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Time Management
By managing your time effectively, you can make your life brighter and easier
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Objectives
Knowing the time consuming philosophy
Determine the priority of life.
Increase the knowledge in managing time.
Implement time management in the daily activities
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Time Management
Effective Self Management
Manage our self during the time given
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Definition of Time Management
Ability in taking decision and making the choices.
Acting based on the decision and the choice made.
Ability to “Act” Subject
Not being Acted Object
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The Benefit of Time Management
Determine the things that important and something that can be reduced or eliminated.
Consume your time in the effective way.
Provide time properly for you to do your job.
Control the distractions that waste your time.
Reduce stress and increase effectiveness.
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By Becoming Effective
You will be…
Being more in control of what you do
Being productive, and secure in your job because of this
Enjoying what you do
Giving yourself more quality time to relax and enjoy life outside work.
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Why don't people manage their time?
They don't know about it
They are too lazy to plan
They enjoy the adrenaline buzz of meeting tight deadlines
They enjoy crisis management
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Murphy’s Law
If anything can be late, it will be late.
Nothing is as simple as it seems.
If you mess with something long enough, it will break.
If you try to please everybody, nobody will like it.
Nothing works out exactly as you expect.
There is always one who will misunderstand you.
Nothing is certain until it happen.
If everything planned, still something will go wrong.
Everyday something unexpected will happen.
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Some Approaches
Go with the Flow (going back to the natural way of living) Warrior (To focus and produce) Get Organized (Organizing things, tasks and people) Goal (know what you want and focus on the effort to
achieve it) ABC (Prioritizing and values identification) Magic Tool (technology approach) Time Management 101 (is a skill like accounting and word
processor) Recovery (self awareness adjust from the result).
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Four Generations of TM
1. Reminders Go with the flow Notes and Checklist.
2. Planning and Preparation Make up appointment, deadline, etc.
3. Planning, Prioritizing and Controlling Clarifying value and and priorities, set long-medium
goals.
4. First Thing First Base on our roles. Divided dimension by “Urgent”
and “Important”.
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First Generation (Reminder)
Strengths Easily to adapt if
something happen. More responsive to
people. Not over schedule. Less stress. Tracks “to-do’s”
Weaknesses Not real structured. Relationship suffer. Little accomplishment Move from crisis to
crisis consequence of ignoring schedule.
“First Thing” those things in front of you.
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Second Generation (Planning & Preparation)Strengths Track commitment
and appointment. Accomplished
through goal and planning.
More effective through preparation
Weaknesses Putting schedule over
people. What you want – Not
what you need. Independent thinking
see people as barriers
“First Thing” things on the schedule
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Third Generation (Planning, Prioritizing and Control)Strengths Assume responsibility
for result. Connect with values. Translate value into
goals and action. Increase efficiency. Give structure and order
to life. Strengthens skill of
managing time & self
Weaknesses Lead you believe that
you are take control. Value clarification not
necessary align with principles.
Can lead guilt, imbalance between roles.
See people as things. Less flexibility “First Things” by
urgency and values
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Fourth Generation (First Thing First) Begin with principle. Focused on inner soul. Defined mission including values and long term
goals. Helping in balancing life by having role
identification. Have an opportunity for reorganize the schedule
as it weekly basis. Balancing the needs (Spiritual, Intellectual,
Mental, Physical, Social)
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Fourth Generation Principle
The four needs and capacity (To live, love, to love, to learn and to leave a legacy).
Four endowments: Self-awareness, Conscience, Creative Imagination, Independent Will.
A passion of vision.
The balance of roles.
The power of goals.
The perspective of the week.
Integrity in the moment of choice.
The synergy of interdependence.
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Common Mistakes
Inability in defining priority.
Inability or Unintentionally in organizing things around the priorities
Indiscipline in doing the priorities.
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Some Definitions
Urgent : Need to be responded immediately because being asked by others.
(Concerning with time)
Important : Valuable for you and related to your mission, value, and goals.
(Concerning priority)
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Urgent Vs. Important
UrgentN
ot I
mpo
rtan
tIm
port
ant
Not Urgent•Preparation•Prevention
•Value clarification•Planning
•Relationship building•True recreation•Empowerment
•Crisis
•Pressing Problems
•Deadline-driven project, meetings, preparations
•Interruptions, some phone calls.
