Time and stress
description
Transcript of Time and stress
![Page 1: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/1.jpg)
1
Time ManagementTime ManagementWorking with chaosWorking with chaos
![Page 2: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/2.jpg)
Insite Systems
2
“The more I practice, the luckier I get.”
Gary Player
“The more I practice, the luckier I get.”
Gary Player
![Page 3: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/3.jpg)
Insite Systems
3
Time Use analysisTime Logs
1
Identify time problemsCausesSolutions
2
Self Assessment:I amI canI need
3
Set GoalsEstablish priorities
4Program Goals into Action Plans
5
Daily Planning Schedules and Planning guides
6
Follow up and Repeated analysis
8Improve Time Management Techniques
7
![Page 4: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/4.jpg)
4
Saving Private RyanSaving Private Ryan
![Page 5: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/5.jpg)
Insite Systems
5
![Page 6: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/6.jpg)
Insite Systems
6
![Page 7: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/7.jpg)
Insite Systems
7
![Page 8: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/8.jpg)
Insite Systems
8
![Page 9: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/9.jpg)
9
![Page 10: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/10.jpg)
10
![Page 11: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/11.jpg)
11
Analysis and appreciation
1
Identify problemsCausesSolutions
2
Assessment:Readjustment3
Set GoalsEstablish priorities
4Program Goals into Action Plans
5
![Page 12: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/12.jpg)
Insite Systems
12
PERSONAL WORK per day
per week
SLEEP 7 49
EAT 2 14
DRESS 1 7
COMMUTE 1 5
OTHER 2 14
13 89
ON THE JOB WORK 8 44
OTHER, FAMILY, LEISURE, PERSONAL, FREE TIME
35
TOTAL 168
![Page 13: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/13.jpg)
Insite Systems
13
The 168 Hour Limit
PERSONAL WORK53%
JOB26%
OTHER21%
![Page 14: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/14.jpg)
Insite Systems
14
Time SaversTime Savers
1. Group similar tasks together2. Avoid perfectionism 3. Plan goals4. Create action plans5. Constantly root out time robbers6. Add 20% time estimate to your initial assessment –
create buffer7. Break large tasks up into sizeable chunks8. Avoid the messy desk9. Learn to say no10. Build contingency plans – deal with Murphy's law11. Quiet time every morning – get your head together12. Prioritise.
1. Group similar tasks together2. Avoid perfectionism 3. Plan goals4. Create action plans5. Constantly root out time robbers6. Add 20% time estimate to your initial assessment –
create buffer7. Break large tasks up into sizeable chunks8. Avoid the messy desk9. Learn to say no10. Build contingency plans – deal with Murphy's law11. Quiet time every morning – get your head together12. Prioritise.
![Page 15: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/15.jpg)
Time LogTime Log
Recording errors, strengthsRecording errors, strengths
Insite Systems
15
![Page 16: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/16.jpg)
Most Common Time Problems
Most Common Time Problems
PlanningOrganisingDirectingControllingCommunicationAt home
PlanningOrganisingDirectingControllingCommunicationAt home
Insite Systems
16
![Page 17: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/17.jpg)
SystemsSystems
Insite Systems
17
![Page 18: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/18.jpg)
Team StructuresTeam Structures
MatrixTeam/hierarchy
MatrixTeam/hierarchy
Insite Systems
18
![Page 19: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/19.jpg)
Plane SimulationPlane Simulation
Form your own plane manufacturing company
Give yourselves a name Design your logo Customer requires 8 planes of good quality Minimum requirements :
* cut & folded well * logo on right wing * all flaps folded up/ down
Supplier will provide you with templates, scissors, kokis & rulers
Form your own plane manufacturing company
Give yourselves a name Design your logo Customer requires 8 planes of good quality Minimum requirements :
* cut & folded well * logo on right wing * all flaps folded up/ down
Supplier will provide you with templates, scissors, kokis & rulers
![Page 20: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/20.jpg)
Plane SimulationPlane Simulation
You have a certain amount of time in which to produce 8 planes
5 mins work1 min tea (Unions, therefore, NO
work!)5 mins work1 min delivery
You have a certain amount of time in which to produce 8 planes
5 mins work1 min tea (Unions, therefore, NO
work!)5 mins work1 min delivery
![Page 21: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/21.jpg)
Plane SimulationPlane Simulation
Customer will judge your planes according to a scoring system – customer is difficult
Customer also requires certain added value for which she will give you extra points
Choose 3 out of 5 added value Business cards (1 per plane) Coloured wing tips 10 year Guarantee (1 per 8 planes) Company name on fuselage Hangers (1 per 2 planes)
Customer will judge your planes according to a scoring system – customer is difficult
Customer also requires certain added value for which she will give you extra points
Choose 3 out of 5 added value Business cards (1 per plane) Coloured wing tips 10 year Guarantee (1 per 8 planes) Company name on fuselage Hangers (1 per 2 planes)
![Page 22: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/22.jpg)
Plane Simulation Scoring
Plane Simulation Scoring
..\..\..\Desktop\Plane Scoring.xlsx..\..\..\Desktop\Plane Scoring.xlsx
![Page 23: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/23.jpg)
OV 1 - 68Copyright © 2009 Element K Content LLC. All rights reserved.
