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TIME MANAGEMENT
CHALLENGING THE MYTH
“Organise & execute around priorities”

        Richard Tredennick-Titchen 2010
TIME MANAGEMENT
   Time Management is a
    myth

   You cannot manage
    time

   All you can try to do is
    to manage yourself
TIME MANAGEMENT
   Time in any organisation
    is constant
   Nothing can be substituted
    for time
   Once wasted it can never
    be regained
   Leaders have many
    demands on their time &
    they have to make choices
TIME MANAGEMENT

   But, by becoming
    obsessed with managing
    your time, you can
    actually waste time
   All you need to do is to
    make a simple assessment
    of how to use your
    workplace time most
    effectively
THE TIME MGT MYTH
   “I’ve got a problem with time
    management, so ...”
   I should attend a time
    management course – 16hrs
   I need to order planning
    charts, agendas etc – 2hrs
   I must read the definitive book
    – 50hrs
   I have to set aside at least an
    hour a day to plan my time
    mgt – 240hrs Total 308hrs
   Why with all this effort
    doesn’t it work
COMMON SENSE TIME WASTERS
   Indecision – worrying &
    procrastinating
   Implementing – instead of
    analysing first
   Accepting unimportant
    interruptions
   Procrastinating
   Making unrealistic time
    estimates
TIME WASTERS
   Poor organisation
   Innefective meetings
   Micro-managing
   Doing urgent, rather
    than important tasks
   Poor planning & lack
    of contingency plans
   Failing to trust &
    delegate
COMMON SENSE TIME SAVERS
   Managing the decision
    making process, not the
    decisions
   Concentrating on doing
    only one task at a time
   Establishing daily, short
    term, mid term & long
    term priorities
   Throwing unneeded things
    away
TIME SAVERS
   Establishing personal &
    organisational deadlines
   Not wasting yours or other
    peoples time
   Ensure that all meetings
    have a clear purpose &
    time limit
   Maintaining an accurate
    agenda & sticking to it
TIME SAVERS
   Knowing when to stop a
    task, policy or procedure
   Effective delegation &
    empowerment of
    subordinates
   Setting aside time to
    accomplish high priority
    tasks
   Setting aside time for
    reflection & evaluation
TIME SAVERS
   Regularly assess where
    you’re wasting time
   Create time management
    goals – you are changing
    your behaviour – not time
   Establish routines & stick
    to them as far as possible
   Look at the big picture &
    do not get bogged down in
    details
TIME SAVERS
   Get into the habit of
    setting time limits for your
    tasks
   Be sure that your systems
    are organised in the most
    effective way
   Don’t waste time waiting
   Reward yourself from
    time to time
TIME SAVERS

   Schedule your most
    important work during your
    most productive time
   Always ask yourself – “Am
    I making the most of my
    time?”
   Begin everything knowing,
    what you want to achieve
TIME SAVERS

   Do not say “yes” to too
    many things
   Divide large tasks into
    manageable portions
   Do not put unneeded
    effort into tasks
   Deal with it once & for
    all – do not put it off
   Set start & stop times
TIME MANAGEMENT GRID
   Quadrant 1 focusses on
    things which are both
    ‘urgent’ & ‘important’
    They need to be dealt with now
   Quadrant 2 represents
    things which are important
    but not urgent
    These activities can be scheduled to
    when you can give quality thought to
    them. Personal activities can be part
    of this quadrant
TIME MANAGEMENT GRID
   Quadrant 3 are distractions
    They must be dealt with right now, but
    frankly are not important eg. unwanted
    interruptions or phone calls

   Quadrant 4 are things which
    are neither urgent or
    important
    Often unprepared meetings fall into this
    category
RECOMMENDATIONS
   Maximise quadrant 2 time
   Do these tasks when you are at your
    best
   Many quadrant 1 activities could
    have been quadrant 2 if they had
    been done earlier
   You can also reduce time spent in
    quadrant 3 by improving your
    systems & processes for dealing
    with distractions
   You can eliminate quadrant 4
    activities by finding new ways to
    deal with time wasting
CONCLUSIONS
   You have to change your
    behaviour – not time
   You have to take control
    to ensure that you are
    working as effectively as
    possible
   Delegate as much as
    possible, while still
    staying in control
CONCLUSIONS
   Do not sacrifice regular
    interaction with your staff
    – but do it on a more
    structured basis
   Consider appointing an
    executive assistant to assist
    with Board preparation &
    business development etc
   Allocate yourself time to
    assess the ‘big picture’ &
    ‘plan strategically’
CONCLUSIONS
   Use the ‘Time Mgt Grid’
    to help you assess &
    prioritise what is
    important
   Demonstrate that you are
    not only successful in
    your present position, but
    that you are also building
    up the leadership skills &
    experience to take on the
    next career promotion

