Time Management Slides Final

T ime

Manageme nt

Objectives of the Program

To View Time As An ALLY Not as A bully Or enemy

What we will learn? Self-Assessment: How Time Managed Are You? What's Your Style? A Few Myths Lining Up Your Ducks: Prioritize! Procrastination: The Thief of Time Carving the Clock How to Delegate Effectively The Art of Anticipating Learning to Say No Plugging Time Leaks

Self-Assessment

How Time Managed Are

You?

What is your style? Analyze an individual’s personal time management style Determine how others and the environment impact one’s organizing behavior Time Log, inventory and interpret a typical week

What is your style?

Score

Inference

0-10

You have to do some work for your time management

10-14

You have solid time management skills

>15

Great

Where do the hours go?

Time Inventory

Time Log

TIME MANAGEMENT

TWO FACTORS THAT DEFINE AN ACTIVITY URGENT  IMPORTANT

IMPORTANCE

HAS TO DO WITH RESULTS  IT CONTRIBUTES TO YOUR MISSION / VALUES / HIGH PRIORITY GOALS.

URGENT

 URGENT MEANS IT REQUIRES IMMEDIATE ATTENTION 

ITS NOW!!!!

 URGENT MATTERS ARE USUALLY VISIBLE 

THEY PRESS ON US



THEY INSIST ON ACTIONS



THEY ARE USUALLY RIGHT IN FRONT OF US



AND SOMETIMES THEY ARE PLEASANT, EASY, FUN TO DO

URGENT

IMPORTA NT

Q1

NOT URGENT Q2

NOT IMPORTNAT

Fire!! * PREVENTION • CRISES PROBLEMS * RELATIONSHIP BUILDING • DEAD-LINE * PLANNING * RECOGNIZING NEW OPPORTUNITIES •

Q3

Q4

INTERRUPTIONS • TIME WASTERS • SOME CALLS / MAILS / • PLEASANT ACTIVITIES • MEETINGS • SINEO GIBE CALLS • PRESSING MATTERS • POPULAR ACTIVITIES •

Q1 Q1 DEALS WITH SIGNIFICANT RESULTS THAT REQUIRES IMMEDIATE ATTENTION

Q2

 CRISES  PROBLEMS

Q4

Q3

Q1 RESULTS • STRESS

• BURNOUT • CRISIS MANAGEMENT • FIRE FIGHTING

Q4 RESULTS 1

3

TOTAL RESPONSIBILITY DEPENDENT ON OTHERS

2

Q4- WHY?  Some People Are Literally Beaten Up By Problems All Day Every Day  The Only Relief They Have Is In Escaping To The Not Important Not Urgent Matter  90% On Q1 & 10% On Q4

Q3 RESULTS

1 • SHORT TERM FOCUS

2

• CRISIS MANAGEMENT • SEE GOALS AND PLANS AS WORTHLESS • FEEL VICTIMISED • OUT OF CONTROL • SHALLOW OR BROKEN RELATIONSHIP

4

Q3 WARNING!

Q2 Q1 Q4 •SPEND MOST OF THE TIME REACTING TO THINGS THAT ARE URGENT, ASSUMING THEY ARE ALSO IMPORTANT •URGENCY OF THESE MATTER IS OFTEN BASED ON THE PRIORITIES AND EXPECTATIONS OF OTHERS

Q2 RESULTS

VISION PERSPECTIVE 1

CONTROL FEW CRISIS

3

4

Q2 WARNING!

ALL THESE THINGS WE KNOW WE NEED TO DO BUT SOMEHOW SELDOM GET AROUND TO DOING, BECAUSE…….

THEY AREN’T URGENT

Q2 • Is The Heart Of Effective Personal Management • Deals With Things That Are Not Urgent But Are Important • It Deals With Things Like • Building Relationships • Planning •Goal Setting •Exercising

Myths about Time Management

Explore four time management myths Examine the causes of and solutions to stress Identify what makes a wellorganized business

Myths……. Time management is just another label for obsessive behavior

Time Management Extinguishes Spontaneity and Joy

Myths……. May be I can Organize myself, but my company can never organize itself

ONE STYLE FITS ALL

Lining Up Your Ducks: Prioritize! Practice five ways to prioritize your activities. View responsibilities as a "currency" with "payoff" implications. Consider how the Pareto Principle affects your life.

Prioritize!

The Index Card/The Payoff The Inventory Pareto ABC System Post-It System System System principle

Procrastination: The Thief of Time

Explore the psychological roots of procrastination. Identify those responsibilities you are most likely to procrastinate on. Examine strategies to defeat procrastination.

Overwhelming Tasks

Unpleasant tasks

Fear of Change

Unclear Task flow

PROCRASTINATION

Fear of Failure

Unclear Goals

Tendency to Over commit

Addiction of Cramming

Carving the clock Practice establishing goals. Identify five strategies to capture uninterrupted time. Consider ways to cluster activities. Track major patterns of activity at your workplace. Determine your personal body rhythms

Establishing Goals Attainable Measurable Written Accountable Dead lined

What kind of a person are You? Morning Mid-day Night

How to delegate effectively? Identify people to whom you might delegate. Recognize six common emotional blocks to delegating. Discover the 12 steps to successful delegating.

Art of anticipating Assess your "foresight quotient." Examine five ways to plan ahead in order to avoid timeconsuming trouble. Review ways to anticipate and overcome the six most common Problems in using the

Art of anticipating Parking meter syndrome: 

There is only one way to defeat this self-deception: accept responsibility, assume things always take longer than expected, and act accordingly

False Deadline strategy 

How can you boost the foresight quotient of your friends, family members, colleagues, and those you supervise?

Art of anticipating Pack rat approach 

You should have, both at home and work, extras of almost everything you regularly use and need.

Wallenda Effect 

In many ways, people are subservient to their own tools. When the tools fail, helplessness and panic result; yet often times backup procedures are within reach.

Art of anticipating Bell’s blessing?!   

Talking too long on each call Forgetting what was said Misunderstanding the message

Learning to say NO Identify a four-step approach for deflecting unwelcome tasks. Review 12 guidelines for productive meetings. Discover ways to filter out useless information and zero in on essential knowledge

Learning to say NO What to say NO To.

How to say NO.

Plugging Time Leaks Examine six major time wasters—and what you can do about them. Conduct a "five-minute drill" to assess your desk's efficiency. Identify practical ways to overlap your activities

Plugging Time Leaks Socializing The Gregariousness Index Misplacing things Forgetting things Commuting Overlapping Reading time Long Winded People

How time managed Are you NOW?