Time Management Score. Slidespdf

SCORE
11/2/2011

By Laura Jacob
President
Pro Way Development
laura@prowaydevelopment.com
2039610227

Apply tools designed to help determine
priorities
Examine new time management strategies
and techniques
Apply tools to help make good decisions
under pressure
Select tools and techniques to apply back on
the job

©Pro Way Development, LLC

Questions for Discussion

How are you currently managing your time?
Time management or self management?
Multi tasking – is it a myth?


Set goals
Delegate
Prioritize
Manage interruptions
Manage email and the phone
Others?


…But SMART Goals:

Specific
Measurable
Attainable
Relevant
Time Measured


Specific – “I would like to gain proficiency in
French”
Measurable – “…At the intermediate level…”
Attainable – “To be able to communicate in
most common situations”
Relevant – “…For my upcoming business trip
to France”
Time bound “…”February 1st…”


Delegate Don’t Delegate

Tasks and projects that Tasks of a sensitive
are related to work nature
subordinates are doing Tasks involving
or would help them confidential
develop information
Whole projects, not Tasks that are not
just mundane tasks clearly defined or
about which
uncertainty exists


Decide what you expect as a final outcome
Pick the right person – may not be the most
skilled….
Explain level of authority
Establish check in points
Don’t ask… “Do you understand”
Evaluate
Call the delegation back without prejudice if
needed
Others?


Priority Managers
Decide whether to do
tasks
Time Managers Validate tasks by their
Decide when to do tasks combined risk and
value
Schedule Tasks
Negotiate up front and
graphically when
incoming tasks
threaten existing tasks
Offer options to get
the right things done

10

Identify why determining priorities is critical.

Compare a proactive vs. reactive approach.

Analyze how you spend your time.

Negotiate to help manage your time and
requests.


Activity Urgent Importance Total Average Priority
1= high + 1 = high Lowest
6 = low 6 = low number
= the
highest
priority

1. List your day’s or week’s tasks in column 1
2. On a scale of 1-6 with 1 being the highest, rate each task’s
Urgency
3. On a scale of 1-6 with 1 being the highest, rate each task’s
Importance
4. Total the ratings, divide by 2 and enter that amount in the
Average column
5. Use the Priority column to list your priorities and add any other
comments. If two items have the same score, subjectively
choose the priority


urgent not urgent
important
1 - DO NOW 2 - PLAN TO DO
• emergencies, complaints and crisis issues • planning, preparation, scheduling
• demands from superiors or customers • research, investigation, designing,
• planned tasks or project work now due testing
• meetings and appointments • networking relationship building
• reports and other submissions • thinking, creating, modeling, designing
• staff issues or needs • systems and process development
• problem resolution, fire-fighting, fixes • anticipation and prevention
• developing change, direction, strategy
Subject to confirming the importance and the
urgency of these tasks, do these tasks now. Critical to success: planning, strategic
Prioritise according to their relative urgency. thinking, deciding direction and aims, etc.
Plan time-slots and personal space for these
tasks.
not important
3 - REJECT AND EXPLAIN 4 - RESIST AND CEASE
• trivial requests from others • 'comfort' activities, computer games,
• apparent emergencies net surfing, excessive cigarette breaks
• ad-hoc interruptions and distractions • chat, gossip, social communications
• misunderstandings appearing as complaints • daydreaming, doodling, over-long
• pointless routines or activities breaks
• accumulated unresolved trivia • reading nonsense or irrelevant material
• boss's whims or tantrums • unnecessary adjusting equipment etc.
• embellishment and over-production
Scrutinize and probe demands. Help originators to
re-assess. Wherever possible reject and avoid Habitual 'comforters' not true tasks. Non-
these tasks sensitively and immediately. productive, de-motivational. Minimize or
cease altogether. Plan to avoid them.


Take a moment to plan.
Get help if you need it.
Breathe!
Revise your plan. Renegotiate other
deadlines.
Evaluate how the crisis can be avoided in the
future.


The problem with crises is that they are always
UNEXPECTED!

Give yourself a reasonable cushion in your
schedule.

Determine and validate priorities
Maintain focus on priorities
Communicate Assertively
Make good decisions under pressure
◦ Sometimes you have to go slow, to go fast to avoid
errors!


The value of the Pareto Principle for a manager is
that it reminds you to focus on the 20 percent
that matters. Of the things you do during your
day, only 20 percent really matter. Those 20
percent produce 80 percent of your results.

Identify and focus on those things. When the fire
drills of the day begin to sap your time, remind
yourself of the 20 percent you need to focus on.
If something in the schedule has to slip, if
something isn't going to get done, make sure it's
not part of that 20 percent.


When faced with a difficult project, staring at
a blank page can be overwhelming – getting
started on it is some small way will help you
move things along faster!

Putting off unpleasant tasks and attempting
to do them when your energy is low will hurt
you in the long run.

Schedule time on your calendar for an activity
you have been procrastinating on or avoiding.


The phone
Paperwork
Email
Drop in visitors and other interruptions

Clutter is death; it leads to thrashing. Keep
desk clear: focus on one thing at a time.

A good file system is essential.

Touch each piece of paper once.

Touch each piece of email once; your inbox is
not your TO DO list.


Keep calls short; stand during call

Start by announcing goals for the call

Have something in view that you’re waiting to get
to next

If you are working on something important, don’t
answer it

Group outgoing calls: just before lunch and 5pm


Set specific times to respond to email – Block
it off in your calendar.
Thank people in advance.
If an email goes back and forth more than
twice, pick up the phone.
Get off irrelevant mailing lists.
Use rules, flag items.
Be as clear as you can in the subject line.
Use out of office.
Others?


E-mail noise on new mail is an interruption -> TURN IT
OFF!!

Cut things short
◦ “I’m in the middle of something now…”

Start with “I only have 5 minutes” – you can always extend
this

Stand up, stroll to the door, complement, thank, shake
hands

Clock-watching; on wall behind them Drop-in Visitors

Remove the candy dish!


Find your creative/thinking time.

◦ Defend it ruthlessly.

Find your dead time.

◦ Schedule meetings, phone calls, and mundane stuff
during it.

Don’t forget to take a break and eat!


Phone callers should get two options:
◦ If this can’t wait, contact John Smith at 555-1212
◦ Otherwise please call back [insert return date]

This works for Email too!

Vacations and weekends should be vacations
and weekends.
◦ It’s not a vacation if you’re reading email


It’s amazing what you learn!

Monitor yourself in 15 minute increments for
between 3 days and two weeks.

Update every ½ hour: not at end of day

Do it from the minute you get up until you go
to sleep


What am I doing that doesn’t really need to
be done?

What am I doing that could be done by
someone else?

What am I doing that could be done more
efficiently?

What do I do that wastes others’ time?


Don’t check email first thing in the morning.
Turn off the Phone / Email.
Return calls in batches.
Turn off IM.
Do work in a conference room.


Break every hour you work into 3 segments

Focus on your work, and nothing else for 30
minutes

Work on administrative items for 20

Take a 10 minute break

Repeat….


Complete an action plan with two SMART
goals from today’s class.
Review your plan.
Present it to your partner.
Get some feedback and ideas.
Set up a time to check in in two weeks.


Time Management Score. Slidespdf

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