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TIME DYNAMICSUnited States Jaycees®,A Leadership Training Organization.
Table Of ContentsINTRODUCTION
CHAPTER I: The time is now 0 •••••• 0 ••••••••••••••••••• 0 •••••••••••••••••••••••• 3Your talents and your limt' 0 • 0 •••••• 0 •••••• 0 • 0 •••••••••••••• 0 ••• 0 • 0 •••••••• 3Oevelopin~ a TI\IA (Time l\Iana~t'ment Auillule) 0.0.0 •••••• 0.0.0. 0 • 0 ••• 0.0.0 •••• 4Discovering preferenlial time 0.0.0. 0 •• 0 • 0 •••••• 0 • 0 • 0 •• 0 • 0 • 0 • 0 ••• 0 •• 0 • 0 • 0 • 0 • 0 • 0 •••••• 0. 4Personal lime analysis o 0 • 0 0 •••••••••••• 0 • 0 • 0 0 •••••••••••••• 0 ••••••• 0 o 5\Veekly time lo~ 0 • 0 0 •••••••••••• 0 0 0 ••••••••••••••• 0 0 0 ••••••••••••••••• 6Discussion queslions 0 • 0 •••• 0 • 0 •••• 0 ••••• 0 0 • 0 0 •••••••••••••••••• 0 • 0 •••••• ° 7Acti vi ties ... 0 0 ••••••••••••••••••••••••••••• 0 • 0 0 • 0 •••••••••••••• 0 0 • 0 0 • 0 0 • 0 ••• 0 0 0 0 ••• 7
CHAPTER II: The road to Time Management 8"'here are you ~oing 0 •••• 0 • 0 ••••••••••••••• 0 •• 0 • 0 •••••••• 0 • 0 ••••• 0 • 0 • 0 • 0 • 0 •••• 8How 10 ~el there 0 •••••• 0 •••••••• 0 •••• 0.0 •••• 0 ••• 0 ••••••• 0 ••••• 0 •••••• 9What to do 0 •••••• 0 •••••• 0 ••••••••••••• 0 • 0 • 0 ••••••• 0 ••••• 0 ••• o. 10
Tumin~ in a timely direcLion 0 •• 0 •••••••••• 0.0. 0 0 0 0 0 0 0 0 0 0 0 0.0000000 ° 12Take a short cuI .. 0 • 0 • 0 ••• 0 •••• 0 • 0 •••• 0 • 0 • 0 •••• 0 • 0 •• 0 • 0 • 0 •••••• 0 • 0 • 0 • 0 • 0 ••• 0 • 0 • 0 • 0 ° 12What if vour car won'l slart 0 ••••••••••••• 0 ••••••••••••••• 0 • 0 0 • 0 • 0 • 0 • 0 • 0 •• 0 0 0 •• 13
Queslim;s 0 • 0 • 0 • 0 • 0 • 0 •••• 0 ••••••••••••••••••••••••••••••••• 0 ••••••• 0 • 0 • 0 •••• ° 14Activilies 0 •••••••••••••••••••••••••••••••••••••••••••••••••• 0 0 0 0 0 0 0 • 0 0 0 0 0 •••••• 14
CHAPTER III: Twenty-two tricks to transfuse time 0.000. 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 • 0 •• 15Tinte trickerv . 0 • 0 • 0 •••••••• 0 • 0 • 0 0 ••• 0 •••• 0 • 0 •• 0 •••••••• 0 • 0 • 0 • 0 0 0 0 0 0 • 0 0 0 0 0 0 0 0 0 0 •••• 15Cel an ear-h- 'slart .... 0 •••••• 0 • 0 0 0 0 •••••••• 0 • 0 •• 0 •••••••••• 0 • 0 • 0 • 0 0 0 0 0 0 • 0 0 0 • 0 0 0 0 o... 16Den' lop 'III~I ddeat Ihe dt~ldline ° 0 0 • 0 •••••••• 0 ••••••••••••• 0 • 0 • 0 • 0 0 0 0 • 0 ••• 0 0 0 • 0 0 0 0 •••• 16,hoid Ihe lelephone lIap. 0 • 0 •• 0 • 0 0 0 0 • 0 • 0 ••••••••••••• 0 • 0 • 0 •••••• 0 • 0 • 0 • 0 • 0 • 0 • 0 • 0 • 0 •• ° 161landiI' lought'S! tasks al printe lime ° • 0 • 0 •••• 0 • 0 ••••••••••••••••••• 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 •••• 17Slav 0111 of Ihe lIIeal lillie rul ... 0. 0 0 0 0 • 0 • 0 •••••••••••••••••••••••• 0 • 0 • 0 • 0 ••• 0 • 0 • 0 •••• 17An'luire Ihe Iwncil and IXllx'r habil ° 0 • 0 • 0 •••• 0 • 0 • 0 0 ••• 0 •••••••••••••• 0 • 0 • 0 ••••• 0 •••••• 18Den'lop Ihe art of lislening 0" 0 • 0 • 0 •• 0 • 0 •••• 0 • 0 • 0 • 0 •• 0 •••••••••••••• 0 • 0 • 0 0 •• 0 0 • 0 • 0 • ° 18Find a quicker way ° 0 • 0 • 0 • 0 •• 0 • 0 •• 0 • 0 • 0 •••• 0 • 0 • 0 • 0 •• 0 • 0 • 0 ••• 0 •••• 0 • 0 ••• 0 • 0 • 0 •••• 0 • ° 18I !se priorily folders. 0 • 0 •••••• 0 • 0 • 0 0 • 0 • 0 •• 0 • 0 • 0 •• 0 • 0 •••••••• 0 ••••• 0 • 0 • 0 • 0 ••• 0 • 0 •••••• 19Slreamline cortl'spondenn' 0.0000.00.0.0 •• 0 • 0 • 0 • 0 0 0 0 • 0 • 0 •••••••••••• 0 0 0 • 0 ••• 0 0 0 • 0 •••• 19I.earn 10 S;I\' no .. 0 • 0 • 0 ••• 0 •• 0 • 0 0 0 0 • 0 • 0 •• 0 • 0 • 0 • 0 • 0 0 • 0 •••••••••••••• 0 •••••• 0 0 •••••••• 19Kt~'p all op~'n mind ° 0 0 • 0 0 0 • 0 •• 0 • 0 0 0 0 • 0 • 0 •••• 0 • 0 • 0 • 0 0 • 0 ••••••••••••••••••••••••••••• 20Work durin~ work hours 0.0 •••• 0.0 •• 0 0 0.0.0 •••• 0.0.0 •••••• 0.0.0.0 ••• 0 ••••• 0 0 0.0.0. ° 21KISS (Kt,'P il short and SWt~'I) .. 0 • 0 0 ••• 0 •••••••• 0 • 0 • 0 0 0 0 •••••••••••• 0 •••••••••••••••• 21Avoid chillerI'd desks ° 0 0.0.0.0 •• 0.000 •• 0.0. 0 •••• 0.0.0.00.0.0.0.0. o. 0 0 0 00.0. 0 0 0.0. 00 ° 21Find a concentralion hide-awav 00.0000.0.0 •••• 0 • 0 • 0 • 0 0 • 0 • 0 • 0 ••• 0 •••••••• 0 •••••••• 00 •• 22Delegale and follow-up 0.0000.0 •••••••• 0.0.00. 0 0 0 ••••••••••••••••••••••••••• 22Be decisive. 0 0 0 0 0 0 • 0 • 0 0 0 0 0 0 • 0 • 0 • 0 0 • 0 • 0 • 0 0 ••• 0 • 0 • 0 •• 0 • 0 • 0 • 0 • 0 • 0 •• 0 • 0 • 0 • 0 ••• 0 •• 0 • 0 ••• 22YOII m~~lnOI lx' a 10 ° • 0 • 0 • 0 • 0 •••• 0 • 0 • 0 • 0 0 • 0 • 0 • 0 •••••• 0 • 0 • 0 0 • 0 0 0 0 0 • 0 ••••• 0.0.0.00.0 • ° 23Controlling Ihe palx'r jun~le 0 •• 0.0.0000.0.0.0. 0 •••• 0.0.0 •• 0.0.0 ••••••••••••••• 0.00 •• 23Break :\Imphy's law 00.0. 0 • 0 0 0 • 0 • 0 •• 0 • 0 0 0 0 • 0 • 0 • 0 • 0 •• 0 • 0 • 0 • 0 •• 0 ••• 0 • 0 • 0 • 0 • 0 • 0 • 0 0 • 0 ••• 231\lonilor vom T:\IA ° 0 0 0 • 0 0 0 0 0 • 0 • 0 •• 0 • 0 • 0 • 0 0 0 0 • 0 0 0 • 0 •• 0 • 0 • 0 • 0 • 0 • 0 0 0 0 • 0 •• 0 • 0 0 •• 0 • 0 • o. 24Queslion~ ° • 0 • 0 0 0 0 • 0 • 0 •• 0 • 0 • 0 • 0 • 0 •• 0 • 0 • 0 • 0 • 0 • 0 0 • 0 • 0 •••• 0 • 0 • 0 • 0 • 0 •••• 0 0 • 0 • 0 • 0 • 0 • 0 • o. 24Acti,'ities . 0 ••• 0 • 0 • 0 0 0 • 0 • 0 • 0 •••• 0 • 0 • 0 • 0 0 • 0 • 0 • 0 •••••• 0 • 0 0 0 0 0 0 • 0 • 0 ••••••••••••• 0 • 0 ••• 24
