This document provides information on effective time management. It discusses how people waste time and gives statistics on common time-wasting activities. It then discusses what time management is and gives strategies for improving time management, including determining values and goals, prioritizing tasks, planning work, avoiding distractions, and overcoming procrastination. The document emphasizes setting clear priorities, delegating tasks, focusing on the most important tasks, avoiding multitasking, and creating blocks of uninterrupted time to maximize productivity.

1. TIME MANAGEMENT
IT IS YOUR LIFE MANAGEMENT

2. SOME FACTS ABOUT TIME WASTING
[Source: click here]
• The average company spends 16 days per year searching for paper documents.
• The average person spends 35 minutes commuting each day.
• Senior managers spend at least 23 hours in meetings every week.
• The average person gets 1 interruption every 8 minutes.
• Over 40% of employees spend at least 25% of their week on data entry.
• Every hour of TV watching cuts 22 minutes off your lifespan.
• Many more…

3. WHAT IS TIME MANAGEMENT?

4. PRELUDE
• The degree to which you feel in control of your time and your life is a major determinant
of your level of inner peace, harmony, and mental well-being.
• A feeling of being “out of control” of your time is the major source of stress, anxiety, and
depression.
• The better you can organize and control the critical events of your life,
• The better you will feel, moment to moment,
• The more energy you will have,
• The better you will sleep, and
• The more you will get done.

5. THE PSYCHOLOGY OF TIME MANAGEMENT
People Who Manage Their Time Well
Feel Positive, Confident, and In Charge of Their Lives.

6. THE LAW OF CONTROL
This law says that you feel good
about yourself to the degree to which
you feel you are in control of your
own life.
Internal locus vs. External locus
MAKE A DECISION
It’s Simple. Use the four Ds:
Desire, Decisiveness, Determination,
and Discipline.
(explained in subsequent slide)
VISUALIZE YOURSELF AS
YOU WANT TO BE
Create a picture of yourself as calm,
confident, highly efficient, more
relaxed, and able to complete large
amounts of work in a short period of
time.

7. THE FOUR D’S OF EFFECTIVENESS
• DESIRE - You must have an intense, burning desire to get your time
under control and to achieve maximum effectiveness.
• DECISIVENESS - You must make a clear decision that you are going
to practice good time management techniques until they become a
habit.
• DETERMINATION - You must be willing to persist in the face of all
temptations to the contrary until you have become an effective time
manager.
• DISCIPLINE - Effective discipline is the willingness to force yourself
to pay the price, and to do what you know you should do, when you
should do it, whether you feel like it or not. This is critical for
success.

8. HOW TO MANAGE YOUR TIME WELL?
A POWERFUL LESSON ON TIME MANAGEMENT >>

9. DETERMINE YOUR VALUES
Feel motivated and determined to get control of your time.
Analyze yourself, to gain better insight into the person you really are inside.

10. “I AM …”
If a stranger were to ask you, “who are
you, really?”
What would be your answer?
Select three to five words to complete
the sentence, “I am …”
“LIFE IS …”
Your response here may seem simple, but
it speaks to your entire philosophy of
life.
Positive, healthy, happy people see life
as a wonderful experience, full of ups
and downs, but certainly a great
adventure overall.
“MY BIGGEST GOAL IN
LIFE IS …”
If you could wave a magic wand and
accomplish a single big goal in life, what
one goal, either short or long term,
would have the greatest positive impact
on your life?
HOW TO DESIGN YOUR LIFE
(PROCESS FOR ACHIEVING GOALS)
CLICK HERE >>>

11. THINK ABOUT YOUR VISION AND MISSION
THINKING, FAST AND SLOW

12. THINK BEFORE ACTING
Before you step on the accelerator of
your own life, you must develop absolute
clarity about what you are really trying
to accomplish.
Engage in Self-Analysis and Introspection
KEEP THE END IN MIND
“As you scramble up the ladder of
success, be sure that it is leaning against
the right building.”
EXAMINE YOUR
METHODOLOGY & SEEK A
BETTER WAY
When you are clear about what you are
trying to do, you must then ask,
“How am I trying to do it?”
“How is it going?”
“Could there be a better way?”

13. MISSION OR VISION?
PUSH THE RIGHT BUTTON >>
MISSION MANGAL >>
THE STORY OF POKHRAN >>

14. PROJECT FORWARD, LOOK BACKWARD
True Greatness only emerges with Introspection, Retrospection, Solitude, and Contemplation.

