time-management for manager-1230355733168184-1.ppt
- 2. WHY TIME MANAGEMENT? IT IS BASICALLY A SKILL THAT CAN BE ACQUIRED. IT IS NOT AN ART IT IS A USEFUL ABILITY TO BE PROFICIENT AT IN AN EVER INCREASINGLY COMPLEX AND DEMANDING WORLD IT’S GOAL IS TO IMPROVE EFFECTIVENESS AND IS THEREFORE A TOOL IN ACHIEVING PERSONAL AND ORGANISATIONAL SUCCESS
- 3. TIME AND EFFECTIVENESS THERE IS NOT AN AUTOMATIC CORRELATION BETWEEN WORKING HARD AND BEING EFFECTIVE. MANY PEOPLE ARE WORKING HARD BUT ARE NOT WORKING EFFECTIVELY
- 4. TIME IS LIFE. IT IS BOTH I R R E V E R S A B L E A N D IRREPLACEABLE. TO WASTE YOUR TIME IS TO WASTE YOUR LIFE, BUT TO MASTER TIME IS TO MASTER YOUR LIFE AND TO THEN MAKE THE MOST OF IT. ALAN LARKIN
- 5. A DEFINITION MAXIMISING THE USE OF THE TIME THAT IS AVAILABLE TO ALLOW EACH INDIVIDUAL TO BEST ACHIEVE THEIR LIFE’S G O A L S A N D O B J E C T I V E S .
- 6. FACT WE ARE ALL MANAGING TIME TO SOME EXTENT BUT IF WE DO IT BETTER WE CAN END U P W I T H O U R L I V E S BECOMING MORE COMPLETE WITH MORE FULFILLMENT
- 7. WHY ARE PEOPLE NOT MANAGING TIME AS WELL AS THEY COULD? THEY DON’T KNOW HOW THEY ARE LAZY (IT TAKES TIME AND EFFORT) THEY ARE CRISIS MANAGEMENT JUNKIES
- 8. TO CONSIDER OUR ATTITUDE TO TIME IS CHANGING – new technology like email, faster travel, has given us new options but put us under greater pressure TIME IS MONEY – goals, deadlines etc are part of working life CULTURAL DIFFERENCES – not everyone sees time the same way
- 9. TWO AREAS TO LOOK AT CONCEPTS OF TIME MANAGEMENT TECHNIQUES OF TIME MANAGEMENT
- 10. WHY DO WE NEED IT? ALMOST ALL ASPECTS OF MOST PEOPLES LIVES HAVE BECOME MORE COMPLICATED AND THE DEMANDS BEING PLACED ON US ARE INCREASING
- 11. FEELING THE PRESSURE PRESSURE EXISTS WHEN THERE IS AN IMBALANCE BETWEEN DEMNDS BEING PLACED ON YOU AND YOUR ABILITY TO DEAL WITH ALL OF THESE DEMANDS
- 12. SO THE BENEFITS ARE BETTER WORK PERFORMANCE MORE BALANCE IN YOUR LIFE LESS STRESS FEELING IN CONTROL LIFE IS MORE FULLFILLING
- 13. FEELING GOOD ABOUT TIME WHEN YOU ARE IN CONTROL WHEN YOU ENJOY WHAT YOU ARE DOING WHEN YOU HAVE A SENSE OF PURPOSE
- 14. FIVE INSIGHTS What is your relationship with time? Each individual’s relationship with time is unique. Do we plan too much or not enough? Could we achieve more by demanding less of ourselves and more of others? Is the glass half-full or half-empty? If you have the right attitude to time you are more likely to be satisfied with the time that you have available and how you use it. Likewise the reverse occurs. We are individuals and have preferences. Finding ourselves in the wrong situation be it the wrong relationship or wrong job can be deeply frustrating. Equally being in the right situation can be uplifting and therefore time generating. Slow down, you move too fast. Rushaholics end up in danger of not making best use of their time. Speeding up can actually slow you down and reduce the pleasure and benefit you get from the time that you do have available. What satisfies you? You will feel good about time when you are in the zone of feel-good experiences.
- 15. EVOLUTION OF TIME MANAGEMENT HOW TO GET THINGS DONE. ERA OF TO DO LISTS, CHECKLISTS, NOTES HOW TO ORGANISE MY WORKLOAD AROUND PRIORITIES, OBJECTIVES AND FOLLOW UP.THE ERA OF WORK GOALS WHAT ARE THE THINGS I WANT OUT OF LIFE. HOW CAN I BETTER ORGANISE MY LIFE TO ACHIEVE WHAT I WANT.
