2013 – 2014 hcla: session five time management & delegation skills

2013 – 2014 HCLA: SESSION FIVE Time Management & Delegation Skills

WORKBOOK

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Perhaps the very best question that you can memorize and repeat, over and over, is, “what is the most valuable use of my time right now”?

- Brain Tracy

• Crises

• Pressing problems

•Deadline-driven projects,

meeting, reports

• Preparation

• Prevention

• Planning

• Relationship building

• Recreation

• Values clarification

•Needless interruptions

•Unnecessary reports

•Unimportant meetings, phone

calls, mail, email

•Other people’s minor issues

• Trivia, busywork

• Irrelevant phone calls, mail, e-

mail

• Time wasters

• Excessive TV, Internet,

relaxation

Steven Covey’s Time Matrix

Steven Covey’s Time Matrix

Urgent Not Urgent

Imp

ort

an

tN

ot

Imp

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an

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Complete Your Own Time Matrix: Fill in the boxes in the matrix with your daily/regular tasks.

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Urgent Not Urgent

Imp

ort

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tN

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Imp

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The challenge is to keep the time allotted to these high-

leverage activities sacrosanct

– Don’t let more pressing, but less important, needs crowd them

out.

How?

Prioritizing with ABC/ 123

• A/1 includes “must-do” items that are critical and time sensitive.

• B/2 is “should do” items but without critical deadlines.

• C/3 constitutes “nice to do” or “when I have time” tasks that can usually be saved for slack periods.

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Tool #1

AABB

CC

Prioritize with ‘ABC/123’Tool #1

6“The main thing is to keep the main thing the main thing.” - Steven Covey

Task

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Priority (A/1)

2

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Prioritize ‘Visually’Tool #2

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Most Important

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Least Important

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3 4

Prioritize Your Urgent/ Important Tasks

8“The main thing is to keep the main thing the main thing.” - Steven Covey

Task

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Priority (A/1)

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Prioritize Your Urgent/ Important Tasks

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1 2

3 4

“Doing the right thing is more important than doing things right..” - Peter Drucker

Your Turn

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Use the ‘Checklist for Collecting To-Do’s’ To Begin Your Own Workflow Process

What Collection Baskets Will You Need?

What Sub-Categories Will You Use For “Next Actions” lists?

How Will You Decide What Actions To Take?

Procrastination: Questions You Should Ask

• What are the consequences of delay? Will the situation escalate?

• If so, how will you feel (guilty, regretful, embarrassed, etc.)?

• Will you continue to think about the task even if you don’t do it?

• Do you really work well under pressure? In some ways, do you like it?

• When the crunch time comes, do you behave badly toward others?

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Benefits of

Delegation

Provides more time and the ability to take on higher priority projects

Allows you to be in a better position to deliver creative solutions, on time and as requiredDevelops subordinates

Increases group efficiency

Increases group morale and motivation

Rewards subordinates

Creates an atmosphere of participative management

Team will develop greater respect for you as a leader

Based on the criteria outlined, create a list of those things that you will delegate to subordinates going forward:

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Delegation Exercise !

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1011

What Do You Need To Communicate?

• Define specific expectations and desired/required results

• Explain why.

• Ensure the individual knows how to complete the work.

• Define authority limits

• Agree on timeframe for completion.

• Determine a monitoring or measurement procedure that will keep you informed as to the progress on this project.

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Communicating Delegated Tasks, con’t.

• Agree on frequency of feedback meeting or reports.

• Allow feedback and questions, ensuring the person understands what you have delegated and what exactly is expected.

• Follow up and follow through until entire project is completed.

• Once delegation is made, give individual the space in which to work.

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Delegation Exercise II – Page 1 (of 2)

Take one of the items you chose to delegate in the first exercise and complete the Delegation Planning Worksheet below:•What will you delegate?

•To whom?

•What is the deadline or timeframe for completion?

•What are the expectations for results?

•Why does this need to be completed?

•Does the individual know how to complete the work? What additional training will be required?

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Delegation Exercise II – Page 2 (of 2)

• What authority level will I give this person?

• How will I monitor or measure the progress on this project?

• How often will we have feedback meeting or reports?

• How will I know that the person understands what I have delegated and what exactly is expected?

• How will I follow up and follow through until entire project is completed?

• How will I give the individual the space in which to work?

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Caroline Fisher Chris Moffet

970-390-9420 970-471-4474

caroline@fisherconsultinggroup.com chris@moffetconsulting.com

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Fisher Consulting Group and Moffet Consulting 2014