•Some mail, some reports.•Some meetings•Pressing matters
•Many Popular activities
•Trivia, busy work•Junk mail
•Some phone calls•Time wasters
•“Escape” activities
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Urgent Vs. Important
I II
III IV
UrgentN
ot I
mpo
rtan
tIm
port
ant
Not Urgent
25 – 30%
20 - 25% 65 - 80%
15% Less than 1%
15%
50 -60% 2-3%
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Impact of Quadrant I
Impo
rtan
tUrgent
Stress
Exhaust
Crisis Management
Always dealing with crisis situation
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UrgentN
ot I
mpo
rtan
t
Impact of Quadrant III
Focus on the long-term goal
Management crisis
Reputation as “bunglon”
Goal and plan is not worth.
Feel as an object, victim, a loose control.
Improper relationship or broken it
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Not
Im
port
ant
Not Urgent
Impact of Quadrant IV
Irresponsible
Fired from job
Depending on others or constitution for a basic needs
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Impo
rtan
tNot Urgent
Impact of Quadrant II
Have a clear vision and perspective
Balance in life
Discipline and in control
Dealt with some crisis
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Ideal Time Allocation
Development Plan
Existing Project
Routine Work
60%
15%
25%
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Pareto’s Law
Concentrate on results, not on being busy
20% of our customers produce 80% of our orders. 20% of meeting time results in 80% decisions. 20% of items read, provide 80% of know-how you need. 20% of your work time result in 80% of what is
necessary to make it success. 20% of you activities give an impact of 80% advantages
to your life (work)
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How to Get Start
Evaluating your use of time Focusing on your priorities Planning for effective use of time Using time more effectively Creating more time Avoiding distractions
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Some Activities Needed
Get Started. Get into a routine habits. Do not say yes to too many things. Do not commit yourself to unimportant activities,
no matter how far ahead they are. Divide large tasks. Do not put unneeded effort into a project. Deal with it for once and for all. Set start and stop times. Plan your activities.
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Time Wasters
Wait for difficult task start with it.
Wait for what you don’t like and do not spend too much time on the things you like.
Indecision - Think about it, worry about it, put it off, etc. but do nothing on it.
Inefficiency - Jumping in and implementing instead analyzing and designing first
Unrealistic time estimation.
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Time Wasters (cont.)
Unnecessary errors - You do not have enough time to do it right, but you have enough time to do it over?
Doing urgent rather than important tasks
Poor planning and lack of contingency plans Poor organization
Lack of priorities, standards, policies, and procedures.
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How to Reduce Time Wasted
Knowing your self (ability and skills). Set a target. Communicate the problems/issues. Delegate some of tasks. Controlling and evaluation . Handle interruption quickly. Manage the decision making process, not the
decisions. Keep things simple. Set aside time for reflection.
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How to Reduce Time Wasted
Concentrate on doing only one task at a time. Establish daily, short-term, mid-term, and long-
term, priorities. Throw unneeded things away. Use checklists and to do lists. Establish personal deadlines and ones for the
organization. Knowing when to stop a task, policy, or
procedure.
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Some Tools Can be Used
The Activity Log Delegation SWOT Reading Skills Writing Skills Phone Skills Prioritized To Do Time assessment
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Job Clarification
What is the purpose of the job What are the measures of success? What is exceptional performance? What are the priorities and deadlines? What resources are available? What costs are acceptable? How does this relate to other people?
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Making Goals
Positive Statement Be Precise Set Priorities Write goals down to avoid confusion and
give them more force Keep Operational Goals Small S M A R T Goals.
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Fill Up the Agenda
1. Connect with your vision and mission.
2. Identify your roles.
3. Select Quadrant II goals in each role.
4. Create a decision making Framework for the week.
5. Exercise integrity in the moment.
6. Evaluate.
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Evaluate Closing the Loop
Evaluate Act
Organize
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Perspective of the Week
Close-Up View (Daily Perspective)
Urgency Felt needs
Tasks & Activities Next Step
Wide Angle View (Vision & Mission) Long Term
Importance Fundamental Needs
Direction Big Picture
GAP
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Perspective of the Week
Normal View (The Weekly Perspective)
Urgency with Long Term Importance
Felt needs with Fundamental Needs
Task and activities with Direction Next steps with a Big Picture
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Balancing in Life
Physical (exercise, nutrition, sleep) Intellectual (cultural, aesthetic) Social (intimate and social relationships) Career (school and career goal directed
work) Emotional (expression of feelings,
desires) Spiritual (quest for meaning)
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13 TIPS in Managing Time
1. SPEND TIME PLANNING AND ORGANIZING 2. SET GOALS 3. PRIORITIZE 4. USE A TO DO LIST 5. BE FLEXIBLE 6. CONSIDER YOUR BIOLOGICAL PRIME TIME 7. DO THE RIGHT THING RIGHT 8. ELIMINATE THE URGENT 9. PRACTICE THE ART OF INTELLIGENT NEGLECT 10. AVOID BEING A PERFECTIONIST 11. CONQUER PROCRASTINATION (Swiss Cheese method). 12. LEARN TO SAY "NO." 13. REWARD YOURSELF.
