1. time
management
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2. objectives
I will learn techniques that will help me to direct my work life instead of merely managing my time.
I will learn a framework for developing a mission and vision that gives purpose and direction to my work.
I will learn how to prioritize my highest-leveraged activities, leading to significant increases in productivity.
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3. time the complete six-step process connect to mission review roles
identify goals
organize weekly
exercise integrity
evaluate
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4. time the clock and the compass the clock commitments appointments
schedules
goals
activities
What we do and how we manage our time.
the compass
vision
values
principles
conscience
direction
What we feel is important and how we lead our lives.
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5. time traditional time management first generation—notes and checklists
second generation—planning and preparation
third generation—planning, prioritizing and controlling
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6. time first generation go with the flow based on reminders
attempt to keep track of things you do with your time
simple notes and checklists
carry lists with you and refer to them in order to remember
incomplete tasks put on tomorrow’s list
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7. time first generation strengths weaknesses flexible
responsive to people
not over-structured
less stress
tracks to-do’s
weaknesses
no real structure
things fall through cracks
commitments suffer
little accomplished
crisis to crisis
first things— things right in front of you
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8. planning and preparation
second generation
planning and preparation
calendars and appointment books
efficiency in goal setting and planning ahead
make appointments, write down commitments, identify deadlines
may keep information on computer or network
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9. time second generation strengths weaknesses
tracks commitments and appointments
more accomplished through planning and goal setting
more effective meetings and presentations due to preparation
weaknesses
puts schedule over people
accomplish more of what you want—not necessarily what is needed or fulfilling
independent thinking —see people as means or barriers
first things– those that are on the schedule
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10. planning, prioritizing and controlling
third generation
planning, prioritizing and controlling
have spent time clarifying values and priorities
set long, medium, and short-term goals to attain values, prioritizes on a daily basis
uses wide variety of planners and organizers, with detailed forms for daily planning
gets more done in less time-- but still feels frustrated
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11. time third generation strengths weaknesses
assumes responsibility for results
connects with values
taps into the power of long, medium, and short-term goals
translates values into goals and actions
gives structure and order to life
weaknesses
can lead to false sense of control, pride
power of vision untapped
can lead to guilt, imbalance of roles
less flexibility/spontaneity
first things set by urgency and values
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12. time fourth generation life leadership
puts people ahead of schedules, compasses ahead of clocks
uses the best of generations 1, 2, and 3
you want to lead a life of meaning and contribution, with balance
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13. Why is there a need for the fourth generation of time management?
elements
effectiveness
principles
leadership
relationships
puts first things first
Why is there a need for the fourth generation of time management?
Well, one definition of insanity is to “keep doing the same things and expecting different results.”
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14. time understanding time
“A no uttered from the deepest conviction is better than a yes merely uttered to please, or what is worse, to avoid trouble.”
Mahatma Gandhi
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15. understanding time
“Why have a time log?
memory
energy
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16. time understanding time Urgent Not Urgent I. Quadrant of__________ II.
III.
IV.
important
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not important

17. time understanding time move into quadrant II
quadrant I—manage: the quadrant of necessity; things are both urgent and important
quadrant II—leadership and quality: the quadrant of focus; things are important but not urgent
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18. time understanding time move into quadrant II
quadrant III—(AVOID): the quadrant of deception; things are urgent but not important
quadrant IV—(AVOID): the quadrant of waste; things are neither important nor urgent
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19. time move into quadrant II How do I get there? The six step process
connect to mission
review roles
identify goals
organize weekly
exercise integrity
evaluate
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20. time step 1: connect with vision & mission
Consider the big picture. The key to this connection lies in the clarity of your vision around such questions as:
What is most important?
What gives your life meaning?
What do you want to be and do in your life?
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21. time step 2: identify your roles
we have important roles at work, in the family, in the community, or other areas of our lives
Roles represent responsibilities, relationships, and areas of contribution
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22. time step 3: select quad II goals for each role
what is the most important thing I could do for each role this week that would have the greatest positive impact?
consider the relationships for each role
review a “perhaps” list for ideas
identify the steps that need to be taken to achieve long-term goals
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23. time step 4: organize weekly
translating high leverage quad II goals requires a framework
most people are always trying to find time in their overflowing quad I/III schedules
They move, delegate, cancel, and postpone—all in hopes of “putting first things first”
the key is in scheduling your priorities, not prioritizing your schedule
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24. time step 4: organize weekly
Distinctive Elements of Effective Weekly Goals
they can be either an area of focus or a specific activity
they are usually quad II goals rather than typical “to-do’s” or daily action items
they are driven by conscience
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25. time tips to start your day Tip #1
preview your schedule—get your bearings:
review your compass
Look at the day in the context of the week
renew your power to respond to changes in a meaningful way
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26. time tips to start your day Tip #2
prioritize: identify activities as QI or QII—keeps QIII and IV out of your schedule
emphasizes the importance paradigm
keeps you aware of choices you make
must understand that prioritization includes only items that you’ve put in the framework
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27. time tips to start your day Tip #3
T planning: time sensitive activities on the right, any time activities on the left
makes for effective schedule decisions
Helps you remain sensitive to commitments
Best use of your time: remember importance rather than urgency!
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28. Should I carry out my plan or make conscience directed changes?
step 5: exercise integrity in the moment
Should I carry out my plan or make conscience directed changes?
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29. step 6: evaluate
To be successful, you must make successes of one week the foundation for the next. At the end of the week, ask yourself some questions:
What goals did I achieve?
What challenges did I encounter?
What decisions did I make?
Did I keep “first things first?”
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30. different ways to evaluate
step 6: evaluate
different ways to evaluate
mark accomplished goals on weekly compass
keep a journal or daily log and review
review past weekly compasses
ask specific questions about your performance and actions
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31. time step 6: evaluate weekly evaluation
What did I learn from the week as a whole?
Am I setting goals that are realistic but challenging?
Have I been effective in work related communications?
Have I been successful in maintaining a Quad II perspective?
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32. A journey of a thousand miles must begin with a single step.
closing thought
A journey of a thousand miles must begin with a single step.
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