Description
The PPT explaining about Time Management.
Time – Some learnings
Putting order into chaos
• • • • •
•
Organize to concentrate on the action, tasks & projects that contribute to goals The right type of activity is the means to achieving results The way forward is to put some order into chaos – we do not live in a perfect world To do this, understand the diff types of tasks and activities you are involved in This will help in understanding how much time to be allocated to each task Everything cannot be planned; plan everything that can be planned
3 categories of tasks to be addressed
1. • 2. -
Managing “now” tasks: Tasks you can plan Maintenance tasks Work to meet standards Routine tasks As they are known tasks time can be allocated well Forming “future” tasks: Tasks contributing to positive change; you can plan Actions needed to achieve defined goals Developmental activities Tasks that will make a difference
3 categories of tasks
3. • • • •
Non-planned tasks: Accept as a reality Have a time plan sufficiently flexible Know will happen, but not when; nature & duration Non-planned involves in reaction; leaving the immediate problem; think of root cause and minimize future issues Use the now tasks to design time plans Define future tasks relevant to you; plan and allocate time Achieve the current balance between now and future Take time to analyze the non-planned
Principles & Values
• • • •
Having the right attitudes, the right beliefs is the key to taming time One mindset block: “I am the innocent victim”. Exercise: List out prime stealers in your life Underline red, those you believe you have no control Underline green those you believe you have control Underling blue, those you can control if you wish Outputs from these could be a starting point for a change in mindset.
Principles & Values
• • •
•
• •
•
Create a balance in life by paying attention to „in work? and „out of work? time Correct balance will be driven by individual circumstances and priorities Work on creating a balance that is right for you Effective time management is not just about techniques, it is also a mindset Don?t see time as an enemy: it is a resource Feeling in control reduces the stress caused by time pressure Committing intentions into writing increases the likelyhood of intentions being put into action and converted into reality
Time Management:10 commandments
1. 2. 3. 4.
I am aware that “time” is a non-reusable resource I cannot manage time, but I can manage what I achieve within the time available My focus must be on results, then I can organize to spend time on activities that produce results: distinguish between activity and output Being busy does not mean utilization of time Activity is not the same as effectiveness A focus on results involves stepping back, resisting the inclination to get busy My own discipline will determine my level of effectiveness; can?t blame others
Time Management:10 commandments
5. 6. 7. 8. 9. 10.
Some events are outside my control; however, must be prepared to manage their impact on my time If I am not effective, will impact on the effectiveness of colleagues My vision must always be of three time dimensions: short, medium and long range – Achieve a balance The planned must coexist with the unplanned; sometimes the unplanned will take the priority Spend time on “important” activities, not dwell on the “urgent” ones Hold on and protect priorities; be ruthless with time and gracious with people
Time Effectiveness: 3 point model
1. 2. 3. •
Getting focused: Be clear about your goals& results You are employed to deliver results Your KRA?s Tasks are only means to achieve goals Getting organized: Concentrate on tasks that achieve objectives Staying focused: Ensure plans are converted into reality Improving time management involves changing and developing a number of aspects of how you plan and organize your time
Being Organized means:
? ? ? ? ? ?
?
?
You can find what you want when you need it You can keep track of important information and lay your hands on it when you want it You can complete your tasks in a timely way You can arrive at your destination when you choose You can keep agreements and make agreements you can keep You can take action when you want and seize new opportunities as they arise You can focus on what is important to you You can do all this with a great presence of mind
Organizing – desirable qualities
? ? ? ? ? ? ?
The The The The The The The
confidence of finding things when you need them reliability of showing up when you say you will beauty of living in a place that is aesthetically pleasing creativity of working in a supportive atmosphere responsibility of meeting deadlines integrity of knowing that your word is good calm of knowing that you can count on yourself
An Ideal Day
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14.