CHAPTER IV: Make Time Management work for you 000 ••••••••••••••••••••• 25Parkinson's time disc'aS(' ° 0 0 • 0 0 • 0 • 0 •• 0 • 0 • 0 0 0 • 0 0 • 0 • 0 • 0 •• 0 • 0 • 0 • 0 0 0 0 • 0 • 0 • 0 • 0 • 0 • 0 • 0 0 00 ••• 25Eradicalillg lime wasll'rs ° 0 0 • 0 •••• 0 • 0 0 0 0 0 0 • 0 • 0 • 0 •••••• 0 0 0 • 0 0 • 0 • 0 ••••••••••••••••• 0.0 ° 26Telephones .. 0 0 0 0 • 0 • 0 • 0 • 0 • 0 0 • 0 • 0 •• 0 ••• 0 • 0 • 0 • 0 •• 0 • 0 •••••• 0 • 0 • 0 • 0 • 0 •• 0 • 0 0 0 • 0 •• 0 • 0 • 0 • 26Drop in visi 10rs ° • 0 •• 0 •• 0 • 0 • 0 • 0 •••••• 0 • 0 • 0 •••• 0 • 0 •••••••••• 0 0 0 0 • 0 0 0 • 0 • 0 • 0 • 0 • 0 • 0 • 0 0 •• 27:\Ieelings o. 0 • 0 0 • 0 • 0 • 0 • 0 • 0 • 0 •• 0 • 0 •••••••• 0 • 0 •• 0 0 ••••••••• 0 • 0 • 0 • 0 •••• 0 •• 0 0 •• 0 • 0 • 0 ••• 27Crisis silualions o. 0 • 0 • 0 0 0 0 0 0 • 0 • 0 • 0 •••• 0 • 0 • 0 • 0 0 0 0 0 0 • 0 •••• 0 • 0 • 0 • 0 0 0 0 0 0 • 0 0 0 0 0 0 0 0 0 0 0 0 •• 27Objectives and priori lies 0.000.0.0.00. 0 • 0 • 0 • 0 0 • 0 • 0 • 0 • 0 0 0 0 • 0 • 0 • 0 • 0 •• 0 • 0 • 0 • 0 • 0 • 0 • 0 0 • 0 o. 28Planning ° 0 • 0 ••••••••••••• 0 • 0 •• 0 0 0 • 0 •••• 0 ••• 0 • 0 • 0 •• 0 • 0 • 0 •••••••• 0 • 0 • 0 • 0 • 0 • 0 • 0 ••••• 28Delegalion .. 0 • 0 • 0 • 0 ••• 0 • 0 • 0 •• 0 • 0 • 0 •••• 0 • 0 • 0 • 0 0 0 •••• 0 •••• 0 • 0 • 0 • 0 • 0 •• 0 0 0 ••••• 0 • 0 0 ••• 28hu.kcision o. 0 0 • 0 • 0 • 0 • 0 • 0 • 0 0 0 0 • 0 •••••• 0 • 0 •••• 0 • 0 •••••••• 0 • 0 • 0 •• 0 • 0 ••••• 0 • 0 • 0 • 0 • 0 •• ° 28'Illinking and analyiing o. 0 • 0 •••••• 0 • 0 • 0 •• 0 • 0 • 0 • 0 •••• 0 ••• 0 0 0 0 0 0 • 0 , 0 • , • , • , • , ••• 0 • 0 •• ° 29Palx'rwork ° • 0 , 0 0 0 0 • 0 • 0 0 0 • 0 0 • 0 •••• 0 • 0 • 0 0 0 0 0 0 • 0 • 0 • 0 • , 0 • 0 • 0 0 0 0 0 0 0 0 0 0 , 0 • 0 0 0 0 0 • 0 0 0 0 0 0 •• 29Reading ° • 0 • 0 0 0 0 • 0 • 0 • 0 0 0 • 0 •• 0 • 0 •••• 0 • 0 • 0 • 0 • 0 0 • 0 •••• 0 • 0 • 0 0 0 0 0 0 0 0 0 0 • 0 ••• 0 • 0 • 0 • 0 • 0 0 •• 291\liscellam'ous .0.0 •• 0.00' •• 0.0.' 0 , 0 • 0 • , •• 0 , •• 0 • 0 • 0 • , 0 , 0 • 0 • 0 • 0 0 • 0 • 0 • 0 • 0 • 0 • 0 • 0 • 0 • 0 • o. 29Jayn't' Lime savers ° 0 • 0 • 0 • 0 • 0 • 0 0 • 0 • , •••••• 0 • 0 • 0 • 0 0 • 0 • 0 • 0 •••• 0 • 0 • 0 0 0 0 0 0 • 0 0 0 0 0 0 0 0 0 0 • 0 0 • 30Key areas of Tillie :\Ianagemerll It'Chniques ° • 0 • 0 • 0 • 0 •• 0 • 0 ••• , • , 0 • 0 • 0 • , •• 0 , • 0 • , • 0 • 0 • 0 ••• 30~:ohal makes Tillie :\lanagemtOIll lick. 0 • 0 • 0 0 , 0 • 0 • 0 • 0 • 0 0 • 0 • 0 • 0 0 0 • 0 0 • 0 • 0 • 0 • 0 • 0 • 0 • 0 • 0 ••• 0 • ~Olillie for t'lemlly 00.0.000000.0. 0 •• 0 • 0 • 0 • 0 • 0 •• 0 0 0 0 0 • 0 • 0 •• 0 • 0 , 0 • 0 • 0 • 0 • 0 0 0 • 0 • 0 0 0 • 0 • 0 • ° 31
Queslions ° • 0 0 • 0 • 0 0 • 0 • 0 0 0 • 0 0 • 0 • 0 • 0 0 , 0 • 0 • 0 • 0 ••• 0 0 • 0 • 0 • 0 • 0 0 • 0 • 0 • 0 • 0 • 0 • 0 • 0 • 0 • 0 • 0 • 0 ••• ° ,31Anivilies .. 0 • 0 • 0 •• 0 • , • , • , •• 0 • 0 • 0 0 • 0 • 0 • 0 •••••••••• 0 0 0 0 0 0 • 0 • 0 • 0 • 0 ••••••••••••• 0 • 0 ••• 32
BIBLIOGRAPHY AND SUGGESTED READING 0 •••••• 0 ••••••• , • 0 0 0 • 0 0 • 0 •••• 32
,;ounded in 1920,The United States Jaycees is an organizationof young men whose aims are personal growth and leader
ship training while providing solutions to community problems. Originally known as the Junior Chamber of Commerce, itsdetermination to become involved in all issues with all young men,regardless of employment, race, religion or national origin, led to aname change in 1965 to Jaycees.
The philosophies of the Jaycees are embodied in the JayceeCreed, adopted in its present form in 1951,authored by the late C.William Brownfield.
THE JAYCEE CREEDWe believe:That faith in God gives meaning and purpose to human life;That the brotherhood of man transcends the sovereignty of nations;That economic justice can best be won by free men through free
enterprise;That government should be of laws rather than of men;That earth's great treasure lies in human personality;And that service to humanity is the best work of life.
Pursuing these philosophies, Jaycees are involved in programs ofnational and international interests as well as programs to meet specific local community needs.
Jaycees are involved in programs of youth assistance, from shooting education to little league baseball to drug abuse; work with thedisadvantaged; work in governmental involvement, not organizationally involved in partisan politics, but taking active stands on majorissues at local, state and national levels; community health andresponsible drinking education; environmental improvement, fromenergy problems to rampant pollution; international partners programs; rehabilitation work with young men inside penal institutions(eligible young men participate in Jaycee chapters behind bars); crimeprevention; spiritual development, individual development; family lifedevelopment. Jaycees frequently provide the greatest service tohumanity in a direct sense through leadership by mobilizing thecommunity to positive action to solve its own problems.
The United States Jaycees serves young men of all stationswithin the ages of 18 and 35, with organizations that are affiliated butremain autonomous at the local, state, national and internationallevels. They are served directly by a national headquarters staff locatedin Tulsa, Oklahoma, providing information on programming, membership and many other areas.
1
TIME DYNAMICS
~ime Dynamics in the Personal Growth Series was writtenand developed by The United States Jaycees to serve as a
guideline for people interested in more effectively and efficiently using their time. Time Dynamics is geared strictly to helpingpeople achieve more of their potential and provides the participantswith some of the most modem and up-to-date time managementmaterial available.
Time Dynamics is designed as a group participation programor for self-instruction. The program is divided into four chaptersfor easy utilization. Each chapter ends with a series of discussionquestions.
Chapter One - Examines the importance of developing an appreciation for time. This chapter also provides excellent tools to help anindividual analyze his present time usage.
Chapter Two - Outlines the path to take to gain control of yourdestiny. Planning, goal setting, daily "To Do" list and otherpertinent topics are presented.
Chapter Three - Discusses twenty-two ideas to help accomplishtasks in a much quicker manner.
Chapter Four - Reveals the reasons time management works.The chapter also analyzes Parkinson's Law. Finally, specific steps arepresented to overcome major time wasters.
