1 Time Management By managing your time effectively, you can make your life brighter and easier.

1

Time Management

By managing your time effectively, you can make your life brighter and easier

Corporate Affairs DivisionTraining Dept. - DR 2

Time ManagementTime Management

Objectives

Knowing the time consuming philosophy

Determine the priority of life.

Increase the knowledge in managing time.

Implement time management in the daily activities



Time Management

Effective Self Management

Manage our self during the time given



Definition of Time Management

Ability in taking decision and making the choices.

Acting based on the decision and the choice made.

Ability to “Act” Subject

Not being Acted Object



The Benefit of Time Management

Determine the things that important and something that can be reduced or eliminated.

Consume your time in the effective way.

Provide time properly for you to do your job.

Control the distractions that waste your time.

Reduce stress and increase effectiveness.



By Becoming Effective

You will be…

Being more in control of what you do

Being productive, and secure in your job because of this

Enjoying what you do

Giving yourself more quality time to relax and enjoy life outside work.



Why don't people manage their time?

They don't know about it

They are too lazy to plan

They enjoy the adrenaline buzz of meeting tight deadlines

They enjoy crisis management



Murphy’s Law

If anything can be late, it will be late.

Nothing is as simple as it seems.

If you mess with something long enough, it will break.

If you try to please everybody, nobody will like it.

Nothing works out exactly as you expect.

There is always one who will misunderstand you.

Nothing is certain until it happen.

If everything planned, still something will go wrong.

Everyday something unexpected will happen.



Some Approaches

Go with the Flow (going back to the natural way of living) Warrior (To focus and produce) Get Organized (Organizing things, tasks and people) Goal (know what you want and focus on the effort to

achieve it) ABC (Prioritizing and values identification) Magic Tool (technology approach) Time Management 101 (is a skill like accounting and word

processor) Recovery (self awareness adjust from the result).



Four Generations of TM

1. Reminders Go with the flow Notes and Checklist.

2. Planning and Preparation Make up appointment, deadline, etc.

3. Planning, Prioritizing and Controlling Clarifying value and and priorities, set long-medium

goals.

4. First Thing First Base on our roles. Divided dimension by “Urgent”

and “Important”.



First Generation (Reminder)

Strengths Easily to adapt if

something happen. More responsive to

people. Not over schedule. Less stress. Tracks “to-do’s”

Weaknesses Not real structured. Relationship suffer. Little accomplishment Move from crisis to

crisis consequence of ignoring schedule.

“First Thing” those things in front of you.



Second Generation (Planning & Preparation)Strengths Track commitment

and appointment. Accomplished

through goal and planning.

More effective through preparation

Weaknesses Putting schedule over

people. What you want – Not

what you need. Independent thinking

see people as barriers

“First Thing” things on the schedule



Third Generation (Planning, Prioritizing and Control)Strengths Assume responsibility

for result. Connect with values. Translate value into

goals and action. Increase efficiency. Give structure and order

to life. Strengthens skill of

managing time & self

Weaknesses Lead you believe that

you are take control. Value clarification not

necessary align with principles.

Can lead guilt, imbalance between roles.

See people as things. Less flexibility “First Things” by

urgency and values



Fourth Generation (First Thing First) Begin with principle. Focused on inner soul. Defined mission including values and long term

goals. Helping in balancing life by having role

identification. Have an opportunity for reorganize the schedule

as it weekly basis. Balancing the needs (Spiritual, Intellectual,

Mental, Physical, Social)



Fourth Generation Principle

The four needs and capacity (To live, love, to love, to learn and to leave a legacy).

Four endowments: Self-awareness, Conscience, Creative Imagination, Independent Will.

A passion of vision.

The balance of roles.

The power of goals.

The perspective of the week.

Integrity in the moment of choice.

The synergy of interdependence.



Common Mistakes

Inability in defining priority.

Inability or Unintentionally in organizing things around the priorities

Indiscipline in doing the priorities.



Some Definitions

Urgent : Need to be responded immediately because being asked by others.

(Concerning with time)

Important : Valuable for you and related to your mission, value, and goals.

(Concerning priority)



Urgent Vs. Important

UrgentN

ot I

mpo

rtan

tIm

port

ant

Not Urgent•Preparation•Prevention

•Value clarification•Planning

•Relationship building•True recreation•Empowerment

•Crisis

•Pressing Problems

•Deadline-driven project, meetings, preparations

•Interruptions, some phone calls.

