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Time Mgmt.pptx
- 6. Drop Your disempowering beliefs Your ineffective strategies Your own bad habits DROP WHATEVER STOPS YOU FROM BEING EFFECTIVE “We can't solve problems by using the same kind of thinking we used when we created them.” - Albert Einstein
- 7. Objective & Agenda •Importance of Effective Communication •How to reduce the time delays & value lost due to miscommunication •Plan and Prioritize your each day •Proper scheduling of your day to day activities •Overcome Procrastination 8
- 8. What are your biggest time wasters? What are you currently doing to manage your time? What you could be doing better? If you came away from this workshop with only one thing,what would that be? 9
- 10. Activity :10 Minute Challenge Get as many points as possible All the best!
- 11. • Form a conga line and conga from one end of the room to another (5 points; bonus 10 points if anyone joins you) • Create something for the instructor to wear, such as a hat or tie (10 points; bonus 5 points if the instructor actually wears it) • Find out something unique about each person on the team (5 points) • Sing a song together (15 points) • Make a paper airplane and throw it from one end of the room to another (10 points) • Get everyone in the room to sign a single piece of paper (5 points) • Count the number of pets owned by your group (20 points) • Assign a nickname to each member of the team (5 points) • Create name cards for each team member (5 points; bonus 5 points if you use your team nicknames) • Make a tower out of the materials owned by your group (10 points) • Convince a member of another team to join you (20 points) • Name your team and come up with a slogan (5 points for the name, 5 points for the slogan) • Make a list of what your team wants out of the workshop (15 points)
- 13. The Glass Jar: Rocks, Pebbles, Sand, and Water 14 Pebbles Rocks Water Sand PLANNING WISELY Waste Activities Critical Activities Compulsion Activities Investment Activities
- 14. Prioritizing Your Time What is important is seldom urgent and What is urgent is seldom Important Dwight D. Eisenhower 15
- 15. Urgent Not Urgent Important I Crisis Pressing Problems Deadline – driven projects, meetings, preparations II Preparation Prevention Values Clarification Planning Relationship Building True Re-creation Empowerment III Interruptions, some phone calls Some mail, Some Reports Some Meetings Many Proximate, Pressing Matters Many Popular Activities IV Trivia, Busywork Junk Mail Some Phone Calls Time wasters “Escape” Activities Not Important Time Management Matrix
- 16. The UI Matrix Defer it Do it Dump it Delegate Urgent Important
- 17. © MetaMorf 18
- 18. Managing Distractions © MetaMorf 19 Internal External Phone Voice messages Text messages Mails Wandering mind Worry, anxiety People coming into your office The phones ringing Email alert notification popping up on a regular basis
- 19. Three Simple ways to manage distractions 20 Three steps Index Card Record them Break away sessions
- 21. Create the strongest tower, as tall as possible • Use any 15 cups from – 5 blue (20 points/cup) – 5 black (5 points/cup) – 5 green (8 points/cup) – 5 red (10 points/cup) Full of water Half full
- 22. 190 poi nts
- 23. 1.The cups represent time in life – everyone has got equal nr. of hours (like 15 cups) 2.The value of cups represents value of each hour/task that is undertaken. Not every task is equally important 3.Arranging the cups is prioritization -The right placement of cups basis stability and height 4.Stability should be given first preference, which means that high value tasks should be done at the first, so that one can remain at peace in completing the vital. 5.Lastly, the black cups have no importance in this activity. These are like some tasks which remain just to distract you towards the worthless
- 25. Ravi’s Story 26
- 26. How to choose to spend our time is not only Logical, it is also Emotional
- 27. Saying No … Without Offending I understand • Empathize with the problem and feelings of other person However, I feel • Express your point of view; remain calm, gentle and neutral Therefore, I suggest • To ensure there is a middle path, suggest a win-win solution yourself 1 2 3 28
- 28. Being Assertive •Be Honest •Clarify your reason •Give an alternative •Be empathetic •Yes to person,no to the task 29
- 29. Taking the HEAT Hear Empathize Apologize Take Responsibility
- 30. WHY DO WE PROCRASTINATE??