15. LONG TIME PERSPECTIVE
Dr. Edward banfield of harvard university conducted more than fifty
years of research into the attitudes and behaviors of high-performing
people, both in america and worldwide. He identified one special
quality that seemed to separate the high performers from the low
performers. He called it “long time perspective.”
Banfield found that high performers took the time to think far into the
future, often ten and twenty years, and to develop absolute clarity
about where they wanted to be in their lives and work at that time.
They then come back to the present and make sure that everything
they are doing in the moment is consistent with where they want to be
in the future.
This is a powerful technique that you can use, too.

16. LONG-TIME PERSPECTIVE
Project forward one, two, or three years,
and imagine that your life situation is
ideal in every way.
Then, ask yourself if what you are doing
right now is consistent with the creation
of your ideal future?
MAKE BETTER DECISIONS
IN THE PRESENT
The rule is that long-term vision improves
short-term decision making.
You have heard the saying,
“if you don’t know where you’re going,
any road will get you there.”
MAKE WRITTEN PLANS
There is a rule that “every minute spent
in planning saves ten minutes in
execution.”
As Henry Ford said, “The biggest goal
can be achieved if you simply break it
down into enough small parts.”

17. PLANNING FOR GOAL ACHIEVEMENT
Once you have set a larger goal for yourself and your business, there
are four questions that you should ask:
1. What are the difficulties and obstacles that stand between you
and the achievement of your goal?
2. What additional knowledge, skills, or information are required to
achieve your goal or complete your project?
3. Who are the people, groups, or organizations whose help and
cooperation you need in order to achieve your goal?
4. Of all the people who can help you to achieve your goal, who is
the most important person of all?
“Remember that what gets measured gets done.”
A goal without a deadline is not really a goal. It is merely a discussion.

18. CHART YOUR PROJECTS
This is another example of slow thinking that can significantly increase
your effectiveness and your output, and your ultimate value to your
business.
• Start with the end in mind.
• Take the time to develop absolute clarity about what your goals
would look like if they were accomplished in an excellent fashion.
• Then, work back from the future to the present.
• Make a list of the logical steps, in order, that you need to take to
get from where you are to where you want to be.
A PERT chart enables you to see a variety of ways to achieve the task
with greater efficiency.

19. GENERAL MOTORS (FROM BANKRUPTCY TO BILLIONS IN PROFITS)
General Motors went from massive losses and bankruptcy in
2009 to a $4.9 billion profit in 2012. Dan Akerson, the
president of GM, said that the most important part of the
company’s turnaround was the setting of clear goals for each
key person and at each level of the organization. Before
taking the position, he found that goals throughout the
organization were vague, unclear, unenforced, and rarely
achieved. After establishing clear, specific goals, all
employees knew exactly what they had to do to keep their
job and to move ahead.
Remember, the most wonderful talent you have is your ability
to think, especially to think things through in advance. The
more time you take to think and plan, on paper, the better
results you will get, and the faster you will get those results.

20. CREATE YOUR DAILY TO-DO LIST
To serve as a blue-print for your day.

21. SLEEP BETTER
Twelve minutes spent in preparing a
daily list will give you a payback of 120
minutes, or two hours of increased
productivity, when you actually begin
work.
Create a list before you go to bed.
THE ABCDE METHOD
Items marked:
‘A’ – Serious and Important things to do.
‘B’ – Mild consequences for doing / not
doing the tasks.
‘C’ – They have no consequences either
positive / negative
TIME WASTAGE
SABOTAGES CAREERS
Robert Half International estimates that
as much as 50 percent of working time is
spent on C activities, things that make no
contribution at all to the business.

22. DELEGATE EVERYTHING
POSSIBLE
‘D’ – You can delegate to someone else.
The rule is that you should delegate
everything that you possibly can to other
people to free up more time for you to
engage in your A activities.
‘E’ – You should eliminate altogether.
PLAN YOUR WORK AND
WORK YOUR PLAN
Time Management Tools
• In Mobiles, Tablets, Wearables
• In Computers, Laptops
• ‘Hand-Written’ – most effective
THE NOT-TO-DO LIST
“Just say no!” Just say no to any activity
that does not represent the highest value
of your time.
“No” is the greatest time-saving word in
the world of time management. And
once you start using this word, it gets
easier and easier to say.

23. THE TO-DO LIST
[click here for more samples]
To-Do List
Referencer

24. SET CLEAR PRIORITIES
The ABCDE method is the most powerful priority setting methods.
Additional techniques that you can use to set priorities are …

25. THE PARETO PRINCIPLE
The 80/20 rule seems to apply to almost
all areas of human endeavor, especially
tasks and responsibilities.
That is, 20 percent of the work that you
do will account for 80 percent of the
value of all the work that you do.
PUT ON THE PRESSURE
Make up your daily list of activities and
then ask yourself “If I were called out of
the town for a month, starting tomorrow,
what activities on this list would I want to
complete before I left town?”
GET MORE IMPORTANT
THINGS DONE
Your effectiveness and efficiency is largely
a matter of choice.
With a sufficient incentive, and a decision
on your part, you would almost immediately
become one of the most valuable people in
your organization.

