Time Management

for Leader & Organization

Feb. 2019

Dr. Jung, Chang Wook

Index

Overview of Time Mgmt.

Time Mgmt. for Leaders

Time Mgmt. for Organization

Hot Issue in Korea : 52-Hour Working Week
Let’s Talk!

At the individual
and organizational level,

which of the following is

your biggest problems
in managing time?
Ineffective time management common problems

• Scheduling task ineffectively

• Failing to keep to-do list
• Not taking breaks
• Not prioritizing
• Procrastination
• Wrong crisis management
• Never Commit
• Distracting habits
• Lack of self-discipline
• Delaying the task
• Inefficient Meeting
• Excessive paperwork
• Leave unfinished
• Invalid Employee Management
• Unnecessary social activities
• Confused Responsibilities or Privileges
• Poor communication
• Insufficient control
• Incomplete information
• Nonproductive business trip …
Framework of Time Management

Goal : Maximize Performance

Time Management

Leader Organization
Leader’s time Not “Saving”
= Organization Time but “Achieving”
Time Mgmt. for Leaders

Heathy Integrity Simplicity Priority

Time Mgmt. for Leaders : Healthy

higher purpose global

connectedness generosity
deep curiosity adaptive mindset
paradoxical thinking

authenticity mutually rewarding

relationships nourishing communities

meaningful calling personal

mastery drive to succeed
self-awareness positive emotions
resilience

mind/body awareness energy

mgmt. peak performance lifestyle
Time Mgmt. for Leaders : Healthy
Time Mgmt. for Leaders : Integrity

The Leader’s Calendar

Where and how leaders are involved

determines what gets done.
It signals “priorities”.
 insistence that everything be done
through a set route or window

 Do not allow any way to reduce decision

making

 to increase the procedure or method of

giving instructions

 Make sure three people are signed with

sufficient approval by one person.
Time Mgmt. for Leaders : Simplicity
Time Mgmt. for Leaders : Simplicity

complexity brings ;

Waste of Time and Resource

Poor organizational satisfaction

and motivation

Poor customer and market

competitiveness
Time Mgmt. for Leaders : Simplicity

Complexity is caused by
the anxiety of the leader.
The leader complicates things
in order to work safely and securely,
and to feel like the leader's
in control of everything.
Time Mgmt. for Leaders : Priority

Distinguish between
‘Real work’ and ‘Fake work’.

Fake work is Stealing

Profits,
Productivity,
And Morale
Time Mgmt. for Leaders : Priority

Understand
what you are dealing
with before you
attack!
Time Mgmt. for Leaders : Priority

the cause of a ‘Fake Work’

1. I don't know what I'm doing.
2. You don't recognize the finish line.
3. Focus and priority cannot be established.
4. I don't know the people around me.
5. We can't communicate what's right.
6. I don't understand the importance of the team.
7. It is not possible to implement a strategy from management
to sub-organizations.
8. The gap in implementation is not visible.
(Aligned first, run next!)
9. Incorrect management.
10. I do not understand that culture controls the environment
of fake work
Time Mgmt. for Leaders : Priority

Paths to ‘Real Work’

Getting on the Path to Real Work :

1. Decrease exposure and risk by linking to
strategy.
2. Increase your personal leadership skill for
improve focus that leads to better results.
3. Increase cooperation and Communication.
4. Learn new ways to contribute to your
team and to overall results.
Time Mgmt. for Leaders : Priority

The 4 quadrant plan of action

URGENT NOT URGENT
INPORTANT

PREVENTION
CRISES
PLANNING
EMERGENCIES
IMPROVEMENT
NOT IMPORTANT

INTERRUTOPS TME WASTERS

Time Mgmt. for Leaders : Priority

The 4 quadrant plan of action

URGENT NOT URGENT

Q2
INPORTANT

Q1
Quadrant of
Quadrant of
leadership
Manage
and Quality
NOT IMPORTANT

Q3 Q4
Quadrant of Quadrant of
Manage Manage
Deception waste
Time Mgmt. for Leaders : Priority

This is How Most People’s This is How Most People’s

the 4 quadrant plan of action the 4 quadrant plan of action
Should Look Actually Looks

Q1
Q2
Q2
Q1
Q3
Q4
Q3 Q4
Framework of Time Management

Goal : Maximize Performance

Time Management

Leader Organization
Leader’s time Not “Saving”
= Organization Time but “Achieving”
Time Mgmt. for Organization

It's not about ‘time reduction’,

but about ‘organizational performance’.