•Some mail, some reports.•Some meetings•Pressing matters

•Many Popular activities

•Trivia, busy work•Junk mail

•Some phone calls•Time wasters

•“Escape” activities



Urgent Vs. Important

I II

III IV

UrgentN

ot I

mpo

rtan

tIm

port

ant

Not Urgent

25 – 30%

20 - 25% 65 - 80%

15% Less than 1%

15%

50 -60% 2-3%



Impact of Quadrant I

Impo

rtan

tUrgent

Stress

Exhaust

Crisis Management

Always dealing with crisis situation



UrgentN

ot I

mpo

rtan

t

Impact of Quadrant III

Focus on the long-term goal

Management crisis

Reputation as “bunglon”

Goal and plan is not worth.

Feel as an object, victim, a loose control.

Improper relationship or broken it



Not

Im

port

ant

Not Urgent

Impact of Quadrant IV

Irresponsible

Fired from job

Depending on others or constitution for a basic needs



Impo

rtan

tNot Urgent

Impact of Quadrant II

Have a clear vision and perspective

Balance in life

Discipline and in control

Dealt with some crisis



Ideal Time Allocation

Development Plan

Existing Project

Routine Work

60%

15%

25%



Pareto’s Law

Concentrate on results, not on being busy

20% of our customers produce 80% of our orders. 20% of meeting time results in 80% decisions. 20% of items read, provide 80% of know-how you need. 20% of your work time result in 80% of what is

necessary to make it success. 20% of you activities give an impact of 80% advantages

to your life (work)



How to Get Start

Evaluating your use of time Focusing on your priorities Planning for effective use of time Using time more effectively Creating more time Avoiding distractions



Some Activities Needed

Get Started. Get into a routine habits. Do not say yes to too many things. Do not commit yourself to unimportant activities,

no matter how far ahead they are. Divide large tasks. Do not put unneeded effort into a project. Deal with it for once and for all. Set start and stop times. Plan your activities.



Time Wasters

Wait for difficult task start with it.

Wait for what you don’t like and do not spend too much time on the things you like.

Indecision - Think about it, worry about it, put it off, etc. but do nothing on it.

Inefficiency - Jumping in and implementing instead analyzing and designing first

Unrealistic time estimation.



Time Wasters (cont.)

Unnecessary errors - You do not have enough time to do it right, but you have enough time to do it over?

Doing urgent rather than important tasks

Poor planning and lack of contingency plans Poor organization

Lack of priorities, standards, policies, and procedures.



How to Reduce Time Wasted

Knowing your self (ability and skills). Set a target. Communicate the problems/issues. Delegate some of tasks. Controlling and evaluation . Handle interruption quickly. Manage the decision making process, not the

decisions. Keep things simple. Set aside time for reflection.



How to Reduce Time Wasted

Concentrate on doing only one task at a time. Establish daily, short-term, mid-term, and long-

term, priorities. Throw unneeded things away. Use checklists and to do lists. Establish personal deadlines and ones for the

organization. Knowing when to stop a task, policy, or

procedure.



Some Tools Can be Used

The Activity Log Delegation SWOT Reading Skills Writing Skills Phone Skills Prioritized To Do Time assessment



Job Clarification

What is the purpose of the job What are the measures of success? What is exceptional performance? What are the priorities and deadlines? What resources are available? What costs are acceptable? How does this relate to other people?



Making Goals

Positive Statement Be Precise Set Priorities Write goals down to avoid confusion and

give them more force Keep Operational Goals Small S M A R T Goals.



Fill Up the Agenda

1. Connect with your vision and mission.

2. Identify your roles.

3. Select Quadrant II goals in each role.

4. Create a decision making Framework for the week.

5. Exercise integrity in the moment.

6. Evaluate.



Evaluate Closing the Loop

Evaluate Act

Organize



Perspective of the Week

Close-Up View (Daily Perspective)

Urgency Felt needs

Tasks & Activities Next Step

Wide Angle View (Vision & Mission) Long Term

Importance Fundamental Needs

Direction Big Picture

GAP



Perspective of the Week

Normal View (The Weekly Perspective)

Urgency with Long Term Importance

Felt needs with Fundamental Needs

Task and activities with Direction Next steps with a Big Picture



Balancing in Life

Physical (exercise, nutrition, sleep) Intellectual (cultural, aesthetic) Social (intimate and social relationships) Career (school and career goal directed

work) Emotional (expression of feelings,

desires) Spiritual (quest for meaning)



13 TIPS in Managing Time

1. SPEND TIME PLANNING AND ORGANIZING 2. SET GOALS 3. PRIORITIZE 4. USE A TO DO LIST 5. BE FLEXIBLE 6. CONSIDER YOUR BIOLOGICAL PRIME TIME 7. DO THE RIGHT THING RIGHT 8. ELIMINATE THE URGENT 9. PRACTICE THE ART OF INTELLIGENT NEGLECT 10. AVOID BEING A PERFECTIONIST 11. CONQUER PROCRASTINATION (Swiss Cheese method). 12. LEARN TO SAY "NO." 13. REWARD YOURSELF.



