Time Management
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This is a compilation from various authors. The game was devised by me for my company and should be changed if needed.
Transcript of Time Management
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TIME MANAGEMENT
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TASK 1
What are the reasons for poor time management?
What are the advantages of good time management?
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REASONS FOR POOR TIME MANAGEMENT
Lack of clarity about task
Feeling overwhelmed
Fallacious beliefs ( ‘I’m too smart “)
Thinking, “ its too hard”
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ADVANTAGES OF GOOD TIME MANAGEMENT
It saves time
Increased effectiveness and efficiency
Prevents stress and anxiety
Reduces avoidance
Leads to more balance
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TASK 2
LIST ALL THE ACTIVITIES THAT YOU DO IN A DAY.IN A WEEK ( DO NOT REPEAT THE ACTIVITIES THAT ARE
MENIONED IN THE DAY
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OBJECTIVES
`
I will learn techniques that will help me to direct my work life instead of merely managing my time.
I will learn a framework for developing a mission and vision that gives purpose and direction to my work.
I will learn how to prioritize my highest-leveraged activities, leading to significant increases in productivity.
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STORY
• Every morning in Africa a deer wakes up. It knows that it must run faster than the fastest lion. Otherwise it will be killed.
• Every morning in Africa the lion wakes up. It knows that it must run faster than the slowest deer. Otherwise it will starve.
• It does not matter if you are deer or lion but when the sun rises it is time to run.
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THE COMPLETE SIX-STEP PROCESS
Connect to mission
Review roles
Identify goals
Organize weekly
Exercise integrity
Evaluate
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THE CLOCK AND THE COMPASS
THE CLOCKTHE CLOCK
commitments
appointments
schedules
goals
activities
What we do and how we manage our time.
THE COMPASSTHE COMPASS
vision
values
principles
conscience
Direction
What we feel
is important and how we lead our lives.
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TRADITIONAL TIME MANAGEMENT
First generation—notes and checklists
Second generation—planning and preparation
Third generation—planning, prioritizing and controlling
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FIRST GENERATION
GO WITH THE FLOWGO WITH THE FLOW
based on reminders
attempt to keep track of things you do with your time
simple notes and checklists
carry lists with you and refer to them in order to remember
incomplete tasks put on tomorrow’s list
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FIRST GENERATION
StrengthsStrengths
flexible responsive to people not over-structured less stress tracks to-do’s
WeaknessesWeaknesses
no real structure things fall through cracks commitments suffer little accomplished crisis to crisis first things— things right
in front of you
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SECOND GENERATION
Planning and PreparationPlanning and Preparation
Calendars and appointment books
Efficiency in goal setting and planning ahead
Make appointments, write down commitments, identify deadlines
May keep information on computer or network
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SECOND GENERATION
StrengthsStrengths tracks commitments and
appointments more accomplished
through planning and goal setting
more effective meetings and presentations due to preparation
WeaknessesWeaknesses puts schedule over
people accomplish more of what
you want—not necessarily what is needed or fulfilling
independent thinking —see people as means or barriers
first things– those that are on the schedule
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THIRD GENERATION
Planning, Prioritizing and ControllingPlanning, Prioritizing and Controlling
have spent time clarifying values and priorities
set long, medium, and short-term goals to attain values, prioritizes on a daily basis
uses wide variety of planners and organizers, with detailed forms for daily planning
gets more done in less time-- but still feels frustrated
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THIRD GENERATION
StrengthsStrengths
assumes responsibility for results
connects with values taps into the power of
long, medium, and short-term goals
translates values into goals and actions
gives structure and order to life
WeaknessesWeaknesses
can lead to false sense of control, pride
power of vision untapped can lead to guilt,
imbalance of roles less flexibility/spontaneity first things set by urgency
and values
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FOURTH GENERATION
LIFE LEADERSHIPLIFE LEADERSHIP
Puts people ahead of schedules, compasses ahead of clocks
Uses the best of generations 1, 2, and 3
You want to lead a life of meaning and contribution, with balance
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FOURTH GENERATION
ElementsElements
effectiveness principles leadership relationships puts first things first
Why is there a need for the fourth generation of time
management?
Well, one definition of insanity is to “keep doing
the same things and expecting different
results.”
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UNDERSTANDING TIME
“A no uttered from the deepest conviction is better than a yes merely uttered to please, or what is worse, to avoid
trouble.”
Mahatma Gandhi
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IDENTIFY YOUR “MACRO” STRENGTHS AND WEAKNESSIDENTIFY YOUR “MACRO” STRENGTHS AND WEAKNESS
Analyze when you work best
( morning, evening, night etc.)
Analyze where you work best
( room, office, home, canteen )
Analyze how you work best.
( one hour, 10 min, etc )
TASK 3
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UNDERSTANDING TIME
“Why have a time log?
Memory
Energy
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UNDERSTANDING TIME
I.
Quadrant of__________
II.
Quadrant of__________
III.
Quadrant of__________
IV.
