Author: Stephen R Covey A Roger Merrill and Rebecca R Merrill

Presentation y: Rohan Wadikar, MMM Batch II

The Clock And The Compass
The Clock
Commitments Appointments Schedules Goals Activities What we do and how we manage our time.

The Compass
Vision Values Principles Conscience Direction What we feel is important and how we lead our lives.

Traditional Time Management
 First Generation—notes and checklists  Second Generation—planning and preparation  Third Generation—planning, prioritizing and controlling

First Generation
Go With The Flow
Based on reminders Attempt to keep track of things you do with your time Simple notes and checklists Carry lists with you and refer to them in order to remember • Incomplete tasks put on tomorrow’s list • • • •

First Generation
 Flexible  Responsive to people  Not over-structured  Less stress  Tracks to-do’s


 No real structure  Things fall through cracks  Commitments suffer  Little accomplished  Crisis to crisis  First things-things right in front of you

Second Generation
Planning and Preparation
• Calendars and appointment books • Efficiency in goal setting and planning a head • Make appointments, write down commitments, identify deadlines • May keep information on computer or network

Second Generation (cont)
 Tracks commitments and appointments  More accomplished through planning and goal setting  More effective meetings and presentations due to preparation

 Puts schedule over people  Accomplish more of what you want—not necessarily what is needed or fulfilling  Independent thinking — see people as means or barriers  First things – those that are on the schedule

Third Generation
Planning, Prioritizing and Controlling
 Have spent time clarifying values and priorities  Set long, medium, and short-term goals to attain values, prioritizes on a daily basis  Uses wide variety of planners and organizers, with detailed forms for daily planning  Gets more done in less time-- but still feels frustrated

Third Generation (cont)
 Assumes responsibility for results  Connects with values  Taps into the power of long, medium, and short-term goals  Translates values into goals and actions  Gives structure and order to life

 Can lead to false sense of control, pride  Power of vision untapped  Can lead to guilt, imbalance of roles  Less flexibility/spontaneity  First things set by urgency and values

Fourth Generation
Life Leadership
• Puts people a head of schedules, compasses a head of clocks • Uses the best of generations 1, 2, and 3 • You want to lead a life of meaning and contribution, with balance

Understanding Time Management Matrix
Urgent Not Urgent

  

 Crises  Pressing Problems Deadline driven Projects,  meetings, preparations  Preparation / Prevention Values Clarification Planning Relation-Ship building  Empowerment

Not Important



 Interruption, some phone calls,  Trivia, busywork. mail, reports, meetings.  Junk Mail  Many Proximate pressing  Time wasters matters.  “Escpae” Activities  Many popular activities.

Understanding Time Management Matrix
• Quadrant - I Manage: the quadrant of necessity; things are both urgent and important • Quadrant – II Leadership and quality: the quadrant of focus; things are important but not urgent

Understanding Time Management Matrix
• Quadrant - III Avoid : the quadrant of deception; things are urgent but not important • Quadrant - IV Avoid: the quadrant of waste; things are neither important nor urgent

To Live, To Love, To Learn, To Leave a Legacy
What are First Things and How we put them first in our live ?
The following Ideas answer the question : Fulfillment of human Need and Capacities The Reality of True North Principles The Potentiality of four Human Endowments

To Live, To Love, To Learn, To Leave a Legacy
Fulfillment Of Human Need And Capacities  Physical need – to live
 Social need - to love  Mental need to learn and develop – to learn  Spiritual need – to leave a legacy

To Live, To Love, To Learn, To Leave a Legacy
Reality Of True North Principle
“True North” is a reality that is independent of us and it gives us context and meaning to:

Where we are ? Where we want to go ? How to get there ?

To Live, To Love, To Learn, To Leave a legacy N The Potentiality Of Four
Human Endowments
This four human endowments that reside between space of Stimulus and Response Create our ultimate human freedom : Power to Chose Power to Respond Power to Change

Self Awareness Conscience Independent will Creative Imagination

Move In To Quadrant II
How do I get there? The Six Step Process
 Connect to your Vision and Mission  Identify your Roles  Select Quadrant II goal in each role  Create a decision making framework for the week i.e Organize Weekly  Exercise integrity  Evaluate

Step 1: Connect With Vision & Mission
Consider the big picture. The key to this connection lies in the clarity of your vision around such questions as:
What is most important? What gives your life meaning? What do you want to be and do in your life?