In the development of Time Dynamics, The United States Jaycees has been ever mindful of the words of one of the foremost management authorities in the world, Peter Drucker, "Time is the scarcestresource and unless it is managed nothing else can be managed."Time Dynamics will teach you to effectively manage yourself andyour time.
2
THE TIME IS NOW!!Your Talents And Your Time
£ ach of us has different talents as well as differences in ourphysical and mental attributes. Additionally, we have our
individual aptitudes. Nevertheless, we all have at least onething in common - TIME!
It is essential that you realize one of the most important elementsof successful individuals is their acute ability to effectively and efficiently utilize their time. Regardless of your IQ, educational background, social status, or work related experiences, you have 168 hoursin each week. What you do with these 10,080 minutes will determinewhether you are a success or failure, whether you are happy or sad,and whether you are respected for who you are.
This manual has been developed to help you "unlock" the 'TimeTraP' and open new avenues to success. By implementing the concepts of time management, you'll broaden your horizons, become
deeply satisfied with increased productivityand reap more rewards from your endeavors.Subsequently your family, friends, employerand fellow Jaycees will develop a deeperappreciation for those latent talents you possessbut were not able to express before because
you "Just didll't have the time."
3
4
Developing A TMA(Time Management Attitude)
Benjamin Franklin said, "Dost thou love life? Then do notsquander time; for that's the stuff life is made of."
Like a world-class athlete preparing to engage in an international competition, we must mentally prepare ourselves to win therace against time. Developing a TMA is first and foremost in preparing to win this race called life. As you read this manual, develop theattitude that its contents will help you overcome life's hurdles. Whiledoing this, keep Lord Chesterfield's remarks engrained in your mind:"The value of time is In everybody's mouth, but few people'spractice. "
Just as Olympic champions practice diligently and relentlessly toperfect their athletic techniques, in order to maximize the benefits oftime management techniques, you must put them into practice. Bydeveloping a healthy, positive TMA, you can accomplish what was onceimpossible; thus, living life more fully!
Discovering Preferential Time
You will probably be surprised at how much of each day iswasted. In order to determine exactly how much of your time is usedeffectively, you should invest some time in a personal "TimeAnalysis."
Time is like money. When invested wisely, you receive hugedividends. Certainly, the time you spend in completing a personaltime analysis will generate future rewards by producing an abundance of "preferential" time, and give you an insight into howyou could better spend your time at work and at home, thus enabling you to become a more productive worker as well as a betterfamily member.
What do you prefer to do with your time? Do you prefer tospend all your time at work or would you rather be playing golf? Areyour evenings spent worrying about that project you must complete,or do you relax and enjoy your family? Are you one of those"dedicated" individuals who brags that you haven't taken a vacationin years while deep down inside you really would prefer to go on avacation but you can't seem to find the time? What do you prefer to do?
Discovering more preferential time is one of the greatest rewards oftime management. Preferential time is the time spent engaging infavorite, or preferred. activities. Through a concentrated effort of studyingthe ideas presented in this manual and application of time managemeet techniques presented. you will be amply rewarded with the discovery that suddenly you are meeting deadlines, enjoying your work.and having more time for your family and other areas you prefer. Beginto discover more preferential time by analyzing where your time goes now.
Personal
Approximate Time Spent Per Week
Family FunctionsI. Playing with and laking carl' of children -----
I. Sha\·ing. showering. dressing -----
2. Eating -----
3. Sleeping. resting -----SUB·TOTAL
Tl~ln'ling to and from your job _
Tlavding while on the job _
IIlComing (~tlls ------
Outgoing calls -----
Regularly scheduled meetings _
Other meetings ------
Confen'n(('s with your supervisor(s) ------
Reading ------
Initiating and answering correspondence ------
I Jl!t'xlxTted visitors ------
Assisting subordinates ------
Seeing customers ------
Other job activities ------SUB-TOTAL
9.
5.
2.
6.
7.
H.
13.
12.
10.
II.
While WorkingI.
The U.S. Jaycees has developed a system to help you complete yom personal time analysis.Before acrually recording your timeusage, estimate the amount of timeyou think you are presen£ly spending on various activities in whichyou are engaged. The comparisonof actual time spent on specifictasks in relationship to the timeyou though t you were spendingwill surprise you.
The next step is to actuallyrecord the amount of time youspend participating in these activities. You are su-ongly encouraged to do this for two weeks, sothat you will get a precise accountof where your times goes. Startyour analysis tomorrow morning.
Personal TimeAnalysis
-, .2. c.ooKIng .
3. \\'ashing clothes ------
-I. Shopping -----
5. Paying bills ------
6. Mowing the lawn and other yard mail1lenance ------
7. Chmch related activities ------
H. Cleaning and maintaining house ------
9. Other family activities ------
SUB-TOTAL
JayCl'eJobsI. Local meetings -----
2. District. Regional. State and/or National Meetings -----
3. PalxTwork -----
4.Tt~lvd · ·.. · ·.. · ---- -
S. Telephone -----
6. \\,()J'king on projects -----
7. Other Jaycee activities -----SUB-TOTAL
Other ActivitiesI. \\'atching TV ~----
2. ·n~lvd (vacationing) -----
3. Social engagements (parties) -----
4. Participating in and watching slxJr!s -----
S. Hobbies -----
6. Other leisure activities -----
SUB-TOTAL
GRAND TOTAL
5
Weekly TimeLog
For maximum effectiveness,record your activities on a halfhour basis. Although it is tempting to merely jot down yourendeavors at the end of each day,you will find that this is a timewaster, as you will spend extratime trying to remember exactlywhat you have accomplished. Consequently, the half-hour plan hasproven to be both effective andefficien t.
At the end of the two week
period, you should carefullyanalyze your time usage. Lookingat your chart, you will be able tosee those areas where you spendtime with no subsequent results.Additionally, you should total theactual time spent in personalendeavors, while working, duringfamily functions, on Jaycee jobs,and in all other activities. At thispoint, compare the amount of timeyou thought you spent in eacharea with the actual time yourecorded. Are the results surprising?
Now you should have a positive TMA geared towards affectingchange in the manner with whichyou use your time. Consequently,you should be ready to begin yourjourney on, "The Road to TimeiHanagement," found in ChapterTwo.
6
Time Sun.
7:00 a.m.
-7:30 a.m.-8:00 a.m.8:30 a.m.9:00 a.m.9:30 a.m.10:00 a.m.10:30 a.m.11:00 a.m.11:30 a.m.
--12:00 p.m.12:30 p.m.1:00 p.m.1:30 p.m.2:00 p.m.2:30 p.m.3:00 p.m.3:30 p.m.4:00 p.m.4:30 p.m.5:00 p.m.5:30 p.m.6:00 p.m.6:30 p.m.7:00 p.m.7:30 p.m.8:00 p.m.8:30 p.m.9:00 p.m.9:30 p.m.10:00 p.m.10:30 p.m.11:00 p.m.
Mon. Tues. Wed. Thtmi. Fri. Sat.
Discussion Questions
1. Where does your time go?2. Where could you better utilize your time?J. Why is it important to develop a positive TMA?4. Are you pleased with the amount of time you spend in each of
the following areas? Why or why not?a. Workb. Familyc. Leisure activitiesd. Commuting to and from work
5. How can we equate time and money? Which is more valuable?Why?
6. What rewards do you expect to gain from learning how to moreeffectively use your time?
7. What did Lord Chesterfield mean by his quote, "The value oftime is in everybody's mouth, but in few people's practice?"
8. What was the biggest surprise you encountered in doing yourpersonal time analysis?
9. Why is it best, when doing a time analysis, to record your timeon a half-hour basis as opposed to once or twice daily?
10. What is the single most important idea about time management you have grasped so far?
Activities
1. For three mornings, outline the "routine" you follow as you getready for work. At the end of the three days, analyze your established pattern and list ways you can change it to save time.
2. List several ways you can better use the time you travel to andfrom work.
7
THE ROAD TOTIME MANAGEMENT
Where Are You Going?
T:hosewho are headed nowhere generally get there quickly! Have you participated in The U.S. Jaycees Per
sonal Dynamics program? If so, you are acutely aware ofthe dire need to establish' goals for your life. If you have not takenPersonal Dynamics, it is strongly suggested that you do so.
We often confuse goals with dreams, desires, or even delusions.In order to clarify what goals represent, perhaps this acronym willhelp. Your GOALS represent the final destination of your GameplanOf Accomplishing Life's Successes. BegIn re[}ectIng on your plans forthe future by analyzIng the past.
Who are you? Are you content with yourself? Are you satisfiedyou have chosen the right occupation? Is your marital relationshipcomfortable? If you're single, do you prefer to remain single? Is yourGameplan Of Accomplishing Life's Successes a winning strategy?
Upon analyzing who you are and where you are, you can betterdetermine where you wish to go. At this point, your goals begin to
crystalize.Now you are ready to jump in your car
and begin traveling the road to time management. By listing your goals, the car willstart. To make our dreams become reality,and to learn to effectively and efficientlyutilize our time, we must write down our goals.
These goals should be all encompassing,including such areas as:
Jaycees RecreationalCareer Individual DevelopmentFamily Personal ItemsSpiritual Social Goals
Finally, be sure to set challenging yetattainable goals. And always remember,YOU establish the criteria to detelmine ifthe goals are attainable. No one should dothat for you!