I wake up alert, refreshed and in a positive state of mind I meditate, exercise and get system charged for the day Plan day?s priorities while commuting and plan time budget for day Start work on A – priority items first Handle all routine work during slack period and at a stretch Handle interruptions assertively Eat a light nutritious lunch Prioritize the mail, handle paper only once Meetings go on time; appointments go well as per schedule Can meet my schedule and deadlines Spent at least 30 minutes on professional updating; creative work Act on tasks which were postponed Delegated needed tasks; worked on priorities; planned for tomorrow Home time is quality time with family & friends
Procrastination
? ? ? ? ? ? ? ?
Imagine you have only six months to live. Look hard at life and act now. Substitute anxiety about future with action now Do it in small chunks. Live 15 minutes at a time Begin now … you?ll enjoy it Choose timings which match your rhythms Give your own identity / goals a chance. Ask what is really imp to you. Keep time for your own needs Overcome fear of failure / fear of being judged by action. One act of courage can eliminate fear. Doing is far more important. Settle for less than perfect / don?t attempt the impossible
Procrastination (contd.)
? ? ? ? ? ? ? ?
Take an incremental approach to completion Make a public commitment Reward yourself. Get into the completion habit Finish one task at a time. Then move on to another Prioritize and attack A category items Focus your attention on the job until you finish it. Complete what you start If you want the world to change, don?t complain about it, DO something.
Staying focused – why it goes wrong
• • • • • •
There are simply too many things to do -- if it continues you are only moving the problem, not getting a solution Other people are poor time managers – we impact on and are impacted on by others Everything takes longer that you thought it would My priorities are not their priorities Most people are keen to please – saying „no?. The goal posts keep moving – change is fast
Time wasters -- Solutions
• •
-
•
-
Work not getting done in time or piling up: Set priorities Set deadlines Make realistic time estimates Trying to handle too much at a time: Set priorities and tackle tasks accordingly Do one thing at a time Learn to say “no” Delegate more Getting involved in too much detail: Delegate more Do not be a perfectionist
Time wasters
• • • -
Procrastination: Set a timetable and stick to it Get unpleasant tasks over, quickly – you will feel better Insufficient time to think: Reserve blocks of time for thinking Allow no interruptions Red caps Crisis management / overshooting deadlines Plan better Allow more time
Time Wasters
• • -
Constant visitors / interruptions: Make appointments and stick to it Block reserved time slots when no one can interrupt Use secretary to intercept unwanted visitors / delegate Say „no? if necessary Modify „open door? policy Keep the discussions brief and to the point Do not do other people?s thinking for them Doing things hastily: Take time to do it right first time Distinguish between urgent and important
Time Wasters
• • -
Telephone calls / Interruptions: Use secretary, colleagues to screen / divert calls State you will call back when convenient Keep time slots for making outgoing calls Plan before dialing Be brief Stay uninvolved with all but the essentials Meetings: Get off committes, delegate if not important Avoid calling unnecessary meetings Set time limits, do not allow repetitions, stick to agenda
Time Wasters
• • -
Time spent in conversations: Decide in advance what to achieve when meeting Keep pleasantries to a minimum Stick to the point Make observations without meetings Paperwork / Reading: Get juniors to sort out: Urgent / Ordinary Ask for written memos/reports only when required Delegate routines to subordinates Ask for summaries rather than reports Read selectively
Time Wasters
• -
•
-
•
-
Letters/memos to answer/dictate: Use telephone more often Keep a slot for dictating letters Use handwritten notes / „post it? slips Delegate routine letters/replies Cluttered desks: Set aside half hour a day to clear up urgent paper work Handle each piece of paper only once Aim to clear 90% paper on desk every day Lack of planning: Review work and diary every day Focus on imp results and not merely activities
Time Wasters
• -
• -
Lost papers: Implement good filling and retrieval system Have a list of files kept and available for ready reference Arrange papers relating to current assignments in separate folders and keep them in easy reach Get papers filed every day Keep the desk clean Study: one and half hours spent every day searching for paper Not clear about goals and priorities: Write down KRA?s and priorities Discuss priorities with significant others
Time Wasters
• -
•
-
Traveling: Use phone or mail Delegate more Ask “Is it really required?” Get the other to come to you Plan quickest way Use a good travel agent Use journeys productively: reading, analyzing reports,etc. Routine / Trivia: Concentrate on A priority Delegate routine to subordinates Keep aside half hour for routine work
Life not work
•
• • • •
•
•
Managing plans, and managing time at a life level, not just job level is effective time management – a prerequisite for leading a full and rewarding life Living to work or working to live? Need to achieve a balance of work, home, leisure and other interests in life You feel more in control – feeling not in control is a source of stress You will feel more fulfilled You will achieve more at work; which is not just tasks and activities You will feel better
Life not work
• • • • • •
•
What represents a heavy, stressful workload for one may be quite comfortable for another Differing private life circumstances will mean the correct life / work balance will vary from person to person Do you find the level of work time stressful at times? To what extent do you take work home? Do you regularly trade your leisure and family plans to complete commitments? Do your work commitments create conflict at home? Are you sometime frustrated at not having got your work life balance.
