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1 Hr Pressie

  1. 1. Effective Management of TIME 1-hour talk by David Dempster from Teamwork International
  2. 2. Topics <ul><li>Setting the Scene </li></ul><ul><li>TIME a Critical Resource </li></ul><ul><li>Managing Yourself </li></ul><ul><li>Planning Your Work </li></ul><ul><li>Blocking Interruptions </li></ul><ul><li>Telephone Techniques </li></ul><ul><li>Meetings </li></ul><ul><li>Escaping the Time Trap </li></ul><ul><li>Creative Problem Solving </li></ul><ul><li>Useful resources on Teamwork’s web site </li></ul>
  3. 3. Setting the Scene <ul><li>Do you enjoy having money? </li></ul>
  4. 4. Setting the Scene <ul><li>£1440 </li></ul><ul><li>Every day </li></ul><ul><li>What would you do with it? </li></ul>
  5. 5. Setting the Scene <ul><li>Constraints… </li></ul><ul><li>You can’t bank the money </li></ul><ul><li>You can’t invest the money </li></ul><ul><li>You can’t save the money </li></ul><ul><li>Any money not spent by 12 pm is lost forever!! </li></ul>
  6. 6. Setting the Scene <ul><li>I think you would take some time to plan: </li></ul><ul><ul><li>How you would spend the money </li></ul></ul><ul><ul><li>How to get maximum benefit from the money </li></ul></ul><ul><li>We need to apply the same amount of energy to: </li></ul><ul><ul><li>Planning our day </li></ul></ul><ul><ul><li>Maximising what we can achieve in the day </li></ul></ul><ul><li>Remember there are...1440 minutes in a day </li></ul>
  7. 7. The Solution <ul><li>There is no ONE solution that “fits all” </li></ul><ul><li>Time Management is based on a number of fairly obvious techniques and procedures that need to be carried out in a disciplined and structured way </li></ul><ul><li>You need to pick the bits that apply to YOU </li></ul><ul><li>Take a measured approach (try one or two ideas) </li></ul><ul><li>Don’t give up too soon - stick with your plan </li></ul>
  8. 8. Time a Critical Resource <ul><li>What am I doing? </li></ul><ul><ul><li>First step is to find out what you are currently doing </li></ul></ul><ul><ul><li>Identifying where your time is going </li></ul></ul><ul><ul><li>Finding out where the “time-leaks” are </li></ul></ul><ul><ul><li>Being honest with yourself </li></ul></ul><ul><ul><ul><li>include the “silly” items that are not part of your job spec </li></ul></ul></ul><ul><li>The following table may help to clarify things </li></ul>
  9. 9. Time a Critical Resource <ul><li>List the tasks that you get involved with during your day-to-day working life. </li></ul>Travelling, etc…… Sorting out problems – fire fighting Conducting appraisals, interviews Dealing with visits by a representative/customer Changing the toner cartridge on the photocopier Chairing meetings Attending meetings Writing reports Calculation & payment of wages, salaries & pensions D C B A List of tasks that I perform
  10. 10. Time a Critical Resource <ul><li>Put a tick in column A against any task that you perform on a “ regular ” basis. </li></ul>* Travelling, etc…… * Sorting out problems – fire fighting * Conducting appraisals, interviews Dealing with visits by a representative/customer * Changing the toner cartridge on the photocopier * Chairing meetings * Attending meetings Writing reports * Calculation & payment of wages, salaries & pensions D C B A List of tasks that I perform
  11. 11. Time a Critical Resource <ul><li>Put a tick in column B against any task that you could ‘ delegate ’. </li></ul>* Travelling, etc…… * * Sorting out problems – fire fighting * Conducting appraisals, interviews * Dealing with visits by a representative/customer * * Changing the toner cartridge on the photocopier * Chairing meetings * Attending meetings Writing reports * Calculation & payment of wages, salaries & pensions D C B A List of tasks that I perform
