Time Management 2-day course

1. 1
Time Management
Working with chaos

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“The more I practice, the luckier I get.”
Gary Player

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Time Use
analysis
Time Logs
1
Identify time
problems
Causes
Solutions
2
Self
Assessment:
I am
I can
I need
3
Set Goals
Establish
priorities
4Program Goals
into Action
Plans
5
Daily Planning
Schedules and
Planning
guides
6
Follow up
and
Repeated
analysis
8Improve Time
Management
Techniques
7

4. 4
Saving Private Ryan

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9. 9

10. 10

11. 11
Analysis and
appreciation
1
Identify
problems
Causes
Solutions
2
Assessment:
Readjustment3
Set Goals
Establish
priorities
4Program Goals
into Action
Plans
5

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PERSONAL WORK per
day
per week
SLEEP 7 49
EAT 2 14
DRESS 1 7
COMMUTE 1 5
OTHER 2 14
13 89
ON THE JOB WORK 8 44
OTHER, FAMILY,
LEISURE,
PERSONAL, FREE
TIME
35
TOTAL 168

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The 168 Hour Limit
PERSONAL WORK
53%
JOB
26%
OTHER
21%

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Time Savers
1. Group similar tasks together
2. Avoid perfectionism
3. Plan goals
4. Create action plans
5. Constantly root out time robbers
6. Add 20% time estimate to your initial assessment –
create buffer
7. Break large tasks up into sizeable chunks
8. Avoid the messy desk
9. Learn to say no
10. Build contingency plans – deal with Murphy's law
11. Quiet time every morning – get your head together
12. Prioritise.

15. Time Log
Recording errors, strengths
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16. Most Common Time
Problems
Planning
Organising
Directing
Controlling
Communication
At home
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17. Systems
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18. Team Structures
Matrix
Team/hierarchy
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19. Plane Simulation
 Form your own plane manufacturing company
 Give yourselves a name
 Design your logo
 Customer requires 8 planes of good quality
 Minimum requirements :
* cut & folded well
* logo on right wing
* all flaps folded up/ down
 Supplier will provide you with templates,
scissors, kokis & rulers

20. Plane Simulation
You have a certain amount of time in
which to produce 8 planes
5 mins work
1 min tea (Unions, therefore, NO work!)
5 mins work
1 min delivery

21. Plane Simulation
 Customer will judge your planes according
to a scoring system – customer is difficult
 Customer also requires certain added value
for which she will give you extra points
 Choose 3 out of 5 added value
 Business cards (1 per plane)
 Coloured wing tips
 10 year Guarantee (1 per 8 planes)
 Company name on fuselage
 Hangers (1 per 2 planes)

22. Plane Simulation Scoring
......DesktopPlane Scoring.xlsx

23. OV 1 - 68Copyright © 2009 Element K Content LLC. All rights reserved.
3 Resolution
2 Dissatisfaction
1 Orientation4 Productivity
68 Blanchard’s leadership styles

24. OV 1 - 69Copyright © 2009 Element K Content LLC. All rights reserved.
3 High
Supportive
Low
Directive
2 High
Directive
High
Supportive
1 High
Directive
Low
Supportive
4 Low
Supportive
Low
Directive
69 Leaders’ behaviour

25. OV 1 - 70Copyright © 2009 Element K Content LLC. All rights reserved.
ORIENTATION DISSATISFACTION RESOLUTION PRODUCTION
GDS 1 GDS 2 GDS 3 GDS 4
LOW
PRODUCTIVITY (COMPETENCE)
MORALE (COMMITMENT)
HIG
H
70 Productivity and Morale
ACTIVITY 1.4

26. Diagnostic
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27. CHOLERIC

28. Understanding
CHOLERIC
Basic Motivation
RESULTSRESULTS
CHALLENGECHALLENGE

29. Understanding
CHOLERIC
Best environment
 Continual challenges
 Freedom to act
 Variety

30. Understanding
CHOLERIC
Accepts / rejects
 Accepts the difficult
 Rejects inaction

31. Understanding
CHOLERIC
Major strengths Weaknesses
Getting things done insensitive to others
Decisive Impatient, overlooks risks, facts
Persistent Inflexible, unyielding

32. Understanding
CHOLERIC
Responds best to others who:
 Provide direct answers
 Stick to business
 Allow freedom for personal
accomplishments

33. Understanding
CHOLERIC
Needs others on the team who will:
 Follow-through on routine projects
 Help build relationships
 Gather facts and evaluate risks

