1. Time ManagementTime Management
Mohammad SalmanMohammad Salman
(How much can you cram into your life(How much can you cram into your life
and how much more can you handle?)and how much more can you handle?)

2. First things first…First things first…
You can’tYou can’t
managemanage
time!time!

3. TimeTime
Management
SelfSelf

4. Purpose of Time (Self)
Management
 Stress=Managing time well can prevent
much of the stress we are subject to.
 Balance=Good time habits can enable us
to achieve a more balanced life, with
adequate time and energy for work, home,
family, self.
Mackenzie, 1997

5. Purpose of Time (Self)Purpose of Time (Self)
ManagementManagement
 Productivity=If you can become moreProductivity=If you can become more
effective with your time, you automaticallyeffective with your time, you automatically
increase your productivity.increase your productivity.
 Goals=To make progress towardGoals=To make progress toward
achieving your personal and professionalachieving your personal and professional
goals, you need available time. Nothinggoals, you need available time. Nothing
can be done when you’re out of time.can be done when you’re out of time.
Mackenzie, 1997

6. Misconceptions about Time
Management
 “Time management is nothing but
common sense.”
 “I work best under pressure.”
 “I use an appointment calendar and a to-
do list. Isn’t that good enough?”
 “I’m a spontaneous person. Time
management will take all of the fun out of
life.”
 “I don’t have time to learn how to do all of
this.”

7. Building Blocks of TimeBuilding Blocks of Time
ManagementManagement
GoalsGoals
Task ListTask List
Time ManagementTime Management
ToolTool
ScheduledScheduled
Planning SessionPlanning Session

8. Planning Puts You in ControlPlanning Puts You in Control
1.1. Set long-rangeSet long-range goalsgoals and objectivesand objectives
linked to them.linked to them.

9. Effective GoalsEffective Goals
 SSpecificpecific
 MMeasurableeasurable
 AAchievablechievable
 RRealisticealistic
 TTimedimed
SMART

10. Planning Puts You in ControlPlanning Puts You in Control
1.1. Set long-rangeSet long-range goalsgoals and objectivesand objectives
linked to them.linked to them.
2.2. EstablishEstablish prioritiespriorities among those goalsamong those goals
and objectives based on their long-rangeand objectives based on their long-range
importance and short-range urgency.importance and short-range urgency.

11. PrioritiesPriorities
Five Priority-Setting TrapsFive Priority-Setting Traps
1.1. Whatever hits firstWhatever hits first
2.2. Path of least resistancePath of least resistance
3.3. Squeaky wheelSqueaky wheel
4.4. DefaultDefault
5.5. InspirationInspiration
Vaccaro, 2001

12. PrioritiesPriorities
Priority MatrixPriority Matrix
Mackenzie, 1997
LowLow HighHigh
LowLow HighHigh
ImportanceUrgency

13. The 80/20 Rule (Pareto Principle)
 Theory of predictable imbalance
 The relationship between input and output
is rarely, if ever, balanced.
 20% of your efforts produce 80% of the
results.
Vaccaro, 2000

14. The 80/20 Rule
Where are you?
 You’re in your 80% if you’re:
 Working on tasks other people want you to,
but have no investment in them
 Frequently working on tasks labeled “urgent”
 Spending time on tasks you’re not good at
 Complaining all of the time

15. The 80/20 Rule
Where are you?
 You’re in your 20% if you’re:
 Engaged in activities that advance your
overall purpose in life
 Doing things you have always wanted to do or
that make you feel good about yourself
 Working on tasks you don’t like, but you’re
doing them know they related to the bigger
picture
 Smiling

16. Implementing the 80/20 Rule
 Read less. Identify the 20% of the
journals you get that are most valuable.
 Keep current. Make yourself aware of
new technological innovations.
 Remember the basics. Let your ethics
and values guide your decision making,
and you’re bound to end up focusing on
your 20%.

17. Planning Puts You in Control
1. Set long-range goals and objectives
linked to them.
2. Establish priorities among those goals
and objectives based on their long-range
importance and short-range urgency.
3. Learn your personal energy cycle and
sketch out an “ideal day” based on your
best working times.

18. The Ideal DayThe Ideal Day
Mackenzie, 1997
A Template for
Your Daily Plan
5:30-6:00 am Commute
6:00-6:30 am Review Patient Charts
6:30-8:30 am Rounds
8:30-11:30 am
11:30-noon Lunch
Noon-

19. Planning Puts You in Control
1. Set long-range goals and objectives
linked to them.
2. Establish priorities among those goals
and objectives based on their long-range
importance and short-range urgency.
3. Learn your personal energy cycle and
sketch out an “ideal day” based on your
best working times.
4. Use the above three to create a plan for
the day and write it down!

20. Putting it All Together
Mackenzie, 1997
1.Start with long-range goals and objectives.
2.Relate the day’s activities to those goals.
3.Assign priorities to the day’s tasks
according to their contribution to your
overall goals.
4.Schedule tasks according to priority and to
the degree of concentration required.
5.Stay on track, using the plan to guide you
through crises and interruptions.

21. Time Wasters
 Leaving tasks
unfinished
 Inadequate staff
 Socializing
 Confused
responsibility or
authority
 Poor
communication
 Inadequate controls
and progress
reports
 Incomplete
information
 Travel

22. Time Wasters
 Management by
crisis
 Telephone
interruptions
 Inadequate
planning
 Drop-in visitors
 Ineffective
delegation
 Personal
disorganization
 Lack of self-
discipline
 Inability to say no
 Procrastination
 Meetings
 Paperwork

23. Just say “no”
Why is it so hard?
 Most of us have been taught that “no” is
disrespectful and even insulting.
 We tend to value other people’s time more
highly than our own.
 We have a need to cooperate and a
desire to be liked.
 There are often unconscious concerns of
being thought of as lazy or selfish.

24. Just say “no”
How do you say it?
 “I can’t do it right now, but I can fit it in
later.”
 “I am not the best qualified person for that
job, how about asking…”
 “I just don’t have any room in my schedule
for the next few weeks.”
 “I can’t focus on that right now.”

25. Just say “no”
How do you say it?
 “I have made a commitment to complete
my current project/task ahead of any
other.”
 “Normally I would say yes, but I’ve had a
few things come up unexpectedly and I
have to deal with those first.”
 “I would rather say no than end up doing a
second rate job for you.”

26. Procrastination
 There’s a recognizable pattern to
procrastination.
 There are ways to stop:
1. Set meaningful goals.
2. Don’t believe in magic.
3. Make good choices.
4. Deal with the unpleasant.
 Do it.
 Don’t do it yet.
 Ditch it.
 Delegate it.
Vacarro, 1999

27. Categories of Time Wasters
 The Crisis Manager
 The Undisciplined Procrastinator
 The Easily Distracted
 The Perfectionist Resitern
 The Systematically Inefficient
 The Non-Communicator
 The Impulsive Wanderer

28. Getting Started
1.Begin each week by using your time
management device to examine your task
list/schedule and plan the coming week.
• Prioritize your tasks!
2.Carry your planning device with you and
start each day by checking your task list and
your schedule for the next 3 days.
3.Mark recurrent dates in your planner for the
entire year.

29. Getting Started
4.Use retrograde planning to assure that you
don’t forget special projects or deadlines.
• Projects should be broken into
components and retrograde planning
should be done from the due date.
4.“What is the best use of my time right now?”
5.Take advantage of small bites of time.
6.Plan activities according to your physiology.
7.Build in time for exercise.