- 31. Nine Ways to Overcome Procrastination 32 Delete Delegate Do it Ask for advice Chop it up 15 minute rule Clear deadline Reward Remove distractions
- 33. Crisis Management • The first thing to do when a crisis hits is to identify the point of contact and make them aware of the situation. • Then, you will want to gather and analyze the data. – What happened? – What were the direct causes? What were the indirect causes? – What will happen next? What could happen next? – What events will this impact? – Who else needs to know about this? • Above all, take the time to do proper research. • You will also want to identify the threshold time.
- 34. Managing Workflow (I) • DO: If a task can be completed in two minutes or less, do it immediately. • DELETE: If the material is trash or junk, delete it. Or, if it’s something that you might use later on, file it, and move on. • DEFER: If the task is one that can’t be completed quickly and is not a high priority item, simply defer it. • DELEGATE: If a task is not yours to do, then delegate it.
- 35. Managing Workflow (II) • Remember, to take the S.T.I.N.G. out of feeling overwhelmed about a task, follow these steps: – Select one task to do at a time. – Time yourself using a clock for no more than one hour. – Ignore everything else during that time. – No breaks or interruptions should be permitted. – Give yourself a reward when the time is up.
- 36. PAT Approach for Scheduling Meetings • We use the PAT approach to prepare for and schedule meetings. – PURPOSE: What is the purpose of the meeting? – AGENDA: This is the backbone of the meeting. It should be created well in advance of the meeting. – TIME FRAME: How long will the meeting be? Typically, meetings should not exceed one hour
- 38. Action Planning © MetaMorf 40
- 40. Words from the Wise • HARVEY MACKAY: Time is free, but it's priceless. You can't own it, but you can use it. You can't keep it, but you can spend it. Once you've lost it, you can never get it back. • NAPOLEON BONAPARTE: Take time to deliberate, but when the time for action arrives, stop thinking and go. • STEVE JOBS: Your time is limited, so don't waste it living someone else's life. • BENJAMIN FRANKLIN: You may delay, but time will not.
Editor's Notes
- Note for the trainer: Do a round of participant introductions.
- Time management is about more than just managing our time; it is about managing ourselves in relation to time. It means being willing to experiment with different methods and ideas to enable you to find the best way to make maximum use of time. Effectively means – PRABHAVI ROOP SE, karya sadhak roop se
- Time: 10 minutes [Faculty notes] Setup Ask participants how many drops of water can a single one rupee coin hold? Given them a coin and ink dropper to do it - it can hold as much as 72 drops! Debrief Some of us fear to drop more water drops while others will go ahead and do it till end. Fear of failure seeps in. Tell them that for this workshop they must suspend their beliefs to learn more. They must try and experiment with new things. Refer to next slide for more..
- Time: 3 minutes This slide is self explanatory.
- Research has consistently demonstrated that when clear goals are associated with learning, it occurs more easily and rapidly Extract expectation post sharing of objectives.
- Activity-SELF INTROSPECTION-5 MINS in their handout. Trainer-ask participants to introduce themselves –name/no of years of experience and answer to any one of the questions.
- Activity: 15 minutes This slide announces the topic on coming slides.
- Trainer -each table becomes a team, each team to choose captain. trainer should no. the team-1,2,3,4,and write down name of captain of each team on their personal notepad. Only the captain of the team should report to the trainer. Captain should mention the task no, completed to the trainer with proof. PS-trainer to should see the activity before giving them scores Trainer should make note of time-also its suggested that trainer should not highlight-1 or 2 mins remaining(it can get very chaotic) (The purpose of this activity is to use it as example for explaining time management concepts in coming slides and not winning and loosing.) Trainer to thank participant and ask them to sit down-there is no debrief as such.
- Time: 15 minutes Show the slide Ask participants what they know about the Pareto Principle? Gain response and make the discussion interactive by asking for examples and explanation of their understanding. After acknowledging their response, ask them what could be the relation between Planning work and the Pareto Principle. Gain response and write it on the white board. After appreciating them for their participation, let them know you are going to put them on an activity and then will resume the discussion further.