  12. 12. Time a Critical Resource <ul><li>Put a tick in column C against any task that you could “ automate ”. </li></ul>* Travelling, etc…… * * * Sorting out problems – fire fighting * Conducting appraisals, interviews * Dealing with visits by a representative/customer * * Changing the toner cartridge on the photocopier * Chairing meetings * Attending meetings * Writing reports * * Calculation & payment of wages, salaries & pensions D C B A List of tasks that I perform
  13. 13. Time a Critical Resource <ul><li>Put a tick in column D against any task that you “ do not enjoy ”. </li></ul>* Travelling, etc…… * * * * Sorting out problems – fire fighting * Conducting appraisals, interviews * Dealing with visits by a representative/customer * * * Changing the toner cartridge on the photocopier * * Chairing meetings * Attending meetings * Writing reports * * * Calculation & payment of wages, salaries & pensions D C B A List of tasks that I perform
  14. 14. Time a Critical Resource <ul><li>Once you have completed your entries… </li></ul><ul><ul><li>Search through the table and identify the rows where there are three or four ticks. </li></ul></ul><ul><ul><li>These are tasks you perform on a regular basis, could be delegated or automated and are ones that you don’t particularly enjoy! </li></ul></ul><ul><li>Do not expect to change the way you work overnight. We are creatures of habit with routines built up over a number of years </li></ul>
  15. 15. Time a Critical Resource <ul><li>Identifying the (common) time wasters </li></ul><ul><ul><li>Unclear objectives or unclear priorities </li></ul></ul><ul><ul><li>Poor or incomplete information </li></ul></ul><ul><ul><li>Interruptions (drop-in visitor), telephone, email… </li></ul></ul><ul><ul><li>No time planning or no time to plan my time </li></ul></ul><ul><ul><li>Meetings (scheduled and unscheduled) </li></ul></ul><ul><ul><li>Crisis management, no delegation or not delegating effectively </li></ul></ul><ul><ul><li>Training new staff </li></ul></ul><ul><ul><li>Junk mail, junk e-mail, junk faxes </li></ul></ul><ul><ul><li>Poor or inadequate filing systems </li></ul></ul>
  16. 16. Time a Critical Resource <ul><li>Most people can usually identify with a number of the items on the previous slide. These items are termed ‘external causes’ and are probably the easiest to recognise. </li></ul><ul><li>Another set of time wasters, which are known as ‘internal causes’, can be harder to recognise and maybe more difficult to admit to. </li></ul>
  17. 17. Time a Critical Resource <ul><li>Some of the ‘internal causes’ that waste your time </li></ul><ul><ul><li>Attempting too many things at once </li></ul></ul><ul><ul><li>Inaccurate or unrealistic timescales </li></ul></ul><ul><ul><li>Doing it yourself </li></ul></ul><ul><ul><li>Procrastination </li></ul></ul><ul><ul><li>Failing to let others do their job </li></ul></ul><ul><ul><li>Getting everyone involved </li></ul></ul><ul><ul><li>Passing the blame onto others </li></ul></ul><ul><ul><li>Poor or inadequate organisation </li></ul></ul><ul><ul><li>Making snap decisions </li></ul></ul><ul><ul><li>Outside and personal activities </li></ul></ul>
  18. 18. Managing Yourself <ul><li>Do you know where your time goes? </li></ul><ul><ul><li>If you are serious about improving the effectiveness of your time management then one of the first things you should do is keep a log of how you spend your time during a typical week. </li></ul></ul><ul><ul><li>Look at your job description and see what you should be doing. </li></ul></ul><ul><ul><li>What skills/attributes does the company employ you for? </li></ul></ul>