- 16. WHY MANAGE MY LIFE? PEOPLE WHO LEAD BALANCED LIVES ARE MORE EFFECTIVE INCREASING NON WORK DEMANDS. FAMILY, HEALTH, RELIGION, LEISURE ITS’ BECOMING TOO HARD TO TREAT WORK AND NON-WORK AS SEPARATE ENTITIES
- 17. TIME MANAGEMENT PROCESS EXAMINE YOUR LIFE FROM THE BIG PICTURE VIEW YOUR LIFE FROM THE PERSPECTIVE OF THE ROLES YOU FILL SET SPECIFIC GOALS FOR EACH CATEGORY OR ROLE PRIORITISE THEM ORGANISE YOUR SCHEDULE AROUND THEM REVIEW, UPDATE AND REORGANISE THEM FREQUENTLY
- 18. THE BIG PICTURE DECIDE SHORT TERM CAREER GOALS PLAN LONG TERM CAREER GOALS DECIDE SHORT TERM PERSONAL GOALS PLAN LONG TERM PERSONAL GOALS WRITE A PERSONAL MISSION STATEMENT
- 19. When you know what your specific objectives are concerning your distant, immediate and intermediate goals, you will be more apt to recognise that which will help you to achieve them and be more content. N. Clement Stone
- 20. GOALS SHOULD BE “SMART” SPECIFIC MEASURABLE ACHIEVEABLE REALISTIC TIME BOUND
- 21. WHAT ARE ROLES? FATHER HUSBAND PERSONAL ADMINISTRATOR MARKETING CUSTOMER SERVICE OPERATIONS MANAGER
- 23. WHAT IS A PRIORTY? SOMETHING THAT WILL MAKE A DIFFERENCE
- 24. TO THE PEOPLE THAT MATTER THE CUSTOMER THE EMPLOYEES THE OWNER YOUR COLLEAGUES YOUR CHILDREN YOUR PARTNER YOURSELF
- 25. EXAMPLES MAKE MONEY SAVE MONEY IMPROVE EFFICIENCY ENHANCE IMAGE IMPROVE MORALE INCREASE CUSTOMER SATISFACTION HELP OUR CHILDREN IMPROVE YOUR QUALITY TIME GET BETTER AT A HOBBY
- 26. HOW TO SET THEM? YOUR GOALS AND OBJECTIVES YOUR FAMILIES GOALS AND OBJECTIVES THOSE OF YOUR COLLEAGUES THOSE OF THE TEAM YOUR BOSSES YOUR CUSTOMERS YOUR COMPANIES BUSINESS PARTNERS
- 27. HOW MANY SHOULD YOU HAVE? ACCORDING TO PETER DRUCKER MAXIMUM TWO. OTHER COMMENTATORS HAVE SAID BETWEEN 3 AND 5 A PRIORITY IS NOT A TASK. EACH PRIORITY WILL INVOLVE MANY ACTIVITIES SCHEDULE ONE 90 MINUTE SESSION PER WEEK TO FOCUS ON YOUR PRIORITIES
- 28. PRIORITIES TIME MANAGEMENT IS NOT ACTUALLY ABOUT MANAGING TIME. ITS ABOUT MANAGING PRIORITIES. SURPRISINGLY WE DO NOT AUTOMATICALLY FOCUS ON THE THINGS THAT A R E M O S T I M P O RTA N T .
- 29. SO • TIME CANNOT BE MANAGED; ACTIVITIES CAN BE • TIME MANAGEMENT IS ABOUT GETTING RESULTS, NOT ABOUT BEING BUSY • ITS ABOUT MANAGING YOURSELF
- 30. TIME WASTING 90% OF ALL MANAGERS ARE SPENDING AT LEAST 50% THEIR TIME ON UNIMPORTANT TASKS. Harvard Business Review 2002
- 31. TIME WASTE DIFFERS FROM MATERIAL WASTE IN THAT THERE CAN BE NO SALVAGE. WASTED TIME DOES NOT LITTER THE FLOOR LIKE WASTED MATERIAL Henry Ford.
- 32. THE MAIN THING IS TO KEEP THE MAIN THING THE MAIN THING. Stephen Covey
- 33. THE WORK DILEMA
- 34. LIST YOUR TASKS KEEP COMPREHENSIVE LISTS OF ALL THINGS YOU WANT TO DO AND ALL THINGS THAT YOU NEED TO DO EXTRACT THESE FROM ALL SOURCES NOTES, EMAILS, MEMOS, MEETING MINUTES, WEBSITES, ARTICLES ETC.
