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Time Management

The reasonable man adapts himself to the world The unreasonable one persists in trying to adapt the world to himself Therefore, all progress depends on the unreasonable man !!!

George Bernard Shaw (1856– 1950)


Time is Life. It is irreversible and irreplaceable To waste your time is to waste your life INTRODUCTION .

 Being successful doesn‟t make you manage your time well  Managing your time well makes you successful  To master your time is to master your life INTRODUCTION .

3 years eating  5 months waiting at traffic lights  8 months opening unwanted mail INTRODUCTION .What Do We Do With Our Lives A 70 year old has spent :  27 years sleeping  3.

8 years working INTRODUCTION .What Do We Do With Our Lives Spend  1 year looking for misplaced objects  2 years attempting to return phone calls  4 years doing housework  5 years waiting in lines  13.


4. 3. MYTHS ABOUT TIME . do it yourself. Myth: We should take pride in working hard. 2. Myth: If you want something done right. Myth: Time can be managed. 5. Myth: The longer or harder you work the more you accomplish. Myth: You aren‟t supposed to enjoy work.1.

9.6. MYTHS ABOUT TIME . faster. 7. Myth: Do one thing at a time. 10. Myth: You should try to do the most in the least amount of time. Myth: Technology will help you do it better. Myth: Get more done and you‟ll be happier. 8. Myth: Handle paper only once.

• Effective time management is the same for everyone. Everyone is limited to only 24 hours each day. MYTHS ABOUT TIME MANAGEMENT .Myths of time management • With better time management. Time management is unique for each person because each person has different priorities and goals. you can find new time during the day.

• Activity is good in itself. if time is spend on low priorities.Myths of time management • Time management is a complex subject. Being busy is not the same as being effective. MYTHS ABOUT TIME MANAGEMENT . The basic process has only five major steps.

MYTHS ABOUT TIME MANAGEMENT . You have to actually use time management techniques consistently. • Good time managers are born not made. but everyone can learn to manage his/her time.Myths of time management • Once you learn the basics of time management you automatically make better use of your time. Some people seem to be more naturally organized.


Time is the scarcest resource of the manager. nothing else can be managed. Drucker . If it is not managed. THEORIES : THE 80/20 RULE Peter F.

Why Time Management is Important • “The Time Famine” • Bad time management = stress • This is life advice THEORIES : THE 80/20 RULE .

Formal theories of time management • Pareto‟s principle: A small number of causes (20%) is responsible for a large part of the effect (80%) “the vital few and the trivial many” THEORIES : THE 80/20 RULE .

Implications  The relationship between input and output is not balanced: .20% of a person's effort generates 80% of the person's results. .80% of your success comes from 20% of your efforts  It is vital to focus 80% of your time on the 20% of your work that REALLY counts THEORIES : THE 80/20 RULE .

Other Examples of Pareto in the workplace  80% of an employee's interruptions come from the same 20% of the people 80% of the complaints are about the same 20% of your projects or work done  THEORIES : THE 80/20 RULE .

Other Examples of Pareto in the workplace  80% of staff headaches come from 20% of the employees 80% of a problem can be solved by identifying the correct 20% of the issues   80% of the decisions made in meetings come from 20% of the meeting time THEORIES : THE 80/20 RULE .

Focusing on the “right” 20% THEORIES : THE 80/20 RULE .

The 80/20 Rule   Critical few and the trivial many Having the courage of your convictions   Good judgment comes from experience Experiences comes from bad judgment THEORIES : THE 80/20 RULE .


The Problem is Severe
By some estimates, people waste about 2 hours per day. Signs of time wasting:

Messy desk and cluttered (or no) files  Can‟t find things  Volunteer to do things other people should do

The Problem is Severe
By some estimates, people waste about 2 hours per day. Signs of time wasting:

Miss appointments, need to reschedule them late and/or unprepared for meetings  Tired/unable to concentrate

How We Waste Time
 Lack of discipline
 Indecisiveness  Personal Disorganization

 Procrastination

How We Waste Time  Inability to say ―NO‖  Poor Delegation Skills  Day Dreaming  Worry too much WHERE DID WE GO WRONG? : INTERNAL TIME WASTERS .

Internal time wasters Be aware of ways in which you waste your own time:       Procrastination Lack of planning Lack of priorities Indecision Slow reading skills Slow thinking WHERE DID WE GO WRONG? : INTERNAL TIME WASTERS .

