A short Notes On Time Management

R. Venkataramanan

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The objective of the session is to ??? Achieve a sense of ba ance. Re!"ce stress. #njo$ ife. A ocate time accor!ing to %riorit$. #fficienc$ an! efficac$.

R. Venkataramanan

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Why do we need time management

Take a minute to think through as to why do you need time management ? What are your objectives of attending this program? Some of the objectives according to us are :

To achieve o"r goa s. &ee a sense of contro . Re!"ce stress. A ocate time to areas that are im%ortant to "s. &ee a sense of ba ance. Re!"ce effort. #njo$ ife. &ee that 'e have a choice. (e efficient.

By using Time Management skills you can learn to:

)etermine 'hich of the things $o" !o are im%ortant* an! 'hich can be !ro%%e! +se $o"r time in the most effective 'a$ %ossib e ,ncrease the time in 'hich $o" can 'ork -ontro the !istractions that 'aste $o"r time an! break $o"r f o' ,ncrease $o"r effectiveness an! re!"ce stress

By becoming more effective in your use of working time, you can reduce stress by: being more in contro of 'hat $o" !o being %ro!"ctive* an! sec"re in $o"r job beca"se of this enjo$ing 'hat $o" !o giving $o"rse f more ."a it$ time to re a/ an! enjo$ ife o"tsi!e 'ork Definition of time management

,t is the ski of taking action for the right reason at the right time in the right 'a$.

Time can be of vario"s t$%es 0 Bio ogica time This is the time 'e s%en! on s ee%* %h$sica recreation an! foo! etc. Socia time This is the time 'e s%en! on meeting frien!s* making socia ca s* ta king on the te e%hone* fami $ occasions* get1togethers* s%en! on se f !eve o%ment ike rea!ing etc. R. Venkataramanan Page 2 1/7/2014

Business time This is the time s%ent on meetings* intervie's* !ata entr$ etc. !ow do we optimise the Socia " bio ogica time and business time ? -heck o"t Anne/"re ,

Demands on your time

How do you spend your day now?
3emor$ is a ver$ %oor g"i!e 'hen it comes to assessing ho' $o" s%en! $o"r time 1 it is too eas$ to forget time s%ent ta king to co eag"es* making coffee* eating "nch* etc. ,t can a so f"nction %oor $ 'hen $o" are at a o' ebb !"ring the !a$. 4o" ma$ a so be "na'are that $o"r energ$ eve s ma$ var$ thro"gh the !a$ 1 most %eo% e f"nction at !ifferent eve s of effectiveness at !ifferent times. This ma$ be ca"se! b$ the amo"nt of s"gar in their b oo!* the ength of time since the$ took a break* ro"tine !istractions* stress* !iscomfort* etc.

How to use an Activity Log to find out

A revea ing techni."e is to kee% an Activity Log for severa !a$s. 5itho"t mo!if$ing $o"r behavio"r* note !o'n the things $o" !o as $o" !o them* from the moment $o" start 'orking. #ver$ time $o" change activities* 'hether o%ening mai * 'orking* making coffee* !ea ing 'ith co eag"es* gossi%ing* going to co ect %a%er from a %rinter* etc.* note !o'n the time of the change. As 'e as noting activities* it is 'orth noting ho' $o" fee * 'hether a ert* f at* tire!* energetic* etc. This sho" ! be !one %erio!ica $ thro"gho"t the !a$.

Analysing your log

6nce $o" have ogge! $o"r time for severa !a$s* ana $se the og. 4o" ma$ be a arme! to see the ength of time $o" s%en! o%ening mai * ta king to co eag"es* !ea ing 'ith !isr"%tions* or !oing o' va "e jobs7 4o" ma$ a so see that $o" are energetic in some %arts of the !a$* an! f at in other %arts. A ot of this can !e%en! on the rest breaks $o" take* the times an! amo"nts $o" eat* an! ."a it$ of $o"r n"trition. The activit$ og gives $o" some basis for e/%erimenting 'ith these variab es.

R. Venkataramanan

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Now please do the following e ercise )eci!e 'here most of the !eman!s on $o"r time come from? o 8ist !o'n the three major time !eman!ers. A so !eci!e 'here the east !eman!s come from? o 8ist !o'n the three east time !eman!ers. 5hich of these activities are va "e a!!ing activities ?

