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Getting and staying organisedActivity pack

Partner development

Time management

GETTING AND STAYING ORGANISED ACTIVITY PACK

WelcomeWhat is the outcome of this pack? This activity pack will give you the tools and techniques to help you to plan and organise your time effectively. You will be able to identify the activities that stop you achieving your objectives and review your current ways of planning and delegating so that you can make improvements to you and your team’s productivity.

Contents Introduction . . . . . . . . . . . . . . . . . . . . . . . . . 1

1 Time log . . . . . . . . . . . . . . . . . . . . . . . . 4

2 Delegation - how am I doing? . . . . . . . 7

3 Getting & staying organised questionnaire . . . . . . . . . . . . . . . . . . . . . 15

4 Deciding priorities . . . . . . . . . . . . . . . 20

Review this activity . . . . . . . . . . . . . . . . . . . . 26

ACTIVITY PACKGETTING AND STAYING ORGANISED

Read the following information to find out about effective planning, organising and delegating.

Deciding on the urgent and the importantAs a manager or leader, you need to be able to decide what your priorities are and where to focus your energy. A key skill to help you do this is being able to distinguish between what is important and what is urgent.

Identifying prioritiesDuring the working week you will have to deal with a variety of activities and tasks. The role of a manager in John Lewis includes leading a team as well as managing the day-to-day operation and, as a result, your ‘to-do’ list may contain a wide selection of activities and tasks. The diagram below illustrates how you can split the list into 5 groups to help you prioritise.

Urgent problems to solve

Quick wins

Important issues to address Your priorities

Issues raised by your manager, team & customers

Urgent problems to solveThese are the activities that must be carried out almost immediately. They are often referred to as fire fighting:

• Customer complaint

• Responding to a Partner’s absence

• Preparing information for your manager

• Preparation for forthcoming deadlines.

These are the activities that you know about and must be done as a matter of routine:

• Appraisals

• Budgets

• Seasonal events

• Promotions

• Conferences

• Meetings.

Introduction


Quick winsThese are things that you could achieve quickly with little cost.

• Stopping obsolete processes

• Simplifying complicated processes

• Dealing with simple areas of concern

• Making decisions that have previously been avoided

• Asking for the team’s involvement in decision-making.

Issues raised by your manager, team and internal customersIt is important that you ask your manager, team and internal customers for their views to gather information and gain their interest and commitment. They may also provide you with solutions to problems, which will increase their buy-in to the decision.

It is crucial that once you have asked them for their views, you follow them through. This may be simply a matter of thanking them for their time and highlighting how their ideas have helped. It may also involve reporting back to them to explain how a problem has been solved.

Important issues to addressImportant activities are ones that take the business forward and tend to improve things in the medium and long-term. The consequences of not doing these activities are not normally immediate, although they could be significant in the long-term (e.g. giving feedback to Partners on their performance, developing Personal Development Plans for your Partners, exploring new ways of working, etc).

Urgent v importantThis is a basic time-management technique to help you decide what is urgent and what is important.

Tasks 1 Urgent & important

Tasks 2 Not urgent but important

Tasks 3 Urgent but not important

Tasks 4 Not urgent & not important

• Managers with average performance spend most of their time on tasks 3 (urgent but not important) and only a little time on tasks 2 (not urgent but important)

• Managers who are high performers tend to spend most of their time on activities in tasks 2 (not urgent but important) and only a little time on activities in tasks 3 (urgent but not important).

Stephen Covey - author of best-selling book The 7 Habits of Highly Effective People, available from your learning centre - asks: “What one thing could you do in your personal or professional life that, if you did it on a regular basis, would make a tremendous and positive difference in your life - personal or working?” tasks 2 (not urgent but important) have that kind of impact and will move things forward for you and the Partnership.

The key principles of delegationIdentifying your priorities is the start of effective planning and organisation. The next step is to delegate the right jobs to the most appropriate Partners. In order to delegate effectively you will need to have a good relationship with your team, know each individual’s strengths, skills and areas for development and be able to coach when necessary.

