This document outlines session 4 of a course on managing people for peak performance. The session focuses on time management and productivity, covering topics like to-do lists, prioritization, delegation, productivity metrics, and eliminating time wasters. It provides guidance on creating effective to-do lists, prioritizing tasks using a grid system, properly delegating work through several steps, measuring productivity, and addressing the top three daily time wasters like email and unproductive meetings. Templates and examples are given to demonstrate techniques for improving personal and team productivity.

1. MANAGING PEOPLE
TOWARDS SUPERIOR PERFORMANCE
Session 4
Khaled Abd El Gawad
1
Managing People for Peak Performance Khaled Abd El Gawad All rights reserved
2/18/2014

2. Agenda
1. Time Management and Productivity
A.
B.
C.
D.
E.
F.
2
To-Do-List
Prioritization
Delegation
Productivity
Execution Techniques
Pay Attention to Time Wasters
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2/18/2014

3. Unit 7
To-Do-List
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2/18/2014

4. To-Do-List
Simple
Template
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2/18/2014

5. To-Do-List
More details
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6. To-Do-List
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7. To-Do-List
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8. Unit 7cont.
Prioritization
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2/18/2014

9. List Your Last Month Activities
Activity
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2/18/2014

10. Prioritizing Grid Rating Scales
High
6
Personal Capability
5
I have high personal Capability to
do this task
It is low important
I have high personal Capability to
do this task
It is high important
4
3
2
I have low personal Capability to
do this task
It is low important
I have low personal Capability to
do this task
It is high important
1
Low
10
1
2
3
4
5
Importance to Clients and Organization, Team or Unit Goals
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6
High
2/18/2014

11. High
Personal Capability
6
I have high personal
Capability to do this task
It is high important
I have high personal
Capability to do this task
It is low important
5
4
3
I have low personal
Capability to do this task
It is low important
2
I have high personal
Capability to do this task
It is low important
1
Low
1
2
3
4
Importance to Clients and Organization, Team or Unit Goals
5
High 6
Use Prioritizing Grid Rating Scales
Activity
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2/18/2014

12. Prioritizing Grid Rating Scales
High
Seriously Reconsider
Continue doing or Delegate
5
Personal Capability
6
I have high personal Capability to
do this task
It is low important
I have high personal Capability to
do this task
It is high important
Stop or Delegate ASAP
Develop or Delegate
I have low personal Capability to
do this task
It is low important
I have high personal Capability to
do this task
It is low important
4
3
2
1
Low
12
1
2
3
4
5
Importance to Clients and Organization, Team or Unit Goals
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6
High
2/18/2014

13. Prioritizing Grid Rating Scales
So for any given task/activity you have always
4 options
Stop Doing
Doing
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Delegate
Develop
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2/18/2014

14. Unit 7cont.
Delegation
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15. How Good is your Delegation?
Activity
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16. Delegation Steps
Pre-Delegation
• Define The Task
• Select the individual
or team
• Assess ability and
training needs
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Delegation
• Explain the reasons
SMART
• State required
Their development goals,
results
Work load,
• Agree resources
required
Personal Capability,
Development Opportunity
• Agree deadlines
Training material availability
Subject learning curve
Managing People for Peak Performance Khaled Abd El Gawad All rights reserved
Post-Delegation
• Support and
communicate
• Feedback on results
2/18/2014

17. Delegation Steps
Pre-Delegation
Delegation
• Define The Task
• Explain the reasons
• Select the individual
or team
• State required
results
• Assess ability and
training needs
• Agree resources
required
• Agree deadlines
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Post-Delegation
• Support and
Gain buy-in,
communicate
Connect to the big picture
Check Clarity
• Feedback on results
Visualize the result
Measures
people, location, premises,
equipment, money, materials,
other related activities and
services
Commitment ,
Agree check points
2/18/2014

18. Delegation Steps
Pre-Delegation
• Define The Task
• Select the individual
or team
• Assess ability and
training needs
Delegation
• Explain theStakeholders
reasons
Consultations
• State required
results
Constructive Feedback
Structured Discussions
• Agree resources
required
Post-Delegation
• Support and
communicate
• Feedback on results
• Agree deadlines
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19. Delegation Steps
Pre-Delegation
Delegation
• Define The Task
• Explain the reasons
• Select the individual
or team
• State required
results
• Assess ability and
training needs
Post-Delegation
• Agree resources
required
• Support and
communicate
• Feedback on results
• Agree deadlines
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2/18/2014