  19. 19. Managing Yourself <ul><ul><li>Reading and dealing with correspondence </li></ul></ul><ul><ul><li>Training – others and/or yourself </li></ul></ul><ul><ul><li>Attending and chairing meetings </li></ul></ul><ul><ul><li>Trouble shooting and Fire fighting </li></ul></ul><ul><ul><li>Planning and policy making </li></ul></ul><ul><ul><li>Making and receiving telephone calls </li></ul></ul><ul><ul><li>Reading, writing, traveling , etc… </li></ul></ul><ul><li>Form a list of your most important activities that contribute to your effectiveness. </li></ul><ul><li>Include all those items/tasks that you get involved with that do not contribute directly to your effectiveness . </li></ul>
  20. 20. Managing Yourself – Your TIME Log Total hours worked % Total Time Fri Thu Wed Tue Mon Activity Time Used Each Day
  21. 21. Managing Yourself <ul><li>Analysing your time log </li></ul><ul><ul><li>Make a list of: </li></ul></ul><ul><ul><ul><li>Completed & Uncompleted tasks/items </li></ul></ul></ul><ul><ul><ul><li>Tasks/Items that added & decreased your effectiveness </li></ul></ul></ul><ul><ul><li>Try to answer these questions… </li></ul></ul><ul><ul><ul><li>Why did I manage to complete these tasks but not these? </li></ul></ul></ul><ul><ul><ul><li>Did I not have all the information to hand that I needed? </li></ul></ul></ul><ul><ul><ul><li>Could I not get hold of the right people? </li></ul></ul></ul><ul><ul><ul><li>Or, did I just run out of time????? </li></ul></ul></ul>
  22. 22. Managing Yourself <ul><li>Grouping Tasks </li></ul><ul><ul><li>We are creatures of habit and like a routine </li></ul></ul><ul><ul><li>We seem to accept and respond to doing certain these things at certain times </li></ul></ul><ul><ul><li>Try to capitalise on your established daily routine by grouping like-tasks together </li></ul></ul><ul><ul><ul><li>E.g. Many people find writing letters difficult or time consuming, but once they actually focus their attention and start the creative progress things seem to fall into place. Once you have written the first letter, carry on and compose the next (re-using as many paragraphs as possible). </li></ul></ul></ul>
  23. 23. Managing Yourself <ul><li>Action Points </li></ul><ul><ul><li>Get into a daily routine </li></ul></ul><ul><ul><li>Group like-tasks together </li></ul></ul><ul><ul><ul><li>Dealing with the mail </li></ul></ul></ul><ul><ul><ul><li>Writing letters, reports </li></ul></ul></ul><ul><ul><ul><li>Making telephone calls </li></ul></ul></ul><ul><ul><ul><li>Being creative, attending to administrative procedures </li></ul></ul></ul><ul><ul><li>Plan what you are going to do and resources needed </li></ul></ul><ul><ul><ul><li>Helps to reduce execution time </li></ul></ul></ul>
  24. 24. Planning Your Work <ul><li>The VERY basic check list </li></ul><ul><ul><li>Make a list of ALL the tasks that can sensibly be tackled today </li></ul></ul><ul><ul><li>Make sure each task has a realistic time duration </li></ul></ul><ul><ul><li>Assign a priority (letter or number) to each task in terms of: </li></ul></ul><ul><ul><ul><li>Urgency and importance </li></ul></ul></ul><ul><ul><ul><li>Time duration </li></ul></ul></ul><ul><ul><li>Allocate tasks to time slots (in your diary or manager) </li></ul></ul><ul><ul><li>Concentrate on the highest priority task and stick with it until it is completed </li></ul></ul><ul><ul><li>Re-check your priorities and then tackle the next priority task </li></ul></ul>
  25. 25. Planning Your Work <ul><li>Planning aids </li></ul><ul><ul><li>Pieces of paper </li></ul></ul><ul><ul><ul><li>check lists, </li></ul></ul></ul><ul><ul><ul><li>To Do lists, etc… </li></ul></ul></ul><ul><ul><li>Desk or pocket diary </li></ul></ul><ul><ul><li>Personal organisers (Filofax or Time Manger) </li></ul></ul><ul><ul><li>Electronic organisers (Psion Organiser or Newton Notebook) </li></ul></ul><ul><ul><li>Electronic diaries or calendars on workstations or PCs </li></ul></ul><ul><ul><ul><li>Microsoft Outlook </li></ul></ul></ul><ul><ul><ul><li>Lotus Notes </li></ul></ul></ul><ul><ul><ul><li>ACT2000 or Maximiser 6.0, etc… </li></ul></ul></ul>
