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STRATEGIC TIME

MANAGEMENT

WORKSHOP

SESSION 1: INTRODUCTIONS

(Retrieved from: https://au.pinterest.com/pin/14003448815474263/ - from wordsandtoons.com)

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HOUSEKEEPING AND EXPECTATIONS

• Location of toilets and fire exits

• Timing and duration of breaks

• Use of mobile phones

• Display the CORE values:

- Collaboration

- Openness

- Respect

- Empowerment

LEARNING OUTCOMES

At the completion of this workshop participants will learn to:

• Assess current time usage

• Clarify objectives and prioritise tasks relevant to role

• Develop strategies to manage procrastination

• Carefully schedule time leading to increased productivity

• Utilise resources for greater workplace efficiency

• Apply principle of self-care and personal wellbeing to effectively

manage priorities and responsibilities

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WHAT AM I?

“I am priceless, yet I cost you nothing. You can do

anything you want with me, but you can’t own me.

You can spend me, but you can’t keep me. And

once you’ve lost me, there is no getting me back.

I am just gone.”

(Wood, 2009)

SESSION OUTLINE (AM)

SESSION SESSION

08.30 – 09.15 Session 1: Introductions and expectations

09.15 – 09.45 Session 2: Clarifying objectives and prioritising tasks

09.45 – 10.05 Session 3: Managing procrastination

10.05 – 10.20 Session 4: Scheduling your time

10.20 – 10.35 BREAK

10.35 – 11.00 Session 4: Scheduling your time (cont.)

11.00 – 11.45 Session 5: Making your resources work for you and addressing common “time wasters”

11.45 – 12.00 Session 6: The importance of self-care

12.00 – 12.20 Session 7: Transfer “into practice”

12.20 – 12.30 Session 8: Reflection and wrap up

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SESSION SESSION

13.00 – 13.45 Session 1: Introductions and expectations

13.45 – 14.15 Session 2: Clarifying objectives and prioritising tasks

14.15 – 14.35 Session 3: Managing procrastination

14.35 – 14.50 Session 4: Scheduling your time

14.50 – 15.05 BREAK

15.05 – 15.30 Session 4: Scheduling your time (cont.)

15.30 – 16.15 Session 5: Making your resources work for you and addressing common “time wasters”

16.15 – 16.30 Session 6: The importance of self-care

16.30 – 16.50 Session 7: Transfer “into practice”

16.50 – 17.00 Session 8: Reflection and wrap up

SESSION OUTLINE (PM)

AWARENESS OF TIME USAGE

Consider a recent full day of work and note down:

• How long you spent on each task or activity (including personal activities);

• Which activities took a lot of time but were actually unproductive;

• Which activities contributed to your overall work goals; and,

• Whether your activities were planned or unplanned? Completed as intended by you or done at the request of others?

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INTRODUCTIONS

With your table group, share your:

• Name

• Work role

• Three biggest time management challenges at work

CASE STUDY

Read the case study.

As a group identify and underline the time-wasters.

Can you identify any similar types of time-wasters in your

own workplace? What are they?

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SESSION 2: CLARIFYING OBJECTIVES AND PRIORITISING TASKS

(Retrieved from: https://www.timecamp.com/blog/index.php/2016/02/time-management-why-cutting-corners-increases-productivity/)

GOALS AND OBJECTIVES

Take a few minutes to write down the key points that you

feel summarise the overall goals and objectives of your

current work role.

Think about the major strategic objectives related to your

role and identify approximately three main points.

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TIME MANAGEMENT MATRIX

Urgent Not Urgent

Imp

ort

an

t

DO IMMEDIATELY PLAN TO ACTION

No

t Im

po

rtan

t

QUESTION, EXPLAIN AND

REJECTSTOP OR AVOID

(Covey, S. 2004, ‘The 7 habits of highly effective people’, Simon & Schuster UK Ltd, Sydney: Australia, p.151.)