5hich of the activities are non va "e a!!ing activities ?

There are common time wasters which need to !e identified ,n or!er for a time management %rocess to 'ork it is im%ortant to kno' 'hat as%ects of o"r %ersona management nee! to be im%rove!. (e o' $o" 'i fin! some of the most fre."ent reasons for re!"cing effectiveness in the 'ork% ace. Tick the ones 'hich are ca"sing to be the major obstac es to $o"r o'n time management. These 'e refer to as $o"r 9Time :tea ers9. #dentifying your time stea ers

,nterr"%tions 1 te e%hone ,nterr"%tions 1 %ersona visitors

R. Venkataramanan

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3eetings Tasks $o" sho" ! have !e egate! Procrastination an! in!ecision Acting 'ith incom% ete information )ea ing 'ith team members -risis management <fire fighting= +nc ear comm"nication ,na!e."ate technica kno' e!ge +nc ear objectives an! %riorities 8ack of % anning :tress an! fatig"e ,nabi it$ to sa$ 9>o9 )esk management an! %ersona !isorganisation

&ort"nate $ there are strategies $o" can "se to manage $o"r time* be more in contro an! re!"ce stress* b"t $o" can ana $se $o"r time an! see ho' $o" ma$ be both the ca"se an! the so "tion to $o"r time cha enges. "hats re#uired is a $ The %entral &hift in Attitude At the heart of the s"bject is a sim% e* b"t obvio"s* shift in foc"s? Concentrate on results, not on being busy 3an$ %eo% e s%en! their !a$s in a fren@$ of activit$* b"t achieve ver$ itt e beca"se the$ are not concentrating on the right things. This is neat $ s"mme! "% in the Pareto PrincipleA* or the B0/20 r" e. This states that t$%ica $ B0C of "nfoc"sse! effort generates on $ 20C of res" ts* an! that the remaining B0C of res" ts are achieve! 'ith on $ 20C of the effort. ($ a%% $ing time management* inc "!ing % anning* 'e aim to change this to ens"re that 'e concentrate as m"ch of o"r effort as %ossib e on the high %a$off tasks. This ens"res that 'e achieve the greatest %a$off %ossib e 'ith o"r investment of time. 'elow( we e amine time management issues in more detail )* &hifting priorities and crisis management* 3anagement g"r" Peter )r"cker sa$s that 9crisis management is act"a $ the form of management %referre! b$ most managers9 The iron$ is that actions taken %rior to the crisis co" ! have %revente! the fire in the first % ace. +* The telephone* Dave $o" ever ha! one of those !a$s 'hen $o" tho"ght $o"r tr"e ca ing 'as in Te emarketing. The te e%hone1o"r greatest comm"nication too can be o"r biggest enem$ to effectiveness if $o" !onEt kno' ho' to contro its ho ! over $o".

