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Time

Management
The reasonable man adapts himself to
the world

The unreasonable one persists in


trying to adapt the world to himself
Therefore, all progress depends on the
unreasonable man !!!

George Bernard Shaw (1856– 1950)


INTRODUCTION
Time is Life.
It is irreversible and
irreplaceable

To waste your time


is to waste your life
INTRODUCTION
 Being successful doesn’t make
you manage your time well

 Managing your time well


makes you successful

 To master your time is to


master your life
INTRODUCTION
What Do We Do With Our Lives
A 70 year old spend :
 27 years sleeping
 3.3 years eating
 5 months waiting at traffic
lights
 8 months opening
unwanted mail
INTRODUCTION
What Do We Do With Our Lives
Spend
 1 year looking for misplaced
objects
 2 years attempting to return
phone calls
 4 years doing housework
 5 years waiting in lines
 13.8 years working
INTRODUCTION
MYTHS
ABOUT TIME
1. Myth: Time can be managed.
2. Myth: The longer or harder you work the
more you accomplish.
3. Myth: If you want something done right,
do it yourself.
4. Myth: You aren’t supposed to enjoy
work.
5. Myth: We should take pride in working
hard.
MYTHS ABOUT TIME
6. Myth: You should try to do the most in
the least amount of time.
7. Myth: Technology will help you do it
better, faster.
8. Myth: Do one thing at a time.
9. Myth: Handle paper only once.
10. Myth: Get more done and you’ll be
happier.

MYTHS ABOUT TIME


Myths of time management
• With better time management, you can find
new time during the day.
Everyone is limited to only 24 hours
each day.
• Effective time management is the same for
everyone.
Time management is unique for each
person because each person has different
priorities and goals.

MYTHS ABOUT TIME


Myths of time management
• Time management is a complex subject.
The basic process has only five major
steps.

• Activity is good in itself.


Being busy is not the same as being
effective, if time is spend on low
priorities.

MYTHS ABOUT TIME MANAGEMENT


Myths of time management
• Once you learn the basics of time management
you automatically make better use of your time.
You have to actually use time
management techniques consistently.

• Good time managers are born not made.


Some people seem to be more naturally
organized, but everyone can learn to manage
his/her time.

MYTHS ABOUT TIME MANAGEMENT


THEORIES :
THE 80/20 RULE
Time is the scarcest
resource of the
manager; If it is not
managed, nothing else
can be managed.
Peter F. Drucker

THEORIES : THE 80/20


Why Time Management is
Important
• “The Time Famine”

• Bad time management = stress

• This is life advice

THEORIES : THE 80/20


Formal theories of time
management
• Pareto’s principle:

A small number of causes (20%) is


responsible for a large part of the effect
(80%)

“the vital few and the trivial many”

THEORIES : THE 80/20


Implications
 The relationship between input and output is
not balanced:
- 20% of a person's effort generates
80% of the person's results;
- 80% of your success comes from
20% of your efforts
 It is vital to focus 80% of your time on the
20% of your work that REALLY counts

THEORIES : THE 80/20


Other Examples of Pareto in
the workplace
 80% of a manager's
interruptions come from the same
20% of the people

 80% of customer complains are


about the same 20% of your
projects, products or services

THEORIES : THE 80/20


Other Examples of Pareto in the
workplace
 80% of your staff headaches come from
20% of our employees
 80% of a problem can be solved by
identifying the correct 20% of the issues
 80% of the decisions made in meetings
come from 20% of the meeting time

THEORIES : THE 80/20


Focusing on the
“right” 20%

THEORIES : THE 80/20


The 80/20 Rule
 Critical few and the trivial many
 Having the courage of your
convictions
 Good judgment comes from
experience
 Experiences comes from bad
judgment

THEORIES : THE 80/20


WHERE DID
WE GO WRONG?
The Problem is Severe
By some estimates, people waste about 2
hours per day. Signs of time wasting:
 Messy desk and cluttered (or no)
files
 Can’t find things
 Volunteer to do things other people
should do

WHERE DID WE GO WRONG?


The Problem is Severe
By some estimates, people waste
about 2 hours per day. Signs of time
wasting:
 Miss appointments, need to
reschedule them late and/or
unprepared for meetings
 Tired/unable to concentrate

WHERE DID WE GO WRONG?