34. Understanding
CHOLERIC
Behaviour under tension
AUTOCRATICAUTOCRATIC

35. Understanding
CHOLERIC
Would benefit most from:
 Listening

36. Understanding
CHOLERIC
My ideal world is where I
have
CONTROLCONTROL

37. Understanding
CHOLERIC
I want to do it
MYMY wayway

38. Understanding
CHOLERIC
I like to
CHANGECHANGE things.things.

39. Understanding
CHOLERIC
My greatest fear is losing
CONTROLCONTROL

40. How to convince a
Choleric
WHAT?

41. How to disagree with
a Choleric
AGREE + test

42. SANGUINE

43. Understanding
SANGUINE
Basic Motivation
RECOGNITIONRECOGNITION
APPROVALAPPROVAL

44. Understanding
SANGUINE
Best environment
 Friendly atmosphere
 Freedom from control and detail
 Opportunity to influence others

45. Understanding
SANGUINE
Accepts / rejects
 Accepts involvement with others
 Rejects isolation

46. Understanding
SANGUINE
Major strengths Weaknesses
optimistic over-selling
personable manipulative
enthusiastic lack follow through

47. Understanding
SANGUINE
Responds best to others who:
 Are democratic and friendly
 Provide for social involvement
outside of work
 Provide recognition of ideas and
abilities

48. Understanding
SANGUINE
Needs others on the team who will:
 Follow-through on details
 Provide accountability for goal
accomplishment
 Be realistic with their ideas

49. Understanding
SANGUINE
Behaviour under tension
ATTACKATTACK

50. Understanding
SANGUINE
Would benefit most from:
 Pausing

51. Understanding
SANGUINE
My ideal world is where I
have RECOGNITIONRECOGNITION

52. Understanding
SANGUINE
I want to do it
the FUNFUN wayway

53. Understanding
SANGUINE
I like to
DREAM / INFLUENCEDREAM / INFLUENCE things.things.

54. Understanding
SANGUINE
My greatest fear is losing
FACE

55. How to convince a
Sanguine
WHO?

56. How to disagree with
a Sanguine
AGREE + time

57. PHLEGMATIC

58. Understanding
PHLEGMATIC
Basic Motivation
RELATIONSHIPSRELATIONSHIPS
APPRECIATIONAPPRECIATION

59. Understanding
PHLEGMATIC
Best environment
 Requires specialisation
 Opportunity to work with a group
 Consistent and predictable

60. Understanding
PHLEGMATIC
Accepts / rejects
 Accepts friendship
 Rejects conflict

61. Understanding
PHLEGMATIC
Major strengths Weaknesses
Supportive Conforming
Agreeable Retiring
Loyal Missed opportunities

62. Understanding
PHLEGMATIC
Responds best to others who:
 Are relaxed and amiable
 Allow time to adjust to a change in
plans
 Provide personal support

63. Understanding
PHLEGMATIC
Needs others on the team who will
 Initiate change
 Deal with conflict
 Help them to see the bigger
picture

64. Understanding
PHLEGMATIC
Behaviour under tension
ACQUIESCEACQUIESCE

65. Understanding
PHLEGMATIC
Would benefit most from:
 Initiating

66. Understanding
PHLEGMATIC
My ideal world is where I
have
PEACEPEACE

67. Understanding
PHLEGMATIC
I want to do it
thethe EASYEASY wayway

68. Understanding
PHLEGMATIC
I like to
WATCHWATCH things.things.

69. Understanding
PHLEGMATIC
My greatest fear is losing
RELATIONSHIPRELATIONSHIP

70. How to convince a
Phlegmatic
WHY?

71. How to disagree with
a Phlegmatic
TOGETHER

72. MELANCHOLIC

73. Understanding
MELANCHOLIC
Basic Motivation
QUALITYQUALITY
TOTO BEBE RIGHTRIGHT
DATADATA

74. Understanding
MELANCHOLIC
Best environment
 Clearly defined
 Requires precision
 Provides reassurance

75. Understanding
MELANCHOLIC
Accepts / rejects
 Accepts methods
 Rejects lack of quality

76. Understanding
MELANCHOLIC
Major strengths Weaknesses
Orderly Picky
Thorough Too detailed
Analytical Too cautious

77. Understanding
MELANCHOLIC
Responds best to others who:
 Provide reassurance
 Maintain an open door policy
 Spell out detailed operating
procedures

78. Understanding
MELANCHOLIC
Needs others on the team who will:
 Persuade others on the quality of
their work
 Take action
 Help initiate relationships

79. Understanding
MELANCHOLIC
Behaviour under tension
AVOIDAVOID

80. Understanding
MELANCHOLIC
Would benefit most from:
 Declaring

81. Understanding
MELANCHOLIC
My ideal world is where I
have
PERFECTIONPERFECTION

82. Understanding
MELANCHOLIC
I want to do it
the RIGHTRIGHT wayway

83. Understanding
MELANCHOLIC
I like to
ANALYSEANALYSE things.things.

84. Understanding
MELANCHOLIC
My greatest fear is being
WRONGWRONG

85. How to convince a
Melancholic
HOW?

86. How to disagree with
a Melancholic
FACTS

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Criteria for Delegation –
appointing a task to someone
else who is capable of achieving
the desired ends
1. Someone can do it instead of me –
with the same effect.
2. Someone can do it in better time.
3. Someone can do it with less expense.
4. Someone can be trained by it.
5. The company/department will benefit
as a whole.

