Communication and Time Management

7/27/2019 Communication and Time Management

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Communication

The two way transfer of

ideasand information,to create understanding

in the minds of others

to promote action,


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Facets of Communication

Sender

Receiver

Information

Behavior

Feedback

Noise

Method

Media

Place

Time

Type

Context

Feelings

Tone


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How We Communicate?

Speaking

Writing

Listening Non-verbal language

Music, art, and crafts


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Choosing Your Method

In person: one-to-one In person: meetings, small groups

In person: presentations, large groups Letter Memo Note

E-mailVoice mail Phone Tele / video conference


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Choosing Your Method

Feedback

Complexity

Confidentiality Encoding ease

Decoding ease

Time Cost

Warmth

Formality

One-to-one

Small groups meetings

Large groups presentations Letter

Memo, Note

e-mail Voice mail

Phone

Tele / video conference


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Shared symbols

We could have seen the meaning of asapchange from in a few days to

immediately. Many other words and phrases are also

vague and have different meanings for

different people. Shared symbols are not always completely

shared. The message intended is notalways the message received.


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What do you Understand?

Should I take you for dinner tonight?



Should I takeyou for dinner tonight?

Should I take you for dinner tonight? Should I take you for dinner tonight?


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(Business) Communication

be informative;offer right amount

of information

be truthful, basedon evidence

be relevant

be clear, orderly,

unambiguous

Quantity

Manner

Relevance

Quality


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Communication Styles

Aggressive

Passive

Assertive


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Aggressive People

Are loud, bossy and pushy

Get their way, no matter what

React instantly

Like to get even

Dont care about feelings Believe that winning is everything


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Passive People

Have trouble saying no

Do whatever others ask, even if

inconvenient Get stepped on a lot

Dont stand up for their rights may

even not know what their rights are Do anything to avoid a conflict

Are taken advantage of may resent,

but wont tell anyone


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Assertive People

Are firm and direct

Dont blame others, take responsibility

Concentrate on here-and-now Can express their needs and feelings

calmly and easily

Are confident about who they are Respect others rights and expect this

from others

Speak firmly and make eye contact


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Active Listening


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How Our Time is Spent inCommunicating

While communicating:

40% of our time is spent listening

35% of our time is spent speaking

16% of our time is spent reading

9% of our time is spent writing


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Listening

Receiving- Hearing- Attending

Understanding- Learning- Deciphering

meaning

Remembering- Recalling

- Retaining

Evaluating- Judging- Criticising

Responding- Answering- Giving feedback

Listening


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Active Listening

Be attentive

Use your face, voice, and body to indicate you

are sincerely interested in what the person issaying.

Listen with an accepting attitude

Assume a nonjudgmental manner

Allow the other person to bounce ideas and

feelings.


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Active Listening

Limit the number of questions you ask

Avoid the appearance of grilling the person,

but do ask some questions to demonstrateyour interest.

Use reflection and restatement frequently

Act like a verbal mirror and reflect back whatyou think the person is saying.


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Active Listening

Avoid phrases which will truncate thecommunication

Its not that bad.

You shouldnt feel that way.

Youre making something out of nothing.

Sleep on it. Youll feel better tomorrow.

Try not to get hooked

Know your hot spots and avoid reacting

emotionally when your buttons are pushed.


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Active Listening

Use encouraging, noncommittalacknowledgments

hmm I see "right" uh huh

Acknowledge the speaker with nonverbal

actions relaxed posture, relaxed body expression,

head-nodding, eye contact, facial expression


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Active Listening

Use encouraging words that invite theperson to say more

Tell me more.

Sounds like you have some ideas on this.

Im interested in what you have to say.

Lets talk about it.


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Managing

Performance


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Reasons for Not Performing

Dont know how or what to do.

Rewarded for not performing.

Think they are doing fine.

Think their way is better.

No negative consequence for poorperformance.


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Reasons for Not Performing

Dont want to do the job.

Fear negative consequences.

Punished for doing what they aresupposed to.

Something else is more important.

Have obstacles limiting their performance.


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Why People Dont Perform Well?

1. Lack of Knowledge

2. Lack of Ability

3. Lack of Effort

4. System / Environment

5. Leadership

Coach

Do what you can

Counsel


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Coaching

Effective coaching helps a subordinate tointegrate with the organization and to

develop a sense of involvement andsatisfaction.

Coaching is a means rather than an endin itself.


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Communication Skillsfor Coaching

Ask open-ended questions

Paraphrase to check your understanding

Listen Summarize

Suggest action plans that match the

employees learning style


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Coaching EffectivenessRequires

Ageneral climate of openness andmutuality.

