MD Time Management GM

1 Copyright Graham McGregor All rights reserved www.TheUnfairBusinessAdvantage.
com
Million Dollar
Time Management
With the compliments of
Graham McGregor
www.TheUnfairBusinessAdvantage.com
Volume 1
21 experts share their best strategies to
create better results with less effort
2 Copyright Graham McGregor All rights reserved www.TheUnfairBusinessAdvantage.com
I read a quote on time recently that I really liked
Time is free, but its priceless. You cant own it, but you can use it. You cant keep it, but
you can spend it. Once youve lost it you can never get it back.
Harvey MacKay
Time really is the most precious thing in life.
It inuences every single moment and everything we do.
To manage time is to manage life!
And that brings me to Million Dollar Time Management -Volume 1
To create this guide, I asked 21 time management experts from around the world to each share a
proven strategy to help people get better value from their time.
In the next few pages youll discover 21 proven time and life management strategies that these time
management experts so generously shared with me.
I recommend that you read through this guide a number of times and make note of the strategies
that look particularly relevant for your own situation.
Then put some of these strategies into action and notice what happens.
I look forward to hearing what you nd most helpful.
Graham McGregor
PS: Id like to give a huge acknowledgement and BIG THANK YOU to all the experts who participated
in this guide. I have personally found great value from what every single person had to say. (And I
trust you do.)
Introduction
Graham McGregor
Memorable Marketing Specialist
I help business clients to get an unfair marketing advantage by being positively
remembered at all times. (This creates raving fans and highly protable repeat
and referral sales.)
Phone: +64-21-222-6992
Email: graham@twomac.co.nz
Post: 188 Scenic Drive Titirangi Auckland 0604 New Zealand
Web: www.TheUnfairBusinessAdvantage.com
Copyright Graham McGregor All rights reserved www.TheUnfairBusinessAdvantage.com 3 Copyright Graham McGregor All rights reserved www.TheUnfairBusinessAdvantage.com
Table of
contents
Creating your perfect week (The secret
ingredient to balancing work and life)
Julie Ashton Pages 4-6
Sustaining your productivity
Vanessa Bennett Pages 7-10
Outsource your way to better time
management
Emily Cooper Pages 11-13
The right way to tell someone no
Ramona Creel Pages 14-15
How I get it all done in 5 steps
Marcia Francois Pages 16-17
Three keys for time management success
Katrena Friel Pages 18-19
How to become a master of time
management with 2 simple questions
Roland Hanekroot Pages 20-22
How to create a time revolution
Richard Koch Pages 23-25
Its all in our heads-how to manage your
time by working with your brain and not
against it
Michelle Loch Pages 26-28
9 ways to manage your email
(before it manages you)
Shari McGuire Pages 29-30
Let Go of Stress and Overwhelm
Kathryn McKinnon Pages 31-32
Hire virtual assistants to save time and
maximise your prots
Kevin Mallen Pages 33-35
Open plan ofces: good, bad or ugly?
Robyn Pearce Pages 36-38
How to stop stressing about Time
Management
Lisa Philips Pages 39-40
Manage your time in style
Barbara Prashnig
and Yvonne Walus Pages 41-42
Two tips to tame the email tiger
Steaurt Snooks Pages 43-45
Time Management Adapt-Overcome-
Implement
Paul Steed Pages 46-48
Staying focused in the age of distraction
Wendy Tadokoro Pages 49-50
The 90-Minute Rule of Scheduling
Harold Taylor Pages 51-52
The power hour: get done in 1 hour what
typically takes 1 day
Jessica Wyman Pages 53-54
The ACTION! Strategy
Jan Yager, Ph.D. Pages 55-57
4 Copyright Graham McGregor All rights reserved www.TheUnfairBusinessAdvantage.com Copyright Graham McGregor All rights reserved www.TheUnfairBusinessAdvantage.com
Im overwhelmed; I have too many projects on the go; I have so many
obligations and deadlines there is no time for me or my family; I want to
grow my business but I have too much work to do and there is no time to
work on it.
These are statements I hear often from clients who get bogged down in their
workload, do not know how to manage themselves effectively and think they
need help with their time management.
It is well a known fact that you cannot manage time, you can only manage what you do with your time.
Many people talk about to do lists and priority management in order to get control of their time.
However, while we need these tools, most of us do not question our habits, personality and belief systems
when trying to improve how we manage our time.
Often when trying to prioritise tasks in order to gain control of our day, we prioritise on what we believe is
important and those beliefs have been created by our values and other peoples expectations not on what is
truly important to us in our lives.
A perfect example is our phone answering habits.
Most of us carry a mobile phone that runs our lives. We stress when we cant get
to the phone to make or answer a call on demand. If we have a missed call, we
panic if we cant call back straight away.
A business client came to see me for a regular coaching session to discuss his goals
and current issues.
At the beginning of the relationship, he would answer calls in the middle of our sessions after excusing himself.
When he wasnt on the phone, he would tell me that he had no time for himself or his family that work took
all his focus and his business partner was driving him crazy by calling him several times a day.
I pointed out to him that he had caller id on his phone so he knew when his partner was calling. More
importantly, he also had a choice about when to answer the phone.
From that point on he would turn off his phone in meetings so he would not be disturbed.
That stressful energy was distracting my client from doing what was important to grow his business and the
vicious cycle he had created came from his beliefs that he had to provide great service to all he met.
The issue was that he was trying to please everyone except himself 24/7. By challenging those beliefs and
habits, we were able to set about creating a plan to give him some balance while growing his business.
The key to prioritising tasks is to have clear evaluation criteria to assist you in your decision making.
For most of us it is work rst, family second, ourselves last.
I believe that this is why most people do not have a good work/life balance.
My advice is to put yourself rst, family second and work/business third.
Creating your perfect week
(the secret ingredient to balancing
work and life)
Julie Ashton
While this may sound selsh to some, it is a key fact that we can be there for others when we are strong within
ourselves and that means we have to look after ourselves rst.
Heres how you can have a good balance in your life while progressing your career or growing your business:
1: Create your perfect week.
This is a simple exercise to give you an overview of what to focus on
at different times of the day and different days of the week. You
can create a chart or print off a calendar, whichever is easiest for
you. Make sure your chart covers all seven days of the week.
Now break up each day into 3 major segments, morning, afternoon
and evenings. Broadly allocate time for yourself, your family and
your work or business in that order. Really question yourself about
your priorities. For example, if exercise is important to you, schedule
it as time for yourself rst. Check your preferences not your beliefs.
If exercise early in the day suits you better, then put it in on your
preferred mornings.
2: Allocate work time in segments.
If you are employed, concentrate rst on the time slots outside of work.
For work time, consider what a great day at work looks like, eg: admin tasks such as checking emails or phone
messages may be done in the mornings if you like to get them out of the way before any critical meetings or
other tasks.
If you are a business owner, split up your tasks into key segments such as admin, operations, sales, marketing
and planning.
For instance, Monday may be an admin day, Tuesday for marketing, Wednesday and Thursday for operations
and Friday for planning tasks.
3: Be realistic and honest with your perfect week schedule.
Identify obstacles that need to be overcome to create respect for your new boundaries.
If you are a procrastinator who has difculty planning and prioritising tasks because you prefer social chit chat,
that is an obstacle you will need to deal with.
Develop a strategy to deal with your obstacles and enrol a trusted friend or colleague to hold you to it.
4: Be exible.
There will always be something that comes up that throws your perfect week into disarray. Meetings and
events often occur that interrupt the best laid plans.
The key to strong time management skills is knowing what to change in your schedule and knowing when to
say no! It is at these times you need to draw on your evaluation criteria to determine what to change in your
plan.
work and life)
Julie Ashton
Putting yourself rst will allow your emotional and physical wellbeing to strengthen so you can support others
at home and work.
5: Set yourself up for success not failure.
Try to be as realistic and honest with yourself as possible when setting up your perfect week. The key to
success here is to be patient when implementing your plan. It takes time to change yourself and to request a
change in behaviour from others so be prepared to work at it.
The purpose of setting up a perfect week schedule is to have an ideal to work towards
rather than just reacting to demands on our time. Remember to have fun and enjoy
the journey!
work and life)
Julie Ashton
TAKE
ACTION
After a long and successful career, Julie made a change to take up coaching and small business
consulting which combined all her skills and experience gained in the Finance, IT and HR
industries.
Through the constant interaction with business owners, Julie soon became a specialist in applying
the tools and methods the big companies use to teach small business owners how to get more
out of their business resource. Julie has a unique talent for simplifying complex processes and
concepts while identifying and implementing practical strategies for her clientele.
In addition to over 30 years of customer service, business and personal experience, Julie has many
qualications to enhance her real life experience. Her dynamic workshops combine learning with
real life adaptation through self awareness, practical tips and fun! In short, Julie keeps it real!
You can learn more about Julie at http://www.dynamicbusinesscoach.com.au/
Output vs Input
Lets start by thinking about how Olympic swimmers look when they are competing.
They make it look effortless. They barely look like they are even kicking. This conserves
as much energy as possible. Why? Because swimmers dont get a gold medal for
jumping in the pool and kicking as hard as they can they get a gold medal for getting
to the end of the pool rst. Using energy for the sake of it is not rewarded.
So why do so many people arrive at work and start kicking really hard instead of focusing on required
outcomes?
Swimmers spend hours perfecting technique. Its time for you to master your technique for work and life that
maximizes your output and minimizes your input.
In other words, the only way to increase your performance on a sustained basis is to actually
decrease your effort levels on a sustained basis.
Athletic principles for you to embrace
Lets compare how most people feel they need to operate. Many people believe that they should be feeling
like they are working really hard. Lets face it we were brought up to work harder at school to get into a better
college. Work hard at college to get a better graduate job and the spiral continues.
This graph shows that most people put in a consistently high level of effort until they experience some sort of
burnout a common cold or something more sinister. Then they pick themselves up to do it all again:
Unfortunately, their productivity is actually declining in relation to their effort like this not the result we are after:
Vanessa Bennett
Lets now look at what the athletes do they know that if they try to train really hard every day they will suffer
burnout injury, fatigue etc.
They know that its more productive to have a lighter training day and then achieve a greater improvement
in the next training session, than to try to train heavy again and injure themselves which can take months to
recover.
They train more like this
So how do we mere mortals apply this to the real world?
So to replicate this in the workplace (and in life) the rst step is to categorize all of your tasks that you do on
a daily basis according to whether you nd them a heavy, medium or light energy drain. Try completing the
following table for all of your tasks:
Heavy Medium Light
Once armed with your task allocation, the next step is to plan your days and weeks according to when are you
at your best to tackle your heavy, medium and light tasks like the example below.
Try completing your version of the following table:
Monday Tuesday Wednesday Thursday Friday
Morning 1 L H M H M
Morning 2 L H M H M
Lunch
Afternoon 1 H M H M L
Afternoon 2 H M H M L
Vanessa Bennett
There is no one size ts all approach to productivity its best to work with what feels natural to you in terms
of when you do your heavy medium and light. Mastering this puts you well on your way to improving your
productivity while decreasing your effort.
Overlaying your natural pace
The next step is to overlay your natural pace. Just like some people are built for sprinting and others
are built for endurance sports, some people are better focusing for shorter periods and others are better at
focusing for longer periods. To calculate your natural pace, go to www.inside80performance.com and click on
calculate your pace.
Once you know your natural pace, its important to work as closely to it as possible to maximize your
productivity and reduce your effort.
Lets take an example.
Someone with a natural pace on the faster side who scored say in the 60s may nd that an appropriate
length of time for them to focus is 45 minutes. Now lets say you have a task which will take you 90 minutes.
Chances are you will do the rst 45 minutes in 45 minutes very productive. If you stay with the task without
taking a break, chances are the remaining 45 minutes will take you more like 60 minutes as follows:
Proposed time (overestimating your ability to focus) Actual time
45 minutes 45 minutes
Total 90 minutes Total 105 minutes
Now try doing the rst 45 minutes and then switching to another lighter task for 15 minutes and then go back
to the remaining 45 minutes that is more likely to take you 45 minutes instead of 60 minutes this time.
Proposed time Actual time
Total 105 minutes Total 105 minutes
Both still take 105 minutes but you have achieved another lighter task as well. Even if it takes you 1 or 2
minutes to nd your place again in the rst task you are still way ahead.
If you nd an extra 15 minutes every 90 minutes thats easily an extra hour in your day of productivity. It will
also feel easier to you - that means you have conserved your energy.
Vanessa Bennett
Other tips for working more closely toward your fast or slow pace may include the following:
Slower pace 45% fast and
below
Faster pace 55% fast and
above
Focus time per task Really slow paced people might be
able to focus for hours at a time
if you are closer to the 45% score
perhaps around 1-2 hours.
If you scored around 55% you are
probably productive for around
45-75 minutes. Higher than 75%
fast? You are probably around 15-
30 minutes.
Emails For really slow paced people its
better to access emails only once
or twice a day more often is ne
for people around a score of 40%
fast.
Email might be the break that you
go to once you reach your ultimate
focus time. So faster pace people
are generally ne to access their
emails quite frequently if they
manage it properly.
