MANAGING PLANNING FOR SUCCESS Is 96 ME MANAGING THE TIME OF OTHERSUNDERST: MANacING Time UNDERSTANDING "TIME Time is our most valuable resource. By analyzing time usage on a regular basis, it is possible to understand the most efficient ways to use time, both in and out of the workplace. ‘Take a small chunk —— ofa difficult task, and deal with it straight away. ANALYZING ‘TIME CHANGING ATTITUDES 1 and its Perceptions of usage vary worldwide, Differences ae often rellected in the average ‘number of hours worked per exchange of informa over long le Be prepared to practices and les when working abroad. 86 87MANAGING TIME UNDERSTANDING TIME ANALYZING USE OF ‘TIME Fe of us will readily admit that large parts of our working day are wasted The only way for you to make better use of ‘your time is to analyze how you use it now, and then to consider ways in which you can reallocate it in a more effective way. ASSESSING YOUR Day things, such as reading m of high-priority, productive tasks. How do you divide up your day at the moment? Do you prioritize your work so that you tackle important and urgent projects first? Or do you concentrate on completing enjoyable tasks fitst? Are you distracted by phone calls, or do you have a system for dealing with them? Do you waste a lot of time? CostTiING YOUR TIME [cis a sobering exercise to calculate exactly how much your time costs and then realize how much mil ou ru of itis not being spent effectively. Use the Nene reek ee calculation on the right to work out how much (working hours per we ines working your time at work costs per hour and per minute, weeks per yea). Divide this ttl by 60. and then use these figures to analyze the relative cost ofa few typical of y ESTIMATING VALUE Tofind out dhe cost ofeach mi time, madly your anual your day, such as arranging meeting ‘4.5 x annual salary _ Cost per yourself rather than asking your assistant © Worldng hours" hour to undertake that task. Always consider per year whether you should delegate tasks Cost perhour __ Cost per 60 * minute rather than doing them yo your cost to the company KEEPING A TIME LoG Maintaining a de log of how much time you spend on particular act fundamental to managing your time more effectively. You may be surprised at how much time you spend chatting, e you spend wor ides you with a starting point from which you can assess areas to improve. How long you should keep a time log for is dependent on the nature of your work you work on a monthly cycle, keep the log for Campa a srople ie log by dividing your ay into 30-minute chunks and recoding a couple of months. If your work cycle is weekly, a two- or three-week log should sulice. [Fime | Monday Time 830. | ved winder 130 900 “| | 200 930 230 10.00 3.00 1030 330 00 400 30 | etme mt pnt 430 1200 | Pon pir 5.00 | Creheemail axin Med come 1230 530 Seer 00 6.00 | Took wort hone on train Fell ep 88 89MANAGING Time REVIEWING A TIME LoG To analyze your time log, allocate all of the 30-minute time chunks that you have recorded into categories according to the nature of each task, and calculate the amount of time spent on ings, reading and. leagues, or making, Now calculate the percentage of w spent on each task. This will give you a better picture of your working day and will enable you to assess how you can allocate your time more effectively BREAKING DOWN Tasks the categories into which you have ycated your tasks, and divide them into groups: your job (for example, making new contacts). Work: ‘out the percentage of time spent on each group. TeaL Tim ALLOCATION ACTUAL Time ALLOCATION 15% of me 60% of time ae 25% of time! 60% of time 15% of time Key 4 ALLOCATING TIME, Tobe most eft «ent of our time on Group 3 and only 15 percent on Group allocate Group 1: Routine ss Hi crmp 2 ongoing rages Bi cp 3 Panning ond developmen UNDERSTANDING TIME LOOKING FOR PATTERNS Now that you have established how your time is being allocated, ask yourself if the breakdown reels your expectations of your working day. Are you spending too much time on Group 1 Group 3 jobs? Look at the distribution of these tasks throughout your working day. Are there 1es when you are very busy and others when you are slack? If so, try to find ways to reorganize your working day so that you are able to work more consistently and efficiently, and achieve more, Ee ESTIMATING EFFICIENCY How close is your work pattern to the ideal Do Ido work that should be 60:25:15 time di jon ratio shown on the done by somebody el: ‘ng page? If you find you are spending too ‘Are there patterns that much time on one group of tasks to the detriment repeat themselves in my time of others, work out how you can reorganize your tog! Am talvays Involved in distributed Group 1 tasks Inthe morning? fou find you are 