How We Waste Time

 Lack of discipline

 Indecisiveness

 Personal Disorganization

 Procrastination

WHERE DID WE GO WRONG? : INTERNAL TIME WASTER


How We Waste Time

 Inability to say “NO”


 Poor Delegation Skills
 Day Dreaming
 Worry too much

WHERE DID WE GO WRONG? : INTERNAL TIME WASTER


Internal time wasters
Be aware of ways in which you
waste your own time:
 Procrastination
 Lack of planning
 Lack of priorities
 Indecision
 Slow reading skills
 Slow thinking
WHERE DID WE GO WRONG? : INTERNAL TIME WASTER
Internal time wasters
Be aware of ways in which you
waste your own time:
 Physical or mental exhaustion
 Not being able to say “no”
 Messy work areas
 Low motivation
 Others you can think of ____

WHERE DID WE GO WRONG? : INTERNAL TIME WASTER


Time Waste - Caused by Others

 Unscheduled Meetings
 Poor Communications
 Confused chain of Authority
 Telephone Interruptions
 Drop-In Visitors
WHERE DID WE GO WRONG? : EXTERNAL TIME
External time wasters
Be aware of ways others or the
environment waste your time:
 Interruptions, especially mail
 Office socializing
 Too many meetings
 Unscheduled visitors
 Poor work environment
WHERE DID WE GO WRONG? : EXTERNAL TIME
External time wasters
Be aware of ways others or the
environment waste your time:
 Unclear goals
 Trying to get other’s
cooperation
 Bureaucratic “red tape”
 Others you can think of _____

WHERE DID WE GO WRONG? : EXTERNAL TIME


Time Wasters
 Attempting too much.
 Not saying no.
 Incomplete information.
 Management by crisis,
fire fighting.
 Interruptions.
WHERE DID WE GO WRONG?
TIME
MANAGEMENT
ISSUES
Things they
didn’t
(couldn’t)
teach us in
school
TIME MANAGEMENT ISSUES
Time Management Issues
Prioritising Collaborating
Planning Decisions Making
Scheduling Saying ‘No’
Organizing Interruptions
Meetings Procrastinating
Delegating Pacing

Time Management Process

TIME MANAGEMENT ISSUES


Time management process
1. Set your own priorities
a. Personal
b. Professional
2. Determine your goals for each
priority
3. Plan the steps for goal
attainment
TM ISSUES : TM PROCESS
Time management process

4. Allocate time appropriately


for each step

5. Use time management


tools/techniques

TM ISSUES : TM PROCESS
TM PROCESS STEP
1:
SETTING
PRIORITIES
Just because you can
do something, doesn’t
mean you should.

TM PROCESS : 1. SETTING PRIORITIES


Is The Jar Full?
• Stephen Covey in his book, First Things
First, shares the following story
experienced by one of his associates:
I attended a seminar once where the
instructor was lecturing on time. At one
point, he said, "Okay, time for a quiz."
He reached under the table and pulled
out a wide-mouthed gallon jar. He set it
on the table next to a platter with some
fist-sized rocks on it. "How many of
these rocks do you think we can get in
the jar?" he asked.

TM PROCESS : 1. SETTING PRIORITIES


•After we made our guess,
he said, "Okay. Let's find
out." He set one rock in the
jar . . . then another . . .
then another.  I don't
remember how many he
got in, but he got the jar
full. Then he asked, "Is this
jar full?"  Everyone looked
at the rocks and said,
"Yes."
TM PROCESS : 1. SETTING PRIORITIES
•Then he said, "Ahhh" He
reached under the table
and pulled out a bucket of
gravel. Then he dumped
some gravel in and shook
the jar and the gravel
went in all the little spaces
left by the big rocks. Then
he grinned and said once
more, "Is the jar full?"

TM PROCESS : 1. SETTING PRIORITIES


•By this time the class was on
to him. "Probably not," we
said.  "Good!" he replied. He
reached under the table and
brought out a bucket of sand.
He started dumping the sand
in and it went into all of the
little spaces left by the rocks
and the gravel. Once more he
looked and said, "Is this jar
full?"  "No!" we roared. 

TM PROCESS : 1. SETTING PRIORITIES


•He said, "Good!" and he
grabbed a pitcher of water
and began to pour it in. He
got something like a quart of
water in that jar. Then he
said, " Well, what's the
point?"  Somebody said,
"Well, there are gaps, and if
you work really hard you can
always fit some more things
into your life."

