Download ppt - Managing Oneself: First things first

04/20/23 MGT 500 SJC Dr. Coty Keller 1

Managing Oneself: First things first

Personal management, which involves organizing and managing your time and relationships according to the your personal priorities

We spend our time in one of four ways shown in the time management matrix (defines activities in four categories)


Time Management MatrixUrgent Not Urgent

Important I Crises Pressing problems Deadline-driven projects,

meetings, preparations

II Preparation Prevention Values clarification Planning Relationship building True re-creation Empowerment

Not important III Interruptions, some phone calls Some mail, some reports Some meetings Many proximate, passing matters Many popular activities

IV Trivia, busywork Some phone calls Time wasters & "escape "

activities Junk mail Watching TV excessively


Graduating from 3rd to 4th generation time management

Third generation Prioritizing values and

goals Decisions about

schedule Scientific time

management Nothing wrong with this

approach, but you can take it to the next level

4th Generation Decisions relate to:

1. Relationships

2. Preventive maintenance

3. Planning

Outcome is a shift of most activities into Quadrant II


Becoming a fourth generation manager

With careful analysis, most people discover that they spend too much time responding to the crises of Quadrant I & III, escaping occasionally for survival to the not urgent, unimportant time wasters of Quadrant IV.

The ideal to work toward is eliminating time spent in Quadrant III & IV, and increasing time spent in Quadrant II.


4th generation = getting most activities into quadrant II

As you invest more time on the planning, prevention, and relationship-building activities of Quadrant II, you will find that you spend far less time picking up the broken pieces in Quadrant I or reacting to the urgent demands of other people in Quadrant III


Applying these ideas to SMAC and life

Relevance to Job, Career, and Future

Assessment of Current Abilities

Plan for Development


Exercise Imagine that you are at your own funeral three years

from now. Four people will be speaking at the service: a family member, a close friend, a work associate and a spiritual or community leader.

List things that you would like each person to say about you at the funeral.

Make these characteristics, virtues, and skills part of your mission statement and include in Part 1 – Vision- of our SMAC

Relate these goals to specific managerial abilities-and rate those abilities of high importance in Part 3 – Relevance – of your SMAC.


Assessment of Current Abilities- Part 4 of the SMAC

Assess your current strengths and weaknesses in regards to the twenty managerial abilities

Assess the meaning of your Urgency Index with respect to the managerial abilities


Hi Urgency index may be affecting your managerial abilities

Planning EmpathyGroup

management

Developing others

NetworkingAdaptability etc.


Assessment exercise

Draw a Time Management Matrix and estimate how much time you spend in each quadrant.

Then log your time for three days in 15-minute intervals. How accurate was your estimate?


Priority for Development – Part 5 of SMAC

Use your information to make decisions regarding the priorities for development

Is it important for you 1. To become a 4th generation manager? 2. Lower your urgency index? 3. Are you really proficient in the related

abilities? If you say yes to 1 or 2, but no to 3, give high

priority to the related abilities (planning, developing others, empathy, etc)


Plan for Development – Part 6 of SMAC

Describe how you plan to develop the abilities which are important to you as you

Sample strategies are in Resource Guide You can also apply some of the lessons

learned today For example you can develop some

strategies to lower your Urgency Index score and move to 4th generation management.


Planning ability strategy idea

Start organizing your life on a weekly basis.

Write down your roles and goals, then incorporate your goals into a specific action plan.


Strategy for developing others

Increase the amount of time set aside for discussion of an individual's performance to three hours -where objectives are not being met, draw up a plan with the individual to meet those objectives


Strategy for developing empathy

Each time an employee comes into my office I have vowed to listen instead of talking

Watch silent television at least every other day and try to identify moods and nonverbal behavior clues


It all fits togetherHas to do withDevelopment

MGT 500 – create plan for (among other things) developing managerial abilities

SMACs (in other other than MGT 500) offer opportunities to develop abilities you targeted in MGT 500 SMAC

Half-way through the program you will assess your managerial abilities development progress, readjust priorities

System of continuous improvement: take-away from the program


Career Anchor Exercise, Covey on Mission Statements

LSI Exercise, Tips from LSI booklet

2. Learning Style

1. Discussion of Career Anchor and Life Vision

3. Relevance of MAs to Job, Career, and Future

Start here

Codebook, SDWTs, Covey - 1st things first, Leadership style, Emotional intelligence

4. Assessment of Current Abilities

Codebook, Self/external assessments, Leadership sytle profile, Peer evals, Urgency index

5. Priority for Development of Managerial Abilities

6. Plan for Development of Managerial Abilities

7. Ethical and Social Responsibility

8 Plan for Continuous Improvement

Conclusion

Introduction

Resource Guide

MGT 500 SMACThought Process

Coty Keller3/2005

A. Career Anchor rating tables B. Learning Style Inventory Results C. Urgency index results D. Leadership Style Profile E. Self-assessment Summary Worksheet F. External Assessment Summary Worksheet G. Peer evaluations H. RECAP Form

Appendices