Time Management

Description
The PPT explains about Time Management.

Time Management

Benefits of effective time management
• Helps increase productivity • Improves quality of work life • Give a sense of personal satisfaction and accomplishment as a result of achieving more with your time

What is Time?
• • • • • A measure Measures your life A democratically resource Fixed rate of movement Can’t be stored; stopped

Can you manage time?
• Time is not adaptable; people are • Managing time means adapting ourselves to its passage is some satisfying manner • The answer is SELF MANAGEMENT

Time Management
• Is not about speed • Is about effectiveness • Is a personal process and must fit your style and circumstances • It is as much about mindset as about techniques • Time is a resource, if you tame it, you can start to use that resource effectively

Time Mastery Profile

Identify where to begin
• What are your strengths? Celebrate them. • Where should you improve? Statements where 1 or 2 appeared in your response • What are your strongest categories? Where you have got the best and second best. • What are your weakest categories? Where you go the least and second least • What categories you believe are most critical to your job? • What categories you can control the most, or change the easiest? • Action planning: focus on categories most imp to you and job

Habits
• To take control of time need to learn new habits • Habits ? patterned behaviour that has been performed so often, it is automatic • Habits can be learned • To change habits you need to change thinking • You need the desire to change • Habits that work for you are good habits • Work habits with practice can change in 3 days to three weeks

Habits change plan: The steps:
• • • • • • • • Identify the habit to change Set attitude to positive Define replacement habit to adopt Develop realistic action plan to introduce the new habit Start to behave in accordance to the new habit Stick firmly until it becomes a habit Get help when needed Start

Attitudes
• You change your thoughts and you change yourself • Time is a paradox: you never seem to have enough time, yet we have all the time there is • Problem is not shortage, but use of time • Self discipline: bridge between knowing what to do and doing it – just do it!! • Key is to concentrate on the essentials • Strong belief you can control your environment – the more you will try to control the more you will achieve • Avoid regrets, don’t let them hinder your future; act. • Key to willpower is wantpower. If you want something strongly, you will find the discipline to do it

Goals
• What counts is what we get done – not how much we do • Develop clear goals and focus on activities that will achieve it • Setting goals and striving to achieving them must become a way of life (no phone calls, meetings, etc. without payoffs) • People do not achieve major successes because they do not pursue specific goals • The way you spend your time determines who you are; what kind of life you lead, what kind of person you want to be • Things people normally value: Family, Career, Spiritual, Social life, Financial stability, Health, Personal development, Leisure

Goals
• Goals must be SMART: Specific, Measurable, Ambitious, Realistic / Relevant, Timed • Develop the result habit. Without it you get bogged down to activities – Activity Trap • Write down the goals, don’t just keep it in your head. • Reading long term goals every day helps to sort out the trivia that comes your way. • Don’t quit until you reach your daily goals • The “Clock and the Compass” • As conditions change you need to modify your goals

Priorities
• When opportunities exceed resources, decisions have to be made • Since time cannot be manufactured, you must decide what to do and not to do • However, often, you prefer to work at tasks that you like or find interesting • To set priorities, list them and prioritize • A ? Must do • B ? Should do • C ? Nice to do • A, B, C must be flexible depending on the dates

Urgent & Important
• To get better results, spend more time on important activities. Don’t just respond to urgent tasks • Important items: • -have high value • -have long term consequences • -make a difference for a long time • Urgent items: • -may/may not relate to objectives • -may/may not make significant contributions • -far more compelling than important items • Constant tension between urgent & important: important items need not be done today • The Urgent / Important matrix

Priorities
• The Pareto principle: 20:80 – to gain more value for your time • Start with the important things, not with quick, easy enjoyable ones • Learn to distinguish between the important and urgent. • Don’t allow trivial things to crowd out the important things • Don’t always do someone’s requests at the expense of your own priority tasks. Learn when to say no. • Be very careful about which squeaky wheels get greased • Constantly switching priorities, results from failure to establish priorities properly in the first place – use importance

Analyzing
• “The more you do of what you are doing, the more you’ll get of what you are getting”. • To get better results need to change the way you spend your time • However, most of us don’t know for sure where our time goes • Our memory is not enough to bank on to estimate how much time we spend in various activities • No one can master their time use until they know how they spend their time now. • You cannot prescribe good time cures without diagnosing the problems

