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Effective Time Management
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Managers
Effectively managing your time will enable you to work more efficiently and do more to added the bottom-line objectives of your company. As a manager, the use of your time is critical in order to carry out your many duties and responsibilities. This Origami Warrior Life Lessons - Basic supervision Skill description on Time supervision will enable you to become a more efficient boss for yourself, and for your organization. You will learn how to great carry on your time, which will help you accomplish your wide goals. What Should You Expect We will not be able to inspect every facet and component of time management. Rather, we will focus on the major system of efficient time supervision along with planning and organizational skills, that apply to most situations. We will use only as much "theory" as needed to gain basic understanding of time supervision issues. Primarily, we will discuss what you can do to great carry on your time. Learning Objectives Upon completion, you will be able to: 1) Understand the role that planning plays in time management.
2) Understand how organizational skills can help you great carry on your time.
3) State how efficient delegation, communication, and training can save you time in the long run.
4) Implement specific techniques for great handling accumulating paperwork, crisis, and "overwhelming" projects. Format This information is designed to do more than just give you information on time management. Rather, it is set up to teach you skills which you can apply in your day to day job. This will be closed by the use of exercises that need your involvement. Active participation will enable you to learn "what to do and how to do it" great than passively sitting back and being an observer. Keep this in mind as we proceed. Managing Your Time Planning All time supervision begins with planning. Planning means reasoning about what you want and how you are going to accomplish it; determining in expand what is to be done; and preparation for the hereafter by development decisions now. Defining Your Work Load In order to plan your time; you must evaluate your work load. Although not a difficult task, it takes time to reflect upon your duties and responsibilities. Make time for this. It will save you time in the long run. Begin all new projects, responsibilities, or tasks with a planning session. Ask yourself: o What tasks need to be done.
o When should they be completed.
o Besides myself, who else will need to be involved, can this be delegated, if so to whom, etc.
o How much time will each project require.
o What part of my duties and responsibilities are fixed and routine.
o What intermediate steps need to be completed. Not only should new work begin with a planning session, but all on-going work needs to be reviewed, evaluated, and re-planned. Program planning time every day. Plan your day the first thing in the morning, as soon as you arrive at work or the former day the last thing you do at work before leaving for home. When defining your work load, be aware of four points: First, is the task well your responsibility? Don't fall into the trap of taking on others responsibilities. You may be able to route the task or project to those who are more responsible for it in the first place, thereby freeing up time for those tasks and projects you are by all means; of course held responsible for. At the very least, you may be able to share the project with others, thereby splitting the work load in half. Channel projects to others who have accountability for them by being appropriately assertive and using clear and concise communication. At times, compromise and negotiation may be needed to supervene in a collaborative attempt on a project. Remember, your responsibilities come first and need the majority of your time. Secondly, when defining your work load, ask either you have "bitten off more than you can chew". It is entirely possible that you have a larger work load than any man can realistically deal with in the ready time. Push yourself hard, but if the quality of your work begins to decline in order for you to take on an added quantity of work, then an unhealthy habit may be forming. The success of any company is built upon quality services, quality products, and quality supervision action. Do not ever allow this suitable to decline as a shortcut to getting someone else task completed. It is your accountability to quote to your immediate supervisor if you collate that you have taken on more than any "mere mortal can handle". Planning includes knowing your limits, as well as question solving, brainstorming, and communicating when those limits have been exceeded. Be the first to ask for help, a true sign of power not weakness. Thirdly, be realistic when estimating the time it will take you to unblemished each of your responsibilities or projects. efficient planning is built upon reality. Underestimating the time required to do a task may supervene in disrupting other people's time Program when you are not able to deliver as you had estimated. Consequently, it will be a poor reflection upon you. Similarly, overestimating the time it will take you to unblemished a project is poor practice. Although it may appear to make you look more efficient, it can also disrupt others who are not ready to receive your description or completed task at the unexpected earlier time. As a result, your prematurely completed work may "sit around" until others are ready for it. Permissible planning requires definite and realistic time estimates. Lastly, Permissible planning also includes the planning of lunch, breaks, and personal events. It has long been recognized that total, sustained, and intense focus on high pressure tasks and responsibilities can lead to stress and deterioration of one's working capacity. It is your accountability to plan suitable performance to preclude yourself from becoming "burnt-out". It is legitimate to plan a lunch. Breaks can be interspersed within long periods of intense concentration. Planning for these events are carried out with the same legitimacy and in the same manner as other foremost duties and responsibilities. Time supervision Worksheet 1 Defining Your Work Load Choose an objective on your current performance appraisal quote form. With it in mind, riposte the following questions. 