Internal time wasters Be aware of ways in which you waste your own time:      Physical or mental exhaustion Not being able to say “no” Messy work areas Low motivation Others you can think of ____ WHERE DID WE GO WRONG? : INTERNAL TIME WASTERS .

Caused by Others  Unscheduled Meetings  Poor Communications  Confused chain of Authority  Telephone Interruptions  Drop-In Visitors WHERE DID WE GO WRONG? : EXTERNAL TIME WASTERS .Time Waste .

especially mail Office socializing Too many meetings Unscheduled visitors Poor work environment WHERE DID WE GO WRONG? : EXTERNAL TIME WASTERS .External time wasters Be aware of ways others or the environment waste your time:      Interruptions.

External time wasters Be aware of ways others or the environment waste your time:     Unclear goals Trying to get other‟s cooperation Bureaucratic “red tape” Others you can think of _____ WHERE DID WE GO WRONG? : EXTERNAL TIME WASTERS .

fire fighting. Management by crisis. WHERE DID WE GO WRONG? .Time Wasters      Attempting too much. Incomplete information. Not saying no. Interruptions.


Things they didn‟t (couldn‟t) teach us in school TIME MANAGEMENT ISSUES .

Time Management Issues Prioritising Planning Scheduling Organizing Meetings Delegating Collaborating Decisions Making Saying „No‟ Interruptions Procrastinating Pacing Time Management Process TIME MANAGEMENT ISSUES .

Personal b. Set your own priorities a. Professional 2. Determine your goals for each priority 3.Time management process 1. Plan the steps for goal attainment TM ISSUES : TM PROCESS .

Use time management tools/techniques TM ISSUES : TM PROCESS .Time management process 4. Allocate time appropriately for each step 5.


Just because you can do something. SETTING PRIORITIES . doesn‟t mean you should. TM PROCESS : 1.

"Okay. shares the following story experienced by one of his associates: I attended a seminar once where the instructor was lecturing on time." He reached under the table and pulled out a wide-mouthed gallon jar. At one point. time for a quiz. He set it on the table next to a platter with some fist-sized rocks on it. SETTING PRIORITIES . he said. TM PROCESS : 1.Is The Jar Full? • Stephen Covey in his book. "How many of these rocks do you think we can get in the jar?" he asked. First Things First.

Then he asked. then another . SETTING PRIORITIES . "Okay. I don't remember how many he got in. but he got the jar full. . . . Let's find out." TM PROCESS : 1. "Is this jar full?" Everyone looked at the rocks and said." He set one rock in the jar . then another. . he said. "Yes.•After we made our guess.

SETTING PRIORITIES .•Then he said. "Is the jar full?" TM PROCESS : 1. Then he grinned and said once more. "Ahhh" He reached under the table and pulled out a bucket of gravel. Then he dumped some gravel in and shook the jar and the gravel went in all the little spaces left by the big rocks.

TM PROCESS : 1. SETTING PRIORITIES . "Probably not. Once more he looked and said." we said. "Good!" he replied. He started dumping the sand in and it went into all of the little spaces left by the rocks and the gravel. "Is this jar full?" "No!" we roared.•By this time the class was on to him. He reached under the table and brought out a bucket of sand.

•He said. He got something like a quart of water in that jar. " Well. Then he said. "Well. what's the point?" Somebody said. SETTING PRIORITIES . there are gaps. and if you work really hard you can always fit some more things into your life. "Good!" and he grabbed a pitcher of water and began to pour it in." TM PROCESS : 1.

"No." he said. "that's not really the point. SETTING PRIORITIES . The point is this: Put the Big Rocks in First TM PROCESS : 1.

Setting priorities  Are you unsure what is important to you? Think about what you would do if you only had one more year to live can’t do everything:  Think  You about what you would like to accomplish  Think about what regrets you might have for not accomplishing something TM PROCESS : 1. SETTING PRIORITIES .

weekly TM PROCESS : 1. SETTING PRIORITIES . monthly.Walk away with…    Develop your personal and professional priorities Find and use a great calendar Develop plans – annual.

Walk away with…     Note all deadlines on your plans Make a “to do” list daily Prioritize and re-prioritize your daily list Work on your top priorities first TM PROCESS : 1. SETTING PRIORITIES .

Question Things  What is the objective?  How will I know if I‟m successful?  How will I be rewarded?  Is this task something I want to do? TM PROCESS : 1. SETTING PRIORITIES .

