Time Management Lawrence Hallett Wales Quality Centre
Jan 14, 2015
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