2Making Time for What Matters Most 4/11/2017Making Time for What Matters MostBETH:Risë Legato, a Sr. Employee Development & Training Specialist at NJ Transit, has been with TRANSIT for 28 months. Her forte is instructional design and adult learning, and as you may recall, Risë was a co-facilitator when NJ TRANSIT and the APTA Board Support Subcommittee hosted the webinar on Resolving Conflict in August,Chinor Lee, also a Sr. Employee Development & Training Specialist at NJ Transit, empowers NJ Transit employees to become more proficient in their computer and workplace knowledge by making training accessible, lively, and engaging.
3Introductions Risë Maria Legato Chinor Lee 4/11/2017IntroductionsRisë Maria LegatoSr. Employee Development & Training SpecialistChinor LeeRISË: Good day everyone! My name is RISË Legato and I would like to welcome you to the second webinar sponsored by the APTA Board Support Subcommittee and NJ TRANSIT. Our topic today is an intriguing look at the concept of time management as perceived by Dr. Stephen Covey, noted author and business management expert. My colleague, Chinor Lee and I, will be conducting the webinar. Chinor – would you like to say a few words?CHINOR: Good day everyone. Glad that I can be with you today.RISË: Thanks Chinor –RISË : TRANSITION STATEMENT TO MOVE SLIDE: Let’s move on to our webinar objectives
4Objectives Compare the terms efficient and effective 4/11/2017ObjectivesCompare the terms efficient and effectiveIntroduce time management toolEncourage personal reflection on what matters mostRISË: While looking at this slide you will note we have 3 objectives. One, we are going to compare the terms efficient and effective. From there we will introduce a time management tool. Finally, we want to encourage personal reflection on what matters most from a professional standpoint.RISË : TRANSITION STATEMENT TO MOVE SLIDE: Now that we know our objectives, let’s see how we’re going to hit our targets.
5Agenda Polling Question Dr. Stephen Covey background 4/11/2017AgendaPolling QuestionDr. Stephen Covey backgroundTime Management MatrixQ&ACHINOR: On this slide you can see our agenda for today’s webinar which includes:A polling question which we asked all of you when you registeredBackground information on Dr. Stephen CoveyFrom there we will begin to look closer at Covey’s Time Management MatrixAnd finally ending with a Q&A sessionAll of that will take approximately 35-40mins and once we get to the Q&A section, our moderator will provide instructions on how you can submit questions.Just to give you a little background about this webinar -the topic was chosen by APTA’s Board Support Subcommittee. In preparation for this webinar, NJ TRANSIT researched this topic for CONTENT as it would apply to the Board and Board Support staff.We did our research by calling transit properties and did some benchmarking to identify issues or causes for concern as it pertains to time management. The final product you see today is a roll-up of this effort.Once you learn about the matrix, you will be able to apply what you learn right away. In fact, it may help you re-evaluate or shuffle what is on your desk right now!RISË : A Time Management Matrix? What is that?CHINOR: Think of it as a 2x2 box, or better yet the game Four Square many of us played as kids. For Covey it is really just a model used to provide structure to time. But let me slow down, we’ll get to the ins and outs of the matrix soon.CHINOR: TRANSITION STATEMENT TO MOVE SLIDE: We would like to begin our session by determining how many of you, aside from this webinar, had any training in time management within past the 12 months. Recall we asked you a polling question at the time you registered for this webinar. Let’s take a look at some of the responses to that.
6RISË: REFERENCE CHART ABOVE 4/11/2017RISË: REFERENCE CHART ABOVEAs our graph indicates, there are a variety of ways to educate oneself on the topic of time management. We see that the majority of you learned about this topic from ____________________________.If this is your first introduction to time management, we hope to provide a baseline education for you on this topic. If you have experience in this topic, we hope to infuse some new ideas or new learning to what you already know. As a matter of fact, some of you may have learned several time management techniques from Sarah Merkle’s webinar on “Board Meetings: Achieving Efficiency and Productivity,” which was presented to the APTA Board Support last February. There was definitely great information presented there so we are going to look at time management from a slightly different perspective.RISË : TRANSITION SLIDE: To help us do that, let’s take a look at a quote from Dr. Stephen Covey.
