenalin rush
 Euphoria

10. Two extra hours
 Two hours a day x 5 days
 10 hours a week x 50 weeks
 500 hours a year which translates into
 Twelve 40hour weeks or
 3 extra months of productivity

11. The law of forced efficiency
Why do some people work
well under pressure

12. Practise creative procrastination
Deliberately decide the
projects you are going to put
off until a later date
80/20 rule

13. Think about future consequences
Keep asking yourself what are the
consequences of doing or not
doing this task

14. Four ideas for personal organisation
 Neatness is a key habit
 Stand back and evaluate yourself
 Desk, wallet, boot, closet, garage, bathroom
 Beingassertive by being flexible
 Rewarding your achievements

15. Return on time invested
If you have 10 things on your
list which 2 will be worth more
than all of the other 8 put
together?

16. The two questions I ask myself
1. ‘WHAT’ is to be done
2. Then the ‘WHEN’ and
‘HOW’ come later

17. “IF YOU DO NOT KNOW WHERE YOU ARE
GOING, YOU CAN TAKE ANY ROAD”

18. Practice the A B C D E method
A – Must do (Red)
 B – Should do (Blue)
 C – Nice to do (Black)
 D – Delegate
 E – Eliminate
 F – File

19. Priorities Vs Posteriorities
Priorities are – doing more of
sooner
Posteriorities – doing less of
later (if at all)

20. The law of excluded alternatives
Doing one thing means not
doing something else

21. 4 steps to high productivity
Set clear goals and objectives in
writing
Develop a detailed plan of works
Set clear priorities
Concentrate and focus

22. Habits
Get into the habit of task
completion

23. The law of reversibility
If you feel a particular way on
the inside…chances are you
will behave that way on the
outside

24. Important or Urgent
In-effective – I do
urgent things first
Effective – I do
Important things first

25. The two theories
 Distraction– concerned and worried
about the situation and consequences
 Self Focus – concerned with attention to
skill, eg anxiety about performing
correctly
Journal of experimental psychology

26. IT’S A FACT
Surprisingly, national
studies estimate that 10
to 15 percent of all
workers are chronically
UNDER PRESSURE on
any given day…
…it accounts for a minimum of 25
percent decrease in productivity.
BRW – Report on safety and hygiene – Oct 2003

27. You may fall into one of these four
categories
Are you a perfectionist
Are you a control freak
Are you a people pleaser
Do you feel incompetent

28. Keep Things In Perspective...
Ask yourself the following questions…
 Is this really a problem
 Has anybody else ever had this
problem
 Can I divide this problem into workable
pieces
 What are my priorities
 What’s the worst that can happen

29. Are you feeling a little more relaxed?

30. What’s Wrong with This Picture?
Attend learning Do the same Improve
program old thing performance
“One definition of insanity is to keep doing the same
thing and expect a different result.”

31. We Are In the Change Business
Practice new
Attend learning Improved
and more
program performance
effective behaviors
“A lesson has been ‘learned’ when and
only when it results in a change in behavior.”
- Center for Army Lessons Learned

32. Gerald’s workspace

33. Gerald’s creative planning session

34. Gerald’s calendar

35. Urgent and Important