Meeting length Preference is for longer meetings,
often with more detail.
Shorter meetings are generally the
preference.
Tying up loose ends Preference is to get all loose ends
tied up before moving on back-
to-back meetings should perhaps
be pushed back by 15 minutes.
These people are comfortable tying
up loose ends later back-to-back
meetings are not as stressful for
these people.
Now of course people start to think that they have no control over their day and it may hard to plan according
to Heavy, Medium and Light tasks and to take into account their pace. Most people I coach have more control
over their day than they think they do. Its highly likely you do too.
Conclusion
So to sum up, think about the following steps:
1: Understand that the only way to sustain peak performance is to make it feel easier.
2: Categorize your tasks into Heavy, Medium and Light and plan your days, weeks, months and years
accordingly.
3: Overlay your natural pace to make sure you are working as close to it as possible.
By doing these steps you will be well on the way to increasing your productivity on a sustained basis.
You will also be decreasing the amount of effort involved in achieving your higher productivity.
Vanessa Bennett
Vanessa Bennett is the CEO of Inside 80 Performance Australia www.inside80performance.com
a global business which helps individuals and teams to maximize their productivity both in and
out of the workplace AND to decrease their overall effort.
Prior to joining Inside 80 Performance, Vanessa worked in senior nancial services sales
management roles for 17 years, while also maintaining a part-time career in the tness industry
as a group tness instructor and mentor.
High productivity has always been essential to her career and lifestyle.
management
Emily Cooper
In a world where everyone seems to be more and more time-poor, how do you get all the
tasks done that you need to do, and nd time at the end of the day to do what you want
to do?
The key is this:
You can do anything, but not everything.
~David Allen
By understanding that it is impossible to do everything yourself, you understand the value of your time. And
you therefore know that theres no shame in asking someone else to do what you cant or wont do.
Outsourcing is the biggest ally in your ght to regaining control over your time, and doing more of what you
love.
Is now the time to outsource?
There is no right or wrong time to start outsourcing, and knowing when to outsource depends on a few
different factors. If you feel overworked and underproductive, this is a fairly good indication that its time to
draft in some extra assistance to help take a load off.
But being busy isnt the only factor to consider when making the move
into outsourcing. You also need to be mentally prepared to let go.
The thought of outsourcing can be a little overwhelming and daunting
to start with. However, needing to always be in control of everything,
or micromanaging your external staff, will only hinder your growth.
Take a look at your core competencies or services. The revenue driven
functions of your business are the areas you should be focusing on.
Generally, everything else can then be outsourced.
Contemplating the following questions will help to determine if now is a suitable time to start your outsourcing
journey to better time management:
1. Is too much time and energy being wasted on menial tasks?
2. Are unnecessary costs being expelled on overheads, levies and gaps in productivity?
3. Does focused talent and expertise need be procured in-house?
4. Will the expected returns of outsourcing be greater than the initial investment?
I want to outsource! Where do I start?
Once you have decided that outsourcing is for you, and you have a clear idea of the tasks you are ready to
ofoad, what happens next?
As with engaging any other contractor, the rst step is to do your research. Get recommendations, scour
directories, source references and check websites. You need to be condent in the abilities of the person you
are outsourcing to, and trust that they are the right t for the job.
It is important to keep in mind that you will generally be outsourcing to a fellow business owner. They will
be adept at running their own business, have a great deal of experience and a high skill level in their chosen
expertise. You are essentially looking for an excellent business partner to complement your needs.
Once you have found that perfect teammate, communicating expected outcomes and specic requirements is
very important for getting off on the right foot. Once trust has been built after an initial adjustment period, a
rm partnership is ready to be formed.
It is also important to make sure that you have an end goal in mind when outsourcing. Are you looking to
build your business, accomplish personal goals or spend more time with the family? The time you carve out for
yourself should be used as it is intended, from the beginning.
What benets can I look forward to?
Mastering the art of effectively working with external service providers can bring you a new level of time
management success. An increase in productivity and exibility are the obvious benets to handing over time-
sucking activities. But some of the more unexpected benets can include:
An added level of professionalism
Clarity and order to existing processes
Renewed energy and focus
Reduced stress
Improved cash ow
Strategic optimisation
Better discipline
One example of an outsourcing success story is Greg, a carpenter by trade, who was overwhelmed with
administration work. After getting behind on his taxes, he knew that it was no longer worth struggling on with
paperwork and back-end tasks. Outsourcing these activities not only helped to get his documents up-to-date
in the short term, but also allowed him time to concentrate on building stronger client relationships, thereby
securing long-term employment.
Outsourcing allows you to focus more time on what really matters to you or your business.
How can I make outsourcing work for me?
The following best practices will help you to get the most out of your
outsourcing goals, and take the frustration out of the initial phase of
engaging external service providers.
Be clear about expected outcomes
Prioritize your most important tasks rst
Invest time in selecting the best outsourcing partners for
you
Dont make decisions based purely on price
Be transparent
management
Emily Cooper
management
Emily Cooper
Work on establishing successful business relationships
Dont underestimate the importance of communication and feedback
Be detailed in scope and schedule
Keep checklists and documentation of recurring tasks
Start small, aim big
Establish a workow and reporting process
Be ready to receive help
Create an environment of trust
Be an active project manager, not a micromanager
Keep the end in mind
By delegating inefciencies and streamlining processes, you are giving yourself the best chance of improving
your time management. Investing in outsourcing means investing in yourself. And once youve mastered not
just getting things done, but getting the right things done, the rewards will be immeasurable.
Emily Cooper was born with a passion for administration and organisation. Emily created The
Admin Assistant to serve those requiring professional assistance and support in their day-to-
day business. Her experience working in various high-pressure ofce environments in Australia
and the UK has given her a strong work ethic, as well as the knowledge and skills to drive
productivity. Emily knows the importance of smooth-running business operations and an efcient
ofce environment. She always maintains high standards, upholding outstanding documentation
skills with excellent attention to detail.
www.theadminassistant.com.au
Tell me if this sounds familiar. Someone asks you to do something that
you really dont want to do (or honestly dont have time for) picking up
the slack for a colleague, participating on a committee, or maybe even
just working late. You want very badly to decline, but you worry about
letting the other person down. You feel guilty already, and you havent
even responded yet! So you agree even though doing so puts you under
tremendous stress and pressure. You know that youll probably end up resenting this activity (and maybe even
ducking some of your responsibilities along the way) because your hearts not in it. You also stand a good
chance of disappointing the other person, but you go ahead and commit anyway. That doesnt sound like very
good time management to me!
Why are we so afraid to tell people no? When did we adopt this entirely false and self-defeating idea that
turning down a request is disrespectful?
We seem to value other peoples time more than our own feeling that must bend over backward to
accommodate their needs, even if it inconveniences us.
Lets be reasonable! No is actually one of the healthiest words that can come out of your mouth.
When you tell someone no, what youre really saying is that you understand and accept your own limits
and dont want to do a shoddy job by overwhelming yourself.
Youre making it clear that you value your time and priorities, and arent willing to short-change the truly
important things in your life. A little selshness is necessary, if you want to maintain a balanced and sane
existence on this planet!
So how do you grow a spine and learn to say no without insulting the other person,
being consumed by guilt, or hurting your own credibility?
You need to nd a way to decline a request without dragging up all of those hidden
fears that constantly nibble at the back of your mind theyll think Im lazy or selsh,
that I have no career drive, that Im not ambitious, that I have no concern for other
people. This requires a major shift in your attitude. If you approach a challenging
situation with the recognition that youre doing whats best for everyone involved (not
just yourself), most of this unnecessary baggage will go away.
Once youve accepted that you do actually have the right (and often the responsibility) to turn someone down,
you can confront the person in an assertive yet respectful way that doesnt seem like a rejection. Let me show
you how:
Not right now, but I could help out later. (If you cant drop everything right this second, offer a specic
time or date giving them the option to seek other assistance if they cant wait for you.)
This isnt my strong suit. (Knowing what you can handle and what you cant is a tremendous talent if
you dont have adequate skills to take on a task, its better to admit your limitations up front than feel
overwhelmed down the road.)
I dont have any room in my calendar right now. (Be honest if your schedule is lled and lled doesnt
have to mean totally full, it just means you have scheduled as much as youre willing to take on right now.)
The right way to tell
someone no
Ramona Creel
I cant, but let me give you the name of someone who can. (If you arent available, offer another qualied
resource professionals refer their clients to colleagues all the time, so why not use the same technique
internally?)
I have another commitment. (It doesnt matter whether that commitment is a meeting or a dentist
appointment or a day in the park with your kid you arent available.)
Im in the middle of several projects, and I hate to split my attention. (Let people know that you want
cant do a good job when your focus is too divided or splintered.)
Ive had a few things come up, and I need to deal with those rst. (When the unexpected throws off your
schedule, you may need to cut back until your life stabilizes again.)
I would rather decline than end up doing a mediocre job. (Knowing that you arent able to deliver a
quality product, for whatever reason, is reason enough for turning a request down.)
I dont enjoy that kind of work, but Im happy to help with another task. (If someone tries to dump a job
you really despise on your shoulders, offer to help with something you nd more enjoyable or stimulating.)
Im not comfortable with that. (You might feel a little leery of the people involved, the type of work, the
moral implications this is a very respectful way to avoid a sticky situation.)
Im committed to leaving some time for myself and my family in my schedule. (You ARE allowed to have
a private life, but you have to treat your personal time like any other appointment block it off in your
calendar and guard it like Fort Knox!)
I know youll do a wonderful job on your own. (Folks often ask for help because of self-doubt show some
condence in the other persons abilities, and you might just encourage them to succeed without you.)
Ramona Creel is a 15-year veteran Professional Organizer who has earned numerous
industry awards while helping her clients cut clutter, eliminate paper piles, and focus on
their true priorities in life -- as well as mentoring her colleagues on succeeding in business.
An accomplished photographer and travel writer as well, Ramona resides on the roads
of America as a full-time RVerliving and working in a 29-foot Airstream. Learn more at
www.RamonaCreel.com.
The right way to
tell someone no
Ramona Creel
TAKE ACTION
See hv easy that vas? Nv g !rth and drav sme
bundares n yur I!e!
When people hear that I work full-time, am married, have twins and coach time
management, they often ask me how I get it all done.
The short answer is that I dont.
Yes, I do a lot but the bigger focus is what I dont get done.
Let me explain and help you to also get it all done:
1. Get very clear on your lifes purpose
I have a life mission typed out and I know my denition of success in life.
I also know my values. A quick secret - one of those values is not to have the laundry perfectly done, but it is to
take action.
Are you clear on your life purpose?
2. Make friends with good enough
I feel that its better to have something done than have it perfect.
If youre cringing at that sentence, let me tell you that I used to be
you. That was until I realized that trying to get the last 20% of any
project perfect usually takes more time than the previous 80%.
E.g. If we were to make a picture collage, it would take just a few
minutes to select photos and group them in a collage. The playing
around to get the best conguration with the best background
and font, and so on takes 3 - 5 times longer than just creating the
initial collage.
There is a time and place for prettying something up - maybe for your childrens birthday party but for general
sending out of occasional photos to family, that level of extreme detail is not necessary.
Do you know when 80% is enough, or are you still stuck on perfect?
3. Make a To Not Do list
We all know there are 24 hours in a day and there is not enough time to do everything.
Its far more important these days to know which things to leave on the To Not Do list.
In my business, I do only things that need my essence and delegate the rest to my virtual assistant.
In my personal life, its important for me to cook from scratch but its not important for me to peel and chop
all the vegetables myself.
Can you see the difference?
How I Get It All Done in
5 Steps
Marcia Francois
4. Decide where you want to use your time and dont feel guilty about it
Be intentional about your time usage. I watch about 20 minutes of TV Mon - Fri while I change clothes, pack
clothes and work bag, etc.
Thats it.
If you spend more time watching TV because thats the way you relax, enjoy it!
Ive chosen to do otherwise. Neither is right or wrong.
I do spend about 2 hours on the computer in the evenings, working on the business and connecting with
friends through email, blogs and Facebook.
I dont feel guilty about that time because I know why Im doing it.
Of course I procrastinate sometimes by surng blogs too much but since I generally get things done,
occasionally if I slip up, I dont beat myself up about it.
How about you?
Where do you want to be spending your time and why? Are you intentional about it?
5. Take consistent action
Unfortunately getting things done is not going to just happen so youve got to
take consistent action.
Whether its moving forward with a big leap or lots of little leaps, I try to take
some action every day. Im fairly good at constantly reviewing where I am in
relation to my goals; you can get that way too.
Do you take enough regular action?
To end off, let me leave you with one of my favourite quotes:
Besides the noble art of getting things done, there is
the noble art of leaving things undone. The wisdom
of life consists in the elimination of non-essentials.
Lin Yutang
How I Get It All Done in
5 Steps
Marcia Francois
Marcia Francois is a time management coach and speaker who inspires busy women to break
out of overwhelm, make the most of their time and take purposeful and focussed action so they
have the time and freedom to live life to the full. Visit http://purposefultimemanagement.com
for your free Time Management Purpose Pack.