Provide rewards for

Control the working
performance,
way of organization
not for time.
Time Mgmt. for Organization

It's not about ‘time reduction’,

but about ‘organizational performance’.

Control the working

way of organization Provide rewards for
performance,
not for time.
Work Transformation

Time-waste factors
for unhealthy organizations

a flaw in the Information

a surplus of
organizational flow
resource
structure failure
Work Transformation

Work expand to fill the time available

– C. Northcote. Pakinson

Check point

a surplus of Don't you spend more time on job

resource creation, role redundancy,
and collaboration across disciplines
than work itself?
Work Transformation

Meeting are a symptom of bad organization.

The fewer meetings the better.
– Peter Drucker

Check point
a flaw in the
organizational Are there any unnecessary habitual
structure meetings?
Work Transformation

Check point

a surplus of • Is the flow of information blocked?

resource • Does the middleman know only
himself and exerts power over his
subordinates?
Work Transformation

Working Transformation

1. Establish principles and standards for

working

2. Constantly check and match your goals.

3. Continually remove unnecessary work

Work Transformation

1. Establish principles and standards for working

< Example >

• The basis of work is to keep one's promise.
• I'll finish what I started.
• Focus on your work performance thoroughly during working hours.
• Do not do good work but make sure that you do the necessary work.
• Manage performance of work, not part-time work
• Do not order outside of business hours unless it is urgent.
• Clarify instructions and report clearly.
• Respect and honor are used between employees at both the upper
and lower gates.
• Praise, care and encourage each other.
• Ask for cooperation, not unilateral requests between departments.
Work Transformation

2. Constantly check and match your goals.

Business Directions to Prevent Waste of Time

: 3W 1H Principles

What Why When How

Tell me clearly Tell me exactly Agree when Find out how to

what you want. why you have you'll be do this job well
to do this. finished. together.
Work Transformation

3. Continually remove unnecessary work

1) an efficient and effective meeting

< Example >
• Meeting time default 30 minutes
• Only those who must attend the meeting
• Cut meeting time/time by half
• Subjects, issues, and information are
provided in advance of the meeting
• Consistency integration of the same content
Work Transformation

3. Continually remove unnecessary work

2) Do not create unnecessary reports

< Example >
• Removing the reporting format,
such as PPT : 1 page proposal
• Provides topics, issues, and information
before a meeting
• Continuously reduce reporting and approval
levels.
Work Transformation

3. Continually remove unnecessary work

3) Core working time

ex
Ministry of the
Interior and Safety,
S. Korea

Focus on work from

10am to 11am
Time Mgmt. for Organization

It's not about ‘time reduction’,

it's about ‘organizational performance’.

Provide rewards for

performance, not for time.
Control the working
way of organization
Survey : the reasons for working late at night.

and so on

13.9%
Organization
culture 16.7% 49.1%
atmosphere
20.3% of boss
and colleagues
a promotion
assessment
Organizational Culture

Performance Compensation Plan

for Smart Working

Result-oriented Non-monetary Performance

performance Compensation management
management Utilization as a culture
Organizational Culture

Performance Compensation Plan

for Smart Working

Result-oriented
performance
mgmt.
Non-monetary Performance
• Changes in view Compensation management
of performance Utilization as a culture
(time results)
• Gain autonomy
and confidence
Organizational Culture

Performance Compensation Plan

for Smart Working

Non-monetary
Compensation
Utilization

Result-oriented • Recognizing the Performance

performance m importance of management
anagement non-monetary as a culture
compensation
by leaders
• Utilize as a
cultural enhance
-ment element
Organizational Culture

Performance Compensation Plan

for Smart Working
Performance
management
as a culture

Result-oriented Non-monetary • Innovation in

performance m Compensation practice/awareness.
anagement Utilization • Ensuring human
-culture consistency
• Sharing the Vision
of an Organization
Member.
Q&A
THANK YOU!