SESSION 3: MANAGING PROCRASTINATION

(Retrieved from: https://hholdorf.files.wordpress.com/2015/05/time-managment-cartoon.png)

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TIME MANAGEMENT STRATEGIES

Eat that frog! By Brian Tracy

https://www.youtube.com/watch?v=0W7GB5Fh2XM

TIME MANAGEMENT STRATEGIES

The ABCDE Method

A – a tasks you must do, or else there will be serious consequences

B – a task you should do, but has only minor consequences if left undone

C – nice to do, but has no consequences if left undone

D – delegate to someone else

E – tasks which can be eliminated

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SESSION 4: SCHEDULING YOUR TIME

(Retrieved from: https://www.makingbusinessmatter.co.uk/blog/2-ways-stop-being-last-minute-your-time-management/)

UNDERSTANDING ENERGY LEVELS

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PARETO’S PRINCIPLE

(Retrieved from: https://www.interaction-design.org/literature/article/the-pareto-principle-and-your-user-experience-work)

(Retrieved from: https://danceswithfat.wordpress.com/2015/03/21/a-different-kind-of-spring-break/)

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What are some of the reasons for over

commitment at work?

THE USE OF “NO”

• Acknowledge the importance of saying “no”

• Use the CORE values to be honest and realistic

• Use open language without excuses

• Negotiate if required

• Follow up conversations with an email

• Thank the person for the request and clarify the outcome of

the conversation

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HOW TO SAY “NO”

• Acknowledge the opportunity of the offer

• Explain your current commitments (do not apologise or

make excuses)

• Then, say “no”

“Thank you for thinking of me for that task, however given

that I have a lot of things on at the moment, I am going to

say no.”

SAYING “YES”• Acknowledge the offer and provide a thank you

• Explain current commitments and the need for prioritisation

• Request time to analyse workload before discussing the request

further

“Thank you for thinking of me for this task. It sounds really important. I

have some other significant projects that I am working on at the

moment. If you would like me to take this project, which other projects

would you like me to re-prioritise? Shall we consider the list of tasks

and discuss later today?”

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MANAGING UP

• It may be more difficult to say “no” if the request is made by a

senior manager or member of staff

• Again, thank them for the offer

• Explain the volume of your current commitments and your

apprehension to take on more

• Request assistance with a review of current workload in order to

define highest importance

“Thank you for thinking of me for this task. It sounds really

important. I am concerned about agreeing to the work because of

the impact on other projects. I would like to assist you, and suggest

that we work together to look at my workload.”

SESSION 5: MAKING YOUR RESOURCES WORK FOR YOU AND ADDRESSING COMMON “TIME WASTERS”

(Retrieved from: https://fearnoproject.files.wordpress.com/2011/04/my-desk1.gif)

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https://www.youtube.com/watch?v=ma90D3-X9cY

Harold Taylor – Time Management Expert

STRATEGIES FOR DE-CLUTTERING

Keep – Give away – Toss

• Do I really need this?

• Will I ever refer to it again?

• Will it still be useful when I need it again?

• Is it necessary to keep (e.g. client record, human resources file,

important brief)?

• Would it be hard to replace?

• Would there be any negative consequences if I threw it out?

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STRATEGIES FOR DE-CLUTTERING

Once you have asked the key questions decide whether to:

• Delegate the item: file or respond to (where possible or

appropriate)

• Act on it yourself (do this right away if it is only a small task)

• Temporarily file it until you are able to action it or get the

additional information you may need about it

• Permanently file or store it (e.g. scan and save to TRIM).

ADDRESSING COMMON ‘TIME WASTERS’

(Retrieved from: http://www.someecards.com/workplace-cards/small-talk-coworkers-elevator-work-funny-ecard)

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1. TO-DO LISTS AND PLANNERS

To do lists:

• Only keep one and know where it is

• Include a priority scale & group similar items or subjects

together

• Check completed items off the list as you finish them

• Remember to check your to-do list and prioritise at the

beginning of each day

1. TO-DO LISTS AND PLANNERS (CONT.)

Diary/Day Planner (written or electronic):

• Always carry your planner

• Write down appointments, meetings and commitments

• Allocate time in your diary to prepare for meetings or carry out

routine tasks

• Schedule time for yourself

• Use a colour coding and/or flag system for tasks and priorities

• When using an electronic planner, sync regularly

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2. STRATEGIES FOR PHONE CALLS

• Respond to phone messages at set times during the working day

• At other times, turn your phone to silent

• Take charge of calls by asking the caller “what can I do for you?”

• Explain to the caller that you only have a few minutes to talk

• Email instead of call where possible

• Stand up while talking on the phone

• Use an energetic tone of voice

• Use wrap up statement: “thanks for calling, it’s been good speaking with you.”

• Paraphrase what the caller has said and clarify “is that correct?”

3. STRATEGIES FOR EMAILS

• Use the full functionality of your email service (e.g.

