The slides for Analysis Prioritisation Communication Final session for Jetking

2. …to know your purpose is to
know everything.
life =

3. ∫life =
death
birth
∆ time
happiness
time

4. Prioritising our time
The 30x rule
Create a master list for daily, weekly, monthly & life goals
Creating ‘Good enough’ goals (Warren Buffet’s 2 list strategy)
Separate the ‘Urgent’ from the ‘Important’ tasks (Eisenhower Matrix)
Ranking daily tasks (Ivy Lee Method)
Separating similar tasks by ranking
Setting a productive tone by ‘Eating the elephant’
Sunk Cost fallacy for time allocation
Time Multiplier Model to prioritise
Prioritising most urgent during peak productive hours

5. 30x Rule
The 30x rule says you should spend 30x the amount of
time training someone to do a task than it would take you
to do the task yourself one time. For example, if a task
takes you 5 minutes per day to complete, then the 30x
rule suggests you could comfortably spend up to 150
minutes training someone to do that task.
or
You should personally spend 30x time training up for the
task to implement it correctly.

6. 1.Capture all the things you need to “keep up with” in one place.
2.Clarify the things you have to do.
3.Organize your actionable items by category and priority.
4.Reflect on your to-do list.
5.Engage with the work as per the list.
Get everything into the list and out of your head!
Getting Things Done LIST
Creating a Master List

7. Goals for Life
WARREN BUFFET’S
2 LIST STRATEGY
The first step is to write down your top 25 goals.
These could be life goals, career goals, education goals, or anything
else you want to spend your time on.
Now, circle your top five goals on that list. Create this list as the
first thing after you go home today.
Finally, any goal you didn’t circle goes on an “avoid at all cost” list.

8. The Pareto Principle—or, the 80/20 rule—which says that
20% of your efforts tend to produce 80% of your results.
Look for those tasks that don’t just get checked off, but
that bring you real results.
Urgent tasks are the ones you need to react to right away,
like emails, phone calls, deadlines. While important tasks
are ones that contribute to your long-term mission, values,
and goals.
•Urgent and Important: Complete these tasks as
soon as possible
•Important, but not urgent: List when you’ll do
these and schedule it
•Urgent, but not important: Delegate these
tasks to someone else
•Neither urgent nor important: Drop these from
your schedule as soon as possible
EISENHOWER MATRIX
Urgent versus Important

9. Ranking daily tasks
IVY LEE METHOD
At the end of each day, write down the six most important things you
need to accomplish tomorrow. Do not write down more than six tasks.
Prioritize those six items in order of their true importance.
When you arrive tomorrow, concentrate only on the first task.
Keep working until the first task is resolved before moving on to the
next one.
At the end of the day, move unresolved items to a new list of six tasks
for the following day, based on urgent vs. important.
Repeat this process every working day.
Allocate 30 minutes each week to find how well you are doing and
aligning them for long term goals and objectives.

10. Separating similar tasks
RANKING TASKS WITH ‘ABC’
Go through your list and give every task a
letter from A to C (A being the highest
priority/you can go upto D or E)
For every task that has an A, give it a
number which dictates the order you’ll do
it, to signify importance
Repeat until all tasks have letters and
numbers against them

11. Setting a productive tone
‘EATING THE ELEPHANT’
How you start the day sets the tone for the rest of it.
Avoiding the elephant you need to tackle shows lack of
commitment to your own prioritization.
Watching or keep the elephant aside does not help things. It
goes nowhere unless you have re-delegated it.
Tackling major issues first also sets a good example for the rest
of the team; also, breaking it down into pieces and chewing it
one bite at a time ensures you are both solving and learning to
manage bigger challenges.
Often, getting a large, hairy, yet important task out of the way
first thing gives you momentum, inspiration, and energy to
keep moving.

12. As you prioritize tasks, it’s important to remember to be
flexible. No one knows what the future holds.
Sometimes you might prioritize a task only to have
expectations or deliverables changed.
Humans are especially susceptible to the “sunk cost fallacy”—
a psychological effect where we feel compelled to continue
doing something just because we’ve already put time and
effort into it.
But the reality is that no matter what you spend your time
doing, you can never get that time back.
Sometimes our effort is better used switching boats than
trying to fix a leak.DON’T BE A SISYPHUS
SUNK COST FALLACY

13. Time Multiplier Model
Prioritization is not only about tasks, it’s about prioritizing your time.
If you invest 100 into your education business and it results in 1000 rupees
of sales, then that investment is a multiplier. Another simpler idea is a hammer.
It amplifies your effort to produce more output (and is a lot less painful than
trying to nail into a wall with your bare hands).
We all love this idea of getting something for nothing. We can do the same with
our time!
A time multiplier is a strategy or tool that creates more free time for you in the
future.
It’s the time management equivalent of sharpening your axe.
• Can I eliminate this task?
• If I can’t eliminate, can I automate it?
• Can I delegate or outsource it for freeing time and higher efficiency?
• Is the task the most important task to complete?
• Designing the workplace to avoid distractions
• Creating work habits to improve effectiveness versus efficiency
∆ time
∫life =
death
birth
happiness
time

14. Gather data on how you have been doing since you went into the list
method.
Change priorities if you are not satisfied with the outcomes you are
managing.
Look for patterns of energy bursts during the day; observe and start putting
the most critical-to-success tasks in that slot.
Track revised progress and keep adjusting.
•High-value work when energy is highest. There’s time set aside first-
thing in the morning and post-afternoon-slump for deep work (when your
energy levels are typically higher).
•Shallow work when energy levels are lower. There’s time for less
cognitively intense, or “shallow work” like admin and meetings when your
energy is typically lowest (between 1:30 – 3:30 pm).
•Enough breaks. Time away from work helps keep your energy levels up
throughout the day. You’re more likely to take breaks if you schedule them
into your day.
MEASURINGTIME
Managing productive hours

15. …the purpose of
knowledge is to
serve the self
first.

