Send the link below via email or IMCopy
Present to your audienceStart remote presentation
- Invited audience members will follow you as you navigate and present
- People invited to a presentation do not need a Prezi account
- This link expires 10 minutes after you close the presentation
- A maximum of 30 users can follow your presentation
- Learn more about this feature in our knowledge base article
Time Management Techniques
Transcript of Time Management Techniques
The 10 min. challenge
Pre Assignment Review
What are your biggest time wasters?
What are you currently doing to manage your time?
What could you be doing better?
If you came away from this workshop with only one thing, what would that be?
At the end of this workshop, you should be able to:
Plan and prioritize each day’s activities in a more efficient, productive manner
Overcome procrastination quickly and easily
Handle crises effectively and quickly
Organize your workspace and workflow to make better use of time
Delegate more efficiently
Use rituals to make your life run smoother
Plan meetings more appropriately and effectively
Goals should be phrased positively, so they help you feel good about yourself and what you're trying to accomplish
Goals must be personal. They must reflect your own dreams and values, not those of friends, family, or the media.
When setting goals, be sure to consider what's possible and within your control.
The Three P's
The SMART Way
An effective way to set objectives is to follow the well known acronym SMART.
A SMART objective is
Prioritizing Your Goals
Maha M. Sabry, MBA
The 80/20 Rule
Pareto's Principle states that 80% of your results come from only 20% of your actions.
Urgent/ Important Matrix
Module 1: Getting Started
“It’s not about having enough time, it’s about making enough time.”
A work well begun is half ended.
Module 4: Planning wisely
Creating Your Productivity Journal
The Glass Jar
Module 5: Tackling Procrastination
Why we Procrastinate
9 ways to deal with procrastination
Eat The Frog!
Module 3: Prioritizing Your Time
What is important is seldom urgent and what is urgent is seldom important
Dwight D. Eisenhower
Module 2: Setting SMART Goals
"The bad news is that time flies.
The good news is that you are the pilot."
Module 6: Crisis Management
“In a crisis, be aware of the danger, but recognize the opportunity.”
John F. Kennedy
Module 7: Organizing Your Workspace
“The only thing even in this world is the number of hours in a day. The difference in winning or losing is what you do with those hours.”
Module 8: Delegating Made Easy
“The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it. ”
Module 9: Setting a Ritual
“Discipline is the bridge between goals and accomplishment.”
Module 10: Meeting Management
When The Storm Hits!
Creating a Plan
Executing The Plan
As you execute the plan, make sure that you continue evaluating if the plan is working.
During execution, it is important to stay organized and on top of events to make sure that your plan is still applicable.
After the crisis is over, take a moment to look at why it happened and how to prevent it in the future.
The planning and prioritizing tools that we are discussing in this workshop should help prevent those kinds of emergencies.
Dealing with E-Mail
A calendar (paper or electronic) is the obvious place to record meetings, appointments, and due dates.
To retrieve materials quickly, you’ll need an effective filing system that includes three basic kinds of files:
The Importance of Full Acceptance
Make sure you brief your team member appropriately.
Take time to explain why they were chosen for the job, what’s expected from them during the project, the goals you have for the project, all timelines and deadlines, and the resources on which they can draw.
Next, work together to develop a schedule for progress updates, milestones, and other key project points.
How Should You Delegate?
THE SPHERES OF INDEPENDENCE
To Whom Should You Delegate?
What experience, knowledge, skills, and attitude does the person already have?
What training or assistance might they need?
Do you have the time and resources to provide any training needed?
What is the individual’s preferred work style? Do they do well on their own or do they require more support and motivation? How independent are they?
What does he or she want from his or her job?
What are his or her long-term goals and interest, and how do these align with the work proposed?
What is the current workload of this person? Does the person have time to take on more work?
Will you delegating this task require reshuffling of other responsibilities and workloads?
When to Delegate
What is a Ritual?
The Random House Dictionary defines a ritual as, “any practice or pattern of behavior regularly performed in a set manner.”
Ritualizing Sleep, Meals, and Exercise
Using Rituals to Maximize Time
Once you have been using a ritual for a while, you may find that you have bits of extra time here and there.
This is where the “Trigger” part of rituals can come into play. Instead of setting a specific time of day, you choose a situation or an event that will cause a ritual to come into play.
Using the PAT Approach
Keeping Things on Track
Before the meeting, post the agenda on a flip chart, whiteboard, or PowerPoint slide. Spend the first five minutes of the meeting going over the agenda and getting approval.
During the meeting, take minutes with the agenda as a framework.
At the end of the meeting, get agreement that all items on the agenda were sufficiently covered. This will identify any gaps that may require follow-up and it will give people a positive sense of accomplishment about the meeting.
Making Sure the Meeting was Worthwhile
After the meeting, send out a summary of the meeting, including action items, to all participants and observers, and anyone else who requires a copy.
Action items should be clearly indicated, with start and end dates, and progress dates if applicable.
If follow-up meetings were scheduled, these should also be communicated.
Deciding if a Meeting is Necessary
The first thing you need to decide is if a formal meeting is necessary.
If a formal meeting is necessary, divide your attendees into two groups: participants and observers.
Let people know what group they belong in so that they can decide whether they want to attend.
Building the Agenda
Before the meeting, make a list of what needs to be discussed, how long you believe it will take, and the person who will be presenting the item.
"I am a great believe in luck, and I find the harder I work, the more I have of it."
Do It Now
Ask for Advice
Chop it up
15 min. rule
Creating a Plan
When the Storm Hits!
WORKING FILES: Materials used frequently and needed close at hand.
REFERENCE FILES: Information needed only occasionally.