Analyzing
• Our habits determine most of what we do daily • Habitual behaviour consumes a great deal of time – often this behaviour is unconscious • Because we fail to perceive time use accurately, we frequently think of it as beyond our control • We are the cause of most of our time problems, however we may want to blame others • Everything we do, all day long, either helps us move toward our goal, or it doesn’t – if it doesn’t help, it hinders • Recording a time log is the best way to discover exactly how you spend your time. • You will discover many of your time habits in the process

Analyzing
• Understanding your time patterns makes it easier for you to know how to create better ones that will result in good time mastery • You can also answer the question: “Who controls my time?” • Go through each activity listed and ask yourself whether it represents discretionary time or time controlled by someone • Incremental improvement is what we have to look for – by continually looking, you will find more and more ways to improve • Keep a record of how you spend your time at least for a week; discover what you do, when you do it, why you do it • Regularly examine your procedures; keep record and analyze crisis, find out why and fix it.

Planning
• • • • • •
-

No time to plan!!! Planning is a habit. Make it part of your regular routine Only way to get out of a reactive pattern People who plan regularly master the habit of planning Successful planning: Plan Work & Time: Work:
Result: What are my goals; what do I expect to achieve? Activities: What will I have to do to get those results? Priorities: What are the priorities involved?

• Time:
Time estimates: How much time will each activity require? Schedules: When will I do each activity? Flexibility: How much flexibility must be allowed for unexpected?

Planning
• • • • • • • • • • Planning is an attempt to control as much time as possible Failing to control diminishes effectiveness The daily to-do list most common time plan used today Weekly time plan provides for longer perspective. Flexibility is the key to successful planning Be slow to alter plan when unexpected strikes. Thoughtful response more appropriate than a reactive one. Ensure to-do list has priorities. Make sure deadlines and time estimates are realistic. Learn to control your unplanned action impulses Set things tonight before you leave so you are ready tomorrow

Scheduling
• • • • • • • • • • Planning: “What to do” – an intention Scheduling: “When to do it” – a commitment Scheduling is picking a time to do activities Secret of making things happen. Things that are scheduled tend to happen and on time. To make things happen schedule it. The more you try to schedule the more you learn to schedule successfully Plan for interruption Schedule for a quiet time Do mini jobs between gaps during the day Schedule time to do it right the first time NOTHING EVER HAPPENS IN YOUR LIFE UNTIL YOU CREATE THE SPACE FOR IT TO HAPPEN

Meetings
• • • • Non-effectiveness reasons: No real purpose, ambiguous objectives Wrong people; too many people No agenda, agenda not followed People unprepared Starting / ending late No results Poor follow-up Consider alternatives to meetings Have “stand-up” meetings Allow people to come and go as needed

Meetings
• • • • • • • • • • • Clarify purpose; one way comm. do not need to meet Consider alternatives, memos, conference calls If meeting needed, make agenda & stick to it Only people whose attendance is necessary to attend Identify specific results for each agenda items Set time limits for each item Be prepared for the meeting; set time limits to start & end Stay in control, resist tangents Keep meeting small; more than 5 to 8 too much Summarize results of meeting; clarify or review assignments Prepare a follow up plan; Critique quality of meeting

Interruptions
• Part of job; try not to be irritated; less frustration; more control of the situation • Cannot control full interruption: accept the uncontrollable, control the controllable • Allow enough time in schedule • Keep record, look for patterns; the time log • Curb socializing • Telephone: don’t digress into trivia; plan call • Need a permeable barrier: let through real crisis; keep out trivia • After interruption train yourself to go right back to task at hand

Interruptions
• Timing is not imp for routine matters. Tell others to bunch their work together. • Schedule regular meetings with key people. Encourage to set appointments instead of spontaneous drop in visits • Keep interruptions short and you will have solved half your problems • Stand up when someone comes into your office or when you answer your phone • Get right to the point and stay there • Set up quiet time when you won’t be interrupted

Paperwork
• Clutter law: Clutter expands to fill the space available • Clutter confuses; it also promotes poor paper-handling habits • Paper, like food: some of it is essential, but too much is bound to make us sick • Realize that paper is a means to an end and not the end itself • Paperwork behaviour is largely habit • Paper may be inevitable, but buried in it is not • Four things to do with paper:
Dump it Delegate it / pass it on Do it File it / delay it

Paperwork
• Analyze paperwork to see what can be eliminated, modified, combined or otherwise improved • Screen and sort all incoming paper: action, reading, filing, thrash • Develop criteria for what to keep and throw • To manage top of desk ask: Will I really do anything with it? When will I do it? Where will I keep it? • Use tickler file to keep track of details & handle follow-up • Develop routines and standard responses; simplify all reports • Schedule time to read on regular basis • Clean up the files occasionally.

