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)

INTRODUCTION

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

 To master your time is
INTRODUCTION

master your life

What Do We Do With Our Lives
A 70 year old spend :  27 years sleeping  3.3 years eating  5 months waiting at traffic lights  8 months opening unwanted mail
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  13.8 years working
INTRODUCTION

MYTHS ABOUT TIME

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

6. Myth: You should try to do the most in the least amount of time.

7. Myth: Technology will help you do it better, faster. 8. Myth: Do one thing at a time.
9. Myth: Handle paper only once.

10. Myth: Get more done and you‟ll be happier.
MYTHS ABOUT TIME

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

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

MYTHS ABOUT TIME MANAGEMENT

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

THEORIES : THE 80/20 RULE

Time is the scarcest resource of the manager; If it is not managed, nothing else can be managed.
THEORIES : THE 80/20

Peter F.

Why Time Management is Important
• “The Time Famine”

• Bad time management = stress
• This is life advice
THEORIES : THE 80/20

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

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

Other Examples of Pareto in the workplace

80% of a manager's interruptions come from the same 20% of the people
80% of customer complains are about the same 20% of your projects, products or services

THEORIES : THE 80/20

Other Examples of Pareto in the workplace

80% of your staff headaches come from 20% of our 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

Focusing on the “right” 20%

THEORIES : THE 80/20

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

WHERE DID WE GO WRONG?

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
WHERE DID WE GO WRONG?

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
WHERE DID WE GO WRONG?

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

Disorganization
 Procrastination
WHERE DID WE GO WRONG? : INTERNAL TIME WASTER

How We Waste Time
 Inability to say ―NO‖
 Poor Delegation Skills  Day Dreaming  Worry too much

WHERE DID WE GO WRONG? : INTERNAL TIME WASTER

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 WASTER

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 WASTER

Time Waste - Caused by Others

 Unscheduled Meetings
 Poor Communications

 Confused chain of Authority
 Telephone Interruptions  Drop-In Visitors
WHERE DID WE GO WRONG? : EXTERNAL TIME WASTER

External time wasters
Be aware of ways others or the environment waste your time:

    

Interruptions, especially mail Office socializing Too many meetings Unscheduled visitors Poor work environment

WHERE DID WE GO WRONG? : EXTERNAL TIME WASTER

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 WASTER

Time Wasters

   

Attempting too much. Not saying no. Incomplete information. Management by crisis, fire fighting. Interruptions.

WHERE DID WE GO WRONG?

TIME MANAGEMENT ISSUES

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

Time Management Issues Prioritising Collaborating
Planning
Scheduling Organizing Meetings Delegating

Decisions Making Saying „No‟ Interruptions
Procrastinating Pacing

Time Management Process
TIME MANAGEMENT ISSUES

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

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

TM ISSUES : TM PROCESS

TM PROCESS STEP 1: SETTING PRIORITIES

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

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

TM PROCESS : 1. SETTING PRIORITIES

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

TM PROCESS :

•Then he said, "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. Then he grinned and said once more, "Is the jar full?" 1. SETTING PRIORITIES

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

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

"No," he said, "that's not really the point. The point is this:

Put the Big Rocks in First
TM PROCESS : 1. SETTING PRIORITIES

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

Walk away with…

Develop your personal and professional priorities  Find and use a great calendar  Develop plans – annual, monthly, weekly

TM PROCESS : 1. SETTING PRIORITIES

Walk away with…
 

 

Note all deadline on your plans Make a “to do” list daily Prioritize and reprioritize 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

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. SETTING PRIORITIES

Be both efficient and effective
Efficiency is…  Effectiveness is…  Too many businesses spend lots of time making sure they are doing things right and not enough determining if they are doing the right things.

TM PROCESS : 1. SETTING PRIORITIES

The four-quadrant TO DO List

Urgent Important Not Important

Not Urgent

1
3

2
4

TM PROCESS : 1. SETTING PRIORITIES

Other Prioritization Tips
 You don‟t have to do everything
everybody tells you to do.

 You don‟t always have to do
everything yourself.