- 35. PULL IT TOGETHER MEETING MINUTES ACTION PLANS MESSAGES EMAILS MEMOS MY AGENDA
- 36. SORT YOUR PRIORITIES A TASKS. IMPORTANT AND URGENT B TASKS. IMPORTANT BUT NOT URGENT C TASKS. TASKS THAT CAN WAIT UNTIL TIME PERMITS
- 37. THE ACTION PRIORITY MATRIX RATE YOUR TASKS IN TERMS OF a) THE IMPACT THEY WILL HAVE b) THE AMOUNT OF EFFORT REQUIRED GIVE THEM SCORES OUT OF 1-10
- 38. PLOT THEM ON A GRAPH
- 40. URGENCY ENGULFS MANAGERS; YET URGENT TASKS ARE NOT ALWAYS THE MOST IMPORTANT. THE TYRANY OR THE URGENT LIES IN ITS DISTORTION OF PRIORITIES. ONE OF THE MEASURES OF A GOOD MANAGER IS HIS OR HER ABILITY TO DISTINGUISH WHAT IS IMPORTANT AND WHAT IS URGENT AND TO REFUSE TO MANAGE BY CRISIS. ALEC MACKENZIE
- 41. THE 4 Ds OF TIME MANAGEMENT DELEGATE IT DELAY IT DROP IT DO IT
- 42. CONSIDER WHAT ARE YOU ACTUALLY SUPPOSED TO ACCOMPLISH? WHAT DO YOU ACTUALLY SPEND TIME DOING?
- 43. YOUR ATTITUDE TO TIME 3 KEY ISSUES PERFECTIONISM Things take too long or stack up PROCRASTINATION Put things off Until the last Minute PLANNING Looking ahead And balancing Tasks
- 44. MANAGING INTERUPTIONS EMAILS PHONE CALLS INTERRUPTIONS LAST MINUTE ISSUES
- 45. POSSIBLE SOLUTIONS SAY NO SCHEDULE AVAILABLE TIME POSTPONE THE ISSUE DO YOU REALLY HAVE TO DEAL WITH IT? TIP: KEEP AN INTERUPTIONS LOG
- 46. SET UP A WEEKLY PLAN FAIL TO PLAN PLAN TO FAIL
- 47. CATGORIES OF TIME NECESSARY TIME – SLEEPING, EATING CONTRACTED TIME – WORK BOOKED TIME – OBLIGATIONS. COOKING, CLEANING ETC FREE TIME – RELAX, DO HOBBIES
- 48. WEEKLY WORKSHEET ROLES GOALS SCHEDULE Monday Tuesday Wednesday Thursday Friday Saturday Sunday PERSONAL 8:00 FAMILY 9:00 10:00 MARKETING 11:00 OPERATIONS 12:00 1.00 ADMINISTRATION 2.00 STANDARDS 3.00 4.00 STAFF 5.00 PROJECTS 6.00 7.00 HEAD OFFICE 8.00 GUESTS 9.00 PHYSICAL A. Exercise MENTAL B. Read/Study 10.00 SPIRITUAL C. Bible/Church Others Others Others Others Others Others Others SOCIAL WEEKLY PLAN
- 49. WEEKLY WORKSHEET ROLES GOALS SCHEDULE Tennis Monday Tuesday Wednesday Thursday Friday Saturday PERSONAL Rotary 8:00 Trip to Lombok Briefing Briefing Briefing Briefing Briefing FAMILY Emma piano 9:00 Credit Monthly review 10:00 Monthly Meeting MARKETING Xmas package Report 11:00 Wine tasting OPERATIONS 12:00 Dep Head Agenda 1.00 ADMINISTRATION Credit Meeting Rotary 2.00 Agenda STANDARDS 3.00 Dep Heads Monthly General Emma Piano General staff 4.00 Sales Review Monthly Staff STAFF Report 5.00 Beach bar Wine Tasting PROJECTS 6.00 Tennis Monthly report 7.00 HEAD OFFICE 8.00 GUESTS 9.00 PHYSICAL A. Exercise MENTAL B. Read/Study 10.00 SPIRITUAL C. Bible/Church Others Others Others Others Others Others SOCIAL WEEKLY WORKSHEET
- 50. DAILY WORKSHEET Monday 21-Aug-05 Time Schedule Notes Contacts 8:00 Morning Briefing 9:00 10:00 11:00 12:00 1.00 2.00 Agenda Issue Agenda for 29th Meeting Check items with Badrus Dep Heads 3.00 4.00 5.00 Nusa Dua Beach Hotel Check Joe 6.00 Tennis 7.00 8.00 9.00 10.00 Others