B
How To Get There
Did you ever stop to realize people do not do goals, they doactivities to attain the specified goals? Accordingly, your next move incontrolling your time is to list the activities you must accomplish toreach your goals. On the road to time management, this will serve asyour road map. A practical exercise in developing activities to reachgoals is found in The U.S. Jaycees Personal Dynamics manual, p. 16,available from the Products Division, P.O. Box 7, Tulsa, OK 74121.
Once you have written your goals, as well as the activitiesplanned to attain them, prioritizing is the next essential step togaining better control of your time. Each goal should be assigned anumber, based upon its importance. Within each goal, the specificactivities should also be prioritized. A major consideration in theprocess of prioritizing is, "How much time will it take to compLetethese activities and reach this goaL?"
The logic behind prioritizing your goals and activities is foundedon the simple truth that life is finite. Because men are mortal andhave an insatiable desire to experience "all of life," we tend to wastetime and get caught up in the dilemma of wanting, but not doing.Perhaps this statement, made by a man on his deathbed, best summarizes this invaluable lesson:
((When I was a young man I set out to change the world.When I grew older I perceived that this was too ambitious,so I set out to change my state. This, too, I realized as Igrew older, was too ambitious, so I set out to change mytown. When I realized that I could not do even this, I triedto change my family. Now, as an old man I know that Ishould have started by changing myself. If I had startedwith myself, maybe then I would have succeeded inchanging my family, the town, or even the state - andwho knows, maybe even the world!"
As Jaycees, we must realize that our motto, «Young Men CanChange The World," can only happen if young men are willing tofirst change themselves!
Therefore, determine that the first and foremost priority is tochange yourself. This will then allow you the opportunity to conqueryour desires. Once this idea is cemented firmly in your mind, you candetermine the priorities of the various activities established to attainyour goals.
In summation then, to begin traveling the road to time manage-ment, you must:
1. Decide what you want out of your life.2. Determine the necessary steps to reach your goals.3. Prioritize these activities according to their relative importance
to fulfilling your objectives.Now that you have planned your journey and you are on the
road, you can keep your life rolling smoothly by using a daily "TODO" list. 9
What To Do?~-------------
As you travel the road to time management, you will find manydetours along the way. In order to minimize the number of tangentstaken, a daily "TO DO" list will prove invaluable. This daily list ofthe activities you need to complete will help you stay organized; thus,saving time.
A well known story about a "TO DO" list taken from MichaelLeBoeuf's book, Working Smart, involves Charles Schwab, formerpresident of Beth Iehem Steel. As the story goes he called in Ivy Lee, aconsultant, and said, "Show me a way to get more things aone Withm time, and I'll ay you any fee wlthzn reason."
"Fine," said Lee. "/'11give you somet mg m twenty minutes thatwill increase your output at least fifty percent."
Lee then handed Schwab a blank piece of paper and said, "Writeaown the six most important tasks that you have to do tomorrowand number them in order of their importance. Now put this paperin your pocket and the first thing tomorrow morning look at itemnumber one and work on it until you finish it. Then do item two,and so on. Do this until quitting time and don't be concerned if youhave finished only one or two. You'll be working on the mostimportant ones first anyway. If you can't finish them all by thismethod, you probably couldn't have by any other method either; andwithout some system you'd probably not even have decided whichwas the most important."
Then Lee stated, "Try this system every working day. Afteryou've convinced yourself of the value of the system, have your mentry it. Try it as long as you wish and then send me a check for whatyou think it's worth."
Several weeks later Schwab sent Lee a check for $25,000 with anote proclaiming the advice the most profitable he 'nad ever followed.This concept helped Charles Schwab earn $100 million and turnBethlehem Steel into the biggest independent steel producer in theworld.
You may think Charles Schwab was foolish to pay $25,000 forsuch a simple idea. However, Schwab thought of that consulting feeas one of his best investments. "Sure it was a simple idea," Schwabsaid. "But what ideas are not basically simple? For the first time, myentire team and myself are getting first things done first."
The value of a "TO DO" list is apparent. Additionally theinherent need to establish priorities for each item we list is recognized.Finally, we realize the significance of always doing "first things first,"and not going on to the next task until the first is completed.
To help you with your daily TO DO list, The U.S. Jaycees hasdeveloped this "To Do" sheet:
10 t
THINGS I WILL DO TODAYThis Is The First DayOf The Rest Of My Life!
Today Is Things I Will Do TodayHow can I
increase my service tomy company today?What will I do toimprove myself today?
Appointments6-8 a.m.
8-9 a.m.
9-10 a.m.
10-1 I a.m.
II a.m. - 12 Noon
12 noon - I p.m.
1-2p.m.
2-3 p.m.
3-4 p.m.
4-S p.m.
S-6 p.m.
6-7 p.m.
HowCan!CaptureThisMoment?
JOB
010-=-2 ----------
0-:-3---------0-:-4---------
O-S ---------
0-=-6 ----------
JA YCEES
01------------02------------03------------04------------Os
FAMILY
01----------02----------03----------04----------Os
OTHER
0_1 _02
These sheets are available, and can prove very beneficial in helping you organize yourself each day. Available in units of 100, Cat. #688-1, through The U.S. Jaycees ProductsDivision, P.O. Box 7, Tulsa, OK 74121 or Call Toll Free 1-800-331-3248.
Turning In A Timely Direction
You know where you want to go, for you have your GameplanOf Accomplishing Life's Successes. By using your TO DO list on adaily basis, you will begin to move rapidly towards completing theselifetime goals. By prioritizing activities, you will be able to continually head in the right direction. These tools will undoubtedly provebeneficial in aiding you to make the most of your time. Yet, there isstill one more area you need to think about.
The tools you have been given thus far are intended to help youplan your life on a daily basis. They are not meant for the minute-byminute decisions you continually face. To help with this task, youshould constantly ask yourself "How can I capture this moment?"
When is the time to ask this question? The answer is simple anytime you think you may be wasting time. An especially appropriate time is when you have been distracted. Is the best use of yourtime watching the secretary stroll down the hall? Is it best spentlistening to the sounds of traffic outside your office building? Are youusing your time in the most effective manner by thinking about thesocial engagement you have tonight? In summation, anytime you getmomentarily detoured, spring the question! Then, take action byturning in the direction which leads to your intended destination.
Take A Short Cut
The Pareto principle is a concept that good time managers areaware of. It states that eighty percent of the value of a group of itemsis generally concentrated in only twenty percent of the items. Namedafter the nineteenth-century Italian economist who discovered thistheory, Vilfredo Pareto, this axiom holds true for many of taday'sitems. Take these for example:
80% of ...SalesSick LeaveNew Members
Telephone Calls
Comes From 20% of .CustomersEmployeesRecrui tersCallers
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And finally, how about this?Eighty percent of your effectiveness comes from achieving 20% of
your goals. In charting the road to time management, especially yourdaily "TO DO" list, it is imperative you realize that it's not thenumber of items you complete that determines your success, it's thenumber of items you complete that generate results that determinesyour success!
What If Your Car Won't Start?
Your plans are made, the path is established, the destination isdetermined, the short cuts will be taken, so you jump in your car totake the road to time management, turn the key and - presto NOTHING! Your battery is dead. But why? Regardless of the underlying causes, the fact is that all the planning in the world is useless ifyou can't get started. In the game of life, not getting started is calledprocrastination.
Of all time wasters, procrastination can be the most ominous.Not only do you whittle away your life by putting things off, theconsequences frequently create adverse effects. Learning to thwart thenemesis called procrastination is an art everyone should master.
To find a solution to this problem, let's first look at some of thereasons why people procrastinate. From this, we will better appreciatethe need to overcome this monster.
Frequently emotional in nature, procrastination rears its evilhead and protrudes its fangs to remind you of the bad feeling youexperienced when faced with a similar task previously. For example,one cringes when he thinks of the overwhelming nature of that yearend report to be written, so he waits until tomorrow to start.
Are you one to grimace with the pain of a psychosomatic whenyou come eye-to-eye with the mundane duties of mowing the lawn,repairing the car, or calling your in-laws? Unfortunately, it is commonplace for people to become seriously ill from habits of procrastination. In the business world, ulcers and heart attacks are frequentlystress associated from prolonging the decision making process.
Is there a remedy for this dreaded disease which strikes society inepidemic proportions? No, but there is temporary treatment. Simplyand specifically, when facing the procrastination monster, GO FORIT! Force yourself to take action. Mentally recharge your battery. Theresultant time you save will generate positive results in your work andyour physical well being.
Need a set of jumper cables? Here they are - eight ways to stopprocrastination. These will help create the momentum you need tocarry you through to completion of those tasks you have been "putting off until tomorrow."
I. Realize that procrastination is a large waste of time. Since timeis life, by procrastinating, you are throwing your life away.
2. When a task seems just too big, chop it into smaller units anddo one at a time.
3. Tell someone you will do something, or bet them.4. Provide a special incentive for yourself.5. Make decisions quickly and act on those decisions immediately.6. Ask yourself, "How can I capture this moment?"7. Take the last few minutes of each working day to analyze your
accomplishments, develop the "TO DO" list for the next day,and resolve to do better.