R. Venkataramanan

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,*Lac- of priorities.o!/ectives* This %robab $ the biggest/ most im%ortant time 'aster. ,t affects a 'e !o both %rofessiona $ an! %ersona $. Those 'ho accom% ish the most in a !a$ kno' e/act $ 'hat the$ 'ant to accom% ish. +nfort"nate $ too man$ of "s think that goa s an! objectives are $ear $ things an! not !ai $ consi!erations. This res" ts in too m"ch time s%ent on the minor things an! not on the things 'hich are im%ortant to o"r 'ork/ ives 0* Attempting too much. 3an$ %eo% e to!a$ fee that the$ have to accom% ish ever$thing $ester!a$ an! !onEt give themse ves eno"gh time to !o things %ro%er $. This ea!s on $ to ha f finishe! %rojects an! no fee ing of achievement. 1*Drop in visitors* The five !ea! iest 'or!s that rob $o"r time are 9Dave $o" got a min"te9. #ver$oneEs the c" %rit1co eag"es.* the boss* $o"r %eers. Gno'ing ho' to !ea 'ith interr"%tions is one of the best ski s $o" can earn . 2*3neffective delegation. Hoo! !e egation is consi!ere! a ke$ ski in both managers an! ea!ers. The best managers have an abi it$ to !e egate 'ork to staff an! ens"re it is !one correct $. This is %robab $ the best 'a$ of b"i !ing a teams mora an! re!"cing $o"r 'ork oa! at the same time. The genera r" e is 1thisI if one of $o"r staff can !o it B0C as 'e as $o" can* then !e egate it. 4* The cluttered des-* 5hen $o" have finishe! rea!ing this artic e ook at $o"r !esk. ,f $o" can see ess than B0C of it then $o" are %robab $ s"ffering from E!esk stressE. The most effective %eo% e 'ork from c ear !esks. 5*6rocrastination* The biggest thief of timeI not !ecision making b"t !ecision avoi!ance. ($ re!"cing the amo"nt of %rocrastinating $o" !o $o" can s"bstantia $ increase the amo"nt of active time avai ab e to $o". 7* The ina!ility to say 8no98* The genera r" e isI if %eo% e can !"m% their 'ork or %rob ems on to $o"r sho" !ers the$ 'i !o it . :ome of the most stresse! %eo% e aro"n! ack the ski to Ej"st sa$ noE for fear of "%setting %eo% e. ):* Meetings* :t"!ies have sho'n that the average manager s%en!s abo"t 17 ho"rs a 'eek in meetings an! abo"t F ho"rs in the % anning time an! "nto ! ho"rs in the fo o' "%. , recent $ s%oke to an e/ec"tive 'ho has ha! in the ast 2 months 2;0 meetings ,t is 'i!e $ ackno' e!ge! that abo"t as m"ch of a thir! of the time s%ent in meetings is 'aste! !"e to %oor meeting management an! ack of % anning ,f $o" remember $o"r goa is to increase $o"r se f management* these are the best 'a$s to achieve thisI 1.2 Job c arification 0 The %"r%ose an! %riorities* 'itho"t %"r%ose the efforts are 'aste!. This is basica $ an "n!erstan!ing bet'een the job ho !er an! a so manager abo"t*

R. Venkataramanan

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5hat the in!ivi!"a s job is 5hat the$ are e/%ecte! to achieve 5here/ho' it re ates to other jobs

$%ercise 1 2 2 5hat are the main job activities 0 5hat are the ke$ areas 0 5hat are the ke$ %riorities 0 ,n%"ts ana $sis 0

1.2.1

This is the %rocess to ? #/ercise 0 1 2 ,!entif$ the %eo% e 'ho give " the major 'ork 0 ,!entif$ a so the time 'asters 0 Tasks Ana $sis 0

1.2.2

There are man$ tasks that make "% an activit$. 5e man$ times are "nab e to !o man$ activities beca"se 'e either !o not enjo$ them or !onKt have time for them. #/ercise 0 1 2 5hat !o $o" have to !o achieve $o"r %"r%ose? Do' ski e! are $o" at each task ?

:ection ) ;<A s After ana $sing a the tasks !o i!entif$ certain ke$ areas of im%rovement 0 Ge$ action Area 1 0 Ge$ action Area 2 0 Ge$ action Area 2 0 R. Venkataramanan Page B 1/7/2014

An! there are man$ more that $o" can ist !o'n. &tyles of time 8earning to sa$ L >oM 'as one of them. =etting the most out of meetings 3eetings can be effective 'a$s of sharing information or reaching a !ecision. The$ can* ho'ever* be ineffective $ r"n in a 'a$ that s'a o's "% $o"r time 'itho"t giving a s"fficient benefit. J"st as jobs that $o" !o have a cost* the meetings that $o" atten! have a cost* not on $ of $o"r time b"t a so that of the other atten!ees. 4o" sho" ! ask $o"rse f 'hether the benefit of the meeting has been 'orth the time investe! in both the meeting an! the %re%aration for it. 5as $o"r contrib"tion 'orth $o"r investment? This section e/% ains ho' to r"n a meeting in the most effective 'a$ %ossib e* an! then ho' to get the most o"t of meetings that $o" atten!. <unning Meetings This section gives a series of recommen!ations that sho" ! he % $o" to r"n effective meetings? )* Hold meetings only when trigger events occur Reg" ar meetings are often itt e more than a sec"rit$ b anket* 'here the convenor fee s vag"e $ that Eit is a goo! thing to comm"nicateE 'ith on $ vag"e i!eas 'hat to comm"nicate abo"t. Time is ro"tine $ ma!e avai ab e for !isc"ssion* so !isc"ssion 'i e/%an! to fi it 'hether this is cost1effective or not. ,n man$ cases it is m"ch more effective to agree to ho ! meetings on $ 'hen s%ecific trigger events sho' them to be necessar$. As an e/am% e* a manager ma$ %ro%ose a meeting 'hen he or she %rojects that reso"rce !iffic" ties ma$ be enco"ntere!* an! nee!s a !ecision on ho' to han! e this. ($ sche!" ing meetings to occ"r on trigger events* $o" can ens"res that time is investe! in the so "tion of a %rob em on $ 'hen it is nee!e!. +* >se the Agenda ?ffectively