74/11/2017“The key is not to prioritize your schedule but to schedule your priorities.”~Dr. Stephen R. CoveyRISË: As we look at this slide concerning success and failure, we can think of this quote from Covey, “The key is not to prioritize your schedule but to schedule your priorities.” As we progress through this webinar we will reference this quote which will provide a foundation and understanding on how Covey views time and time management.RISË : TRANSITION STATEMENT TO MOVE SLIDE: So, let’s take a look at a brief bio of Stephen Covey.
8Dr. Stephen Covey Successful author Professor Consultant 4/11/2017Dr. Stephen CoveySuccessful authorProfessorConsultantManagement expertRISË: As our slide indicates Covey was accomplished in many areas. He was a successful author, professor, consultant, and management expert who questioned ‘what makes successful people successful?’From his studies, Covey produced a best selling book titled The 7 Habits of Highly Effective People, which you may have heard of. Published in 1989, it sold over 20 million copies and was translated into 40 different languages.In this publication, Covey presents a holistic, principle-centered approach for solving personal and professional problems.Covey was a bit baffled by his success. He said he was simply telling people what he thought they already knew.CHINOR: RISË, isn’t it amazing how Covey’s 7 Habits acted as a spring board for his additional publications? Think about it - After the 7 Habits book was published, Covey began to expand on each habit to create other publications.RISË: Yes, Chinor, that’s correct. Did I ever tell you that I had the pleasure of hearing Covey at The Grand Ole Opry in Nashville several years ago?CHINOR: No – I didn’t know that.RISË: Yes, this was the first and last time I ever saw him speak and although he passed away in 2012, his life’s work lives on.RISË : TRANSITION STATEMENT TO MOVE SLIDE: As we move along in the webinar we’ll see how our topic on time management is linked to Covey’s philosophy concerning time and what makes people highly effective. Let’s review some critical terminology that Covey uses regarding time, OK?Photo: Tim Pearson/Better Life Media
9Effective Efficient vs. 4/11/2017EffectiveRISË: On this slide we’re showing you two common tools used to direct us, the clock and the compass. Covey uses them as metaphors in which the clock represents that which is efficient and the compass represents that which is effective.Efficient and effective are very common business terms. However, many people mix the meanings and use the terms interchangeably where, in reality, the meaning and the outcome for each term is very different.RISË : TRANSITION STATEMENT TO MOVE SLIDE: Let’s take a closer look at the differences in these words and their implication.Efficient
104/11/2017EfficientCHINOR: This CLOCK embodies “efficient” and urgent in this rush, rush society where we live, which leaves us with a sense of anxiety. The CLOCK represents all of the controls in our lives – such as schedules, activities, and how we manage that. Normally, we would pride ourselves in being efficient.Efficient implies we can multitask, make good use of our time, and do things correctly. We are under the impression that if we are efficient we can “save time” and that will allow us to “create more time” when in reality – according to Covey – this is a fallacy.Traditionally when we think about the concept of time management, we were taught that any of our time management problems were the result of “inefficient allocation of resources.”But being efficient, according to Covey, is only one part of the equation.CHINOR: TRANSITION STATEMENT TO MOVE SLIDE: Now that I’ve piqued your interest, time to review another part of the equation in the world of Covey, the compass.
114/11/2017EffectiveCHINOR: Our COMPASS, on the other hand, is a metaphor for being effective. It represents our vision, values, principles, mission, conscience, direction – all that we feel is important in how we lead our lives. The compass helps us to find our NORTH – which centers us.Effective means doing the “right” thing that will produce the intended or expected result. A simple way of distinguishing between efficient and effective is that “Being efficient is doing things right, while being effective is doing the right things.”When we interviewed some of you for the content of this webinar, you shared with us personal and work related examples of what this might look like.Our intent today is to help you maximize your effectiveness by leveraging your efficiency.As we go through this time management tool, you will discover many of the examples mapped perfectly to Covey’s concept of efficient vs. effective.Many people, when learning about time management, ask the question, “What is more important, being efficient or being effective?” In theory and practice, it is not either/or but rather a both/and proposition. Too often we get bogged down in the means and lose sight of the end. Covey reinforced this concept when he coined the phrase “Begin with the end in mind.”CHINOR: TRANSITION STATEMENT TO MOVE SLIDE: We’ve briefly mentioned the 7 Habits, so to satisfy your curiosity, let’s take a look at them.