1. Briefly, what project, activity, or Program are you currently doing to help you attain the objective? 2. What is the deadline for completing the project, activity, or program? 3. Almost appraisal how many uninterrupted work hours it will take you to accomplish the project, activity, or program. How long with interruptions? 4. List the names of citizen you will need to involve or meet with in order to successfully unblemished the project, activity, or program. 5. Will completing the project, activity, or Program need you to accomplish fixed and habit duties on a weekly or daily basis. What are these duties? Objectives and Goals Planning should plainly supervene in goals or objectives. A goal or objective is plainly a task we desire to accomplish. Goals direct our behavior. They help us supervene a straight-line path to our greatest objective. They preclude us from being like leaves being blown helplessly in the wind. Goals play a major role in helping us decree how to carry on our time. All actions that help us accomplish our goals warrants our time. All actions that do not help us accomplish our goals, are a waste of our time. Many of your objectives or long term goals are identified by the Objective Setting and performance appraisal quote System. Often, these objectives are too broad in scope to strive for "all at once". Objectives or long term goals need to be broken down into intermediate goals. Intermediate goals need to be broken down into goals that can be attained in one week. Finally, you can set a goal for each day of the week that, when completed, will supervene in the achievement of the weekly goal. It is the completion of many very small goals on a daily basis that supervene in the completion of a performance appraisal quote objective. Planning and setting goals supervene in more efficient time supervision when any conditions are met. These rules of goal setting will automatically force you to make great use of your time. o Set goals once a day: either first thing in the morning or for the following day, last thing before going home. Set the goals one day at a time, retention in mind what you want to accomplish by the end of the week o Daily goals should be specific. What, where, when, and with whom should be included. o Daily goals should be attainable. Make it reasonable and realistic. There should be a very good opening of accomplishing it. o If intelligent others, the goal should be mutually developed. This does not need to be complicated. For example, state "...then we agree that at the windup of this meeting, we will have made decisions on the following four issues". o Good goals should be measurable. Although you may not always want to description the expand you made toward your goal; the point is, if you wanted to - you could. o The best use of your time each day is in accomplishing your daily goals set that morning (or the former evening). Time supervision Worksheet 2 Developing Monthly and Daily Goals Using the same objective that you used for Worksheet 1, establish goals for meeting the objective by answering the following questions. 1. "Break-down" the objective into its major parts. 2. Take one major part of the objective identified in examine 1, and "break it down" added by listing three tasks that must be closed in order to accomplish the major part of the objective. Task 1: Task 2: Task 3: 3. Write a goal to correspond to each identified task listed in examine 2 above, using the format presented. Goal I: I need to (what):________________________________________________________________________________ By (date):______________________________________________________________________________ I may need to involve (who):________________________________________________________________________________ Is this goal attainable?____________________________________________________________________________ I may need to divide this goal into the following sub-goals: _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ Progress toward attaining this goal can be measured by: _____________________________________________________________________________________ _____________________________________________________________________________________ Goal 2: I need to (what):________________________________________________________________________________ By (date):______________________________________________________________________________ I may need to involve (who):________________________________________________________________________________ Is this goal attainable:_____________________________________________________________________________ I may need to divide this goal into the following sub-goals: _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ Progress toward attaining this goal can be measured by: _____________________________________________________________________________________ Goal 3: I need to (what):________________________________________________________________________________ By (date):______________________________________________________________________________ may need to involve (who):_________________________________________________________________________________ Is this goal attainable:______________________________________________________________________________ I may need to divide this goal into the following sub-goals: ______________________________________________________________________________________ ______________________________________________________________________________________ ______________________________________________________________________________________ Progress toward attaining this goal can be measured by: ______________________________________________________________________________________ Time supervision Worksheet 3 Reasons Why Plans Often Fail Think of a major objective, in which you were involved, that did not "come off" as planned. Briefly jot down the plan to reach the objective. Place a check by the main reasons why the plan failed. 1. ______Feasibility of the specific details of the plan was not assessed at every level. 2. ______Plan was "unrealistic". 3. ______Objectives for the plan were not clear or specific. 4. ______Key citizen were not involved before the plan was finalized. 5. ______ Assumptions were made, but not checked out, about critical elements of the plan, availability of critical supplies, items needed and when to be delivered, manpower, etc. 6. ______Plan was idealistic; too "tight"; too slight room or margin for error or "trouble-shooting". 7. ______Plan created a high degree of disagreement and resistance in citizen which was either not anticipated or not explored by consulting them-so they failed to give critical cooperation required for successful implementation of the plan. 8. ______Planning was started only after question was acute and "a crisis". 9. ______You view planning takes too much time - Let's have action! 10. ______Parameters within which planning was done was not fully understood (such as allocation limitation, availability of key people, etc). 11. _____Objectives and plan details were not communicated properly to all who were to be involved in the planning as well as the implementation. 12. ______Planners failed to post themselves with the situation within which planning had to be done. 13. ______Failure to get all pertinent facts critical for success of the plan. 14. ______Failure to consider alternative plans and options. 15. ______Failure to plan for the training of citizen to implement a plan. 16. ______Failure to plan for the delegation of parts of the plan. 17. ______Failure to anticipate trouble and establish mechanisms for "re-planning" and/or contingency plans. No mechanisms for monitoring or controls. 18. ______Failure to allocate adequate time to "get the job done right". Organization Planning is not unblemished without organization. Permissible assosication insures that plans are carried out, goals are attained, and your time is used most efficiently. Two factors of assosication that must be thought about are prioritizing and scheduling. Prioritizing Prioritizing plainly means ranking a list of items agreeing to their importance. The most foremost item becomes the highest priority and automatically becomes the first item to be worked on. The second priority is second in significance and becomes the next item to be focused on after the first priority is completed. One good way to think of priorities is in connection to poker chips. As you recall from poker, three colors of chips are frequently employed. Blue chips are usually worth a lot of money each, and are, therefore, the most important. With blue chips, the stakes are high, a loss of a blue chip is a failure; achieving one is success. Red chips are not as foremost as blue chips but cannot be ignored. You need to be concerned with them, but only after attending to your blue chips. The loss or gain of one red chip does not bring failure or success but the loss or gain of many red chips can add up to failure or success. Lastly, there is a white chip. The white chip is not nearly as foremost as the blue or red chips. Failing to accomplish white chips does not worry you. Sometimes, in fact, you will need to purposely sell out white chips in order to accomplish a blue or red chip. In terms of priorities, all blue chip goals are top priority; all red chip goals are medium in priority and all white chip goals are low in priority. You can have any goals as one color chip. The point you must perceive is that not all of your goals are blue chip goals. In fact, many of your goals are only red or even white chip goals. All of your objectives on the Objective Setting - performance appraisal form are blue chip. Your weekly and even daily goals are just the many elements that go into accomplishing these larger objectives. On any given week, you will have some blue chip, red chip, and white chip goals. Every day when you plan your goals, some of the daily things you want to accomplish will have blue chip status. Others will have red chip status; and many will have white chip status. When you make your daily goals in your daily planning session, prioritize them. always prioritize goals when you establish them: prioritize on a daily basis. A red chip goal on Wednesday which hasn't been closed can well become a blue chip item on Thursday. Use your judgement when determining if your daily goals are blue, red, or white chip. consider the following: o the significance of the project. o deadlines. o how foremost