My rst key, I want to share with you, is the one that changed my life. Early in my
career, I experienced two major burn outs. I worked 18 hours a day and nally your
body, mind and spirit says enough and takes away your passion for life.
Since, I had two burn outs so early on in my career, I thought I better get this sorted
out otherwise I will be dead by 40.
On my journey, the rst thing that
made a difference was learning
about the Locus of Control. The
aim is to expand your circle of control as much as possible.
If you cant control something, then perhaps you can
inuence it?
Expand your circle of inuence as much as you can.
Sometimes, things fall into the NO CONTROL circle and the aim here is to reduce that circle as small as possible,
until you dont waste any energy in that circle at all.
After a while you dont need to think about it, it just becomes the way you think and check everything against.
This model now is my philosophy of life. I check everything against it. Knowing this model, helps you claim
back your life and reduce over time the amount of energy you waste on things you cant control. That gives
you lots of energy and time back for the things you can control and inuence.
By the way, the only thing you can control is yourself. You can only inuence others.
This principle alone probably saved my life. It gave me my life back and stops me even today from worry,
anxiety, politics, world issues, all things that I dont have any control or very little inuence over.
All I can control is my own attitudes, moods, self-awareness.
I can also build on my skills for exercising inuence. This is where I choose to put my efforts now. When I
teach this principle my clients have reported up to 30, 40 50% time and energy back as they start to put the
principle into action. You can get very good at it and I hope it becomes automatic for you too.
The next key is understanding if you are a through time person or an in time person.
This is describing the way time is structured inside of ourselves.
Through Time:
Being through-time is to be conscious of time passing, to be aware of the interaction of
events, time approaching to attend a meeting.
It is also to be able to plan, and work to a plan, and to multi-task.
These people do well in business, because they turn up on time and meet deadlines. So they
build trust with others.
People give these people promotions and projects, because they know they will do them.
Three keys for time
management success
Katrena Friel
In Time:
Being in time is to be less likely to be aware of time passing, less likely to plan or
stick to a plan and can become side-tracked. Their favourite saying is gosh is that
the time? or where did the time go?
I like to imagine that these people have time wrapped around them.
Their past, present and future all over them. Pretty stressful I would imagine.
They are always running late. People see them as frazzled and out of control. They dont get the promotion or
get given new projects because they cant seem to handle what is currently on their plate.
If you are an IN TIME person, and time management is one of your challenges, then understanding that your
perception of time can be changed through time line therapy.
Ideally, I want you to have the capacity to do both. On the weekends, let the routine, the clock watching go
and relax, lose time. During the week, when you are working it is more successful to be through time.
The last key is my If you got hit by a bus tomorrow question.
If you are in a job or your own business, what would happen to your role,
the business, your team, if you got hit by a bus tomorrow? What impact
would it have on everyone?
If it would have a negative impact, then setup your business, your role, your
team with a current hand over document. An operational plan of what to
do, where to go, how to do things, where things are etc.
A good business is only as good as its processes, systems and I am a big
fan of having a current hand over document in your top drawer in case you
decide to leave. Respect your business enough to protect it. It saves heaps
of time and effort year in and year out.
I think working on your time management, I mean your self-management, you can literally save time and get
your life back. To be creative and to think straight you need space. Space inside your head to relax, breathe
and think better thoughts than you did yesterday.
Three keys for time
management success
Katrena Friel
Katrena Friel: Katrena specialises in professional and personal development. Her sound
knowledge of business, plus her ability to put ideas into action through planning, training and
development ensures her clients success.
For over 20 years, she has contributed to the success of thousands of companies in most
industries, consulted to hundreds of entrepreneurs and guided thousands of individuals -
inspiring them to their next level of development.
Katrena is a fully qualied international keynote speaker, trainer, therapist, facilitator, coach and
award winning author, delivering individual sessions, customised programs and certications to
both the private and public sectors around the world.
katrena@activatedlifelonglearner.com.au www.activatedlifelonglearner.com.au
Time Management is one of those topics that book shelves and libraries are full of.
When writing this article, I did a quick search terms for time management books
and found 20,000 titles ranging from time management from the inside out time
Warrior, How to get things done and how to live on 24 hours or even 4 hours a
day.
The trouble is, each one of these 20,000 books has a so-called proven method for
mastering time management, overcoming procrastination( and laziness) and hence
nding the secret to success.
So which one is best, and are there actually more than 20,000 different ways to conquer time management?
Juggling balls
In my opinion, it really depends on how you look at it. I designed my own time
management method some time ago, it was different and it worked really well
for me for a while. (My patented system was based on the concept of juggling
balls or balloons Keeping the balls in the air and involved a white board
and varying colours of yellow stickies). But really, it was just another variant
on one of the many different to-do list methods
As a matter of fact most of the time management methods Ive come
across fall into two camps: Firstly there are the many variations on working
with to-do lists.
Some of those involve a perpetual list; others involve a new list every day or
every week.
Some list-methods tell you to divide your tasks in 3, 4 or 6 different categories, and others suggest to just
dump every action no matter how small or large in the same list. Some ask you to lter out the most important
tasks and do them rst, others suggest you do the one you like least rst etc etc.
The second approach revolves around varying ways to manage your diary and your day: Some tell you to keep
lots of blank space in your diary, some direct you to plan your day in 10 minute blocks and others ask you to
just stick the Big Rocks in your diary.
10 minutes
I worked for a specialist time management consultant for a little while and part of his IP revolved around
teaching people that every action that would take more than 10 minutes had to go in the calendar and
anything smaller than 10 minutes had to go in the task list.
And you know what Im pretty sure all of the methods work, and that all of them are fantastic for the person
who designed them.
How to become a Master of
Time Management with 2 Simple
Questions
Roland Hanekroot
My lazy client
But that isnt you.
Some time ago, I worked with a client who used to beat himself up something shocking over his laziness and
procrastination.
One Monday he came in to one of our sessions in a particularly foul mood. To my inquiry about his weekend,
he snapped: I didnt get that bloody Tax return done again yesterday!
When I asked him what had happened he responded with:
I cleaned up the garage, I mowed the lawn, I watched the rugby game and I took my girlfriend out to lunch.
To be honest, I have been procrastinating for weeks over this tax return and even after making the decision to
get it done this weekend, I still never even made a start on it.
Wow, I said, That sounds bad. But did you enjoy yourself doing those other things?
Of course he replied, the garage really needed cleaning, the lawn was weeks overdue, the Wallabies won
and my girlfriend really appreciated the attention. However, thats not the point I still didnt do my tax return
after making a commitment to do so.
I understand that you are disappointed I said, But tell me, have you always done your tax return?
He pondered for a while and responded: Yes, ever since I was 18 and my father taught me how to do it, it
always feels really good completing it myself and getting some sort of refund.
Ok, I said, so you have never missed a deadline before and are you late with it now?
Oh no, he replied, I have always done it and on time and I actually have another 2 whole weeks before it
has to be in I just wanted to get it in in a few weeks early, in case something came up
Through my smiles I responded: Well maybe something did come up? Maybe the lawn, the garage, the
game and your girlfriend were more important this weekend? Is there actually any real reason to assume you
wont get your tax return completed in the next two weeks?
(In case youre interested my client completed his tax return the next weekend he still had a week to spare)
The two questions
You see, we only ever do something for one of two reasons:
1: We want to do it
2: We dont want the consequences of not doing it
What client had wanted to do was x the garage, the lawn and the game and
spend time with his girlfriend. He wasnt a procrastinator at all. He just didnt
particularly want to do his tax return that weekend, and the consequences of
not doing it were minimal.
Questions
Roland Hanekroot
So this is how Id like you to think about time management.
As long as you are not 100% clear on what you want to do and you are not 100% clear on what
consequences you fear - you will constantly confuse yourself and youll tell yourself you are an exasperating
lazy procrastinator and that you need a better time-management system.
So, by all means experiment with any of the well-established systems (personally I like the Steven Coveys
Urgent V Important approach) but no system is going to help you unless you constantly ask yourself: What do I
want to do and what do I not want the consequences of not doing?
Give it a go much more fun than beating yourself up I guarantee it.
Questions
Roland Hanekroot
Roland Hanekroot is a business coach and the founder of New Perspectives Business Coaching.
www.newperspectives.com.au
He is also the author of the acclaimed The Ten Truths books for business owners. Roland runs a
webinar called The Small Business Masterminds every month, on the 10 key aspects of business
that all business owners face when developing their businesses. First time is free, normally $99,
book in here: http://smallbusinessmasterminds.com.au
Ask the right questions if youre going to nd the right answers.
Vanessa Redgrave
Richard Koch
Everyone needs a time revolution. It is not that we are short of time or have too much of
it. It is the way we treat time even the way we think about it that is both the problem
and the opportunity. Time revolution is the fastest way for anyone to take a giant leap in
happiness and value to other people.
The 80/20 principle suggests the following hypotheses:
Mosl ol lhe value we add in personal, prolessional, inlelleclual, alhlelic or arlislic
terms is achieved in a minority of our time. There is a profound imbalance between what is created and
the time necessary to create it. Crudely put, 80% of achievement happens in less than 20% of our time.
Mosl ol our happiness occurs in quile bounded periods ol lime. Crudely, 80 ol happiness is experienced
in less than 20% of time.
Remember, these are hypotheses to be tested against your experience they are not self-evident truths or the
result of extensive research.
But when the hypotheses are true as they nearly always are for achievement, and quite often for happiness
they have four startling implications:
Mosl ol whal we do is ol low value.
Some small lragmenls ol our lime are much more valuable lhan all lhe
rest.
ll we can do anylhing aboul lhis, we should do somelhing radical
tinkering at the edges is pointless.
ll we make good use ol less lhan 20 percenl ol our lime, lhere is no
shortage of it!
Time should not be thought of as a sequence, running left to right, and running out fast. It is better to think of
time as a synchronizing and cyclical device, as the inventors of the round clock intended. Time keeps coming
round, bringing with it the opportunity to learn, to deepen a few valued relationships, to produce a better
product or outcome, to add more value to life, and to become deeper and more generous people.
We are told to live in the moment, and in one sense this is great advice; but we dont just exist in the present,
like goldsh with no memory and no hopes and expectations. We spring from the past and have a treasure
trove of past memories and associations, and a valuable sense of self that derives from past successes and
failures; and our future, like our past, is already immanent in the present. We have alternative futures, but
they are all rooted in the past and the present. We live in a series of interlocking triangles, with the past at the
centre, surrounded by another triangle that is the present, and a bigger one still that is the future.
If we think in this way, we highlight the need to carry with us, throughout our lives, the most precious and
valued 20 percent of what we have of our personalities, our abilities, our friendships and deep relationships,
our physical assets, and our abilities to think and imagine and to ensure that they are nurtured, developed,
extended, and deepened, to increase our value to ourselves and to the people and ideals we care about. The
future is a dimension of the present, giving us the chance to create something better our better selves, our
circumstances, our sense of calm, and our lasting value to the people around us and perhaps to society at
large. All we have to do is give rein and better direction to our most positive 20 percent.
Here are seven steps to detonate your time revolution:
1: Make the difcult mental leap of dissociating effort and reward
Be lazy. If you have limited time, you make better use of it. If you are hyper-active, you cant be reective.
Being lazy and thoughtful are two sides of the same coin.
2: Give up guilt
There is no value to doing the things you dont enjoy, unless they are highly valued by
people you care about and in a sense you therefore enjoy them. Do the things you
most like doing. Make them your job. Make your job them. Most people who have
become rich or contributed hugely to the world did it through doing things they enjoy,
that express the essence of their personalities and insights. Creativity requires rhythm
and relaxation in your life.
3: Free yourself from obligations imposed by others
It is a fair bet that when 80 percent of time yields 20 percent of results, that 80 percent is undertaken at the
behest of others. The 80/20 principle shows time and time again that the 20 percent of people who achieve
the most either work for themselves or behave as if they do. It is right to have some obligations, but select
them with great care and with a light heart.
4: Be unconventional and eccentric in your use of time
You are unlikely to spend the most valuable 20 percent of your time in being a good soldier, in doing what
is expected of you, in attending the meetings everyone assumes you will, and in following the norms of your
group. The tyranny of low-value uses of time stems from being conventional and predictable. Work out the
most unconventional or eccentric things you could do that will be fun and add value, deviating as far from the
norm, without being ejected from your world. Who do you know who is both effective and eccentric? Find out
how they spend their time and where it differs from what is typical. You may want to copy a few of the things
that they do and dont do.
5: Identify the 20 percent that gives you the 80 percent
Identify your happiness islands: the small amounts of time, or
the few years, that have contributed a quite disproportionate
amount of your happiness.
Then try to deduce what is common between all or some of
the happiness islands.
Repeat the procedure for achievement. Classify your
achievement islands the short periods when you have
achieved a much higher ratio of value to time than during the
rest of your week, month, year, or life.
List separately your achievement desert islands the periods
of greatest sterility and under-achievement. What do they
have in common? Now act accordingly.