127 The Habits of Highly Effective People Be proactive 4/11/2017The Habits of Highly Effective People7RISË: Listed on this slide are Covey’s 7 Habits of Highly Effective People. The purpose of this webinar is not to speak to each of the 7 Habits, but rather to concentrate on habit number 3, Put First Things First, and its impact on our understanding of time management.RISË : TRANSITION STATEMENT TO MOVE SLIDE: Let’s take a closer look at FIRST THINGS FIRST. Chinor – take it away.Be proactiveBegin with the end in mindPut first things firstThink win-winSeek first to understand, and then to be understoodSynergizeSharpen the sawPhoto: Tim Pearson/Better Life Media
134/11/2017CHINOR:This habit, put first things first, examines the interplay in the relationship between efficient and effective. And one of the major outgrowths of habit number 3, is the Time Management Matrix.When we go through the matrix, we’ll see how to delineate between important vs. non-important tasks as well as what can be defined as urgent and non-urgent matters. We’ll be touching upon real life examples from our interview process with you and see how putting “first things first” guides us in our daily activities.CHINOR: TRANSITION STATEMENT TO MOVE SLIDE: Just to make this more concrete let’s take a look at the framework or matrix we just spoke about.Photo: Tim Pearson/Better Life Media
14Covey’s Time Management Matrix 4/11/2017URGENTNOT URGENTIMPORTANTRISË : Right now, you don’t see much beyond 4 squares. Over the next 20-25mins we will build a simple yet elegant model to help you schedule your priorities, and to a lesser degree prioritize your schedule as we noted earlier in the webinar by showing you the success/failure quote from Covey.CHINOR: That’s an excellent way of looking at the matrix Rise. Covey theorized that when we are looking at managing our time as well as ourselves, we need to define our activities by levels of importance as well as levels of urgency.Important activities are those things in which you find worth and contribute to your mission, values and goals. Urgent activities are those things in which you or others feel are in need of immediate attention.Covey expands on the concept of Important and Urgent and plots the two elements on a matrix, along with their counterparts. In doing so, we have a 4 quadrant matrix in which, Covey theorizes, we can categorize all of our activities.On the left of our matrix, or the vertical axis, Covey has listed those activities which are either “Not Important” or “Important.”At the top, or the horizontal axis, activities are listed as either “Urgent” or “Not Urgent.”Where the 4 categories intersect we encounter our 4 quadrants.CHINOR: TRANSITION STATEMENT TO MOVE SLIDE: In the spirit of putting first things first, let’s review Quadrant I, which represents the intersection of those things which are both Important and Urgent.NOT IMPORTANT
15Covey’s Time Management Matrix 4/11/2017URGENTNOT URGENTCrisesPressing ProblemsDeadline-driven Projects, Meetings, PreparationsIIMPORTANTCHINOR: Now we are in Quadrant I which represents those activities which are both urgent and important. As you can see in the upper left corner we’ve listed some examples which include dealing with a crisis, a pressing problem that needs your immediate attention, and deadline driven activities. And I am sure you could add others to the list.When we interviewed Board Support staff , we asked the question, “How do you usually decide what needs to get done first?” The majority of you responded with the term “a crisis situation.” For all of you, a crisis situation is something that is important and requires immediate response.Unfortunately, it looks like everyone we interviewed is familiar with working within the confines of Quadrant I.To provide an example of something that is urgent and important, let’s consider some items that you discussed with us during our phone interviews with you :Board packet updates—meaning—after the packet was finalized something comes up and the package has to be redone. ORSome of you mentioned that taking care of a Board member’s request is important but not always urgent. This becomes a difference of opinion when “who” is doing the asking and for what purpose. So, for some of you, meeting the needs of a board member can be both urgent and important.So, QUADRANT I is equivalent to being in a “burning” building. When you come to work, you may feel that you are fighting fires all day long without getting much done. We know that this is part of your job, and to a certain extent you may have to address these items that are ‘beyond’ your control.If you’re ever left with the feeling – I came to work today but got nothing done – welcome to Quadrant I. Although it is evident that you will be in Quadrant I from time to time, we need to explore what happens when we reside in Quadrant I too often or too long. Are we putting ourselves at risk?CHINOR: TRANSITION STATEMENT TO MOVE SLIDE: Let’s look at some of the negative aspects of spending too much time in Quadrant I.NOT IMPORTANT
