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time management objectives  I will learn techniques that will help me to direct my work life instead of merely managing my time  I will learn a framework for developing a mission and vision tha

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time management objectives  I will learn techniques that will help me to direct my work life instead of merely managing my time  I will learn a framework for developing a mission and vision tha Powered By Docstoc
					time management

objectives
 I will learn techniques that will help me to direct my work life instead of merely managing my time.  I will learn a framework for developing a mission and vision that gives purpose and direction to my work.  I will learn how to prioritize my highestleveraged activities, leading to significant increases in productivity.

the complete six-step process
connect to mission review roles identify goals

organize weekly
exercise integrity evaluate

the clock and the compass
the clock commitments appointments schedules goals activities What we do and how we manage our time. the compass vision values principles conscience direction What we feel is important and how we lead our lives.

traditional time management
 first generation—notes and checklists  second generation—planning and preparation  third generation—planning, prioritizing and controlling

first generation
go with the flow  based on reminders  attempt to keep track of things you do with your time  simple notes and checklists  carry lists with you and refer to them in order to remember  incomplete tasks put on tomorrow’s list

first generation
strengths
 flexible  responsive to people  not over-structured  less stress  tracks to-do’s

weaknesses
 no real structure  things fall through cracks  commitments suffer  little accomplished  crisis to crisis  first things— things right in front of you

second generation
planning and preparation  calendars and appointment books  efficiency in goal setting and planning ahead

 make appointments, write down commitments, identify deadlines
 may keep information on computer or network

second generation
strengths
 tracks commitments and appointments  more accomplished through planning and goal setting  more effective meetings and presentations due to preparation

weaknesses
 puts schedule over people  accomplish more of what you want—not necessarily what is needed or fulfilling  independent thinking — see people as means or barriers  first things– those that are on the schedule

third generation
planning, prioritizing and controlling  have spent time clarifying values and priorities  set long, medium, and short-term goals to attain values, prioritizes on a daily basis  uses wide variety of planners and organizers, with detailed forms for daily planning

 gets more done in less time-- but still feels frustrated

third generation
strengths
 assumes responsibility for results  connects with values  taps into the power of long, medium, and shortterm goals  translates values into goals and actions  gives structure and order to life

weaknesses
 can lead to false sense of control, pride  power of vision untapped  can lead to guilt, imbalance of roles  less flexibility/spontaneity  first things set by urgency and values

fourth generation
life leadership  puts people ahead of schedules, compasses ahead of clocks  uses the best of generations 1, 2, and 3  you want to lead a life of meaning and contribution, with balance

fourth generation
elements
 effectiveness  principles  leadership  relationships  puts first things first

Why is there a need for the fourth generation of time management? Well, one definition of insanity is to “keep doing the same things and expecting different results.”

understanding time
“A no uttered from the deepest conviction is better than a yes merely uttered to please, or what is worse, to avoid trouble.” Mahatma Gandhi

understanding time
“Why have a time log?

memory

energy

understanding time
Urgent
important not important

Not Urgent
II.

I.

Quadrant of__________ III.

Quadrant of__________ IV.

Quadrant of__________

Quadrant of__________

understanding time
move into quadrant II  quadrant I—manage: the quadrant of necessity; things are both urgent and important  quadrant II—leadership and quality: the quadrant of focus; things are important but not urgent

understanding time
move into quadrant II  quadrant III—(AVOID): the quadrant of deception; things are urgent but not important  quadrant IV—(AVOID): the quadrant of waste; things are neither important nor urgent

move into quadrant II
How do I get there? The six step process connect to mission review roles

identify goals
organize weekly exercise integrity evaluate

step 1: connect with vision & mission
Consider the big picture. The key to this connection lies in the clarity of your vision around such questions as:
 What is most important?  What gives your life meaning?  What do you want to be and do in your life?

step 2: identify your roles
 we have important roles at work, in the family, in the community, or other areas of our lives  Roles represent responsibilities, relationships, and areas of contribution

step 3: select quad II goals for each role
 what is the most important thing I could do for each role this week that would have the greatest positive impact?  consider the relationships for each role  review a ―perhaps‖ list for ideas  identify the steps that need to be taken to achieve long-term goals

step 4: organize weekly
 translating high leverage quad II goals requires a framework  most people are always trying to find time in their overflowing quad I/III schedules  They move, delegate, cancel, and postpone— all in hopes of ―putting first things first‖ the key is in scheduling your priorities, not prioritizing your schedule

step 4: organize weekly
Distinctive Elements of Effective Weekly Goals  they can be either an area of focus or a specific activity  they are usually quad II goals rather than typical ―to-do’s‖ or daily action items  they are driven by conscience

tips to start your day
Tip #1 preview your schedule—get your bearings:  review your compass

 Look at the day in the context of the week
 renew your power to respond to changes in a meaningful way

tips to start your day
Tip #2 prioritize: identify activities as QI or QII—keeps QIII and IV out of your schedule  emphasizes the importance paradigm  keeps you aware of choices you make must understand that prioritization includes only items that you’ve put in the framework

tips to start your day
Tip #3 T planning: time sensitive activities on the right, any time activities on the left  makes for effective schedule decisions  Helps you remain sensitive to commitments Best use of your time: remember importance rather than urgency!

step 5: exercise integrity in the moment
Should I carry out my plan or make conscience directed changes?

step 6: evaluate
To be successful, you must make successes of one week the foundation for the next. At the end of the week, ask yourself some questions:
 What goals did I achieve?  What challenges did I encounter?  What decisions did I make?

 Did I keep “first things first?”

step 6: evaluate
different ways to evaluate  mark accomplished goals on weekly compass  keep a journal or daily log and review

 review past weekly compasses
 ask specific questions about your performance and actions

step 6: evaluate
weekly evaluation  What did I learn from the week as a whole?  Am I setting goals that are realistic but challenging?  Have I been effective in work related communications?

 Have I been successful in maintaining a Quad II perspective?

closing thought
A journey of a thousand miles must begin with a single step. Lao-Tzu


				
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Description: Time Management presentation just trying to make out where the time goes