Richard Koch
Richard Koch
6: Eliminate or reduce your low-value activities
For the 80 percent of activities that give you only 20 percent of results, eliminate
them if you can. If this requires a radical change in circumstances a new job,
new career, new friends, even a new lifestyle or partner make a plan for the
desired changes. Otherwise, your potential for achievement and happiness will
never be attained.
7: Multiply the 20 percent of your time that gives you 80 percent
The point of examining the common characteristics of your happiness and
achievement islands is to isolate something far more fundamental than what
has happened in your life it is to isolate what you are uniquely endowed and
qualied to do best. In the short term, take the 20 percent of time spent on
high value activities up to 40 percent within a year. This one act will raise your
productivity by between 60 and 80 percent. The ideal, of course, is to move
the time spent on high-value activities to 100 percent, but this may take several
years. As long as you are moving in the right direction, that is ne.
Richard Koch is a former management consultant, entrepreneur, and writer of several
books on how to apply the Pareto principle (80/20 rule) in all walks of life. Richard has
also used his concepts to make a fortune from several private equity investments made
personally. Richards investments have included Filofax, Belgo Restaurants, Plymouth Gin,
the Great Little Trading Company and Betfair. Previously he had been a consultant with
the Boston Consulting Group and later a partner of Bain and Company, and cofounder of
the Richard Koch 80/20 Management Academy, an international training business. You
can nd out more about Richard at www.richardkoch.net
TAKE ACTION
Tme revIutn s nt easy. Yu need t have the curage ! yur cnvctns, t be
cncIastc, and t experment. 8ut vhat eIse d ve have n ths earth that s as mprtant
and vaIuabIe as tme? I! ve are nt serus abut hv ve spend ur tme, and hv ve vev
tme, then ve are nt serus abut I!e. Dr!tng thrugh I!e vth mst tme taken up by
trvaI r uncngenaI tasks s n vay t Ive, and n vay t becme the persn yu reaIIy are.
Richard Koch is a former management consultant, entrepreneur, and writer of several books on
how to apply the Pareto principle (80/20 rule) in all walks of life. Richard has also used his concepts
to make a fortune from several private equity investments made personally. Richards investments
have included Filofax, Belgo Restaurants, Plymouth Gin, the Great Little Trading Company and
Betfair. Previously he had been a consultant with the Boston Consulting Group and later a partner
of Bain and Company, and cofounder of the Richard Koch 80/20 Management Academy, an
international training business. You can nd out more about Richard at www.richardkoch.net
Dont say you dont have enough time. You have exactly the
same number of hours per day that were given to Helen Keller,
Pasteur, Michaelangelo, Mother Teresa, Leonardo da Vinci,
Thomas Jefferson, and Albert Einstein
H. Jackson Brown
Does this sound familiar to you?
Lots of activity
Making little real headway.
Feeling exhausted
Going in circles
AND.. when you are away from the maddening crowd, you are just not sure how
long you can, or want to keep this up!
Me too
There are many things we can do to begin to develop the brain capacity to be more productive and energised,
and many simple ways to change what we do to work with our brains resources and limitations rather than
against them as we so often do.
Lets look at two simple concepts that can help get you started on this journey to productive and energised
imagination-enabled space.
1: The brain needs fuel to run
Your brain runs on a fuel that depletes over the course of the day.
When your brain fuel runs low, your brain nds it difcult to function well or as
efciently as you might like.
SO, you need to use your brain in the most energy efcient way you can, resulting
in feeling more energized for longer, and hence having the ability to be more
productive and creative.
2: The brain struggles with complexity and volume
In addition, the brain has difculty with complexity. It literally cannot multi-task (multi-tasking is an energy-
intensive function of switching attention rather than doing two things at the same time).
Neuroscientists now believe that you can only hold and deal with one complex idea in your brain and achieve
maximum mental performance. In other words, as soon as you add another complex thought or idea or
challenge, your mental performance declines.
Two key ideas for brain productivity
So we have two ideas to work with now:
Energy efciency (how we use up or conserve our brain fuel)
Complexity (how tackle complex tasks in terms of volume of information and linear or non-
linear processing)
One really effective way to create productive energy and manage your time more effectively is to consider a
task or mental activity in terms of its energy efciency for the brain (brain fuel usage), and also its simplicity
(broken down for ease or hardwired).
Its all in our heads-how to
manage your time by working
with your brain and not against it
Michelle Loch
The case study below illustrates how we can easily apply these concepts for massive gain.
Think about this .
How do you feel when you open your email to nd there are 120 new
messages for you to deal with, not to mention the 1023 still in your
mailbox that are unled or still to deal with.
Overwhelmed, panicked, depressed! In fact, you arent sure how many
are urgent or need attention and you simply dont have the energy or
desire to nd out.
AND there is that major project that needs attention this afternoon
before you head to tomorrows client update meeting.
BUT you have to deal with the email in case there is something there!
The negative feelings you are experiencing are also energy intensive so you have started to use up some brain
fuel.
You decide to quickly check all the emails and deal with the urgent ones. As you open each, you quickly read
and analyse the contents and then decide whether it needs your attention. You to be efcient and le the
non-urgent or informational emails in relevant folders.
You read, analyse and le about 20 emails and feel the need for a break as you brain is hurting (low brain fuel).
You havent actually actioned any email yet. The effort required to multi-task in this way without any actual
productive action, is immense for the brain.
At the water cooler, John (same job, same project) is looking sprightly. He has prepared for the meeting, his
emails are up-to-date and hes preparing some new ideas to present to his boss and the client tomorrow that
he thinks might add icing to the cake in terms of the project.
How: John has set up rule in his email for all informational and project related emails eg, when an email blog
he likes to read comes in, it automatically goes to a pre-determined folder.
When an email comes in from X client, it goes to the Urgent folder or a related project folder. He can see
from each folder how many unread emails are in each.
So when he checks his emails, he goes right to the urgent folder.
Any emails in the non-categorised section are checked to see if any more rules need to be set up. In the time
he has allotted for blog reading (on the train on the way home each day) he checks in on the Blog le and
enjoys a focused time reading and making notes.
In the time he has allotted to spend on Project X, he can go back and gather the information needed from that
folder.
John is working with a single focused and energy efcient way. Hes doing it and its great! You are working
in an energy intensive and multi-focused.
Here are some tips on things you can do to work with your brain and create single focused and energy efcient
activity leaving you with more energy and focus to attend to more innovative and imaginative endeavours
that can rock your world!
Michelle Loch
Emails and administrative stuff
Just like in the case study, set up rules and diversions for your emails.
Check emails later in the day and do your energy intensive (creative and innovative) thinking
early in the day when you are fresh and have a full tank of brain fuel.
Allocate specic times in your diary for specic tasks and dont allow yourself to multi-task
out of curiosity. Ill just check this email is a no-no!
Conversations and meetings
Make sure conversations and meetings deal with one issue at a time and be unrelenting in bringing
conversation back on track.
Half every agenda before you start you never get through it anyway so deal with one thing really well and
REMOVE it from the agenda rather than carrying it over.
Take some time out to look at your everyday tasks: what can you simplify, what is using up precious brain fuel,
what simple changes can you make to allow you to re-direct your brain fuel energy.
Michelle Loch
Michelle Loch is the Founder and Director of UnLOCHed Potential and one of Australias leading
experts in NeuroLeadership, Team Engagement and Brain Fitness. Referred to warmly as the
brain girl, Michelle is a professional, engaging and dynamic coach and speaker who is known
for her innate ability to get people to change their thinking instantly and push their limits to
achieve extraordinary results daily, with her educate, equip and embed approach. You can learn
more about Michelle at www.unloched.com
Shari McGuire
Email is a great way to communicate and can save you time ... when used wisely.
It can also drive you insane.
I hear over and over again from clients how their inbox drives their day because theyre
constantly reacting to the latest ding announcing the arrival of an email.
Theyre fearful of missing something important and let their
inbox dictate what they will work on today.
If you nd yourself in the same boat, here are 9 tips on how you can manage your
email -- and stay sane.
1. Schedule a block or two of time during the day to review and answer email,
your volume of email will dictate frequency and how long to read email. I schedule
a 45-minute session to review email in the morning and an hour session mid-day.
Communicate that to your audience in your email signature to set expectations
with them.
Here is the exact verbiage from my email signature: Note: I set aside 7:15 a.m. - 8:00 a.m. CT and 1:00
p.m. - 1:30 p.m. CT every day to read and respond to emails. As time permits I also glance through my emails
throughout the day. If you require urgent assistance (please ensure it is urgent) that cannot wait until 7:15 a.m.
CT or 1 p.m. CT, please contact me via phone at xxx-xxx-xxxx. Thank you for understanding this move to more
efciency and effectiveness. It helps me accomplish more to serve you better.
2. Write meaningful subject lines (for example, dont reply to a random email with a completely unrelated
topic) and change the subject line if the email has become a chain of emails and the topic has now shifted.
3. When replying thank you or writing a very brief email (one sentence), put the thank you or brief sentence
in the subject with EOM (End Of Message) at the end. People will know that is the end of the message
and there is no need to open your email. I would suggest adding EOM to your key in your email signature
mentioned in tip 1 above.
4. Think of key people whose emails you want to stand out in your Inbox. Create rules to color code emails
that come in from those individuals. For example, blue from your boss and green from key customers. Then you
can quickly scan through your emails to nd those that are most critical to respond to quickly.
5. If you are having difculty composing an email, it usually suggests that a higher order of communication,
such as a telephone call or face-to-face meeting, is necessary. Abandon your email and either call the recipient
or set up a meeting with them.
6. If you need someone to answer a question right away, dont send an email hoping shell see it instantly and
promptly respond to you. Just call her.
7. Move emails directly from your Inbox to your calendar and schedule a block of time to complete the
request in the email. This saves you time as you wont need to add it to a task list and youll remember at an
appropriate time in the future to complete the request.
8. People need to be told specically what action to take with your emails or else you may not get the response
youre seeking.
I recommend you create an email subject line code and include the denition in your email so people know
how best to respond to your email.
For example, I use RR for response requested, RO for read only, AR to indicate I need you to take an
action before responding and FYI as informational only. Include those denitions in a key within your email
signature.
9. If youre like me, you love to get sales and other announcements from businesses that can quickly clutter
your Inbox (if you work for a corporation, I recommend receiving these emails in your personal Inbox). For those
emails, create a folder called retailers (or whatever makes sense to you). Then, for all of the senders of this
category of emails, create a rule to place emails from the sender in your retailers folder. When youre ready to
shop at a particular retailer, check the retailers folder to see if they have a current sale promotion.
Shari McGuire
Shari McGuire is Americas Time Management Expert and author of Take Back Your Time: 101
Simple Tips to Shrink Your Work-Week and Conquer the Chaos in Your Life.
It is her vision to help people worldwide create the life of their dreams by taking back the time
they previously wasted.
She can teach you how to balance your professional success with your personal life and
specializes in working with overworked professionals and small business owners who long for
fewer work hours yet want more income.
Visit her website at http://shrinkyourworkweek.com
Let go of stress and overwhelm
Kathryn McKinnon
What if you knew how to let go of Feeling Stressed and
Overwhelmed?
Imagine how much more time would ow into your life...
The problem with being stressed is that it interferes with your ability to do your best work, to stay productive,
to be exible and manage change, to make decisions and take the steps that can get you out of the cycle of
confusion to take back control over your time.
Are you struggling with any of these challenges? They could be some of the
reasons youre feeling stressed or overwhelmed:
You take on too much
You have poor organizational skills
You cant make decisions about your priorities and what you
need to do next
You dont say no when you need to
You say yes out of guilt
You like to please others
A part of you is afraid to take action

All of these challenges are merely choices youve made. You can release your feelings of stress and overwhelm
by making a conscious decision to make different choices and change the way you spend your time.
If you look at any situation as a gift and a lesson, no matter how overwhelming, your whole perspective will
change and so will your feelings of being stressed and overwhelmed. It will prevent you from adding to your
stress. It will help you move out of overwhelm.
This shift in perspective will halt your stress for a moment and that moment will give you an opportunity to shift
out of that feeling. When youve shifted out of that feeling, you will have taken back control over your time.
Once you release the stress, you release resistance, which makes attracting better thoughts and feelings so
much easier. Releasing resistance by releasing stress means you will automatically become more aligned with
the things youve been asking for and your desires will start to show up.
Answer the following questions about your conicts about releasing your
stress. See if any of them resonate with you:
Whats the disadvantage to releasing the stress in my life?
Am I comfortable with being overwhelmed because its so familiar to me?
When Im overwhelmed, does it mean I dont have to focus on certain issues I might be afraid
to look at in my life?
Whats the advantage to staying stressed?
Is it easier to stay the way I am?
If I stop being stressed, will I have to take responsibility for more?
These are powerful questions to help you uncover any resistance to allowing yourself to release your stress and
feelings of being overwhelmed and out of control with your time.
Once you know your subconscious disadvantage or advantage to staying where you are, youll become more
aware of your reasons for your behaviors and actions, which are causing you to choose how you respond to
situations and how you spend your time.
