Time Management 5

7/29/2019 Time Management 5

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Time Management Workshop


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WhatWhat not to donot to do in order toin order to

manage your time without stress .manage your time without stress .

27 ways to get you out of your mind !


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It reminds me of a story of the wood chopper

who was so busy trying to chop down trees with

his very blunt axe, that he complained he could

never manage the time to sharpen his axenever manage the time to sharpen his axe

many of us work ineffectivelyineffectively, yet we complainwe complain

that we do not have the time to improve ourthat we do not have the time to improve our

effectivenesseffectiveness through learning better time

management and other stress reducingtechniques

Cont./ ...

11. UNDERTAKING WORK AS IT APPEARS, RATHER THAN IN OFUNDERTAKING WORK AS IT APPEARS, RATHER THAN IN OF

PRIORITY ORDERPRIORITY ORDER


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Write down all those tasks which need to be done.

Identify them by importance and urgencyimportance and urgency.

If a task is urgent but trivial, give priority to it, but

ensure that you do not spend any more time on it

than you need to.

A task that is both urgent and important shouldA task that is both urgent and important should

naturally be given high prioritynaturally be given high priority..

Do not make the very common mistake of

spending your time on less important and non-urgent tasks simply because you enjoy doing them

or because the most urgent and important tasks

appear boring and daunting!

Setting Priorities


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Many tasks require concentrated effortconcentrated effort andthere is nothing more frustrating than a barrage

of relatively unimportant interruptionsunimportant interruptions when

you are trying to complete an urgent report or

some other task requiring considerable

concentration. FirstlyFirstly, practice being assertiveassertive with those

people who are insensitive to signs or hints that

you are very busy. Saying Sorry I dont haveSorry I dont have

time to talk now, because I have an urgenttime to talk now, because I have an urgent

report to complete.report to complete. a closed door is also a reasonable indicator that

you do not wish to be disturbed.

2. ACCEPTING UNIMPORTANT INTERRUPTIONS WHEN WORKING ON AN

URGENT TASK


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the most effective of all the

time saving techniques ever

developed is the frequent use

of the word nono.

Being able to say no (even to

ones boss at times) is an

assertion skill which can, and

should, be developed.

3. SAYING YES TO WORK REQUESTS, EVEN WHEN UNSUITABLE OR3. SAYING YES TO WORK REQUESTS, EVEN WHEN UNSUITABLE OR

UNREASONABLEUNREASONABLE


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Too many of us are experts at

procrastination, but keep

postponing doing something about

it.

many of us act upon the irrationalbelief that it is easier to postpone

doing something daunting or

unpleasant than to tackle it

immediately.

Such a belief is irrational because

putting off daunting or unpleasant

tasks only magnifies the problem

4. PUTTING OFF TASKS WHICH ARE DAUNTING OR UNINTERESTING4. PUTTING OFF TASKS WHICH ARE DAUNTING OR UNINTERESTING


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The problem with a disorganized and messydisorganized and messy

work environmentwork environment is that it can create

frustration, a sense that you are notnotgetting

anywhere with your work and also tend to be

distracting when you are trying to concentrate onparticular tasks.

Significant time can be wasted looking for items

which should normally be easily located. In this

respect, an efficient filing systemefficient filing system can make a

big difference and while everything else often

tends to get precedence over filing, it is an

important task and should be carried out

systematically.

5. ALLOWING YOUR WORKING SURROUNDINGS TO BECOME5. ALLOWING YOUR WORKING SURROUNDINGS TO BECOME

DISORGANISED AND MESSY.DISORGANISED AND MESSY.


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Some managers do not trust their subordinatesdo not trust their subordinates with

jobs of any importance, for fear of possible mistakes.

Others will be reluctant to pass on any work involving

prestige, challenge or enjoyment and will only delegate

those jobs seen as boring or routine.

Sometimes managers will not delegate tasks because

they consider themselves able to complete those tasks

more quickly and effectivelymore quickly and effectively..

Some managers will not delegate because they are notnotprepared to spend the necessary timeprepared to spend the necessary timeensuring their

subordinates understand what is required and providing

assistance where needed.

6. COMPLETING WORK YOURSELF WHICH SHOULD BE DELEGATED TO6. COMPLETING WORK YOURSELF WHICH SHOULD BE DELEGATED TO

SUBORDINATES.SUBORDINATES.