8. Decide to make every day of your life meaningful.
13
Questions
I. Why is goal selling important?2. How do goals and activities differ?3. What do we mean by prioritizing your tasks?4. Who should establish your goals, your activities to achieve
them, and the priority of these activities? Why?5. Why is a daily "TO DO" list important?6. What is the 80/20 Rule? How does it affect you?7. Do you complete one task at a time or try to work on several?
Which method is best? ''''hy?8. Is there ever a "good" time to procrastinate?9. What are some ways to overcome procrastination?
10. How can it help you to ask, "!-low can I capture this moment?"
Activities
I. Using the chart below. list at least three activities in each row{work related, family related, Jaycee related} that cause you toprocrastinate. Next. give a reason for the procrastination.Finally, write down the action you will take to help you getstarted the next time you face that problem.
EXAMPLE
JOB I.RELATED 2.
3.
FAl\IILY I.RELA TED 2.
3.
JAYCEE I.RELATED 2.
3.
CAUSE
Year-End Report
REASON
Seems Overwhelming
SOLUTION
Break Down IntoSmall Sections
14
2. If you were serving in the capacity of a local Jaycee chapterpresident, how would you prioritize these tasks? Why?A. Finding a chairman for a community development projectB. Replacing a director who has missed four consecutive board
meetIngsC. Sending your monthly dues kil to your slale organizationD. Recruiting a new memocrE. Participaling in your local Personal Dynamics programsF. Visiting a local chapterG. Procuring a local parade of chapters chairman
22TRICKSTOTRANSFUSE TIME
Time Trickery
T;hroughout the journey of life, people constantly seek tofind new ways of helping themselves. As youngsters in
school. children quickly learn to ask questions to getteachers to help with their problems. In sports, athletes discover thediscipline of practice pays large dividends during competition.Finally, as adults, men and women have learned that numerousresources, such as the Jaycees, are readily available to help themachieve their goals.
With each of these learning experiences, you develop a stylepeculiar to yourself. You are distinctly unique and have particularrequirements and traits uncommon to anyone else. Keeping true toform, you will find that your time management skills will also benovel. Like a snowflake, the shape of your time management toolswill be yours and yours alone.
Keeping these thoughts foremost in your mind, study the following "Time Trickery" ideas and determine those best suited to yourneeds and style. Each has proven helpful for some people. You can'tstop time, but you can trick it into becoming more available if youimplement some of the following ideas. Through the resultant betterusage of your time, you will inject a renewed enthusiasm into thetime spent with family, on the job, and in Jaycees.
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16
1. Get An Early StartHave you ever been early for work and completed a major task
ahead of deadline? Felt great, didn't it! As a result, you probably wenton to complete numerous tasks and went home in an excellent mood.Why not make this part of your lifestyle?
Just because we are scheduled to start work at 8 a.m. doesn'tpreclude the idea of getting a jump on our activities by reportingearly. The old saying, "The early bird catches the worm," has a greatdeal of merit. The psychological advantage gained by getting an earlystart will greatly outweigh the slight inconvenience of having to getup a Iittle sooner.
And what about meetings? Have you ever attended one thatstarted on time? It is a powerful attitudinal tool to get in the habit ofstarting all meetings and projects on time, or even ahead of schedule.Punctuality is a virtue which is a prerequisite to success!
2. Develop And Defeat The Deadline!Whenever you decide an activity is important enough to begin,
develop a plan of attack to defeat the deadline you have determinedfor completion. By establishing a specified time limit, you will greatlyexpedite completion of the activity. Be sure to allow yourselfsufficient time to complete the task, yet not too much time to allowprocrastination.
For meetings, establishing a deadline for the meeting to end willprove beneficial. If meetings drag on indefinitely, implement deadlines. If you can't cover business quickly, then you are doing toomuch, spending excessive time discussing insignificant details, orsomeone is coming to the meetings unprepared. A good idea to helpdeflate the ever present "wind bag" is to establish a deadline fordebate on a given topic, then stick to your deadline! Committees canalso serve as a great time saver by expediting the decision makingprocess.
3. Avoid The Telephone TrapAlthough the telephone often serves as a tremendous time saver
by reducing the number of trips to be taken, frequently it yields justthe opposite effect. Those with a vivid imagination can clearly picturethe telephone as it evolves into a serpent. This snake wraps aroundmany people, entangling them with constant interruptions. Inaddition, this creature ejects its poison in the form of a slow, painfuldeath. At some point in time, we have all fallen victim to the deadlyasp we know as the telephone.
But. do not despair. A vaccine has been produced to helpminimize the pain inflicted by the telephone. Taken in two doses,this serum will free you from the telephone trap in which you may becaught. 'The two doses are:
I. Get organized before you make calls; and2. Make all your calls within a given time period.
Getting organized before calling is not a difficult task, it simplyinvolves planning. Outline the topics to be covered. Highlight keyideas. Have any necessary reference material within reach. Minimizesmall talk. Begin your conversation by prefacing it with the fact ypuneed to hurry. The time you spend in preparing your calls will berepaid once you become actively engaged in phoning your associates.
Making your calls as a group will appreciably save time bykeeping you from having to change activities frequently. The mindfunctions best on one activity at a time. Thus, by grouping calls, youwill be able to better use the talents your mind possesses; consequently,freeing more time for other endeavors.
4. Handle Toughest Tasks At ((Prime Time)}The bat is a nocturnal creature; that is, it functions best at night.
Most humans, on the other hand, are diurnal, functioning bestduring the daylight hours. Nevertheless, while bats restrict their activities to darkness, the "prime time" of individual members of theHomo sapiens species is as different as night and day. Each personfunctions at his peak at a particular time and there is no constantfactor predicating this time to be the same for any two people.Regardless, the important aspect is to determine your prime time andalways strive to handle your most demanding task then.
Perhaps your prime time is early in the morning. If so, schedulework accordingly. If you seem to work best in the afternoon, then besure to handle the biggest job you face during that time. Finally, ifyou work best at night, budget your time to allow yourself the opportunity to do your toughest task then. As in all phases of time management, planning is critically important.
5. Stay Out Of That Meal Time RutDo you go to lunch everyday at exactly the same time? Do you
absolutely have to go to lunch at that time? While eating, do you getas much in as possible to avoid even the remotest possibility of experiencing hunger pains in the afternoon? Perhaps you don't realize it,but you very likely are in the "meal time rut!"
In respect to time management, you can take affirmative actionto get out of the rut and back on level ground:
I. Be flexible about eating time. If you are in the middle of a taskat your predetermined lunch time and can go to lunchwhenever you wish, finish the task! You will save a great dealof time by not having to later re-program your mind to the taskat hand.
2. Eat light! Metabolically, the amount of oxygen available to beutilized during the thought process is decreased proportionatelyto the amount of oxygen needed to aid in the digestive process.Simply stated, that means if you overeat, you will waste a greatdeal of time because your mind will not function at its peak. Asa result, you will be sleepy and daydream excessively. By eatinglightly, your improved physical condition wiII precipitate ahealthy mental condition also.
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6. Acquire The Pencil And Paper HabitAt some time or another, each of us has found ourselves think
ing, "If onlv I could remember ... !" Was it a quote from the greatspeech you heard that you couldn't remember? Was it the phonenumber of that young lady you met last night? Or, perhaps it wasyour best friend's birthday! Regardless of what you have forgotten,this time waster can be overcome in the future by acquiring thepencil and paper habit.
"How can not recalling some information be a time waster?" youask. Easily - just realize this. When the conscious and subconsciousminds begin to focus on a thought, the idea begins to gain a type of"momentum" until it becomes the dominating consideration. In conjunction with the emergence of the new thought, you lose the abilityto pay undivided attention to the priority item on which you areworking. Consequently, you lose valuable time trying to crystallizethe new idea.
The simple solution to this problem is to always carry pencil andpaper with you. Many successful individuals carry 3"x5" index cards.As the mind perceives a unique idea or you hear somethmg noteworthy, write it down. Then, file it somewhere that is easilyaccessible. Never again will you have to worry about forgetting animportant idea or event.
7. Develop The Art Of ListeningAre you proud of your ability to talk on the telephone while
simultaneously continuing to write reports, read the paper, or engagein some other task? Sounds like a tremendous time saving technique,doesn't it? After all. you are accomplishing two jobs at one time. Butis this best?
The answer is no. There are two primary reasons:
I. Passive listening results in improperly perceived communications. The resulting misunderstandings cause you to waste timeby later resolving them.
2. When you fai I to give someone your undivided attention as theyspeak to you, it is demeaning to them. It strongly indicates theyare not important to you. Consequently, an emotional barrier isbuilt and time will be needed to tear down that barrier if youexpect to have a working relationship with that individual.
Specifically, when someone talks to you, listen. In fact, listenintently! To develop your listening skills, refer to the CommunicationDynamics manual available from The U.S. Jaycees Products Division.
8. Find A Quicker WayLet's do some "imagineering" to prove a point.You are now a resident of Tulsa, Oklahoma. You have a vaccl
tion coming up, and your cousin in Central Florida has assured youof free tickets to Disney World, Circus World, and Sea World if youstay with him. Additionally, your rich uncle just passed away and left
you plenty of money to afford the trip. Your dilemma is having justone week of vacation coming. What will you do?