1 Deeds frequency ake longer spending time on tasks that could easily be done oan |epect Hen ot by a junior, delegate them. This way you can Do | have enough ume to be 3 your energies om the areas in which creative and innovative! concent ‘unhappy with. In any bad habits you have © Once you have identified these problem areas, set aside time to rethink and approach, more constructively in the f o1‘MANAGING TIME UNDERSTANDING TIME Find out how well you manage your the options that are closes Tartive on time and == prepared for meetings | ae = achjeve their purpose Lopen my mail as soon = asitarrives on my desk. | T cross my name off the and journals I do not read. ASSESSING YOUR ABILITY he key to successful management is the possession of good time-management skills responding to the following statements, and mark ‘0 your experience. Be as honest as you can: if your answer is “never” Option 1; if your answer is “always”, mark Option 4; and so on. Add your scores together, and refer to the Analysis to see how you scored, Use your answers to identify the areas that need most improvement. 2 Occasionally am able to complete T reserve certain hours for visits from colleagues. The meetings I organize Gi. relevant newspaper > secretary to screen my and magazine articles. BEE Tread my faxes on the day on which I receive them. I close iny office door ‘when I want to think the duration of my telephone 6 I decide how many telephone calls ean deal with personally in a day. 2B ae 02 93,ManaaINe TIME UNDERSTANDING TIME (Wi rca ner = memios as soon as I receive them. [a] [2] ( 0 keep the contents => of my intra manageable T make an effort to == keep in touch personally with my staf Tkeep work to a certain number of hours every day = and no more read internal memos thoroughly later. ( 20 Tclear my desk == of all paperwork. ‘information technology. eer 1 store e-mail messages in order to read them later on screen llow up on the work have delegated, ‘checks on my computer colleagues that 1 files could do myself Tencourage subordinates = to limit their reports to one ANALYSIS sco paper i ou cave cence hse sles eae ee pee Pi A] Bl Bl cn atl up your tol sxe and ard reduce the time you spend working in | eet: recy ie cripeductve and labour sive way, responding valuation: Whaiverlevel 65-95: You have reasonable succesful time management you have _‘me-management sl, but | achieved, iis important to remember that they could improve. = Tachieve the right = T make a list of things there is always room for improvement. 96-128: You use your time Rela e een EES Se eeeuas Identify your weakest areas, and refer to very efficiently; keep looking Pe ceaperstniis secon where you vill” forneviwysto fain, Pecans an sta lsu) > (avemnineyege Bes nd hone those kil eee o4 95,PLANNIN PLANNING FOR SUCCESS You cannot decide what to deal with today unless you know where you want to be tomorrow. Any plan to improve your use of time depends on being clear about your goals. Draw a flow chart “of your career, and plan where you ‘want to go next, Workin finance or accounts department _ % Tale 0 TLE renege ‘Work in sales and marketing Gain work (ll experience abroad personal goals personal goals 96MANAGIN' He PLANNING ‘OR SUCCESS WORKING OvuT PRIORITIES Potts To REMEMBER © Your employer’s priorities may not be the same as your own. (© Priorities change. They may need to be reassessed at the beginning of every day. (© The closer you are to achieving your geal, the more important it 's to prioritize and concentrate fon the tasks in hané, Identity conflicts of ~~ priority between you and your boss. ANALYZING TASKS —— opinion if you cannot prioritize competing tasks. priorities confict with your own. PRIORITIZING AND DEL, BGATING WoRK Classify all work —— engagements in your diary according to their importance. If your schedule is full of A-tasks, then delegate or BALANCING DAILY Tasks PLANNING A-Tasks You should try to complete a few of these urgent, dificult ‘ass each day C-Tasns, ‘These are non-urgent ‘ake thae should 'be done when time allows. { Betases thee eure or Bere Fethard ikl ake Ve most of your ‘Your Day Ary working day sheMANAGING TIME | pois 70 Rewemmen ire spent on drawing up a plan never a waste Kl sve you time ne Torr ‘Avoiding burn-out is achieved by pacing yours for a working ie reese a working da ime management is doing things more efectve), not is move guy. Food is tal for concentration fees and heakh = regu reeshmen breaks are important Quiet times inte ofce,such as Trfore everyone has arvedcan be used vo greece Is there a deadtine ‘Set aside a time to complete the task. ves No Does the task help you work more efficiently? Is the task routine? No YES BOOKING You need some time to yourself ~ BALANCING DEMANDS 1s change all