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Time management

  • 1. TIME MANAGEMENT CHALLENGING THE MYTH “Organise & execute around priorities” Richard Tredennick-Titchen 2010
  • 2. TIME MANAGEMENT  Time Management is a myth  You cannot manage time  All you can try to do is to manage yourself
  • 3. TIME MANAGEMENT  Time in any organisation is constant  Nothing can be substituted for time  Once wasted it can never be regained  Leaders have many demands on their time & they have to make choices
  • 4. TIME MANAGEMENT  But, by becoming obsessed with managing your time, you can actually waste time  All you need to do is to make a simple assessment of how to use your workplace time most effectively
  • 5. THE TIME MGT MYTH  “I’ve got a problem with time management, so ...”  I should attend a time management course – 16hrs  I need to order planning charts, agendas etc – 2hrs  I must read the definitive book – 50hrs  I have to set aside at least an hour a day to plan my time mgt – 240hrs Total 308hrs  Why with all this effort doesn’t it work
  • 6. COMMON SENSE TIME WASTERS  Indecision – worrying & procrastinating  Implementing – instead of analysing first  Accepting unimportant interruptions  Procrastinating  Making unrealistic time estimates
  • 7. TIME WASTERS  Poor organisation  Innefective meetings  Micro-managing  Doing urgent, rather than important tasks  Poor planning & lack of contingency plans  Failing to trust & delegate
  • 8. COMMON SENSE TIME SAVERS  Managing the decision making process, not the decisions  Concentrating on doing only one task at a time  Establishing daily, short term, mid term & long term priorities  Throwing unneeded things away
  • 9. TIME SAVERS  Establishing personal & organisational deadlines  Not wasting yours or other peoples time  Ensure that all meetings have a clear purpose & time limit  Maintaining an accurate agenda & sticking to it
  • 10. TIME SAVERS  Knowing when to stop a task, policy or procedure  Effective delegation & empowerment of subordinates  Setting aside time to accomplish high priority tasks  Setting aside time for reflection & evaluation
  • 11. TIME SAVERS  Regularly assess where you’re wasting time  Create time management goals – you are changing your behaviour – not time  Establish routines & stick to them as far as possible  Look at the big picture & do not get bogged down in details
  • 12. TIME SAVERS  Get into the habit of setting time limits for your tasks  Be sure that your systems are organised in the most effective way  Don’t waste time waiting  Reward yourself from time to time
  • 13. TIME SAVERS  Schedule your most important work during your most productive time  Always ask yourself – “Am I making the most of my time?”  Begin everything knowing, what you want to achieve
  • 14. TIME SAVERS  Do not say “yes” to too many things  Divide large tasks into manageable portions  Do not put unneeded effort into tasks  Deal with it once & for all – do not put it off  Set start & stop times
  • 15. TIME MANAGEMENT GRID  Quadrant 1 focusses on things which are both ‘urgent’ & ‘important’ They need to be dealt with now  Quadrant 2 represents things which are important but not urgent These activities can be scheduled to when you can give quality thought to them. Personal activities can be part of this quadrant
  • 16. TIME MANAGEMENT GRID  Quadrant 3 are distractions They must be dealt with right now, but frankly are not important eg. unwanted interruptions or phone calls  Quadrant 4 are things which are neither urgent or important Often unprepared meetings fall into this category
  • 17. RECOMMENDATIONS  Maximise quadrant 2 time  Do these tasks when you are at your best  Many quadrant 1 activities could have been quadrant 2 if they had been done earlier  You can also reduce time spent in quadrant 3 by improving your systems & processes for dealing with distractions  You can eliminate quadrant 4 activities by finding new ways to deal with time wasting
  • 18. CONCLUSIONS  You have to change your behaviour – not time  You have to take control to ensure that you are working as effectively as possible  Delegate as much as possible, while still staying in control
  • 19. CONCLUSIONS  Do not sacrifice regular interaction with your staff – but do it on a more structured basis  Consider appointing an executive assistant to assist with Board preparation & business development etc  Allocate yourself time to assess the ‘big picture’ & ‘plan strategically’
  • 20. CONCLUSIONS  Use the ‘Time Mgt Grid’ to help you assess & prioritise what is important  Demonstrate that you are not only successful in your present position, but that you are also building up the leadership skills & experience to take on the next career promotion