You find the quickest way! You might decide to fly, whichnaturally is the quickest way. If you drive, you surely won't plan togo to Florida by way of New York or California! You will carefullydetermine the most direct route to follow, then take it.
In handling the routine tasks faced daily, the concept of findinga quicker way allows you to discover extra time you weren't aware of.Just because you have been doing a particular task the same way allyour life is not a sufficient reason to continue doing it that way. Inall your endeavors, look for short cuts. You very likely will find aquicker way to get many things done!
While looking, however, exercise caution. Quickness is notalways best. It is up to you to determine if a faster means of completing a task still generates the necessary results. If it does, use it!
9. Use Priority FoldersYour secretary, your wife, or perhaps a friend can help you
utilize your time by better developing the ability to prioritize yourmail. Have one or more of these persons place your mail in thesepriority folders:
I. "GOT TO DO" - All those items that must get done today.These items are both urgent and important.
II. "NEED TO DO" - Those items which you must do within thenext few days. These items are important but not urgent.
III. "LIKE TO DO" - The items which you enjoy doing, but areneither most important nor urgent.
IV. "Junk Mail" - Items which you may need to act upon. Theseitems should be carefully screened and any which are of novalue should be thrown out before you waste time readingthem.
10. Streamline CorrespondenceIt's not always necessary to impress people with your creative
writing talents. Every letter you write need not be the stunning,eloquent style of an Ernest Hemingway. In fact, being too flowerycan sometimes create a negative effect on the person to whom youhave written. Therefore, learn to streamline correspondence.
Persons oriented to managing their time appreciate letters whichare short and to the point. Using excessive language might be anadmirable attribute for an attorney or a politician; but, most peopledon't want you to beat around the bush. When writing, save time foryourself, your business associates, fellow Jaycees, or whoever you arewriting to, by making your point quickly and precisely.
11. Learn To Say ((No))How many monkeys can you carryon your back?If your boss gives you an assignment, do you try to do it all
yourself?If your wife has a problem, do you solve it for her? 19
If a subordinate comes to you, do you agree when he says, "Wehave a problem?"
If you were Jaycee president and your Individual DevelopmentVice President told you that no one would chair Personal Dynamics,would you become the chairman?
If your son couldn't complete his math homework, would you doit for him?
In other words, are other people's priorities more important thanyours? Of course not! So, don't let them harness their monkeys (thatis, problems) to your back. When faced with "opportunities" likethose just listed, learn to say no.
When your boss gives you an assignment, leam to delegate someof the tasks. When your wife has a problem, offer suggestions, but lether solve it. When an em 10 ee sa's, "We have a problem," reply,"Oh no we don't. You do, but I will offer ideas to he p you so ve it."Then render an immedIate response and follow-up lor a compJeteatask.
When your son can't complete his math assignment, try toexplain what he needs to do, then let him do it. Finally, if you are aJaycee president, realize that your job is to manage people, notprojects. Never let the project monkeys jump on your back. Byallowing others to handle their own responsibilities, they will experiencethe "leadership training" that is the backbone of the Jaycee organization.
Leam to say "NO." Leamed individuals will admire you for theincreased productivity you experience as a consequence of this newtra i t.
12. Keep An Open Mind
20
Keeping an open mind can help you better use your time. Studythis hypothetical situation to better appreciate this time saving technique. Remember that hideous idea that one of your local members,James, brought up at that board meeting a while back? How couldanyone be so dumb as to propose a project entitled, "All AmericanTrash Dav?" It would be terribly demeaning for the young businessleaders of your community to pick up debris along the highways ofyour town. It's hard to believe anyone would have the audacity toeven propose such a nonsensical project.
What's worse is that the board recommended, on a 7-6 vote, thatthe general membership accept it! The following week, the only thingon the board members' minds was that stupid idea. No one couldeven get any work done as a result. What a complete waste of time!
Next, remember the general membership meeting? What an argument! Tempers flared, members threatened to quit, three differentattempts were made to table the motion, and finally - and unbelievably - the membership passed it! Imagine what fools you would make ofyourselves - out picking up trash!
The rest of the story is history. Reluctantly, you "did it for theteam." You met at the clubhouse with the other seven guys, dividedinto teams, and headed for your area. At noon, you met for lunch, atequickly, and went back to finish the job. All day long, business waspicking up!
At the next meeting, reluctantly, you admitted maybe it wasn't sobad. Then, when your local president read the letters of commendation from the mayor, the local newspaper, and from several of the
citizens of your community, you began to look at "All AmericanTrash Day" in a different perspective. Finally, remember the expression of complete happiness on James' face when your chapter wasawarded the best community development project plaque at your stateconvention for "All American Trash Day."
And you thought it was dumb.The point of this story should be clear - Keep an open mind in
everything you do. You will get along much better with people andyou will make much better use of your time.
13. Work During Work HoursOne of the best indications of a successfu'l person is that he puts
in a great deal of overtime on his job, right?WRONG! Frequently, because of poor time management skills,
people create the need to work extra hours. The best means to overcome this is a firm commitment to work during work hours only.
Analyze your daily schedule. Evaluate your biggest time wasters.Implement the ideas in this manual. Then, develop a positive TMAwhich includes the promise you will work during work hours only.
It may be surprising to you, but most people have about as muchrespect for a workaholic (that is, someone who spends nearly everywaking moment engrossed in his work) as an alcoholic. Overcomethe misconceived notion that working long hours proves dedication.It's not how much time you work, it's how much work you do thatcounts.
14. K-I-S-S
William Zinsser, author of "On Writing Well," said it all whenhe stated, "There's not much to be said about the period except thatmost writers don't reach it soon enough."
Whether by letter, in speeches, or by phone, K-I-S-S (Keep itshort and sweet). The importance of this, in relationship to effectivetime usage, can not be stressed too heavily. It's been said a goodspeech has a strong opening and a strong closing, while the bestspeech bridges the gap quickest. Hold this philosophy in allendeavors. It will appreciably improve your communicative abilities;thus, saving time for yourself and those with whom you communicate.
15. Avoid Cluttered DesksWhat do you think when you walk into someone's office and
his desk is about a foot deep in paper, scattered haphazardly about,with no apparent rhyme or reason? Most likely, your immediatereaction is, "I'll bet he's busy!"
You're absolutely right! He's busy shuffling papers and wastingtime trying to find what to do next. He"s busy wasting time trying tolocate that really important letter he received last week from aprospective client. He's busy, not accomplishing as much as he couldand, worse yet, he's wasting his time and his life.
Avoid cluttered desks if you really want LO save time, Organizeyour desk so you have a distinct traffic pattern. Begin by having your 21
secretary prioritize your mail and place it in your "in" basket. Whenyou have completed your other priorities for the day, refer to your"GOT TO DO" file and handle one item at a time. Upon completing it, place it in your "out" basket.
This simple idea will not only save time, but whenever anyonecomes to visit your office, they will be quite impressed by yourobvious organizational ski lis.
16. Find A ((Concentration Hide- Away"When all else fails, run and hide! Locate a place where nobody
can find you if you haven't perfected the techniques for handlinginterruptions. Ask your secretary to take messages - or preferdbly,have her ask the individual to call you again at a specified time.
\Vhen you relocate to your concentration hide-away, be sure tobring reference material needed to complete the task. Once you aresecurely situated in your hiding place, tackle the tasks head-on anddon't quit until finished. This idea alone can turn some of those sixhour jobs into one or two hour tasks!
17. Delegate And Follow-UpIn The U.S. Jaycees Leadership Dynamics program, one leams
that, "Alanv leaders have a tendene-v to want to do thinf?s themselvesbecause that is often the quickest way to ensure quality work. Whileit may sound good, this approach is actually counter-productive. Themore you delegate, the more time you'll have at your discretion."
Obviously, you will accomplish a great deal more in the sameamount of time if you use the talents of others. To become an effective leader and use time wisely, delegate as many tasks as possible.
Anytime you know someone else could do the job for you, letthem. Make sure they understand what they need to accomplish, thenfollow-up for a completed task. Be sure to give the person to whomyou delegate both the responsibility and authority to complete thetask.
One final thought on the need to deleg-dte. Frequently, companies go outside to find replacements for upper level executive positions. More often than not, the primary reason is the organization failedto train anyone to take his place. By not delegating properly, that personnot only failed to effectively use his time, he also placed himself in astatic position. Don't let this happen to you. Train others to do your jobby delegating assignments.
18. Be Decisive
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Indecision is like procrastination. It is not only a major timeconsumer, medical research has strongly indicated it can actuallycause physical disorders such as ulcers and hean attacks. To gaincontrol of your time, be decisive.
When faced with decisions, learn to make them quickly. Useothers for purposes of researching and exploring various alternatives. Carefully, yet quickly, analy~e various choices - then
choose one. At that poim, press on.Don't fret if you occasionally make the wrong decision. Usually,
it is quicker and belleI' 1Orectify a poor decision than not to makeany decision at all. The decision making process is one of the identifying factors in determining leadership skills of an individual. Assertyour "l{'adership training" by expediting the decisions you face.
In the movie, "la," Dudley Moore portrayed a middle-aged manchasing his far1lasy. The emire plot revolved around his slrivingtowards perfection, in the form of Bo Derek, his perfect "10."