the time because we receive ie time, whether from the ¢ telephone, or a colleague popping he door, New information may tomorrow when it three days? When you receive any new quickly reassess your list of priorities. QuIET TIME time to need your undivided mn. Remember that even a short peri ime will help you work more efficiently. become exhausted and dem have established what is reasonably achievable — whether for yourself or for others = stretch your expectations from time to time. People sometimes need to feel stretched and challenged when at work, and they wa beyond their expe of 100MANacING Tine PLAN ASSESSING WORK PATTERNS Time your physical “and mental peaks so that you know how long they last. Keep some energy —— for home life and leisure activities after work. Performance level Suggest working —— flexible hours to improve company producti Dam. ffm. 1pm. 3pm. Spm. “Time of ay 103Manacine Tine SUCCESS UsING TIME PLANNERS BANNING oy Choose a diary that looks good and that you will enjoy using. so shop around to find the one that suits your needs best | CHOOSING A SYSTEM T ‘Always keep a pen noting information ital he ore 0 be able to see a week at a glance. CHOOSING A TIME PLANNER MAINTAINING A DIARY 104 105MANAGING TIME MAKING A Mast! wed a schedule can efor PoINTS TO REMEMBER (© Your master lst should be consulted at the beginning of every day auld be crossed off your it as and when they are © Ac the end of each day, new icems have been added to a master should be assessed and categorized as A-,B-, or C-tasks. ‘© Your master list can enable you to combine related tasks (© When time is allocated for tasks extra time should master list of work-related tasks. Ilhelp you to see at a glance y encourage you to compl DT Set realistic deadlines. A deadline is meant to be helpful, not a major cause of stress. 28 Delegate enjoyable tasks as well as unpleasant ones. 29 Reward yourself when you meet your deadlines. PLANNING LONG-TERM z FMany tasks on your master lst will not 30 Pian your diary when they are done. Tasks in the work no more than en recut in cycles for examp one year ahead. to aim a certain product at cer same time every year To alloc 106MANAGING Time PLANNING FOR SUCCESS ‘THINKING POSITIVELY 31 Make sure you do at least one thing every day that you enjoy. 33> Concentrate on your colleagues’ and clients’ positive attributes. to make your plans successful astef sy There set aout tel wasag te meetre 32. Read a passage 4 TAKING by your favourite author last thing at night. ive outlook, even when not engaged pleasure, 34. Use an organizer to list weaknesses, then plan how to combat them, one by one.MakinG Instant CHANGES MAKING INSTANT CHANGES There are many practical things that you can do to improve your efficiency over the short and long term ~ from clearing a desk and keeping it tidy to streamlining computer systems. CLEARING YOUR OFFICE Keep your desk “lear of everything but the current job in hand. CTING AN IMAGE ‘THINGS TO DO leal about 1. Keep work surfaces as clear as possible a all imes. 2. Tidy desk drawers, and keep them ordered, 3. Keep pens, pencils glue, and 36: Beware of self- “sticking notes. They are easily lost. accessible container. use, place the computer keyboard out of the way to create more ‘working space. Clear up daily. Never leave a mess for the morning. 110 qnMaxine Instant CHANGES ORGANIZING WORK SPACE 38 Highlight key points —— on paperwork to speed up rereading. Position a clock in “your office so it is se to you and to visitors. 40 Review your filing “system at least every few months. Note action you need to take _ Handle, file, or delegate everything else 2 113Maki Boas ——— no obvious home in a folder lab led INSTANT CHANGES LABELLING CLEARLY FILING PAPERWORK I is well worth taking efficient ‘you can waste looking for Set up a filing ‘grow with you and your business. NIZING YOUR FILING 6 10 work inthe same way as Go through your = files regularly and discard documents that you no 1 place where a paper is by the nature of th markets along geogray ling cabinets ~ one for each coi BREAKING SUBJECTS DOWN Tryo rge categories in your files, it is a good, to subdivide them to make them: For example, a development File only essential documents that will be referred in the future. are no longer required and should be discarded, and which are to be future use, 14 1s.MAaNacine Time AVOIDING INTERRUPTIONS Ask your secretary ora colleague to screen incoming phone calls for you. up the phone to indicate the end of a meeting. ‘People who may imerupt you a any such as your boss ‘© People who may interrupt you when you are as colleagues, ‘© People who may not interrupt you at in mind, and give copies to your Maxine Instant CHANGES pee) THINKING WORK SPACE Do not sit