chas720's picture
From chas720 rss RSS  subscribe Subscribe

Football And 

Are you struggling with ways to manage your time to better your success?

Are you having a lot of trouble trying to discover the truth behind being the master
of time instead of the slave?

Check This Out http://timemanagement.nicheinformationsite.com

 

 
 
Tags:  time management 
Views:  69
Published:  February 04, 2012
 
0
download

Share plick with friends Share
save to favorite
Report Abuse Report Abuse
 
Related Plicks
Fleet Management System, CAB Tracking Software

Fleet Management System, CAB Tracking Software

From: mechsoftdigital
Views: 892 Comments: 0
Manage and track your cabs real time on the web using Mechsoft fleet management.
It is web based fleet management solution integrated with CRM (Customer relationship management) and many other features with reach front end f (more)

 
Information management software

Information management software

From: btyungo
Views: 675 Comments: 0
Information management software
 
Time Management Motivational Poster Mind Map

Time Management Motivational Poster Mind Map

From: becki14
Views: 1136 Comments: 0

 
Week 1a 1218025608415351 9

Week 1a 1218025608415351 9

From: delphio
Views: 193 Comments: 0

 
See all 
 
More from this user
Strategies For Successful  Article Marketing

Strategies For Successful Article Marketing

From: chas720
Views: 481
Comments: 0

Strategies For Successful  Article Marketing

Strategies For Successful Article Marketing

From: chas720
Views: 412
Comments: 0

Football And

Football And

From: chas720
Views: 413
Comments: 0

Football And

Football And

From: chas720
Views: 257
Comments: 0

Baby Boomers

Baby Boomers

From: chas720
Views: 203
Comments: 0

Learn Article Marketing Secrets

Learn Article Marketing Secrets

From: chas720
Views: 231
Comments: 0

See all 
 
 
 URL:          AddThis Social Bookmark Button
Embed Thin Player: (fits in most blogs)
Embed Full Player :
 
 

Name

Email (will NOT be shown to other users)

 

 
 
Comments: (watch)
 
 
Notes:
 