R. Venkataramanan

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The agen!a of the meeting sho's the aim of the meeting* an! %oints of !isc"ssion in %riorit$ or!er 1 effective $ it is a To )o 8ist for the meeting. +sing an agen!a he %s to foc"s the meeting* sto%%ing it !rifting off1to%ic. ,f $o" circ" ate it s"fficient $ far in a!vance* it a o's %eo% e to %re%are f" $ for the meeting so the meeting !oes not sta for ack of information. 5here man$ %eo% e are to atten! the meeting* it ma$ be beneficia for a sma e/%ert s"bcommittee to meet to %re%are the agen!a. ,* &etting the time of the meeting 4o" can "sef" $ change the timing of the meeting !e%en!ing on the habits of the atten!ees? 5here %eo% e ten! to 'aff e e/cessive $* $o" can sche!" e the meeting j"st before "nch or going home. This gives %eo% e an incentive to be brief A ternative $ 'here other %eo% e are time conscio"s* 'riting the cost %er min"te of the meeting on a f i% chart can have a foc"sing effect. 5here %eo% e ten! to t"rn "% ate* start a meeting at an "n"s"a time* e.g. 1N min"tes %ast the ho"r. This seems to im%rove %"nct"a it$. ,f %ossib e* ens"re that the meeting starts on time 1 'here it starts ate* time of a the atten!ees is being 'aste! 'aiting for the start. ,f ate1comers are not critica $ nee!e!* start 'itho"t them. 0* Other >seful Techni#ues These %oints can a so im%rove the effectiveness of a meeting? 4o" sho" ! on $ bring the minim"m n"mber of atten!ees to a meeting 1 the more %eo% e are %resent* the more 'i 'ant to air their vie's. :imi ar $* bringing %eo% e 'ho are not nee!e! to a meeting 'astes their time. #ns"re that !ecisions taken at %revio"s meetings have been acte! on. This ens"res that the meeting 'i not j"st be seen as a Eta king1sho%E. At the en! of the meeting* s"mmarise the %oints !isc"sse!* an! make an action % an o"t of the !ecisions taken. This ens"res that ever$one "n!erstan!s 'hat has been !eci!e!* an! 'ho 'i !o 'hat. Attending Meetings 5hen $o" atten! a meeting* ens"re that $o" !o not 'aste other %eo% eEs time. To this en!* $o" sho" ! be? on time* an! %resent on $ if nee!e! 'e %re%are! an! briefe! on $o"r contrib"tion attentive to the !isc"ssion so that $o"r contrib"tion !oes not re%eat someone e seEs invo ve! in the !isc"ssion an! brief* re evant* foc"sse! an! co"rteo"s in $o"r interventions