Delegation is about giving someone responsibility not accountability and is a key skill for any leader. Encouraging members of your team to decide how they will achieve a task will develop them and release time within your working week for you to focus on the key objectives of your role.


key principles of delegationDelegate objectives, not tasks• it is the end result that is important. By giving

others the challenge of achieving a goal rather than doing a series of tasks you will increase their commitment and creativity

Delegate important issues• The objective you delegate should have meaning

for the person concerned. It should help them move forward to achieve their own objectives in a way that is aligned with their values and principles

Record and review• Keep a record of what has been delegated

to each person and follow this up regularly. Frequent informal reviews are very effective as reminders and show the person that the work is important

Provide support and challenge• If you try to delegate without the appropriate

level of support and challenge then you are avoiding taking full responsibility. Consider how much coaching, encouragement and advice is necessary for each piece of work you delegate

Delegate to develop• Use delegation as a means of developing the

skills of the individuals in your team as well as simply ‘getting the job done’. This will increase the payback from one activity

How to delegateThe following checklist gives a structure for effective delegation.

Arrange a meeting with the Partners concerned and:

• Discuss what has to be achieved, when it has to be completed by and what the standard required is

• Agree the objectives and ensure that they have sufficient time and resources to do what is required. Make sure that the objective is given an appropriate priority (use the urgent v important guidelines in the activity sheet - reviewing your working week in this module). Agree any milestones or checkpoints along the way, so that you can monitor progress

• Discuss the benefit of taking on the objective, particularly if this represents extra responsibility or is an opportunity to develop new skills. If it is something that just has to be done, at least acknowledge the fact.

How to delegateFollowing the meeting you should:

• Monitor the Partner’s performance and progress (but not interfere)

• Allow the Partner as much freedom as possible in how to go about the work - remember, you delegated an objective, not a task

• Let your colleagues and the rest of the team know what you have delegated and the authority that goes along with it

• Thank the Partners when the objective has been achieved. You might want to celebrate that success publicly.


IntroductionThis activity will help you to review what you currently do and identify which tasks help you to achieve your objectives. It will also show you which tasks take up your time without contributing significantly to your operating plan. The activity is designed to be completed by you and then discussed with your line manager. As a result of this activity you should have a clear picture of where you spend your time and be able to identify areas where you could work more productively to achieve better results.

Recording your working weekHow to complete:

• Be as honest as you can in recording how you spend your time

• Give a simple explanation of the activity

• Repeat the log at different times throughout a period of time to get a broader picture of your ‘average’ week

• Keep a list of all the activities you carry out each day for one week. Ensure that you list everything, from arriving at work to leaving. A time log is printed on the next page; print off as many as you require

At the end of the weekAt the end of the week total up the time spent on related topics, e.g. handling customer problems, meetings, planning, etc. Choose categories that are likely to be useful to you in deciding how to divide your time.

• List the topics and calculate the percentage of time spent on each

Answer the following questions:

• Which of the activities listed do not directly contribute towards achieving your objectives/operating plan?

• Which of the activities listed make the biggest contribution towards achieving your objectives?

• Are there any of these activities that you would like to reduce or eliminate altogether? What would happen if you did?

• What proportion of your time are you spending managing your team and getting results through others, as opposed to carrying out the tasks yourself?

• Are there any activities that you feel you should be carrying out but are not on your list?

• Which of the activities do you want to do more of?

Optional:

• Carry out this activity again in 3 months’ time to review how you are spending your time and whether you are being more productive. Make further changes if necessary

1 Time log


Activity Time started Time finished Total duration


Using your judgement, place each of the activities you have listed on your time log into one of the 4categories using the template below:

Tasks 1 Urgent & important

Tasks 2 Not urgent but important

Tasks 3 Urgent but not important

Tasks 4 Not urgent & not important

• What could you do to reduce the amount of time you spend on tasks 3 activities?