Once you become aware of why youre choosing to stay stressed or overwhelmed, youll change your
perspective and your energy, and youll see better results showing up in your life. Youll begin to Triple Your
Time.
These are just some of the advantages to managing your time by Releasing
Stress:
When you learn how to release your stress and feelings of being overwhelmed,
youll have the mental and energetic clarity to focus on your highest priorities and
achieve important goals.
When you eliminate your blocks to releasing stress and feelings of overwhelm, it will
automatically boost your energy. Your thoughts will be in line with your desires and
youll start to accomplish more with your time.
Youll improve your perspective and way of thinkingyoull attract more success
and more Time to do what you want and to enjoy the life youve created.
Youll be able to do your best work and increase your productivity and exibility to respond quickly to
changing situations and conditions.
When youre feeling relaxed and condent because you successfully released your stress and feelings of
overwhelm, youll see more opportunities to achieve your goals and dreams. Youll discover how to nd more
Time for the things that really matter most to you.
Its your choice.
Make a decision today to incorporate this Time Management Strategy into your daily routine to Release Stress
and Overwhelm.
Let go of stress and overwhelm
Kathryn McKinnon
Kathryn McKinnon has been an Executive Coach, since 1992, is a graduate of Harvard Business
School and has 32 years of corporate and entrepreneurial business experience helping hundreds
of executives and business owners create order out of chaos to change the way they spend their
time so they can live more productive, balanced lives.
Shes the author of a best-selling book in its category on Amazon, Triple Your Time Today! Shes
also the show host of Time Management Radio, a Harvard Business School Executive Coach
and is available for speaking, training and executive coaching. If you want better results with
your time, you can nd more time management strategies and tips and contact Kathryn on her
website at http://www.Kathryn-McKinnon.com
Hire virtual assistants to save
time and maximise your prots
Kevin Mallen
Having a virtual assistant (VA) can take a huge load off your back. A VA can
perform essential tasks on your behalf so you can focus on the more important
aspects of running your business. With the help of a VA, you can improve
business productivity and efciency without hiring full-time employees.
Why Do You Need a Virtual Assistant?
Better time management:
In the world of business, time is money. And if theres one thing virtual assistants excel
at, it is giving you more time to grow your business. Heres how VAs can help you take
advantage of money-making opportunities.
Manage your schedule: A VA can boost business efciency by helping you establish a
clear work schedule. He can handle your work calendar, as well as manage and conrm
your appointments so you wont miss important meetings and deadlines.
Perform and automate time-consuming tasks:
With a VA, you have someone to do things you dont want to do. You can delegate time-consuming
responsibilities to your assistant and automate tasks so your business will remain functional even while you sleep.
Screen emails:
Sorting out emails is a tedious and time-consuming process. Fortunately, a VA can screen your emails and identify
the ones that are important. You can also train your VA to reply to emails that require immediate responses.
Utilise your VAs talents and skills:
Virtual assistants can provide you with a wide range of services, depending on their skills and work specialties.
Below are some of the services they can offer you:
Website Admin:
From moderating comments to updating your websites content, VAs can serve as website administrators to
ensure that your online space is always fresh and relevant.
Data entry:
VAs can be a huge help if you need to ll out hundreds of documents and spreadsheets. You can assign various
data entry tasks to your assistant so you dont have to deal with paperwork.
Research:
A VA can conduct extensive research on your behalf so you can get valuable information about your customers,
prospects, and competitors. He can provide you with updates about prevailing market trends and other relevant
news that you can use to your advantage.
Web Development:
A VA can help you create a website for your business. There are VAs who specialise in web development,
enabling businesses to establish a solid online presence and connect with their online customers.
SEO:
VAs can perform SEO tasks, such as link building and content marketing, to make your website more search
engine-friendly. This can help improve your online visibility and make it easier for your customers to nd you.
Generate leads:
It is important for businesses to have leads to potential customers to ensure a steady ow of income. A VA can serve
as a lead generation machine and help you create a database of potential clients that can sustain your business.
LinkedIn Messaging and Email Marketing:
LinkedIn makes it easy to reach specic people and industries. Use your VA to nd them and send them tailored
messages and emails to get leads and identify those who might be interested in your products/services.
Telemarketing:
Use your VA to make calls to target customers. Telemarketing-savvy VAs are trained in the art of selling and
making customers fully understand the value of your products/services.
Concentrate on Creating Value:
VAs enable you to work ON business rather than IN business. They
can take administrative work off your hands, allowing you to focus on
creating products/services that add value to your brand.
Where Can You Find Virtual Assistants?
VAs are located everywhere:
Virtual assistants are located locally and internationally. The simplest
way to nd them is to search the Internet as there are many qualied
VAs plying their trade online.
Not hiring domestic? Choose the Philippines:
The Philippines is home to many qualied workers who can provide you with top-
quality services at reasonable prices. Filipino VAs possess certain skills and qualities that
make them an asset to any business or organisation.
Procient in English. With English being an ofcial language in the Philippines,
Filipino VAs are well-versed in written and spoken English. This makes it easier for
them to communicate with you and comprehend your instructions.
Work ethic. Filipinos VAs have impeccable work ethic that gives them an advantage over other
nationalities. They are a group of hard-working people who value competence and are very dedicated to
their jobs. Filipino VAs are customer-oriented, too, and they always strive to satisfy their clients demands.
University-educated and posses various skills. Most Filipino VAs are university graduates. They are
computer and Internet-savvy and have prior background in BPO. They also possess a wide range of
technical skills and knowledge of various industries.
Lower wages. Hiring Filipino VAs is more cost-effective than hiring domestic workers. Typically, Filipino
VAs receive $6-$8 per hour for admin work and $10-$14 for more technical roles.
Use a recruitment agency:
Many business owners are reluctant to hire VAs they are afraid that they wont nd the right person.
Fortunately, there are agencies, like Virtual Coworker, that can make your search for qualied VAs safer, easier,
and more convenient.
Kevin Mallen
Kevin Mallen
These agencies can:
Source, screen, and interview applicants.
Conduct reference checks.
Handle payroll and human resource.
Choosing a Reliable VA and Retaining His Services
It is easy to nd workers with the skills you require. However, it can be difcult to nd one you can trust and
get along with. To ensure that the VA youll choose is indeed a reliable and trustworthy person, you must:
Create a good job description:
To attract qualied people for the roles youre seeking to ll, it is very important to create a good job
description. Many businesses are also looking for skilled and dependable VAs. Therefore, you should make it
easy for your prospects to accept your offer by creating a job description that stands out and expresses exactly
what you require from them.
Interview them properly:
Interviewing a prospective VA can give you a feel on what that person is truly capable of and a glimpse into his
personality. You can interview a prospective VA via Skype or Google Chat, and through email as well, so you
can assess his capability to communicate in both spoken and written English.
Train them:
As with all professionals, VAs need time to adjust in their new work environment before they can reach full
productivity. Therefore, you should take the time to train your VA so he can familiarise himself with your
systems and processes.
Communicate effectively
Communicate with your VA effectively and regularly to ensure a lasting work
relationship. You should give clear instructions and make them as specic as possible
to avoid misunderstandings, especially when delegating a task for the rst time.
Treat VAs as part of the team
Treat VAs as part of the team and youll be surprised at the amount of effort they will
put into pleasing you.
Always remember that one way to make the employer-VA relationship work is to ensure that you dont leave
out the human side of working with a virtual assistant.
Kevin Mallen is the Director of Sales & Marketing for Virtual Coworker. Virtual Coworker
specializes in recruiting cost-effective, full-time and part-time professionals, who work remotely
from the Philippines. Their account managers in Australia and the US liaise with a full time
recruitment team in the Philippines, who have access to several large resume databases and a
proven track record of sourcing ideal candidates.
For more information, visit www.virtualcoworker.com or contact Kevin directly via
Kevin@virtualcoworker.com
Tess was Events Manager for a small family-owned publishing rm that
specialises in the tourist market. She made a lot of phone calls to clients and
prospects. Initially she was located with the rest of the staff in a large open-
plan ofce spacious and with plenty of room. However, Tess found the
noise in the big ofce difcult. Finally she found a solution by moving into
a tiny ofce off the main room that her colleagues jokingly referred to Tesss
cupboard.
Her comment to me: I now achieve the same amount of work in four days (and sometimes more) than I used
to do in ve.
Dramatic as Tesss story is, Ive heard thousands of variations since I began working in the time management
training space 22 years ago.
The thing is, open plan is not the preference of most workers, largely because most open plan environments
are badly planned and executed. Result? A huge but largely invisible waste of company resources.
So am I saying open plan is all bad? Not at all - there can be benets. But there are also many negatives
UNLESS the space has been very well designed. However, even in good open plan ofces many still struggle.
How much space does a worker need?
In the 1970s it was considered that 500 sq. ft. per employee was about right.
By 2010 that gure had shrunk to 200 sq. ft. per employee.
And that gure continues to reduce, driven by organisations seeking
productive, exible, cost-effective workspaces.
Problem is, productive means different things to different people. Many
people, but especially introverts and theyre close to 50% of the workforce-
struggle to function effectively when theyre pushed into open-plan spaces. Such layout only works well with
very careful design and plenty of alternatives for different purposes and working styles.
Benets and disadvantages
So what are the benets of open plan?
The big driver for this change is nancial: reduced expensive oor space, lower cost of tout.
Also, for those who need to quickly consult with colleagues or where teams are working on the same or similar
projects, time can be saved by over-hearing conversations. They can then contribute on an ad hoc basis when
issues arise.
There is supposed to be more openness of communication although research doesnt prove that conclusively.
In fact, there are reports that people share less when pushed into a proximity thats not natural to them.
Open Plan Ofces: Good,
Bad or Ugly?
Robyn Pearce
What about the disadvantages?
The big one is interruptions. If were constantly interrupted by
walk-ups we never reach a state of ow - and many open-plan
sufferers report that they never have more than a few minutes
between interruptions.
Obviously theres a lack of privacy.
Noise is a major issue.
(Unless the site has sound-proofed furniture, walls, ceilings and
oors theres constant noise.)
At a deep neurological level quieter people struggle to work in close quarters with others; people with hearing
defects struggle to hear, due to the noise; and Ive yet to nd a sales person who likes making calls with others
around them. Plus the unfortunates sitting nearby dont want to be involved with the conversations.
Ill-health: sickness is more easily spread and often theres a higher turnover of unhappy staff.
Do read Susan Cains excellent book Quiet: the power of introverts in a world that
wont stop talking. A mountain of recent data . [shows] that open plan ofces
have been found to reduce productivity and impair memory. Theyre associated with
high staff turnover. They make people sick, hostile, unmotivated and insecure. Open-
plan workers are more likely to suffer from high blood pressure and elevated stress
levels and to get the u; they argue more with their colleagues; they worry about
co-workers eavesdropping on their phone calls and spying on their computer screens.
They have fewer personal and condential conversations with colleagues. Theyre often
subjected to loud and uncontrollable noise, which raises heart rates; releases cortisol,
the bodys ght-or-ight stress hormone; and makes people socially distant, quick
to anger, aggressive, and slow to help others.
Add all these issues together and youve got a very expensive problem, for remuneration is the biggest expense
for almost all organisations.
What does a good open plan ofce look like?
It will have excellent sound-proong, activity-specic work areas and a
layout that affords privacy and quietness when needed.
It will have plenty of quiet rooms with good equipment so anyone can
work alone when they need silence or privacy, small meeting rooms as
well as larger ones, and well-designed furniture that incorporates sound-
proong where appropriate, such as head-high screens with fabric to
absorb sound.
And it will feel nice to work in. There will be enough open space that people dont feel crowded and theyll
have been designed from an activity-based perspective, with different locations for the various functions and
tasks.
Michelle Loch
How modern technology helps
Effective open plan utilises high-level technology and plenty of digital storage capacity. For example, an
incoming document is scanned. If its a working document, once nished with it also is scanned rather than
led in a physical ling cabinet. Then the location of many workers is not so important. They might be working
at home with no interruptions, on a different oor in the building, or meeting at a near-by caf.
The other really useful equipment is Follow Me printing machines. The user Sends a document to print and
then, armed with their own printer swipe card, downloads the document at whichever printer they choose.
What does bad open plan ofces look like?
Like a battery hen farm human style!
They mostly have low partitions over which noise travels, meeting rooms with
inadequate sound-proong and hard noisy oors and ceilings that bounce sound
around. Often there arent enough quiet rooms or meeting rooms. Some desks
face walkways and trafc ow with the loss of anything between 30 mins 1
hour per day just due to interruptions from passers-by.
Workers are jammed in together with no opportunity for privacy when they need
it. Some are located too close to high trafc ow areas the tea room, toilets,
photocopier or reception. And people constantly complain that they cant work
without interruption at any task requiring focus and concentration.
In an open plan ofce with even a few of these issues, the frustration factor of many workers is enormous
and they tell their stories with stress and distress. Many cant wait to move to another company.
Lets look at the dollars:
The thing to consider - is it really a cost-saver?