R. Venkataramanan

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?vading demands of people*

Visitors can 'aste a ot of time. 6ther %eo% e ma$ not have as !isci% ine! an a%%roach to 'ork as $o"rse f. 4o" ma$ fin! that $o" are 'asting time !ea ing 'ith co eag"es 'ho sto% to chat an! gossi%* are having time nee!e! for intense concentration !isr"%te! b$ assistants nee!ing he % on sma matters* or are being %estere! b$ sa esmen. &ou do not a ways need to be we coming ,n these cases $o" ma$ fin! that $o" are being too 'e coming. 4o" can %rotect $o"rse f 'ith barriers s"ch as c ose! !oors* tab es or !esks. :imi ar $ $o" can %revent %eo% e from sett ing b$ removing % aces 'here %eo% e can sit. A ternative $ $o" can avoi! e$e contact or stan! "% $o"rse f. These make it "ncomfortab e for other %eo% e to be in $o"r s%ace. 5here $o" are in a s"fficient $ %o'erf" %osition* $o" ma$ fin! it effective to ref"se to acce%t interr"%tion 'itho"t an a%%ointment. This is %artic" ar $ effective 'ith sa esmen. 'etting peop e know not to distract you 4o" ma$ have times 'hen $o" !o not min! being !istracte! 1 %erha%s 'hen $o" are tire!* or !oing jobs that !o not re."ire s"staine! concentration. At other times $o" ma$ %refer not to interr"%te!* b"t ma$ be ha%%$ to take interr"%tions if the$ are im%ortant. :ometimes $o" ma$ be concentrating on !iffic" t 'ork 'here $o" !o not 'ant to be !istracte! "n ess the b"i !ing is b"rning !o'n7 ,f $o" have a PA* then he or she can screen $o" from visitors or %hone ca s. ,f not* then it ma$ be "sef" to !eve o% strategies to et %eo% e kno' 'hether the$ can interr"%t $o" or not. To avoi! te e%hone !istractions $o" ma$ consi!er %"tting $o"r %hone on !ivert* or E eaving it off the hookE. 5hen !ea ing 'ith co eag"es it is 'orth being ight1hearte! 1 some s"ccessf" so "tions have invo ve! 'earing arctic ear1m"ffs 'hen the$ nee! to 'ork "ninterr"%te!* or setting "% traffic ights 'here the co o"r of the ights sho's 'hether %eo% e can interr"%t or not.

%reating positive delays 6ccasiona $ !e a$ can be %ositive an! "sef" ? 5hen $o" are tire!* "%set or angr$ it can often be best not to tack e jobs that re."ire sensitivit$ an! c arit$ of tho"ght. 5hen $o" !o not have the information or ski s to !o a job %ro%er $* it ma$ be best to !e a$ "nti $o" have ac."ire! them.

R. Venkataramanan

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5hen there is something more im%ortant to !o than the job being !e a$e!.

)e a$ can a so be "sef" in a sit"ation 'here $o" fee threatene! or are "nha%%$ abo"t an$ co"rse of action nee!e! to meet a crisis. ($ !e a$ing in these cases $o" give time for more information to come to ight to g"i!e the choice* ma$ see a !ifferent %ers%ective that changes $o"r vie' of the circ"mstances. A ternative $ ran!om occ"rrences ma$ give $o" a "sef" a!vantage* or ma$ re!"ce the severit$ of a %rob em. These %ositive as%ects of !e a$ m"st not* ho'ever* be "se! as an e/c"se to avoi! action that is obvio"s $ essentia Delegation How to delegate wor- to other people )e egation invo ves %assing res%onsibi it$ for com% etion of 'ork to other %eo% e. This section e/amines the reasons $o" sho" ! !e egate* ho' to !e egate* fai "re to !e egate an! 'hat sho" ! not be !e egate!. )e egation is "sef" for the fo o'ing reasons?

6nce %eo% e have earne! ho' to 'ork 'ith $o"* the$ can take res%onsibi it$ for jobs $o" !o not have time to !o. 4o" can !eve o% %eo% e to ook after ro"tine tasks that are not cost1effective for $o" to carr$ o"t ,t transfers 'ork to %eo% e 'hose ski s in a %artic" ar area are better than $o"rs* saving time. Transfer of res%onsibi it$ !eve o%s $o"r staff* an! can increase their enjo$ment of their jobs

The i!ea %osition to reach as a manager is one 'here $o"r staff carr$ o"t a the ro"tine activities of $o"r team. This eaves $o" time to % an* think* an! im%rove the efficienc$ of 'hat $o" are !oing. How to delegate The fo o'ing %oints ma$ he % $o" in !e egating jobs? eciding w!at to delegate: 6ne 'a$ of !eci!ing 'hat to !e egate is sim% $ to ist the things that $o" !o 'hich co" ! be more effective $ !one b$ someone either more ski e! in a %artic" ar area* or ess e/%ensive. A ternative $ $o" ma$ !eci!e to "se $o"r activit$ og as the basis of $o"r !ecision to !e egate? this 'i sho' $o" 'here $o" are s%en!ing arge amo"nts of time on o' $ie ! jobs.