 Yes, you have to please other
people. But you also have to please yourself.
TM PROCESS : 1. SETTING PRIORITIES

Give Yourself Permission to Fail

Failure is okay, if...
If you have not failed, it means you have not risked, not challenged yourself.

TM PROCESS : 1. SETTING PRIORITIES

STEP 2: SET GOALS FOR EACH PRIORITY

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. SETTING GOALS

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

STEP 3 : PLANNING

Plan for goal attainment
Planning is bringing the future into the present so you can do something about it now.
Alan Lakein

Failing to plan is planning to fail
TM PROCESS : 3. PLANNING

STRATEGIC PLANNING
“If you don‟t know where you‟re going, any road will get you there!”
“If you don‟t know where you‟re going, how will you know when you get there?”

Strategic planning solves these problems.
TM PROCESS : 3. PLANNING

Is Strategic Planning the same as goals, or mission statements, 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

A mission is…
     
what the institution does, for whom it does it, how it does it, and why. My mission. 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

The Big Picture
  

Important to know when you‟ve done all that you can. Don‟t schedule more than is humanly possible. Don‟t stress about things that you can‟t control. Keep the long term goals in mind. (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. PLANNING

Obstacles to planning work
We often encounter a number of obstacles in planning our work:


Absences of examples, if the project is new Time wasters such as procrastination Interruptions

Try to anticipate obstacles, so you can work around them before they become problems.
TM PROCESS : 3. 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, accidents, errors
 Wasted time/resources
TM PROCESS : 3. PLANNING

Planning, the starting point
For all major tasks you should consider:

  

Why is the job necessary? What‟s its purpose? What goals do you want to achieve? When is best time of day or schedule to do it?

TM PROCESS : 3. PLANNING

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

To Do Lists

Break things down into small steps
Do the ugliest thing first

TM PROCESS : 3. PLANNING

The four-quadrant TO DO List

Urgent Important Not Important
TM PROCESS : 3. PLANNING

Not Urgent

1
3

2
4

STEP 4: PLAN TO 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. ALLOCATE TIME

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

Because work expands or contracts to fit the time allotted, make pacing work for you by doing the following:

 Estimate the time needed to
complete a task.

 Subtract 15% from that estimate.  Set a timer to help you reach
the goal of completing the task in reduced time.
TM PROCESS : 4. ALLOCATE TIME : PACING

STEP 5:
TIME MANAGEMENT TOOLS AND TECHNIQUES

  

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

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. TOOLS AND TECHNIQUES : TO DO

The ―to do‖ list: a power tool  Use it as a master planning
tool

 Use annual, monthly, weekly
versions

 Statistics prove you‟ll be more
productive

TM PROCESS : 5. TOOLS AND TECHNIQUES : TO DO

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. TOOLS AND TECHNIQUES : TO DO

Annual ―to do‖ list
Your annual list should include:
Major recurring events/projects
Example: Annual awards ceremony

Major new projects – major/minor tasks
Example: New hospital web site

Minor new projects – major/minor tasks
Example: New safety committee, new

safety newsletter
TM PROCESS : 5. TOOLS AND TECHNIQUES : TO DO

Monthly ―to do‖ list
Your monthly list should include:
Regular reporting deadlines Example: monthly budget report

Publication due dates Example: quarterly tabloid printing Important standing meetings Example: monthly safety meeting
TM PROCESS : 5. TOOLS AND TECHNIQUES : TO DO

Monthly ―to do‖ list
Your monthly list should include:
 Project task deadlines
Example: home page of web site

done by 2007
 Long-term follow-up ticklers
Example: MS ISO 9001 : 2000

audit schedule

TM PROCESS : 5. TOOLS AND TECHNIQUES : TO DO

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

Appointments
Example: 5:30 p.m. District Officer

Follow-up phone/email
Example: Return call from TPK in a.m.