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Delegation Process
Determine what you are going to delegate Choose the right person Give an overview of the assignment including the
importance of the assignment and why you have chosen the employee for the job
Describe the new responsibility in detail Let the employee know who he/she can turn to for
help Solicit questions, reactions, and suggestions Listen to the employee's comments and respond
empathetically
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Ask the employee for commitment and offer help or some type of back-up assistance
Be encouraging Establish checkpoints, deadlines, and ways to
monitor progress Keep in contact with the employee and observe
the checkpoints Recognize and reward the person for his/her
successful completion
Delegation Process
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Delegation
Do Delegate All routine or even sporadic
clerical duties Making minor decisions. Answering routine questions Minor staffing problems such
as scheduling. Anything your employees are
expected to do when you're not there.
Jobs that can develop the employee in other areas for potential promotion
Don’t Delegate An emergency or short-term
task where there is not time to explain or train
Morale problems Assignments from your boss
that he or she expects you to do personally
A job no one else in the department is qualified to do
Personnel issues such as hiring, firing, or disciplinary matters
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Managing Meeting
1. Prepare for the meeting
Define the objectives and desired outcomes
Determine if a different activity could be used besides a meeting.
Determine topics to cover and the best format for the discussion of each one.
Estimate the length of the meeting.
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Managing Meeting
1. Prepare for the meeting (cont.)
Create an Agenda (time, Place, Participant’s name and role, structure of discussion).
Deliver agenda in advance.
Make every meeting a learning event
Use a variety of tools and activities to make the meeting productive and fun...get them charged up!
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Managing Meeting
2. Set up the meeting place
Select a physical setting that is comfortable, big enough, and will serve the purpose.
Create a warm and attractive atmosphere conducive to interaction.
Provide appropriate refreshments.
Have appropriate visual aids and learning aids on hand.
Always do something a little different and something new. Make them glad that they came.
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Managing Meeting
3. Assign a Note-Taker
Who attended.
What problems were discussed.
Key decisions reached.
Next Steps (action items): Who needs to accomplish a task - list team and outside
members.
Start and end date of task.
What is it exactly that they need to accomplish.
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Managing Meeting
4. Start the meeting Communicate the purpose and desired outcomes to all
participants.
Clarify the type of participation and interaction desired.
Set the ground rules (Norms), e.g.: When the meeting will stop and end.
How each member will be heard.
How conflict will be resolved.
What is expected of each member.
Confidential topics.
Show that you value their ideas, opinions, and questions.
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Managing Meeting
5. Conduct the meeting Take time to tell and hear stories. Be creative in how you
share them.
Record ideas and notes on a flip chart:
At the end of the meeting, give them to the note taker so that they can be incorporated into the minutes.
Ask open-ended questions to encourage their input.
Keep the focus on ideas, not on people.
Assign next steps throughout the meeting. Make all next steps specific assignments.
Stay focused on the agenda topics.
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Managing Meeting
6. Keep The Meeting Focused And Moving
Get information and data from the meeting. Ensure people are heard.
Let the people carry the content; you guide the process.
Acknowledge and reinforce constructive contributions.
Vary the pace: speed up, slow down, take breaks, change tracks.
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6. Keep The Meeting Focused And Moving (Cont.)
Use the agenda to stay on track.
Keep the group aware of where they are in the process.
Periodically summarize key points and ask for agreement.
Help the group reach consensus and reach conclusions.
Managing Meeting
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Managing Meeting
7. Closing the meeting
Help the group decide on next steps.
Review assigned next steps. Ensure each person knows their duties to perform. Make sure everyone goes from "meeting" to "doing."
Conclude by summarizing the group's accomplishments.
Thank group members sincerely for their participation and contributions.
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Managing Meeting
8. Follow Up Evaluate the meeting. What worked? What needs
improvement?
Plan post-meeting logistics.
Using the minutes and your impressions, create a document that clearly describes the meeting. Use comments, questions, criticisms, and insights to enhance the quality of the document.
Distribute the document to all participants and other key players within the organization.
Monitor progress on next steps
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Attending Meeting
Know the purpose of the meeting. Know what your purpose for attending is.
Gather all data that you need to bring to the meeting.
Know the agenda of the meeting and ensure your agenda coincides with the meeting agenda.
Know your role and the path that you are going to follow.
Arrive on time and be prepared to stay until at least the planned stop time.
Take the meeting seriously, but do have some fun while attending.