ARCHIVAL FILES: Materials seldom retrieved but that must be kept. For ease of retrieval, organize files in the simplest way possible
Company phone list, which you use on a daily basis
Last year’s budget, which you need to keep for legal reasons
Budget from two years ago, which you don’t need to keep but want to have it for reference
Warehouse diagram, which you use about once a month
List of accounts and their respective managers, required for daily invoice processing
Remember, to take the S.T.I.N.G. out of feeling overwhelmed about a task, follow these steps:
elect one task to do at a time.
ime yourself using a clock for no more than one hour.
gnore everything else during that time.
o breaks or interruptions should be permitted.
ive yourself a reward when the time is up.
A task should be delegated if:
It provides an opportunity for growth of another person’s skills.
The task will reoccur frequently enough to make the effort required to train worth it.
It is no a management task, or a task specifically assigned to you.
1. Do a lap around the room (5 points)
2. Create something for the instructor to wear, such as a hat or tie (10 points; bonus 5 points if the instructor actually wears it)
3. Find out something unique about each person on the team (5 points)
4. Sing a song together (15 points)
5. Make a paper airplane and throw it from one end of the room to another (10 points)
6. Get everyone in the room to sign a single piece of paper (5 points)
7. Count the number of pets owned by your group (20 points)
8. Assign a nickname to each member of the team (5 points)
9. Create name cards for each team member (5 points; bonus 5 points if you use your team nicknames)
10. Make a tower out of the materials owned by your group (10 points)
11. Convince a member of another team to join you (20 points)
12. Name your team and come up with a slogan (5 points for the name, 5 points for the slogan)
13. Make a list of what your team wants out of the workshop (15 points)
In fact, you can build any type of ritual in three easy steps.
Identify the Task.
Identify the Time and/or Trigger.
Identify the Sub-Tasks.
Establish a ritual for half an hour before you sleep. This might include:
filling out your Productivity Journal for the next day, enjoying a cup of tea, taking a warm bath, performing some stretches...
All of these activities will help you wind down and sleep better.
It is best to try to go to bed at around the same time every night, too.
Take a half hour each weekend to plan meals for the next week, including lunches and suppers.
Then, make a grocery list and get everything you will need.
Appliances like slow cookers and delayed-start ovens can also help you make sure supper is ready when you are.
Try to exercise for one hour three times a week, or half an hour each day.
One easy way is to go for a brisk walk at lunch, or do yoga in the morning before work.
Instead of checking e-mail, news, and Web sites throughout the day, set aside one or several periods. Then, batch and sequence your activities.
Set up a system for maintaining your Productivity Journal.
In the morning, perform your tasks in an organized, routine manner. You can also lay out your clothes and prepare your lunch the night before for maximum efficiency.
We use the PAT approach to prepare for and schedule meetings.
: What is the purpose of the meeting?
: This is the backbone of the meeting. It should be created well in advance of the meeting, sent to all participants and observers, and be used during the meeting to keep things on track.
: How long will the meeting be? Typically, meetings should not exceed one hour.
Instant Messaging and Chat Rooms
E-mail Lists and Online Groups
Maha Sabry, MBA
Goals, in and of themselves, do not provide any happiness. Goals that are in harmony with our life purpose do have the power to make us happy
A large part of goal setting is not just identifying
what you want
, but also identifying
what you must give up in your life in order to get it
. Most people are unwilling to make a conscious decision to give up the things in their life necessary to achieve their goals.
80% of value is achieved with the first 20% of effort
Project teams commonly report that a task is almost completed after a short time. A long time may pass after that before they report any further progress.
80% of sales come from 20% of your clients
Many businesses are dependent on their largest accounts.
Say no, followed by an honest explanation.
Say no and then briefly clarify your reasoning without making excuses.
Say no, and then give an alternative.
Empathetically repeat the request in your own words, and then say no.
Say yes, give your reasoning for not doing it, and provide an alternative solution.
Provide an assertive refusal and repeat it no matter what the person says.
Your short term memory can hold only an average of seven items. (This is why most North American phone numbers are seven digits long.)
Don’t overburden your mind by trying to remember –
write it down!
The general idea is to fill your glass jar first with rocks. Plan each day around your most important tasks that will propel you toward achieving your goals.
These represent your highest priority projects and deadlines with the greatest value, often important, but not urgent tasks that move you toward your goals.
: Next, fill in the space between the rocks with pebbles.
These represent tasks that are urgent, and important, but contribute less to important goals. Without proper planning, these tasks are often unexpected, and left unmanaged, can quickly fill your day. Working to reduce these tasks will give you more time to work toward your goals.
: Now add sand to fill your jar. In other words, schedule urgent, but not important tasks, only after important tasks. These activities are usually routine or maintenance tasks that do not directly contribute to your goals.
: Finally, pour water into your jar. These trivial time-wasters are neither important nor urgent and take you away from working toward high return activities and your goals.
• No clear deadline
• Inadequate resources available (time, money, information, etc.)
• Don’t know where to begin
• Task feels overwhelming
• No passion for doing the work
"If the first thing you do each morning is to eat a live frog, you can go through the day with the satisfaction of knowing that that is probably the worst thing that is going to happen to you all day long!"
"If you have to eat two frogs, eat the ugliest one first!"
Finally, "If you have to eat a live frog, it does not pay to sit and look at it for a very long time!"
is the fear of throwing things away. News media have reported several cases of people dying under avalanches of clutter in their own homes.
Remember, two heads are better than one!
Use email as Time saver not Time waster
Looking at Myself
What are my governing values in life?
What are my priorities in life?
What is my purpose in life/ what is my mission statement?
What are my roles in life right now?
What are my goals in life?
According to Brian Tracy’s book Goals, fewer than 3% of people have clear, written goals, and a plan for getting there.