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Other managers are not sufficiently assertiveare not sufficiently assertive,

being

fearful of subordinates negative responses twhen

given more work.

Sometimes your subordinates may not respond aspositively to your attempts at delegation as you

would like. It may be that they are lacking inthey are lacking in

confidenceconfidence and a good deal of demonstrated

trust and support is needed on your part.

In delegating work and assessingdelegating work and assessingperformanceperformance, it is important to be able to give

negative or positive feedback, depending on

which is appropriate.

COMPLETING WORK YOURSELF WHICH SHOULD BE DELEGATED TOCOMPLETING WORK YOURSELF WHICH SHOULD BE DELEGATED TO

SUBORDINATESSUBORDINATES


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The ability to say nono is important, even if this applies to jobsinherited by you in a new position which are not

rightfully your responsibility.

If you are uncertain about whether certain work requests are your

responsibilityresponsibility, check your job description or discuss the matter with your superior.

7. ACCEPTING WORK REQUESTS, WHICH ARE REALLY SOMEONE7. ACCEPTING WORK REQUESTS, WHICH ARE REALLY SOMEONE

ELSES RESPONSIBILITYELSES RESPONSIBILITY


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When you are grossly overworked it is tempting to cut out all

breaks, including lunch, morning and afternoon tea.

However, none of us can work effectively for 8 10 hours without a

break and for the sake of both oursanity and effectivenesssanity and effectiveness, we

need to take reasonable breaks. even a quick, brisk walk, can oftengive your mind and body the break they need.

8. RARELY TAKING BREAKS AT WORK.8. RARELY TAKING BREAKS AT WORK.


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Many of us, preferring to devote our energies topreferring to devote our energies toeasier or more interesting taskseasier or more interesting tasksrather than

repeating a process over and over again.

Whenever possible, finish whatever you start. If a

task is too large to be completed in one sittingthen attempt to break the task into identifiablebreak the task into identifiable

and manageable portionsand manageable portions and complete one or

more of these portionsat a time.

This procedure creates a great feeling of

accomplishment and involves less waste of timere-orienting yourself each time you return to the

task.

9. DEALING WITH THE SAME MATERIAL SEVERAL TIMES, WHEN IT9. DEALING WITH THE SAME MATERIAL SEVERAL TIMES, WHEN IT

SHOULD HAVE BEEN DEALT WITH IN ONE SITTING.SHOULD HAVE BEEN DEALT WITH IN ONE SITTING.


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If you have this habit, please stop and ask your self: If I managed my time more effectively, would this still be

necessary?

Am I continually putting my work ahead of my family

and/or friends as a priority?

Has work become an escape from a certain unpleasantor difficult situation (e.g. difficulties with a spouse?) If so,

is it making the situation worse?

Has work become a means of filling a void in my life?

Am I addicted to work because it basically provides the

sole basis of meaning to my life?

Am I driven by the need to prove myself to be

indispensable, or be somewhat of a martyr ?

3. REGULARY TAKING WORK HOME WITH YOU ON EVENINGS OR3. REGULARY TAKING WORK HOME WITH YOU ON EVENINGS OR

WEEKENDSWEEKENDS


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You will be able to manage your own time

more effectively when yoursubordinates aresubordinates are

doing their jobs properlydoing their jobs properly.

Being human, we all make mistakes at times

and it is important to provide yoursubordinates with negative feedback when

mistakes are made.

positive reinforcement is a more powerfulpositive reinforcement is a more powerful

motivatormotivatorfor getting the best out of your staff

than negative reinforcement. Let them know when they have performedLet them know when they have performed

a task wella task well and you can be sure they will want

to continue performing well.

11. GIVING SUBORDINATES VERY LITTLE FEEDBACK (POSITIVE AND11. GIVING SUBORDINATES VERY LITTLE FEEDBACK (POSITIVE AND

NEGATIVE) ON THEIR PERFORMANCE.NEGATIVE) ON THEIR PERFORMANCE.


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your subordinates are human and therefore

have every likelihood ofmaking mistakesmaking mistakes

occasionally (dont you?).occasionally (dont you?).

However, they will not develop new skillsdevelop new skills and

self confidenceself confidenceunless you provide them withlearning opportunitieslearning opportunities..