SETTING PRIORITIES .Question Things      Do I have the time to do it ? What have I got to lose ? Is there a better way to do it ? Should it even be done at all ? Will the world come to an end if ? TM PROCESS : 1.

cash.  Effectiveness is…doing what will make the most difference. SETTING PRIORITIES . TM PROCESS : 1.  Too many people / organisations businesses spend lots of time making sure they are doing things right and not enough determining if they are doing the right things. or time.Be both efficient and effective  Efficiency is…completing a task with the least possible amount of wasted labor.

The four-quadrant TO DO List Urgent Important Not Important Not Urgent 1 3 2 4 TM PROCESS : 1. SETTING PRIORITIES .

But you also have to please yourself. TM PROCESS : 1. SETTING PRIORITIES .  Yes.  You don‟t always have to do everything yourself. you have to please other people.Other Prioritization Tips  You don‟t have to do everything everybody tells you to do.

Give Yourself Permission to Fail   Failure is okay. not challenged yourself.. SETTING PRIORITIES . TM PROCESS : 1. it means you have not risked. If you have not failed. if..


SETTING GOALS .Set goals for each priority  You can‟t do everything: Think about what you would like to accomplish Think about what regrets you might have for not accomplishing something TM PROCESS : 2.

Set goals for each priority  Personal priority: spend more time with family Goal: Spend additional ½ hour with family at dinner Goal: Spend one afternoon every two months with parents TM PROCESS : 2. SETTING GOALS .

Set goals for each priority  Professional priority: achieve promotion Goal: Get >90% marks for Performance Assessment every year Goal: Take one post-basic course within 5 years of service TM PROCESS : 2. SETTING GOALS .


Alan Lakein Failing to plan is planning to fail TM PROCESS : 3. PLANNING .Plan for goal attainment Planning is bringing the future into the present so you can do something about it now.

how will you know when you get there?” Strategic planning solves these problems.STRATEGIC PLANNING “If you don‟t know where you‟re going. PLANNING . TM PROCESS : 3. any road will get you there!” “If you don‟t know where you‟re going.

or mission statements.Is Strategic Planning the same as goals. or visions? Sort of… TM PROCESS : 3. PLANNING .

A vision is…       what you want your hospital to be future oriented un-achievable? has a lifetime of 5. or more years My vision… What‟s yours? TM PROCESS : 3. PLANNING .

and why. how it does it.A mission is…       what the institution does. My mission. for whom it does it. PLANNING . What‟s yours? TM PROCESS : 3.

PLANNING .Then set your goals…   must be concrete must be measurable   must be in writing must be achievable TM PROCESS : 3.

PLANNING . Don‟t schedule more than is humanly possible.The Big Picture     Important to know when you‟ve done all that you can. Keep the long term goals in mind. Don‟t stress about things that you can‟t control. (The PhDs) TM PROCESS : 3.

PLANNING .Obstacles to planning work We often encounter a number of obstacles in planning our work:  Others‟ plans and priorities  Lack of solid planning skills  Time required for good planning  Pressure of other work TM PROCESS : 3.

Obstacles to planning work We often encounter a number of obstacles in planning our work:    Absences of examples. so you can work around them before they become problems. TM PROCESS : 3. if the project is new Time wasters such as procrastination Interruptions Try to anticipate obstacles. PLANNING .

errors  Wasted time/resources TM PROCESS : 3. accidents. PLANNING .Poor planning consequences Despite obstacles we should make planning a priority in order to avoid:  Decreased productivity  Dissatisfaction among co-workers  Misunderstandings and confusion  Pressure from others  Poor work quality.

Planning. PLANNING . the starting point For all major tasks you should consider:  Why is the job necessary? What‟s its purpose? achieve?  What goals do you want to  When is best time of day or schedule to do it? TM PROCESS : 3.

PLANNING . the starting point For all major tasks you should consider:  Where is the best location to do it?  Who would produce best results? Is training needed?  How should it be done (traditional/ innovative)? TM PROCESS : 3.Planning.

PLANNING .To Do Lists   Break things down into small steps Do the ugliest thing first TM PROCESS : 3.

PLANNING Not Urgent 1 3 2 4 .The four-quadrant TO DO List Urgent Important Not Important TM PROCESS : 3.


