first thing first presentation

Author:Stephen R CoveyA Roger Merrill

and Rebecca R Merrill

Presentation y: Rohan Wadikar, MMM Batch II

The Clock And The Compass

The ClockCommitments

Appointments

Schedules

Goals

Activities

What we do and how we manage our

time.

The CompassVision

Values

Principles

Conscience

Direction

What we feel is important and how we lead our lives.

Traditional Time Management

First Generation—notes and checklists

Second Generation—planning and preparation

Third Generation—planning, prioritizing and controlling

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

First Generation

Strengths 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

First Generation (cont)

Planning and Preparation

• Calendars and appointment books• Efficiency in goal setting and planning a

head• Make appointments, write down

commitments, identify deadlines• May keep information on computer or

network

Second Generation

Second Generation (cont)

Strengths 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

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

Third Generation

Strengths 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

Third Generation (cont)

Fourth Generation

Life Leadership• Puts people a head of schedules, compasses

a head of clocks• Uses the best of generations 1, 2, and 3• You want to lead a life of meaning and

contribution, with balance

Understanding Time Management Matrix

I. Crises Pressing Problems Deadline driven

Projects, meetings, preparations

II.

Preparation / Prevention Values Clarification Planning Relation-Ship building Empowerment

III. Interruption, some phone calls, mail, reports, meetings. Many Proximate pressing matters. Many popular activities.

IV. Trivia, busywork. Junk Mail Time wasters “Escpae” Activities

Urgent Not Urgent

Imp

ort

ant

No

t Im

po

rta

nt

• 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


• 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


To Live, To Love, To Learn, To Leave a Legacy

What are First Things and How we put them first in our live ?

The following Ideas answer the question : Fulfillment of human Need and CapacitiesThe Reality of True North PrinciplesThe Potentiality of four Human Endowments


Fulfillment Of Human Need And Capacities Physical need – to live

Social need - to love

Mental need to learn and develop – to learn

Spiritual need – to leave a legacy


Reality Of True North Principle

“True North” is a reality that is independent of us and it gives us context and meaning to:

Where we are ?

Where we want to go ?

How to get there ?

To Live, To Love, To Learn, To Leave a legacy

The Potentiality Of Four Human Endowments

This four human endowments that reside between space of Stimulus and Response Create our ultimate human freedom : Power to ChosePower to Respond Power to Change

Self AwarenessConscience

Independent willCreative Imagination

N

Move In To Quadrant IIHow do I get there?

The Six Step ProcessThe Six Step Process

Connect to your Vision and Mission

Identify your Roles

Select Quadrant II goal in each role

Create a decision making framework for the week i.e Organize Weekly

Exercise integrity

Evaluate

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?

• 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

STEP 2: Identify Your Roles

STEP 3: Select Quadrant 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

STEP 3 (cont): To-Do Lists

• List your activities for the day

• Prioritize those activities

• Check for activities that you can accomplish at the same time

• Break larger activities into smaller ones.

• Include your to-do list in your daily schedule

– The to-do list will help you clarify what you need to accomplish each day.

– They also help you to accomplish it

STEP 4: Organize Weekly

• Translating high leverage Quadrant II goals requires a framework.

• Most people are always trying to find time for the important activities in their overflowing Quadrant I / III schedules.

• They move things around, delegate, cancel, and postpone them—all in the hope of finding time for the first things.

The key however is not to prioritize your schedule, but to schedule your priorities

Step 4: Organize Weekly (cont)

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


Traditional Scheduling


Big Rock Scheduling

Step 5: Exercise Integrity In The MomentIt’s the translation of the mission to the moment with peace and confidence

So, Should I Carry Out My Plan Or Make Conscience Directed Change?

Following three steps will further enhance ability to keep first-thing-first

Preview the dayPrioritizeUse T -Planning for the day

Step 5: Exercise Integrity In The Moment (cont)

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


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


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!

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:

o What goals did I achieve?o What challenges did I encounter?o What decisions did I make?o Did I keep “first things first?”

STEP 6: Evaluate (cont)

Different ways to evaluateDifferent 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

STEP 6: Evaluate (cont)

Weekly EvaluationWeekly 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?

The Passion Of Vision

We have some vision in We have some vision in our life and it create our life and it create consequencesconsequences

What if our vision is –• limited• based on illusion• partial• based on Social mirror

The Passion Of Vision (cont)

• Vision that Transforms and Vision that Transforms and TranscendsTranscends

The passion of shared vision empowers people to transcend the petty negative interactions that consume so much time and effort and deplete quality of life.

The Passion Of Vision (cont)

Creating – Leaving- Empowering Creating – Leaving- Empowering Mission Statement Mission Statement

• An exercise of creative imagination.• Getting into your deeper inner life.• Moment to the Mission

Than just see the legacy of your vision

Balance Of Roles

Balance isn’t either / or its Balance isn’t either / or its “and”“and”

• Creating Synergy among Role.• Three paradigms that nurture

balance• Organizing information by role.• Clarifying expectation around

role.

Balance Of Roles (cont)

Three Paradigms that Three Paradigms that nurture balance of rolesnurture balance of roles

• Our natural role grow out of our Mission

• Each role is a stewardship.

• Each role contains all four dimension

The Power Of Goals

Ladders Against The Wrong Wall

Some times the goal we achieve are at the expense of other more important thing in our life.

The Power Of Goals (cont)

How To Set And Achieve Principle Based Goals Through

Conscience Creative Imagination Self Awareness Independent Will

The Power Of Goals (cont)

When we set and achieve goal that are in “Centre Of Focus” we maximize our time and effort

Circle Of Concern

Influence

Centre Of Focus Circle Of

The Perspective Of The Week

Integrity In The Moment Of Choice

Think About Three Part Process

• Ask with intent, What is the Right thing to do?

• Listen without Excuse. Listen to your conscience and do not rationalize when you choose poorly.

• Act with courage.

Learning From Living

Always Remember To :

• Connect to your mission• Review your Roles• Identify your roles• Put the important Q II

goals first and schedule around them

• Evaluate your weeks

Organize

Act

Evaluate

The People Paradigm

The “People” Paradigm• Leadership• Effectiveness• Causes• Release/Empowerment• Investment• Customer Service• Principles• Synergy• Abundance

The “Things” Paradigm• Management• Efficiency• Effects/Symptoms• Control• Expense• Administrative Efficiency• Techniques• Compromise• Scarcity

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