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"elect capable, willing people to carry out #obs: Do' far $o" can !e egate jobs 'i !e%en! on the abi it$* e/%erience an! re iabi it$ of $o"r assistants. Hoo! %eo% e 'i be ab e to carr$ o"t arge jobs 'ith no intervention from $o". ,ne/%erience! or "nre iab e %eo% e 'i nee! c ose s"%ervision to get a job !one to the correct stan!ar!. Do'ever if $o" coach* enco"rage an! give %ractice to them $o" ma$ im%rove their abi it$ to carr$ o"t arger an! arger tasks "ns"%ervise!.

elegate complete #obs: ,t is m"ch more satisf$ing to 'ork on a sing e task than on man$ fragments of the task. ,f $o" !e egate a com% ete task to a ca%ab e assistant* $o" are a so more ike $ to receive a more e egant* tight $ integrate! so "tion.

$%plain w!y t!e #ob is done, and w!at results are e%pected: 5hen $o" !e egate a job* e/% ain ho' it fits into the overa %ict"re of 'hat $o" are tr$ing to achieve. #ns"re that $o" comm"nicate effective $?
o o o o o

the res" ts that are nee!e! the im%ortance of the job the constraints 'ithin 'hich it sho" ! be carrie! o"t the !ea! ines for com% etion interna re%orting !ates 'hen $o" 'ant information on the %rogress of the %roject

T!en let go&

6nce $o" have !eci!e! to !e egate a task* et $o"r assistant get on 'ith it. Revie' the %roject on the agree! re%orting !ates* b"t !o not constant $ ook over their sho" !ers. Recognise that $o"r assistants ma$ kno' a better 'a$ of !oing something than $o" !o. Acce%t that there ma$ be !ifferent 'a$s of achieving a %artic" ar task* an! a so that one of the best 'a$s of rea $ earning something is thro"gh making mistakes. A 'a$s acce%t mistakes that are not ca"se! b$ i! eness* an! that are earne! from.

'ive !elp and coac! w!en re(uested: ,t is im%ortant to s"%%ort $o"r s"bor!inates 'hen the$ are having !iffic" ties* b"t !o not !o the job for them. ,f $o" !o* then the$ 'i not !eve o% the confi!ence to !o the job themse ves.

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Accept only finis!ed work: 4o" have !e egate! a task to take a 'ork oa! off $o". ,f $o" acce%t on $ %artia $ com% ete! jobs back* then $o" 'i have to invest time in com% eting them* an! $o"r assistant 'i not get the e/%erience he or she nee!s in com% eting %rojects. 'ive credit w!en a #ob !as been successfully completed: P"b ic recognition both reinforces the enjo$ment of s"ccess 'ith the assistant 'ho carrie! o"t the task an! sets a stan!ar! for other em% o$ees.

"hy do people fail to delegate? )es%ite the man$ a!vantages of !e egation* some managers !o not !e egate. This can be for the fo o'ing reasons?