Delegation Process

Determine what you are going to delegate Choose the right person Give an overview of the assignment including the

importance of the assignment and why you have chosen the employee for the job

Describe the new responsibility in detail Let the employee know who he/she can turn to for

help Solicit questions, reactions, and suggestions Listen to the employee's comments and respond

empathetically



Ask the employee for commitment and offer help or some type of back-up assistance

Be encouraging Establish checkpoints, deadlines, and ways to

monitor progress Keep in contact with the employee and observe

the checkpoints Recognize and reward the person for his/her

successful completion

Delegation Process



Delegation

Do Delegate All routine or even sporadic

clerical duties Making minor decisions. Answering routine questions Minor staffing problems such

as scheduling. Anything your employees are

expected to do when you're not there.

Jobs that can develop the employee in other areas for potential promotion

Don’t Delegate An emergency or short-term

task where there is not time to explain or train

Morale problems Assignments from your boss

that he or she expects you to do personally

A job no one else in the department is qualified to do

Personnel issues such as hiring, firing, or disciplinary matters



Managing Meeting

1. Prepare for the meeting

Define the objectives and desired outcomes

Determine if a different activity could be used besides a meeting.

Determine topics to cover and the best format for the discussion of each one.

Estimate the length of the meeting.



Managing Meeting

1. Prepare for the meeting (cont.)

Create an Agenda (time, Place, Participant’s name and role, structure of discussion).

Deliver agenda in advance.

Make every meeting a learning event

Use a variety of tools and activities to make the meeting productive and fun...get them charged up!



Managing Meeting

2. Set up the meeting place

Select a physical setting that is comfortable, big enough, and will serve the purpose.

Create a warm and attractive atmosphere conducive to interaction.

Provide appropriate refreshments.

Have appropriate visual aids and learning aids on hand.

Always do something a little different and something new. Make them glad that they came.



Managing Meeting

3. Assign a Note-Taker

Who attended.

What problems were discussed.

Key decisions reached.

Next Steps (action items): Who needs to accomplish a task - list team and outside

members.

Start and end date of task.

What is it exactly that they need to accomplish.



Managing Meeting

4. Start the meeting Communicate the purpose and desired outcomes to all

participants.

Clarify the type of participation and interaction desired.

Set the ground rules (Norms), e.g.: When the meeting will stop and end.

How each member will be heard.

How conflict will be resolved.

What is expected of each member.

Confidential topics.

Show that you value their ideas, opinions, and questions.



Managing Meeting

5. Conduct the meeting Take time to tell and hear stories. Be creative in how you

share them.

Record ideas and notes on a flip chart:

At the end of the meeting, give them to the note taker so that they can be incorporated into the minutes.

Ask open-ended questions to encourage their input.

Keep the focus on ideas, not on people.

Assign next steps throughout the meeting. Make all next steps specific assignments.

Stay focused on the agenda topics.



Managing Meeting

6. Keep The Meeting Focused And Moving

Get information and data from the meeting. Ensure people are heard.

Let the people carry the content; you guide the process.

Acknowledge and reinforce constructive contributions.

Vary the pace: speed up, slow down, take breaks, change tracks.



6. Keep The Meeting Focused And Moving (Cont.)

Use the agenda to stay on track.

Keep the group aware of where they are in the process.

Periodically summarize key points and ask for agreement.

Help the group reach consensus and reach conclusions.

Managing Meeting



Managing Meeting

7. Closing the meeting

Help the group decide on next steps.

Review assigned next steps. Ensure each person knows their duties to perform. Make sure everyone goes from "meeting" to "doing."

Conclude by summarizing the group's accomplishments.

Thank group members sincerely for their participation and contributions.



Managing Meeting

8. Follow Up Evaluate the meeting. What worked? What needs

improvement?

Plan post-meeting logistics.

Using the minutes and your impressions, create a document that clearly describes the meeting. Use comments, questions, criticisms, and insights to enhance the quality of the document.

Distribute the document to all participants and other key players within the organization.

Monitor progress on next steps



Attending Meeting

Know the purpose of the meeting. Know what your purpose for attending is.

Gather all data that you need to bring to the meeting.

Know the agenda of the meeting and ensure your agenda coincides with the meeting agenda.

Know your role and the path that you are going to follow.

Arrive on time and be prepared to stay until at least the planned stop time.

Take the meeting seriously, but do have some fun while attending.

1 Time Management By managing your time effectively, you can make your life brighter and easier.

Documents

Transcript of 1 Time Management By managing your time effectively, you can make your life brighter and easier.