1 Management Sciences for Health — 40 years of Strengthening Health Systems for Greater Health Impact Stronger health systems. Greater health impact. Putting First Things First Liz McLean March 15, 2012 Date (month/day/year) Center for Leadership and Management CLM 2012 Technical Exchange Coffee Webinars
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1Management Sciences for Health — 40 years of Strengthening Health Systems for Greater Health Impact
Stronger health systems. Greater health impact.
Putting First Things FirstLiz McLean
March 15, 2012Date (month/day/year)
Center for Leadership and ManagementCLM 2012 Technical Exchange Coffee Webinars
2Management Sciences for Health — 40 years of Strengthening Health Systems for Greater Health Impact
Learning Objectives
• Know Stephen Covey’s Important/Urgent Matrix
• Gain Some Experience Using It
• Be Prepared to Apply the Important/Urgent Matrix to Own Work
• Be Aware of Some Time Management tools
3Management Sciences for Health — 40 years of Strengthening Health Systems for Greater Health Impact
Putting First Things First
Organize and carry out work based on priorities
The most important thing is not managing time; it is managing ourselves!
4Management Sciences for Health — 40 years of Strengthening Health Systems for Greater Health Impact
Why bother?
Good management means putting first things first
When we put “first things first” we will have vision, perspective, balance, control, and fewer crisis
5Management Sciences for Health — 40 years of Strengthening Health Systems for Greater Health Impact
Important and Urgent Matrix
Urgent Not Urgent
Important I•
II•
Not Important III•
IV•
6Management Sciences for Health — 40 years of Strengthening Health Systems for Greater Health Impact
Important and Urgent Matrix - Example
Urgent Not Urgent
Important I •Crises•Pressing problems•Deadline-driven projects that are critical to your strategic priorities
II•Preventing problems and anticipating future activities•Creating strategy, planning•Relationship building•Recognizing new opportunities•Recreation
Not Important III• Interruptions, some calls•Some mail and reports•Some meetings•Pressing matters
IV•Trivia, busy work•Interruptions•Some mail•Some phone calls•Time wasters
7Management Sciences for Health — 40 years of Strengthening Health Systems for Greater Health Impact
Impact of Each Quadrant on Your Energy and Effectiveness
Urgent Not Urgent
Important I•Stress•Burnout•Crisis management•Always putting out fires
II•Vision•Perspective•Balance•Control•Few crises
Not Important III•Short-term focus•Crisis management•Feeling victimized and out of control
IV•Irresponsibility•Work not completed on time•Loss of job
8Management Sciences for Health — 40 years of Strengthening Health Systems for Greater Health Impact
How Do You Spend Your Time at Work?
Urgent Not Urgent
Important I•
II•
Not Important III•
IV•
9Management Sciences for Health — 40 years of Strengthening Health Systems for Greater Health Impact
Seven Key Practices of Quadrant II
• Improving communication with others• Better preparation• Better planning and organization• Caring for yourself• Taking advantage of new opportunities• Personal development• Knowing what is important
10Management Sciences for Health — 40 years of Strengthening Health Systems for Greater Health Impact
Other Tools That May Help
• Plan to put first things first:• Make a list of what is most important to you in your
work• Share this list with another person• Discuss what you can do differently to put first
things first
• Set priorities using the priority matrix (pg 203 MWLH)
11Management Sciences for Health — 40 years of Strengthening Health Systems for Greater Health Impact
Next CLM Technical Exchange Coffee Webinar
Understanding Financial Reports:The Income Statement
March 29, 20129:00 am – 9:30 am (U.S. Eastern Time)
CLM Technical Exchange Coffee Webinars 2012
12Management Sciences for Health — 40 years of Strengthening Health Systems for Greater Health Impact
Stronger health systems. Greater health impact.
Saving lives and improving the health
of the world’s poorest and most vulnerable people
by closing the gap between knowledge and action in
public health.
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