1. Managing Yourself Work Priorities and Professional Development Workshop – 29 March 2011 Copyright of The Pivot Institute - 2011

2. Goals Plans Time management Prioritising Technological assistance Professional Development Scope 29 March 2011 2 Copyright of The Pivot Institute

3. 29 March 2011 3 Copyright of The Pivot Institute

4. What is a goal? an end or aim to effort or ambition; a limit, boundary; the finishing point of a race; The Chambers Dictionary Goals 29 March 2011 4 Copyright of The Pivot Institute

5. What makes a good goal? Specific Measurable Achievable Realistic Timely + Challenging Goals 29 March 2011 5 Copyright of The Pivot Institute

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7. Strategic Really big Operational Contribute to achieving really big Tactical Low level Everyday Reading: Setting Goals and Objectives Adair, J. Effective Time Management 29 March 2011 Copyright of The Pivot Institute 7 Goals – Levels

8. Goal-setting theory Not rocket science Expectancy theory Can I? What if I do? Is it worth it? Reinforcement theory Reward for effort Goal incongruence Incompatibilities 29 March 2011 Copyright of The Pivot Institute 8 Goals in an Organisation

9. An aim SMART and challenging Motivational Fit with the organisation Use them 29 March 2011 Copyright of The Pivot Institute 9 Goals – Summary

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11. Why? When? Where? How? What? a scheme for achieving a purpose; an intended method; a scheme drawn up beforehand; The Chambers Dictionary 29 March 2011 Copyright of The Pivot Institute 11 Plans

12. Business Planning: Four Questions: Who are we? Where are we now? Where do we want to be? How will we get there? 29 March 2011 Copyright of The Pivot Institute 12 Planning Techniques

13. Business Planning: Six steps: Set Target List activities and responsibilities Sequence activities Communicate Implement Monitor 29 March 2011 Copyright of The Pivot Institute 13 Planning Techniques

14. Military Techniques Combat Military Appreciation Process Mission Enemy Terrain Decision 29 March 2011 Copyright of The Pivot Institute 14 Planning Techniques

15. Military Techniques Individual Military Appreciation Process Mission Battlespace Enemy Develop Courses of Action Analyse Courses of Action Decide and Execute 29 March 2011 Copyright of The Pivot Institute 15 Planning Techniques

16. Personal Work Plan – Section A Work plan Template AC833-24 Performance review - Melb uni 29 March 2011 Copyright of The Pivot Institute 16 Planning Techniques

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18. 29 March 2011 Copyright of The Pivot Institute 18 Time Management - Myths I don’t have time to learn about time management! I work better under pressure… It’s just common sense… It takes all the fun out of life! Time management reduces freedom.

19. How much time do you have? Daily Time Log Now what? Analyse and then… 29 March 2011 Copyright of The Pivot Institute 19 Time Management

20. How do you use it? Harvard Article Goals into Actions 29 March 2011 Copyright of The Pivot Institute 20 Time Management

21. Types of Tasks: Manager-imposed System-imposed Self-imposed 29 March 2011 Copyright of The Pivot Institute 21 Task Management

22. My Rules: Accept that you cannot do everything Prioritise Organise Disorganisation Practise 4Ds Do it Delegate it Defer it Ditch it 29 March 2011 Copyright of The Pivot Institute 22 Task Management

23. Numerical order. Why is everything number 1 priority? Pareto Principle 20% of your tasks take 80% of your time. The remaining 80% of your tasks can be done in the remaining 20% of your time. 29 March 2011 Copyright of The Pivot Institute 23 Prioritise – Priority Management

24. Objective Strategy Outcome Resources Barriers Timings 29 March 2011 Copyright of The Pivot Institute 24 Organise – Plan

25. Do – Execute plan Delegate 29 March 2011 Copyright of The Pivot Institute 25 4Ds

26. Steps: Analyse the whole job Decide what you want to allocate Plan to whom you are going to allocate parts of the job Ensure that the person you allocate is willing and able to complete the tasks required Inform others if necessary Monitor the results 29 March 2011 Copyright of The Pivot Institute 26 4Ds - Delegation