Effective Scheduling
• • •
The process where you look at time available and plan how to use it to achieve goals By using a schedule properly, you can: Understand what you can realistically achieve with your time Plan to make the best use of the time available Leave enough time for things you absolutely must do Preserve contingency time to handle the “unexpected” Minimize stress by avoiding over-commitment to self & others A good schedule help manage your commitments
How to schedule
• 1. 2. 3. 4.
5.
Scheduling is best done on a regular basis: Start by identifying time you want to make available for your work Block the actions you must take to do a good job Review the “to-do” list; schedule high priority assignments and essential maintenance tasks Block in appropriate contingency time – more unpredictable the job, more contingency – experience will teach how to You now have “discretionary time”, time for the important tasks needed to achieve goals
Mastering Deadlines
• • 1.
Deadline stress: Time seems to fly relentlessly, and the clock is your enemy You feel confined, and possibly overwhelmed, and The work itself seems to take more effort than usual There are ways to meet deadlines without succumbing to stress or compromising results: Assume resp for your experience of your situation: Stress is not inherent in a project with tight deadline; stress comes from your reaction to the deadline; you can control your reaction if you choose to. Your future possibilities not based on past experience.
Mastering Deadlines
2.
3. 4. 5.
6.
7.
Concentrate your energies: Don?t resist what you need to do, get involved in your work; pressure is on your perception of how involved you are in your work Take breathing breaks: Remember other deadlines you have successfully met: Pinpoint the underlying causes of your anxiety: What will happen if you do not complete? Why are you motivated to meet the deadline? Some potential consequences may be unlikely Relive muscular tensions: Envision time of deadline and look past it:
Review
• • • •
•
•
A vital component of focus A source of positive dissatisfaction The root of continuous improvement Without pausing to review how and why things are going the way they are, we run the risk of being complacent, stagnant and locked in a cycle of waste and repeated mistakes While learning si a natural condition, effective learning needs effort. Pressures of modern life often encourages us to not leave enough space for learning and improvement through review
Review
• • •
•
•
The purpose of this process is to produce insight into the causes and effects of our decisions and actions: The process can also be used to facilitate learning from unplanned events The key steps involve identifying what happened, understanding why it happened and what can be learned from the experience The final step, creating a plan for what to do differently the next time crucial for learning to be translated into improvement The cycle continues and in effect becomes a „cockscrew? of continuous improvement
Review
• -
-
To get the most of the process: Initiate process immediately after the event When reviewing avoiding blaming individuals; makes person defensive and kills honest/open discussions Focus on learning by asking „What helped?? and „What hindered?? During the „concluding from the experience? step, identify those outcomes than can be directly attributed to the actions taken Similarly make connections between the „whats? and „whys? of the experience Document learnings and conclusions & the action plans
Focus
• • • • • • • •
There is never enough time or resources to do everything The effective individual works out what is imp and focuses on it relentlessly Complexity is inefficient. Wastes time, materials, mental energy and causes stress Complexity creeps up on us. Thus we may not notice it Need to value simplicity Asking „why? encourages us to focus on being effective Asking „how? prompts us to challenge the process Search out and understand the root causes By understanding the precise nature of the problem, can focus time, effort, money economically in priority areas
doc_723555636.ppt
The PPT explaining about Time Management.