- Note:Video The glass jar represents the time you have each day, and each item that goes into it represents an activity with a priority relative to its size. Show the video the ‘Jar of Life’ – Video Link - http://www.youtube.com/watch?v=nb0fvW-UR70 The sand represents ‘Waste Activities’ or things which are Not Urgent – Not Important The gravel represents ‘Critical Activities’ or things which are Urgent – Not Important The smaller stones represent ‘Compulsion Activities’ or things which are Important – Urgent The big stones represent ‘Investment Activities or things which are Not Urgent – Important
- Time management is about more than just managing our time; it is about managing ourselves in relation to time. It means being willing to experiment with different methods and ideas to enable you to find the best way to make maximum use of time.
- Urgent And Important: Activities in this area relate to dealing with critical issues as they arise and meeting significant commitments. Perform these duties now. Time management 4 quadrant activity Important, But Not Urgent: These success-oriented tasks are critical to achieving goals. Plan to do these tasks next. Urgent, But Not Important: These chores do not move you forward toward your own goals. Manage by delaying them, cutting them short, and rejecting requests from others. Postpone these chores. Not Urgent And Not Important: These trivial interruptions are just a distraction, and should be avoided if possible. However, be careful not to mislabel things like time with family and recreational activities as not important. Avoid these distractions altogether.
- Time: 10 mins Quadrant I represents both “Urgent and Important” things. We need to spend time in quadrant I as we invariably land up in handling the pressing and sometimes unexpected matters like handling an irate client, visiting a friend who has just met with an accident, meeting a deadline and so on and so forth. We can’t avoid this quadrant. Taking a step further we will say that we need to spend time in quadrant I. This is where we manage, where we produce, where we take quick decisions based on our experience and judgment. You can imagine what will happen if we ignore the activities in this quadrant. The most important thing one must remember is that many important activities become urgent because of procrastination or because of lack of planning and preventive measures. Quadrant II includes activities that are “important, but not urgent”. This is where everyone ought to be. Here is where we take both personal and professional aspects of life into consideration. Not only do we get our work done but we also work towards developing and enhancing our effectiveness in all aspects of life. The more are we in this quadrant the more is our ability to do. Ignoring the activities in this quadrant results in increasing the quadrant I activities. It creates stress, burnout, and crisis after crisis for the person involved. On the other hand, if we are in this quadrant most of the time, we do not have to get into quadrant II. The 3 P’s - Planning, Preparation and Prevention – are the typical characteristics of this quadrant and they restrict many things from becoming urgent. This is the quadrant of quality. This is also the quadrant of personal leadership. Quadrant III is an illusory image of Quadrant I. Here the activities are “Urgent but not important”. The ironical thing about this quadrant is that the activities sound very important to us, but are usually important for someone else. Our delusional thinking also compels us to think that just because the things are urgent, they are important too. Typical activities falling into this quadrant are, attending the drop-in visitors; many phone calls, needless meetings and brainstorming sessions. This is the quadrant of Deception.` Quadrant IV activities are those, which are “neither important nor urgent”. No one should be there at all. Yet all of us spend considerable amount of time in this quadrant. What can be the reason? Urgency being our principal paradigm of managing time we get mentally tired while continuously travelling between the quadrants I and III. We tend to call it recreation or the so-called “creative pause”. More than recreation, the activities in this quadrant can best be called as “time- pass”. The typical activities here would be gossiping about colleagues in the office, watching and discussing the mindless T.V. soaps, reading light novels and so on. Quadrant IV is nothing but deterioration. This quadrant is aptly named as “Quadrant of waste”.