Some degree of trust and openness isessential. If the organization or the unit inwhich the subordinate works is full of tensionand mistrust, coaching wont be effective.


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Focus on Work-relatedGoals

Work-related goals should be the exclusiveconcern of a coaching effort.

Attention should be given only to behaviorsand problems that directly relate to thesubordinates achievement of those goals.


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Feedback


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Feedback

Giving feedback is important in terms ofincreasing the subordinates self-

awareness. Particularly with regard to strengths andweaknesses.

If properly given, feedback results ingreater rapport between the supervisorand the subordinate.


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Tips on Giving Feedback

Providing Positive and CorrectiveFeedbackGive it in BIT

Describe the Behavior

Explain the Impactof what was done / notdone

Discuss how it could be doneTomorrow


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Positive Feedback

What is it?

Reinforcing performance through an activeeffort to praise use of particular skills oractions


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Positive Feedback

Example:

When your gave your presentation

to the Task Force Describe

I felt proud of you and the work

we have done. Express

I would like to see you continue to usethose skills in the work ahead. Specify


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Corrective Feedback

What is it?

Providing instruction, direction,guidance or encouragement as theperson works toward achieving anobjective or competency expectation

OngoingNot just when a personmakes mistakes


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Corrective Feedback

Example:

When you ignore my request to getreports in on time Describe

I feel frustrated and angry because Icant submit my report on time. Express

I need to receive your reports on time. Specify


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Corrective Feedback

Example:

If you do, it will satisfy our customerexpectation. Consequence+

If you do not, it will hurt your

performance. Consequence-

Is there anything I can do to help?Support


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Feedback

Reinforces positive new behavior andwhat the subordinate has done well.

Suggests rather than prescribes avenuesfor improvement.

Is continual rather than sporadic.

Is based on need.

Is intended to help.


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Effectivefeedback

Specific

Frequent

Timely

Relevant

Credible

Giving feedback effectively


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True or False

1. Time can be managed.

2. The longer or harder you work the more

you accomplish.3. If you want something done right, do it

yourself.

4. We should take pride in working hard.

5. You should try to do the most in theleast amount of time.

6. Technology will help you do it better,

faster.


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Is a unique resource

It cannot be accumulated like money

It cannot be stored like raw material

We are forced to spend it, whether we like it ornot, at a fixed rate of 60 secs per min.

It cannot be turned on or off like a machine

It cannot be replaced like a man It is irretrievable

What is lost is lost

What is lost is a part of our life

Time

N hi l h di i i h ff i


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Nothing else perhaps distinguishes effectiveexecutives as much as their tender loving

care of Time. Unless he manages his timeeffectively, no amount of ability, skill,experience or knowledge will make anexecutive effective.

Peter Drucker


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What Is It Anyway?

Work: Time management refers to thedevelopment of processes and tools

that increase efficiency andproductivity.

Life: Managing our time to waste lesstime on doing the things we have to doso we have more time to do the thingswe want to do.


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The Time Paradox

A lot of people complain that they donthave enough time whereas it is themost equally shared resource thatexists in the world.

1 day equals 24 hours for everybody


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Your Use of Time Reflects

How effective you are as an exec

How dependable you are as a colleague,supplier, service provider


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the challenge is not to

manage time, but tomanage ourselves.

Stephen R. Covey


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Time Waster

Something that prevents a person from

accomplishing a job or achieving a goalin a given time

Spend time to reflect on the major time

wasters in workplace and write down alist


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Internal Timewasters

Lack of objectives

Lack of priorities, deadlines, daily planning

Leaving tasks unfinished

Attempting too much and unrealistic time

estimates Indecision and procrastination

Inability to say No.


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External Timewasters

Meetings (scheduled and unscheduled)

Telephone interruptions

Drop-in visitors

Unclear communications; inadequate,inaccurate or delayed information

Waiting, Resource Sharing

Lack of clear goals, objectives, priorities

Confused responsibility and authority


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Key Issues in Time

Management


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Set Your Goals!


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Plan


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Prioritize


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Prioritization

Just because you cando somethingdoesnt mean you should.


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Paretos Principle

A small number of causes (20%) isresponsible for a large part of the effect(80%)

the vital few and the trivial many


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Examples of Paretos

Principle 80% of an engineers interruptions come from

the same 20% of the people

80% of customer complaints are about thesame 20% of your projects, products, services

80% of the decisions made in meetings come

from 20% of the meeting time 80% of a problem can be solved by identifying

the correct 20% of the issues


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Implications for us

The relationship between input and output isnot balanced:20% of a person's effort generates 80% ofthe person's results; 80% of your successcomes from 20% of your efforts

It is vital to focus 80% of your time on the

20% of your work that REALLY counts


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Prioritization

You've got to put down on paper theten things that you absolutely have todo. That's what you concentrate on.Everything else - forget it.