  26. 26. Planning Your Work <ul><li>Microsoft Outlook – Contacts Manager </li></ul>
  27. 27. Planning Your Work <ul><li>Microsoft Outlook – Calendar and Tasks </li></ul>
  28. 28. Planning Your Work <ul><li>Maximiser – Contacts Management </li></ul>
  29. 29. Planning Your Work <ul><li>Customised Planning Sheets (available on our web site) </li></ul>Email / SMS / Fax / Phone / Write Your Notes and Actions 19.00 18.00 ~~~~ ~~~~ 10.00 09.00 08.00 Time Plan and Appointments Clock Task List (Duration and Priority)
  30. 30. Planning Your Work Brief Chris about client meeting with IMS Follow up actions 11.00 (d) Sort out expense claim (0.5 hr) Check hotel booking, arrange dinner for John and Mike Phone Jim at IMS re: order shipment 12.00 Lunch with Gary (at Old Manor Rest) 13.00 (c) Get info sheets from www or library 14.00 15.00 Fax quotation for training on X25 to AMD Email / SMS / Fax / Phone / Write Your Notes and Actions 19.00 Drive to Manchester 18.00 Plan agenda for next Sales Mtg 17.00 16.00 10.00 Sales Review meeting in Conf Room 09.00 (b) Plan the strategy to target AMD (1 hr) 08.00 (a) Finish XYZ report (0.5 hr) Time Plan and Appointments Clock Task List (Duration and Priority)
  31. 31. Blocking Interruptions <ul><li>Learn to say “NO” </li></ul><ul><ul><li>Saying “no” diplomatically </li></ul></ul><ul><ul><li>Strike a bargain or make a contract with the person </li></ul></ul><ul><ul><ul><li>Encourages them to find a solution or viable options </li></ul></ul></ul><ul><li>Avoid the “open door” situation </li></ul><ul><li>Manage visitors better </li></ul><ul><li>Control socialising </li></ul><ul><li>Organise your telephone technique </li></ul>
  32. 32. Telephone Techniques <ul><li>Before picking up the phone make sure you have: </li></ul><ul><ul><li>A writing pad and a pen/pencil that works! </li></ul></ul><ul><ul><li>Made a note of the telephone number you are calling </li></ul></ul><ul><ul><ul><li>If you call someone often, program number in the phone </li></ul></ul></ul><ul><ul><li>Full name and position of the person you are calling </li></ul></ul><ul><ul><li>The name of an alternative person (if first unavailable) </li></ul></ul><ul><ul><li>Made a note of what you want to say and want you want to achieve. </li></ul></ul><ul><li>Terminate call when objectives are satisfied </li></ul>
  33. 33. Meetings <ul><li>Some basic guidelines </li></ul><ul><ul><li>Explore alternatives </li></ul></ul><ul><ul><ul><li>Telephone, fax, video-conferencing, </li></ul></ul></ul><ul><ul><ul><li>Internet technology i.e. Net-Meeting, </li></ul></ul></ul><ul><ul><li>Establish time limited agendas </li></ul></ul><ul><ul><li>Start and finish on time </li></ul></ul><ul><ul><li>Stick to the agenda </li></ul></ul><ul><ul><li>Beware of the roles people play at meetings </li></ul></ul>
  34. 34. Meetings <ul><li>Evaluation list and improvement plan </li></ul><ul><ul><li>Was the agenda received before the meeting? </li></ul></ul><ul><ul><li>Did the agenda contain time-limited items? </li></ul></ul><ul><ul><li>Did the meeting start on time? </li></ul></ul><ul><ul><li>Did the correct and appropriate people attend the meeting? </li></ul></ul><ul><ul><li>Was all information that was needed for the meeting available? </li></ul></ul><ul><ul><li>How effective was the chairperson </li></ul></ul><ul><ul><ul><li>In involving all the attendees </li></ul></ul></ul><ul><ul><ul><li>Keeping the meeting on track and focussed </li></ul></ul></ul><ul><ul><li>How effective was recording of agreed actions & assignments? </li></ul></ul><ul><ul><li>Did the meeting finish on time? </li></ul></ul><ul><ul><li>Have previous action points (prior meetings) been followed-up? </li></ul></ul>
