T i m e M a n a g e m e n t
Objectives of the Program
To View Time AsAn
ALLYNot asA bully
Or enemy
Self-Assessment: How Time Managed Are You?What's Your Style?A Few MythsLining Up Your Ducks: Prioritize!Procrastination: The Thief of TimeCarving the ClockHow to Delegate EffectivelyThe Art of AnticipatingLearning to Say NoPlugging Time Leaks
What we will learn?
Self-Assessment
How Time Managed Are You?
What is your style?
Analyze an individual’s personal time management styleDetermine how others and the environment impact one’s organizing behaviorTime Log, inventory and interpret a typical week
What is your style?
Score Inference
0-10 You have to do some work for your time management
10-14 You have solid time management skills
>15 Great
Where do the hours go?
Time Inventory Time Log
TWO FACTORS THAT DEFINE
AN ACTIVITY
URGENT
IMPORTANT
TIM
E M
AN
AG
EM
EN
T
IMPORTANCE
HAS TO DO WITH RESULTS
IT CONTRIBUTES TO YOUR MISSION / VALUES / HIGH PRIORITY GOALS.
URGENT MEANS IT REQUIRES IMMEDIATE ATTENTION ITS NOW!!!!
URGENT MATTERS ARE USUALLY VISIBLE
THEY PRESS ON US
THEY INSIST ON ACTIONS
THEY ARE USUALLY RIGHT IN FRONT OF US
AND SOMETIMES THEY ARE PLEASANT, EASY, FUN TO DO
- BUT SO OFTEN THEY ARE UNIMPORTANT
UR
GEN
T
NO
T IM
POR
TNA
TIM
POR
T AN
TURGENT NOT URGENT
• Fire!!• CRISES PROBLEMS
• DEAD-LINE
* PREVENTION* RELATIONSHIP BUILDING
* PLANNING* RECOGNIZING NEW
OPPORTUNITIES
• INTERRUPTIONS• SOME CALLS / MAILS /
• MEETINGS• PRESSING MATTERS
• POPULAR ACTIVITIES
• TIME WASTERS• PLEASANT ACTIVITIES
• SINEO GIBE CALLS
Q3 Q4
Q1 Q2
Q1
Q2
Q4
Q3
DEALS WITH SIGNIFICANT RESULTS THAT REQUIRES IMMEDIATE ATTENTION
CRISES
PROBLEMS
Q1
Q1 RESULTS
• STRESS
• BURNOUT
• CRISIS MANAGEMENT
• FIRE FIGHTING
Q4 RESULTS
TOTAL RESPONSIBILITY DEPENDENT ON OTHERS3
1 2
Some People Are Literally Beaten Up By Problems All Day Every Day
The Only Relief They Have Is In Escaping To The Not Important Not Urgent Matter
90% On Q1 & 10% On Q4
Q4- WHY?
• SHORT TERM FOCUS
• CRISIS MANAGEMENT
• SEE GOALS AND PLANS AS WORTHLESS
• FEEL VICTIMISED
• OUT OF CONTROL
• SHALLOW OR BROKEN RELATIONSHIP
Q3 RESULTS
1
2
4
Q1Q2
Q4
Q3 WARNING!
•SPEND MOST OF THE TIME REACTING TO THINGS THAT ARE URGENT, ASSUMING THEY ARE ALSO IMPORTANT
•URGENCY OF THESE MATTER IS OFTEN BASED ON THE PRIORITIES AND EXPECTATIONS OF OTHERS
Q2 RESULTS
43
1VISION PERSPECTIVE
CONTROL
FEW CRISIS
ALL THESE THINGS WE KNOW WE NEED TO DO BUT SOMEHOW SELDOM GET AROUND TO
DOING, BECAUSE…….
THEY AREN’T URGENT
Q2 WARNING!
Q2
• Is The Heart Of Effective Personal Management
• Deals With Things That Are Not Urgent But Are Important
• It Deals With Things Like
• Building Relationships
• Planning
•Goal Setting
•Exercising
Myths about Time Management
Explore four time management mythsExamine the causes of and solutions to stressIdentify what makes a well-organized business
Time management is just another label for obsessive behavior
Time Management Extinguishes Spontaneity and Joy
Myths…….
May be I can Organize myself, but my company can never organize itself
ONE STYLE FITS ALL
Myths…….
Lining Up Your Ducks: Prioritize!
Practice five ways to prioritize your activities.View responsibilities as a "currency" with "payoff" implications.Consider how the Pareto Principle affects your life.
ABC SystemThe Index Card/Post-It System
The Inventory System
Pareto principle
The Payoff System
Prioritize!
Procrastination: The Thief of Time
Explore the psychological roots of procrastination. Identify those responsibilities you are most likely to procrastinate on. Examine strategies to defeat procrastination.
Overwhelming Tasks
Fear of Failure Tendency to Over commit
Unclear GoalsFear of Change PROCRASTINATION
Unpleasant tasks
Unclear Task flow
Addiction of Cramming
Carving the clock
Practice establishing goals.Identify five strategies to capture uninterrupted time.Consider ways to cluster activities.Track major patterns of activity at your workplace.Determine your personal body rhythms
Establishing Goals
AttainableMeasurableWrittenAccountableDead lined
What kind of a person are You?
Morning
Mid-day
Night
How to delegate effectively?
Identify people to whom you might delegate.Recognize six common emotional blocks to delegating. Discover the 12 steps to successful delegating.
Art of anticipating
Assess your "foresight quotient."Examine five ways to plan ahead in order to avoid time-consuming trouble.Review ways to anticipate and overcome the six most common Problems in using the telephone .
Art of anticipating Parking meter syndrome:
There is only one way to defeat this self-deception: accept responsibility, assume things always take longer than expected, and act accordingly
False Deadline strategy How can you boost the foresight
quotient of your friends, family members, colleagues, and those you supervise?
Art of anticipating Pack rat approach
You should have, both at home and work, extras of almost everything you regularly use and need.
Wallenda Effect In many ways, people are subservient
to their own tools. When the tools fail, helplessness and panic result; yet often times backup procedures are within reach.
Art of anticipating
Bell’s blessing?! Talking too long on each call Forgetting what was said Misunderstanding the message
Learning to say NO
Identify a four-step approach for deflecting unwelcome tasks.Review 12 guidelines for productive meetings.Discover ways to filter out useless information and zero in on essential knowledge
Learning to say NO
What to say NO To.
How to say NO.
Plugging Time Leaks
Examine six major time wasters—and what you can do about them. Conduct a "five-minute drill" to assess your desk's efficiency. Identify practical ways to overlap your activities
Plugging Time Leaks
SocializingThe Gregariousness Index
Misplacing thingsForgetting things Commuting
OverlappingReading timeLong Winded People
How time managed
Are you
NOW?