3 Resolution2 Dissatisfaction
1 Orientation4 Productivity
68 Blanchard’s leadership styles
![Page 24: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/24.jpg)
OV 1 - 69Copyright © 2009 Element K Content LLC. All rights reserved.
3 High SupportiveLow Directive
2 High DirectiveHigh Supportive
1 High DirectiveLow Supportive
4 Low SupportiveLow Directive
69 Leaders’ behaviour
![Page 25: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/25.jpg)
OV 1 - 70Copyright © 2009 Element K Content LLC. All rights reserved.
ORIENTATION DISSATISFACTION RESOLUTION PRODUCTION
GDS 1 GDS 2 GDS 3 GDS 4
LOW
PRODUCTIVITY (COMPETENCE)
MORALE (COMMITMENT)
HIGH
70 Productivity and Morale
ACTIVITY 1.4
![Page 26: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/26.jpg)
DiagnosticDiagnostic
Insite Systems
26
![Page 27: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/27.jpg)
CHOLERICCHOLERIC
![Page 28: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/28.jpg)
Understanding CHOLERICUnderstanding CHOLERIC
Basic MotivationBasic Motivation
RESULTSRESULTS
CHALLENGECHALLENGE
![Page 29: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/29.jpg)
Understanding CHOLERICUnderstanding CHOLERIC
Best environment
Continual challenges Freedom to act Variety
Best environment
Continual challenges Freedom to act Variety
![Page 30: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/30.jpg)
Understanding CHOLERICUnderstanding CHOLERIC
Accepts / rejects
Accepts the difficult Rejects inaction
Accepts / rejects
Accepts the difficult Rejects inaction
![Page 31: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/31.jpg)
Understanding CHOLERICUnderstanding CHOLERIC
Major strengths WeaknessesGetting things done insensitive to othersDecisive Impatient, overlooks
risks, factsPersistent Inflexible, unyielding
Major strengths WeaknessesGetting things done insensitive to othersDecisive Impatient, overlooks
risks, factsPersistent Inflexible, unyielding
![Page 32: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/32.jpg)
Understanding CHOLERICUnderstanding CHOLERIC
Responds best to others who:
Provide direct answers Stick to business Allow freedom for personal
accomplishments
Responds best to others who:
Provide direct answers Stick to business Allow freedom for personal
accomplishments
![Page 33: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/33.jpg)
Understanding CHOLERICUnderstanding CHOLERIC
Needs others on the team who will:
Follow-through on routine projects
Help build relationships Gather facts and evaluate risks
Needs others on the team who will:
Follow-through on routine projects
Help build relationships Gather facts and evaluate risks
![Page 34: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/34.jpg)
Understanding CHOLERICUnderstanding CHOLERIC
Behaviour under tension Behaviour under tension
AUTOCRATICAUTOCRATIC
![Page 35: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/35.jpg)
Understanding CHOLERICUnderstanding CHOLERIC
Would benefit most from:
Listening
Would benefit most from:
Listening
![Page 36: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/36.jpg)
Understanding CHOLERICUnderstanding CHOLERIC
My ideal world is where I have
My ideal world is where I have
CONTROLCONTROL
![Page 37: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/37.jpg)
Understanding CHOLERICUnderstanding CHOLERIC
I want to do itI want to do it
MYMY way way
![Page 38: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/38.jpg)
Understanding CHOLERICUnderstanding CHOLERIC
I like to I like to
CHANGECHANGE things. things.
![Page 39: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/39.jpg)
Understanding CHOLERICUnderstanding CHOLERIC
My greatest fear is losing My greatest fear is losing
CONTROLCONTROL
![Page 40: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/40.jpg)
How to convince a CholericHow to convince a Choleric
WHAT?