There is constant research going on but so far Ive seen nothing that convinces me of
the nancial savings if the cost of interruptions and turnover are taken into account.
Wages are the biggest cost in almost all businesses.
How many people, when planning a new ofce layout, take into account the lost
opportunity cost of interruptions?
But if introverts need quiet and solitude to develop their thoughts and tap into their
creativity, what happens? We reduce the potential of close to half the people in most
work teams.
For more information on this topic, check out www.effectiveworkspaces.com
Open Plan Ofces: Good,
Bad or Ugly?
Robyn Pearce
Robyn Pearce (known as the Time Queen) runs an international time management and
productivity company, operating from New Zealand. Get your free report How To Master Time In
Only 90 Seconds and ongoing time tips at www.gettingagrip.com
Management
Lisa Philips
Whenever a business client requests assistance to improve their time
management skills, I often nd myself chomping at the bit to work on a
mindset change rst, rather than suggesting a wide range of time management
strategies.
As a Business coach, the words Time Management seem to strike terror in the
heart of many of my clients.
Many are under the illusion that conquering time management will change their
life and make them an overnight success. Many also have spent years beating
themselves up for not being effective or organised enough.
There are also many business owners who get angry with their creative unorganised side or the part of them
which would rather take a walk in the park than sit down in front of their bank statement.
A common trend is for people to chastise themselves for not managing their time like other people do or
secretly preferring an alternative way of doing things that doesnt t in with the usual time management
norm.
So in this article today, I am going to share with you a process to
celebrate and own the unorganised parts of us that make us who we are
today.
While I admit this process may not work for the die-hard procrastinators
amongst us, I have always found that is much easier to acknowledge and
support that dis-organised or creative part in you than stuff it down or
label it as an annoying behaviour or habit that makes you feel like a time
management failure.
In my experience, the more you try to work to someone elses schedule or force time management skills on
yourself, the more likely you are to self-sabotage and resist even more, those important tasks that you need to
get done.
You are also more likely to spit the dummy and spend the evening beating yourself up for being a failure.
So as an alternative, why not try celebrating those dis-organised parts of yourself as they are part of the
wonderful person you are today?
Lets use one of my clients as an example. John (A small business owner) came to me complaining that he felt
stied being inside his work ofce all day. Rather than working, John would nd himself staring out of the
window avoiding key tasks.
Rather than insisting that John implemented time management strategies into his day, we discussed that it
may be far more effective him to take a voice recorder out with him for a long walk in the morning. This way,
John actually felt more alive, more creative and often came up with far more inspirational idea that he did stuck
in front of his desk. Also, on nishing his work, he felt much more motivated to complete the tasks he had
been avoiding.
Claire was another client who complained that she
only felt creative and motivated after noon.
Again, rather than setting Claire up with strict
strategies to get her moving each morning, she
decided she would work from noon until 7pm.
Claire now feels excited about her day and is
happy to let those creative juices y!
The key is to make time work for you not t in
your personality around time. Try working with
your disorganised parts, not against them.
In addition, celebrate your disorganised bad habits
and poor time management skills.
I am sure if you look hard enough you will realise
they have served you in a positive way in the past.
Management
Lisa Philips
Lisa Philips is an experienced Business and Life Coach www.amazingcoaching.com.au. She works
with clients to remove perceived obstacles and her intention is to have you and your business
feeling fantastic. Lisa is the author of several books and is regularly featured in the media.
Barbara Prashnig and Yvonne Walus
There are many time management courses, time
management software packages, time management self-
help books and time management articles. However, time
management tips are useful only if they are matched to
the unique way in which a persons brain works.
For example:
Establish routines and stick to them will work for those who love routine, but will be totally counter-
productive for change-oriented variety-driven people.
Prioritize ruthlessly, Get in the habit of setting time limits for tasks and Be sure your systems are
organized are all very good time management tips for people whose brains are analytic and detail-
oriented, but totally unsuitable for holistic thinkers who perform well in creative chaos.
People who like working alone will nol do well by lollowing lhe lip lo Learn to delegate and outsource -
it would simply be too stressful and too counter-productive to their personal Working Style.
So what can you do to manage your time better?
Do it in style - according to your own unique Working Style features. A working style is
the way in which people concentrate, work on something new and/or difcult, make
decisions, take information in and solve problems.
The time of day in which you concentrate best is part of your Working Style too. Is
getting up with the birds every morning a challenge for you? Do you nd it difcult
to stay awake in the evening? Blame your Working Style, not just your workload. And
how about the afternoon? Does it happen that you push unwanted tasks into the time
after lunch and then nd that you are stuck and dont get the disliked job done? So
you put it off to the next afternoon and even further if you can.
This is a classical mismatch between a time-of-day non-preference and the attempt to do something difcult
or boring just then. Your natural Working Style will make it extremely difcult, often prevent it! You can try
to fool your body clock by making it follow a certain work pattern, like early morning business meetings or
working on an urgent report till after midnight, but unless that is your natural Working Style, youll be doing so
at a cost to your overall productivity, even your health.
Whether you approach your work sequentially or prefer multitasking is also part of your Working Style makeup.
The latest research shows that multitasking - the very quality so sought after by most employers - can often
lead to stress and burnout if your natural inclination is to work on one project at a time. Nevertheless, todays
technology enables - or even demands - us to stretch our attention over several simultaneous activities.
Here is a short quiz for you. Are you able to:
1. Read the new email headings in your inbox, deleting spam and items of no interest, while
speaking to a client on the phone?
2. Chat to a colleague on Skype while planning your new presentation?
3. Text under the table during a meeting?
4. Text with your mobile while speaking into the landline and scanning the email headings?
5. Send an SMS while speaking into the landline, scanning the email headings and sipping coffee
If you are, congratulations! Youre a true multi-tasker. If not, you will manage your time better by concentrating
on one task at a time. What is carefully planned multitasking to one person may appear quite natural to
another. How many activities you can perform and on how many projects you can work before you start to
become less efcient and more mistake-prone, will depend on your unique Working Style.
If you are the type of person who prefers to work sequentially as opposed to simultaneously, multitasking will
cause you stress. Prolonged multitasking will lead to loss of efciency and quality, and eventually to burnout.
This can be exacerbated by working in an environment that clashes with your natural Working Style needs in
terms of lighting (working in a room thats too bright for you may lead to stress), noise levels, and time-of-day-
preferences.
Working in an environment thats comfortable and compatible with your Working Style can save your health.
Whats more, it will motivate you, energise you and certainly increase your productivity.
Ask yourself:
Whal do l really wanl oul ol lile?
Whal's my order ol priorily lor lhose lhings lhal are imporlanl?
Whal molivales me?
Whal are my slrenglhs and limilalions?
How can l minimise my limilalions and use my slrenglhs?
Whal's my prelerred work environmenl, lime ol day lo concenlrale on dillcull lasks, need lor rouline,
need for structure?
Once you understand how you can use the best possible time management strategies for your personal
Working Style and save yourself wasting a lot of time, you will feel as if a heavy load has been taken off your
shoulders. YOU will be in control, no longer the ticking clock. You will experience a new freedom as you get to
know yourself in a different way and you will be able to manage your time successfully in your own, personal
style.
If it is self-knowledge that unlocks the door to success, then motivation will give you the momentum to
continue. Go on - open the door.
Barbara Prashnig and Yvonne Walus
Barbara Prashnig, MA, is the founder of the parent company Creative Learning Systems,
book author, educator and specialist in human style diversity. Her companies in Auckland, New
Zealand, developed revolutionary software for online assessment instruments which are now
available in ten different languages. She has been successfully introducing her pioneering
concept of style differences in working, learning and teaching into schools, education institutions
and businesses, not only in NZ but also around the world: from the UK to China and Singapore,
from the US and Canada to Europe and Australia. She is a sought-after international presenter,
seminar leader, business coach and consultant to government organisations and has worked
with education institutions worldwide. Coaching through Working Styles (WSA) has become
particularly successful for stress reduction and performance improvement. Barbara can be
reached via email at b.prashnig@pss-styles.com
Dr. Yvonne Walus is the Head of International Relations at PSS. Her passion is supporting
people in the work place to understand and utilize diversity as well as helping parents to help
their children achieve school success through the knowledge of Learning Styles. She can be
reached via email at yvonne@clc.co.nz.
Steaurt Snooks
Tip One: How to keep your inbox empty (handle each e-mail message only once)
The 4D methodology
This tip is the key skill for getting your in-box empty and keeping it under control!
One of the biggest productivity problems with e-mail is that you often read the same
e-mail message 2, 3, 5 or even 10 times BEFORE taking action on it! Even then, the message is still often left in
the in-box!
The way to avoid this problem (and the huge amount of extra and unnecessary handling of e-mails) is to make
it a rule to handle each message just once.
This simple strategy will eliminate as much as 80% of the double-handling of each individual e-mail
message.
The way to do this is simply to make a decision by asking yourself;
What is the NEXT action to be taken on this message?
How long will that action take?
Your answer to these two questions will then determine action(s) is needed to process each e-mail.
The good news is that there are only ever one of four actions you need to take on any given e-mail, as follows;
1: Ditch or Delete
If there is no action needed and you dont need to keep the message, simply delete it (eg: spam,
jokes, information you no longer need, etc)
2: Deal with it NOW (less than 2 minutes )
If you can take the next action (a reply or forward, update a document, schedule a meeting etc) in two minutes
or less, its quicker to do it now that the time it takes to store the message, track it, retrieve it, read it, get up to
speed on it, make a decision and then do it later.
3: Delegate
If the next action requires you to delegate the e-mail, you can either forward the message onto the appropriate
person, print it and hand it to them physically or (if youre a good user of Tasks) add it to your Task list and then
use the Assign a Task function to e-mail it to them (with the option to keep track of it on your own list).
4: Decide
If the next action requires the e-mail be relocated somewhere more appropriate, you can do one of three
things;
WHERE: File it under one of your e-mail Folders (eg: Client A,B,C; Subject X,Y,Z; Project 1,2,3) or le the e-mail
along with an existing Task, Appointment or Contact.
WHEN: For e-mails that will take more than 2-5 minutes to process (ie: these are actually tasks which have
arrived via e-mail), convert the e-mail to a new Appointment in the Calendar (ie: schedule when you are going
to do the work that has arrived via e-mail). Doing this makes you ask yourself three questions: how long will
this take, when have I got time and, of the times available, which would be the best time. This mental process
gives you much more control of the task it now sits in the Calendar and comes back to you at the appropriate
time (proactive) rather than sitting in the in-box passively waiting for you to stumble across it again (reactive).
WAIT: Add to a Waitlist or Watch list folder as no further action is possible right now (right click on the
message to add a reminder if necessary).
Tip Two: Simplify Your E-mail Folders
One of the reasons youll tend to leave e-mails in the in-box is because youre not sure
where else to put them. Or maybe its because your folders have become too complicated
to use quickly and easily.
In my experience of coaching hundreds of people, I notice that most people have their
e-mail folders as sub-folders of their in-box. Over time, the number of folders has grown
organically and all the different types of folders are usually mixed up together with only
the rst letter of the folder name used to categorise them. This makes it difcult and slow
to le e-mail away once it has been dealt with.
Here are the three steps needed to get your email folders well organised.
1: Separate your nished business from your unnished business.
Reserve the in-box and any of its subfolders only for unnished work.
Once an email has been dealt with and needs to be stored for future reference, it
should be relocated to an appropriate folder in a separate section of your mailbox (in
the same way as a paper document would be stored in a ling cabinet, rather than
on your desk).
This section can be called Filing Cabinet (in Outlook 2010) or Reference Folders
(in older versions of Outlook).
Steaurt Snooks
Steaurt Snooks
2. Set up 4 primary folders
Set these up as sub-folders of the Filing Cabinet folder (in the same way as you would label the drawers of a
physical ling cabinet.
Experience has shown that most e-mails we need to keep can be categorised in the
following 4 ways;
1 Clients (people or organisation you send stuff to)
2 Projects (info relating to your outputs - products, services, yers, etc)
3 Team (info relating to your team meeting notes, rosters, team projects)
4 Admin (for non-core info - forms, policies, receipts, expenses)
Personal (if you have enough personal e-mail to justify its own folder)
Set the folders up in the order shown above as, for most of us, clients are our highest
priority, then our projects, then our team and then admin.
This structure also works well for your les on the hard drive!
When an e-mail could be stored in two of the above primary folders, always store it in the higher placed folder
(ie: if an e-mail could go under either of Clients or Projects, place it under Clients).
When an e-mail could be stored in multiple secondary folders (ie: the various folders you have under a primary
folder), then store it in the primary folder itself.
3: Re-organise your folders
Finally, now that this ling structure has been set up, simply drag and drop your existing folders from their
current location under the inbox and place them in the appropriate primary folder structure youve just set up.
See diagram below for how your nal e-mail folder structure should look;
I hope this helps!
Steuart Snooks is an E-mail Strategist & Productivity Expert who works with busy professionals
who are struggling to keep up with e-mail overload.