- Time: 15 minutes
- 5
- Time 5 minutes First thing I do is use a 3/5 index card that I keep close by me all the time. I like to create something called focused sessions for 30 minutes. So it’s like 30 minutes for one important activity for that particular session. So any time I am working on a focused session, and I am interrupted by these internal distractions that come up, I use the index card to record them. I divide the card into two. One for morning session and the other for the afternoon. And so whenever I am distracted or interrupted, I quickly make a note of those in my index card. It takes me just 3 secs to record and this helps me in analyzing the interruptions during my breakaway sessions which is my next step. I then plan how to minimize or manage these distractions. The third step is, I take two breakaway sessions. One at around 11.30 in the morning and the other at around 4.30 in the afternoon. I schedule these into my schedule and I use these sessions to work on my distractions, check my phones, my voice messages my emails and so on.
- Activity: 15 minutes This slide announces the topic on coming slides.
- [Faculty notes] Props 25 paper cups per team Jar of water (enough to fill 5 cups full, and 5 cups half, in each team) 4 color of markers (black, red, green, blue) to mark the cups respectively Rules of game: The green colored cups will be full of water The blue colored cups will be half-full of water The black and red marked cups will be empty Participants have to make the tallest structure using max. 15 cups out of the list given above. Max. 5 cups of each color are available. They can create any structure they wish, however it will be judged basis its height AS WELL AS its stability. For the tallest (and most stable) structure, score will be given for resp. color of paper cups used in the activity (value of cups is given as well). Participants have to also keep in mind that the blue cups will be half-filled with water; the green cups will be completely full of water in them. This poses a challenge in structure’s stability, as obvious Play Once they have made a plan their individual structures (in mind, or on paper), put participants in groups, preferably 3-5 size, and make them do this activity in real. Observe their choice of cups as well as height/stability of structure.
- [Faculty notes] The most stable structure in geometry is undoubtedly the triangle. It has been used in constructing bridges, rooftops, and even pyramids. So ideally the most suited shaped for this structure should have been the one shown on this slide Announcing the winner basis height (ideally 5 level) and stability (heaviest cups at bottom), debrief the game as follows: The cups represent time in life – everyone has got equal nr. of hours (like 15 cups) The value of cups represents value of each hour/task that is undertaken. Not every task is equally important Arranging the cups is prioritization – one has to wisely choose the right 15 cups out of 20 available, and the right placement of cups basis stability and height Stability should be given first preference, which means that high value tasks should be done at the first, so that one can remain at peace in completing the vital. No shortcuts should be taken to merely create the tallest structure Lastly, the black cups have no importance in this activity. These are like some tasks which remain just to distract you towards the worthless
- One Minute Manager – book insights
- Time: 10 minutes This is the story of Ravi Sharma. Ravi is a Collections Manager @ Axis Bank. He has come in very early to the office as he has a very important presentation that he has to make to his higher-ups later this week and he wants so set aside some time today to work on his presentation. He walks into the office and there he sees Prashant who has joined his branch about 6 months ago. Prashant is not the smartest worker but he is definitely a very hard-worker. He is very troubled as he has some urgent client requests that he needs to meet and is unable to upload them onto the system. He needs to do these asap and heaves a sigh of relief as he sees Ravi come in asks him for his help. Ravi feels bad for Prashant and knows that if these requests and not met then it would end up in an escalation. He agrees to help him. Ravi then goes up to the coffee machine to help himself to a cup of coffee before he sets out to work on his presentation. There he meets Prachi, who is from the Credit Card Team who is closing an important deal for your branch (with some merchants) and needs some help and information from you in this regard. You know this deal is very important for your Branch and hence you agree to get the data for her. Since she has a meeting with the client today and needs this information from you immediately. Ravi then makes his way to his desk and is booting his computer and just then he receives a call from his Manager who wants him to collate some data from all the branches within his Cluster regarding collections. This is for an MIS that needs to be presented by him at the Area Heads meeting. Ravi realizes that off-late he has become the go-to person for his Manager and feels happy that his Manager has begun to rely on him so much. He agrees to supply him with the data. Ravi is just getting through hs email when he receives an email from one of the branch’s most important customers. They have some urgent enquiries and details that need to be sent out that Ravi would have to take some special authorizations for. Ravi knows this is extremely important for his customer and he goes about arranging for the authorizations. Just as he is getting over with this, Ravi sees the first few customers walk-in and sees the time. He realizes that the morning that he had kept aside for preparing his presentation has flown by. Facilitator to ask: What do you think has happened here? Elicit responses and transition to the next slide -
- We cannot manage time, it contonues to move on, whether we like it or not.. There is only self management
- Time = 5 mins Just recap the technique through this graphic. Answer any queries for clarification purposes. This will help you a lot in the collections role
- Examples:note:Monkey management and obstruction to time management activity “I am uncomfortable doing that because…” “I can’t right now because I have another project that is due by 5 pm today.” “I don’t have time today, but I could schedule it in for tomorrow morning.” “I understand that you need to have this paperwork filed immediately, but I will not be able to file it for you.” “Yes, I would love to help you by filing this paperwork, but I do not have time until tomorrow morning.” “I understand how you feel, but I will not [or cannot]…” One has to develop assertiveness to say no What do you mean by assertiveness: It is a self expression where one stands up for the basic rights but without violating the basic rights of others. Its Yes to the Person and no to the Task.
