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EFFECTIVE TIME MANAGEMENT
Could you use an extra 1 hour a day?
Alistair B Williams Chartered FCIPD
Director Simple HR
2
Agenda
0900 Tea & biscuits
0930 Kick off
1100 More Tea & biscuits
1300 Lunch
1345 Second half
1500 Yet more tea & biscuits
1630 Wrap up
3
S I M P L E H R
P O P Q U Z I
2 0 1 1 *
* using state of the art tech
4
Equipment required
plipper pointer
5
Press the required
number firmly „til
this comes on
Then we get this
6
Plippers at the ready...
1. I know what I am doing...
64%
2. I don't know what I am doing...
9%
3. What is going on?????
27%
10
Vote Now
The BHMP*
* Big Hairy Monster Problem 7
8
“Put your hand on a hot
stove for a minute, and it
seems like an hour.
Sit with a pretty girl for an
hour, and it seems like a
minute.
THAT'S relativity.”
Albert Einstein
9
Can you manage time?
1 Yes
17%
2 No
83%
10
Vote Now
10
Reality Time
There is not enough time to do everything, regardless of importance and urgency.
We are not able to control all the time we have.
This can cause us stress!
Optimal Stress Curve
11
boredom
joy & happiness
overload
Str
ess L
eve
ls
Well Being
12
YOU CAN ONLY CHOOSE HOW YOU
MANAGE YOUR TIME
13
14
Too busy
Can’t miss the deadline
15
It is always best to wait until you have collected all relevant information & data before making a decision 1 true
17%
2 false
83%
10
Vote Now
16
In most jobs people use their time in repetitive patterns that can be effectively analysed
1. true
100%
2. false
0%
10
Vote Now
17
You can achieve greater improvements in your use of time by analysing how you handle crises rather than how you go about your daily routine activities
1. true
42%
2. false
58%
10
Vote Now
18
That amount of time spent trying to get it right, rather than good enough, is always time well spent
1. true
0%
2. false
100%
10
Vote Now
19
Good time management and being busy during the entire day are synonymous
1. true
17%
2. false
83%
10
Vote Now
20
Most people already know exactly how they spend their time
1. true
8%
2. false
92%
10
Vote Now
21
Most of the important results stem from only a handful of activities
1. true
73%
2. false
27%
10
Vote Now
22
The greatest time savings will normally come from preventing interruptions
1. true
73%
2. false
27%
10
Vote Now
23
Frequent interruptions make setting priorities a rather unproductive activity
1. true
91%
2. false
9%
10
Vote Now
24
In the short term delegation will invariably save you time
1. true
67%
2. false
33%
10
Vote Now
25
How you manage your time will directly influence your effectiveness in supervising, communicating with and motivating your colleagues
1. true
92%
2. false
8%
10
Vote Now
26
HOW YOU WORK 27
28
The Working Brain
…isn’t a bag of cogs
The Brain
Although the brain represents only 2% of the body weight, it receives 15% of the
cardiac output,
20% of total body oxygen consumption, and
25% of total body glucose utilisation.
It is a very demanding organ!
29
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The Working Brain Conscious Brain
• single task • only works when we are awake • gets tired
Sub-conscious Brain • multi-tasking • always working
Switching Tasks Takes a Lot of Processor Power
31
00:0
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00:00
32
Circadian Rhythms
Ale
rtn
ess
Time
00:00 12:00
33
How long do you take for lunch?
1. less than 10 mins
42%
2. between 11 and 25 mins
25%
3. my whole lunch break
33%
10
Vote Now
34
How often do you eat lunch at your desk?
1. less than once a week
17%
2. a couple of times a week
17%
3. usually
66%
10
Vote Now
To keep it at top performance You need energy
You need oxygen
You need to rest your brain
35
Whose mask would you put on first?
36
1. Your Childs
17%
2. Your Mums
0%
3. Your Own
83%
10
Vote Now
WHAT YOU DO 37
What do you do?
What does your Job description say?
What does you boss think you do?
What do your team think you do?
What do you think your responsibilities are?
What did the time log say??
38
39
40
Completed Time Log What does this tell you?
How much time you spend on a task
The nature & source of your tasks
How many distractions you experience
How many distractions you cause
The effectiveness of your planning
How well you prioritise
What you really do!
Your Work Habits
Productive Work Habits
1
2
3
Destructive Work Habits
1
2
3
41
If you don’t have a plan, chances are you are part of someone else’s plan
42
43
Whose plan is it anyway?