TM PROCESS : 1. SETTING PRIORITIES


"No," he said, "that's
not really the point.
The point is this:

Put the
Big Rocks
in First
TM PROCESS : 1. SETTING PRIORITIES
Setting priorities
 Are you unsure what is important to you?
Think about what you would do if you
only had one more year to live
 You can’t do everything:
 Thinkabout what you would like to
accomplish
 Think about what regrets you might have
for not accomplishing something

TM PROCESS : 1. SETTING PRIORITIES


Walk away with…
 Develop your personal and
professional priorities
 Find and use a great
calendar
 Develop plans – annual,
monthly, weekly

TM PROCESS : 1. SETTING PRIORITIES


Walk away with…
 Note all deadline on your
plans
 Make a “to do” list daily
 Prioritize and reprioritize
your daily list
 Work on your top priorities
first
TM PROCESS : 1. SETTING PRIORITIES
Question Things
 What is the objective?
 How will I know if I’m
successful?
 How will I be rewarded?
 Is this task something I want
to do?

TM PROCESS : 1. SETTING PRIORITIES


Question Things

 Do I have the time to do it?


 What have I got to lose?
 Is there a better way to do it?
 Should it even be done at all?
 Will the world come to an end
if?

TM PROCESS : 1. SETTING PRIORITIES


Be both efficient and effective
 Efficiency is…
 Effectiveness is…
 Too many businesses spend lots
of time making sure they are
doing things right and not enough
determining if they are doing the
right things.

TM PROCESS : 1. SETTING PRIORITIES


The four-quadrant TO DO List

Urgent Not Urgent

Important
1 2
Not
Important 3 4
TM PROCESS : 1. SETTING PRIORITIES
Other Prioritization Tips
 You don’t have to do everything
everybody tells you to do.
 You don’t always have to do
everything yourself.
 Yes, you have to please other
people. But you also have to
please yourself.
TM PROCESS : 1. SETTING PRIORITIES
Give Yourself Permission to Fail

 Failure is okay, if...


 If you have not failed, it means
you have not risked, not
challenged yourself.

TM PROCESS : 1. SETTING PRIORITIES


STEP 2:

SET GOALS FOR


EACH PRIORITY
Set goals for each priority

 You can’t do everything:


Think about what you would like
to accomplish
Think about what regrets you
might have for not accomplishing
something

TM PROCESS : 2. SETTING GOALS


Set goals for each priority
 Personal priority: spend more
time with family

Goal: Spend additional ½ hour


with family at dinner
Goal: Spend one afternoon every
two months with parents

TM PROCESS : 2. SETTING GOALS


Set goals for each priority
 Professional priority: achieve
promotion

Goal: Get >90% marks for


Performance Assessment every
year
Goal: Take one post-basic
course within 5 years of service

TM PROCESS : 2. SETTING GOALS


STEP 3 :
PLANNING
Plan for goal attainment
Planning is bringing the future
into the present so you can do
something about it now.
Alan Lakein

Failing to plan is planning to fail

TM PROCESS : 3. PLANNING
STRATEGIC
PLANNING
“If you don’t know where you’re going,
any road will get you there!”

“If you don’t know where you’re going,


how will you know when you get
there?”
Strategic planning solves these
problems.
TM PROCESS : 3. PLANNING
Is Strategic Planning the
same as goals,
or mission statements,
or visions?

Sort of…

TM PROCESS : 3. PLANNING
A vision is…
 what you want your hospital to be
 future oriented
 un-achievable?
 has a lifetime of 5, or more years
 My vision…
 What’s yours?

TM PROCESS : 3. PLANNING
A mission is…
 what the institution does,
 for whom it does it,
 how it does it, and
 why.
 My mission.
 What’s yours?