your immediate supervisor considers this project (very important). o accessibility of other citizen or equipment. o the sequence of one part of the project to other parts of the project. To get a feel for the significance of a project, ask yourself, "What would happen if I didn't do it?" If the consequences are minor, the project is probably a white chip project. If the consequences sway the profitability of the company, it is a blue chip project. Now that you have prioritized, there are two rules to supervene to insure Permissible allocation of your time: 1. Spend most of your time each day on a blue chip goal, some of your time on a red chip goal that preserve blue chip goals, and little, if any, of your time on a white chip goal. 2. Always start your day working on a blue chip goal. Also devote much of your spare time or "in-between time" to work on a blue chip goal. When you return from lunch, work on a blue chip goal. If you have 10 minutes before a meeting, spend this time working on a blue chip goal. always work on your blue chip goals first. Spending 10 minutes working on a blue chip goal is always preferable to totally completing one white chip goal. Time supervision Worksheet 4 Write "Blue", "Red", or "White" in the space provided depending on the item's priority. 1. ______Meeting your whole one performance appraisal objective. 2. ______Reading a trade magazine. 3. ______Completing a mostly closed description for you boss which is due tomorrow. 4. ______Completing a mostly closed description for your boss which is due in two weeks. 5. ______Responding to a dissatisfied customer. 6. ______Obtaining supplies for your desk. 7. ______Holding a meeting with your subordinartes to update them on recent events. 8. ______Working on a policy that can directly growth the profitability of the company. 9. ______Making a phone call to get information you need for a project you are involved in. 10.______Filling out paperwork that is required but not due until next week. Prioritize some of your monthly current activities under blue, red, or white chip status. Blue ________________________________ ________________________________ ________________________________ ________________________________ Red ________________________________ ________________________________ ________________________________ ________________________________ White ________________________________ ________________________________ ________________________________ ________________________________ Go back and priortize activities under each of the blue and red chip headings by numbering them from top blue chip priority to bottom blue chip priority, and top red chip priority to bottom red chip priority. plainly prioritize each of the lists. Scheduling Scheduling is a key component of being organized. Following are simple, yet proven techniques to help you carry on your time better. Use a Calendar A calendar which shows the whole month at a note is great than one which shows one day at a time. By looking how all of your obligations are being arranged for an whole month, you can get a "bigger picture" of the time requirements you will need to preserve for these events. You will also be able to great plan for week to week by looking what pressing needs you have later in the month. Appointments, meetings, deadlines, and extra events should all be marked on a calendar. In addition, preserve a consolidate hours each day to be devoted exclusively to your top blue chip goal. Try marking a "warning" on your calendar: for example, you might write: Warning, project _________________ should be one-half completed today. Use a Daily "To Do" List Many citizen write out a list of things they hope to accomplish. This is an established time supervision tool. The daily "to do" list should include the goals that you industrialized in your daily planning session. As mentioned under goal setting, make sure your daily goals are attainable, specific, etc. After completing the list, go back over the list and indicate which of your daily goals have blue chip, red chip, or white chip status. If you already have been using a daily "to do" list, use it more effectively by remembering the following points: o Make only one list; trying to coordinate and act upon many lists at once can swiftly become confusing. o Put a rough appraisal of time needed to unblemished each item on your list. If the total time to unblemished all the items on your list is approaching eight hours, your list of daily goals is too long. Remember, make sure the goals you set for each day are realistically attainable. o Always start with your top priority and devote the most time to it. o Start a new "to do" List each day in your planning session. Don't just keep adding to yesterday's unaccomplished goals. o Do not load up the list so that every moment of your day is allocated. This is the biggest mistake citizen make in using a "to do" list. Most citizen know that they will be interrupted through out the day. Plan for it. "Pad" scheduled events by reserving more time. Allow time for handling unexpected crises. Remain flexible. Spending 10 minutes on a blue chip project is great than totally completing one white chip item. Never spend time on less foremost items when you could be spending your time on more foremost events. Your emphasis should not be on how many items you cross off your "to do" list each day, rather, it should be on accomplishing high priority items( i.e. Blue chips, then red chips, etc.) Set priorities and set yourself free, you will get more done and it will be the most foremost things needing to be done.
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