16Covey’s Time Management Matrix 4/11/2017URGENTNOT URGENTRESULTS:StressBurnoutIneffective, Reactive Crisis ManagementAlways Putting out FiresICRISËsPressing ProblemsDeadline-driven Projects, Meetings, PreparationsIMPORTANTCHINOR: While looking at the slide we can easily see what happens when we continually operate here. It can lead to stress, burnout, ineffective, reactive crisis management, and always putting out fires. There will be a point in time when we will cease to function well in what we do because if we always operate in crisis mode we can only be effective for so long. RISË, do you have any thoughts on the subject?RISË: When we went over the examples of what makes a situation “urgent and important” many of your responses were last minute changes, additional requests, or missing information and how this impacts the board packets. So, the question is, what control, if any, do board support members have in mitigating the time we spend in Quadrant I? Chinor, as you know, the important thing is to recognize that you’re in the situation in the first place. There’s an old adage that says, “When you find yourself in a hole, stop digging.” So we have to recognize the hole we’re in. The good news, as you will see on the next slide, shows there is a way out of Quadrant I.RISË: TRANSITION STATEMENT TO MOVE SLIDE: Here’s our remedy, Quadrant II!NOT IMPORTANT
17Covey’s Time Management Matrix 4/11/2017URGENTNOT URGENTCrisesPressing ProblemsDeadline-driven Projects, Meetings, PreparationsIPreparationPreventionPlanningClarificationRelationship BuildingEmpowermentIIIMPORTANTCHINOR: In Quadrant II, we see examples of activities that are NOT URGENT BUT IMPORTANT. As we review this list in Quadrant II: preparation, prevention, planning, clarification, relationship building, and empowerment there are similarities to what some of you shared with us in our interview process. Being in Quadrant II is a good thing.Note the difference between the activities in quadrant I vs. the activities in quadrant II.As we review each quadrant during this webinar, you will see why the best place to be is in Quadrant II. If we can remain and operate in this quadrant, we will have less stress and be more productive in doing what we need to do. That’s why working in Quadrant II is so key. You are working on important tasks while having adequate time to address them.Let’s think about the issues we have in Quadrant I and how we can use the activities of preparation, planning and prevention to help us. Suppose you know that there are stakeholders who are often late and therefore cause your deadlines to slip. If you plan in advance or build in time for their tardiness, you are not automatically pushed into crisis mode when they deliver their items late.In this case, from Quadrant II, we are preparing and planning as a means to prevent the inevitable crisis, which would put us in Quadrant I.Let’s take a look at another word from Quadrant II, and that word is “clarification.” When you Google the word it “means to make a statement or situation less confused and more comprehensible.” When we take the time to clarify we ensure that everyone is on the same page. This means that we can articulate expectations, anticipate needs and trouble shoot problems before they happen.RISË :And as Covey indicates, relationship building is also so important. If we work in a vacuum or don’t build alliances it will be difficult to be effective in our jobs. After all, many times we have to rely on others to get a job done. Let’s not overlook the possibility of building relationships with senior management.The last word in the quadrant, “empowerment,” is important too because this word gives us permission to act and be accountable for what we need to get done. So in reality we have the power to make things happen. Quadrant II empowers us to limit how much and how often we are dictated to by others or even by our own schedules. Empowerment is really an outgrowth of the previously mentioned items. If we feel empowered to get a job done, we will use our problem solving & decision making skills to the best of our ability. If we don’t empower ourselves we’ll be more reactive and less proactive. So, in order to remain in Quadrant II, preparation, prevention, and planning is vital. In the interview, many of you shared tips, tools, and techniques that help you to prepare, prevent mishaps, and plan.RISË: TRANSITION TO MOVE SLIDE: During the interview process when we asked you “How do you typically manage your time” and “How do you define things that are not urgent,” you all gave us examples of Quadrant II activities. Chinor can you run through those for us please?NOT IMPORTANT