down © if you are followed into your office. ioe out of view ee sed asa shield In thisofce yo ‘sopened. You are oor 17MANAGING TIME MAKING INSTANT CHANGES | FILrerING INFORMATION Throw away any “information that you think you do not need. NG INFORMAT 10N reasingly diverse Keep all chance meetings short by standing — it z will then be 4, easier to get away. not be a true reflection example, phone calls o post because they ai PROCESSING INFORMATION Ti (© Messages arrive al should not disrupt (© Messages should be skim-read Until their main information content is absorbed © Ifa message requires action, ‘note should be made and added to a master lst. of informat coded wit (© Messages should be disposed of conce they have been dealt with, can be immediately folder name, [Iyonmarion Sources INTERNAL MEMOS AND REPORTS Information contained in interval memos and reports can be specific committee, or other group. EXTERNAL Post AND Faxes The range and importance of incoming INTRANET AND E-Matt, Electronic messaging systems are being increasingly used for rapid ‘communication and dissemination of information to individuals or groups. Nuwsrarins AND Macazines Much information on specific areas of a trade or profession can be sourced from a selective subscription lst of “newspapers and magazines only to those who need to know. Information of this type. ‘© Decide by when and for whom your comments fof actions are needed ‘© Plan to fit any action into your schedule. (© Electronic messages can be created and distributed easly <0 check if hey are relevant to you. {© Do not open messages that are not relevant to you. © Once you have acted on a message or added it to your master ist, delet it (© Stam-read articles and decide whether you want ‘a keep them for future reference. {© Take a photocopy before passing a magazine on. {© Cut out information, mark relevant sections with rod ink, and file in the appropriate place 119MANAGING TIME LING WITH REFERENCE KEEPING UP To DATE Remove magazine and newspaper articles you wish —— of information for its relevance to current projects. to keep, and file them for DELEGATING YOUR WORK Leis ve ‘example at meetings your desk covered in unprocessed messages and information. If y organize someone to Read ributing items to staff who can deal with thoroughly absence, Expl: be handled at once and best saved for your return. ‘Set aside time Aad to. es reading fle polars 121MAKING INSTANT CHANGES RKING WITH people’ time management with your own, QUESTIONS TO ASK ‘YourseLF The extent to Det consider others’ plans ‘when making my own? Qe write too many Unnecessary memos? De torznize too many rambling meetings? De always arrive on sme for appointments? Q Be Frequent iterape ‘other people? dealing with colles ‘My colleagues spend 00 much sine dcussng rater thon wring Ay alleges do a cowg ng fncugh hours ® ‘My calleogues ‘My coleogues waste time ond Cun My coleogues ‘re nat by Coke too many enough ops off A MAKING FALSE ASSUMPTIONS ASSESSING WorK ROLES ‘may resent being involved in OTHERS — perhaps he or she may have rs the agenda or makes the ragues at all lev REVIEWING YOUR ASSUMPTIONS Many people make erroneous judgments about what constitutes seniority. wo be busy hard and managing th before making assump their productivity. Consider whether you could save time by adapting your work methods to or vice versa. ANALYZING MOTIVATION Call a meeting only —— after considering other options. eee make assumptions about clea HANDLING MEETINGS You work with others most ofien when attending meetings THINKING ABOUT MEETINGS MU ibe apace ‘Alon for people to come and go Make the mest TLE? of te stv min to bring people togethe ‘might be able tos: Can the meeting dea! ‘with other business? Resohe moters UIED> wictot the esting 122 123MANAGING TIME MAKING INSTANT CHANGES MAKING PHONE CALLS here is hardly a business in existence that does not depend on the phone appropriate use can dramai your efficiency and performance. CHOOSING WHEN TO CAL! if day for making phone and draw up a brief agenda for each as if the call was a meeting. Then make sure that you cover UsING_A VOICE MAIL SYSTEM Corporate answering machines, Iso known as voice mail, are ‘becoming commonplace. Some ‘people dislike the nature of voice mail, but you need to understand how the Do's AND Dons (7 Do introduce yourselt. “This is Brian Smith rm ringing about..". 1 Do be aware of the amount of time yé spend on each call endless Dobe clear about the points you want to discuss every time you make a eal, Do leave shore, concise messages on answer machines. Ve stare a call with H Don put of urgent dieu cals to dal Seth ester and less Important ones. X Dont continue ‘means of a seen since you need to speak directly jo customers or suppliers to and agreement KEEPING ON TRACK ‘Do not let a phone conversation stray too far from your agenda unless there is a good reason, such as dealing with an unexpected problem, Take notes, and tick off items on your agenda as they are covered. You may find it easier to lead your conversation if you stand up or walk about. 