The chances of your subordinates making

mistakes are lessened if you give clear

instructions and appropriately monitor progress

on any delegated tasks (this does not mean breathing down their necks

all the time).

12. NOT TRUSTING SUBORDINATES WITH VARIOUS TASKS IN CASE12. NOT TRUSTING SUBORDINATES WITH VARIOUS TASKS IN CASE

THEY MAKE MISTAKES.THEY MAKE MISTAKES.


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Some of us suffer from a martyr complexmartyr complex,being determined to tackle an excessively

high work load for extended periods, even if

it kills us (it sometimes does).

Others have poorly developedpoorly developedassertiveness skillsassertiveness skillsand are not prepared

to make a case for extra resources, even

when there is a crying need for them.

You owe it to your staff and yourself toYou owe it to your staff and yourself to

request extra resourcesrequest extra resourcesif your section isoverworked and there is some likelihood of

obtaining additional resources.

13. NOT REQUESTING EXTRA STAFF OR RESOURCES EVEN IF13. NOT REQUESTING EXTRA STAFF OR RESOURCES EVEN IF

EXTREMELY NECESSARY.EXTREMELY NECESSARY.


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The best way to determine how much time is

wasted on unimportant phone calls, e-mails and

literature is to keep a time log for a weekto keep a time log for a week..

Like many others, you may be surprised at how

much time you can save by being more disciplinedin this respect.

Make short and targeted phone calls , write downwrite down

the points you want to discussthe points you want to discuss with a certain

person before you call him.

Go over e-mail twice a day, morning and evening

do not mix work and other personal maildo not mix work and other personal mail..

14. WASTING CONSIDERABLE TIME ON UNIMPORTANT PHONE14. WASTING CONSIDERABLE TIME ON UNIMPORTANT PHONE

CALLS / E-MAILCALLS / E-MAIL


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The danger with a pending tray is that it can become the easy way

out you consequently delay making decisions that could bedelay making decisions that could be

made immediatelymade immediately.

Avoid the temptation to develop a massive Pending tray (or one at

all, for that matter) by making immediate decisions on all incoming

mail and tasks ( urgent and not important ) .

15. ASSIGNING WORK TO PENDING CATEGORY, WHEN IT SHOULD BE15. ASSIGNING WORK TO PENDING CATEGORY, WHEN IT SHOULD BE

DEALT WITH ON THE SPOTDEALT WITH ON THE SPOT


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Procedure:Procedure:Several years ago, the British retailchain, Marks and Spencer, led a war on excess

paperwork, by scrutinizing all procedures and

relying on the motto if in doubt throw itmotto if in doubt throw it

out!out! to dispense with any unnecessary

paperwork.

Within a year 120 tons of forms , sheets, cards,

etc. were thrown out by the firm and the

subsequent emphasis on simplified proceduresappeared to be at least partly responsible for

the substantial profit improvements in the

following years.

16. KEEPING AN EXCESSIVE (OR INADEQUATE) AMOUNT OF16. KEEPING AN EXCESSIVE (OR INADEQUATE) AMOUNT OF

PAPERWORKPAPERWORK


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MeetingsMeetings can be significant time wasters. While well organized, properly

directed meetings can be highly effective.

Some important questions relevant to whether or not particular meetings are

effective are: Are they really necessary or have they become a substitute for action?Are they really necessary or have they become a substitute for action?

17. OFTEN HAVING DISORGANISED, UNNECESSARILY LONG OR17. OFTEN HAVING DISORGANISED, UNNECESSARILY LONG OR

OVERLY FREQUENT MEETINGS.OVERLY FREQUENT MEETINGS.


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Are agendas concise, specifically indicatingagendas concise, specifically indicatingareas to be coveredareas to be covered and the decisions needing to

be reached?

Are they sent to all meeting participantssent to all meeting participants

sufficiently in advancesufficiently in advanceof the meeting? Do meetings start and finishstart and finishat the scheduledscheduled

timestimes?

Are decisions made and responsibilitiesresponsibilities

assignedassigned, whenever possible, foreach itemeach itemcovered in the meeting?covered in the meeting?

Are all participants quite clear about these

decisions and responsibilities?decisions and responsibilities?

EFFECTIVE MEETINGS OR WASTE OF TIME?EFFECTIVE MEETINGS OR WASTE OF TIME?