18Quadrant II Activities 4/11/2017Schedule staff meetingsUse a systemDelegate tasksMaintain Board filesCHINOR: Sure, the four items on the slide are some examples of the Quadrant II activities you shared with us. For example, one way to mitigate crises or avoid problems is to schedule staff meetings to make sure everyone knows what is expected. This can include providing a status of what is done vs. what needs to be done.Risë: That’s great, so what you’re really saying is that planning and preparation are good ways to prevent problems.CHINOR: Exactly.RISË : The good news is, some of you folks are doing this already.CHINOR: That’s true, and the support staff said they are doing this by using various personal systems, as noted in number 2, to manage their time such as Outlook, Post-Its, to do lists, notebooks, or admin assistants. Another item that came out of our discussion, is number 3, delegation.RISË : Yeah, delegate tasks where possible, this will free you up to work on other major initiatives. Some of you mentioned that you may be able to delegate some tasks.CHINOR: The last item I want to highlight on this slide is the maintenance of board files. All of you stressed that the maintenance of board files was critical for successful board meetings.If we spend too much time catching up on the integrity of information it’s a waste of our energy; whereas, if we stay on top of things, in real time, we put our resources to better use. In Quadrant II, you are more “proactive” and less “reactive” – In Quadrant II, you are setting yourself up for success and not failure.RISË: It’s so easy to say “Oh yes” I realize that being able to work and operate in Quadrant II is the best place to be but it’s always a challenge because as soon as I walk in the door there is a crisis and I have to become a fire fighter. So, the question remains, what can I do or what can we as an organization do to prevent us from being in a perpetual state of “urgent” and “important?”Some of the best practices that you all provided that may help to answer this question are:Schedule ongoing communicationsShare ideas on what works well and establish your own best practicesStreamline any internal process where feasibleSo, we recommend that you continue to do what you are doing well. You all came up with actionable examples for IMPORTANT BUT NOT URGENT. All great suggestions and if these suggestions are utilized, this will help you remain in QUADRANT II.CHINOR: Thanks RISË,CHINOR: TRANSITION TO MOVE SLIDE: Let’s move on to Quadrant III, which is URGENT but NOT IMPORTANT
19Covey’s Time Management Matrix 4/11/2017URGENTNOT URGENTCrisesPressing ProblemsDeadline-driven Projects, Meetings, PreparationsIPreparationPreventionPlanningClarificationRelationship BuildingEmpowermentIIIMPORTANTCHINOR: We’re now reviewing QUADRANT III, in the lower left corner, which are items considered “URGENT” but not “IMPORTANT.” When we look at QUADRANT III, some of you may recognize what happens to you on a daily basis: needless interruptions, phone calls, some mail/ , reports, some meetings, many proximate, pressing matters.RISË : Wow, that sounds exactly like what the board support staff said in their interviews.CHINOR: You’re right Risë, and for Covey the items in Quadrant III are eerily similar to those in Quadrant I. Quadrant III matters have an air of importance but this is due to the sense of urgency that someone else attaches to them.Quadrant III activities appear as immediate and come disguised as important. Therefore, it is easy to be tricked into engaging in these activities straightaway.The sad reality is, activities in Quadrant III often are the priorities of others being heaped upon us. Without identifying priorities or what matters most, we could spend an excessive amount of time working on what we think is important when in reality we are missing the mark.When we are in Quadrant III, we can be accessible to Quadrant II by communicating and redirecting our activities. For example, how many of us ask clarifying questions to determine what needs to get done first? We said that relationship building in Quadrant II is important so, if we can connect with people and ask for what we need, this will help minimize our time in Quadrant III.RISË : Sounds like you need to be a good negotiator.CHINOR: Absolutely, that can be a part of the communication process.RISË : Can you give me an example of how asking clarifying questions can move me out of Quadrant III?CHINOR: Sure, suppose you are working on 2 tasks when out of the blue you get a request to do a third task and