![Page 41: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/41.jpg)
How to disagree with a CholericHow to disagree with a Choleric
AGREE + test
![Page 42: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/42.jpg)
SANGUINESANGUINE
![Page 43: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/43.jpg)
Understanding SANGUINEUnderstanding SANGUINE
Basic MotivationBasic Motivation
RECOGNITIONRECOGNITION
APPROVALAPPROVAL
![Page 44: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/44.jpg)
Understanding SANGUINEUnderstanding SANGUINE
Best environment
Friendly atmosphere Freedom from control and detail Opportunity to influence others
Best environment
Friendly atmosphere Freedom from control and detail Opportunity to influence others
![Page 45: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/45.jpg)
Understanding SANGUINEUnderstanding SANGUINE
Accepts / rejects
Accepts involvement with others
Rejects isolation
Accepts / rejects
Accepts involvement with others
Rejects isolation
![Page 46: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/46.jpg)
Understanding SANGUINEUnderstanding SANGUINE
Major strengths Weaknessesoptimistic over-sellingpersonable manipulativeenthusiastic lack follow through
Major strengths Weaknessesoptimistic over-sellingpersonable manipulativeenthusiastic lack follow through
![Page 47: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/47.jpg)
Understanding SANGUINEUnderstanding SANGUINE
Responds best to others who:
Are democratic and friendly Provide for social involvement
outside of work Provide recognition of ideas and
abilities
Responds best to others who:
Are democratic and friendly Provide for social involvement
outside of work Provide recognition of ideas and
abilities
![Page 48: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/48.jpg)
Understanding SANGUINEUnderstanding SANGUINE
Needs others on the team who will:
Follow-through on details Provide accountability for goal
accomplishment Be realistic with their ideas
Needs others on the team who will:
Follow-through on details Provide accountability for goal
accomplishment Be realistic with their ideas
![Page 49: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/49.jpg)
Understanding SANGUINEUnderstanding SANGUINE
Behaviour under tension Behaviour under tension
ATTACKATTACK
![Page 50: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/50.jpg)
Understanding SANGUINEUnderstanding SANGUINE
Would benefit most from:
Pausing
Would benefit most from:
Pausing
![Page 51: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/51.jpg)
Understanding SANGUINEUnderstanding SANGUINE
My ideal world is where I have
My ideal world is where I have
RECOGNITIONRECOGNITION
![Page 52: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/52.jpg)
Understanding SANGUINEUnderstanding SANGUINE
I want to do it I want to do it
the FUNFUN way way
![Page 53: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/53.jpg)
Understanding SANGUINEUnderstanding SANGUINE
I like to I like to
DREAM / INFLUENCEDREAM / INFLUENCE things. things.
![Page 54: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/54.jpg)
Understanding SANGUINEUnderstanding SANGUINE
My greatest fear is losing My greatest fear is losing
FACE
![Page 55: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/55.jpg)
How to convince a SanguineHow to convince a Sanguine
WHO?
![Page 56: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/56.jpg)
How to disagree with a SanguineHow to disagree with a Sanguine
AGREE + time
![Page 57: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/57.jpg)
PHLEGMATICPHLEGMATIC
![Page 58: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/58.jpg)
Understanding PHLEGMATICUnderstanding PHLEGMATIC
Basic MotivationBasic Motivation
RELATIONSHIPSRELATIONSHIPS
APPRECIATIONAPPRECIATION
![Page 59: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/59.jpg)
Understanding PHLEGMATICUnderstanding PHLEGMATIC
Best environment
Requires specialisation Opportunity to work with a
group Consistent and predictable
Best environment
Requires specialisation Opportunity to work with a
group Consistent and predictable
![Page 60: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/60.jpg)
Understanding PHLEGMATICUnderstanding PHLEGMATIC
Accepts / rejects
Accepts friendship Rejects conflict
Accepts / rejects
Accepts friendship Rejects conflict
![Page 61: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/61.jpg)
Understanding PHLEGMATICUnderstanding PHLEGMATIC
Major strengths WeaknessesSupportive ConformingAgreeable RetiringLoyal Missed opportunities
Major strengths WeaknessesSupportive ConformingAgreeable RetiringLoyal Missed opportunities
![Page 62: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/62.jpg)
Understanding PHLEGMATICUnderstanding PHLEGMATIC
Responds best to others who:
Are relaxed and amiable Allow time to adjust to a change
in plans Provide personal support
Responds best to others who:
Are relaxed and amiable Allow time to adjust to a change
in plans Provide personal support
![Page 63: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/63.jpg)
Understanding PHLEGMATICUnderstanding PHLEGMATIC
Needs others on the team who will
Initiate change Deal with conflict Help them to see the bigger
picture
Needs others on the team who will
Initiate change Deal with conflict Help them to see the bigger
picture
![Page 64: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/64.jpg)
Understanding PHLEGMATICUnderstanding PHLEGMATIC
Behaviour under tension Behaviour under tension
ACQUIESCEACQUIESCE
![Page 65: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/65.jpg)
Understanding PHLEGMATICUnderstanding PHLEGMATIC
Would benefit most from:
Initiating
Would benefit most from:
Initiating
![Page 66: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/66.jpg)
Understanding PHLEGMATICUnderstanding PHLEGMATIC
My ideal world is where I have
My ideal world is where I have
PEACEPEACE
![Page 67: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/67.jpg)
Understanding PHLEGMATICUnderstanding PHLEGMATIC
I want to do itI want to do it
the the EASYEASY way way
![Page 68: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/68.jpg)
Understanding PHLEGMATICUnderstanding PHLEGMATIC
I like to I like to
WATCHWATCH things. things.