  35. 35. Escaping the Time Trap - 1 <ul><li>Develop a daily routine </li></ul><ul><ul><li>Remember, most of us are creatures of habit and seem to enjoy doing things at certain times. </li></ul></ul><ul><li>Schedule times for routine meetings, going through mail, etc… </li></ul><ul><ul><li>Grouping like-tasks together improves efficiency and helps to focus your attention on your priorities. </li></ul></ul><ul><li>Find out whether you are an ‘A’ or ‘B’ person </li></ul><ul><ul><li>Some people have a greater capacity for work in the morning, while others find the afternoon is the time when they are at peak efficiency. What sort of person are you? </li></ul></ul>
  36. 36. Escaping the Time Trap - 2 <ul><li>Do difficult things/tasks when you’re at your best </li></ul><ul><ul><li>If you are an ‘A’ person then attend to urgent, important and high priority tasks in the morning. Leave the easy tasks and less important ones until later. </li></ul></ul><ul><li>Attend to minor tasks when your brain cannot deal with major items </li></ul><ul><ul><li>If you are an ‘A’ person tackle all the easy things (which may be the interesting and creative things) in the afternoon. </li></ul></ul><ul><li>Establish deadlines for ALL tasks & stick to them </li></ul><ul><ul><li>Allocate a duration of time that is worthy of the task in hand. If you find the task takes more time, analyse why and next time allocate a more accurate duration to the task. </li></ul></ul>
  37. 37. Escaping the Time Trap - 3 <ul><li>Do not put off important items or decisions because they are unpleasant </li></ul><ul><ul><li>Unpleasant tasks or difficult decisions, especially the ones involving people, do not get better with the passing of time, they usually get worse or affect the decision-making criteria. </li></ul></ul><ul><li>Put off everything that is Not Important </li></ul><ul><ul><li>Do not allow yourself to get involved with or deflected by unimportant tasks (although they may seem more interesting). </li></ul></ul><ul><li>Analyse interruptions </li></ul><ul><ul><li>Even the most experienced practitioner of time management techniques will be interrupted on the odd occasion. Don’t worry just accept it, and take steps to avoid the same thing happening again in the future. </li></ul></ul>
  38. 38. Escaping the Time Trap - 4 <ul><li>Cultivate the habit of holding regular meetings with yourself and question yourself about… </li></ul><ul><ul><li>Could I have carried out.. (that task)..better? </li></ul></ul><ul><ul><li>Is there another approach I could have used? </li></ul></ul><ul><ul><li>Will I ever have to repeat this task again? </li></ul></ul><ul><li>Do one thing at a time </li></ul><ul><ul><li>Clear your desk and focus your attention on the most urgent and highest priority task. Stick with it until it has run to completion </li></ul></ul><ul><li>Plan your phone calls </li></ul><ul><ul><li>Try to batch telephone calls together </li></ul></ul><ul><ul><li>Think about possible objections and barriers (put yourself in their shoes) </li></ul></ul><ul><ul><li>Plan an appropriate response and make sure your attitude reflects this </li></ul></ul>
