T ime Manageme

nt
 Objectives of the
Program
To View Time
As
An
ALLY
Not as
A bully
Or enemy
 What we will learn?
Self-Assessment: How Time Managed
Are You?
What's Your Style?
A Few Myths
Lining Up Your Ducks: Prioritize!
Procrastination: The Thief of Time
Carving the Clock
How to Delegate Effectively
The Art of Anticipating
Learning to Say No
Plugging Time Leaks
 Self-Assessment

How Time Managed Are You?

 What is your style?

Analyze an individual’s personal

time management style
Determine how others and the
environment impact one’s
organizing behavior
Time Log, inventory and interpret a
typical week
 What is your style?

Score Inference

0-10 You have to do some work for your time

management

10-14 You have solid time management skills

>15 Great
 Where do the hours go?

Time Inventory Time Log

TIME MANAGEMENT

TWO FACTORS THAT

DEFINE
AN ACTIVITY
URGENT
 IMPORTANT
 IMPORTANCE

HAS TO DO WITH RESULTS

 IT CONTRIBUTES TO YOUR
MISSION / VALUES / HIGH
PRIORITY GOALS.
  URGENT MEANS IT
REQUIRES IMMEDIATE
ATTENTION
URGENT

 ITS NOW!!!!
 URGENT MATTERS ARE USUALLY
VISIBLE
 THEY PRESS ON US
 THEY INSIST ON ACTIONS
 THEY ARE USUALLY RIGHT IN FRONT OF US
 AND SOMETIMES THEY ARE PLEASANT, EASY,
FUN TO DO
 URGENT NOT
Q1 URGENT
Q2
IMPORTA

Fire!!
• * PREVENTION
NT

• CRISES PROBLEMS * RELATIONSHIP BUILDING

• DEAD-LINE * PLANNING
* RECOGNIZING NEW
OPPORTUNITIES
IMPORTNAT

Q3 Q4
• INTERRUPTIONS
• TIME WASTERS
NOT

• SOME CALLS / MAILS /

• PLEASANT ACTIVITIES
• MEETINGS
• SINEO GIBE CALLS
• PRESSING MATTERS
• POPULAR ACTIVITIES
 Q1
Q1
DEALS WITH SIGNIFICANT
Q2
RESULTS THAT REQUIRES
IMMEDIATE ATTENTION
 CRISES

 PROBLEMS Q4

Q3
 Q1 RESULTS

• STRESS

• BURNOUT
• CRISIS
MANAGEMENT
• FIRE FIGHTING
 Q4 RESULTS
1 2

TOTAL
3 RESPONSIBILITY
DEPENDENT ON
OTHERS
 Q4- WHY?

 Some People Are Literally

Beaten Up By Problems All Day
Every Day
 The Only Relief They Have Is In
Escaping To The Not Important
Not Urgent Matter
 90% On Q1 & 10% On Q4
 Q3 RESULTS

• SHORT TERM FOCUS 2

• CRISIS MANAGEMENT
• SEE GOALS AND PLANS AS
WORTHLESS
• FEEL VICTIMISED
4
• OUT OF CONTROL
• SHALLOW OR BROKEN
RELATIONSHIP
 Q3 WARNING!

Q2
Q1
Q4

•SPEND MOST OF THE TIME REACTING

TO THINGS THAT ARE URGENT,
ASSUMING THEY ARE ALSO
IMPORTANT
•URGENCY OF THESE MATTER IS
OFTEN BASED ON THE PRIORITIES AND
EXPECTATIONS OF OTHERS
 Q2 RESULTS

VISION PERSPECTIVE
1
CONTROL
FEW CRISIS

3
4
 Q2 WARNING!

ALL THESE THINGS WE KNOW WE

NEED TO DO BUT SOMEHOW
SELDOM GET AROUND TO DOING,
BECAUSE…….

THEY AREN’T
URGENT
 Q2

• Is The Heart Of Effective Personal

Management
• Deals With Things That Are Not
Urgent But Are Important
• It Deals With Things Like
• Building Relationships
• Planning
•Goal Setting
•Exercising
Myths about Time Management

Explore four time management

myths
Examine the causes of and
solutions to stress
Identify what makes a well-
organized business
 Myths…….

Time management is just another label

for obsessive behavior

Time Management Extinguishes

Spontaneity and Joy
 Myths…….

May be I can Organize myself,

but my company can never organize itself

ONE STYLE FITS ALL

 Lining Up Your Ducks: Prioritize!

Practice five ways to prioritize

your activities.
View responsibilities as a
"currency" with "payoff"
implications.
Consider how the Pareto Principle
affects your life.
 Prioritize!

The Index Card/The Payoff The Inventory Pareto

ABC System
Post-It System System System principle
Procrastination: The Thief of Time

Explore the psychological

roots of procrastination.
Identify those
responsibilities you are most
likely to procrastinate on.
Examine strategies to defeat
procrastination.
 Overwhelming
Tasks
Unpleasant Unclear Task
tasks flow

PROCRASTINATION Unclear Goals

Fear of Change

Fear of Failure Tendency to

Over commit

Addiction of
Cramming
 Carving the clock

Practice establishing goals.

Identify five strategies to capture
uninterrupted time.
Consider ways to cluster
activities.
Track major patterns of activity at
your workplace.
Determine your personal body
rhythms
 Establishing Goals
Attainable
Measurable
Written
Accountable
Dead lined
 What kind of a person are You?

Morning

Mid-day

Night
 How to delegate effectively?

Identify people to whom you

might delegate.
Recognize six common
emotional blocks to
delegating.
Discover the 12 steps to
successful delegating.
 Art of anticipating
Assess your "foresight
quotient."
Examine five ways to plan
ahead in order to avoid time-
consuming trouble.
Review ways to anticipate
and overcome the six most
common
Problems in using the
 Art of anticipating
Parking meter syndrome:
 There is only one way to defeat this
self-deception: accept responsibility,
assume things always take longer
than expected, and act accordingly
False Deadline strategy
 How can you boost the foresight
quotient of your friends, family
members, colleagues, and those you
supervise?
 Art of anticipating
Pack rat approach
 You should have, both at home and
work, extras of almost everything
you regularly use and need.
Wallenda Effect
 In many ways, people are
subservient to their own tools. When
the tools fail, helplessness and panic
result; yet often times backup
procedures are within reach.
 Art of anticipating

Bell’s blessing?!
 Talking too long on each call
 Forgetting what was said
 Misunderstanding the message
 Learning to say NO

Identify a four-step approach for

deflecting unwelcome tasks.
Review 12 guidelines for
productive meetings.
Discover ways to filter out useless
information and zero in on
essential knowledge
 Learning to say NO

What to say NO To.

How to say NO.

 Plugging Time Leaks

Examine six major time wasters—and

what you can do about them.
Conduct a "five-minute drill" to assess
your desk's efficiency.
Identify practical ways to overlap your
activities
 Plugging Time Leaks

Socializing
The Gregariousness Index
Misplacing things
Forgetting things
Commuting
Overlapping
Reading time
Long Winded People
How time managed

Are you

NOW?