the person on the other end is borderline frantic. If you ask them clarifying questions it helps determine both the urgency and importance of the task. For example, what if you said to them, “What are the consequences if this task was pushed back?” Or, “Can you help me understand why this is so important?” Additionally, if you find their request interferes with your two previous tasks you may want to clarify with your boss if you should be working on this at all. Remember, items that fall in Quadrant III are not important and sometimes we may need help from a supervisor, who sees a bigger picture, to determine what is and what isn’t important.RISË : It’s no wonder that Covey calls this the “Quadrant of Deception.”RISË : TRANSITION STATEMENT TO MOVE SLIDE: So what happens when we spend too much time on Quadrant III Activities?Needless Interruptions, some phone callsSome mail, some reportsSome meetingsMany proximate, pressing mattersIIINOT IMPORTANT
20Covey’s Time Management Matrix 4/11/2017URGENTNOT URGENTICRISËsPressing ProblemsDeadline-driven Projects, Meetings, PreparationsIMPORTANTCHINOR: As noted on the slide the Results include:Short Term FocusSee goals and plans as worthlessFeel out of controlDoes this look familiar to anyone? Risë do you have an example of this?RISË : Sure, if you allow your phone messages, regular mail, and to run your life you will never feel in control or have a block of “uninterrupted time” for yourself. Years ago, I had a friend who gave me excellent advice on this subject. I always wondered how she managed to stay on top of things and always was able to complete her “TO DO” list. She told me to answer my , voice mail, and regular mail at certain intervals of the day – not constantly during the day. If there is a true emergency, people will always know where to find you – right? Once I began to do this, I found that I was able to remain more focused and have more control. My goals and plans were accomplished and my focus shifted from short term to long term, and I finally felt like I was in control.RISË : TRANSITION TO MOVE SLIDE: Let’s move on to Quadrant IV, which is NOT URGENT and NOT IMPORTANTRESULTS:Short term focusSee goals and plans as worthlessFeel out of controlNOT IMPORTANT
21Covey’s Time Management Matrix 4/11/2017URGENTNOT URGENTCrisesPressing ProblemsDeadline-driven Projects, Meetings, PreparationsIPreparationPreventionPlanningClarificationRelationship BuildingEmpowermentIIIMPORTANTCHINOR: This leaves us with the final quadrant – Quadrant IV, in the lower right corner of our slide. Covey calls this quadrant the Quadrant of WasteQuadrant IV allows us to escape to a “different” and private space. After being bruised and battered by Quadrants I & III we sometimes seek refuge in Quadrant IV. If we take a brief respite and engage in some “escapism” activities, we may feel refreshed and mentally ready to begin again. These activities are neither important nor urgent, so we shouldn’t spend too much time in this Quadrant.Let’s look at some of these “time wasters” in Quadrant IV.BusyworkSome Phone Calls, for example personal calls that can wait until after the work day or lunch time.Escape Activities such as viewing websites unrelated to work or reading a magazineIrrelevant MailIn our discussion with some of you, we asked a question, “What do you consider a ‘time waster’ and how do you manage them?” The responses included:Mail,InterruptionsCo-workers or other individuals who stop by to casually chatCHINOR: Risë, what else did we learn from the transit properties we interviewed ?RISË: One thing I would add is that many transit properties do have policies and procedures regarding unnecessary use of the internet, from outside sources, and extended use of the company phone. Most people realize that personal phone calls should be kept to a minimum and that personal s should be answered from home on one’s own time and not on company time.From a personal experience, one of the things that I do not appreciate receiving either at home or at work are those chain s that endorse some sense of urgency to pass the chain on to other people. I usually tell people that I don’t respond to chain mail. This lessens the frequency; however, they still pop up and I simply don’t respond. So, I invite you to think about ways you can limit “escapist” activities and remain as best as you can in QUADRANT II.CHINOR: Thanks for pointing that out, Risë. But what if I’m not the culprit wasting time and it’s a co-worker or someone else who wants to engage in idle chit-chat and begin wasting my time. And before you ask, no I’m not talking about you!RISË : Ha! Ha! And Ha! You don’t want to appear rude, so you usually stop what you are doing or slow down what you are doing to listen and engage in