Personal Life Style Traits

Enlarging Style
Goal of Innovation, Change, & Growth Seeker & achiever of position of influence in organizations Move ent away fro tra!ition & prior ties " phasis on a!aptation & self#!evelop ent $pen to alternative or new points of view

Enfolding Style
Goal of inwar! strength, sta%ility, & tra!ition &ocus on 'o% satisfaction through one sta%le 'o% instea! of status or rapi! career a!vance ent " phasis on parental ties & fa ily values (eliever of keeping relationships with fa ily & frien!s instea! of self#!evelop ent &ocus on !epen!a%ility rather new e)periences

Lifestyle Preferences
Life Orientation Inventory
The following two *uestionnaires were !evelope! %y (ray, Ca p%ell, an! Grant to o%tain profiles of e ployees+ life orientations, There are no rights or wrong answers,

Part A
To !eci!e your arking, think how uch ti e you spen! on each activity liste!, Then, !eci!e how this ti e co pares in percentage with your perception of the average ti e spent %y your peers in such activities, S-o 5, 1, 7, .ctivities 6ea!ing to %roa!en knowle!ge (eing with fa ily ")ercising to i prove physical fitness 9walking, swi ing, etc: .tten!ing course for self# !evelop ent "ngaging in religious activities "ngaging in spiritual pursuits .c<uiring financial assets 9shares, real estate, etc: >ealing with pro%le s? atters of fa ily atters Contacting & eeting frien!s "ngaging in leisure#oriente! activities 9ho%%ies, sports, etc: Socializing 9at parties, clu%s, s all groups, etc: Taking part in professional associations, societies, activities Contri%uting to co unity service 9local clu%s, locality functions, etc: &in!ing & i ple enting new ways to increase efficiency, co it ent of e ployees, etc Lowest /0 5 5 5 Low /0#120 1 1 1 Mi!!le 320 7 7 7 4igh /0#120 8 8 8 4ighest /0 / / /

8, /, 3, ;, =, @, 52, 55, 51,

5 5 5 5 5 5 5 5 5

1 1 1 1 1 1 1 1 1

7 7 7 7 7 7 7 7 7

8 8 8 8 8 8 8 8 8

/ / / / / / / / /

57,

58,

Part B
There are si) pairs of ite s, "valuate each pair an! !eci!e which of the two is i portant to you, Select the nu %er that applies to you, ore

SNo

Activities

a Clearly More Important

a Some !at More Important

Bot! E"#ally Important

$ Some !at More Important

$ Clearly More Important

5a 5% 1a

Aork !e an!s &a ily !e an!s Concern for 'o% %enefits & other a!vantages Concern for 'o% content Concern for rapi! pro otions Concern for fa ily Bo% place ent in your ho etown or other !esire! place . challenging & interesting 'o% Taking responsi%ility in a professional service organization Spen!ing ti e with fa ily & frien!s Continuing & concentrating on a 'o% for a long ti e Searching for & o%taining a 'o% that will give a %etter career in future

1% 7a 7% 8a

8% /a

/% 3a

3%

Life Orientation Inventory

Scoring % Interpretation Arite the nu %er selecte! in %oth Part . an! Part ( on the correspon!ing lines against the options, Then, total the values of the nu %ers, &inally, calculate the score as shown in the scoring at the en! of the page, These scores give you your "nlarging an! "nfol!ing styles, Score either style in!icates a ten!ency towar!s that style, ore than /20 for

Enlarging Style .5 .7 .8 .; .51 .57 .58 (1 (8 (3 CCCCCCCCC CCCCCCCCC CCCCCCCCC CCCCCCCCC CCCCCCCCC CCCCCCCCC CCCCCCCCC CCCCCCCCC CCCCCCCCC CCCCCCCCC

Enfolding Style .1 ./ .3 .= .@ .52 .55 (5 (7 (/ CCCCCCCCC CCCCCCCCC CCCCCCCCC CCCCCCCCC CCCCCCCCC CCCCCCCCC CCCCCCCCC CCCCCCCCC CCCCCCCCC CCCCCCCCC

T$T.LCCCCCCCCC

T$T.LCCCCCCCCC

&otal Enlarging Score D CCCCCCCC # 52 D CCCCCCC ) 1,/ D CCCCCCCC0 &otal Enfolding Score D CCCCCCCC # 52 D CCCCCCC ) 1,/ D CCCCCCCC0

&ime Management
Personal &ime Assessment
To assess where your ti e goes, co plete the e)ercise %elow, (e as honest with yourself as you can, The ite s that are !one every!ay, nee! to %e ultiplie! %y ;, $n the other han!, work# relate! activities will %e ultiplie! %y / 9or ore if you work weeken!s so eti es:, &or the activities !one on a weekly %asis, si ply specify the hours in the last colu n,
N#m$er of 'o#rs per (ay N#m$er of (ays per )ee* N#m$er of 'o#rs per )ee*

On t!e average+ !o many !o#rs do yo# spend on, Aork#relate! activities Co uting to an! fro work Meals, inclu!ing preparation an! clean#up ti e Personal cleanliness an! groo ing Sleep, inclu!ing those afternoon naps "ntertain ent, inclu!ing eeting frien!s, or working out, watching TE or Movies, an! atten!ing parties Interacting with fa ily, inclu!ing playing with si%lings?chil!ren an! visiting places of interest like parks?te ples?churches 6unning househol! an! every!ay tasks, like shopping Self !evelop ent, inclu!ing rea!ing an! atten!ing courses
&O&AL