TM PROCESS : 3. PLANNING
Then set your goals…
 must be concrete
 must be measurable
 must be in writing
 must be achievable

TM PROCESS : 3. PLANNING
The Big Picture
 Important to know when you’ve done all
that you can.
 Don’t schedule more than is humanly
possible.
 Don’t stress about things that you can’t
control.
 Keep the long term goals in mind. (The
PhDs)

TM PROCESS : 3. PLANNING
Obstacles to planning work
We often encounter a number of
obstacles in planning our work:

 Others’ plans and priorities


 Lack of solid planning skills
 Time required for good planning
 Pressure of other work

TM PROCESS : 3. PLANNING
Obstacles to planning work
We often encounter a number of obstacles
in planning our work:
 Absences of examples, if the
project is new
 Time wasters such as
procrastination
 Interruptions
Try to anticipate obstacles, so you can work around
them before they become problems.
TM PROCESS : 3. PLANNING
Poor planning consequences
Despite obstacles we should make planning
a priority in order to avoid:
 Decreased productivity
 Dissatisfaction among co-workers
 Misunderstandings and confusion
 Pressure from others
 Poor work quality, accidents, errors
 Wasted time/resources

TM PROCESS : 3. PLANNING
Planning, the starting point
For all major tasks you should consider:
 Why is the job necessary?
What’s its purpose?
 What goals do you want to
achieve?
 When is best time of day or
schedule to do it?
TM PROCESS : 3. PLANNING
Planning, the starting point
For all major tasks you should consider:
 Where is the best location
to do it?
 Who would produce best
results? Is training needed?
 How should it be done
(traditional/ innovative)?
TM PROCESS : 3. PLANNING
To Do Lists

 Break things down into small


steps

 Do the ugliest thing first

TM PROCESS : 3. PLANNING
The four-quadrant TO DO List

Urgent Not Urgent

Important
1 2
Not
Important 3 4
TM PROCESS : 3. PLANNING
STEP 4:
PLAN TO
ALLOCATE
TIME
Plan to allocate time
 Visualize the end result: your
goal
 Estimate the time required
 Break the whole into pieces
 Develop a schedule

TM PROCESS : 4. ALLOCATE TIME


Plan to allocate time
 Check your progress against
your time estimate
 Refine the schedule if needed
 Anticipate/allow for possible
problems

TM PROCESS : 4. ALLOCATE TIME


PACING
Athletes know the phenomenon of
running with someone ahead of
them to increase their times.
The same effect can be achieved
with working and completing
tasks.

TM PROCESS : 4. ALLOCATE TIME : PACING


Because work expands or contracts to fit
the time allotted, make pacing work for
you by doing the following:
 Estimate the time needed to
complete a task.
 Subtract 15% from that estimate.
 Set a timer to help you reach the
goal of completing the task in
reduced time.

TM PROCESS : 4. ALLOCATE TIME : PACING


STEP 5:
TIME MANAGEMENT
TOOLS AND
TECHNIQUES
 Use “to do” lists for planning
 Create a time diary to track where
your time actually goes
 Become aware of your external
and internal timewasters and avoid
them
 Pulverize paperwork

TM PROCESS : 5. TOOLS AND TECHNIQUES


Eliminating things from your to do list

• What’s the worst that can happen if


I don’t do this?
• Am I the only person who can do
this?
• Must it be done now?
• Is there an easier way to do it?

TM PROCESS : 5. TOOLS AND TECHNIQUES : TO DO


The “to do” list: a power tool

 Use it as a master planning tool


 Use annual, monthly, weekly
versions
 Statistics prove you’ll be more
productive

TM PROCESS : 5. TOOLS AND TECHNIQUES : TO DO


The “to do” list: a power tool

 It’s a visual schedule


 It acts as reminder
 It gives direction
 You get satisfaction when
items are crossed off

TM PROCESS : 5. TOOLS AND TECHNIQUES : TO DO


Annual “to do” list
Your annual list should include:
Major recurring events/projects
Example: Annual awards ceremony

Major new projects – major/minor tasks


Example: New hospital web site

Minor new projects – major/minor tasks


Example: New safety committee, new safety
newsletter

TM PROCESS : 5. TOOLS AND TECHNIQUES : TO DO


Monthly “to do” list
Your monthly list should include:
Regular reporting deadlines
Example: monthly budget report

Publication due dates


Example: quarterly tabloid printing

Important standing meetings


Example: monthly safety meeting

TM PROCESS : 5. TOOLS AND TECHNIQUES : TO DO


Monthly “to do” list
Your monthly list should include:
 Project task deadlines
Example: home page of web site done
by 2007
 Long-term follow-up ticklers
Example: MS ISO 9001 : 2000 audit
schedule

TM PROCESS : 5. TOOLS AND TECHNIQUES : TO DO


Daily “to do” list
Your daily list should include:
Meetings
Example: 9:30 a.m. staff meeting
Appointments
Example: 5:30 p.m. District Officer
Follow-up phone/email
Example: Return call from TPK in a.m.
Short-term follow-up ticklers
Example: Check with EO about senior staff meeting
minutes