STEP 2: Identify Your Roles

• We have important roles at work, in the family, in the community, or other areas of our lives • Roles represent responsibilities, relationships, and areas of contribution

STEP 3: Select Quadrant II Goals For Each Role
• What is the most important thing I could do for each role this week that would have the greatest positive impact? • Consider the relationships for each role • Review a “perhaps” list for ideas • Identify the steps that need to be taken to achieve long-term goals

STEP 3 (cont): To-Do Lists
• List your activities for the day • Prioritize those activities • Check for activities that you can accomplish at the same time • Break larger activities into smaller ones. • Include your to-do list in your daily schedule
– The to-do list will help you clarify what you need to accomplish each day. – They also help you to accomplish it

STEP 4: Organize Weekly
• Translating high leverage Quadrant II goals requires a framework. • Most people are always trying to find time for the important activities in their overflowing Quadrant I / III schedules. • They move things around, delegate, cancel, and postpone them—all in the hope of finding time for the first things.

The key however is not to prioritize your schedule, but to schedule your priorities

Step 4: Organize Weekly (cont)
Distinctive Elements Of Effective Weekly Goals • They can be either an area of focus or a specific activity. • They are usually quad II goals rather than typical “to-do’s” or daily action items • They are driven by conscience

Step 4: Organize Weekly (cont)
Traditional Scheduling

Step 4: Organize Weekly (cont)
Big Rock Scheduling

Step 5: Exercise Integrity In The Moment
It’s the translation of the mission to the moment with peace and confidence

So, Should I Carry Out My Plan Or Make Conscience Directed Change?
Following three steps will further enhance ability to keep first-thing-first  Preview the day  Prioritize  Use T -Planning for the day

Step 5: Exercise Integrity In The Moment (cont)
Preview your schedule—get your bearings:
– Review your compass – Look at the day in the context of the week – Renew your power to respond to changes in a meaningful way

Step 5: Exercise Integrity In The Moment (cont)
Prioritize: identify activities as QI or QII—keeps QIII and IV out of your schedule
• Emphasizes the importance paradigm • Keeps you aware of choices you make Must understand that prioritization includes only items that you’ve put in the framework

Step 5: Exercise Integrity In The Moment (cont)
T-Planning: time sensitive activities on the right, any time activities on the left
• Makes for effective schedule decisions • Helps you remain sensitive to commitments

Best use of your time: remember importance rather than urgency!

STEP 6: Evaluate
To be successful, you must make successes of one week the foundation for the next. At the end of the week, ask yourself some questions:
o o o o What goals did I achieve? What challenges did I encounter? What decisions did I make? Did I keep “first things first?”

STEP 6: Evaluate


Different ways to evaluate
• • • • Mark accomplished goals on weekly compass Keep a journal or daily log and review Review past weekly compasses Ask specific questions about your performance and actions

STEP 6: Evaluate (cont)
Weekly Evaluation
• What did I learn from the week as a whole? • Am I setting goals that are realistic but challenging? • Have I been effective in work related communications? • Have I been successful in maintaining a Quad II perspective?

The Passion Of Vision
We have some vision in our life and it create consequences
What if our vision is – • limited • based on illusion • partial • based on Social mirror

The Passion Of Vision (cont)
• Vision that Transforms and Transcends
The passion of shared vision empowers people to transcend the petty negative interactions that consume so much time and effort and deplete quality of life.

The Passion Of Vision (cont)
Creating – Leaving- Empowering Mission Statement
• An exercise of creative imagination. • Getting into your deeper inner life. • Moment to the Mission Than just see the legacy of your vision

Balance Of Roles
Balance isn’t either / or its “and”
• • • • Creating Synergy among Role. Three paradigms that nurture balance Organizing information by role. Clarifying expectation around role.

Balance Of Roles (cont)
Three Paradigms that nurture balance of roles
• Our natural role grow out of our Mission • Each role is a stewardship. • Each role contains all four dimension

The Power Of Goals
Ladders Against The Wrong Wall Some times the goal we achieve are at the expense of other more important thing in our life.

The Power Of Goals (cont)
How To Set And Achieve Principle Based Goals Through
 Conscience  Creative Imagination  Self Awareness  Independent Will

The Power Of Goals (cont)

When we set and achieve goal that are in “Centre Of Focus” we maximize our time and effort

Centre Of Focus Circle Of Influence Circle Of Concern

The Perspective Of The Week

Integrity In The Moment Of Choice
Think About Three Part Process • Ask with intent, What is the Right thing to do? • Listen without Excuse. Listen to your conscience and do not rationalize when you choose poorly. • Act with courage.

Learning From Living
Always Remember To : • • • • Connect to your mission Review your Roles Identify your roles Put the important Q II goals first and schedule around them • Evaluate your weeks




The People Paradigm
The “People” Paradigm
• • • • • • • • • Leadership Effectiveness Causes Release/Empowerment Investment Customer Service Principles Synergy Abundance

The “Things” Paradigm
• • • • • • • • • Management Efficiency Effects/Symptoms Control Expense Administrative Efficiency Techniques Compromise Scarcity

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