Time – Some learnings
Putting order into chaos
• • • • •
•
Organize to concentrate on the action, tasks & projects that contribute to goals The right type of activity is the means to achieving results The way forward is to put some order into chaos – we do not live in a perfect world To do this, understand the diff types of tasks and activities you are involved in This will help in understanding how much time to be allocated to each task Everything cannot be planned; plan everything that can be planned
3 categories of tasks to be addressed
1. • 2. -
Managing “now” tasks: Tasks you can plan Maintenance tasks Work to meet standards Routine tasks As they are known tasks time can be allocated well Forming “future” tasks: Tasks contributing to positive change; you can plan Actions needed to achieve defined goals Developmental activities Tasks that will make a difference
3 categories of tasks
3. • • • •
Non-planned tasks: Accept as a reality Have a time plan sufficiently flexible Know will happen, but not when; nature & duration Non-planned involves in reaction; leaving the immediate problem; think of root cause and minimize future issues Use the now tasks to design time plans Define future tasks relevant to you; plan and allocate time Achieve the current balance between now and future Take time to analyze the non-planned
Principles & Values
• • • •
Having the right attitudes, the right beliefs is the key to taming time One mindset block: “I am the innocent victim”. Exercise: List out prime stealers in your life Underline red, those you believe you have no control Underline green those you believe you have control Underling blue, those you can control if you wish Outputs from these could be a starting point for a change in mindset.
Principles & Values
• • •
•
• •
•
Create a balance in life by paying attention to „in work? and „out of work? time Correct balance will be driven by individual circumstances and priorities Work on creating a balance that is right for you Effective time management is not just about techniques, it is also a mindset Don?t see time as an enemy: it is a resource Feeling in control reduces the stress caused by time pressure Committing intentions into writing increases the likelyhood of intentions being put into action and converted into reality
Time Management:10 commandments
1. 2. 3. 4.
I am aware that “time” is a non-reusable resource I cannot manage time, but I can manage what I achieve within the time available My focus must be on results, then I can organize to spend time on activities that produce results: distinguish between activity and output Being busy does not mean utilization of time Activity is not the same as effectiveness A focus on results involves stepping back, resisting the inclination to get busy My own discipline will determine my level of effectiveness; can?t blame others
Time Management:10 commandments
5. 6. 7. 8. 9. 10.
Some events are outside my control; however, must be prepared to manage their impact on my time If I am not effective, will impact on the effectiveness of colleagues My vision must always be of three time dimensions: short, medium and long range – Achieve a balance The planned must coexist with the unplanned; sometimes the unplanned will take the priority Spend time on “important” activities, not dwell on the “urgent” ones Hold on and protect priorities; be ruthless with time and gracious with people
Time Effectiveness: 3 point model
1. 2. 3. •
Getting focused: Be clear about your goals& results You are employed to deliver results Your KRA?s Tasks are only means to achieve goals Getting organized: Concentrate on tasks that achieve objectives Staying focused: Ensure plans are converted into reality Improving time management involves changing and developing a number of aspects of how you plan and organize your time
Being Organized means:
? ? ? ? ? ?
?
?
You can find what you want when you need it You can keep track of important information and lay your hands on it when you want it You can complete your tasks in a timely way You can arrive at your destination when you choose You can keep agreements and make agreements you can keep You can take action when you want and seize new opportunities as they arise You can focus on what is important to you You can do all this with a great presence of mind
Organizing – desirable qualities
? ? ? ? ? ? ?
The The The The The The The
confidence of finding things when you need them reliability of showing up when you say you will beauty of living in a place that is aesthetically pleasing creativity of working in a supportive atmosphere responsibility of meeting deadlines integrity of knowing that your word is good calm of knowing that you can count on yourself
An Ideal Day
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14.