Delegation
• Formerly delegation was from a position of authority to control • Now, often, your authority depends on the acceptance by the other person. • Thus the only condition for delegation is someone willing to accept what you want to delegate; you need to persuade the other person to do something • Delegation today means work sharing, whether vertical or horizontal – it combines both formal position authority and acceptance authority • It is sharing responsibility with others, and holding them accountable for performance • Successful delegation requires authority equal to the responsibility

Delegation
• 1. 2. 3. 4. 5. 6. 7. 8. • General levels of authority: Get the facts, I will decide Suggest alternatives, I will decide Recommend an alternative, I will decide Decide, wait for my approval Decide, act unless I say no Act, report results Act, report if unsuccessful Act, reporting not needed Be sure to delegate enough authority to enable the other person to accomplish the intended results

Delegation
• Consider how you will control the job before you delegate it • Adapt your delegation by the personality style of the delegatee • Don’t interfere, under-cut, over rule or arbitrarily reverse other’s decisions • Delegate the right to be wrong, use mistakes as a learning process • Write out the pertinent details of the delegation. Give a copy. • Leave the person alone to do the job, maintain regular checks • Don’t allow upward delegation, ask for solutions along with the problems • Insist on results, but not perfection

Delegation
• 1. 2. 3. 4. 5. 6. 7. Steps for effective delegation: Think and plan first Clarify the responsibility and results intended Select the right person Decide on the authority level Decide on controls and check points Create a motivating environment Hold them accountable

Procrastination
• More plans go astray, more dreams go unfulfilled, and more time is wasted by procrastination than by any other single factor • Procrastination can become a habit that can ruin one’s career, destroy happiness, and even shorten lives • Success comes from doing the essentials, which are subjected to procrastination – we do not procrastinate on unimportant things • Procrastination is respectful of no one • All of us suffer from procrastination one time or other • Procrastination is doing low priority jobs at the expense of high priority jobs

Procrastination
• • • We tend to put off: Things that are unpleasant Things that are difficult Things that involve tough decisions These contribute most to our success We try to keep busy so that we have an excuse that will ease our consciences – putting off a task never makes it disappear!! • None of us escapes our quota of difficult or disagreeable tasks. They do not fade away by being ignored • Don’t defend your procrastination habits; change them instead • Admit when you are procrastination; denying will prevent you from taking action.

Procrastination
• • • • • • • • • Procrastination can only be solved with positive action Do the toughest jobs first Tackle unpleasant tasks in small pieces and short time segments Delegate task to someone who enjoys doing it Break complex tasks into smaller steps. Focus one step at a time Don’t be a perfectionist. Go for results Don’t wait for the mood, start in spite of the mood Only two rules for achieving anything: 1. Get started; 2. Keep going Commit to action, set deadlines, promise others. Do it now!!

Time Teamwork
• Always ask, “What’s the best use of our time?” • No one works in a vacuum, no one gets much done alone. • Top performance demands joint efforts from many people working together towards a common goal • So focus not just on personal time management, but also team time management • When an individual works with others, effectiveness grows, creating greater productivity for everyone involved • This calls for the need to learn to think and act with respect to our time as it fits into the greater whole • Top time masters are constantly striving to develop a good support team

Time Teamwork
• Even with best intentions we still waste other people’s time and create problems for them • We need to dialogue about this problem • One key to developing good time teamwork is the honest desire to respect and help others • Little is gained by always thinking in terms of your own self interest • We need to improve ourselves and help others improve themselves • We need to respect our own time and the time of others • Mastering time is not just an individual problem, It’s a matter of mutual influence. We are all part of the problem and solution

Time Teamwork
• Don’t wait for someone else to take the first step; assume that everything depends on you. • Show people that you respect them and their time; look for ways to save time for them • Ask others how you waste their time; change your ways • Nurture work relationships. Get to know people well • Develop the on time habit. Deliver what you promise on time • Discuss goals, priorities and plans with others • Make an agenda before calling or meeting with anyone • Take time to be a good listener • Start earlier; give people plenty of advanced notice

Stressful Situations
• Too much work and not too much time to complete it • Delays which leave you feeling angry and frustrated • Rushing around trying to do everything at twice your normal rate • An inability to switch off once you are at home • Finding it difficult or impossible to relax when on a holiday • Being impatient with others when they are not quick to grasp things • Believe you need tight deadlines before you can get motivated



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