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Managing Priorities in a Complex
         Environment


                                 Frederick J. Manzer
             fmanzer@strategybridgeintl.com
                                         540.845.0309




   ©2006 Strategy Bridge International Inc.
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.
Questions
 Who wants priorities?
   Organization
   Project
   Personal
 How are they determined?
   Not at all
   Everything is priority 1
   Don’t know
   I do
   My boss


    ©2006 Strategy Bridge International Inc.
Typical Solutions
  Multi-task
  Task swap
  Do the most urgent first
  Worry
  All of the above




     ©2006 Strategy Bridge International Inc.
How usually decide what to do?
  FIFO
  LIFO
  Source
  Squeaky wheel
  Personal preference
  Important
  Urgent




     ©2006 Strategy Bridge International Inc.
1st should be #1?
  Is it the most:
    Important?
    Urgent?




     ©2006 Strategy Bridge International Inc.
Determine Importance
 The 100 year test



 The “who” test



 The “me” test




    ©2006 Strategy Bridge International Inc.
Determine Urgency
 How long can it wait?




    ©2006 Strategy Bridge International Inc.
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.
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.
Note:
 Interruptions can be the job:
   Manager
   Customer support
   Nurse
   Mother




 Still need to decide what to do first!


    ©2006 Strategy Bridge International Inc.
Define what creates “Urgency”
  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.
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.
Look at your important list:
  Evaluate urgent items in terms of their
  importance
    Must be urgent and important for priority
  Seek alternative solutions
    Don’t know about it
    Don’t do it
    Let someone else do it
    Accomplish within the free time left after
    doing the important



     ©2006 Strategy Bridge International Inc.
Don’t Multi-Task
  It dilutes accomplishment
  It is not effective – 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.
Gerri Willis top 5 tips
  1 – Use minutes wisely
  2 – Close your e-mail in-box
    Multi-tasking does not work – do
    sequentially
  4 – Reduce desk clutter
  5 – Put your schedule in writing –
  consolidated in one place and follow it
  6 – Do hard stuff first




     ©2006 Strategy Bridge International Inc.
©2006 Strategy Bridge International Inc.
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.

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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 Don’t 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 “who” test The “me” test ©2006 Strategy Bridge International Inc.
  • 8. Determine Urgency How long can it wait? ©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 “Urgency” 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 Don’t know about it Don’t do it Let someone else do it Accomplish within the free time left after doing the important ©2006 Strategy Bridge International Inc.
  • 15. Don’t Multi-Task It dilutes accomplishment It is not effective – 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 – Use minutes wisely 2 – Close your e-mail in-box Multi-tasking does not work – do sequentially 4 – Reduce desk clutter 5 – Put your schedule in writing – consolidated in one place and follow it 6 – Do hard stuff first ©2006 Strategy Bridge International Inc.
  • 17. ©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.