  39. 39. Escaping the Time Trap - 5 <ul><li>Do not take work home </li></ul><ul><ul><li>Avoid taking work home unless you are going to do something with it. </li></ul></ul><ul><li>Do things well – avoid perfectionism </li></ul><ul><ul><li>There is a minimum standard in everything we do. Work below a certain level is sub-standard and is unacceptable to you and your company. Make sure you achieve the minimum acceptable standard, but do not go too far above this as the perceived difference diminishes the further up the quality scale you go – i.e. just wastes your time. </li></ul></ul><ul><li>Think first – then act </li></ul><ul><ul><li>A little time spent planning what you are going to do and how you are going to do it (i.e. what tools and resources will be needed) will save time during the execution phase of the task. </li></ul></ul>
  40. 40. Creative Problem Solving <ul><li>You have been asked to do an after dinner speech </li></ul><ul><li>The title of the speech is Space Travel </li></ul><ul><li>The length of the talk is approx 15-minutes </li></ul><ul><li>How would you collect your thoughts and ideas? </li></ul><ul><li>How would you organise those ideas? </li></ul>
  41. 41. Creative Problem Solving <ul><li>Most probably you would create a LIST </li></ul><ul><li>We have been indoctrinated with lists over the years… </li></ul><ul><ul><li>Check lists </li></ul></ul><ul><ul><li>Shopping lists </li></ul></ul><ul><ul><li>To Do list </li></ul></ul><ul><ul><li>They are quick and easy to create </li></ul></ul><ul><li>Not very flexible for creative work </li></ul>
  42. 42. Creative Problem Solving <ul><li>Quite often your brain gets triggered by an idea or something that may have happened a long time ago – deep in your subconscious part. </li></ul><ul><li>i.e Listening to a CD (that you have played a few times before) you get to the last few bars of track 6 and for some reason your brain knows what the next track will be. You can hear it in your brain. We need to capitalise on that. </li></ul>
  43. 43. Creative Problem Solving <ul><li>Mind Mapping is a method that utilises the subconscious part of your brain to create a chain reaction of ideas. </li></ul><ul><li>One idea triggers or leads onto another idea. </li></ul><ul><li>With a little practice you should find that you can generate a wealth of creative ideas or solutions in a very short space of time. </li></ul>
  44. 44. Creative Problem Solving – step 1 <ul><li>You start off with a piece of paper and a pencil </li></ul><ul><li>You then draw a rectangle in the centre of the paper and write a short title of what you are trying to mind map. </li></ul>Space Travel
  45. 45. Creative Problem Solving – step 2 <ul><li>Next step is to get some of the major themes down onto the paper. </li></ul>Space Travel Who is involved? Spin offs Safety Why do it?
  46. 46. Creative Problem Solving – step 3 <ul><li>As each idea emerges stop and consider: Is this a new theme or an extension to an existing theme? </li></ul>Space Travel PTFE material Spin offs Integrated circuits Internet Frying pans Mobile Phones
  47. 47. Mind Mapping applications <ul><li>Report and letter writing </li></ul><ul><li>Telephone script writing </li></ul><ul><li>Interviewing and appraisals </li></ul><ul><li>Taking minutes at meetings </li></ul><ul><li>Taking notes and summarising material </li></ul><ul><li>Planning your day – Time Management </li></ul><ul><li>In fact anything that involves planning…and showing the interaction between items. </li></ul>
  48. 48. Teamwork’s web site resources <ul><li>www.teamwork-int.com/time/ </li></ul><ul><ul><li>These handouts arranged 6-up in ‘pdf’ format </li></ul></ul><ul><ul><li>These handouts arranged 2-up in ‘pdf’ format </li></ul></ul><ul><ul><li>Time Log recording sheet </li></ul></ul><ul><ul><li>Customised Daily Time-Planning sheet </li></ul></ul><ul><ul><li>Introduction to Mind Mapping techniques </li></ul></ul><ul><ul><li>Teamwork International </li></ul></ul><ul><ul><li>Tel: 01252 665 - 924 Fax: 01252 692 – 706 </li></ul></ul><ul><ul><li>Email: [email_address] Web site: www.teamwork-int.com </li></ul></ul>

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