Short-term follow-up ticklers
Example: Check with EO about senior staff

meeting minutes
TM PROCESS : 5. TOOLS AND TECHNIQUES : TO DO

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
TM PROCESS : 5. TOOLS AND TECHNIQUES : DIARY

MICROSOFT OUTLOOK

TM PROCESS : 5. TOOLS AND TECHNIQUES : OTHERS

SCHEDULIN G AND TIMING

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

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, then review and revise often

 Check in with colleagues and clients 
You are in charge (not the schedule)

TM ISSUES : SCHEDULING AND TIMING

Be Realistic
 

Examine your schedule. Be realistic about what you can accomplish. Don‟t try to juggle too many things. Don‟t set yourself up for failure.

TM ISSUES : SCHEDULING AND TIMING

Scheduling Yourself

You don‟t find time for important things, you make it Everything you do is an opportunity cost Learn to say “No”

TM ISSUES : SCHEDULING AND TIMING

Timing

Knowing when not to work is as important as knowing when to work.

Save the easiest tasks for the end of the day.

TM ISSUES : SCHEDULING AND TIMING

Everyone has Good and Bad Times  Find your creative/thinking time.
Defend it ruthlessly, spend it alone, maybe at home.

Find your dead time. Schedule meetings, phone calls, and mundane stuff during it.

TM ISSUES : SCHEDULING AND TIMING

Get The Most Out Of the First Two Hours of the Day

 

Don‟t eat breakfast at work. Don‟t schedule meetings for this time. Start with the most important work of the day. Do the things you don‟t want to do first.

TM ISSUES : SCHEDULING AND TIMING

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

Tick When I Should Tock?

TM ISSUES : SCHEDULING AND TIMING

Circadian Rhythms
Circadian rhythms are internal biological clocks that regulate many functions and activities, including sleep, temperature, metabolism, alertness, blood pressure, heart rate and hormone levels and immunities.

TM ISSUES : SCHEDULING AND TIMING

Circadian Rhythms

 About every 24 hours our

bodies cycle through metabolic and chemical changes.
reset by sunlight each morning.

 These Circadian Rhythms are
 Whether you are a “Morning
Person” or a “Night Owl” is determined by these cycles.
TM ISSUES : SCHEDULING AND TIMING

Maximize your Efficiency Work With Your Body Cycles - not Against Them

If we learn to listen to our bodies, 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.

TM ISSUES : SCHEDULING AND TIMING

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

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

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

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.
*If you are a Night Owl, shift these times about 3-4 hours later in the day.
TM ISSUES : SCHEDULING AND TIMING

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. Exercising about 5 hours before bedtime improves the quality of sleep.
*If you are a Night Owl, shift these times about 3-4 hours later in the day.

TM ISSUES : SCHEDULING AND TIMING

GET ORGANISE D

DO YOU LIKE THIS ???

TM ISSUES : GETTING ORGANISED

Why aren’t we organized?

 

It takes too much time. You don‟t know how. You want to do it “perfectly.”

TM ISSUES : GETTING ORGANISED

The price of not being organized?

   

Missed deadlines. Overlooked opportunities. Wasted time. Lost customers due to poor or slow service.  Wasted money.
TM ISSUES : GETTING ORGANISED

Signs of Disorganization  Desk or office cluttered with
  

papers, files and equipment. 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.

TM ISSUES : GETTING ORGANISED

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

TM ISSUES : GETTING ORGANISED

Clear Up The Clutter

 A cluttered desk is a sign
of disorganization

 The higher on the
organizational chart, the less cluttered the desk

TM ISSUES : GETTING ORGANISED

Keep Clutter Out of Your LifeManaging Time More 
Productively Keeps Clutter Out of Your Life

Mental Clutter-Things that occupy your mind that should be released from it.
Eg. Things you should delegate others.

to

TM ISSUES : GETTING ORGANISED

Organize yourself
 

Keep an updated “to do” list, in priority order

Deal with paperwork/email once or treat it as a scheduled event

 

Staged filing
Practice the “deep filing" method

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

Using Your Calendar



Add a meeting as soon as you know about it. Write dates for follow-up on calendar. Include personal deadlines. Have one master calendar. If you use an electronic calendar, back it up regularly.