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Are concise minutesminutesof each meeting includingincluding

decision and responsibilities as well as time table,decision and responsibilities as well as time table,

sent within a reasonable time?sent within a reasonable time?

Do you need to attend the meeting or can this

responsibility be delegated? Have the meetings ceased to serve the purpose for

which they were originally established?

Does the meeting comprise of an appropriately sizedcomprise of an appropriately sized

group and do all participants have a chance tochance tocontributecontribute, or do one or two people tend to dominate

the meetings?

EFFECTIVE MEETINGS OR WASTE OF TIME?EFFECTIVE MEETINGS OR WASTE OF TIME?


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Most offices now using standard equipment that did not exist two

decades ago. A large variety of electronic and computing equipment

is now within reach of all businesses and there is no excuse for not

taking advantage of at least some of these time saving devicestime saving devices.

18. LACKING CERTAIN SKILLS OR EQUIPMENT WHICH COULD BE18. LACKING CERTAIN SKILLS OR EQUIPMENT WHICH COULD BE

REASONABLY ACQUIRED AND RESULT IN CONSIDERABLE TIMEREASONABLY ACQUIRED AND RESULT IN CONSIDERABLE TIME

SAVINGSAVING


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As a manager, you will be in frequent receipt of

information which is not normally accessible to

your staff.

It is very easy to overlook the importance ofoverlook the importance of

providing your staff with such informationproviding your staff with such information..

Keeping your staff informed, either on an

informal basis or through say, weekly meetings,

will not only keep them in touch with

organizational developments, but will alsopositively motivate them in their workmotivate them in their work, as it

will give them an increased sense of beingincreased sense of being

part of the teampart of the team.

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19. NEGLECTING TO COMMUNICATE VITAL19. NEGLECTING TO COMMUNICATE VITAL

INFORMATION TO YOUR STAFFINFORMATION TO YOUR STAFF


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If you fall within this category, bear in mind thatthatcontinual indecision might have worsecontinual indecision might have worse

repercussions than abiding by a decisionrepercussions than abiding by a decision

and subsequently discovering that your

rejected alternative was preferable after all.

If you are finding it hard to make a particular

decision, you may benefit by asking yourselfasking yourself

the following questions;the following questions;

1. Have I made this decision bigger and morestressful than it needs to be? What is the worst

thing that can happen if I make the wrong

decision?

20. HAVING CONSIDERABLE DIFFICULTY MAKING20. HAVING CONSIDERABLE DIFFICULTY MAKING

DECISIONSDECISIONS


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2. Do I have an exaggerated fear of failureexaggerated fear of failure? DoI always tend to imagine the worst possible

scenario happening? How often does the

worst scenarioworst scenario happen and to what extent

am I encouraging it with my negative thinking

3. Is my indecision related to my difficulty inindecision related to my difficulty in

being assertivebeing assertive with those people who will be

affected by the subsequent decision?

4. Have I properly explored the various possible

solutions for this problem or am I caught in arigid line of thinking?

5. What decision would a totally objective personobjective person

make?make?

HAVING CONSDERABLE DIFFICULTY MAKING DECISIONSHAVING CONSDERABLE DIFFICULTY MAKING DECISIONS


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YourYourattitudeattitudeto your subordinates will largelydetermine the extent of their dependence andextent of their dependence and

lack of initiativelack of initiative.

A demonstration of trust, support and keenness for

them to develop skills and initiativedevelop skills and initiative will have apositive effect with most workers.

positive reinforcement and two wayreinforcement and two way

communicationcommunication is to be encouraged, extraextra

patience and understandingpatience and understanding will be needed onyour part, while these workers gradually start to act

upon the more positive messages they are

receiving.

21. ALLOWING YOUR SUBORDINATES TO BECOME TOO21. ALLOWING YOUR SUBORDINATES TO BECOME TOO

DEPENDENT ON YOU AND NOT ENCOURAGING THEM TO USEDEPENDENT ON YOU AND NOT ENCOURAGING THEM TO USE

THEIR OWN INITIATIVE.THEIR OWN INITIATIVE.


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It is particularly important fornew staffnew staff to be given the

necessary trainingnecessary training and support to be able to work

effectively and to feel an identification with the jobfeel an identification with the job,

the department and organization.