He has developed a range of presentations, workshops, webinar and coaching programs that
demonstrate the highly practical and easily implemented Best Practice skills and strategies
that help restore email to its rightful place as a tool for improved workplace and personal
productivity. www.emailtiger.com.au
When I was just a mere slip of a lad living in England I decided to join the REME
(in the British Army) as a vehicle mechanic. It was the summer of 83 and,
inspired by the Falklands conict, many of my school friends were already in the
Armed Forces ghting the war.
I remember vividly the rst day I was enlisted at the training battalion what
a rude awakening that was! I thought the Army was all about discipline,
marching and shooting, but now I am older and look back I realise that many of
the tasks were based around time management.
We were set specic regular tasks keep our kit clean, eat, sleep, exercise. We ran to a strict timetable
overseen by our new family a burly Sergeant and his band of henchmen (NCOs) who taught us the nest
principles of time management. We learnt how to lter tasks by what was urgent, what was important and
what could be put on the back-burner. Many tasks were based around time and how, and what, to do with the
time allotted to us.
Kil always had lo be ironed and in good working condilion wilh bools bulled lo a high shine.
lood lhe old wives lale lhal an army marches on ils slomach is very lrue! As a soldier you don'l know
when your next meal will be so you eat when you can - not too much but enough for your body to
maintain the energy levels it needs.
Sleep wilhoul il we become useless. One ol my previous work colleagues reckoned l could sleep on a
clothes line. Its true. I can power-nap better than most.
Lxercise heallhy body, heallhy mind
Fast forward to 1990. I was a member of the advance party with MRG 7 Bravo one of the rst units to enter
the war zone known as Desert Storm, aka The Gulf War. The lessons I had learned from my Platoon were now
very relevant as, in my newly promoted role of NCO, I had to make many decisions based on priority, especially
when it came to ensuring tanks and armoured vehicles were kept in good working order and on the road. Trips
to the front line were regular occurrences!
Fast forward another 5 years to my rst position as Service Manager. I had resigned from the Army after
10 years, had immigrated to South Australia with my family, and was now working in a medium sized car
Dealership in Adelaide.
As it was the rst managerial role I had held I tried to dene my responsibilities outside of the Job
Description. How could I make sure that the Service Department was effective? How did I ensure my
technicians were 100% productive? Was the appointment schedule working? I formulated and began to use
my 4 Rules of Time Management.
1: Planning
Ever had the feeling that you have missed something something important? You realise this isnt rst time
this has happened and recognise that its time to start writing things down in a To Do List. I like to call this my
5 @ 5 (5 minutes at 5pm) when I organise and structure my time. I do this before I leave work so I can see at a
glance exactly what my priorities will be for the following day.
Time Management
Adapt-Overcome-Implement
Paul Steed
Two reasons why you should do this the day before:
Tomorrow has been lhoughl ol and planned loday. All ol lhe oulslanding lasks lhal have nol been
completed today will carried forward and become a selected priority tomorrow.
You can leave "lomorrow" al work so you can go home wilh a clear head.
The best way is to use either a scaling of letters or numbers to set the priority for the day. (1 or A is the top
priority (urgent) and 3 or C is the lowest priority (least important). It is also important to dene each project and
split big projects up into smaller chunks so they are more manageable.
DAY PLANNER NAME : JIM SMITH DATE : 25 FEB 2014
Priority ACTIVITIES Completed
A Check appointment schedule
C Business Planning preparation for Quarter 2
B Check work in progress report
2: Prioritising
Prioritising tends to be the hardest time management task, especially when others want you to do something
that is important for them however, what is important for someone else isnt always important for you. You
need to be able to prioritise tasks in a manner that is efcient and effective and allows you to better manage
your use of time.
One of the tools I have used is the Covey Important and Urgent
Matrix. It helped me understand the difference between
urgent and important activities. It showed me that not every
task is crucial and needs to be done now. It is how we use the
evaluation process that determines the Importance and Urgency.
Some examples appear in the table below.
Procrastination is the worst thing any manager can do. It occurs
when we do not deliver on our intentions. We feel guilty that
we havent started something so we keep putting the task off
and eventually we miss the deadline.
We are consumed by feelings of failure.
Correct time management can overcome these situations.
Time Management
Paul Steed
3: Distractions and Time Bandits
Have you ever thought about how much time gets taken up with distractions and time bandits? Ever wondered
how much more effective you could be without them?
How many limes in a day do your slall and cuslomers lry and lurn lheir problems
your problems?
Unplanned visils lrom suppliers and conlraclors got a great new product ...
Unplanned visils lrom regional slall just thought I would drop in ...
Phone calls and emails lhal shouldn'l go lo you
These upset the ow of the day and place you in the never decreasing circles of lost time. You need to better
manage distractions, empower your staff to make customer decisions that you do not need to be involved in,
ensure all supplier emails and calls go to receptionists (they can apply the lter), etc. The more you sift out the
unimportant issues the more time you will have to spend on important tasks.
4: Delegation
Some people try to please everyone and nd it difcult to say no. Are you that person? Do you nd you have
no time on your hands, are doing too much, not in control of your day, trying to manage everything in your
work bubble? You are probably not performing productively or effectively and are stressed out unnecessarily.
Its time to delegate. Dont feel that you have to do everything yourself. Delegate where you can - slow down
and learn to manage your time better.
You only have 24 hours a day approximately 8 hours sleep, 10 hours work and 6 hours with your loved ones.
Believe in yourself and the processes above and you will be able to use time to your advantage.
Time Management
Paul Steed
Paul Steed Managing Director and Owner apd-Australia. Industry consultant with global
experience over the last 20 years. Apd Australia providing a consultative approach to customer
lifecycle management through data analysis, cause and correction process change, and
performance measurement. Driving business improvement through data analytics and
operational consultancy. Data. Insights. Change. You can learn more about Paul and his company
at www.apd-australia.com.au
Time = life; therefore, waste your time and waste of your life,
or master your time and master your life
Alan Lakein
Staying focused in the age of
distraction
Wendy Tadokoro
People who focus on what they want, prosper. Those who dont, struggle. Focus
helps you achieve whatever it is that you want. Learning how to harness and
implement the power of focus will help you increase your net worth, enjoy more time
off, reduce stress and improve overall performance.
Life is short and time is swift, - its scary. But the shortness of life is also motivating; it
motivates you to do something, to make the most of it. The only way to truly make
the most of your time left on the planet is to be absolutely clear on what you want.
Successful people get what they want out of life because they know what they want.
To achieve success, you must know what success looks like to you, - you must dene it and you must dene it
as a goal.
Success = Goal achievement
Goals are extremely powerful; they allow your mind to focus. Your attention becomes narrowed towards the
efforts and activities related to the goal.
Our brains are overloaded daily with more information than we can process, from the internet, social media,
television, email to the instructions from your boss its relentless. Goals cut through the noise; they blur the
background and pull you towards what matters most.
To demonstrate the power of attention and focus, try this exercise:
Look around you and memorise two things that are red. Next, close your eyes and try to
recall all the green items around you.
Most people struggle - which is the point of the exercise. This demonstrates the minds
ability to lter out irrelevant information and concentrate on what is relevant. This basic
psychological principle is behind much of the power of goals.
Have you ever wondered why when you are focused on a new opportunity or purchase,
that you are immediately much more aware of similar things of relevance around you?
It has been discovered that specic neurons in the brain take on a ltering task. They do so by downplaying
the useless information we receive. Those cells allow you to focus on the things that you have identied as
important.
So instead of having your attention scattered with all matter of things, you begin moving through each day
focused on people and events that are relevant to your goals. You quickly discover new opportunities because
you are looking for them.
For goals to be effective and to be able to focus on them, they must be clear and precise.
Express goals in terms of numbers, dates, percentages, units, and dollars. People
understand numbers, they are not elusive, they are not ambiguous, and they cut
through the smog. Make sure that each goal is dened with a measurable target.
Example, instead of saying, I want to get t , make a statement, I will run 5
miles twice a week.
Now that you have dened goals clearly, how do you tune in on just one thought or idea and ignore all the rest
of what is going on around you? Here are 7 steps to help you to get things done with the power of mental
focus:
1: Prioritise. Go through your long and short term goals and select which are most important to you. Which
do you want to work on most? Which will make the biggest difference in your life? Which gets you excited?
List in order of priority.
2: Next you need a lter question that helps to guide your actions and decisions on a daily basis. You will be
able to focus your time and attention on those activities that get you to where you want to go in the fastest
possible way. Every time an opportunity or distraction comes up, ask yourself this question: How will this
help me achieve (my goal)? If it doesnt help, then you say no. Change your questions as your goals change.
3: Commit your goals to paper and keep your goal list close to you, keep it visual. By using precise goals to
describe what you want, you are providing your mind with something to focus on.
4: Remember to share your goals with others so they can help keep you on track. Find an accountability partner
who can encourage you during setbacks or when you experience a lack of motivation. Just knowing that
someone is going to ask you how you are going with a goal can be the extra bit of incentive that you need.
5: Take time out to think and plan. No phone, no email, no work. Do this as often as needed to get clear
on your goals, try to make regular planning a habit. At the end of each day, write a list of what you want to
accomplish the next day. Get it out of head.
6: Do something each day that makes your day better, something you enjoy doing. Treat yourself. Sometimes
we get stuck in a rut, doing something you enjoy boosts your mood and gives you more energy. It might even
give you that extra spark you need to meet the challenges of the day.
7: Creating Time. Answer this question, If I told you that your goal will become a reality if you give it enough
attention and action, how much time a week are you willing to commit to it? Schedule time slots throughout
the weeks and months ahead for when you plan to work on this goal, adjust the time as you reach milestones
or setbacks. Spending time once a week to review your progress, goals and schedule tasks for the following
week will keep you on track.
Staying focused in the age of
distraction
Wendy Tadokoro
TAKE ACTION
Chsng vhat t !cus n can be a chaIIengng task, especaIIy
! yu've aIready nvested resurces (tme, mney, energy) n
ther pr]ects. De!ne vhat yur ma]r gaIs are rght nv and
vhat s mprtant t yu. I! smethng s nt n aIgnment vth
yur I!e gaI, drp t r set t asde. HnestIy, ths vII save yu
and thers Its ! vasted energy n the Ing run.
Wendy Tadokoro, is a Organisational and Productivity Strategist helping business owners, busy
professionals and their teams to implement high impact systems to improve their personal and
business efciency - so that they can manage day to day activities with condence, less stress and
focus on what really matters most. Wendy loves to help others to leverage systems, use smart
time saving strategies and tools to get more done, be more effective and enjoy their work/life.
For more information visit www.organisingworks.com.au
The 90-minute rule of scheduling
Harold Taylor
Most people schedule appointments, meetings and events in their planners or
PDAs, and yet they work on their priority tasks and projects based on a To Do
list.
The problem with To Do lists is that they are intentions, not commitments.
Writing things on a list ensures that you wont forget about them; but it doesnt
mean you will do them. Making appointments with yourself to get priority work
done is more of a commitment because you are actually reserving the time in
which to do the tasks.
To Do lists are only one dimensional; they remind you of all the things you want to do, but they dont tell
you how long theyre going to take or when you are going to actually do them. Scheduled activities or tasks,
where you actually block off time in your planner, indicate what you are going to do, when you are going to do
them, and how long you expect them to take.
When working from a To Do list, the tendency is to cross off as many items in a day as possible regardless
of their importance. We work rst on those items that are quick, easy and urgent, and leave the longer, more
difcult yet more important items to be copied onto the next days list. A survey by LinkedIn found that only
11% of professionals actually complete all the tasks on their daily To Do lists.
When you use a planner to block off actual time for the priority tasks and projects, you will discover that you
seldom have time for the low-priority items. And thats what will make you more productive, completing the
80% of the tasks that will yield 80% of the results.
Scheduling those times wont eliminate interruptions. You might even interrupt yourself as your mind wanders.
Occasionally there will be real emergencies that you cant ignore.
So when I schedule 90 minutes at a time to work on priority projects, I
do so with the belief that I will get at least one hour of productive work
accomplished.
Also, I nd its better to schedule time rather than tasks.
Its so difcult to estimate how long it will take to complete a task or
project, I nd it is less frustrating and less stressful if you schedule one
or two 90-minute periods each week to work on a project with the
intention of completing it within the estimated timeframe to neutralize the Parkinsons Law effect - but without
the pressure of a do or die deadline.
This is one of the subtle changes that could alleviate the stress thats inherent in todays workplace but its
really just a shift in mindset.
There are other reasons that I feel 90 minutes is a good choice.
One of the biggest problems for most people is maintaining concentration. The longer you work on a project,
the more difcult it is to maintain focus, and the more susceptible you are to interruptions either by yourself
or others.
Consultant Marcia Yudkin claims that concentration rises and falls in 90 minute cycles, and I nd that
90 minutes is about the maximum time that most people can concentrate without actually looking for
interruptions. Many people can concentrate effectively for only twenty minutes or less.
90 minutes is an acceptable wait time for most people before they
receive an answer to their e-mail, text message or phone call. Of
course a few people expect instant replies, but those people are simply
being unrealistic. 90 minutes isnt an unrealistic period of time to be
unavailable to staff members either.
