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Slide 1: time management ti me
Slide 2: objectives  I will learn techniques that will help me to direct my work life instead of merely managing my time.  I will learn a framework for developing a mission and vision that gives purpose and direction to my work.  I will learn how to prioritize my highestleveraged activities, leading to significant increases in productivity. ti me
Slide 3: the complete six-step process connect to mission review roles identify goals organize weekly exercise integrity evaluate ti me
Slide 4: the clock and the compass the clock commitments appointments schedules goals activities What we do and how we manage our time. the compass vision values principles conscience direction What we feel is important and how we lead our lives. ti me
Slide 5: traditional time management  first generation—notes and checklists  second generation—planning and preparation  third generation—planning, prioritizing and controlling ti me
Slide 6: first generation go with the flow  based on reminders  attempt to keep track of things you do with your time  simple notes and checklists  carry lists with you and refer to them in order to remember  incomplete tasks put on tomorrow’s list ti me
Slide 7: first generation strengths  flexible  responsive to people  not over-structured  less stress  tracks to-do’s weaknesses  no real structure  things fall through cracks  commitments suffer  little accomplished  crisis to crisis  first things— things right in front of you ti me
Slide 8: second generation planning and preparation  calendars and appointment books  efficiency in goal setting and planning ahead  make appointments, write down commitments, identify deadlines  may keep information on computer or network ti me
Slide 9: second generation strengths  tracks commitments and appointments  more accomplished through planning and goal setting  more effective meetings and presentations due to preparation weaknesses  puts schedule over people  accomplish more of what you want—not necessarily what is needed or fulfilling  independent thinking — see people as means or barriers  first things– those that are on the schedule ti me
Slide 10: third generation planning, prioritizing and controlling  have spent time clarifying values and priorities  set long, medium, and short-term goals to attain values, prioritizes on a daily basis  uses wide variety of planners and organizers, with detailed forms for daily planning  gets more done in less time-- but still feels frustrated ti me
Slide 11: third generation strengths  assumes responsibility for results  connects with values  taps into the power of long, medium, and shortterm goals  translates values into goals and actions  gives structure and order to life weaknesses  can lead to false sense of control, pride  power of vision untapped  can lead to guilt, imbalance of roles  less flexibility/spontaneity  first things set by urgency and values ti me
Slide 12: fourth generation life leadership  puts people ahead of schedules, compasses ahead of clocks  you want to lead a life of meaning and contribution, with balance ti me  uses the best of generations 1, 2, and 3
Slide 13: fourth generation elements  effectiveness  principles  leadership  relationships  puts first things first Why is there a need for the fourth generation of time management? Well, one definition of insanity is to “keep doing the same things and expecting different results.” ti me
Slide 14: understanding time “A no uttered from the deepest conviction is better than a yes merely uttered to please, or what is worse, to avoid trouble.” Mahatma Gandhi ti me
Slide 15: understanding time “Why have a time log? memory energy ti me
Slide 16: understanding time Urgent important not important Not Urgent II. I. Quadrant of__________ III. Quadrant of__________ IV. Quadrant of__________ Quadrant of__________ ti me
Slide 17: understanding time move into quadrant II  quadrant I—manage: the quadrant of necessity; things are both urgent and important ti me  quadrant II—leadership and quality: the quadrant of focus; things are important but not urgent
Slide 18: understanding time move into quadrant II  quadrant III—(AVOID): the quadrant of deception; things are urgent but not important ti me  quadrant IV—(AVOID): the quadrant of waste; things are neither important nor urgent
Slide 19: move into quadrant II How do I get there? The six step process connect to mission review roles identify goals organize weekly exercise integrity evaluate ti me
Slide 20: step 1: connect with vision & mission Consider the big picture. The key to this connection lies in the clarity of your vision around such questions as:  What is most important?  What gives your life meaning?  What do you want to be and do in your life? ti me
Slide 21: step 2: identify your roles  we have important roles at work, in the family, in the community, or other areas of our lives  Roles represent responsibilities, relationships, and areas of contribution ti me
Slide 22: step 3: select quad II goals for each role  what is the most important thing I could do for each role this week that would have the greatest positive impact?  consider the relationships for each role  review a “perhaps” list for ideas  identify the steps that need to be taken to achieve long-term goals ti me
Slide 23: step 4: organize weekly  translating high leverage quad II goals requires a framework  most people are always trying to find time in their overflowing quad I/III schedules  They move, delegate, cancel, and postpone— all in hopes of “putting first things first” the key is in scheduling your priorities, not prioritizing your schedule ti me
Slide 24: step 4: organize weekly Distinctive Elements of Effective Weekly Goals  they can be either an area of focus or a specific activity  they are driven by conscience ti me  they are usually quad II goals rather than typical “to-do’s” or daily action items
Slide 25: tips to start your day Tip #1 preview your schedule—get your bearings:  review your compass  renew your power to respond to changes in a meaningful way  Look at the day in the context of the week ti me
Slide 26: tips to start your day Tip #2 prioritize: identify activities as QI or QII—keeps QIII and IV out of your schedule  keeps you aware of choices you make must understand that prioritization includes only items that you’ve put in the framework ti me  emphasizes the importance paradigm
Slide 27: tips to start your day Tip #3 T planning: time sensitive activities on the right, any time activities on the left  Helps you remain sensitive to commitments Best use of your time: remember importance rather than urgency! ti me  makes for effective schedule decisions
Slide 28: step 5: exercise integrity in the moment Should I carry out my plan or make conscience directed changes? ti me
Slide 29: step 6: evaluate To be successful, you must make successes of one week the foundation for the next. At the end of the week, ask yourself some questions:  What goals did I achieve?  What challenges did I encounter?  What decisions did I make?  Did I keep “first things first?” ti me
Slide 30: step 6: evaluate different ways to evaluate  mark accomplished goals on weekly compass  keep a journal or daily log and review  ask specific questions about your performance and actions  review past weekly compasses ti me
Slide 31: step 6: evaluate weekly evaluation  What did I learn from the week as a whole?  Am I setting goals that are realistic but challenging?  Have I been effective in work related communications?  Have I been successful in maintaining a Quad II perspective? ti me
Slide 32: closing thought A journey of a thousand miles must begin with a single step. Lao-Tzu ti me