Outlook) to organise and coordinate your incoming

emails

• Unsubscribe to unnecessary email lists and

newsletters

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MAXIMISE OUTLOOK

• Turn off your incoming email reminders: have specific time periods in your day in which you read and respond to emails

MAXIMISE OUTLOOK• Have your Outlook open to your calendar and tasks

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MAXIMISE OUTLOOK

• Handle emails once: read the

email once, respond to it (if

required) then file or delete

the email immediately

MAXIMISE OUTLOOK

• Keep your inbox

organised and clear

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4. STRATEGIES FOR MEETINGS/ UNEXPECTED CATCH UPS AND VISITORS

Meetings:

• Meet only when necessary, check whether you need to attend or

receive a summary

• Only invite relevant people to attend

• Strategically schedule meetings

• Prepare an agenda, add timings and stick to it

• Start your meeting on time

• Ensure the chairperson keeps the meeting on track and on time

• If your meeting occurs regularly, establish some ‘ground rules’

4. STRATEGIES FOR UNEXPECTED VISITORS/CATCH UPS (CONT.)

• If appropriate, wear headphones while working

• Explain to the unexpected visitor that you are working on a deadline

and ask whether you can meet with them later

• Use polite comments to indicate when it is time to wrap up your

conversation, for example “thanks for looking in”

• Use physical signs to discourage interruptions

• Schedule time to have your office door open and times for it to be

closed

• If someone is in your office you can stand up and escort them out of

the room, discussing their topic as you walk

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SESSION 6: THE IMPORTANCE OF SELF-CARE

(Retrieved from: http://www.someecards.com/usercards/viewcard/mjaxms01ztfjogvinwflodljnjrl)

What types of activities do you do

to take care of yourself and stay

healthy?

(These could be physical, mental,

spiritual, emotional)

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RELAXATION

(Retrieved from: http://www.omharmonics.com/blog/quick-and-easy-relaxation-techniques-for-stress/)

SESSION 7: TRANSFER “INTO PRACTICE”

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Mary is a Nurse Unit Manager in a regional hospital in

NSW.

Mary arrives at work at 7am, knowing that she has half an

hour before the morning handover meeting.

What can Mary do in the first half hour to set her day up

well?

Mary attends the morning handover meeting and is glad to see that everything seems to be running smoothly for the day ahead.

Mary is starting to walk back to her office when she is asked to come into another meeting that she did not have in her calendar.

What questions could Mary ask to ascertain the

importance of her presence at the meeting?

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After the morning meeting, a staff member approaches Mary to let her know about a WHS issue that has been identified about a piece of equipment. There are other pieces of equipment that fill the same role and Mary is satisfied that there is no immediate danger for patient safety.

What options does Mary have to make sure that this work health and safety concern is reported and addressed appropriately? Does she need to complete the work

required for this?

When Mary came into work this morning, she knew that her key priority for the day was to ensure that the rosters for this fortnight were finalised. Mary finally sits down at her desk to continue working on this task when Sally, a trainee nurse, arrives at her office in tears.

What can Mary do to respond to this staff member but still keep her day on track?

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An emergency happens with a patient on the ward and requires Mary’s immediate attention. Mary deals with the incident, but on the way back to her office Mary’s director sees her in the corridor and asks if she wants to get a cup of coffee and discuss the next year’s training plans for the nursing staff. Mary is conscious that the rosters are still not finished.

How could Mary respond to this request?

Mary finally gets to shut the door to her office and sit down at her computer. It is now 4pm. Mary opens her emails for the first time today and becomes overwhelmed by the number of emails in her inbox. Many of them are generic emails or updates which are not overly relevant or important to her role.

What are some ways that Mary could make her Outlook account work more productively for her?

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It is late in the day and the rosters are still not quite finished. There has been so much happening throughout the day that Mary is feeling overwhelmed about picking up her task again.

What could Mary do to help her to regain focus and control to finish the day on a positive note?

SESSION 8: REFLECTION AND WRAP UP

STOP

What things are not working? What wastes time? What is not of

value?

START

What should I put into practice? What new strategy will be helpful?

CHANGE

Can I improve the way I do some tasks? How can I make a process

work more effectively?

CONTINUE

What am I doing well? Which time management practices currently

benefit me?)

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FURTHER INFORMATION AND SUPPORT

• Locally – each other, your manager, mentor, workforce, peers

Health Education and Training Institute, Management

Development Team:

Phone: 02 9844 6136

Email: HETI-Management@health.nsw.gov.au

Website: www.heti.nsw.gov.au

Thank you for attendingStrategic Time Management

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