Lee Iacocca

Former Chairman, Chrysler

Prioritizing means determining the


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Prioritizing means determining therelative importance and precedence of

events. And it is absolutely necessaryfor effective planning. Prioritizingkeeps us from spending time on thingswe dont really value.

Hyrum W SmithChairman, Franklin Covey


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Scheduling


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Collaboration

Assigning/sharing workload

Maximizing the strengths and

productivity of a team

Making good use of the ideas of others

Asking for help when you need it Borrowing models and templates from

other sources


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Learning to say NO

Maybe you are always behind schedulebecause you are trying to do too many

things. If so, you might consider turningdown or deferring some jobs that you areasked to do.

L i t NO


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Learning to say NO

Recognize your limits

Take time to think about it

Be honest and vocal about why

Discuss workload with your boss -

suggest an alternate approach

If you must do, tell the people involvedwhen you can complete it.

You Can and Should Say


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You Canand Should, SayNo

People take advantage of you

only with your permission.


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Managing Interruptions

For crucial deadlines, make yourselfinaccessible

Offer an alternate time

Be polite but direct

Try closing your door or arranging youroffice to discourage drop-ins.

Help others solve theirproblems, donttake them over.

Schedule social time


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Procrastination

Putting off doing something until a further time unpleasant or burdensome

not knowing where to begin doing the easy or trivial stuff first

lack of clear deadlines, lack of information

fear of failure

thinking that someone else will do it sometimes as an attitude

REMEMBERthings do not get any easier when

they are put off!

To Reduce Procrastination


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Divide project into small, schedulablestages

Do collaborative work

Dont be a perfectionist

Take a break at the end

Promise yourself a reward

To Reduce Procrastination


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Time

Two Dimensions

Importance Urgency

Urgent tasks requireimmediate attention

Important taskssupport operationalgoals


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Time / Task Matrix

I:Urgent andImportant

II:Not Urgent but

Important

III:Urgent but Not

Important

IV:Not Urgent and Not

Important

Reactive Tasks Proactive Tasks

Someone Elses Priority Time Wasters


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You must continually ask yourself what arethe most important and profitable things I

can do with my time.One problem is that most important thingsare seldom urgent and most urgent things

are seldom importantThe trick is to identify such important butnot urgent things and assign them time.

Peter Drucker

Important vs. Urgent


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Things which matter most

must never be at the mercy ofthings which matter least.

Johann Wolfgang von GoetheGerman Author


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Disorganization

People often waste much time becauseof disorganization

Si f


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Signs of

Disorganization Desk or office cluttered with

papers, files and equipment

Poor or no filing system

No follow-up system

Dont know where to put thepapers

Procrastination

Price of Not Being


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Price of Not BeingOrganized

Missed deadlines

Overlooked opportunities Wasted time

Lost customers due to poor or slowservice

Wasted money


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Workaholics

Never say No

Never say Yes to offers of help

Are poor delegators (no one can doit as well as me)

Have a reputation for delivering - so

get more work Dont value training and

development

i i


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Timing

Knowing when not to work is asimportant as knowing when to work.

Save the easiest tasks for the end of theday.

Know your energy cycle

Know Your Energy Cycle


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Know Your Energy Cycle

0%

20%

40%

60%

80%

100%

120%

6:00

am 8:00

10:00

12:00

2:00

4:00

6:00

pm

k


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Tasks

Low Energy

Meetings Opening/Sorting Mail

Responding toCorrespondence

Collecting data

High Energy

Designing

Programming

Writing Reports

Planning

Debugging


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Perfectionism

Examine if your efforts to get the job

done perfectly are really improving things. Think about the cost-benefit ratio of the

extra effort.

Remember that nothing is perfect.

It is a virtue to want to do a goodjob, but some people become soanxious about getting a job done

perfectly that they never complete it.


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Rigidity

Unexpected things come up andactivities sometimes take more timethan planned.

Have some flexibility in schedule.

Do not get frustrated if things dont

work out as planned.

Just re-evaluate the plan and make

adjustments.

Eliminating Things


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Eliminating ThingsFrom Your To-Do List

Whats the worst that can happen if Idont do this?

Am I the only person who can do this?

Must it be done now?

Is there an easier way to do it?

T F l


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True or False

1. Time can be managed.

2. The longer or harder you work the more you

accomplish.3. If you want something done right, do ityourself.

4. We should take pride in working hard.

5. You should try to do the most in the leastamount of time.

6. Technology will help you do it better, faster.


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Thanks

Documents

Communication and Time Management