Welcome ToA Short Program on
Productivity and Time Management
Northeast UtilitiesJanuary 29, 2013
Bill Jawitz
A Little Help Please?
Post-Merger Context• Reduced resources• Multiple IT platforms• New people (colleagues &
clients)• Shifting culture• Natural resistance to change
Response to Change
Shock
Anger
Depression
Reconstruction
Upward Turn
Acceptance & Hope
So perhaps . . .
• To support each other even more
• To practice even more refined decision making
• To focus even more on best practices
• To grow your skill sets
Materials• TM Self-Assessment• Top Time Wasters• Daily Planning Checklist• Task Time Estimate Log• Best email practices• Time Management Tips
Handouts
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The 8 Elements1. Plan Effectively2. Capture & Review Tasks3. Prioritize & Schedule Time4. Delegate & Supervise5. Organize Your Info & Space6. Optimize Procedures & Systems (email)7. Manage Expectations & Boundaries8. Know and Grow Self & Others
Three Truths about TM• It’s a misnomer
Self and others• Always more to do than time
available Choice management
• If you don’t control how you spend your time, events and other people will
Span of Control
• What can you control?• What can you influence?• What is truly beyond your
control/influence?
Productivity Defined
1. Rate of output relative to labor and materials
2. The quality of something that causes or assists healthy growth
The 80/20 Rule
20% Input 80% Output
Smooth Processes Legal workflow –File opening / closing –Research–Doc creation & mgmt.–Discovery; dockets–Outside counsel mgmt.
Process Schematic
Wheels & Checklists
Daily & Weekly Planning• Self-Assessment – How well
do you plan?• Daily and weekly planning is
THE first and most important discipline
• 15 minutes each morning• 30-45 each Monday
Daily Planning
Do first thingHandout
Review your scheduleReview your to-do’sScan next few daysAdjust as neededSelect to-do’sDetermine whitespaceEstimate to-do timeBlock in time
Daily Planning
Types of Tasks to BlockDaily and/or weekly:• Production (client work)• Communication (initiating or
responding)• Admin (time recording)• Client development
Time -Task EstimatesHandout
• Check whitespace• Determine scope• Pause to reflect• Add 33%• Track for one week
Planning Benefits• Makes you proactive, less
reactive• Puts anchors in your day• Reduces interruptions• Minimizes multitasking
Myth of MultitaskingA B C D E F G . . . . Z1 2 3 4 5 6 7 . . . . 26
A B C2
E GD F1 5 63 4 7
Cost of Interruptions
151116582541,250
687 hrs
687 / 248
2.7 hrs a dayStress: higher risk of mistake,
increased rework, longer hours, more frustration
Types of Interruptions
•Good Interruptions (when you do it)•Bad Interruptions (when someone else does it to you)
Minimize Alerts
• Try it for an hour a day• Search YouTube to learn how
DND Your PhoneEven for 30 minutes a few times a day
Prioritizing• Pick 2-3 must-do’s per day
during planning time• Establish precise, incremental
objectives • Build in Buffer blocks • Reassess every 90 minutes
and adjust
PrioritizingMake criteria explicit• Contributes unique value• Will build capacity• External deadlines• Speed to completion• Removal of impediment
Urgent &/or Important
Urgent but
Not Important
Importantbut
Not Urgent
Not Important and
Not Urgent
Urgent and
Important
Managing 360
Across, up & down• Your clients, colleagues, and
outside counsel• Your boss(es)• Your support team
EducationWhat do you need from people so you can serve them most effectively?• More specificity?• Less micro-managing?• More lead time?• Better prep?
Education• Everyone’s favorite station: WIIFM• Share how their cooperation will get them more of what they want
The Effective NO
The Roots & Fruits of NO
YES?
YES!
NO
What to Say No to• Coordinating or doubling up
on meetings• Initial or low-level research• Non-legal work• What else?
How to Say No• Acknowledge request first• “That’s not something we’re
able to accommodate”• “I’ll be able to get to that in
__ days/weeks”• ???
Enforce Boundaries
“A lack of planning on your part does not constitute an emergency on my part.”
Control Phone TimeEstablish timeframe at the front end of each interaction
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Personality Styles
• Drive• Influence• Steadiness• Compliance
DISC Style Indicator
Email Overload
• Multiple inboxes with rules• Batch email response time• Educate others
Handout
Time Spent on Email
2485012,400224,800
41.3 ten-hour days per year413
hrs
42
Get Control of Email
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Categories:•Action Needed• Information•Request•Confirmed•Delivery
ACTION NEEDED: Schedule Jones deposition for next weekDELIVERED: Baker summary judgment motion for your review
Subject Line Prefix
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EOM (End of message)
NRN (No reply/thanks needed)
Subject Line Suffix
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• Change subject line instead of re-using an old email
• Don’t perpetuate bad subject lines
Subject Line As Message
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Concise and focused• 1 subject per message• 1 thought per paragraph• Main points, attachments and action
request at top• Use bullets• Short sentences• No jargon
Effective Content
Recap• Transition Opportunity• Productivity = making things
healthier• You can control & influence• The planning imperative• Prioritizing consciously• Expectations and boundaries• Use good email practices
Five Frogs Were Sitting. . .
Wish Want Intend Commit Act Persevere Achieve
1
109
87
65
43
218 30
2019
17
1615
1413
125911
4629 45
4447
2827
2625
24
31
23
22
34
32
21
33
42
43
41
4039
38373635
58575655
5453
5251
5049
48
60
1
109
87
65
43
2
1211
1
109
87
65
43
218 30
2019
17
1615
1413
125911
4629 45
4447
2827
2625
24
31
23
22
34
32
21
33
42
43
41
4039
38373635
58575655
5453
5251
5049
48
60
Your Action Plan1. Take the time management
and time wasters assessments
2. Pick 1 or 2 issues to address or techniques to practice starting Monday
Thanks!
Questions?
Comments?