26. THE LAW OF THREE
Make a list of everything you do in the course of a month, it will
probably include twenty, thirty or even forty different tasks and
responsibilities.
If you review that list carefully, item by item, you will find that only 3
items on your entire list account for 90% of your value to business.
How to determine your Big Three?
1. If could only do one thing on this list, all day long, which one
activity would contribute the greatest value to my business?
2. If could only do two things on this list, all day long, which two
activities would contribute the greatest value to my business?
3. If could only do three things on this list, all day long, which three
activities would contribute the greatest value to my business?

27. STAY ON TRACK
What is the most valuable use of my time right now?
What is your most valuable financial asset? - “Your Earning Ability”

28. THE IMPORTANT VS. THE URGENT
Let’s watch a short video >>

29. DETERMINE YOUR KEY RESULT AREAS [KRA]
Defined as having three specific qualities

30. ABSOLUTELY YOU MUST
DO
Its is something that you absolutely,
positively must do to fulfil the
responsibilities and demands of your job.
YOU ARE 100%
RESPONSIBLE
It is something for which you are 100%
responsible. If you do not do it yourself,
there is no one else, who can or will do it
for you.
COMPLETELY UNDER YOUR
CONTROL
It is something completely under your
control. You do need the assistance or
participation of someone else in order to
complete this part of your work.

31. DELEGATE TO OTHERS
You always have a choice.
You can do it yourself, or you can have someone else do it.

32. DELEGATION IS LEARNABLE
[All business skills are learnable]
• Delegate everything you possibly can to
others who can do the tasks as well as or
better than you.
• Use the 70% Rule: “If someone else can do a
particular task 70% as well as you, this job is
a prime candidate for you to get off your
plate and to that person’s plate.
• High productivity requires that you always
think in terms of the latter approach: “who
else can do this job rather than me?”

33. CONCENTRATE SINGLE-MINDEDLY
One of the secrets to achieving high levels of productivity in your work.

34. PRACTICE
SINGLE-HANDLING
With single-handling, once you pick up a
task and begin on it, you discipline
yourself to bring it to completion before
you go on to the next task.
[Time and Motion Study – On
Productivity]
AVOID MULTI-TASKING
Multi-tasking is actually “task-shifting.”
If you stop doing one task to turn to
another task, you must shift all of your
attention and energy to the new task.
When you return to the first task, you
must bring yourself up to speed on the
old task before you get started again.
DECIDE TO CONCENTRATE
Avoid “attraction of distraction”
Do not respond to every mail, message,
phone, “leave things off!”
Close your door, turn-off all devices, put
everything aside.
Your productivity, performance, and output
will double and triple, almost overnight.

35. ANIL KUMBLE - CONCENTRATION & RESULTS

36. OVERCOME PROCRASTINATION
“Procrastination is the thief of time.”

37. ELEPHANTS AND CHAINS
A man was passing by an elephant enclosure in a zoo
when he noticed that the huge animals were being
restricted using only a small rope tied to their front leg.
There were no chains and no cages. Clearly, these
elephants could break out of these bonds without much
effort. The man was intrigued and asked the mahout about
it. The mahout smiled and said, ‘Right from the time when
the elephants are small, we use the same rope to tie them.
At that age, this rope is enough to hold them. As they
grow up, they are conditioned to believe they cannot break
away. They believe that the same rope can still restrain
them, so they never try to break free.’
This is a phenomenon called
‘belief perseverance / assumed constraint’.

38. MENTAL PROGRAMMING
Whenever you find yourself
procrastinating on an important task,
repeat to yourself, with energy and
enthusiasm,
“Do it now! Do it now! Do it now!”
COMPLETING LARGER
TASKS
Henry Ford once wrote “Any goal can be
achieved, if you break it down into
enough small parts.”
Write down every small part of the task
that you have to do, in sequence, from
first little job to the final job that
completes the task.
DEVELOP A SENSE OF
URGENCY
What employees can do to put
themselves on fast track:
1. The ability to set priorities.
2. The ability to start on the most
important job and get it done
quickly and well.

