A short Notes On Time Management

R. Venkataramanan

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The objective of the session is to ??? chieve a sense of ba!ance. Re"#ce stress. $njo% !ife. !!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. !!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!a0 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 1 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+ get2togethers+ s&en" on se!f "eve!o&ment !ike rea"ing etc. R. Venkataramanan Page 3 3/19/2014

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 nne0#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 2 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% 2 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

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. s (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. !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 e0&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. !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 2 te!e&hone -nterr#&tions 2 &ersona! visitors

R. Venkataramanan

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3eetings Tasks %o# sho#!" have "e!egate" Procrastination an" in"ecision cting (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 t 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&hone2o#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( e0act!% (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#!&rit2co!!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 2thisI 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 1J 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 e0ec#tive (ho has ha" in the !ast 3 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 Kob c!arification 1 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 e0&ecte" to achieve 5here/ho( it re!ates to other jobs

$%ercise 1 2 3 5hat are the main job activities 1 5hat are the ke% areas 1 5hat are the ke% &riorities 1 -n&#ts ana!%sis 1

1.2.1

This is the &rocess to ? $0ercise 1 1 2 -"entif% the &eo&!e (ho give # the major (ork 1 -"entif% a!so the time (asters 1 Tasks na!%sis 1

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 "onLt have time for them. $0ercise 1 1 2 5hat "o %o# have to "o achieve %o#r &#r&ose? Do( ski!!e" are %o# at each task ?

:ection * ;<A s fter ana!%sing a!! the tasks "o i"entif% certain ke% areas of im&rovement 1 Ge% action rea 1 1 Ge% action rea 2 1 Ge% action rea 3 1 R. Venkataramanan Page B 3/19/2014

n" there are man% more that %o# can !ist "o(n. &tyles of time 8earning to sa% M >oN (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. K#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 e0&!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!! e0&an" to fi!! it (hether this is cost2effective 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%. s an e0am&!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 2 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 off2to&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!! e0&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 e0cessive!%+ %o# can sche"#!e the meeting j#st before !#nch or going home. This gives &eo&!e an incentive to be brief !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. 19 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 2 (here it starts !ate+ time of a!! the atten"ees is being (aste" (aiting for the start. -f !ate2comers 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 2 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!king2sho&E. t 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. !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" 2 &erha&s (hen %o# are tire"+ or "oing jobs that "o not re/#ire s#staine" concentration. t 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 P + 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 !ight2hearte" 2 some s#ccessf#! so!#tions have invo!ve" (earing arctic ear2m#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. !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 e0c#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 e0amines 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 cost2effective 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 e0&ensive. !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%+ e0&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#. -ne0&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+ e0&!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. cce&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%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 e0&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. Kobs 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: K#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 ne0t career ste&7= Belief t!at staff *are not up to t!e #ob*: Hoo" &eo&!e (i!! often #n"er2&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 co2o&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. &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" &re2"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%. 3.-f %o# have a 9gate2kee&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 e0ert 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 co2(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* na!%@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!+ e0tra 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 e0am&!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* s 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" e0ec#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 co2 (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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