TM PROCESS : 5. TOOLS AND TECHNIQUES : TO DO


Keep a diary
Still can’t figure out where the times goes?
Keep a diary for about two weeks:
 Include personal time
 List time that was needed to do each task
 Prioritize what should have been done;
compare it to the actual work
accomplished
 Analyze what can be cut/compressed
 Note time wasters

TM PROCESS : 5. TOOLS AND TECHNIQUES : DIARY


MICROSOFT OUTLOOK

TM PROCESS : 5. TOOLS AND TECHNIQUES : OTHERS


SCHEDULIN
G
AND
TIMING
Making the Best Use Of Time
 Decide that you don’t have to please
everyone.
 Let go–don’t be a perfectionist.
 Resist the temptation to do small,
insignificant tasks too well.
 Outsource what you can.

TM ISSUES : SCHEDULING AND TIMING


Scheduling
 Negotiate and manage realistic deadlines
 Use available scheduling tools to best effect
 Structure in adequate time for all stages of the
work, then review and revise often
 Check in with colleagues and clients
 You are in charge (not the schedule)

TM ISSUES : SCHEDULING AND TIMING


Be Realistic
 Examine your schedule.
 Be realistic about what you can
accomplish.
 Don’t try to juggle too many things.
 Don’t set yourself up for failure.

TM ISSUES : SCHEDULING AND TIMING


Scheduling Yourself
 You don’t find time for
important things, you make it
 Everything you do is an
opportunity cost
 Learn to say “No”

TM ISSUES : SCHEDULING AND TIMING


Timing

 Knowing when not to work is


as important as knowing
when to work.
 Save the easiest tasks for the
end of the day.

TM ISSUES : SCHEDULING AND TIMING


Everyone has Good and Bad Times

 Find your creative/thinking time.


Defend it ruthlessly, spend it
alone, maybe at home.

 Find your dead time. Schedule


meetings, phone calls, and mundane
stuff during it.

TM ISSUES : SCHEDULING AND TIMING


Get The Most Out Of the First
Two Hours of the Day
 Don’t eat breakfast at work.
 Don’t schedule meetings for this
time.
 Start with the most important
work of the day.
 Do the things you don’t want to
do first.
TM ISSUES : SCHEDULING AND TIMING
Get things done
 Allow for emergencies, don’t
overbook
 Schedule the most challenging tasks
for when you are most alert
 Keep your goals in mind
 Evaluate your priorities continuously
during the day and always work on the
most important task first
TM ISSUES : SCHEDULING AND TIMING
Tick When I
Should Tock?

TM ISSUES : SCHEDULING AND TIMING


Circadian Rhythms
Circadian rhythms are internal
biological clocks that regulate
many functions and activities,
including sleep, temperature,
metabolism, alertness, blood
pressure, heart rate and
hormone levels and immunities.

TM ISSUES : SCHEDULING AND TIMING


Circadian Rhythms
 About every 24 hours our bodies
cycle through metabolic and
chemical changes.
 These Circadian Rhythms are reset
by sunlight each morning.
 Whether you are a “Morning Person”
or a “Night Owl” is determined by these
cycles.

TM ISSUES : SCHEDULING AND TIMING


Maximize your Efficiency
Work With Your Body Cycles
- not Against Them
 If we learn to listen to our bodies,
we can work with these natural
rhythms instead of fighting them.
 We can make more efficient use of
our time by scheduling certain activities at
certain times of the day.

TM ISSUES : SCHEDULING AND TIMING


Cognitive Tasks : 8am - 12 noon*

Cognitive, or mental, tasks such as


reading, calculating, and problem solving
are performed most efficiently in the
morning.

*If you are a Night Owl, shift these times


about 3-4 hours later in the day.

TM ISSUES : SCHEDULING AND TIMING


Short term memory : 6 am - 10 am

Short term memory tasks such as


last minute reviewing for tests
are best performed early in the
morning.

*If you are a Night Owl, shift these times


about 3-4 hours later in the day.

TM ISSUES : SCHEDULING AND TIMING


Long term memory : 1 pm - 4pm*

Longer term Memory tasks such as


memorizing speeches and
information for application are best
performed in the afternoon.

*If you are a Night Owl, shift these times


about 3-4 hours later in the day.