$ther activities

Since there are 53= hours in a week, reflect on how you can %etter anage your ti e in certain activities so that you can increase ti e spent of Self >evelop ent, an! there%y i prove Personal "ffectiveness,

&ime Management MatriCategorize the following activities into the Ti e Manage ent Matri) <ua!rants, SNo 01 Activity Collecting !ata for the onthly review with the client / inutes %efore the review call Making a FTo >o+ list Eolunteering to create the CSS report 1 hours %efore your pro'ect nee!s to %e !elivere! to the client >iscussing 'okes sent %y a frien! in the office .greeing to pull out !ata relate! to an ol! pro'ect on an alrea!y %usy !ay Perfor ing the !efect analysis for !efects reporte! %y the *. tea .tten!ing to resource pro%le s on a pro'ect as an! when they occur >oing a risk analysis after !eveloping a !etaile! pro'ect plan Aalking up to a colleague to take hi ?her for a s oke .rriving at a eeting 52 the sche!ule! ti e Making plans for a coffee achine inutes after .#adrant I .#adrant II .#adrant III .#adrant I/

1, 7,

8, /, 3, ;, =, @, 52, 55, 51, 57, 58, 5/,

ovie near the

Taking !ancing lessons on Satur!ays Sitting !own with a trou%le! tea e %er an! listening to his views Making inutes of eetings Sen!ing a ail to your client 5/ inutes %efore !elivery infor ing her that you can+t ake the !elivery >elegating work only when it is necessary

53,

Ti e Manage ent Matri)

234EN&
Quadrant I Activities
I MPO3&AN&

NO& 234EN&
Quadrant II Activities

Crises Pressing Pro%le s >ea!line#!riven Pro'ects

H H H H H

Planning 6ecreation Prevention activities 6elationship %uil!ing 6ecognizing new opportunities

Quadrant III Activities

I MPO3&AN&

Quadrant IV Activities So e " ails Pleasant .ctivities Ti e Aasters

Aaiting for Late co ers Ina%ility to say F-o+ Socializing with Coworkers over s okes?coffee

NO&

Interruptions So e reports Grgent eetings without agen!as

Tips for Ti e Manage ent

5, Spend &ime Planning and Organi5ing1 Gsing ti e to think an! plan is ti e well#spent, In fact, if you fail to take ti e for planning, you are, in effect, planning to fail, 1, Set 4oals1 Goals give your life, an! the way you spen! your ti e, !irection, Set goals which are specific, easura%le, realistic an! achieva%le, Iour opti u goals are those which cause you to JstretchJ %ut not J%reakJ as you strive for achieve ent, Goals can give people a uch#nee!e! sense of !irection, 7, Prioriti5e1 Gse the =2#12 rule to prioritize, I!entify that valua%le 12 percent, $nce i!entifie!, prioritize ti e to concentrate your work on those ite s with the greatest rewar!, 8, 2se a &o (o List1 So e people thrive using a !aily FTo >o+ list, which they construct either the last thing the previous !ay or first thing in the orning, >onKt %e afrai! to try a new syste L you 'ust ight fin! one that works even %etter than your present oneM /, Be 6le-i$le1 .llow ti e for interruptions an! !istractions, Ti e anage ent e)perts often suggest planning for 'ust /2 percent or less of oneKs ti e, Aith only /2 percent of your ti e planne!, you will have the fle)i%ility to han!le interruptions an! the unplanne! Je ergency,J Ahen you e)pect to %e interrupte!, sche!ule routine tasks, 3, (o t!e 3ig!t &!ing 3ig!t1 -ote! anage ent e)pert, Peter >rucker, says J!oing the right thing is ore i portant than !oing things right,J >oing the right thing is effectivenessN !oing things right is efficiency, &ocus first on effectiveness 9i!entifying what is the right thing to !o:, then concentrate on efficiency 9!oing it right:, ;, Eliminate t!e 2rgent1 Grgent tasks have short#ter conse<uences while i portant tasks are those with long#ter , goal#relate! i plications, Aork towar!s re!ucing the urgent things you ust !o so youKll have ti e for your i portant priorities, &lagging or highlighting ite s on your To >o list or attaching a !ea!line to each ite ay help keep i portant ite s fro %eco ing urgent e ergencies, =, Practice t!e Art of Intelligent Neglect1 "li inate fro your life trivial tasks or those tasks which !o not have long#ter conse<uences for you, Can you !elegate or eli inate any of your To >o listO Aork on those tasks which you alone can !o,

@, Avoid Being a Perfectionist1 Ies, so e things nee! to %e closer to perfect than others, %ut perfectionis , paying unnecessary attention to !etail, can %e a for of procrastination, 52, Con"#er Procrastination1 Ahen you are avoi!ing so ething, %reak it into s aller tasks an! !o 'ust one of the s aller tasks or set a ti er an! work on the %ig task for 'ust 5/ inutes, (y !oing a little at a ti e, eventually youKll reach a point where youKll want to finish, 55, Learn to Say 7No71 Such a s all wor! L an! so har! to say, &ocusing on your goals ay help, (locking ti e for i portant, %ut often not sche!ule!, priorities such as fa ily an! frien!s can also help, (ut first, you ust %e convince! that you an! your priorities are i portant L that see s to %e the har!est part in learning to say Jno,J $nce convince! of their i portance, saying JnoJ to the uni portant in life gets easier, 51, 3e ard 8o#rself1 Cele%rate achieve ent of goals, Pro ise yourself a rewar! for finishing the total 'o%, Then, keep your pro ise to yourself an! in!ulge in your rewar!, >oing so will help you aintain the necessary %alance in life %etween work an! fun an! rela)ation,