• What could you stop doing?

• What could you delegate?

• What could you do less of?

• What could you simplify?

• What things could you do to spend more time on tasks 2 activities? For example:

• Set aside specific time for planning

• Timetable review meetings

• What would be the consequences of not carrying out activities listed in tasks 3 (urgent but not important)?

Action pointsFollowing this review, list the actions you will take in order to spend more time on tasks 2 rather than tasks 3. When considering which activities to stop doing, look for opportunities to delegate as a means of developing others.


2 Delegation - how am I doing?IntroductionThis activity will help you to assess, against 14 behaviours, how effectively you currently delegate. It will also help you to identify more opportunities for delegating to members of your team. You will compile an action plan for delegating key tasks and objectives. You can use the first part of the activity to self-assess or obtain feedback from your line manager. You can use the second part to review your diary and, through self-reflection, identify aspects of your work that you will be able to delegate. It is based on the results of Activity 1.

Part 1 - self-assessment questionnaireInstructions for completing this questionnaireComplete the questionnaire and think of the last 3 significant pieces of work that you have delegated. For each question, rate yourself on a scale of 1 to 6. Use the scale below:

1 Poor

2 Need to improve

3 Barely satisfactory

4 Satisfactory

5 Good

6 Excellent

Optional instructionsIf you feel it appropriate, you could also use the same questions to obtain feedback from Partners who you line-manage or your line manager. If you would prefer, you could ask one of the team or, your manager to collect and collate the results anonymously and give you a summary of the results.

• Identify a colleague who is good at delegation

• Discuss the results and feedback with them to see if you can pick up any hints and ways to be more effective

• Try this out and increase your chances of success by delegating a piece of work to one person within a week of this activity.


The questionnaireTick the number that best represents your response

Q1. I delegate objectives rather than activities 1 2 3 4 5 6

Q2. I keep a record of what I have delegated 1 2 3 4 5 6

Q3 I follow up on delegated work 1 2 3 4 5 6

Q4. I delegate important rather than boring work 1 2 3 4 5 6

Q5. I use delegation as a means of developing others 1 2 3 4 5 6

Q6. I encourage creative solutions to regular work 1 2 3 4 5 6

Q7. I delegate responsibility for a whole task rather than parts of a task

1 2 3 4 5 6

Q8. I provide effective support to those delegated work 1 2 3 4 5 6

Q9. I ensure that responsibility and accountability are clear for all work delegated

1 2 3 4 5 6

Q10. I give ample time and attention to train staff in advance for delegated work

1 2 3 4 5 6

Q11. I ensure that I base the delegated work on required outcomes

1 2 3 4 5 6


Q12. I ensure a common understanding between all parties involved in delegation

1 2 3 4 5 6

Q13. I do not interfere once work is delegated 1 2 3 4 5 6

Q14. I give credit for work I have delegated 1 2 3 4 5 6

Which questions did you give yourself a low and high score?

Low score 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

High score 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Please turn over and answer the questions on the following page:


Q15. On the questions you gave yourself a high score, how can you use these strengths to more effect?

Q16. On the questions that you gave yourself a low score, which one do you want to work at? (Choose the one that, if you improved, would have the biggest positive effect.)


Part 2 - the diary challengeInstructions for completing this questionnaireWhen completing this activity:

• Try to focus on what your Partners could do rather than what they do now

• Use delegation as an opportunity to develop individual’s skills

• Focus on releasing a significant amount of your own time within 3 months

• Create time in your diary to prepare for delegating work to your team.

Step 1Look back over the last week of your diary, Lotus Notes calendar or use the time log from Activity 1. Highlight those activities (e.g. meetings, presentations, projects, reports, etc) that could have been done by one of your team if they had had the appropriate preparation, training, experience, etc.

Activity Delegate? Y/N


Step 2Write down all the things that stopped you delegating these activities:

Activity what stopped you delegating this activity?


