1. Developing an Effective Personality Copyright, 1999 © Jerzy R. Nawrocki Jerzy.Nawrocki@put.poznan.plwww.cs.put.poznan.pl/~nawrocki/mse/psp/ Personal Software Process Lecture 4

2. J. Nawrocki, PSP, Lecture 4 Introduction “.. new hires do not know how to communicate, they have insufficient (..) preparation for working as part of a team, they lack ability to manage their individual work in an effective and productive manner..” ?

3. J. Nawrocki, PSP, Lecture 4 Introduction Balanced self-renewal: sharpen the sawBalanced self-renewal: sharpen the saw Creative co-operation: synergizeCreative co-operation: synergize Empathic communication: seek first to understand, then to be understoodEmpathic communication: seek first to understand, then to be understood Interpersonal leadership: think win/winInterpersonal leadership: think win/win Personal management: put first things firstPersonal management: put first things first Personal leadership: begin with the end in mindPersonal leadership: begin with the end in mind Personal vision: be proactivePersonal vision: be proactive

4. J. Nawrocki, PSP, Lecture 4 Plan of the lecture IntroductionIntroduction Personal visionPersonal vision Personal leadershipPersonal leadership Efficient time managementEfficient time management Effective time managementEffective time management DelegationDelegation Public victory principlesPublic victory principles

5. J. Nawrocki, PSP, Lecture 4 Personal vision Psychic determinism Psychic determinism Your parents did it to you. Your parents did it to you. Environmental determinism Environmental determinism Your boss did it to you. Your boss did it to you. Genetic determinism Genetic determinism Your grandparents did it to you. Your grandparents did it to you.

6. J. Nawrocki, PSP, Lecture 4 Personal vision Response Stimulus Freedom to Choose Self- awareness Independentwill Imagination Conscience

7. J. Nawrocki, PSP, Lecture 4 Personal vision Proactivity > taking initiative Proactivity ~ responsibility Responsibility = response-ability REACTIVE PEOPLE.. PROACTIVE PEOPLE.. REACTIVE PEOPLE.. PROACTIVE PEOPLE.. are affected by the weather are value driven are affected by the weather are value driven when people treat them well are still influenced by when people treat them well are still influenced by they behave well external stimuli but their they behave well external stimuli but their response is value-based response is value-based

8. J. Nawrocki, PSP, Lecture 4 Personal vision Reactive language Proactive language There’s nothing I can do. That’s just the way I am. Let’s look at our alternatives. I can choose a different approach.

9. J. Nawrocki, PSP, Lecture 4 Personal vision Reactive language Proactive language He makes me so mad. I must.. I control my own feelings. I decide to..

10. J. Nawrocki, PSP, Lecture 4 Circle of Influence Personal vision Circle of Concern Reactive focus

11. J. Nawrocki, PSP, Lecture 4 Circle of Influence Personal vision Circle of Concern Proactive focus

12. J. Nawrocki, PSP, Lecture 4 Personal vision Three kinds of problems: no control no control indirect control (public victories) indirect control (public victories) direct control (personal victories) direct control (personal victories)

13. J. Nawrocki, PSP, Lecture 4 Personal vision Lord, give me the courage to change the things which can and ought to be changed, the courage to change the things which can and ought to be changed, the serenity to accept the things which cannot be changed, andthe serenity to accept the things which cannot be changed, and the wisdom to know the difference.the wisdom to know the difference. - Alcoholics Anonymous prayer

14. J. Nawrocki, PSP, Lecture 4 Plan of the lecture IntroductionIntroduction Personal visionPersonal vision Personal leadershipPersonal leadership Efficient time managementEfficient time management Effective time managementEffective time management DelegationDelegation Public victory principlesPublic victory principles

15. J. Nawrocki, PSP, Lecture 4 Personal leadership Leadership  management “Management is doing things right; leadership is doing the right things.” - Peter Drucker & Warren Bennis Leadership: defining the aims and setting the goals

16. J. Nawrocki, PSP, Lecture 4 Personal leadership Personal leadership: who I would like to be ? In 3 years from now, in 10 years,.. Begin with the end in mind Effectiveness vs. efficiency The visualisation technique All things are created twice

17. J. Nawrocki, PSP, Lecture 4 Personal leadership What you want to be ? (character)What you want to be ? (character) What you want to do ? (contributions and achievements)What you want to do ? (contributions and achievements) What are the values and principles upon which being and doing are based ?What are the values and principles upon which being and doing are based ? A personal mission statement

18. J. Nawrocki, PSP, Lecture 4 Personal leadership Identifying roles and goals A worker A worker A citizen A citizen A friend... A friend... A father / mother A father / mother A son / brother A son / brother A husband / wife A husband / wife

19. J. Nawrocki, PSP, Lecture 4 Personal leadership Leadership > writing a mission statement A good affirmation is personal personal positive positive in present tense in present tense visual visual emotional emotional It is deeply satisfying (emotional) that I (personal) respond (present tense) with wisdom, love, firmness and self-control (positive) when my children misbehave. Visualisation & affirmation

20. J. Nawrocki, PSP, Lecture 4 Plan of the lecture IntroductionIntroduction Personal visionPersonal vision Personal leadershipPersonal leadership Efficient time managementEfficient time management Effective time managementEffective time management DelegationDelegation Public victory principlesPublic victory principles

21. J. Nawrocki, PSP, Lecture 4 Efficient time management Read selectively Have a place for everything and keep everything in its place

22. J. Nawrocki, PSP, Lecture 4 Efficient time management Reserve some time during the day when others don’t have access to youReserve some time during the day when others don’t have access to you Do one important thing at a time but several trivial things simultaneously.Do one important thing at a time but several trivial things simultaneously. Do something productive while waiting.Do something productive while waiting. Make a list of some 5- or 10-minute discretionary tasks.Make a list of some 5- or 10-minute discretionary tasks. Save your best time for important matters.Save your best time for important matters.