TM ISSUES : SCHEDULING AND TIMING


Manual Dexterity : 2 pm to 6 pm*
You are most efficient at tasks
involving the use of your hands
such as keyboarding and carpentry
in the afternoon and early evening.

*If you are a Night Owl, shift these times


about 3-4 hours later in the day.

TM ISSUES : SCHEDULING AND TIMING


Physical Workouts : 4 pm to 9 pm *
 Because of Circadian Rhythms it is best to
engage in physical activity in the evening
when your large muscle coordination is at
its peak.
 Studies show you will perceive the
workout to be easier in the evening.
 Exercising about 5 hours before bedtime
improves the quality of sleep.

*If you are a Night Owl, shift these times about


3-4 hours later in the day.
TM ISSUES : SCHEDULING AND TIMING
GET
ORGANISE
D
DO YOU LIKE THIS ???

TM ISSUES : GETTING ORGANISED


Why aren’t we organized?

 It takes too much time.


 You don’t know how.
 You want to do it “perfectly.”

TM ISSUES : GETTING ORGANISED


The price of not being organized?

 Missed deadlines.
 Overlooked opportunities.
 Wasted time.
 Lost customers due to poor
or slow service.
 Wasted money.
TM ISSUES : GETTING ORGANISED
Signs of Disorganization
 Desk or office cluttered with papers,
files and equipment.
 Poor or no filing system
 No follow-up system
 Don’t know where to put the papers
 Procrastination - It’s either the fear of
failure or simple indecision.

TM ISSUES : GETTING ORGANISED


Signs of Disorganization
 Being reactive instead of proactive
to the job or task at hand
(Waiting for something to happen
instead of making something happen)

 Unable to identify between the urgent,


the important and the unnecessary
(A problem with prioritizing)

TM ISSUES : GETTING ORGANISED


Clear Up The Clutter
 A cluttered desk is a sign
of disorganization

 The higher on the


organizational chart, the less
cluttered the desk

TM ISSUES : GETTING ORGANISED


Keep Clutter Out of Your Life
 Managing Time More Productively
Keeps Clutter Out of Your Life
 Mental Clutter-Things that occupy
your mind that should be released from
it.
Eg. Things you should delegate to
others.

TM ISSUES : GETTING ORGANISED


Organize yourself
 Keep an updated “to do” list, in
priority order
 Deal with paperwork/email once
or treat it as a scheduled event
 Staged filing
 Practice the “deep filing" method

TM ISSUES : GETTING ORGANISED


Organize yourself
 Use technology wisely
 Manage professional reading
 Organize your workspace (match
your own mental models)
 Use project management
techniques
 Time shift
TM ISSUES : GETTING ORGANISED
Using Your Calendar
 Add a meeting as soon as you know
about it.
 Write dates for follow-up on
calendar.

 Include personal deadlines.


 Have one master calendar.
 If you use an electronic calendar, back
it up regularly.

TM ISSUES : GETTING ORGANISED


DELEGATING
• No man is an island

• You can accomplish a lot more


with help

TM ISSUES : DELEGATION
Consequences of not delegating

• Get bogged down in minor


and routine tasks
• Constantly helping others
with their work
• Feel it’s easier and faster to
do it yourself

TM ISSUES : DELEGATION
Consequences of not delegating

• Frustration when training new


staff
– Too time-consuming
– Takes two to three times
longer to complete tasks
– Additional time for review
and correction of work
TM ISSUES : DELEGATION
Tips
 Don’t delegate if you can eliminate
 Delegate appropriately, gradually
and strategically
 Give support and credit
 Time invested now has a future
payoff
 DO NOT micromanage!

TM ISSUES : DELEGATION
Delegation is not dumping

 Grant authority with responsibility.


 Concrete goal, deadline, and
consequences.
 Treat your people well

TM ISSUES : DELEGATION
Challenge People
 People rise to the challenge: You
should delegate “until they complain”
 Communication Must Be Clear:
“Get it in writing”
 Give objectives, not procedures
 Tell the relative importance of this task

TM ISSUES : DELEGATION
COLLABORATI
ON
Collaboration

 Assigning/sharing workload

 Maximizing the strengths and


productivity of a team

TM ISSUES : COLLABORATION
Collaboration
 Making good use of the ideas
of others
 Asking for help when you need
it
 Borrowing models and
templates from other sources

TM ISSUES : COLLABORATION
DECISION
MAKING
Decision making
It doesn't matter which side of the
fence you get off on sometimes.
What matters most is getting off.
You cannot make progress
without making decisions.
Jim
Rohn

TM ISSUES : MAKING DECISION


Decision making
 Make informed decisions
 DO make decisions
 Communicate effectively
and clearly
 Use common sense

TM ISSUES : MAKING DECISION


LEARNING
TO SAY NO
You Can—and Should, Say “No”

People take advantage


of you only with your
permission.

