time management time www.dualibra.com

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. time

time the complete six-step process connect to mission review roles identify goals organize weekly exercise integrity evaluate time

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. time

time traditional time management first generation—notes and checklists second generation—planning and preparation third generation—planning, prioritizing and controlling time

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 time

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 time

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 time

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 time

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 time

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 time

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 time

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.” time

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 time

understanding time “Why have a time log? memory energy time

time understanding time Urgent Not Urgent I. Quadrant of__________ II. III. IV. important time not important

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 time

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 time

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 time

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? time

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 time

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 time

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 time

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 time

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 time

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 time

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! time

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? time

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?” time

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 time

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? time

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. time