I wake up alert, refreshed and in a positive state of mind I meditate, exercise and get system charged for the day Plan day?s priorities while commuting and plan time budget for day Start work on A – priority items first Handle all routine work during slack period and at a stretch Handle interruptions assertively Eat a light nutritious lunch Prioritize the mail, handle paper only once Meetings go on time; appointments go well as per schedule Can meet my schedule and deadlines Spent at least 30 minutes on professional updating; creative work Act on tasks which were postponed Delegated needed tasks; worked on priorities; planned for tomorrow Home time is quality time with family & friends
Procrastination
? ? ? ? ? ? ? ?
Imagine you have only six months to live. Look hard at life and act now. Substitute anxiety about future with action now Do it in small chunks. Live 15 minutes at a time Begin now … you?ll enjoy it Choose timings which match your rhythms Give your own identity / goals a chance. Ask what is really imp to you. Keep time for your own needs Overcome fear of failure / fear of being judged by action. One act of courage can eliminate fear. Doing is far more important. Settle for less than perfect / don?t attempt the impossible
Procrastination (contd.)
? ? ? ? ? ? ? ?
Take an incremental approach to completion Make a public commitment Reward yourself. Get into the completion habit Finish one task at a time. Then move on to another Prioritize and attack A category items Focus your attention on the job until you finish it. Complete what you start If you want the world to change, don?t complain about it, DO something.
Staying focused – why it goes wrong
• • • • • •
There are simply too many things to do -- if it continues you are only moving the problem, not getting a solution Other people are poor time managers – we impact on and are impacted on by others Everything takes longer that you thought it would My priorities are not their priorities Most people are keen to please – saying „no?. The goal posts keep moving – change is fast
Time wasters -- Solutions
• •
-
•
-
Work not getting done in time or piling up: Set priorities Set deadlines Make realistic time estimates Trying to handle too much at a time: Set priorities and tackle tasks accordingly Do one thing at a time Learn to say “no” Delegate more Getting involved in too much detail: Delegate more Do not be a perfectionist
Time wasters
• • • -
Procrastination: Set a timetable and stick to it Get unpleasant tasks over, quickly – you will feel better Insufficient time to think: Reserve blocks of time for thinking Allow no interruptions Red caps Crisis management / overshooting deadlines Plan better Allow more time
Time Wasters
• • -
Constant visitors / interruptions: Make appointments and stick to it Block reserved time slots when no one can interrupt Use secretary to intercept unwanted visitors / delegate Say „no? if necessary Modify „open door? policy Keep the discussions brief and to the point Do not do other people?s thinking for them Doing things hastily: Take time to do it right first time Distinguish between urgent and important
Time Wasters
• • -
Telephone calls / Interruptions: Use secretary, colleagues to screen / divert calls State you will call back when convenient Keep time slots for making outgoing calls Plan before dialing Be brief Stay uninvolved with all but the essentials Meetings: Get off committes, delegate if not important Avoid calling unnecessary meetings Set time limits, do not allow repetitions, stick to agenda
Time Wasters
• • -
Time spent in conversations: Decide in advance what to achieve when meeting Keep pleasantries to a minimum Stick to the point Make observations without meetings Paperwork / Reading: Get juniors to sort out: Urgent / Ordinary Ask for written memos/reports only when required Delegate routines to subordinates Ask for summaries rather than reports Read selectively
Time Wasters
• -
•
-
•
-
Letters/memos to answer/dictate: Use telephone more often Keep a slot for dictating letters Use handwritten notes / „post it? slips Delegate routine letters/replies Cluttered desks: Set aside half hour a day to clear up urgent paper work Handle each piece of paper only once Aim to clear 90% paper on desk every day Lack of planning: Review work and diary every day Focus on imp results and not merely activities
Time Wasters
• -
• -
Lost papers: Implement good filling and retrieval system Have a list of files kept and available for ready reference Arrange papers relating to current assignments in separate folders and keep them in easy reach Get papers filed every day Keep the desk clean Study: one and half hours spent every day searching for paper Not clear about goals and priorities: Write down KRA?s and priorities Discuss priorities with significant others
Time Wasters
• -
•
-
Traveling: Use phone or mail Delegate more Ask “Is it really required?” Get the other to come to you Plan quickest way Use a good travel agent Use journeys productively: reading, analyzing reports,etc. Routine / Trivia: Concentrate on A priority Delegate routine to subordinates Keep aside half hour for routine work
Life not work
•
• • • •
•
•
Managing plans, and managing time at a life level, not just job level is effective time management – a prerequisite for leading a full and rewarding life Living to work or working to live? Need to achieve a balance of work, home, leisure and other interests in life You feel more in control – feeling not in control is a source of stress You will feel more fulfilled You will achieve more at work; which is not just tasks and activities You will feel better
Life not work
• • • • • •
•
What represents a heavy, stressful workload for one may be quite comfortable for another Differing private life circumstances will mean the correct life / work balance will vary from person to person Do you find the level of work time stressful at times? To what extent do you take work home? Do you regularly trade your leisure and family plans to complete commitments? Do your work commitments create conflict at home? Are you sometime frustrated at not having got your work life balance.