  

TM ISSUES : GETTING ORGANISED

DELEGATING

•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
TM ISSUES : DELEGATION

Consequences of not delegating • Frustration when training new staff
– –

Too time-consuming Takes two to three times longer to complete tasks – Additional time for review and correction of work
TM ISSUES : DELEGATION

Tips
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!

TM ISSUES : DELEGATION

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

 Treat your people well

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, not procedures

Tell the relative importance of this task

TM ISSUES : DELEGATION

COLLABORATIO N

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

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

Decision making

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

LEARNING TO SAY NO

You Can—and Should, Say ―No‖

People take advantage of you only with your permission.

TM ISSUES : LEARNING TO SAY NO

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
TM ISSUES : LEARNING TO SAY NO

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

TM ISSUES : LEARNING TO SAY NO

INTERRUPTIONS

Interruptions

6-9 minutes, 4-5 minute recovery – five interruptions shoots an hour You must reduce frequency and length of interruptions (turn phone calls into email)

TM ISSUES : INTERRUPTIONS

Interruptions…

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

Managing interruptions

 For crucial deadlines,
make yourself inaccessible

 Schedule formal “check-in”
meetings

TM ISSUES : INTERRUPTIONS

Managing interruptions

Schedule social time  Be polite but direct  Offer an alternate time  Manage selfinterruptions
TM ISSUES : INTERRUPTIONS

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, stroll to the door, complement, thank, shake hands Clock-watching; on wall behind them

TM ISSUES : INTERRUPTIONS

PROCRASTINATIO N

“Procrastination is the thief of time”
Edward Young

TM ISSUES : PROCRASTINATION

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

Fear of Success and Failure
We procrastinate because we fear FAILURE.
 It is easier to accept that we

failed because we didn‟t even attempt a project than to fail at doing the project.

TM ISSUES : PROCRASTINATION

Fear of Success and Failure
We procrastinate because we fear SUCCESS.
 If I get all “A‟s” this semester,

everyone will expect me to do the same next semester.
 If I do an outstanding job on

this project, my boss will just pile on more work.
TM ISSUES : PROCRASTINATION

The Art of Procrastination
Art of Delaying the inevitable Where can you lose time?
 Worrying about finishing on time.

 Worrying about the final outcome.
 Distractions.  Doing “unimportant”, easy or trivial

stuff things first.
TM ISSUES : PROCRASTINATION

Why do we procrastinate?
     

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

TM ISSUES : PROCRASTINATION

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

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

 

TM ISSUES : PROCRASTINATION

To overcome procrastination:

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

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

So…. What To Do


 

ACT ON IT
DELEGATE IT FILE IT

THROW IT AWAY

TM ISSUES : PROCRASTINATION

If you are going to procrastinate, 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.”

TM ISSUES : PROCRASTINATION

PAPERWORK S

TOSS paperwork
Trim
Remove yourself from excess email, mail, memo, newsletter, and magazine routings

Outsource immediately
Throw it away, pass it on, put it in a tickler file
TM ISSUES : PAPERWORKS

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

Paperwork

Clutter is death; it leads to thrashing. 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; your inbox is not your TODO list
TM ISSUES : PAPERWORKS

Managing Your To-Read Pile

You will probably never be able to read everything you would like to read.  Read with a pen in your hand.  Scan.  Share your reading with a friend.  Keep a reading file.
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, which is different than a research dig

TM ISSUES : PAPERWORKS

MEETINGS

  

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

Managing Meetings
 Keep minutes brief (a record of
the agenda + decisions + designated follow-up)

 Maximize email collaboration,
document sharing, and work between meetings

TM ISSUES : MEETINGS

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

TELEPHONE

Telephone
 
Keep calls short; 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
  
When done, 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

SUMMARY

Make your office comfortable for you, and optionally comfortable for others
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Artifacts for Staying on Track
  

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

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, it‟ll become second nature.

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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

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Take care of yourself
 Avoid burnout  Take breaks and time off and don‟t compromise them  Rewards for good work done  Forgive mistakes….and learn from them

Play nice Use your common sense


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