conversation, right? Try this. you can let them know that you are working on something important at the moment, but you will be free at another time during the day. It’s important that you allow your peers to save face, so if you say something like, “I would really like to chat with you and I’m in the middle of something that requires my undivided attention right now, let’s catch up later” - how can anyone be insulted by that remark?CHINOR: Ok, what if that doesn’t work?RISË : Another tactic is to physically remove yourself from your desk and begin to move to another part of the building. When you do this, either one of two things will happen. The person may decide to walk with you to converse, but eventually move along and away from you. OR – if you’re lucky, the individual will see that you are engaged in pressing matters and decide to stop by at another time.CHINOR: Ok, sounds like good advice, that just might work.CHINOR: TRANSITION STATEMENT TO MOVE SLIDE: Last but not least, let’s see what happens when we spend too much time in Quadrant IV.Needless Interruptions, some phone callsSome mail, some reportsSome meetingsMany proximate, pressing mattersIIIBusyworkSome Phone CallsEscape ActivitiesIrrelevant mailIVNOT IMPORTANT
22Covey’s Time Management Matrix 4/11/2017URGENTNOT URGENTIMPORTANTCHINOR: To be sure, no one is begrudged some downtime, or an opportunity to recharge one’s batteries. However, spending too much time in Quadrant IV can be detrimental to one’s professional and personal relationships. When we continually operate in Quadrant IV this shows irresponsibility on our part which could have negative consequences. So, we want to make sure that we use our time in an effective manner. Remember – the whole philosophy behind Covey is that we work on the “right” things, and it is obvious that the escapist activities in Quadrant IV are not the ‘right’ things.CHINOR: TRANSITION TO MOVE SLIDE: Let’s take a last look at our matrix, one more time with examples in each quadrant.RESULTS:Total irresponsibilityFired from jobNOT IMPORTANT
23Covey’s Time Management Matrix 4/11/2017URGENTNOT URGENTCrisesPressing ProblemsDeadline-driven Projects, Meetings, PreparationsIPreparationPreventionPlanningClarificationRelationship BuildingEmpowermentIIIMPORTANTCHINOR: We hope that you will be able to use this matrix as a tool to decide first things first and that our presentation around time management answered some of the questions you had in mind.CHINOR: TRANSITION STATEMENT TO MOVE SLIDE: Let’s recap, some of our key themes.Needless Interruptions, some phone callsSome mail, some reportsSome meetingsMany proximate, pressing mattersIIIBusyworkSome Phone CallsEscape ActivitiesIrrelevant mailIVNOT IMPORTANT
244/11/2017Quadrant IQuadrant ICHINOR: Remember, Quadrant I is where many people operate on a daily basis.Some of the activities in Quadrant I are:CrisesPressing ProblemsDeadline-driven projects, meetings, preparationsThese are just a few examples, and I’m sure that you can come up with your own Quadrant I activities. Venturing into Quadrant I is almost unavoidable, because this thing called “life” happens to the best of us. Additionally, it is helpful to realize that many important activities take on an elevated sense of urgency because of procrastination or lack of planning and prevention. Spending an inordinate amount of time in Quadrant I is not advisable. This will lead to stress, burnout, and ineffective, reactive crisis management.CHINOR: TRANSITION STATEMENT TO MOVE SLIDE: We are going to skip over Quadrant II for now, but we will come back to it later. Instead let’s take a last look at Quadrant III.
254/11/2017Quadrant IIICHINOR: In Quadrant III, our quadrant of deception, we have issues or problems that are masquerading as items that are important.Remember, Quadrant III is full of:Interruptions, some phone callsSome mail, some reportsSome meetingsMany proximate, pressing mattersWhen we think of the activities that reside in Quadrant III, we see why we use the words Masquerading and deception.CHINOR: TRANSITION STATEMENT TO MOVE SLIDE: Now let’s move on to Quadrant IV.
264/11/2017Quadrant IVCHINOR: We said earlier on that this is where we escape. Take a look at our photo. Most of us do not engage in naptime, but there are some definite activities in Quadrant IV that we have either participated in or witnessed – whether it was spending too much time on a personal phone call, on a website, or reading a magazine. Escapism is acceptable when it is kept to a minimum or if we need to recharge our battery and energy level. However, perpetually dwelling in Quadrant IV is a recipe for failure.CHINOR: TRANSITION STATEMENT TO MOVE SLIDE: We said that QUADRANT II is the best place to be, so let’s revisit this quadrant.