Slide 1: ==== ==== Are you struggling with ways to manage your time to better your success? Are you having a lot of trouble trying to discover the truth behind being the master of time instead of the slave? For "THE" Solution Check This Out http://timemanagement.nicheinformationsite.com ==== ==== You're half-way through leading a performance review with one of your staff and it's time to bring up the T problem. Time management.  "John," you start, "I've noticed you're pulling longer hours than Tracey." John shifts in his chair. "You've been given the same amount of work. And you're great at what you do. I just don't understand why it's taking so long." For some bosses, addressing time management isn't just a matter of work-life balance as it was for John's manager who is worried John spends too much time at the office. It can also be a performance problem.  Take for example Jackie. She regularly misses deadlines, is constantly flustered and seems to be really busy. What's going on? It's poor time management. Time management is very often a performance issue. And managers have no alternative but to address it with their staff. But it can be tough to solve.  No one formula works for everyone So what's the answer? A time management class? A time and motion study? Trite tips such as, "don't look at your email in the morning", or "always keep a clear desk?"   I don't think so. Avoiding email in the morning may improve Fred's time management because he is easily distracted and isn't as focused in the morning as he is in the afternoon. But for Wendy, doing email in the afternoon may work against her efficiency. You see everyone is different. No one solution works for everyone and this is the key to understanding how to get the best out of your time. Time management is deeply personal and affected as much by your diary, work style, personality and physiology. Self-discipline and priorities So what causes poor time management? One problem is self discipline. Time management at the end of the day isn't just about knowing what you have to do. It's about doing it. The crucial bridge between knowing
Slide 2: it has to be done and actually doing it, is tough for some people.  Another problem is people get their priorities wrong. They might be good at "doing" but they do the wrong things. That's what we'll focus on here. Knowing what the right things are.  A third comes down to the fact that some people misunderstand what time management is about because of the term itself.  Let's be honest - no-one can actually manage time. There are 24 hours in a day, 60 minutes in an hour - that's not going to change. What we are really managing is our priorities and resources. It's what we do that must fit into time. It's not about fitting time around what we do. Fourth, many people attempt to multi-task. Multi-tasking is a myth. Physiologically, doing more than one thing at a time is impossible. Anyone who thinks he or she is multitasking is actually juggling. And not many people know how to juggle. People get things done when they focus on one thing at a time. Two management thinkers have liberated me from the old industrial mindset of treating time management in a rigid manner. Jim Collins and the father of modern management, Peter Drucker. I've heard Jim Collins talk twice. Collins wrote the New York Times Best Seller, From Good to Great. He has been enormously influential in the world of leadership and personal development.  Collins and what to do At both talks Collins asked people in the audience to raise their hands if they kept a "to-do list".  Conventional wisdom tells us that if you're organized, you keep a "to-do list". In fact, mention a "to-do list" and you visualize those well-dressed, professional types wearing pin-stripe suits.  The fact many of us never make it half-way down our list is immaterial. Culturally, "to-do lists" are sacramental. If you have one, people assume you're well organized. If not, you're labeled sloppy and disorganized. So Jim asked the crowd on both occasions if they kept one. About 96 percent of people raised a hand. (Some were like me who raised their hands out of embarrassment, remembering the last time we had a "to-do list" was sometime last century.) Then he said, "raise your hand if you have a "not- to-do list". Only a handful of people thrust their arms in the air. Collins went on to say that your "not- to-do list" is just as important as your "to-do list". Identifying what we should not do enables us to stop doing things that hijack our time.
Slide 3: So how do you identify what not to do?  Drucker & What Not to Do In his book, The Effective Executive, Drucker lists three common time sponges. We're talking about things on your "to-do list" that if you don't do them, no-one will notice. When I ask participants in my leadership courses to list common time sponges, they suggest things like their Blackberry or iPhone, email, surfing the web, taking phone calls whenever the phone rings and talking around the water cooler. The problem with these suggestions is that again, they will be different for everyone. Your Blackberry may get you a client. While your Blackberry may be a time sponge for others, it may make you money. Likewise, email isn't all bad either. It may help you avoid expensive litigation. And talking around the water cooler might help you build the rapport with staff that you need to be an effective leader. Really these are not time sponges. They're symptoms. If they don't support your business goals, they are time sponges. Luckily, Drucker goes deeper than symptoms. Drucker suggests time sponges are doing things that: don't need to be done are better done by others require others to do unnecessary things Questions to improve your time management So let's link that back to Collins' tip of drawing up a "not- to-do list". How do you know what not to do? Here's where you come to the time and motion study. What do you do each day?  Spend a few moments writing a time-log of what you did yesterday. If you want to be more comprehensive, map out a whole week. Write down everything you did from when you checked emails, took phone calls, went to the restroom or out for a cigarette.  When you've got your list, look at each item and ask: Did I really need to do this? Could this have been better done by someone else? Did this require someone else to do something unnecessary? Ask these questions
Slide 4: Did I really need to do this? Be tough on yourself. A lot of leaders do work they used to do as subordinates because they can't let go. One CEO who was formerly the company's chief engineer continued to check blueprints after he had taken over the chief executive's office. Checking blueprints is the chief engineer's job not, the CEO's.   If the old CEO had checked up on the current CEO when he was chief engineer, he would have been outraged. He needs to let go and clear space in his brain for being a leader.  Could this have been done better by someone else? New leaders hate this question. Journalists who are promoted to editors often don't like to let go of the reporting. But their reporters are just as good as the editors were. The difference is their reporters aren't hassled by HR and distracted by management. Reporters have the brain space to file a better story. Did this require someone else to do something unnecessary? Some bosses over-commit their staff to work on unnecessary things. Maybe it's to please the client. Perhaps it's to show off how much power they have. I know one boss who would always volunteer her staff for projects that had nothing to do with the division she was leading. The irony was, other divisions had people who could have helped the organization too but she wanted greater influence and paid for it with lower P&L. Developing your team's time management When you sit down with a subordinate to help them develop their time management skills, remember to ask these questions. Do you really need to do this to meet our business objectives? Could this be better done by someone else? And, does this require someone else to do something that is unnecessary. Of course to ask these questions meaningfully, you need to be very aware of what your objectives are. You can't analyze a task to determine if it's really necessary unless you are really clear about your business plan's objectives and mission.  But goals are a conversation for another time. As are how to handle question number two which is all about delegation. Remember, to be an effective manager in a complex, fastchanging environment, you need to know what not to do. And you need to develop the selfdiscipline that ensures you don't waste your valuable time doing things that prevent you from achieving your objectives. Jonathan Halls is a speaker and writer. He helps people become phenomenal leaders and performers in the areas of communication, innovation and productivity. He draws on his international experience as a journalist, talk show host and media executive working in Europe, Australia and North America. http://www.jonathanhalls.com http://www.talkshowmedia.com
Slide 5: Article Source: http://EzineArticles.com/?expert=Jonathan_Halls ==== ==== Are you struggling with ways to manage your time to better your success? Are you having a lot of trouble trying to discover the truth behind being the master of time instead of the slave? For "THE" Solution Check This Out http://timemanagement.nicheinformationsite.com ==== ====

   
Time on Slide Time on Plick
Slides per Visit Slide Views Views by Location