How to handle the person who insists their priorities are more important than yours
be assertive and say no*
say no, but suggest another time when you will deal with their matter*
ask then why they feel their matter is so important, they might have a good point*
offer a trade off, “if I do it right now, what will you offer to do for me?”*
*care must be taken in potentially career limiting situations
44
Up time / Down time tasks
Prime time tasks - Protect at All Costs
important
difficult
complex
Down time tasks
routine
blurts follow up
measuring activities
45
Resisting Manipulation
How to defeat manipulation tactics people use to steal your time
play dumb “gosh, I really don’t know. You might try looking that up.”
be assertive. Use your schedule to say no
offer to see them at normal leaving time
chat with them politely strolling them out of your work area
46
Preventing just six interruptions will save in
interruption/recovery time, approximately 1 hour per day
TIME MANAGEMENT PRINCIPLES
47
Pareto
48
49
The Pareto Principle
20% of the Effort = 80% of the Return
20%
80%
80% 20%
50
Setting Priorities Priority matrix
Urgency
I
m
p
o
r
t
a
n
c
e
Sector 1
Urgent & Important
Do It NOW
Sector 2
Important, Not
Urgent
Do It Next
Sector 3
Not Important,
Urgent
Delegate?
Sector 2
Not Important, Not
Urgent
Do You Have To?
51
Goal Setting
Negotiated
Why, What, When & How
Agreed
Why, What, When & How
Delivered - on time
52
Goal Setting The Importance of S.M.A.R.T Objectives
Specific
Measurable
Achievable
Realistic
T imely
53
Planning Your Day
“Task list” format
Description Urgent/Important priority
Pure time estimate
54
54
Planning Your Day
The Daily “To do list” - assume only 50% of day is controllable
Items from Task List
Pure time estimate
Schedule
OTHER PEOPLE & WHERE YOU WORK
Other people and where you work
55
Time Management Feng Shui – the good, the bad, the ugly
56
Time Management Feng Shui – the good, the bad the ugly
57
Telephone
58
Tell others when you prefer to be called WIIFM
Group outgoing calls
Control length of call use signals e.g. “to recap”, or “just
before I go”
standing up saves 1 min per call
Turn off your phone
Lets do the math
Report Preparation & Writing
59
Tools - know & use the ones available.
Templates – one less thing to think about.
Write the introduction first – start with the end in mind.
Don’t check your own work.
Less is always more!
60
When to use email.
Templates – one less thing to think about.
Attachments or body text.
Take time to think.
Never send when angry or upset. *
Turn off e-mail during up time.
*assume that the contents will be put on a notice board
Delegation
Criteria for effective delegation
Does the task fit others skill set or development plan?
Does the intended person have the skills, ability and experience?
Have they demonstrated competence before?
Do you have time to delegate fairly?
61
Delegating
62
1. Define the task
2. Select the individual or team
3. Assess ability and training needs
4. Explain the reasons
5. State required results
6. Consider resources required
7. Agree deadlines
8. Support and communicate
9. Feedback on results & review
Delegation
63
TRUST &
CHECK
Dealing with Disaster
64
“Plan for the worst hope for the best”
Projects
65
When & What
Where are we?
Where should we
be?
How do we recover?
Report
Dealing with interruptions
66
oConsider physical layout oguard peripheral vision odeter sit ins
oBe assertive oUse signals
ostanding conversations ogreen time/red time signals for prime time
oVisit them
Sources of Uncontrollable Time
Challenges
1
2
3
Possible Solutions
1
2
3
67
68
Managing Time in Meetings
Why - purpose, time (start & finish), date & location
Who
How Much – put a cost on the meeting
What - Specific decisions
Agenda
no minutes of last meeting
priority order
timings for each segment
NO AOB
69
Preparing for Meeting
5 P’s
Poor Prep Prevents Proper Performance
Before, during & after
Specific decisions & responsibilities
Circulate the agenda
70
Eat that frog
So, it is 08:30 – you’re just in and your Boss hands you this
As well as everything else – you MUST EAT THIS FROG so when you going to do it?
71
I am going to eat my frog...
1. Now, get it over with..
58%
2. Later, I need to build myself up to it..
42%
3. Can't I keep him as a pet?
0%
10
Vote Now
72
We get new frogs
everyday
73
Overcoming Procrastination
Salami technique
slice big problems into bite size chunks
5 Minute plan
spend 5 mins of up time a day addressing unpleasant tasks
Lead in task
start big jobs with a lead in task, e.g. a plan for a big task
74
Do It Now - in your up time
Know yourself
Prioritise
Take responsibility
Use the tools you have gained, especially the task list & daily to
do list
Set yourself goals
Get a SMART plan, and stick to it!
Offer yourself rewards
Measure yourself to the plan, and do the time log – check that
nothing has changed
Learn from your successes and misses
75
3 Point Plan
1. Decide what needs doing most
2. Forget everything else
3. Put every grain of effort you have into this task*
*repeat
76
Effective Management of the Time We Have
THANKS FOR YOUR
ATTENTION
Facilitated by Alistair Williams Chartered FCIPD Director of Simple HR Ltd
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