Quadrant of__________
Urgent Not Urgent
imp
ortan
tn
ot im
po
rtant
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UNDERSTANDING TIME
Move into quadrant IIMove into quadrant II
quadrant I—manage: the quadrant of necessity; things are both urgent and important
quadrant II—leadership and quality: the quadrant of focus; things are important but not urgent
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UNDERSTANDING TIME
Move into quadrant IIMove into quadrant II
quadrant III—(AVOID): the quadrant of deception; things are urgent but not important
quadrant IV—(AVOID): the quadrant of waste; things are neither important nor urgent
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TASK 5.
• Each group makes a list of items that are “important and urgent”• Each group’ team leader selects an item that will represent that team ( to be
written on the flip chart ).• Each team selects a member who forms a committee.• The committee will recommend whether the Q1 items will stay in Q1 or can be
pushed to Q2.• The rest of the groups will now be converted into two groups. One to ensure that
the issues stay in Q1. The other group to make sure that it leaves Q1.• The committee leader argues on each point in the flip chart and the two groups
depending on the outcome oppose or support him.• 10 min is given for each argument and the presenter decides the outcome.
The game will prove that we consider all activities as important and urgent and in reality it is not.
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UNDERSTANDING TIME
THERE THERE WILLWILL BE NEVER ENOGH TIME TO BE NEVER ENOGH TIME TO GETGET EVERYTHING EVERYTHING DONEDONE
BUT THERE WILL BUT THERE WILL ALWAYSALWAYS BE BE ENOUGHENOUGH TIMETIME TO GET TO GET THE MOST IMPORTANT THINGS DONE THE MOST IMPORTANT THINGS DONE
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MOVE INTO QUADRANT II
How do I get there? The six step processThe six step process
connect to mission
review roles
identify goals
organize weekly
exercise integrity
evaluate
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STEP 1: CONNECT WITH VISION & MISSION
Consider the big picture. The key to this connection
lies in the clarity of your vision around such
questions as:
What is most important?
What gives your life meaning?
What do you want to be and do in your life?
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STEP 2: IDENTIFY YOUR ROLES
We have important roles at work, in the family, in the community, or other areas of our lives
Roles represent responsibilities, relationships, and areas of contribution
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STEP 3: SELECT QUAD II GOALS FOR EACH ROLE
What is the most important thing I could do for each role this week that would have the greatest positive impact?
Consider the relationships for each role
Review a “perhaps” list for ideas
Identify the steps that need to be taken to achieve long-term goals
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STEP 3 (cont ): TO-DO LISTS
List your activities for the day
Prioritize those activities
Check for activities that you can accomplish at the same time
Break larger activities into smaller ones.
Include your to – do lists into smaller ones
Include your to-do list in your daily schedule
The to-do list will help you clarify what you need to accomplish each day.
They also help you to accomplish it
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STEP 4: ORGANIZE WEEKLY
translating high leverage quad II goals requires a framework
most people are always trying to find time in their overflowing quad I/III schedules
They move, delegate, cancel, and postpone—all in hopes of “putting first things first”
The key is in scheduling your priorities, not prioritizing your schedule
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TIPS TO START YOUR DAY
Tip # 1Tip # 1
Preview your schedule—get your bearings:
Review your compass
Look at the day in the context of the week
Renew your power to respond to changes in a meaningful way
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TASK 5 -ACTIVITY SCHEDULER
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TASK 6 - ACTIVITY SCHEDULER
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TIPS TO START YOUR DAY
Tip # 2Tip # 2
Prioritize: identify activities as QI or QII—keeps QIII and IV out of your schedule
emphasizes the importance paradigm
keeps you aware of choices you make
Must understand that prioritization includes only items that you’ve put in the framework
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TIPS TO START YOUR DAY
Tip # 3Tip # 3
Planning: time sensitive activities on the right, any time activities on the left
makes for effective schedule decisions
Helps you remain sensitive to commitments
Best use of your time: remember importance rather than urgency!
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STEP 5: EXERCISE INTEGRITY IN THE MOMENT
Should I carry out my plan or make conscience directed changes?
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STEP 6: EVALUATE
To be successful, you must make successes of one week the foundation for the next. At the end of the week, ask yourself
some questions:
What goals did I achieve?
What challenges did I encounter?
What decisions did I make?
Did I keep “first things first?”
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STEP 6: EVALUATE
Different ways to evaluateDifferent ways to evaluate
Mark accomplished goals on weekly compass
Keep a journal or daily log and review
Review past weekly compasses
Ask specific questions about your performance and actions
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STEP 6: EVALUATE
Weekly EvaluationWeekly Evaluation
What did I learn from the week as a whole?
Am I setting goals that are realistic but challenging?
Have I been effective in work related communications?
Have I been successful in maintaining a Quad II perspective?
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CLOSING THOUGHT
A journey of a thousand miles must begin with a single step.
Lao-Tzu
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CREDITS
1. MEGAN POORE – ACADEMIC SKILLS AND LEARNING CENTRE
2. DAMONE – SLIDESHARE.NET
