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Manzer fred
- 1. Managing Priorities in a Complex
Environment
Frederick J. Manzer
fmanzer@strategybridgeintl.com
540.845.0309
©2006 Strategy Bridge International Inc.
- 2. Phone Call
Answer
What should I do? Ignore
Turn it off
If it is my wife?
My boss?
My customer?
The Administrator?
The President?
©2006 Strategy Bridge International Inc.
- 3. Questions
Who wants priorities?
Organization
Project
Personal
How are they determined?
Not at all
Everything is priority 1
Donât know
I do
My boss
©2006 Strategy Bridge International Inc.
- 4. Typical Solutions
Multi-task
Task swap
Do the most urgent first
Worry
All of the above
©2006 Strategy Bridge International Inc.
- 5. How usually decide what to do?
FIFO
LIFO
Source
Squeaky wheel
Personal preference
Important
Urgent
©2006 Strategy Bridge International Inc.
- 6. 1st should be #1?
Is it the most:
Important?
Urgent?
©2006 Strategy Bridge International Inc.
- 7. Determine Importance
The 100 year test
The âwhoâ test
The âmeâ test
©2006 Strategy Bridge International Inc.
- 9. A Process
Always start with what is important
Criticality to the recipient
Number of people impacted
Long term effect
Available alternatives
Make a plan to get it done!
List important tasks in order of priority
Budget time to accomplish the tasks
Each day / week / month as appropriate
Work to the budget
©2006 Strategy Bridge International Inc.
- 10. Prevent Interruptions
What would happen if:
In a meeting
On vacation
With the boss
Sick
What is important enough to not be
interrupted?
By anything
By some things
By everything
©2006 Strategy Bridge International Inc.
- 11. Note:
Interruptions can be the job:
Manager
Customer support
Nurse
Mother
Still need to decide what to do first!
©2006 Strategy Bridge International Inc.
- 12. Define what creates âUrgencyâ
How was the deadline set?
How often does it change?
Who decided?
How is it communicated?
What happens if it does not get done
Then?
At all?
©2006 Strategy Bridge International Inc.
- 13. Define Communication Methods
How do urgent and important tasks get
communicated?
How can urgent and unimportant tasks be
ignored?
Note: the mode of communication does not
by itself create urgency!
Communicate your process!
©2006 Strategy Bridge International Inc.
- 14. Look at your important list:
Evaluate urgent items in terms of their
importance
Must be urgent and important for priority
Seek alternative solutions
Donât know about it
Donât do it
Let someone else do it
Accomplish within the free time left after
doing the important
©2006 Strategy Bridge International Inc.
- 15. Donât Multi-Task
It dilutes accomplishment
It is not effective â productivity goes down
It satisfies neither the important nor the
urgent
Too much time lost in transition
10-15 minutes to recover
©2006 Strategy Bridge International Inc.
- 16. Gerri Willis top 5 tips
1 â Use minutes wisely
2 â Close your e-mail in-box
Multi-tasking does not work â do
sequentially
4 â Reduce desk clutter
5 â Put your schedule in writing â
consolidated in one place and follow it
6 â Do hard stuff first
©2006 Strategy Bridge International Inc.
- 18. Summary
Priority Management is hard
EGO
Unreasonable bosses / customers / etc.
Too much to do
Someone may be unhappy!
Failure to control does not equate to
inability to control!
©2006 Strategy Bridge International Inc.