39. CREATE BLOCKS OF TIME
You need a minimum of sixty to ninety minutes to accomplish anything worthwhile.

40. HOW TO CREATE CHUNKS
OF TIME
• Work in the morning when you are
fresh and most alert.
• Use lunch time
In the uninterrupted time you will
accomplish as much as the average
person does in an office environment in
three hours.
DO NOT DISTURB
• Close your office door for certain
periods each day during which you
can work single-mindedly on your
biggest tasks.
• Putting on a switched-off head-
phone, will indicate to others that
you’re busy.
GAIN EXTRA HOURS
• Arrive at your office one hour before
everyone else.
• Work through the Lunch
• Stay one hour late, after everyone
else has gone home

41. CONTROL INTERRUPTIONS
• Work all the time you work
• Minimize Interruptions
• Stand up immediately
BATCH YOUR TASKS
• Use E-mail as a Servant
• They can wait
• Ex: 700 E-mail messages
MANAGE THE TELEPHONE
• Bunch your calls
• Be polite and professional
• Avoid telephone tag

42. CIRCADIAN RYTHM
On a work day after a day off, preferably, ask each employee to plot their day from waking up to going to sleep in
hourly blocks. Then in each of those blocks they will identify if they were naturally-
a. On fire
b. Vibrant
c. On cruise control
d. At 70%
e. Distracted
f. Slowing down
g. Tired
h. Hungry
Recognizing that each of has natural energy levels that fluctuate throughout the day allows us to make better decisions
about when to tackle the big important tasks, and when to do the more mundane work. If everyone posts their rhythm
charts on a wall, it can be eye-opening for coworkers and teammates to recognize optimal working times for their
colleagues.
Game

43. WHAT I DID YESTERDAY…
a. Bring everyone together and ask each of them to jot down 10 things they did at work yesterday.
b. Next, on a separate sheet of paper, ask them jot down the 5 topics that they expect to discuss at their next appraisal/performance
review.
c. Have them look at the two lists together and mark in some way on the first list all the things which have a direct link to the second list.
The funny thing about this is how quick we are to try to justify our actions. Many people may try to make indirect links to do just that.
The real ‘aha!’ moment comes with the recognition that we spend time on things which have little or no impact or effect on our performance.
If you take it one step further and have them plot that list of 10 things on a grid that stresses importance or urgency, it requires them to
sort out what’s truly relevant toward better managing their time.
This game clearly links performance with activity.
Game

44. TIME SQUARED
Over the course of this game, you will give the participants 3 pages printed with 24 squares that represent the 24 hours of
a day. (For those who are more specific, you may want to have a few sheets that further divide the hour square into four
quarters.)
a. Hand the first page to them immediately and ask them to fill the squares based on the time they spend on routine
activities of their regular day – things like sleeping (8 hours = 8 squares), bathing, eating, travel, TV time, etc.
b. Hand out the second page and ask them to fill the squares based on the time they spend on non-productive time at their
workplace – things like coffee-breaks, water cooler chats, personal telephone calls and emails, etc.
c. Late in the day, distribute the third page. Ask them to collate the data from first and second pages onto the third Page.
The empty squares represent their productive time.
Using the third page the participants can identify time wasters and time spent on routine activities and gives them options
of where to mine for extra time.
Game

45. CONDUCT EFFECTIVE MEETINGS

46. CALCULATE THE MEETING
COST
If you have 10 people in a room who
earn an average of $50 / hour, then it is
going to cost $500 out of the bank
account of the company for a one-hour
meeting.
PREPARE AN AGENDA
Prepare an agenda for every meeting.
Start and stop meeting on time.
Assume the late comer is not coming at
all and just begin the meeting.
Ensure ‘No Interruptions.’
ASK MORE QUESTIONS
Ask more questions and listen more
closely than you talk or contribute to the
agenda.
The best and most efficient meetings are
‘stand-up’ meetings for quick discussions.

48. ADDITIONAL TECHNIQUES

49. READ FASTER, REMEMBER
MORE
• Learn to speed read
• 500 – 1,000 words / minute
• Bunch your reading
• Put it aside to read it later
• Read Selectively
• Just say ‘No’
INVEST IN PERSONAL
DEVELOPMENT
“You have to learn more to earn more”
• Continuous and Never Ending
Improvement
• Attend Seminars Taught by Experts
ORGANIZE YOUR
WORKSPACE
• Being organized increases productivity.
• Psychologically, the sight of a cluttered
desk or office provides conscious
feedback that reinforces your
perception that you are disorganized.

50. “
”
CONCLUSION
THE FINAL POINT ABOUT TIME MANAGEMENT IS THE ‘CONCEPT OF BALANCE.’
The main purpose of learning and practicing time management skills is to enhance and
improve the overall quality of your life
1. Improved Inner Life 2. Improved Health 3. Improved Relationships