Lack of time: )e egating jobs !oes take time. ,n the ear $ stages of taking over a job $o" ma$ nee! to invest time in training %eo% e to take over tasks. Jobs ma$ take onger to achieve 'ith !e egation than the$ !o for $o" to !o b$ $o"rse f* 'hen coaching an! checking are taken into acco"nt. ,n time* 'ith the right %eo% e* $o" 'i fin! that the time taken "% re!"ces significant $ as $o"r coaching investment %a$s back. Perfectionism ) fear of mistakes: J"st as $o" have to !eve o% staff to !o jobs ."ick $ 'itho"t $o"r invo vement* $o" 'i have to et %eo% e make mistakes* an! he % them to correct them. 3ost %eo% e 'i * 'ith time* earn to !o jobs %ro%er $. $n#oying *getting my !ands dirty*: ($ !oing jobs $o"rse f $o" 'i %robab $ get them !one effective $. ,f* ho'ever* $o"r assistants are stan!ing i! e 'hi e $o" !o this* then $o"r !e%artment 'i be serio"s $ inefficient. (ear in min! the cost of $o"r time an! the cost of $o"r !e%artmentEs time 'hen $o" are tem%te! to !o a job $o"rse f. +ear of surrendering aut!ority: 5henever $o" !e egate* $o" s"rren!er some e ement of a"thorit$ <b"t not of res%onsibi it$7= This is inevitab e. ($ effective !e egation* ho'ever* $o" get the benefits of a!e."ate time to !o 46+R job rea $ 'e . +ear of becoming invisible: 5here $o"r !e%artment is r"nning smooth $ 'ith a ro"tine 'ork effective $ !e egate!* it ma$ a%%ear that $o" have nothing to !o. >o' $o" have the time to think an! % an an! im%rove o%erations <an! % an $o"r ne/t career ste%7= Belief t!at staff *are not up to t!e #ob*: Hoo! %eo% e 'i often "n!er1%erform if the$ are bore!. )e egation 'i often bring the best o"t of them. Peo% e 'ho are not so goo! 'i not be effective "n ess $o" invest time in them. #ven incom%etent %eo% e can be effective* %rovi!ing the$ fin! their eve . The on $ %eo% e 'ho cannot be re iab $

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!e egate! to are those 'hose o%inions of their o'n abi ities are so inf ate! that the$ 'i not co1o%erate. ,t is common for %eo% e 'ho are ne' $ %romote! to manageria %ositions to have !iffic" t$ !e egating. 6ften the$ 'i have been %romote! beca"se the$ 'ere goo! at 'hat the$ 'ere !oing. This brings the tem%tation to contin"e tr$ing to !o their %revio"s job* rather than !eve o%ing their ne' s"bor!inates to !o the job 'e . "hat should not !e delegated? 5hi e $o" sho" ! !e egate as man$ tasks as %ossib e that are not cost effective for $o" to carr$ o"t* ens"re that $o" !o not !e egate the contro of $o"r team. Remember that $o" bear " timate res%onsibi it$ for the s"ccess or fai "re of 'hat $o" are tr$ing to achieve. #ffective !e egation invo ves achieving the correct ba ance bet'een effective contro of 'ork an! etting %eo% e get on 'ith jobs in their o'n 'a$. Handling 3nterruptions* ,nterr"%tions* be the$ on the %hone or in %erson can be fr"strating an! time cons"ming. A%art from the time s%en! 6> the interr"%tion* it ma$ take time after the interr"%tion for $o" to regain $o"r origina eve of concentration an! foc"s. :ome ti%s fo o'. 1.5hen sche!" ing meetings <ie.* in $o"r office=* sche!" e them in b ocks. )onEt have one here an! one there* b"t conso i!ate them* one after the other if %ossib e. This 'i he % kee% each in!ivi!"a meeting to a reasonab e an! %re1!efine! ength. ,nform secretar$ or re evant %eo% e 'hen each meeting 'i en! an! make it c ear that $o" !o not 'ish to be interr"%te!* an! 'hen $o" 'i be avai ab e. 2.,f $o" are constant $ bombar!e! b$ ran!om %hone ca s an! visits* set asi!e a time each !a$ <."iet time* foc"s time= to 'ork on s%ecific %rojects. 3ake s"re staff are a'are that this time is sacrosanct an! sho" ! not be intr"!e! "%on "n ess there is a !ire emergenc$. -onsi!er sche!" ing this time at the same time each !a$. 2.,f $o" have a 9gate1kee%er9 'ho !ea s 'ith visitors an! %hone ca s before the$ are han!e! to $o"* make s"re that the$ kno' 'hat %eo% e sho" ! be 9gate!9 to $o" an! 'hich %eo% e 'i receive ret"rn ca s/visits. 4o" !onEt >##) to see or ta k to %eo% e ever$ time TD#4 'ant $o". 4o" can e/ert some contro over the %rocess. 4.:et asi!e %artic" ar times each !a$ to ret"rn ca s. ,f $o" have a secretar$ inform him/her 'hen $o" 'i be ret"rning ca s so this information can be %asse! on to the ca er.