90 minutes also allows prime time for at least two projects each day.
This is usually in the mornings when most people experience their peak
energy level and are more mentally alert. They also t the typical days
schedule - two projects in the morning, and two in the afternoon, falling in line with the time policy concept
described in my book, Making Time Work for You.
90 minutes is about the minimum length of working time before make-ready time becomes a factor and
starts having a negative impact on your efciency.
If you select too brief a period of time, you spend as much time getting your materials and your mind ready as
you spend working on the project.
I recommend you actually schedule these 90-minute appointments with yourself in ink if you use a paper
planner since you have every intention of keeping those appointments.
When we react to something, a different part of the brain is being activated than if we plan to do something.
Writing down what we intend to do switches us to a more rational mode of thinking. When an interruption
does occur - either something you think of or a remark someone else makes - jot it down so you can deal with
it later. But continue with your planned activity.
If you want to keep To Do lists ne. But they should not replace those scheduled 90-minute work sessions.
People who work exclusively from To Do lists are seldom as effective in their jobs as they could be.
The 90-minute rule of scheduling
Harold Taylor
Harold Taylor, CSP, HoF, is CEO of Harold Taylor Time Consultants Ltd. (www.taylorintime.co ),
and has been speaking, writing and training on effective time management for over 30 years.
He has written 18 books, including a Canadian bestseller, Making Time Work for You. He has
developed over 50 time management products, including the popular Taylor Planner. He has had
over 300 articles published. In 2014, Harold formed mindsontime.com to conduct mastermind
programs, teleseminars and webinars on time management, organizing and leadership with a
focus on the application of recent research ndings to increase personal productivity and well-
being.
This time, like all times, is a very good one,
if we but know what to do with it.
Ralph Waldo Emerson
The power hour: get done in 1
hour what typically takes 1 day
Jessica Wyman
There is tremendous power in the Power Hour.
In fact, its so effective that it addresses the annoyingly long to do list.
You know, that list of things you need to do, or at least think you do, but
never have time for it.
The Power Hour is equally effective in your business and personal life.
A Power Hour is a time chunk that you dedicate to your work. Its a high effort and high results hour.
A Power Hour means knowing exactly what you expect to
accomplish and you are committed to single-tasking.
Single-tasking goes against everything we are encouraged to-do in our fast paced modern society.
With the advances in technology and media we are constantly bombarded with messages that seem to
demand your attention even though we are in the middle of something else. It seems simple enough to just
watch that webinar while you write your next article. The issue is that neither task gets done as efciently, or
your best quality, when you have your attention divided.
The reason you need to implement the Power Hour is that it can be easier for you to remain focused and
effective on the less desired tasks (or the ones you are easily distracted from) while increasing your quality and
effectiveness. It is especially motivating when you know that when the timer goes off in an hour you will move
onto something else, a more preferred activity.
Its unbelievable how much you will get done in 60 minutes. Actually, its an entire days worth of work based
on how most people spend their work hours!
You might think that is unbelievable. But the reality is that when you sit down to work your to do list its
easy to spend your time deciding what to do next instead of just doing it. Or maybe you are working and
in reality that multi-tasking means that you are darting between tasks while being ineffective at everything you
are doing. It might seem harsh to say this, but in most cases its true.
As an entrepreneur time is money. We all have the same 24 hours in a day. Most of you are in business for
yourself so that you can more time to do the things you love. Doesnt that mean that you should make the
most of your work hours?
Make at least 2-3 hours of your day Power Hours, remembering that this technique works for your business
and personal life.
Common examples of Power Hour tasks for your business are:
Follow up calls to close the deal.
Prospect calls.
Writing and scheduling your newsletter.
Responding to emails.
Income and expense reports.
Blogging and Vlogging.
Paying your business bills.
Add to this list. The list can have specic tasks and recurring tasks. This brings us to the topic of the to do list.
The To Do List is an essential piece of your Power Hour.
Lets be honest, its on the list because procrastination wins every time when dont want to do it, even if it really
needs to get done, which is why you need a Power Hour to force yourself into actually doing it.
Make a list of all the things you need to get done, but never seem to complete because quite frankly
something else always seems more important or urgent.
A true To Do List is really effective so that:
1 You know what needs to be done in your Power Hours.
2 You know exactly what needs to be done and use the time effectively when an appointment no shows or
gets cancelled.
3 You can decide what needs to be hired out because you know you really wont do it.
4 You can see if there are activities that just arent as important as you thought.
A fab tip I learned from Marie Forleo is to make that list active. Active words are more effective than just the
list. For example:
Dry cleaning is not as effective as Pick up the dry cleaning.
Blog is not as effective as Write blog post.
Newsletter is not as effective as Write and schedule newsletter.
Yoga is not as effective as Take yoga class.
You get the picture! So take some time and create your to do list with action words.
The To Do List needs to be redone every month. Just keep adding during the month and crossing off the
completed items. This helps you see your progress.
Write everything little thing you can think of that needs done on your to do list no matter how small or big the
task. From that list you will need to:
Determine if you will do it, hire it out or delete it.
Take a big task and create smaller tasks from it.
Identify the 3 most important things and schedule those.
Keep that list in your work space for use in your Power Hours.
The power hour: get done in 1
hour what typically takes 1 day
Jessica Wyman
Jessica Wyman is the Executive Wealth & Wellness Chef. She ditched her 15 year day job in the
corporate world to pursue entrepreneurship. She draws on her prior experience in the corporate
world combined with being a Certied Holistic Nutritionist, Yoga Teacher, Reiki Master and Author
to guide her nutrition and business coaching clients. Her passion is in business and the kitchen!
She runs online nutrition programs where she teaches women how to eat right for real health.
She also helps health and heart-centered entrepreneurs cook up a hot business with her Recipe For
Success business coaching program. Stop guessing how to create the perfect business or life and
follow her recipe for the success you desire. She also created a gluten-free, vegetarian and low-
glycemic cookbook, Girlfriends Organic Kitchen. Learn more at www.jessica-wyman.com.
TAKE ACTION
Create a Ist the thngs that yu can d n yur Pver Hurs.
Keep that n yur vrkspace s yu can chse yur Pver
Hur tasks. Yu have t knv vhat yu ntend t accmpIsh
be!re the Pver Hur starts.
The ACTION! Strategy*
Jan Yager, Ph.D.
Most of us in the business world today are in a fast-paced, competitive environment
that thrives on results as well as speed.
In most circles, just being smart, considerate, and competent is not enough. You
also have to generate revenue and keep adding products and customers or clients
so your business, or the company you work for, thrives.
You and your company need to be nancially successful; you and your family are
depending on you to produce and to be productive.
How can you achieve and maintain that productivity?
The ACTION! System may be just what you need as the catalyst to increasing your productivity. Its a way of
looking at what you have to do that is results-oriented, as you get the most done in the least amount of time.
The emphasis is on speed and quality.
Both are important. Neither should or has to be sacriced for the other if you follow the ACTION! System for
optimum productivity.
Lets look at what the ACTION! Strategy trains you to do consistently:
A = Assess: Determine what you should be doing in the rst place.
As management guru Peter F. Drucker writes in The Daily Drucker, an anthology of his key writings, Are the
premises that you base your decision on obsolete? Do you need a new intellectual framework to win in the
market, as it exists today?
Once you determine that you are, in fact, working on what you should be concerned with now, decide what
you need to know, or what you need to nd out, and do the research, make the phone calls, and ask the
questions that will enable you to do your job.
C = Control: Take control of what you can inuenceyour own behaviorand deal
with any of the obstacles to working more effectively on a particular task or project
that are causing you to slow down or misuse your time, such as an inability to say no,
fear of success, doing too much at once, procrastination, or perfectionism.
Practice saying no politely or, if you must agree to competing demands on your time,
make sure you return to your own priorities as soon as possible.
Apply C (Control) to enhancing productivity by creating a more effective environment to work in, delegating
efciently, as well as through developing clear short- and long-term goals and dealing with the phone, e-mail,
and Internet so you are in better control of yourself and your time.
T = Target: Once you have identied the specic task, project, and/or goal you are going to address today,
stay with your target. If youre able to effectively juggle more than one primary target activity or project
multitaskingmake sure each one is a priority concern.
I = Innovate: What have you learned about your job, subject matter, or even other projects that you can apply
to your own situation, enabling you to accomplish more in less time?
Dont be afraid to try new systems or ideas (or go back to the tried-and-true ones that worked for you in the
past.)
O = Organize: Use organizing strategies that allow you to accomplish your goals better and faster. Group
similar tasks together. Organize your les, books, and supplies.
Spend the time to keep your database up to date, since this will save you time when you need to nd a person,
place, or information that is pivotal to the task at hand.
Take special note of some of the more dramatic or radical time management suggestions or organizing tips
described in this book for your ofce or for your home, and experiment with implementing any of those
suggestions that might work for you.
N = Now! The key to the ACTION! Strategy to help you to become more
productive and
effective is to address your key priority concern NOW, not tomorrow or
after youve done a million other less important things.
The N for Now is a reminder that you need to stop procrastinating,
making excuses, distracting yourself, and putting everything and everyone
before takingand completingthe ACTION! that will move this Project,
and your career, along.
Doing something NOW will feel oh so terric when you let yourself focus
on an assignment, a project, a key concern that is your #1 goal for today.
This usually requires that you immerse yourself in whatever you have to do
and not diffuse your energy by tackling multiple less pivotal concerns.
Once you apply NOW! to your ACTION! Strategy and plan, and complete whatever you have to do, you can go
on to the next project as you apply the ACTION! Strategy to that time sensitive or crucial project or goal.
Use the worksheet that follows to apply the ACTION! Strategy to one of the projects or tasks that is a priority
concern for you NOW.
ACTION! STRATEGY WORKSHEET*
Project or Task:
A (Assess):
C (Control):
Jan Yager, Ph.D.
Jan Yager, Ph.D.
T (Target):
I (Innovate):
O (Organize):
N (Now!):
*Excerpted, and adapted, with permission, from Work Less, Do More,
2nd edition, by Jan Yager, Ph.D. (Hannacroix Creek Books, Inc., 2012, 2nd
edition, 1st edition, 2008, Sterling Publishers). All rights reserved.
Work Less, Do More is available as an e-book or print book wherever
books are sold. An audiobook is also in preparation.
Jan Yager, Ph.D. is a time management and relationship coach and author
whose 39 books include ve time management books include Work Less,
Do More; Put More Time on Your Side (2014); 365 Daily Afrmations
for Time Management (2011); Creative Time Management for the New
Millennium (1999).
Shes been studying time management since her rst book on the topic was published in
1984. Her books on relationships include Productive Relationships: 57 Strategies for Building
Stronger Business Connections; Grow Global; When Friendship Hurts; and Friendshifts. For
more information, or to book Jan for a workshop or speaking engagement, go to: http://www.
drjanyager.com or e-mail her at yagerinquiries2@aol.com.
Thank you very much for taking the time to read Million Dollar Time Management-
Volume 1.
I trust you got both inspiration and some helpful ideas from reading what 21 Time Management and
Productivity Experts have shared in this guide.
Here are a few thoughts Id like to leave you with
1: Reread at least one of these articles each week and ask yourself What did I nd most useful in this article?
And how could I use or adapt this strategy in my own life to improve my current level of results?
2: Share a couple of the helpful time management ideas youve learned from this guide with your own business
colleagues or friends. (Youll often nd that when you explain something useful to someone else you tend to
learn it even better yourself.)
3: Put at least one of these time management strategies into action each month.
And on that note, here are a few of my favourite quotes on taking action
Summary:
I dislike going backwards and Im passionate about progress.
One of my strongest beliefs is never go to bed the same person that you were when you woke up.
Learn something, do something, stretch yourself, you must GROW each day.
This is so important. Make DAILY PROGRESS a strong belief you hold.
But heres something that is crystal clear in my life.
Do you want to get to the next level in your life and business?
Heres how I do it.
You see, theres always a CONSTANT, theres always something that must happen before you can
move to the next level.
Every time I do this, I move to another level in what Im pursuing.
Your next level always starts by making a DECISION.
Usually, this decision is a bit scary as well.
Most peoples best friend is indecision and thats why their growth is slow. As slow as turtles
walking across Main Street.
You MUST start making more decisions. (read this again)
DECIDE today to start something new, do something that makes you a bit uncomfortable.
You should be doing AT LEAST 1 uncomfortable thing a day in your life or business.
Decide to MAKE YOUR MOVE.
Make a decision today and then do this. TAKE THE FIRST STEP.
Thats it. Ask yourself this question:
What decision have I been putting off that if decided today could move my life and/or business
forward?
Remember, you dont have to get it right; you just have to get it going.
By Mike Litman Conversations with Millionaires
Million Dollar
Time Management
With the compliments of
Graham McGregor
www.TheUnfairBusinessAdvantage.com
Volume 1
21 experts share their best strategies to
create better results with less effort

MD Time Management GM

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MD Time Management GM

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1 Copyright Graham McGregor All rights reserved www.TheUnfairBusinessAdvantage.

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