Time Management.docx

Time Management.docx

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TimeManagement

TimeManagement

AboutthisTopic:

TimeManagement

TopicMentor

DavidStauffer

DavidStaufferisabusinesswriterwhoheadsthecorporatewritingfirmStaufferBuryInc.Heistheauthoroffourbooksaboutcorporatesuccess,allpublishedbyJohnWiley&Sons,anddozensofarticlesonbusinessmanagementfor HarvardManagementUpdate, AcrosstheBoard,the WallStreetJournal,andotherpublications.Asacontractortocorporationsandbusinessassociations,Davidhaswrittenseveralhundredannualreports,investmentprospectuses,industryprofiles,andmanagementinformationnewsletters.

TopicSourceNotes

Learn

StephenR.Covey,RogerMerrill,andRebeccaR.Merill. FirstThingsFirst:

ToLive,toLove,toLearn,toLeaveaLegacy.NewYork:

Simon&Schuster,1995.

HarvardBusinessSchoolPublishing. TimeManagement.Boston:

HarvardBusinessSchoolPress,2004.

AlexMacKenzie. TheTimeTrap:

TheClassicBookonTimeManagement.NewYork:

AMACOM,1997.

WilliamOncken. ManagingManagementTime:

Who'sGottheMonkey?

NewYork:

PrenticeHallTrade,1987.

JimTemme. ProductivityPower:

250GreatIdeasforBeingMoreProductive.Mission,KS:

SkillPathPublications,Inc.,1993.

Steps

HarvardBusinessSchoolPublishing. TimeManagement.Boston:

HarvardBusinessSchoolPress,2004.

AlexMacKenzie. TheTimeTrap:

TheClassicBookonTimeManagement.NewYork:

AMACOM,1997.

WilliamOncken. ManagingManagementTime:

Who'sGottheMonkey?

NewYork:

PrenticeHallTrade,1987.

Tips

StephenR.Covey,RogerMerrill,andRebeccaR.Merill. FirstThingsFirst:

ToLive,toLove,toLearn,toLeaveaLegacy.NewYork:

Simon&Schuster,1995.

HarvardBusinessSchoolPublishing. TimeManagement.Boston:

HarvardBusinessSchoolPress,2004.

JimTemme. ProductivityPower:

250GreatIdeasforBeingMoreProductive.Mission,KS:

SkillPathPublications,Inc.,1993.

Tools

HarvardBusinessSchoolPublishing. TimeManagement.Boston:

HarvardBusinessSchoolPress,2004.

WilliamOncken. ManagingManagementTime:

Who'sGottheMonkey?

NewYork:

PrenticeHallTrade,1987.

JimTemme. ProductivityPower:

250GreatIdeasforBeingMoreProductive.Mission,KS:

SkillPathPublications,Inc.,1993.

WhatWouldYouDo?

Whatwouldyoudo?

At5:

00P.M.Marisollookedupfromherdesktoseehercolleaguespackinguptogohome.Attherateshewasgoingshewouldbeintheofficetillmidnight.Asshestareddownather"to-do"list,shesighedindismay.Threecriticaltasksremained.Whathadshebeendoingalldayandwhyhadn'tshegottentothesetasks?

Shereviewedherday.ThemorningwasspentwithTonytalkingabouthismonthlyreports.Lunchtimewasusedtoreplytoover20e-mailmessages.Andthentheafternoonwasconsumedbyacustomerservicerequestthatshouldhavebeenhandledbysomebodyelse.Whatwasthepointofallher"to-do"listsandcarefulplanningifshewasn'tgettingtotheworkthatshereallyneededtodo?

HowcanMarisolblossomintoabrillianttimemanager?

Whatwouldyoudo?

Marisolshouldbeginbyreviewingherlong-termorganizationalgoals.Byevaluatingandprioritizinghertopobjectives,Marisolwillbeabletoseewheresheshouldand shouldnot bespendinghertime.Thenextstepistobreakhergoalsdownintomanageabletasksandlistallthestepsnecessarytoachieveeachtask.Next,sheshouldestimatehowmuchtimeeachtaskoractivitywilltakeandsetdeadlinesforcompletion.Sheshouldblockoutbigchunksoftimeinhercalendartoensurethatshemakestimetoaccomplishthesetasks.Mostimportantly,sheshoulddoeverythingshecantoavoidinterruptionsthatwastehertimeortakeherawayfromherprimarygoals.

Inthistopic,you'lllearnhowtoidentifythejobsthataremost—andleast—important,focusyourtimeonthemostcriticaltask,andavoidtimewasters.

Howdoyoumanageyourtimetocompleteyourdailyobjectivesandlong-termtasks?

TopicObjectives

Thistopichelpsyou:

∙Analyzehowyoucurrentlyspendyourtimeandpinpointopportunitiesforimprovement

∙Identifywhichtasksaremostcriticaltoachievingyourlong-termgoals

∙Planyourtimeefficientlyusingschedulingtools

∙Controltime-wasters

∙Putyourscheduleintoaction,evaluateitalongtheway,andmodifyitasneeded

Thebenefitsofusingyourtimemoreeffectively

E-mail.Voicemail.Meetings.Paperwork.Directreportswhocontinuallyaskforhelporbringyoutheirproblems.Howcanyoubeanaccessible,responsiblemanager—yetactuallygetworkdoneandaccomplishyourhighest-prioritygoalsatthesametime?