ALLOCATE TIME .Plan to allocate time   Visualize the end result: your goal Estimate the time required   Break the whole into pieces Develop a schedule TM PROCESS : 4.

ALLOCATE TIME .Plan to allocate time  Check your progress against your time estimate Refine the schedule if needed Anticipate/allow for possible problems   TM PROCESS : 4.

The same effect can be achieved with working and completing tasks. TM PROCESS : 4. ALLOCATE TIME : PACING .PACING Athletes know the phenomenon of running with someone ahead of them to increase their times.

 Set a timer to help you reach the goal of completing the task in reduced time. make pacing work for you by doing the following:  Estimate the time needed to complete a task. ALLOCATE TIME : PACING . TM PROCESS : 4.  Subtract 15% from that estimate.Because work expands or contracts to fit the time allotted.


   Use “to do” lists for planning Create a time diary to track where your time actually goes Become aware of your external and internal timewasters and avoid them  Pulverize paperwork TM PROCESS : 5. TOOLS AND TECHNIQUES .

TOOLS AND TECHNIQUES : TO DO LIST .Eliminating things from your to do list • What‟s the worst that can happen if I don‟t do this? • Am I the only person who can do this? • Must it be done now? • Is there an easier way to do it? TM PROCESS : 5.

The ―to do‖ list: a power tool  Use it as a master planning tool  Use annual. weekly versions  Statistics prove you‟ll be more productive TM PROCESS : 5. TOOLS AND TECHNIQUES : TO DO LIST . monthly.

TOOLS AND TECHNIQUES : TO DO LIST .The ―to do‖ list: a power tool   It‟s a visual schedule It acts as reminder   It gives direction You get satisfaction when items are crossed off TM PROCESS : 5.

Annual ―to do‖ list Your annual list should include: Major recurring events/projects Example: Annual events Major new projects – major/minor tasks Example: New web site Minor new projects – major/minor tasks Example: New committee. TOOLS AND TECHNIQUES : TO DO LIST . new newsletter TM PROCESS : 5.

TOOLS AND TECHNIQUES : TO DO LIST .Monthly ―to do‖ list Your monthly list should include: Regular reporting deadlines Example: monthly report Publication due dates Example: quarterly journal printing Important standing meetings Example: monthly meeting TM PROCESS : 5.

Monthly ―to do‖ list Your monthly list should include: Project task deadlines Example: preparation of presentations Long-term follow-up ticklers Example: Event Calendar TM PROCESS : 5. TOOLS AND TECHNIQUES : TO DO LIST .

Daily ―to do‖ list
Your daily list should include: Meetings
Example: 9:30 a.m. staff meeting

Example: 3:30 p.m. Accounts Officer

Follow-up phone/email
Example: Return call from XYZ at 9:45 a.m.

Short-term follow-up ticklers
Example: Check with Director‟s PA about

staff meeting minutes

Keep a diary
Still can‟t figure out where the times goes? Keep a diary for about two weeks:

 Include personal time  List time that was needed to do each task  Prioritize what should have been done;
compare it to the actual work accomplished  Analyze what can be cut/compressed  Note time wasters





 Outsource what you can.  Resist the temptation to do small.  Let go–don‟t be a perfectionist. insignificant tasks too well. TM ISSUES : SCHEDULING AND TIMING .Making the Best Use Of Time  Decide that you don‟t have to please everyone.

then review and revise often  Check in with colleagues and seniors  „You‟ are in charge (not the schedule) TM ISSUES : SCHEDULING AND TIMING .Scheduling  Negotiate and manage realistic deadlines  Use available scheduling tools to best effect  Structure in adequate time for all stages of the work.

  Don‟t set yourself up for failure. Be realistic about what you can accomplish. TM ISSUES : SCHEDULING AND TIMING . Don‟t try to juggle too many things.Be Realistic   Examine your schedule.

you make it Everything you do is an opportunity cost Learn to say “No”   TM ISSUES : SCHEDULING AND TIMING .Scheduling Yourself  You don‟t find time for important things.

Timing  Knowing when not to work is as important as knowing when to work. TM ISSUES : SCHEDULING AND TIMING .  Save the easiest tasks for the end of the day.

Schedule meetings. spend it alone. TM ISSUES : SCHEDULING AND TIMING . Defend it ruthlessly. phone calls.  Find your dead time. maybe at home. and mundane stuff during it.Everyone has Good and Bad Times  Find your creative/thinking time.