Step 3Now list similar activities that you need to do in the next 3 months, e.g. stock-taking, centrally-themed promotions, communication sessions. Which of these would you like to delegate and who will you delegate these to?

Activity Delegate? Y/N Delegate to?


Step 4For each of the activities you want to delegate, identify the following:

• What are the outcomes or deliverables required?

• What preparation is necessary?

• Is any training or coaching required?

• How and when will you prepare for this?

• How and when will you review the success of what you have delegated?

• What will be the benefit to the Partner you have delegated to, and to you?

NB: If you have a long list, start with one or two activities only

Step 5Repeat the activity in a few months’ time to help you to identify further opportunities for delegation.


3 Getting & staying organised questionnaireIntroductionThe following activity is designed to help you to assess your strengths against 12 key behaviours for effective planning and organising. You will also be able to gather feedback from your colleagues on your personal organisational skills. It is recommended that you complete activity 1 and 2 of this module before completing this questionnaire.

Part 1 - self-assessment questionnaireInstructions for completing this questionnaireAs a result of this questionnaire, you will have:

• Identified your strengths and weaknesses in personal organisation

• Formulated a personal development plan that focuses on improving these skills

• Shown your team that you welcome their feedback to help you develop

• Began to improve your personal organisation

To get the most from this activity

• Be as honest and objective as you can when answering the questions

• Obtain feedback from others by using the second questionnaire

• Organise the collection and analysis of the questionnaires so that your colleagues will be open and honest in their responses (e.g. anonymous, placed in sealed envelopes, etc)

• Add any specific questions that you believe are relevant to your situation or role

• Ask for support from your line manager if you are uncertain what to do

• Focus on one or two behaviours that you would like to change rather than a long list and transfer these to your development plan

• Ensure that you follow up with your colleagues:

• Thank them

• Give a brief summary of conclusions

• Explain what they have reinforced

• Explain what you intend to do differently

• Ask for their views on your conclusions

• Take action - do what you say you will do differently or share your development plan

• Review your development plan with your line manager.


The questionnaireInstructions for completing this questionnaireRate the extent to which you believe the statements below describe your behaviour. Using the scale below, tick the number that best represents your answer:

1 Not at all

2 Only slightly

3 On balance no

4 On balance yes

5 Mostly

6 Exactly

? Not applicable

Tick the number that best represents your response.

Q1. I set time aside to plan 1 2 3 4 5 6 ?

Q2. I have yearly, monthly and weekly plans 1 2 3 4 5 6 ?

Q3. I delegate objectives, not tasks 1 2 3 4 5 6 ?

Q4. I use delegation as a way of developing people 1 2 3 4 5 6 ?

Q5. I use a filing system 1 2 3 4 5 6 ?

Q6. I distinguish between urgent and important tasks 1 2 3 4 5 6 ?

Q7. I know what my priorities are 1 2 3 4 5 6 ?

Q8. My work area is tidy 1 2 3 4 5 6 ? Q9. I give credit for delegated activities 1 2 3 4 5 6 ?

Q10. I inform my colleagues when I have delegated something

1 2 3 4 5 6 ?

Q11. I do what I say I will do 1 2 3 4 5 6 ?

Q12. I deliver on time 1 2 3 4 5 6 ?


Q13. Which of the 12 behaviours are my strengths?

Q14. Which of the 12 behaviours are my weakness?

Q15. Which of the 12 behaviours do I want to develop and how will I do this?


Part 2 - feedback questionnaire

The questionnaireInstructions for completing this questionnaireThe purpose of this short questionnaire is to provide feedback on how well your manager uses appropriate behaviours in getting and staying organised.

• Please take 10 to 15 minutes to complete the questionnaire by answering the questions as honestly as you can

• When you have completed it, please return the questionnaire to your manager

• The results will be used to help your manager develop their skills

• Thank you for taking the time to complete the

questionnaire

Rate the extent to which you believe the statements below describe their behaviour. Using the following scale, tick the number that best represents your answer:

1 Not at all

2 Only slightly

3 On balance no

4 On balance yes

5 Mostly

6 Exactly

? Not applicable

Tick the number that best represents your response.