1¢ when speaking ‘THINGS TO DO 1. Prepare yourself for ‘phone conversation as you would for a meeting. 2. Bunch calls together. fa ‘number is engaged, try it after completing other calls. 13. Choose an order of priority In which to make your calls. ‘4, Use a speaker phone so that you ean do other work while waiting for an answer. you use a pager, put aside eto return all your ca in you be brief or do you ing up a rapport or ing an angry customer? As an exercise, use aatimer for a week to monitor the length of time This can be sobering, both because of both the cost of the call itself CHOOSING A TELEPHONE TO Surr YOUR NEEDS Telephones now have a tre range of optional extras; look i the choices to see whether they can be used to help you work any more plck up the receiver. There is no point, however, in having a host of es that you do not use, Choose a telephone system with t you actually do need. presprogr features ‘Phone numbers and the cost in terms of your time 124 125MANAGING TIME INSTANT CHANGES "TAKING PHONE CALLS ving phone cal from malking calls. Incoming calls can Tell people when when. | —— they can call you, and note the time DEALING WITH Do's AND Don'ts CoLp CALLERS Do be polite, Do keep an open ‘mind. Cold callers may have information that is useful to you. & Don't say you will call paseo back if you have no 7 Do sus intention of doing so. and it may be ata less in your diary. who ey be Ieerested a as inthe productor. X Dontaska aller a proposal being offered. ‘to send details unless MAKING TIME FOR CALLS Do geta phone that eal ‘number as they ring. & Don't answer Wyoudo nothnow” —questong wth long the rumber you need rambling sentences notake the Gal Keep tothe point @ People you would like to ring back should be asked to do so at a time that is convenient to you. © leis not impolite to take an easy way out.‘ this an inconvenient ‘Sme!” invces the answer © A direct line enables you to give your number to those you want ‘0 reach you at once; you can divert other calls. 20RDING MESSAGES Use a recorded message Reroute your calls “when you want to avoid interruptions. 126TIME Makino Instant CHances Never delay dealing —— with any written material - it will just mount up. to cope with these you will save a great deal of time. LEARNING TO SKIM-READ phrases in reports you have to read. Skim-read the headlines in your cally newspaper. POINTS TO REMEMBER 1© The main purpose when reading is to understand the material. © Not everything can be understood fully ater one read. lt takes time to absorb a long list of points, so relevant documents must always bbe read carefully. © Skim-reading is general for documents such not for more detail © Readers need to be led through a report, so directional signposts should be in © A document should always be ‘written with the reader in mind. © Do prepare an outline before you write. © Do keep in mind the Point you are making ‘while you write, and Use clear language. Do's AND Don’rs XK Don't stare at a blank computer screen ~ write anything. X Don't make your text +20 complex or too simple fr your reader Dont pad your work with irrelevant facts Keep essential —— reference material separate from your other si #* documents and papers. 129Manacine Time Makino INSTANT CHANGES USING ‘TECHNOLOGY — Fe people today can make effective use of their time if they do not understand the basics of information technology (IT) — the convergence of telecommunications and computing, IT puts libraries in our offices and a postal service at our beck and call. FILING ON A COMPUTER Design a system for storing information along the same lines as a filing system for paperwork, ‘Create a method of class mn that suits your business, and label your documents clearly and logically, Keep your data in documents stored in folders on a hard disk (the computers memory) or on removable floppy disks (the equivalent of \g cabinets). Electronic data can be that no longer mean 5, and an rae irate he kmh togoiagh Subge can result in the Loss of data on a hard or uptodate floppy disk, so make a back-up copy of ‘material on a separate disk, and label clearly AFTER PILING arate ea reaped tern UsiNG E-MAIL There are two types of e-mail system: intranets ‘more than just simple messages. You cant send any’ les of grammar and ge tend not to be used. But is not guaranteed SEARCHING ON THE INTERNET ec adress eon or eon for of Web-site page searching currently accessed has a number