![Page 69: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/69.jpg)
Understanding PHLEGMATICUnderstanding PHLEGMATIC
My greatest fear is losing My greatest fear is losing
RELATIONSHIPRELATIONSHIP
![Page 70: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/70.jpg)
How to convince a PhlegmaticHow to convince a Phlegmatic
WHY?
![Page 71: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/71.jpg)
How to disagree with a PhlegmaticHow to disagree with a Phlegmatic
TOGETHER
![Page 72: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/72.jpg)
MELANCHOLICMELANCHOLIC
![Page 73: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/73.jpg)
Understanding MELANCHOLICUnderstanding MELANCHOLIC
Basic MotivationBasic Motivation
QUALITYQUALITY
TOTO BEBE RIGHTRIGHT
DATADATA
![Page 74: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/74.jpg)
Understanding MELANCHOLICUnderstanding MELANCHOLIC
Best environment
Clearly defined Requires precision Provides reassurance
Best environment
Clearly defined Requires precision Provides reassurance
![Page 75: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/75.jpg)
Understanding MELANCHOLICUnderstanding MELANCHOLIC
Accepts / rejects
Accepts methods Rejects lack of quality
Accepts / rejects
Accepts methods Rejects lack of quality
![Page 76: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/76.jpg)
Understanding MELANCHOLICUnderstanding MELANCHOLIC
Major strengths WeaknessesOrderly PickyThorough Too detailedAnalytical Too cautious
Major strengths WeaknessesOrderly PickyThorough Too detailedAnalytical Too cautious
![Page 77: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/77.jpg)
Understanding MELANCHOLICUnderstanding MELANCHOLIC
Responds best to others who:
Provide reassurance Maintain an open door policy Spell out detailed operating
procedures
Responds best to others who:
Provide reassurance Maintain an open door policy Spell out detailed operating
procedures
![Page 78: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/78.jpg)
Understanding MELANCHOLICUnderstanding MELANCHOLIC
Needs others on the team who will:
Persuade others on the quality of their work
Take action Help initiate relationships
Needs others on the team who will:
Persuade others on the quality of their work
Take action Help initiate relationships
![Page 79: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/79.jpg)
Understanding MELANCHOLICUnderstanding MELANCHOLIC
Behaviour under tension Behaviour under tension
AVOIDAVOID
![Page 80: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/80.jpg)
Understanding MELANCHOLICUnderstanding MELANCHOLIC
Would benefit most from:
Declaring
Would benefit most from:
Declaring
![Page 81: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/81.jpg)
Understanding MELANCHOLICUnderstanding MELANCHOLIC
My ideal world is where I have
My ideal world is where I have
PERFECTIONPERFECTION
![Page 82: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/82.jpg)
Understanding MELANCHOLICUnderstanding MELANCHOLIC
I want to do it I want to do it
the RIGHTRIGHT way way
![Page 83: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/83.jpg)
Understanding MELANCHOLICUnderstanding MELANCHOLIC
I like to I like to
ANALYSEANALYSE things. things.
![Page 84: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/84.jpg)
Understanding MELANCHOLICUnderstanding MELANCHOLIC
My greatest fear is beingMy greatest fear is being
WRONGWRONG
![Page 85: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/85.jpg)
How to convince a MelancholicHow to convince a Melancholic
HOW?