TM ISSUES : LEARNING TO SAY NO


Learn to say NO
 Recognize your limits
 Take time to think about it
 Be honest and vocal about why
 Offer to defer or take a turn next
time
 Discuss workload with supervisor
- suggest an alternate approach

TM ISSUES : LEARNING TO SAY NO


Gentle No’s
“I’ll do it if nobody else steps
forward” or “I’ll be your deep fall
back,” but you have to keep
searching.

Argue for your limitations and sure


enough they’re yours
Richard Bach

TM ISSUES : LEARNING TO SAY NO


INTERRUPTIONS
Interruptions
 6-9 minutes, 4-5 minute
recovery – five interruptions
shoots an hour
 You must reduce frequency
and length of interruptions (turn
phone calls into email)

TM ISSUES : INTERRUPTIONS
Interruptions…
 If no one asked questions we
wouldn't have jobs.
 Anticipate the most common
questions.
 Try closing your door or arranging
your office to discourage drop-ins.
 If all else fails, hide.

TM ISSUES : INTERRUPTIONS
Managing interruptions
 For crucial deadlines, make
yourself inaccessible

 Schedule formal “check-in”


meetings

TM ISSUES : INTERRUPTIONS
Managing interruptions
 Schedule social time
 Be polite but direct
 Offer an alternate time
 Manage self-interruptions

TM ISSUES : INTERRUPTIONS
Cutting Things Short
 “I’m in the middle of something
now…”
 Start with “I only have 5 minutes” –
you can always extend this
 Stand up, stroll to the door,
complement, thank, shake hands
 Clock-watching; on wall behind them

TM ISSUES : INTERRUPTIONS
PROCRASTINATIO
N
“Procrastination is
the
thief of time”
Edward Young

TM ISSUES : PROCRASTINATION
Procrastination is the fear of success.
People procrastinate because they are
afraid of the success that they know will
result if they move ahead now. Because
success is heavy and carries a
responsibility with it, it is much easier to
procrastinate and live on the 'someday
I'll' philosophy.
- Denis Waitley

TM ISSUES : PROCRASTINATION
Fear of Success and Failure
We procrastinate because we
fear FAILURE.
 It is easier to accept that we
failed because we didn’t even
attempt a project than to fail
at doing the project.

TM ISSUES : PROCRASTINATION
Fear of Success and Failure
We procrastinate because we
fear SUCCESS.
 If I get all “A’s” this semester,
everyone will expect me to
do the same next semester.
 If I do an outstanding job on
this project, my boss will just
pile on more work.

TM ISSUES : PROCRASTINATION
The Art of Procrastination
Art of Delaying the inevitable
Where can you lose time?
 Worrying about finishing on time.
 Worrying about the final outcome.
 Distractions.
 Doing “unimportant”, easy or trivial
stuff things first.

TM ISSUES : PROCRASTINATION
Why do we procrastinate?
 Don’t know where to start.
 To avoid an unpleasant task.
 We’re afraid to fail.
 Waiting for more information.
 You may think if you put it off
someone else will do it.
 You’re over-committed.

TM ISSUES : PROCRASTINATION
Procrastination:
Do you suffer from it?
Reasons for procrastination:
 Fear
 Uncomfortable
 Lack of proper priorities
 Lack of direction/goals
 Lack of value clarification

TM ISSUES : PROCRASTINATION
Conquer Procrastination
“The secret of getting ahead is getting
started. The secret of getting started is
breaking
your complex overwhelming tasks
into small manageable tasks, and then
starting on the first one.”
Mark Twain

TM ISSUES : PROCRASTINATION
Avoiding Procrastination
Remember !!
 Doing things at the last minute is much
more expensive than just before the last
minute
 Deadlines are really important: establish
them yourself!
 You do not work best under pressure.

TM ISSUES : PROCRASTINATION
To overcome procrastination:

List the things you have


been avoiding. Prioritize
them. Try to do at least one
of them each day until you
catch up.