Q1. My manager sets time aside to plan 1 2 3 4 5 6 ?

Q2. My manager has yearly, monthly and weekly plans 1 2 3 4 5 6 ?

Q3. My manager delegates objectives, not tasks 1 2 3 4 5 6 ?

Q5. My manager uses a filing system 1 2 3 4 5 6 ?

Q6. My manager can distinguish between urgent and important tasks

1 2 3 4 5 6 ?

Q7. My manager knows what their priorities are 1 2 3 4 5 6 ?

Q8. My manager’s work area is tidy 1 2 3 4 5 6 ?


Q9. My manager gives credit for delegated activities 1 2 3 4 5 6 ?

Q10. My manager informs my colleagues when they have delegated something

1 2 3 4 5 6 ?

Q11. My manager does what they say they will do 1 2 3 4 5 6 ?

Q12. My manager delivers on time 1 2 3 4 5 6 ?

Q13. Which of the 12 behaviours are your manager’s strengths?

Q14. Which of the 12 behaviours are your manager’s weakness?

Q15. Which of the 12 behaviours would you like to see your manager develop?


4 Deciding prioritiesIntroductionThis activity will help you to identify your priorities by looking at your current ways of working (based on the results from activity 1) and provides the final part of effective planning and organising. It will help you use the 5 factors that influence your decisions regarding priorities (see Deciding on the urgent and the important in this module), enabling you to find more effective ways of working and develop a plan to deliver your priorities.

To get the most from this activity• Talk to others about their views rather than

making assumptions. You may find it easier to work through the activities with a buddy or mentor

• Work through this activity quickly and then revisit it the day afterwards, rather than going into too much detail

• Focus on what can be delegated rather than take on too much yourself

• Compare the results of this activity with how you currently spend your time (refer to the results from activity 1 - time log)

Urgent problems to solveDiscuss with your line manager, team and internal customers the urgent problems that need your immediate attention. List them and describe the ideal outcome. Identify what actions you need to take to resolve the problems and who can help you solve them. Fill in the form on the following page; print off as many sheets as you require.

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What deadlines are coming up in the future that you need to prepare for now?For example:

• Appraisals

• Budgets

• Seasonal events

• Presentations?

List these deadlines and dates below, what preparation is needed and when you plan to do it:

Deadline subject Preparation needed Deadline date


Quick winsList your ideas for quick wins below. For example, the things that you could achieve quickly with limited cost. Once you have listed these ideas, decide which ones you will implement and what actions you need to take to achieve these. Put these in the table below:

Ideas for a quick win Actions to address

Issues raised by your manager, team and internal customersIf you ask for the views of your manager, team and internal customers you will get the information you want, and gain their interest and commitment.

• Decide how you will follow through with your manager, team and internal customers on any outstanding issues. Complete the chart on the following page to help you keep track of progress

• Decide whether to hold a one-to-one meeting, team meeting, or whether an email or phone call would be more appropriate.


My manager

Issue raised Follow-through actions Completed

My team


My customers



Important issues to addressIn the table below, list all those aspects of your job that you believe are important but not necessarily urgent. For example, developing the skills of your team or making improvements to an existing process. Decide what actions you will take to move them forward.

Important aspects of your job Actions to ensure progress


Review this activityFrom completing this activity:

What key learning points will you take from this resource to help meet your development goals?

How will you use this information to develop in your role?

What other areas of development have you identified from completing this activity?


How will you gain the required knowledge to develop?

What support and resources will you need to succeed?

How will you ensure this future development happens?

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Document informationYou are responsible for ensuring that the information in this book remains confidential to the Partnership. John Lewis plc ©

Produced by: Partner development, John LewisName of document: Getting and Staying OrganisedDate modified: 25 March 2019 4:02 PM

Partner development

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