Start with the most important work of the day. Don‟t schedule meetings for this time.Get The Most Out Of the First Two Hours of the Day     Don‟t eat breakfast at work. TM ISSUES : SCHEDULING AND TIMING . Do the things you don‟t want to do first.

Get things done     Allow for emergencies. don‟t overbook Schedule the most challenging tasks for when you are most alert Keep your goals in mind Evaluate your priorities continuously during the day and always work on the most important task first TM ISSUES : SCHEDULING AND TIMING .


heart rate and hormone levels and immunities. metabolism. including sleep. alertness. blood pressure.Circadian Rhythms Circadian rhythms are internal biological clocks that regulate many functions and activities. TM ISSUES : SCHEDULING AND TIMING . temperature.

Circadian Rhythms  About every 24 hours our bodies cycle through metabolic and chemical changes.  These Circadian Rhythms are  Whether you are a “Morning Person” or a “Night Owl” is determined by these cycles. TM ISSUES : SCHEDULING AND TIMING . reset by sunlight each morning.

we can work with these natural rhythms instead of fighting them.  We can make more efficient use of our time by scheduling certain activities at certain times of the day.Maximize your Efficiency Work With Your Body Cycles . TM ISSUES : SCHEDULING AND TIMING .not Against Them  If we learn to listen to our bodies.

or mental. and problem solving are performed most efficiently in the morning. TM ISSUES : SCHEDULING AND TIMING . calculating.Cognitive Tasks : 8am . *If you are a Night Owl. tasks such as reading.12 noon* Cognitive. shift these times about 3-4 hours later in the day.

10 am Short term memory tasks such as last minute reviewing for tests are best performed early in the morning. shift these times about 3-4 hours later in the day. TM ISSUES : SCHEDULING AND TIMING .Short term memory : 6 am . *If you are a Night Owl.

*If you are a Night Owl.4pm* Longer term Memory tasks such as memorizing speeches and information for application are best performed in the afternoon. TM ISSUES : SCHEDULING AND TIMING . shift these times about 3-4 hours later in the day.Long term memory : 1 pm .

Manual Dexterity : 2 pm to 6 pm* You are most efficient at tasks involving the use of your hands such as keyboarding and carpentry in the afternoon and early evening. TM ISSUES : SCHEDULING AND TIMING . *If you are a Night Owl. shift these times about 3-4 hours later in the day.

*If you are a Night Owl. Exercising about 5 hours before bedtime improves the quality of sleep.Physical Workouts : 4 pm to 9 pm *  Because of Circadian Rhythms it is best to engage in physical activity in the evening when your large muscle coordination is at its peak.  Studies show you will perceive the workout to be easier in the evening.  TM ISSUES : SCHEDULING AND TIMING . shift these times about 3-4 hours later in the day.



Why aren’t we organized?    It takes too much time.” TM ISSUES : GETTING ORGANISED . You want to do it “perfectly. You don‟t know how.

Wasted time.The price of not being organized?      Missed deadlines. Wasted money. TM ISSUES : GETTING ORGANISED . Overlooked opportunities. Lost customers due to poor or slow service.

files and equipment. TM ISSUES : GETTING ORGANISED .Signs of Disorganization      Desk or office cluttered with papers. Poor or no filing system No follow-up system Don‟t know where to put the papers Procrastination .It‟s either the fear of failure or simple indecision.

Signs of Disorganization  Being reactive instead of proactive to the job or task at hand (Waiting for something to happen instead of making something happen)  Unable to identify between the urgent. the important and the unnecessary (A problem with prioritizing) TM ISSUES : GETTING ORGANISED .

the less cluttered the desk TM ISSUES : GETTING ORGANISED .Clear Up The Clutter  A cluttered desk is a sign of disorganization  The higher on the organizational chart.

Keep Clutter Out of Your Life Managing Time More Productively Keeps Clutter Out of Your Life Mental Clutter-Things that occupy your mind that should be released from it. TM ISSUES : GETTING ORGANISED . Things you should delegate to others. Eg.

Organize yourself  Keep an updated “to do” list. in priority order Deal with paperwork/e-mail once or treat it as a scheduled event Practice proper filing   TM ISSUES : GETTING ORGANISED .

Organize yourself  Use technology wisely  Manage professional reading  Organize your workspace (match  your own mental models) Use project management techniques Time shift  TM ISSUES : GETTING ORGANISED .

back it up regularly. Write dates for follow-up on calendar. Have one master calendar. If you use an electronic calendar.Using Your Calendar      Add a meeting as soon as you know about it. TM ISSUES : GETTING ORGANISED . Include personal deadlines.