In the sport of gymnastics, Nadia Comaneci was the firstgymnast in Olympic hislary to score a perfect 10. But what did it taketo do that? It lOok years of praClicing six days a week, four lo sixhours a day. In essence, it lOok a tremendous amoum of time forNadia 1Obecome "perfect."
In the game of life, are you striving towards perfection? Youneedn't score a "10" lo leave your mark on society. Allhough weshould always try lo do our best, as humans it is our basic nalUre 1Olx> less than perfecl. Don't spend so much time trying to be so perfectthat you fail to complete your objectives. Many managers envisionperfectionism as merely a form of procrastination.
20. Controlling The Paper JungleEver felt like Tarzan? Rather than swinging from tree 1Otree,
however, you pivot from one piece of paper lo another, never seemingto emerge from the paper jungle. Is there a solution to this dilemma?\' es, there is!
Alan Lakein, one of the foremost authorities on time managemem, asserts that you should try lo never, "put down an incomingpiece of I}aper that requires a response until you have fired off thatresl}ons{'. " There is a logical reason for this.
It is easier to immediately act upon the situation at hand. Whileyour response is fresh in your mind, you should quickly takeaffirmative aClion. You will benefit greatly in time savings by eliminating the time necessary 1Oreacquaim yourself with the paper.
21. Break MurphyJs LawBreaking the law certainly appears to be a poor time manage
ment idea. Yet there is one "law" that you should break every chanceyou gel. The following story will help illustrate this need.
'Vith fourteen seconds remaining in the game, your alma materis beating your arch rivals 7-6. This could be the biggest upset in thehistory of football!
With eleven seconds left, you are bound lo win! Even though theopposition has the ball on your three yard line, they have no timeouts left and the players are running around like chickens with theirheads cut-off, hopelessly trying lo huddle.
The clock ticks on 10 ... 9 ... 8 ... You jump ecstatically. Butwait - what's this? You look - one of your players is lying facedown on the turf. Can this be real?
The clock contin ues - 6 ... 5 ... 4 ... I t seems an eternity!Your body quivers with excitemem as you taste and smell victory.
Suddenly, shockingly, you hear it. The dreaded sound of a whistle! 23Time out charged to your team because of an apparent injury.
You are aghast. Mixed emotions engulf your body. Is he alright?Will they get another play and score? I hope it's nal a serious injury.What can they do in 3 seconds?
Finally, your injured player gets up and leaves the field.Your opponents line up for the final play. The linemen dig in.
The defensive backs crowd the line of scrimmage.Set - Hut I - Hut 2. The ball is snapped, the right halfback dives
over, and it's a TOUCHDOWN for the other guys!Murphy's Law strikes again!
Isn't it uncanny how sometimes, no malleI' how hard you try, whenit gets right dowllto the last few secollds, "Tha/which call gOWWlIg, will!"
Although you will never totally eliminate Murphy's Law, youcertainly can leam to frequently break it. The key is planning. If youplan your work and work your plan, constantly striving to al1licipateexactly where Murphy will try to entrap you, you can greatly increaseyour chances of succeeding.
By properly planning all phases of your life, you will be able tonot only assure success, you'll be able to more readily find the time todo the things you now say you don't have time to do. The poil1l isdear, by planning your time, you will find more time to work your plan.
22. Monitor Your TMAYour allitude towards time managemel1l must constal1lly be
monitored for you to effectively and efficiently use your time. Just asregular medical check-ups are advisable, you should conduct apersonal time analysis at least twice a year. Keep your TMA positiveand your time management techinques healthy by cOl1linuallystriving toward your goals.
QuestionsI. How can gelling an early start help you save time in your
work? With your family? At your Jaycee meetings?2. What arc several ways to avoid the telephone trap?3. Define your "prime time." What should it be used for?4. How Gm it help you save time by developing the art of listening?5. Why should you streamline correspondence?6. How can you leam to say "NO" to people without hUrling
their feelings?7. What are the advantages of keeping an open mind?8. Why should you avoid cluuered desks?9. What are the benefits of delegation?
10. Why is it important to cOl1linually monitor your TMA?
Activities
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I. For 5 days, every time you pick up a piece of paper, make an"X" on it. At the end of the week, count the number of "X"s onthe piece of paper you have handled. Determine if you need tochange your work habits. If so; how can you change them toprovide for belleI' time utilization?
2. List ways to save time pertaining to the following activities:A. Jaycee meetings C. Taking trips E. \'\'ritingB. Shopping D. Speaking
NlAKETINIENlANAGENlENTWORKFOR YOU
Parkinson's Time Disease?
CNorthcotte Parkinson is noted for his law equating timeutilization to work: Work expands to fill the time
allowed for its completion. Simplified, this means thatif you allow eight hours to do a job, it will take you eight hours tocomplete it. Somehow, someway, even if you could finish it substantially sooner, you will fool around to make sure you don't finishearly. Sounds silly, right? Unfortunately, it holds true far too many times.
The primary reasons for Parkinson's Law proving to be a truismare threefold. First, you were taught to look busy while on your job. AsThoreau said, however, HIt's not enough to be busy ... the questionis: What are we busy about?"
The second factor verifying Parkinson's Law is that many peoplehave the preconceived idea they should work overtime in order toprove dedication and desire to succeed. Such a misconception maylead to disaster in the form of poor health, divorce, or even earlydeath.
The third reason that continually proves Parkinson's Law infallible is people fail to show a genuine appreciation for their time. Thebest way to stop Parkinson's Time Disease from engulfing you andclaiming you as a victim is by making a firm commitment to implement the ideas contained in this manual. Then, to really becomeimmune to further onslaughts of the malady, read books such as AlanLakein's, How to Get Control of Your Time and Your Life, MichaelLeBoeuf's, Working Smart, and/or Alex MacKenzie's, The TimeTrap. By reading these materials, developing your TMA, and implementing the timesaving techniques, you will gain control of the useof your time and life.
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26
Eradicating Time Wasters!
R. Alex MacKenzie. author of "How To Make The Most of YourTime," in an interview for "U.S. News and World Report" listedthese items as "The 15 Leading Time Wasters."
I. Telephone interruptions.2. Visitors dropping in without appointments.3. Meetings. both scheduled and unscheduled.4. Crisis situations for which no plans were possible.5. Lack of objectives. priorities and deadlines.6. Cluttered desk and personal disorganization.7. Involvement in routine and detail that should be delegated to others.8. Attempting too much at once and underestimating the time it takes to do it.9. Failure to set up clear lines of responsibility and authority.
10. Inadequate. inaccurate or delayed information from others.II. Indecision and procrastination.12. Lack of or unclear communication and instruction.13. Inability to say "NO."14. Lack of standards and progress reports that enablea company man
ager to keep track of developments.15. Fatigue.
To help you eradicate these time wasters, as well as others youface. here is a short, concise accumulation of specific steps to take.Special a ttent ion is gi ven to the top wasters. Whenever you realizeyou are wasting time in one of these areas, quickly refer to thissection and begin implementing these solutions to your problem.
Telephones
I. Alw~ys outline topics to discuss.2. Group your calls and make those calls when you know people
will be there.3. Get through small talk as soon as possible. Get to the point of
the call.4. When appropriate, use telephone answering machines.5. Tell long-winded callers you have an appointment or deadline
to meet.6. As a last resort. try hanging up. while you are talking.7. Record your phone caIls. Find out how "you" use the phone.8. Have your secretary screen your calls and help on routine
matters.9. Have your secretary look up answers for return calls. so you are
prepared.10. Instead of being irritated when the phone rings, remind your
self that it is important to your job ... you will lx' less frustrated.
Drop-In Visitors
I. Realize that interruptions are part of the job. Keep a positiveattitude about them.
2. Don't constantly interrupt others needlessly throughout the day.3. Allow time for interruptions and unscheduled events.4. Regarding long-winded visitors, never let them get seated.S. Close your door for quiet time.6. Be candid - when someone asks "Have a minute?" - say "Not
right now."7. Go to the other person when you can - You can leave when
you want to.8. Rearrange your furniture so you are not in traffic flow.9. Meet visitors outside your place of business.
IO. Learn to control the controllable and accept the uncontrollable.
Meetings
I. Be prepared for the meeting. Resist tangents.2. Try to hold some meetings with everyone standing.3. Always use an agenda and stick to it.4. Set a time limit. Start on time. Quit on time.S. Make decisions without meetings. Never use a committee if it
can be handled individually.6. Discourage and discontinue unnecessary meetings.7. Have your secretary take concise notes. Distribute within 24
hours.8. Minimize small talk. Do not contribute to unnecessary conver
sation yourself.9. Critique the meeting at its conclusion.
10. Read a good book on how to conduct meetings.
Crisis Situations
I. Try to anticipate the crisis.2. Make sure time is realistic.3. Set deadlines for yourself and others. Live up to them.4. Do it right the first time.S. Check out potential problems.6. Practice good time management. Don't start the second crisis.7. Start earlier, allow more lead time. Don't ignore deadlines.8. Develop better follow-up systems and act on them.9. Rest and relax for a few minutes before tackling a crisis.