20. Delegation Levels
"I trust your judgment and I know your decisions will match our
visions, values, and strategy. No further contact with me on this
issue is required. But remember: 'No Surprises'."
"Decide what to do, take action, and
then let me know how it all works out."
Make the Decision
"Let me know what you intend to do,
but don't take action until I approve
the plan."
"Identify possible actions including the pros
and cons of each, and recommend one for my
approval."
"Report all the facts to me, and then I'll decide what to do.“
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Full
Delegation
Managing People for Peak Performance Khaled Abd El Gawad All rights reserved
The Action Plan
The Recommendation
The Report
2/18/2014

21. Keeping Control While Delegation
Monitoring and supporting
closely enough to ensure
that the job is done
correctly and effectively
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Giving enough space for
people to use their abilities
to best effect
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2/18/2014

22. Delegation Tool
We have it
So, use it
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23. Unit 7cont.
Productivity
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24. Productivity
Productivity (P) =
Total No. of done Items (N) X Standard time to produce one item
Actual Total time to produce (N) items
<1
We behind the best
practice
We need to improve
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1
We have reached
the best practice
The Standard
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>1
We are setting a
new standard
2/18/2014

25. Productivity VS Efficiency
Efficiency =
Productivity
X
Effective Production Ratio
Total No. of Items
– No. of Defective Items
Total No. of Items
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Managing People for Peak Performance Khaled Abd El Gawad All rights reserved
2/18/2014

26. Productivity – General Definition
How many
items/tasks are
done in
standard time
and with
standard quality
Standard Time
Standard Quality
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27. Unit 7cont.
Execution Techniques
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28. Execution Techniques – Pareto Principle 20/80 Rule
Vilfredo Pareto
Italian Economist
Wealth - Populations
The value of the Pareto Principle in management
is in reminding us to stay focused on the
“20 percent that matters”
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29. Execution Techniques – Pareto Principle 20/80 Rule
Human Resources
Software Applications
 20% of your employees cause 80% of
the problems.
 20% of the work consumes 80% of
the time and resources.
 By fixing the top 20% most reported
bugs, 80% of the errors and crashes
would be eliminated.
 20% of your staff produces 80% of
the results.
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30. Execution Techniques – Pareto Principle 20/80 Rule
Marketing
Working Smarter
 20% of marketing messages produce
80% of your campaign results
 80% of a typical company's revenue
is derived from 20% of its products or
services
 80% of profits from the top 20% of
customer base
Managing People for Peak Performance 30
Khaled Abd El Gawad All rights reserved
Be careful
It is infinite
2/18/2014

31. Increasing Customer Satisfaction
Activity
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2/18/2014

32. Chris Delacroix
Service Center Manager
No
32
Problem
Chris has taken over a failing service center, with
a host of problems that need resolving. His
objective is to increase overall customer
satisfaction. He decides to score each problem by
the number of complaints that the center has
received for each one.
Cause
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Score
2/18/2014

33. 21
6
51
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2/18/2014

34. Execution Techniques – Pomodoro Technique
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37. Unit 7cont.
Time Wasters
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2/18/2014

38. The Top 3 Daily Time-Wasters
1.
Email
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39. The Top 3 Daily Time-Wasters
2.
Social Media
For non businessrelated purposes.
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2/18/2014

40. The Top 3 Daily Time-Wasters
3.
Ineffective
Meeting
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2/18/2014

41. Tips for
Effective
Meeting
http://thumbnails.visually.netdna-cdn.com/tips-for-running-effective-meetings_514c85da88a97_w1500.jpg
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Managing People for Peak Performance Khaled Abd El Gawad All rights reserved
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42. Tips for
Effective
Meeting
http://thumbnails.visually.netdna-cdn.com/tips-for-running-effective-meetings_514c85da88a97_w1500.jpg
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2/18/2014

43. MANAGING PEOPLE
TOWARDS SUPERIOR PERFORMANCE
Closure Discussion
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2/18/2014

44. MANAGING PEOPLE
TOWARDS SUPERIOR PERFORMANCE
Session 4
Thank You!
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Managing People for Peak Performance Khaled Abd El Gawad All rights reserved
2/18/2014