![Page 86: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/86.jpg)
How to disagree with a MelancholicHow to disagree with a Melancholic
FACTS
![Page 87: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/87.jpg)
Insite Systems
87
Criteria for Delegation – appointing a task to
someone else who is capable of achieving the desired
ends
Criteria for Delegation – appointing a task to
someone else who is capable of achieving the desired
ends
1. Someone can do it instead of me – with the same effect.
2. Someone can do it in better time.3. Someone can do it with less expense.4. Someone can be trained by it.5. The company/department will benefit
as a whole.
1. Someone can do it instead of me – with the same effect.
2. Someone can do it in better time.3. Someone can do it with less expense.4. Someone can be trained by it.5. The company/department will benefit
as a whole.
![Page 88: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/88.jpg)
Insite Systems
88
Selecting Right Person – Matching the person to the task. Delegate the Good and the Bad – Give them a total experience of the job. Take time – It’s a serious thing to do Delegate Gradually – delegate the tasks in stages in order to get the person trained up Delegate In Advance – not halfway through the job Delegate the Whole – not a piece that means nothing Delegate for Specific Results – report report report
![Page 89: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/89.jpg)
Insite Systems
89
Avoid Gaps and Overlaps – Delegating to different people and not thinking it trhough Consult before you delegate – speak to others about the job Leave the Subordinate alone – Let them struggle Command and Control – regular and meaningful report backs
![Page 90: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/90.jpg)
Insite Systems
90
INCREASE IMPORTANCE
INCREASE URGENCY
AX X
A C
IMPORTANT AND URGENT
“BUMPED” FROM A
PROACTIVE, BUT LATE
URGENT
REACTIVE
UNEXPECTED
CLEAR OUT OF THE WAY
SHOULD TAKE 20%
IMPORTANT
PROACTIVE
PART OF GOAL PROGRAMMING
SHOULD TAKE 80%
UNIMPORTANT
PROBABLY WILL NEVER DO
NICE TO HAVE
![Page 91: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/91.jpg)
Insite Systems
91
Pareto’s PrinciplePareto’s Principle
The 80/20 Rule means that in anything a few (20 percent) are vital and many(80 percent) are trivial.
20 percent of the people owned 80 percent of the wealth.
20 percent of the defects causing 80 percent of the problems.
Project Managers know that 20 percent of the work (the first 10 percent and the last 10 percent) consume 80 percent of your time and resources.
You can apply the 80/20 Rule to almost anything, from the science of management to the physical world.
The 80/20 Rule means that in anything a few (20 percent) are vital and many(80 percent) are trivial.
20 percent of the people owned 80 percent of the wealth.
20 percent of the defects causing 80 percent of the problems.
Project Managers know that 20 percent of the work (the first 10 percent and the last 10 percent) consume 80 percent of your time and resources.
You can apply the 80/20 Rule to almost anything, from the science of management to the physical world.
![Page 92: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/92.jpg)
Insite Systems
92
Effective use of Pareto’s Principle
Effective use of Pareto’s Principle
Search for those 20/80 relationships. They are the ones that will change your life around
Learn from your mistakesLearn to use cause and effect
Search for those 20/80 relationships. They are the ones that will change your life around
Learn from your mistakesLearn to use cause and effect
![Page 93: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/93.jpg)
Tasks for Day 2Tasks for Day 2
Tasks for 2nd day:Log your time for one day – every
15 minutes. Add goal.Plan for cycle 2 – finance AND RISKApply the 13 time management
rules (P28) to one of your projects and assess each one (mark out of 10)
Tasks for 2nd day:Log your time for one day – every
15 minutes. Add goal.Plan for cycle 2 – finance AND RISKApply the 13 time management
rules (P28) to one of your projects and assess each one (mark out of 10)
Insite Systems
93
![Page 94: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/94.jpg)
Insite Systems
94
Quick CalculationQuick Calculation
If you earned R400 000 per year:Every hour is worth R204.00Every minute is worth R3.41An hour a day for a year is R50 000
http://www.sales-training-management-institute.com/skills/time_management_clinic/timequiz.htm
If you earned R400 000 per year:Every hour is worth R204.00Every minute is worth R3.41An hour a day for a year is R50 000
http://www.sales-training-management-institute.com/skills/time_management_clinic/timequiz.htm
![Page 95: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/95.jpg)
Insite Systems
95
Serous (blister)
![Page 96: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/96.jpg)
Insite Systems
96
![Page 97: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/97.jpg)
Insite Systems
97
4 Beliefs that cause stress4 Beliefs that cause stress
I must be everyone’s friend all the time