TM ISSUES : PROCRASTINATION
Avoiding procrastination

 Divide project into small,


schedulable stages
 Do collaborative work
 Ask for help
 Don’t be a perfectionist
 Take a break at the end

TM ISSUES : PROCRASTINATION
So…. What To Do
 ACT ON IT

 DELEGATE IT

 FILE IT

 THROW IT AWAY

TM ISSUES : PROCRASTINATION
If you are going to procrastinate,
at least take the blame!

“I’ve prepared my paper but I


couldn’t print it out as the files in
my PC were deleted by viruses!!”
“I’m late to work because I
couldn’t find a parking space.”

TM ISSUES : PROCRASTINATION
PAPERWORK
S
TOSS paperwork
Trim
Remove yourself from excess email,
mail, memo, newsletter, and magazine
routings

Outsource immediately
Throw it away, pass it on, put it in a
tickler file

TM ISSUES : PAPERWORKS
TOSS paperwork
 Save
File things you must save immediately.
Regularly compress and purge paper
and electronic files. 80% of what you
keep, you’ll never use again!
 Start
Do it now. Set aside time daily to
handle email and paperwork, then junk it,
handle it, answer it, file it as you work
through the pile

TM ISSUES : PAPERWORKS
Paperwork
 Clutter is death; it leads to thrashing.
Keep desk clear: focus on one thing at a
time
 A good file system is essential
 Touch each piece of paper once
 Touch each piece of email once; your
inbox is not your TODO list

TM ISSUES : PAPERWORKS
Managing Your To-Read Pile
 You will probably never be able
to read everything you would like
to read.
 Read with a pen in your hand.
 Scan.
 Share your reading with a friend.
 Keep a reading file.

TM ISSUES : PAPERWORKS
Reading Pile
 Only read something if you’ll
be fired for not reading it

 Note that this refers to


periodicals and routine
reading, which is different than a
research dig

TM ISSUES : PAPERWORKS
MEETINGS
 Average executive: > 40% of time
 Lock the door, unplug the phone
 Maximum of 1 hour
 Prepare: there must be an agenda
 1 minute minutes: an efficient way to
keep track of decisions made in a meeting:
who is responsible for what by when?

TM ISSUES : MEETINGS
Managing Meetings
 Question the need and
frequency of meetings
 Shared agenda building
 (Only) the right participants
 Facilitate well

TM ISSUES : MEETINGS
Managing Meetings
 Keep minutes brief (a record of
the agenda + decisions +
designated follow-up)
 Maximize email collaboration,
document sharing, and work
between meetings

TM ISSUES : MEETINGS
“Avoid meetings with time-
wasting morons.”
 Make sure it’s a working meeting.
 Don’t attend unless there is a set
agenda.
 Can the problem be solved or
decision reached without a meeting?
 Does the meeting have a set ending
time?
TM ISSUES : MEETINGS
TELEPHONE
Telephone
 Keep calls short; stand during call
 Start by announcing goals for the call
 Don’t put your feet up
 Have something in view that you’re
waiting to get to next

TM ISSUES : TELEPHONE
Telephone
 When done, get off: “I have staffs
waiting”
 If necessary, hang up while you’re
talking
 Group outgoing calls: just before
lunch and 5pm

TM ISSUES : TELEPHONE
SUMMARY
Make your office
comfortable for you,
and optionally
comfortable for others

SUMMARY
Artifacts for Staying on Track
 10 minutes a day for planning.
 Flexible scheduling
 Automated schedulers - Netscape
Calendar, Microsoft Schedule, Outlook, Palm
Pilot
 Pad of paper - Running to-do list,
place for unloading.
 A watch

SUMMARY
Developing The Habit
 Takes Discipline and Practice to Have Good
Time Management Skills
 Develop Skills Incrementally
Start by developing a realistic schedule
Build in reward system for finishing things

 Over time, it’ll become second nature.

SUMMARY
Maximizing the “fun” parts
 Choose work that you like
 Importance of humour
 Make the work as pleasant as
possible
 Rewarding yourself for reaching
small and large goals

SUMMARY
 Take care of yourself
 Avoid burnout
 Take breaks and time off and don’t
compromise them
 Rewards for good work done
 Forgive mistakes….and learn from
them
 Play nice
 Use your common sense

SUMMARY

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