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Time Management Tips The fo o'ing ti%s can he % $o" sta$ on track?

%on#uer the clutter* :che!" e 10 to 1; min"tes each 'eek to c ear $o"r 'ork area of j"nk mai * o ! %a%ers* an! other acc"m" ate! c "tter. -hange habits that ea! to messes. Gee% c eaning s"%% ies han!$ so $o" can take a!vantage of the o!! free moment to %o ice $o"r 'ork s%ace. Defuse distractions* 8itt e !istractions can a!! "% to a major !rain on %ro!"ctivit$. ,f $o"Ere s%en!ing too m"ch time on the %hone* kee% an egg timer at $o"r !esk an! ho ! ca s to a reasonab e imit. 8earn ho' to terminate ca s %o ite $. ,f co1'orkers often !ro% in to chat* c ose $o"r !oor. ,f $o"Ere constant $ 'a king aro"n! obstac es* consi!er a change of f oor % an. Take ste%s to re!"ce !istracting noise. ;now thyself* Rivers canEt be force! to f o' "%hi I nor sho" ! $o" tr$ to 'ork against $o"r inner nat"re. :che!" e the to"ghest 'ork for $o"r circa!ian %erio! of %eak %ro!"ctivit$. 3inimi@e the im%act of s"bo%tima c imate contro 'ith a fan or sma heater. Perha%s better or !ifferent ighting 'o" ! boost $o"r efficienc$. ?liminate redundancy* Ana $@e ever$ %rocess $o" "se to !etermine if an$ ste%s can be e iminate!. -ommon %rob ems inc "!e m" ti% e signat"res for a%%rova * e/tra ste%s !esigne! to circ"mvent s$stems or correct %rob ems that co" ! be a!!resse! more !irect $* an! generating m" ti% e co%ies that are no onger re."ire!. =roup and separate* te!io"s or re!"n!ant tasks can be gro"%e! for increase! efficienc$? fi e a at once* bi a at once* or!er a at once. 8arge* m" tifacete! tasks* on the other han!* ma$ be best tack e! in sma %ieces. &or e/am% e* sort that arge stack of %a%er'ork on 3on!a$* %rocess some on T"es!a$* some on 5e!nes!a$* an! so forth "nti itEs !one. +sing this a%%roach* even the most !a"nting tasks become manageab e. &hare the !urden* As an$ ."i ter kno's* man$ han!s make ight 'ork* es%ecia $ 'hen tack ing te!io"s or arge tasks. Performance of !rea!e! chores ike the ann"a inventor$ can take on a %art$ atmos%here 'hen man$ are invo ve! an! fre."ent breaks are sche!" e!. &ei@e the moment* 5e a have a ten!enc$ to %"t off minor* ess im%ortant tasks* an! 'e a so s%en! significant ch"nks of time ho !ing on the %hone or 'aiting in ine. -an $o" see an o%%ort"nit$ here? 3ake a ist of tasks that take five* 10* or 20 min"tes* an! kee% the materia s $o" nee! to !o these tasks han!$. That 'a$* 'hen $o"Ere %"t on ho ! or st"ck in ine* $o" can %" o"t that sma job an! finish it "%. ?mulate others* )onEt tr$ to reinvent the 'hee . ,f someone e se a 'a$s seems to be ahea! of the game* 'atch an! earn. ,f someone e se has a s%ee!ier 'a$ of !oing something* co%$ it. ,f $o"Ere having tro"b e getting s%ecific jobs !one*

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ask others ho' the$ organi@e an! e/ec"te the taskI %erha%s $o"Eve over ooke! some short c"ts. Ma-e wor- fun* ,ntro!"cing a bit of f"n into $o"r 'ork 'i make the !a$ easier for $o" an! $o"r c"stomers. -ha enge $o"rse f to %rocess one h"n!re! %ieces of %a%er ever$ !a$ for five !a$s. Dave a frien! $ contest 'ith a co1 'orker to see 'ho can %rocess the most bi ing statements in an ho"r 'ith no mistakes. ,f %ossib e* f i% $o"r morning an! afternoon sche!" es for a change of %ace.

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