Time mangement

Time Management

Lawrence HallettWales Quality Centre

Plan and protect

TIME

Personality Types

FiremanThe Over Committer

The AquarianThe perfectionist

“Doing the same old things and

expecting different results”

Shock

Acceptance

Denial

ConfusionImprovedPerformance

Problem Solving

The Change Cycle

EffectiveChange

Quality of Idea

Amount of Buy in

x=

The Change Model

10 things you did yesterday

Priority Grid

Urgent Not urgent

Impo

rtant

Not

impo

rtantDo Now Plan to Do

Reject and explain

Resist and Cease

Priority Grid

Urgent Not urgent

Impo

rtant

Not

impo

rtantDo Now Plan to Do

Reject and explain

Resist and Cease

urgen t not urgen t

important 1 - DO NOW

emergencies, complaints and crisis issues demands from superiors or customers planned tasks or project work now due meetings and appointments reports and other submissions staff issues or needs problem resolution, fire-fighting, fixes Subject to confirming the importance and the urgency of these tasks, do these tasks now. Prioritise according to their relative urgency.

2 - PLAN TO DO

planning, preparation, scheduling research, investigation, designing,

testing networking relationship building thinking, creating, modelling, designing systems and process development anticipation and prevention developing change, direction, strategy Critical to success: planning, strategic thinking, deciding direction and aims, etc. Plan time-slots and personal space for these tasks.

not

important 3 - REJECT AND EXPLAIN trivial requests from others apparent emergencies ad-hoc interruptions and distractions misunderstandings appearing as complaints pointless routines or activities accumulated unresolved trivia boss's whims or tantrums Scrutinise and probe demands. Help originators to re-assess. Wherever possible reject and avoid these tasks sensitively and immediately.

4 - RESIST AND CEASE

'comfort' activities, computer games, net surfing, excessive cigarette breaks

chat, gossip, social communications daydreaming, doodling, over-long breaks reading nonsense or irrelevant material unnecessary adjusting equipment etc. embellishment and over-production Habitual 'comforters' not true tasks. Non-productive, de-motivational. Minimise or cease altogether. Plan to avoid them.

Action plan

Start More of

Less of Stop

The Time vampires

The Time wasters

EmailThe phoneMeetingsPeopleUnplanned work

Time Management Myths

1. We can’t control time

Time Management Myths

2. More things in shorter time

Time Management Myths

3.To do lists help

Time Management Myths

4. Personal organisers

Time Management Myths

5. The quiet hour

Time Management Myths

6. Time log

Time Management Myths

7. Interruptions

Time Management Myths

8. Stick with it until the end

10 ways tomess up yourmost Talented

Employees

Lavish them with insincerepraise1.

Never reward contribution -Dangle corporate carrots -

promises cost nothing2.

Overload the talented - it savesall the effort of getting all thelazy buggers who do nothing

to do something

3.

Politely crush their ideas -Stock phrases to use

“We’ve tried that before”“I can see how that works

elsewhere but we’re different”

4.

Immerse them in meaninglessprojects - then don’t bother to

follow up with progresschecks”

5.

thegoldguys.blogspot.com

Use their performanceappraisals to set irrelevant

targets6.

Use subtlety and sarcasm toundermine their contributions7.

Train them as often as possible- but never let them use what

they learnt8.

Smother their enthusiasm withthe corporate compliance

doctrine - nothing crushesenthusiasm quite like

procedural compliance

9.

Never prioritise -make everything important -

that way they’ll never get timeto do the really important stuff

10.

Stick to these 10 points andyou will achieve the

systematic destruction ofyour most talented

employees - BUT……

….BUT despite this some willstill make it through….

No ones perfect!

Saying No

Breaking the habit

The Bucket and the rocks

Time management Lexicon

The vital few