•No man is an island •You can accomplish a lot more with help TM ISSUES : DELEGATION .

Consequences of not delegating • • • Get bogged down in minor and routine tasks Constantly helping others with their work Feel it‟s easier and faster to do it yourself


 Don‟t delegate if you can

eliminate  Delegate appropriately, gradually and strategically  Give support and credit  Time invested now has a future payoff  DO NOT micromanage!

Delegation is not dumping
 Grant authority with responsibility.
 Concrete goal, deadline, and

 Treat your people well


not procedures  Tell the relative importance of this task TM ISSUES : DELEGATION .Challenge People    People rise to the challenge: You should delegate “until they complain” Communication Must Be Clear: “Get it in writing” Give objectives.


Collaboration Assigning/sharing workload Maximizing the strengths and productivity of a team TM ISSUES : COLLABORATION .

Collaboration    Making good use of the ideas of others Asking for help when you need it Borrowing models and templates from other sources TM ISSUES : COLLABORATION .


Decision making It doesn't matter which side of the fence you get off on sometimes. What matters most is getting off. Jim Rohn TM ISSUES : MAKING DECISION . You cannot make progress without making decisions.

Decision making  Make informed decisions  DO make decisions  Communicate effectively and clearly  Use common sense TM ISSUES : MAKING DECISION .


You Can—and Should, Say ―No‖

People take advantage of you only with your permission.


Learn to say ―NO‖
 Recognize your limits  Take time to think about it  Be honest and vocal about why  Offer to defer or take a turn next time  Discuss workload with supervisor - suggest an alternate approach

Gentle No’s
“I‟ll do it if nobody else steps forward” or “I‟ll be your deep fall back,” but you have to keep searching. Argue for your limitations and sure enough they‟re yours
Richard Bach



Interruptions  6-9 minutes. 4-5 minute recovery – five interruptions shoot an hour You must reduce frequency and length of interruptions (turn phone calls into e-mail)  TM ISSUES : INTERRUPTIONS .

Try closing your door or arranging your office to discourage drop-ins. we wouldn't have jobs. TM ISSUES : INTERRUPTIONS .Interruptions…     If no one asked questions. If all else fails. hide. Anticipate the most common questions.

make yourself inaccessible  Schedule formal “check-in” meetings TM ISSUES : INTERRUPTIONS .Managing interruptions  For crucial deadlines.

Managing interruptions     Schedule social time Be polite but direct Offer an alternate time Manage self-interruptions TM ISSUES : INTERRUPTIONS .

stroll to the door.Cutting Things Short     “I‟m in the middle of something now…” Start with “I only have 5 minutes” – you can always extend this Stand up. shake hands Clock-watching. thank. complement. on wall behind them TM ISSUES : INTERRUPTIONS .


“Procrastination is the thief of time” Edward Young TM ISSUES : PROCRASTINATION .

. it is much easier to procrastinate and live on the 'someday I'll' philosophy. People procrastinate because they are afraid of the success that they know will result if they move ahead now.Denis Waitley TM ISSUES : PROCRASTINATION . Because success is heavy and carries a responsibility with it.Procrastination is the fear of success.

 It is easier to accept that we failed because we didn‟t even attempt a project than to fail at doing the project.Fear of Success and Failure We procrastinate because we fear FAILURE. TM ISSUES : PROCRASTINATION .

Fear of Success and Failure We procrastinate because we fear SUCCESS.  If I do an outstanding job on this project. everyone will expect me to do the same next semester.  If I get all “A‟s” this semester. TM ISSUES : PROCRASTINATION . my boss will just pile on more work.

 Distractions. easy or trivial stuff things first.  Worrying about the final outcome.  Doing “unimportant”.The Art of Procrastination Art of Delaying the inevitable Where can you lose time?  Worrying about finishing on time. TM ISSUES : PROCRASTINATION .

You may think if you put it off someone else will do it. We‟re afraid to fail. You‟re over-committed.Why do we procrastinate?       Don‟t know where to start. TM ISSUES : PROCRASTINATION . To avoid an unpleasant task. Waiting for more information.

Procrastination: Do you suffer from it? Reasons for procrastination:  Fear  Uncomfortable  Lack of proper priorities  Lack of direction/goals  Lack of value clarification TM ISSUES : PROCRASTINATION .

