Personal Personal PrioritiesPriorities

Practical Strategies for Practical Strategies for Managing Your Life and Your Managing Your Life and Your

WorkWork

A Presentation for the 2004 SOMC A Presentation for the 2004 SOMC Respiratory Therapy SeminarRespiratory Therapy Seminar

Kendall L. Stewart, M.D.Kendall L. Stewart, M.D.March 25, 2004March 25, 2004

What’s in this for What’s in this for me?me?• There is always more

to do than anyone can possibly get done.

• Because of this, everyone—intentionally or mindlessly—decides on certain priorities and conducts his or her life accordingly.

• The question is, who is setting your priorities?

• If you are not, then someone else is, and that is not a prescription for a happy life.

• After this presentation, you will be able to– Identify three of the

demanding “priority setters” in your life,

– Describe three unpleasant feelings you experience when you permit others to set your priorities for you.

– Specify three practical strategies for taking charge of your own life.

– Explain how you can implement these strategies and begin living a more satisfying life—today.

What people are doing their very best What people are doing their very best

to set the priorities in to set the priorities in youryour life? life?

• Your family• Your friends• The people at work• The people at school• Religious people• Political people• Advertising people• Sales people• And a lot of other

people

How do you How do you feelfeel when you live your when you live your life according to others’ priorities?life according to others’ priorities?

• Tired• Resentful• Angry• Overwhelmed• Hopeless• Depressed• Unsatisfied• And a lot of other

unpleasant feelings

What are some practical, behavioral What are some practical, behavioral

strategiesstrategies for taking charge of your life?for taking charge of your life?

• Identify your values.*• Write clear behavioral

expectations.*• Identify measurable

outcomes.*• Examine your daily life.• Learn to say, “No”.*• Make lists.• Discipline yourself.• Seek progress instead

of perfection. • Become more efficient.• Delegate appropriately.

• Avoid distractions.• Deal effectively with

information overload.• Invest in good

relationships.• Limit pointless rumination.• Strive for excellence.*• Embrace technology

carefully.• Blend work and hobbies.• Refuse to be held hostage

by others’ expectations.• Work on your attitude.

Develop a Develop a blueprintblueprint for your for your life.life.

• Why should I?– Sets you apart– Puts you in charge– Clarifies your

obligations– Defangs unreasonable

guilt– Justifies your decisions– Molds others’

expectations– Holds you accountable– Minimizes distractions– Increases your

likelihood of success

• How can I?– Create three columns on

one page.– List your top 10 values in

column one.– List three specific

behavioral objectives for each value in column two.

– List one measurable indicator for each value in column three.

– Discuss this with the important people in your life.

– Review and revise this document annually.

Learn to say, Learn to say, “No.”“No.”

• Why should I?– Fends off demands and

requests– Discourages

unreasonable expectations

– Rebuffs the exploiters– Demands others stop

taking you for granted– Builds respect and self-

respect– Keeps you in charge– Helps you manage your

life

• How can I?– Recognize the necessity

for improvement.– Refuse to let your

feelings call the shots.– Exercise your right to

reconsider your decisions.

– Adopt temporizing phrases.

• “Let me think about it.”• “I don’t know.”• “Thank you for asking

but. . I’m already swamped.”

Strive for Strive for excellence.excellence.• Why should I?

– Adds meaning to work– Sets you apart– Puts you in good company– Produces sustained

motivation– Provides recurring

accomplishments– Decreases your sensitivity

to criticism– Strengthens your focus on

what matters– Minimizes the distractions

in your work

• How can I?– Write a behavioral

description of the excellent RT.

– Select a mentor and pick his or her brain.

– Become a customer service zealot.

– Learn about process improvement.

– Serve on a process improvement team.

– Identify meaningful process indicators.

– Document improvement.– Celebrate.

What have I What have I learned?learned?

• You can’t do it all.• If you don’t set your own priorities, others

will.• You can’t set them if you don’t know what

they are.• You can’t rely on your feelings to tell you

what to do.• It pays to figure out what your priorities are.• Sticking to your priorities will give you the

best chance for a joyful, satisfying life.• Perfection is not possible, but progress is.

Where can I learn Where can I learn more?more?

• Stewart, Kendall L., et. al. A Portable Mentor for Organizational Leaders, SOMCPress, 2003 (This book can be ordered from www.Amazon.com)

• Stewart, Kendall L., “Physician Traps: Some Practical Ways to Avoid Becoming a Miserable Doctor” A SOMCPress White Paper, SOMCPress, July 24, 2002

• Stewart, Kendall L. et. al, “On Being Successful at SOMC: Some Practical Guidelines for New Physicians” A SOMCPress White Paper, SOMCPress, January 2001

• Stewart, Kendall L., “Bigwigs Behaving Badly: Understanding and Coping with Notable Misbehavior” A SOMCPress White Paper, SOMCPress, March 11, 2002 (For a limited time, this White Paper can be downloaded from http://www.somc.org/NRSOMCPress/WhitePapers.htm.)

• Stewart, Kendall L., “Relationships: Building and Sustaining the Interpersonal Foundations of Organizational Success” A SOMCPress White Paper, SOMCPress, March 11, 2002

How can IHow can I contactcontact you?you?

Kendall L. Stewart, M.D.Kendall L. Stewart, M.D.Medical DirectorMedical Director

Southern Ohio Medical CenterSouthern Ohio Medical CenterPresident & CEOPresident & CEO

The SOMC Medical Care Foundation, The SOMC Medical Care Foundation, Inc.Inc.

1805 27th Street1805 27th StreetPortsmouth, Ohio 45662Portsmouth, Ohio 45662

740.356.8153740.356.8153

stewartk@somc.org Webmaster@KendallLStewartMD.com

www.somc.orgwww.KendallLStewartMD.com

Southern Ohio Medical CenterSouthern Ohio Medical Center SafetySafety QualityQuality ServiceService RelationshipsRelationships Performance Performance

WhatWhat questions questions remain?remain?

www.somc.orgwww.somc.org