Effective Scheduling
• • •
The process where you look at time available and plan how to use it to achieve goals By using a schedule properly, you can: Understand what you can realistically achieve with your time Plan to make the best use of the time available Leave enough time for things you absolutely must do Preserve contingency time to handle the “unexpected” Minimize stress by avoiding over-commitment to self & others A good schedule help manage your commitments
How to schedule
• 1. 2. 3. 4.
5.
Scheduling is best done on a regular basis: Start by identifying time you want to make available for your work Block the actions you must take to do a good job Review the “to-do” list; schedule high priority assignments and essential maintenance tasks Block in appropriate contingency time – more unpredictable the job, more contingency – experience will teach how to You now have “discretionary time”, time for the important tasks needed to achieve goals
Mastering Deadlines
• • 1.
Deadline stress: Time seems to fly relentlessly, and the clock is your enemy You feel confined, and possibly overwhelmed, and The work itself seems to take more effort than usual There are ways to meet deadlines without succumbing to stress or compromising results: Assume resp for your experience of your situation: Stress is not inherent in a project with tight deadline; stress comes from your reaction to the deadline; you can control your reaction if you choose to. Your future possibilities not based on past experience.
Mastering Deadlines
2.
3. 4. 5.
6.
7.
Concentrate your energies: Don?t resist what you need to do, get involved in your work; pressure is on your perception of how involved you are in your work Take breathing breaks: Remember other deadlines you have successfully met: Pinpoint the underlying causes of your anxiety: What will happen if you do not complete? Why are you motivated to meet the deadline? Some potential consequences may be unlikely Relive muscular tensions: Envision time of deadline and look past it:
Review
• • • •
•
•
A vital component of focus A source of positive dissatisfaction The root of continuous improvement Without pausing to review how and why things are going the way they are, we run the risk of being complacent, stagnant and locked in a cycle of waste and repeated mistakes While learning si a natural condition, effective learning needs effort. Pressures of modern life often encourages us to not leave enough space for learning and improvement through review
Review
• • •
•
•
The purpose of this process is to produce insight into the causes and effects of our decisions and actions: The process can also be used to facilitate learning from unplanned events The key steps involve identifying what happened, understanding why it happened and what can be learned from the experience The final step, creating a plan for what to do differently the next time crucial for learning to be translated into improvement The cycle continues and in effect becomes a „cockscrew? of continuous improvement
Review
• -
-
To get the most of the process: Initiate process immediately after the event When reviewing avoiding blaming individuals; makes person defensive and kills honest/open discussions Focus on learning by asking „What helped?? and „What hindered?? During the „concluding from the experience? step, identify those outcomes than can be directly attributed to the actions taken Similarly make connections between the „whats? and „whys? of the experience Document learnings and conclusions & the action plans
Focus
• • • • • • • •
There is never enough time or resources to do everything The effective individual works out what is imp and focuses on it relentlessly Complexity is inefficient. Wastes time, materials, mental energy and causes stress Complexity creeps up on us. Thus we may not notice it Need to value simplicity Asking „why? encourages us to focus on being effective Asking „how? prompts us to challenge the process Search out and understand the root causes By understanding the precise nature of the problem, can focus time, effort, money economically in priority areas
doc_723555636.ppt