The secret of getting started is breaking your complex overwhelming tasks into small manageable tasks.” Mark Twain TM ISSUES : PROCRASTINATION . and then starting on the first one.Conquer Procrastination “The secret of getting ahead is getting started.

  TM ISSUES : PROCRASTINATION .Avoiding Procrastination Remember !!  Doing things at the last minute is much more expensive than just before the last minute Deadlines are really important: establish them yourself! You do not work best under pressure.

• Try to do at least one of them each day until you catch up.To overcome procrastination: • List the things you have been avoiding. TM ISSUES : PROCRASTINATION . • Prioritize them.

Avoiding procrastination      Divide project into small. schedulable stages Do collaborative work Ask for help Don‟t be a perfectionist Take a break at the end TM ISSUES : PROCRASTINATION .


” TM ISSUES : PROCRASTINATION . at least take the blame! “I‟ve prepared my paper but I couldn‟t print it out as the files in my PC were deleted by viruses!!” “I‟m late to work because I couldn‟t find a parking space.If you are going to procrastinate.


newsletter.TOSS paperwork Trim Remove yourself from excess email. put it in a tickler file TM ISSUES : PAPERWORKS . pass it on. and magazine routings Outsource immediately Throw it away. mail. memo.

TOSS paperwork Save File things you must save immediately. handle it. then junk it. you‟ll never use again! Start Do it now. file it as you work through the pile TM ISSUES : PAPERWORKS . answer it. 80% of what you keep. Set aside time daily to handle email and paperwork. Regularly compress and purge paper and electronic files.

Paperwork     Clutter is death. it leads to thrashing. your inbox is not your TO DO list TM ISSUES : PAPERWORKS . Keep desk clear: focus on one thing at a time A good file system is essential Touch each piece of paper once Touch each piece of email once.

Share your reading with a friend. Keep a reading file. TM ISSUES : PAPERWORKS .Managing Your To-Read Pile      You will probably never be able to read everything you would like to read. Scan. Read with a pen in your hand.

which is different than a research dig  TM ISSUES : PAPERWORKS .Reading Pile  Only read something if you‟ll be fired for not reading it Note that this refers to periodicals and routine reading.


   Average executive: > 40% of time Lock the door. unplug the phone Maximum of 1 hour   Prepare: there must be an agenda 1 minute minutes: an efficient way to keep track of decisions made in a meeting: who is responsible for what by when? TM ISSUES : MEETINGS .

Managing Meetings  Question the need and    frequency of meetings Shared agenda building (Only) the right participants Facilitate well TM ISSUES : MEETINGS .

document sharing. and work between meetings TM ISSUES : MEETINGS .Managing Meetings  Keep minutes brief (a record of the agenda + decisions + designated follow-up)  Maximize email collaboration.

Can the problem be solved or decision reached without a meeting? Does the meeting have a set ending time? TM ISSUES : MEETINGS .―Avoid meetings with time-wasting morons. Don‟t attend unless there is a set agenda.‖     Make sure it‟s a working meeting.


stand during call Start by announcing goals for the call   Don‟t put your feet up Have something in view that you‟re waiting to get to next TM ISSUES : TELEPHONE .Telephone   Keep calls short.

get off: “I have staffs waiting” If necessary. hang up while you‟re talking Group outgoing calls: just before lunch and 5pm TM ISSUES : TELEPHONE .Telephone    When done.


Make your office comfortable for you. and optionally comfortable for others SUMMARY .

Microsoft Schedule. A watch . Outlook.Artifacts for Staying on Track      SUMMARY 10 minutes a day for planning.Running to-do list. Palm Pilot Pad of paper . Flexible scheduling Automated schedulers .Netscape Calendar. place for unloading.

Developing The Habit  Takes Discipline and Practice to Have Good Time Management Skills  Develop Skills Incrementally Start by developing a realistic schedule Build in reward system for finishing things  Over time. SUMMARY . it‟ll become second nature.

Maximizing the ―fun‖ parts  Choose work that you like  Importance of humour  Make the work as pleasant as  possible Rewarding yourself for reaching small and large goals SUMMARY .

and learn from them  Play nice Use your common sense  SUMMARY . Take care of yourself  Avoid burnout  Take breaks and time off and don‟t compromise them  Rewards for good work done  Forgive mistakes….