- Time: 2 minutes
- No clear deadline Inadequate resources available (money,information,time etc) Don’t know where to begin Lack of passion Fear of failure or success Activity-trainer to give out post it to each team . Each team will brainstorm on”why do people procrastinate” Each reason to written on each post it.(1 reason on one post it) 10 mins. Each team will then come up to white board and stick their post its…in horizontal line. trainer to then prepare 9 post it from nine ways to overcome procrastination.
- trainer to then prepare 9 post it from nine ways to overcome procrastination. And place it vertically on solution side of whote board. Each team to get up and post their reasons in appropriate solution. Delete it. What are the consequences of not doing the task at all? Consider the 80/20 rule; maybe it doesn’t need to be done in the first place. Delegate. If the task is important, ask yourself if it’s really something that you are responsible for doing in the first place. Know your job description and ask if the task is part of your responsibilities. Can the task be given to someone else? Do it now. Postponing an important task that needs to be done only creates feelings of anxiety and stress. Do it as early in the day as you can. Ask for advice. Asking for help from a trusted mentor, supervisor, coach, or expert can give you some great insight on where to start and the steps for completing a project. Chop it up. Break large projects into milestones, and then into actionable steps. As Bob Proctor says, “Break it down into the ridiculous.”Huge things don’t look as big when you break it down as small as you can. Obey the 15 minute rule. To reduce the temptation of procrastination, each actionable step on a project should take no more than 15 minutes to complete. Have clear deadlines. Assign yourself a deadline for projects and milestones and write it down in your day planner or calendar. Make your deadlines known to other people who will hold you accountable. Give yourself a reward. Celebrate the completion of project milestones and reward yourself for getting projects done on time. It will provide positive reinforcement and motivate you toward your goals. Remove distractions. You need to establish a positive working environment that is conducive to getting your work done. Remove any distractions.
- Large projects can sometimes be so overwhelming it is difficult to even plan to start them. This time management technique is ideal for taking on these jobs. Simply break down the project into manageable chunks, block off time to work on the project, and then tackle it with a single-minded focus. Eg one of the way to slove rubiks cube is by using this technique-select one side at the time,then the following rows the other end of the cube will be automaticllay solve. Trainer has a choice to carry rubik cube in the program and handit over to the participant if required…wether or not they can solve it-its ok.
- The threshold time is the time that you have before the situation moves out of your control or becomes exponentially worse. You may also find that the crisis will resolve itself after a certain point of time. Once you have gathered the data, it’s time to create a plan. The best approach is to identify the problem, decide on a solution, break it down into parts, and create a timeline.
- How do you process the mountain of material that collects in your paper and electronic in-baskets? The answer is one piece of paper, one electronic message at a time. Many time management experts agree that the most effective people act on an item the first time it is touched. Although difficult at first, the practice can become habitual, and is made easier with the four Ds.
- We recommend a fifty minute meeting, starting at five past the hour and ending five minutes before the hour
- Time: 15 min
- Ask the participants to write down 3 key take aways from this session.