Clear instructions, continued support and friendly faces

make all the difference during these initial weeks.

new staff may be reluctant to approach you regularly for

assistance, either for fear of appearing stupid orbecause

they do not wish to place an extra burden on an already

over worked boss.

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22. NOT GIVING YOUR STAFF THE TRAINING NEEDED TO22. NOT GIVING YOUR STAFF THE TRAINING NEEDED TO

CARRY OUT THEIR JOB EFFECTIVELY.CARRY OUT THEIR JOB EFFECTIVELY.


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Many managers have difficulty in

concentrating their energy on larger,

important tasks, because of the numerous

interruptions they have to contend with

each day.

In similar fashion, managers often find

they are so busy responding to requests

and pressure from various sources that

they spend very little time on establishing

and achieving longer term goals.

(important but not urgent)important but not urgent) ..

23. WORKING AS A FIRE FIGHTER OR CRISIS MANAGER,23. WORKING AS A FIRE FIGHTER OR CRISIS MANAGER,

RATHER THAN TAKING TIME TO ESTABLISH GOALS ANDRATHER THAN TAKING TIME TO ESTABLISH GOALS AND

CREATIVELY SEEK THE BEST WAYS TO ACHIEVE THESE GOALS.CREATIVELY SEEK THE BEST WAYS TO ACHIEVE THESE GOALS.


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Many of us waste considerable time attempting to do

more than one task at a time, when a particular task

might require a sustained period of concentration.

Different tasks, be they - drafting of minutes or an

agenda for a meeting, writing of a report or extensivecorrespondence, etc, require sustained

concentration.

The principle of priorities applies to these tasks :

Wherever possible, tasks should be completed in

one sitting, rather than coming back to them

numerous times and having to re-orient yourself

each time you go back.

24. FREQUENTLY LACKING THE CONCENTRATIVE24. FREQUENTLY LACKING THE CONCENTRATIVE

POWERS TO SEE TASKS THROUGH TO THE END.POWERS TO SEE TASKS THROUGH TO THE END.


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excessive striving for perfection can be both stressful andcounter productive.

managers need to be able to refine their quest for excellence

with a pragmatic understanding of when near enough is not

just good enough, but in fact the appropriate course of action.

25. SPENDING AN UNNECESSARILY LONG TIME BECAUSE OF25. SPENDING AN UNNECESSARILY LONG TIME BECAUSE OF

PERFECTIONIST TENDENCIES OR FEAS OF INADEQUACYPERFECTIONIST TENDENCIES OR FEAS OF INADEQUACY


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Your hesitance as a manager to contribute suggestionsto your work group, may be less effective for improving

work practices (andconsequently, a better use of time).

If this is so, it may be that your boss has never actively

encouraged positive suggestions or is rigidly set in the

traditional way of solving problems.

In such a case, you may nevertheless find that

suggestions put forward in a very tactful and diplomatic

way might meet with some approval.

Managers have considerable potential for eitherharnessing or stifling the creative abilities on whether

they actively encourage or discourage two way

communication and the sharing of ideas

26. NOT ASSERTIVELY EXPRESSING THOUGHTS AND26. NOT ASSERTIVELY EXPRESSING THOUGHTS AND

SUGGESTIONS FOR IMPROVING WORK EFFECTIVENESS FORSUGGESTIONS FOR IMPROVING WORK EFFECTIVENESS FOR

FEAR OF REJECTION, DISAPPROVAL OR ROCKING THE BOATFEAR OF REJECTION, DISAPPROVAL OR ROCKING THE BOAT


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Many people who feel trapped in a mediocre job or

organization are extremely good at rationalizing why

there is nothing they can do to change the situation.

If you feel you are getting nowhere in your current

position, take some time to consider what steps youcan

take to improve your career, either within or outside

your present organization.

surely its worth a reasonable investment of time and

energy to ensure that we obtain a reasonable (and

preferably higher) degree of fulfillment

from our work?

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27. LETTING YOUR CAREER PATH JUST HAPPEN RATHER27. LETTING YOUR CAREER PATH JUST HAPPEN RATHER

THAN TAKING POSITIVES STEPS TOWARD ACHIEVINGTHAN TAKING POSITIVES STEPS TOWARD ACHIEVING

DESIRABLE AND REALISTIC LIFE GOALS.DESIRABLE AND REALISTIC LIFE GOALS.


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THE ENDTHE END

Time Management 5

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