I must be 100% effective all the time
Once I have made a major mistake, I will limp for the rest of my life
Things generally turn out wrong
I must be everyone’s friend all the time
I must be 100% effective all the time
Once I have made a major mistake, I will limp for the rest of my life
Things generally turn out wrong
![Page 98: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/98.jpg)
Insite Systems
98
4 Kinds of Stress4 Kinds of Stress
Time stressAnticipatory stressSituational stressEncounter stress
Time stressAnticipatory stressSituational stressEncounter stress
![Page 99: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/99.jpg)
Insite Systems
99
ZONE OF INFLUENCE
ZONE OF CONCERN
![Page 100: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/100.jpg)
Insite Systems
100
QuizQuiz
1. Do you have a list of your most important projects? 2. Do you have a list of your highest priority projects? 3. Do you feel that you have enough time for yourself? 5. Do you always complete and forward paperwork when due? 6. Do you have a clearly defined list of personal and professional
objectives in writing? 7. Do you always accomplish what needs to be accomplished daily? 8. Do you feel that you squeeze every available minute from your day? 9. Do you always have a set of weekly objectives in writing? 10. Do you tackle difficult, demanding or unpleasant tasks without
procrastinating? 11. Do you complete business matters during business hours? 12. Do you know what your time is worth by the minute? 13. Do you have a five-year plan for personal/professional growth? 14. Do you plan your activities of the day the afternoon or evening
before? 15. Do you set objectives for major projects you want to accomplish? 16. Do you feel that you spend enough time on formal professional
training? 17. Do you feel that you are earning your full potential? 18. Do you spend most of your time on productive activities? 19. Do you know how many productive hours you spend at work? 20. Do you think that interruptions keep you from achieving your goals?
1. Do you have a list of your most important projects? 2. Do you have a list of your highest priority projects? 3. Do you feel that you have enough time for yourself? 5. Do you always complete and forward paperwork when due? 6. Do you have a clearly defined list of personal and professional
objectives in writing? 7. Do you always accomplish what needs to be accomplished daily? 8. Do you feel that you squeeze every available minute from your day? 9. Do you always have a set of weekly objectives in writing? 10. Do you tackle difficult, demanding or unpleasant tasks without
procrastinating? 11. Do you complete business matters during business hours? 12. Do you know what your time is worth by the minute? 13. Do you have a five-year plan for personal/professional growth? 14. Do you plan your activities of the day the afternoon or evening
before? 15. Do you set objectives for major projects you want to accomplish? 16. Do you feel that you spend enough time on formal professional
training? 17. Do you feel that you are earning your full potential? 18. Do you spend most of your time on productive activities? 19. Do you know how many productive hours you spend at work? 20. Do you think that interruptions keep you from achieving your goals?
![Page 101: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/101.jpg)
Insite Systems
101
Signs that you are no longer a Kid
Signs that you are no longer a Kid
You can live without sex but not without glasses.
You quit trying to hold your stomach in, no matter who walks into the room.
You sing along with the elevator music. You would rather go to work than stay
home sick. You consider coffee one of the most
important things in life. You no longer think of speed limits as a
challenge. Neighbors borrow your tools.
You can live without sex but not without glasses.
You quit trying to hold your stomach in, no matter who walks into the room.
You sing along with the elevator music. You would rather go to work than stay
home sick. You consider coffee one of the most
important things in life. You no longer think of speed limits as a
challenge. Neighbors borrow your tools.
![Page 102: Time and stress](https://reader035.fdocuments.us/reader035/viewer/2022062709/558d3418d8b42a4d098b457e/html5/thumbnails/102.jpg)
Insite Systems
102
Signs that you are no longer a Kid
Signs that you are no longer a Kid
People call at 9 p.m. and ask, "Did I wake you?"
You're asleep, but others worry that you're dead.
You answer a question with, "because I said so!"
The end of your tie doesn't come anywhere near the top of your pants.
You wear black socks with sandals. Your ears are getting hairier than your
head. You have a party and the neighbors don't
even realize.
People call at 9 p.m. and ask, "Did I wake you?"
You're asleep, but others worry that you're dead.
You answer a question with, "because I said so!"
The end of your tie doesn't come anywhere near the top of your pants.
You wear black socks with sandals. Your ears are getting hairier than your
head. You have a party and the neighbors don't
even realize.