23. J. Nawrocki, PSP, Lecture 4 Read a book Attend two lectures Meet Adam Efficient time management Make a list of things to perform today Prioritise you tasks !!! Very important ! Important ? Not so important ??? Unimportant

24. J. Nawrocki, PSP, Lecture 4 Efficient time management Keep track of time use.Keep track of time use. Don’t put things off.Don’t put things off. Set deadlines.Set deadlines. Finish at least one thing every day.Finish at least one thing every day. Divide up large tasks.Divide up large tasks. Don’t worry about anything continually.Don’t worry about anything continually. Don’t over-schedule the day.Don’t over-schedule the day.

25. J. Nawrocki, PSP, Lecture 4 Plan of the lecture IntroductionIntroduction Personal visionPersonal vision Personal leadershipPersonal leadership Efficient time managementEfficient time management Effective time managementEffective time management DelegationDelegation Public victory principlesPublic victory principles

26. J. Nawrocki, PSP, Lecture 4 Effective time management Things which matter most must never be at the mercy of things which matter least. - J. Goethe Effective vs. efficient time management Effective time management: put first things first put first things first

27. J. Nawrocki, PSP, Lecture 4 Effective time management 4. The focus should be on ourselves instead of things and time; what really matters is relationships and results 3. Prioritisation, setting goals (long-, intermediate- and short-term), daily planning, scheduling the tasks 2. Calendars and appointment books 1. Notes and checklists Four generations of time management

28. J. Nawrocki, PSP, Lecture 4 Effective time management Not important Important Urgent Not urgent I Crises, pressing problems, deadline-driven projects III Interruptions, some calls, some mail, some reports, some meetings, pressing matters, popular activities II Prevention, relationship building, planning, recreation, recognising new opportunities IV Trivia, busy work, some mail, some phone calls, time wasters, pleasant activities

29. J. Nawrocki, PSP, Lecture 4 Effective time management Not important Important Urgent Not urgent I Results: Stress, burnout, crisis management, always putting out fires III Results: Short-term focus, crisis management, see goals and plans as worthless, out of control, feel victimised II Results: Vision, perspective, balance, discipline, control, few crises IV Results: Total irresponsibility, fired from jobs, dependent on others or institutions for basics

30. J. Nawrocki, PSP, Lecture 4 Let’s go for fishing Effective time management To say “yes” to important Quadrant II priorities, you have to learn to say “no” to other activities, sometimes apparently urgent things. No, thank you

31. J. Nawrocki, PSP, Lecture 4 Effective time management Requirements for a quadrant II organiser Coherence (mission and goals, priorities and plans) Coherence (mission and goals, priorities and plans) Balance (between the roles) Balance (between the roles) Quadrant II focus (a weekly basis) Quadrant II focus (a weekly basis) A “people” dimension A “people” dimension Flexibility (tailoring the tool) Flexibility (tailoring the tool) Portability (palmtop ?) Portability (palmtop ?)

32. J. Nawrocki, PSP, Lecture 4 Effective time management Quadrant II activities Identifying roles Identifying roles Writing the mission statement Writing the mission statement Selecting goals Selecting goals Scheduling Scheduling Daily adapting Daily adapting

33. J. Nawrocki, PSP, Lecture 4 Plan of the lecture IntroductionIntroduction Personal visionPersonal vision Personal leadershipPersonal leadership Efficient time managementEfficient time management Effective time managementEffective time management DelegationDelegation Public victory principlesPublic victory principles

34. J. Nawrocki, PSP, Lecture 4 Delegation Delegation increases our production capability Two kinds of delegation: gofer delegation gofer delegation stewardship delegation stewardship delegation

35. J. Nawrocki, PSP, Lecture 4 Delegation Five aspects of stewardship delegation Desired results Desired results Guidelines Guidelines Resources Resources Accountability Accountability Consequences Consequences

36. J. Nawrocki, PSP, Lecture 4 Plan of the lecture IntroductionIntroduction Personal visionPersonal vision Personal leadershipPersonal leadership Efficient time managementEfficient time management Effective time managementEffective time management DelegationDelegation Public victory principlesPublic victory principles

37. J. Nawrocki, PSP, Lecture 4 Public victory principles Think win / win (or no deal)Think win / win (or no deal) Seek first to understand, then to be understoodSeek first to understand, then to be understood SynergizeSynergize

38. J. Nawrocki, PSP, Lecture 4 Summary Be proactive Begin with the end in mind Efficient / effective time management Put first things first Delegate tasks Think “win/win or no deal” Seek first to understand.. Synergize

39. J. Nawrocki, PSP, Lecture 4 Further readings Stephen R. Covey, The Seven Habits of Highly Effective People, Simon & Schuster, London, 1992. David Whetten, K. Cameron, M. Woods, Developing Management Skills for Europe, Addison-Wesley, Harlow, 1994.

40. J. Nawrocki, PSP, Lecture 4 Homework Define your rolesDefine your roles Write your mission statementWrite your mission statement Design your planning toolDesign your planning tool Prepare your plan for the next weekPrepare your plan for the next week

41. J. Nawrocki, PSP, Lecture 4 Quality assessment 1. What is your general impression ? (1 - 6) 2. Was it too slow or too fast ? 3. Did you learn something important to you ? 4. What to improve and how ?