27Quadrant II Quadrant II 4/11/2017Quadrant IIQuadrant IICHINOR: You’ll be a winner and remain a winner if you stay in QUADRANT II. Remember the importance of:PreparationPreventionPlanningClarificationRelationship BuildingEmpowermentCHINOR: TRANSITION TO MOVE SLIDE: Before we finish with Quadrant II, I want to share something that might assist you in your Quadrant II efforts.
2830/10 Quadrant II Planning Quadrant II Planning 30 Minutes 10 Minutes 4/11/2017Quadrant II PlanningQuadrant II Planning30/10CHINOR: I was introduced to the 30/10 concept by the folks at Franklin Covey. As described, spending 30 minutes at the beginning of each week and 10 minutes each day can drastically reduce the amount of time we spend in Quadrants I, III, or IV. First, we start by spending 30 minutes at the beginning of each week, determining, at a high level, what needs to be accomplished by the end of the week. Again, this is allowing us to be proactive in how we utilize our time. Then at the end of each day, we should spend 10 minutes planning our activities for the upcoming day. The formula is quite simple; yet, at the same time powerful.Despite your planning and best efforts, you may find yourself in another quadrant, but circle back to QUADRANT II, remember what matters most, and put first things first. Risë, that reminds me, there is a familiar story about what matters most that has to do with a professor and his class. Do you remember the story about the rocks?RISË : TRANSITION TO MOVE SLIDE: Yes, Chinor, I do. It’s one of my favorites so I’m happy to share the story with the group as this story is extremely relevant to what we presented today.30 Minutes30 Minuteseach week10 Minuteseach day10 Minutes
294/11/2017“Things which matter most must never be at the mercy of things which matter least.”~Johann Wolfgang von GoetheRISË: This story will help you to think about the information regarding the matrix as it pertains to “what matters most.” As we look at this quote from Goethe—it says it all. “Things which matter most must never be at the mercy of things which matter least.”A philosophy professor stood before his class and had some items in front of him. When class began, wordlessly he picked up a large empty mayonnaise jar and proceeded to fill it with rocks right to the top. He then asked the students if the jar was full? They agreed that it was.So the professor then picked up a box of pebbles and poured them in to the jar. He shook the jar lightly. The pebbles, of course, rolled into the open areas between the rocks. The students laughed. He asked his students again if the jar was full? They agreed that yes, it was. The professor then picked up a box of sand and poured it into the jar. Of course, the sand filled up everything else. "Now," said the professor, "I want you to recognize that this is your life. The rocks represent the most important things, followed by the pebbles and lastly the sand. So, if we put the pebbles or the sand into the jar first we won’t have any room for the rocks.”RISË : Before we get into our Q&A session, here are additional resources that you may find interesting on the topic of time management.
30Resources Publications: Webinar: Websites: Photo Credits: 4/11/2017Publications:The 7 Habits of Highly Effective PeopleFirst Things FirstStephen R. CoveyWebinar:Board Meetings: Achieving Efficiency and ProductivitySarah MerkleWebsites:Photo Credits:Tim Pearson/Better Life MediaRISË: The content of this webinar was designed primarily from two publications of Covey as we can see, which are The 7 Habits and First Things First. We’ve also listed a webinar and websites on time management. Finally, we have the photo credits which is where we obtained the visuals used to create this presentation.RISË : TRANSITION STATEMENT TO MOVE SLIDE: Now let’s move on to the Q&A portion of our webinar.
314/11/2017CHINOR: Thanks RISË – at this time we will entertain any questions the audience has. Our moderator will manage this portion of the webinar.
32Time ManagementPowerPoints and audio MP3 files available to APTA members at Log-in as a member on the home page with your address and password. Help in logging-on as a member?APTA’s Helene Brett,Path:Resource Library >Professional Development >APTA Webcasts, Webinars & Online Training >Board Support Staff Leadership Development WebinarsURL:Pages/default.aspx
33Time ManagementJoyce ZuczekRisë LegatoChinor Lee