16. This is a self discovery
model to analyse and
uncover factors which
stresses on
the importance of self
learning, feedback and
disclosure to build
trust and achieve our
ambitions.
‘Johari Window’ is a
model for self-awareness,
personal development,
group development and
understanding
relationship.
In 1955, Joseph Luft and
Harry Ingham, two
American psychologists
developed a model
called the ‘Johari
Window’.
They called the model
‘Johari Window’ after
combining their first
names, ‘Joe’ and
‘Harry’.

17. ‘Johari Window’ as a
technique is highly
effective when used
appropriately to
provide valuable
information regarding
one’s own self and
others, which is an
important
characteristic which
every leader needs to
possess to succeed.
The ‘Johari Window’
is based on a four-
square grid.
The ‘Johari Window’ is
made up of a window
with four 'panes’.
The window is a square
pane with a cross in
the middle of it.
This cross divides the
window into four panes.

18. Self
Known Unknown
Others
UnknownKnown
Each pane represents two
things – stuff known to you
and stuff known to others.
The four panes of the ‘Johari
Window’ are called 'regions'
or 'areas' or 'quadrants'.
Each contains and represents
the information - feelings,
motivation, etc., in terms of
whether the information is
known or unknown by the
person, and whether the
information is known or
unknown by others in the
team.
open/free/public arena
area
blind area
unknown areahidden/facade
area

19. JOHARI WINDOW
CHANGE STRATEGY
A change in one quadrant affects other quadrants
It takes energy to hide/deny/be blind to behaviour that
is involved during interactions and communications
Trust increases awareness
Forced awareness is undesirable and usually ineffective
The smaller the open area, the poorer the
communication

20. Self
Known Unknown
Others
UnknownKnown
open/free/public arena
area
blind area
unknown areahidden/facade
area
Johari Window:
The Learner
The Learner person has a
large public area, reflecting
someone who is open
about him/herself and
receptive to feedback from
others. This is the person
who has a clear self-image
and enough confidence in
who he/she is to be visible
to others. If in a
management role, the
Learner person has
employees who tend to feel
respected and encouraged
to grow.
What you value, your way of
life, behaviors, emotions,
knowledge, experience, skills,
expectations and
motivations which is known
to you and to others.

21. Self
Known Unknown
Others
UnknownKnown
open/free/public arena
area
blind area
unknown area
hidden/façade area
Johari Window:
The Sceptic
The Sceptic has a large
hidden area, reflecting
someone who keeps
information with
him/herself. This is a
person who is always
asking for information and
giving little in return – the
game player. If the Sceptic
is in a management role,
employees tend to feel
defensive with and
resentful of this individual.
Contains information
and values you choose
to keep private, such as
hidden agendas, dreams
or ambitions.

22. Self
Known Unknown
Others
UnknownKnown
open/free/publicarena
area
blind area
unknown area
Johari Window:
The Chatterbox
The Chatterbox has a large
blind area, reflecting
someone who talks a lot
but does not listen too
well. This is the person who
is pre-occupied with
him/herself and doesn't
know when to keep quiet. If
the Chatterbox is in a
management role,
employees tend to get
annoyed with this person
and eventually will either
actively or passively learn
to shut him/her up.
Includes information that
others can see in you, but
you cannot see in yourself.
You might think you are a
poor leader, but others think
you exhibit strong
leadership skills.

23. Self
Known Unknown
Others
UnknownKnown
open/free
public arena
area
blind area
unknown area
hidden/façadearea
Johari Window:
The Snail
The Snail has a large
unknown area, reflecting a
lack of self-knowledge and
understanding. This is a
person you can’t figure out.
The snail’s behaviour tends
to be unpredictable and
security-oriented. If in a
management role,
employees tend to feel
insecure and confused
about expectations.
Includes everything that you
and others do not know about
yourself.
You may have hidden
talents, for example, that you
have not explored.

24. Others
UnknownKnown
Self
Known Unknown
open/free/public arena
area
blind area
unknown
area
hidden/facade
area
Others’ observation
Self- disclosure/exposure Shared
Discovery
FeedbacksolicitationSelf-discovery
The most useful model to
describe the process of
human interaction, more
specifically of giving and
receiving feedback.
Model depicts
communication windows
through which feedback is
given and received.
Through feedback and
disclosure, you can reveal
more about yourself to
others and learn more about
yourself from others.
Johari Window
Known
to others
Unknown
to others
Tell
Known to self Unknown to selfAsk

25. JOHARI WINDOW
IDEAL STRATEGY
This is the kind of person whom you can
trust. As the people get to see and know
you, exactly as you are and can trust you.
Such a window has a small blind area so
that you know what others think about
you.
We need to understand, that the ideal
shape of the window is one which has
a large open area.

26. Different people have labeled these windows differently, but the principles
are the same. The real value of the Johari Window lies in the consistent
finding that if you measure, for any individual, the relative size of the
different panes, those with the largest “Open Arena” seem to perform better,
at everything. It doesn’t just make them “nice” people. It is linked to
improved performance in areas ranging
from salesmanship to politics and to leadership.
So there are two processes at work here:
Disclosure and Feedback.
Disclosure decreases the Hidden Self
pane and Feedback decreases the Blind
Spot pane.
As a result, the Open Arena gets larger.
life =