Youneedtomanageyourtimeskillfully. Timemanagement isthedisciplineoforganizing,allocating,andcontrollingtimeyouuseforactivitiesinsuchawaythatyouachieveyourdesiredresults.Timemanagementforcesyoutobeexplicitaboutwhatyouvalueandhelpsyouassignyoureffortsaccordingly.

Usingyourtimemoreeffectivelygeneratesimportantbenefitsforyou and yourorganization.Forexample:

∙Youdevoteenergyandattentiontotheactivitiesthatmostsupportyourcompany'sobjectives.

∙Youeliminatedistractionsandremainfocusedonwhat'smostimportanttoyourdepartmentandorganization.

∙Youavoidthestressandevenburnoutthatcancomefromtryingtojugglethemanyconflictingdemandsonyourtime.

∙Youmodelgoodtime-managementbehaviors,soyouremployeesandpeerscanlearnfromyourexample.

∙Youimproveyouron-the-jobperformancewhichaddsmorevaluetoyourorganization,unit,andteams.

Clearly,acompanyinwhichleadersusetheirtimeeffectivelycangainanedgeoverthecompetition.Butmanagingyourtimeismorechallengingthanitmayseemonthesurface.

KeyIdea:

Disciplineandpractice

KeyIdea

Usingyourtimeeffectivelytakesdisciplineandpractice.Afour-stepprocesscanhelpyoumakethemostofthehoursyouhaveavailable:

1.Startbythinkingaboutyourmostimportanton-the-jobobjectives.Whattasksdoyouneedtocompleteinordertoachievethoseobjectives?

Howmuchtimeshouldyoubespendingonthosetasks?

Askyourselfthesequestionsfirsttoidentifyandprioritizeyourgoals.

2.Then,analyzehowyouspendyourtime. Often,managersthinkthey'reusingtheirtimetoaccomplishvitaltasks.Butinreality,they'respendingtimeonactivitiesthatdon'tenablethemtoachievetheirhigh-priorityobjectives.Forexample,theysquanderhourseachdayratherthanplanninglong-termstrategyfortheirdepartment.Touseyourtimemoreeffectively,youneedtofigureouthowyou'reactuallyspendingyourtime—andcompareittohowyoushouldbeallocatingit.Thisprocesswillhelpyoutoidentifyineffectivetime-managementpractices.

3.Nowyoucanscheduleyourtimemoreeffectively.Onceyouknowwhatyourgoalsare,howyou'reactuallyspendingyourtime,andwhichineffectivetime-managementpracticesyou'refallingpreyto,youcanchangethewayyouscheduleyourtime.Thatincludesusingtime-managementtoolsmoreeffectivelyandbuildingschedulesthatsupportyourpriorities.Italsomeansallocatingtimeforresolvingunexpectedproblemsandtakingadvantageofunplannedopportunities.

4.Continuallymonitorandimproveyourtime-managementstrategies.Onceyou'vecreatedaschedule,putitintoaction.Monitorwhathappens,identifyproblems,andfine-tuneyourtime-managementstrategiessothatyouconstantlyimprovethewayyou'reusingyourtime.

 Managingyourtimerequiresadisciplinedapproachandpractice.

Whataregoals?

Goalsarethestartingpointofeffectivetimemanagement.Theyactasacompass,pointingthewaytothethingsthatyoushouldbeconcentratingon.Identifyyourgoalsandyouwillknowwhatismostimportanttoaccomplishonadaily,weekly,andmonthlybasis.

Goalsetting isaformalprocessofdefiningoutcomesworthachieving.Whenyousetgoals,youcommittooutcomesthatyoucanaccomplishpersonallyorthroughyourteam.Bysettinggoalsandmeasuringtheirachievement,youcan:

∙Focusonwhatismostimportant

∙Provideaunifieddirectionforyourteam

∙Devotelessenergytonon-criticaltasks

∙Avoidtime-wasters

∙Motivateyourself

∙Boostoveralljobsatisfaction

Goalsvaryintermsoftimeframesandimportance.Thus,it'svitaltounderstandhowtocategorizeandprioritizethem.

Typesofgoals

Goalscanbecategorized—inorderofimportance—ascritical,enabling,ornice-to-have.Thetablebelowoutlinesthedifferences.

TYPESOFGOALS

GoalType

Definition

Example

Critical

Objectivesthatmustbeaccomplishedinorderforyourdepartmentorunittocontinuerunningsuccessfully

Foraprojectmanager,completingatwo-yearprojectontimeandwithinbudgetwouldbeacriticalgoal.

Enabling

Objectivesthatcreateamoredesirablebusinessconditioninthelongrunortakeadvantageofabusinessopportunity

Foraproduct-developmentmanager,providingtrainingthatenableshisorherteamtoworkmoreeffectivelywouldbeanenablinggoal.

Nice-to-have

Objectivesthatenhanceyourbusiness—bymakingactivitiesfaster,easier,ormoreappealing—butdon'trevolutionizeyourbusiness

Foraunitmanager,developinganewexpense-reportingformthat'seasiertocompleteandtakeslesstimetofilloutthanthecurrentformwouldbeanice-to-havegoal.

Yourcriticalandenablinggoalsare most crucialandshouldguidethewayyoumanageyourtime.

Alignyourgoals

Managersshouldcreateasetofcascadinggoals,beginningwithcompanygoals.Unitgoalsshould,inturn,supportcompanygoals.Individualgoalsshouldthensupporttheunitgoals.Thesethreelevelsofgoals—company,unit,andindividual—shouldbealignedandcommunicatedsothatanindividualemployeecansay（withoutprompting）:

"Ourcompany'sgoalisto_____________.Mydepartment'scontributionto