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Selecting Right Person – Matching the person to the task.
Delegate the Good and the Bad – Give them a total experience of the job.
Take time – It’s a serious thing to do
Delegate Gradually – delegate the tasks in stages in order to get the person trained up
Delegate In Advance – not halfway through the job
Delegate the Whole – not a piece that means nothing
Delegate for Specific Results – report report report

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Avoid Gaps and Overlaps – Delegating to different people and not thinking it
trhough
Consult before you delegate – speak to others about the job
Leave the Subordinate alone – Let them struggle
Command and Control – regular and meaningful report backs

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INCREASE IMPORTANCE
INCREASE
URGENC
Y
AX X
A C
IMPORTANT AND
URGENT
“BUMPED” FROM A
PROACTIVE, BUT
LATE
URGENT
REACTIVE
UNEXPECTED
CLEAR OUT OF THE
WAY
SHOULD TAKE 20%
IMPORTANT
PROACTIVE
PART OF GOAL
PROGRAMMING
SHOULD TAKE 80%
UNIMPORTANT
PROBABLY WILL
NEVER DO
NICE TO HAVE

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Pareto’s Principle
 The 80/20 Rule means that in anything a few (20
percent) are vital and many(80 percent) are trivial.
 20 percent of the people owned 80 percent of the
wealth.
 20 percent of the defects causing 80 percent of the
problems.
 Project Managers know that 20 percent of the work
(the first 10 percent and the last 10 percent)
consume 80 percent of your time and resources.
 You can apply the 80/20 Rule to almost anything,
from the science of management to the physical
world.

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Effective use of Pareto’s
Principle
Search for those 20/80 relationships.
They are the ones that will change your
life around
Learn from your mistakes
Learn to use cause and effect

93. Tasks for Day 2
Tasks for 2nd
day:
Log your time for one day – every 15
minutes. Add goal.
Plan for cycle 2 – finance AND RISK
Apply the 13 time management rules
(P28) to one of your projects and
assess each one (mark out of 10)
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Quick Calculation
If you earned R400 000 per year:
Every hour is worth R204.00
Every minute is worth R3.41
An hour a day for a year is R50 000
 http://www.sales-training-management-institute.com/skills/time_management_clinic/timequiz.htm

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Serous (blister)

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4 Beliefs that cause stress
I must be everyone’s friend all the time
I must be 100% effective all the time
Once I have made a major mistake, I
will limp for the rest of my life
Things generally turn out wrong

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4 Kinds of Stress
Time stress
Anticipatory stress
Situational stress
Encounter stress

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ZONE OF INFLUENCE
ZONE OF CONCERN

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Quiz
 1. Do you have a list of your most important projects?
 2. Do you have a list of your highest priority projects?
 3. Do you feel that you have enough time for yourself?
 5. Do you always complete and forward paperwork when due?
 6. Do you have a clearly defined list of personal and professional objectives
in writing?
 7. Do you always accomplish what needs to be accomplished daily?
 8. Do you feel that you squeeze every available minute from your day?
 9. Do you always have a set of weekly objectives in writing?
 10. Do you tackle difficult, demanding or unpleasant tasks without
procrastinating?
 11. Do you complete business matters during business hours?
 12. Do you know what your time is worth by the minute?
 13. Do you have a five-year plan for personal/professional growth?
 14. Do you plan your activities of the day the afternoon or evening before?
 15. Do you set objectives for major projects you want to accomplish?
 16. Do you feel that you spend enough time on formal professional training?
 17. Do you feel that you are earning your full potential?
 18. Do you spend most of your time on productive activities?
 19. Do you know how many productive hours you spend at work?
 20. Do you think that interruptions keep you from achieving your goals?

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Signs that you are no longer a
Kid
 You can live without sex but not without
glasses.
 You quit trying to hold your stomach in, no
matter who walks into the room.
 You sing along with the elevator music.
 You would rather go to work than stay home
sick.
 You consider coffee one of the most
important things in life.
 You no longer think of speed limits as a
challenge.
 Neighbors borrow your tools.

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Signs that you are no longer a
Kid
 People call at 9 p.m. and ask, "Did I wake
you?"
 You're asleep, but others worry that you're
dead.
 You answer a question with, "because I said
so!"
 The end of your tie doesn't come anywhere
near the top of your pants.
 You wear black socks with sandals.
 Your ears are getting hairier than your head.
 You have a party and the neighbors don't
even realize.