of search engines ~ systems choose the keywords you ask the search engl If you do not, an unmanageable m references, many of which will page Aownloedng tne 131TIME INSTANT CHaw s HOLDING MEET INGS | [BBD eau ee, people to express views, even if they are contrary to yours. igs consume a large p the average wor a manager spends w in meetings. Making sure that meetings run Keep meetings short by listen rather than talking, g0 on so long ame is being wasted. TIMING SMAL Some one-to-one mectings interrupt “urgently” iffa routine meeting fasts over an hour. 133MANAGING TIME MAKING INSTANT CHANGES PLANNING MEETINGS CULTURAL, DIFFERENCES Differenyeuliures view meetings in llferent ways, so the handing cof a meeting depends to some exten on the nationalities of those present. The Japanese consider it an insult AF you appear alone at a meeting ~ they hono hosts by appearing in numbers. PREPARING AN AGENDA ‘The order in which ‘moving on to the next routine and st PING TO SCHEDULE Remind everyone what was agreed at a meeting in a follow-up memo. KEEPING A MEETING ON COURSE ON Course Orr Course: a ‘ep-= aeeoee eer Allow points of view actence UII to'SExpransed” | HUE a Comments ean) Ho aaconsin —) neg ES seers jam Draw conclusions | Jji> “Sonchdeonse! Denes pet st > Deckons dtsoreed on 11> 135Manac Time -| INSTANT Cl 1 "TRAVELLING FOR WORK IF possible, fit everything you need to take into one small piece of hand Take work to do in an airport lounge 36 in case of delays. 1 7 Before travelling, © assess whether the trip is necessary and cost-effective. (MANAGING Your TRAVEL TIME, Berore You TRaveL. nt general fle containing jon that you can use each a the station just before the train depart. Set your watch to = the local time at your destination, Wie You Arr Away ‘ouch with your office so that you te them on your progress and keep sorning alarm calls in 21 prove to be unreliable, rush-hour com! ‘© Combine meals with business meetings {0 sive time and create a more informal and congenial working atmosphere.Manacine Time MakING INSTANT CHANGES STAYING IN TOUCH 138, ‘TING WHILE TRAV! Points To REMEMBER © A fax is faser chan a mailed letter and often cheaper. ‘© Modems can be attached to portable computers, erat you to send faxes or telephones do not work parts of some countiies © International call costs can vary, 50 options such as telephone bureaux and kiosks should always bbe checked before any telephone «alls are made from overseas. ELLING by meme, fox oremal How to brief! ) 11> wiorovoed QUI (IR Jn by meeting fecotofoce Daily 144 145Manacine Tint MANAGING THE TIME OF OTHERS G COLLEAGUES Try not to allow —— colleagues to distract you with unimportant issues. MANAGI Hold meetings in —— colleagues’ offices, so you can leave when you need to. Ways To SHARE SKILLS {© Talk through the principles of dividing work into A,B and CCatasks and allocating 3 set number of each to do every day. © Use examples from your colleagues! workload, © Ask your colleagues to keep a time log. then review and analyze Te. with them to dacover their various working patterns. (© Help your colleagues to set up an appropriate planning system Punterine INFORMATION (© Encourage your colleagues to assess every item of information they receive to decide what action is required. (© Provide hints on faster reading based on your own experience, 5 specific related examples from the past to determine the rt course of action inthis instance. (© Be prepared to review any naw systems that are sec up. FOCUSING ON O1 UsING AID Options Apvice. Ifyou are going to give advice ive advice only when you are ot ina hurry. INFoRMATION Dispensing information fe a Decision, Reaching a decision may well take some considerable time, fe portant that you do not NCOURAGING Set aside special times when your office is open to al. Visit colleagues ‘only when you have more than one issue to discuss. 146 147MaNacinG Time Be aware of your boss's working patterns, and try to adapt to them. Ask about your boss's home life — it will help to build up a relationship. report back every d ar you? th your manager COMMUNICATING EFFICIENT Do arrive at meetings XX Don't volunteer wel propared and Your epnions unless with any rlevane Shor are requested documentation or you fel they are Vocus Important or valor notes, and give your B Don't present any terre probloms without ee agether ——_efloring some wable pee shen folotions o them ‘constantly interrupting X Don't be late for your manager. rmecings wth I Do work out whether een your manager prefers X Don't mistake your Versen or tpn bosss occasional information and thoughtless action Sippy iein that wa, for nalklouness KNowiING WHEN TO OFFEI Remember that time is perfectly “democratic. Nobody has more or less of it than you. 149