10. Turn the crisis into an opportunity. Find better ways to dothings.
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Objectives And Priorities
I. First hour of every work day is your most productive. Use itwisely!
2. Distinguish between imponant and merely urgent. Always dothe imponarH tasks.
3. Don't do someone else's request at your expense.4. Set one major objective each day and achieve it.5. When conditions change - You change.
Planning
I. Write out your plan each week for accomplishing significaI1litems.
2. Plan each day.3. Make sure your daily "To Do" list includes Priorities and Time
Estimates.4. Plan time in each day for you! At least 15 minutes for personal
objectives.5. Plan breaks for yourself, so you can be refreshed.
Deleg~tion
I. Delegate - Delegate - Delegate - "Don't Do It All Yourself"2. "If you can't control it, don't delegate it."3. Delegate the right to be wrong. Use mistakes as a learning pro
cess.4. Once you have delegated, leave the person alone.5. Take time to provide good instructions.
Indecision
I. Don't waste time regreuing your fail ures.2. Make imponant decisions in your prime time.3. If you are not making any mistakes, you are not doing anything
wonhwhile.4. Indecision is a form of procrastination, an with boldness.5. h is a time waster to deal with the past - Forget it - Use the
past as a guide for the future.
Thinking And Analyzing
I. Take a meditation break instead of a coffee break.
2. Carry note cards. Write down your ideas.3. Always check things out.4. Identify your prime time (your best time of day).S. "Il1ink about ways to improve your job results.6. Analyze your time to discover what to do, when and why. "Il1en
improve it!
Paperwork
I. Dictate key thoughts. If you have a secretary, wife or even a Jayceefriend, they can compose the letter.
2. Throwaway clutter.3. Handle paper only once.4. Plan what you want to say.S. Eliminate unnecessary words. One paragraph letters are A-OK.6. Write for the reader - Be clear, simple, concise, K-I-S-S.7. Generate as little paperwork as possible.8. If you can, use dictating equipment.9. Don't overdo revisions for the sake of perfection.
10. Keep your desktop cleared for action.
Reading
I. Divide reading - Exchange information with others.2. Get off mailing lists. Cancel subscriptions you don't read.3. "Iluow away junk mail immediately.4. Be selective in what you read.S. Have others do your reading when possible.6. Have reports and other information recorded. You can listen at
odd times (travel).
7. Have secretary, wife, or friend screen your mail.8. Learn to read smarter, you retain more.9. Learn to read faster.
10. Consider the use of a good information system.
Miscellaneous
I. Try to enjoy whatever you are doing.2. Learn not to waste other people's time.3. Eliminate one time waster from your life each week.4. Look for new techniques to help you.S. Develop a positive TMA.
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Jaycee TimesaversTo help you better use your lime allocaled lO Jaycee aClivilies,
here are some ideas which olher Jaycees have implemel1led..•.
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Sel a specific lime limil for reporls al meelings. Al the end of lheallotted lime, show your apprecialion for the person reponing byapplauding.Limil discussion on mOlions lo a specific amoul1l of lime .When you go on visilalions, calTY a cassette player and lislen lOlapes dealing wilh individual developmenl.Hold board meelings al members' houses .Always use agendas for meelings. Approve the ilems lo be discussed al the beginning of the meeling.Limit the amounl of space provided in your newsleuer for commillce repons.On a quanerly basis, have a special "IJapenJ.Jork" meeling lO keepyour c.P.G.'s and other chapler records up lO dale.Require wrillen c.P.G.'s for every project. NOl only will lhis helpassure the success of the evel1l, the planning will save lime as lheproject progresses.Run Individual Development programs on a regularly scheduledbasis. This will provide your chapler wilh a cOl1linual flow ofleaders; lhus. eliminaling the need to spend excessive lime in laslminute training prior to annual eleclions.
4. COl1lrolling Paperwork5. Managing Subordinale Time
Key Areas Of Time Management TechniquesIn your business experiences and Jaycee endeavors. lhere are five
areas where a tOlal commillnel1l lO time management can generalelTemendous "Preferential Time." 7£ro in on lhese areas and you willbe a personal leslimony lo the 80/20 rule. You will see lhal byexerting exlra effon lo lhese areas, you can produce much more limelO use as you see fit.
I. Running Effeclive Meelings2. Decision Making3. Communicaling
What Makes Time Management Tick?The hands of time turn cOl1linually. Each week, we have exactly
168 hours lO use as we wish. Only God can SLOpthe hands of limeand only you can delermine if you wish to use your lime moreeffeclively.
Just as the sun makes a solar walch lick. you make limemanagemenl lick. And, you do it by concel1lraling all your energiesil1lo these thoughlS:
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Undersland lime and -ils imporlance lo your job, your family,your spiritual developmel1l, your Jaycee career and all the olheraspecls of your life. Remember: your lime is your life!Realize lhal pUlling effort inlo lime managemel1l will benefil youby increasing your preferenlial time.Concenlrale on the major areas of lime utilizalion lechniqucs lhalwill produce the grealesl results for you.
Time For Eternity
John Kennedy, 35th President of The United States, frequentlyreferred to a particular verse found in the old testament of The HolyBible. This verse, Ecclesiastes 3: 1-8, reads:
To every thing there is a season, andtime to every purpose under the heaven:
2 A time to be born, and a time to die; atime to plant, and a time to pluck up thatwhich is planted;
3 A tim,e to kill, and a time to hear; atime to break down, and a time to build up;
4 A time to weep, and a time to laugh; atime to mourn, and a time to dance;
5 A time to cast away stones, and a time togather stones together; a time to embrace, anda time to refrain from embracing;
6 A time to get, and a time to lose; a timeto keep, and a time to cast away;
7 A time to rend, and a time to sew; a time tokeep silence, and a time to speak;
8 A time to love, and a time to hate; a timeof war, and a tim,e of peace.
What is your purpose in life? Reflect on the first tenet of theJaycee Creed. If you are really committed to controlling your timeand your destiny, it takes faith. Faith in God, faith in yourself, andfaith in your ability to gain control of your time.
One final thought. Ecclesiastes 3:2 tells us, there's "A time to beborn, and a time to die." I-lave you given thought to the fact thatyour spiritual life will be much longer than your earthly existence?Perhaps one final analysis of your priorities might not only gain youmore" Prefrrential Time," but also eternal happiness.
Questions
I.
2.
3.4.5.6.
7.
8.9.
10.
What did Benjamin Disraeli mean when he said, "I-le whogains time gains everything?"What are several remedies for "Parkinson's Time Disease?"What are the biggest time wasters of your Jaycee chapter?What arc your three worst time wasters? \Vhy?How will you overcome your 3 biggest time wasters?When delegating a task, is follow-up necessary? If so, howmuch should you do?List the five key areas of time management techniques and discuss specific ways to improve your effectiveness for each area.What makes time management tick?How much time do you plan to budget for your professionalaCli vi ties?
Why is faith relevant to time management? 31
692-1966-1688-1
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Activities
I. List the five biggest time wasters common to workers in youroccupation. How can these be stopped?
2. If you were told by a doctor you only had six months to live.how would you spend your time? List your goals and steps toaccomplish them.
Bibliography (Suggested Reading)
THE HOLY BIBLEBailey, C.W., 15 MASTER KEYS TO SUCCESS, POPULARITY AND
PRESTIGE, Prentice-Hall, Inc., 1963.
Carnegie, Dale, HOW TO WIN FRIENDS AND INFLUENCE PEOPLE,Simon and Schuster, (First printed, 1936).
Drucker, Peter F., THE EFFECTIVE EXECUTIVE, Harper and Row,1966.
Hill, Napoleon, THINK AND GROW RICH, Hawthorne Books, 1972.Lakein, Alan, HOW TO GET CONTROL OF YOUR TIME AND
YOUR UFE, New American Library, 1973.LeBoeuf, Michael, WORKING SMART, McGraw-Hill Book Company,
1979.
Lorayne, Harry and Lucas, Jerry, THE MEMORY BOOK, Stein andDay Publishers, 1974.
MacKenzie, R. Alex, THE TIME TRAP, Amacon Division, AmericanManagement Association, 1972.
McCray, James T., THE MANAGEMENT OF TIME, Prentice-Hall,Inc., 1959.
Parkinson, C. Northcotte, PARKINSON'S LAW, Houghton MifflinCompany, 1957.
Powers, Dr. Michael, YOUR HIDDEN POWERS, Ace PublishingCorporation, 1969.
Schaill, William S., READ FASTER, READ BETTER - FORPLEASURE AND PROFIT! The Development Research Laboratory, Inc., 1962.
The United States Jaycees, PERSONAL DYNAMICS, catalog number682-1.
The United States Jaycees, LEADERSHIP DYNAMICS, catalognumber 675-1.
The United States Jaycees, COMMUNICATION DYNAMICS, catalognumber 696-1.
Other Materials Available:Time Dynamics DiplomaPatchTO DO sheets, available in units of 100
Notes
Jaycee CreedWe believe:
That faith in God gives meaning and purposeto human life;
That the brotherhood of man transcendsthe sovereignty of nations;
That economic justice can best be wonby free men through free enterprise;That government should be of laws
rather than of men;That earth's great treasure lies in
human personality;And that service to humanity is
the best work of life.
u.s. Jaycees:ID,P.O. Box 7, Tulsa, Oklahoma 74121 (918) 584-2481. Catalog No. 687-1.
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