- 51. TIPS BECOME A LIST MAKER WRITE THINGS DOWN WHENEVER YOU REMEMBER THEM PUT IN THE KNOWN ITEMS (MEETINGS) THEN WORK AROUND THEM MAKE PLANNING FOR TOMORROW THE LAST TASK OF TODAY BE PREPARED TO BE FLEXIBLE PLAN SHORT SHARP SESSIONS SPEND SOME TIME THINKING EVERY DAY PLAN FOR SOME QUIET TIME EACH DAY
- 52. HELP YOURSELF USE AVAILABLE RESOURCES. TECHNOLOGY, ORGANISERS, VOICE RECORDERS LEARN TO DELEGATE SHUT YOURSELF AWAY IF YOU NEED TO EVALUATE YOUR OWN TIME MANAGEMENT PERFORMANCE SET SMART GOALS USE COLOURS AND ILLUSTRATIONS IN PLANS
- 53. THE BRAIN RESPONDS TO COLOUR
- 54. THE BIO CLOCK PRODUCTIVITY PEAKS ARE AT ABOUT 11.00AM,4.00PM AND 7.00PM PRODUCTIVITY LOW IS AT ABOUT 2.00PM SCHEDULE A TASKS AROUND PRODUCTIVITY PEAKS DISCOVER YOUR OWN ENERGY CYCLE SCHEDULE C TASKS AT LOW PRODUCTIVITY TIMES
- 55. ENERGY LEVELS Learn your own energy highs and lows. Schedule appropriate tasks at appropriate times
- 56. WORKING EFFECTIVELY WORKING EFFECTIVELY MEANS ACHIEVING WHAT YOU HAD PLANNED TO DO OR WHAT YOU HAD AGREED TO DO.
- 57. MANAGING YOUR DAY MAKING THE MOST OF YOUR DAY Action 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Bad time to concentrate Good time for creativity Good time for problem solving Rejuvenate
- 58. MANAGE YOUR DAY BETTER TAKE BREAKS BETWEEN TASKS TO REFRESH WORK WITHIN YOUR CONCENTRATION CYCLE. MOST PEOPLE HAVE A CONCENTRATION SPAN OF ABOUT 90 MINUTES. AT THIS POINT TAKE A BREAK MAXIMISE YOUR MORNINGS. 90% OF PRODUCTIVITY OCCURS IN THE MORNING.
- 59. MANAGE YOUR WEEK Don’t schedule meetings or conference calls for Monday morning Get off to a good start by planning powerful mornings. Leave room in your schedule for the unexpected – impromptu meetings etc Apply the veggie principle. Work on some things during the week that are good for you but that you would normally put off
- 60. MANAGE MEETINGS PLAN SMART MEETINGS. MAKE THEM PRODUCTIVE SCHEDULE MEETINGS EFFECTIVELY. AFTERNOONS ARE BEST. RUN SMART MEETINGS. USE VISUALS, FLIP CHARTS ETC NO LONGER THAN 90 MINUTES BREAK THE MEETING
- 61. SECRETS FOR SUCCESS THINK AND PLAN AHEAD. THE BRAIN CONSISTS OF TARGETTED THOUGHTS (FOCUSSED) AND ASSOCIATIVE THOUGHTS (IMAGINATION). COMBINE THE TWO SIMPLIFY. WE OFTEN MAKE THINGS MORE COMPLICATED THAN THEY ARE. SWISS CHEESE APPROACH TAKE TIME TO REFRESH. DO NOT RUSH FROM ONE TASK TO THE NEXT. CONCENTRATE. PLAN CAREFULLY. THE SUBCONSCIOUS MIND NEVER SLEEPS SO IF YOU HAVE MADE A PLAN IT REMAINS IN YOUR SUBCONSCIOUS EVEN WHEN ASLEEP.
- 62. NO NO’s DO NOT MISS DEADLINES DO NOT GET CAUGHT UNAWARES DON’T LET YOUR BOSS HAVE TO REMIND YOU DON’T MISS SCHEDULED EVENTS DON’T ARRIVE AT MEETINGS UNPREPARED
- 63. REMEMBER PROPER PLANNING PREVENTS POOR PERFORMANCE
- 64. NOTHING IS EASIER THAT BEING BUSY AND NOTHING IS MORE DIFFICULT THAT BEING EFFECTIVE Alec MacKenzie
- 65. RESOURCES Microsoft Outlook Microsoft Office One Note Mind Mapping www.mind42.com Reqall www.reqall.com Filofax, Time Systems etc Blackberry, PDAs etc Fileshares www.adrive.com Delicious www.del.icio.us