27. Levels: 29 March 2011 Copyright of The Pivot Institute 27 Delegation

28. Do – Execute plan Delegate Defer – Timings in plan Ditch – File 13 29 March 2011 Copyright of The Pivot Institute 28 4Ds

29. Procrastination Why? So what? Schedule How do you eat an elephant? Aim high Eat and drink 29 March 2011 Copyright of The Pivot Institute 29 Obstacles

30. Top 5: Telephone interruptions Meetings Work Overload Unexpected Visitors Crises Fixes? 29 March 2011 Copyright of The Pivot Institute 30 Obstacles

31. Telephone interruptions Meetings Lack of objectives and priorities Ineffective delegation Accumulating trivial jobs Too much work Confused responsibility and authority Drop in visitors Not planning for some unavailability Leaving tasks unfinished Lack of personal organisation Being spread too thinly across too many tasks Failure to say (and mean) no Indecision and procrastination Not seeing the distinction between activity and results Lack of self-discipline Accepting upward delegation Inadequate support staff Poor communication skills Making snap decisions. Poor health Overuse of memory Setting unrealistic deadlines Inability to end conversations ‘Carrying’ incompetent employees Disruptive workspace Reacting rather and anticipating Failing to distinguish between symptoms and causes Not combining activities Not trying out new methods. 29 March 2011 Copyright of The Pivot Institute 31 Obstacles – Time wasters

32. Attack the problem Work on your Behaviour Change your viewpoint on the problem 29 March 2011 Copyright of The Pivot Institute 32 Overcoming Obstacles

33. Four months ago Michelle was promoted to Supervisor of Skadia Enterprises. Michele has worked for Skadia for a number of years and is well liked and respected. Sheis a good worker with excellent technical skills, knows the company well, has good people skills and is a natural choice to be made supervisor. This is Michelle’s first supervisory role and she is keen to do well. Today Michelle is feeling exhausted. There appears to be no end to her role. Regular overtime is the norm and Michele has calculated that she is working 62 hours a week. The day is taken up with unscheduled visitors, meetings, phone calls and enquiries from employees and customers. By the end of the day Michelle feels despondent and feels that she is just not meeting her agreed key performance indicators. Evenings look a little different for Michele – even the dog is suffering as his daily walk has been cut to once a week. Evenings are now spent catching up on the paperwork that should have been completed during the day on the home computer. It crosses her mind that perhaps she is not cut out to be a supervisor and considers putting in her resignation the following week. 29 March 2011 Copyright of The Pivot Institute 33 Time Management - Case Study

34. Michele is meeting a friend for lunch on Saturday and decides to talk about how she is feeling about her work. Michelle’s friend Sam listens carefully to Michelle’s woes without interrupting but while Michelle is talking Sam realises that most of the issue is to do with time – not enough time? Sam suggests to Michelle that there may be a way to solve these issues. In your groups consider the issues that Michelle if facing and answer the following questions: What appears to be the main problem for Michele? What does Michelle need to do to regain control of her working week? 29 March 2011 Copyright of The Pivot Institute 34 Time Management - Case Study

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36. MS Outlook PDAs / Smart phones Pros Cons Constant connectivity 29 March 2011 Copyright of The Pivot Institute 36 Time Management - Technology

37. Who is the best manager of your career? How do you need to prepare yourself for the next level? This course? Other study? Other experience? Change vocations? How do you know what skills and knowledge you need? Seek feedback...regularly, but not constantly. 29 March 2011 Copyright of The Pivot Institute 37 Professional Development

38. How can you network? Plan ahead Be careful of The Peter Principle Strive for summit competence Learn from your mistakes 29 March 2011 Copyright of The Pivot Institute 38 Professional Development

39. Set SMART and challenging goals Plan to achieve those goals Determine how you use time Prioritise Use the 4Ds Avoid obstacles Learn how to improve yourself 29 March 2011 Copyright of The Pivot Institute 39 Parting Thoughts