Time and stress

Time ManagementTime ManagementWorking with chaosWorking with chaos

Insite Systems

“The more I practice, the luckier I get.”

Gary Player

“The more I practice, the luckier I get.”

Gary Player

Insite Systems

Time Use analysisTime Logs

Identify time problemsCausesSolutions

Self Assessment:I amI canI need

Set GoalsEstablish priorities

4Program Goals into Action Plans

Daily Planning Schedules and Planning guides

Follow up and Repeated analysis

8Improve Time Management Techniques

Saving Private RyanSaving Private Ryan

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Analysis and appreciation

Identify problemsCausesSolutions

Assessment:Readjustment3

Set GoalsEstablish priorities

4Program Goals into Action Plans

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PERSONAL WORK per day

per week

SLEEP 7 49

EAT 2 14

DRESS 1 7

COMMUTE 1 5

OTHER 2 14

ON THE JOB WORK 8 44

OTHER, FAMILY, LEISURE, PERSONAL, FREE TIME

TOTAL 168

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The 168 Hour Limit

PERSONAL WORK53%

JOB26%

OTHER21%

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Time SaversTime Savers

1. Group similar tasks together2. Avoid perfectionism 3. Plan goals4. Create action plans5. Constantly root out time robbers6. Add 20% time estimate to your initial assessment –

create buffer7. Break large tasks up into sizeable chunks8. Avoid the messy desk9. Learn to say no10. Build contingency plans – deal with Murphy's law11. Quiet time every morning – get your head together12. Prioritise.

1. Group similar tasks together2. Avoid perfectionism 3. Plan goals4. Create action plans5. Constantly root out time robbers6. Add 20% time estimate to your initial assessment –

create buffer7. Break large tasks up into sizeable chunks8. Avoid the messy desk9. Learn to say no10. Build contingency plans – deal with Murphy's law11. Quiet time every morning – get your head together12. Prioritise.

Time LogTime Log

Recording errors, strengthsRecording errors, strengths

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Most Common Time Problems

PlanningOrganisingDirectingControllingCommunicationAt home

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SystemsSystems

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Team StructuresTeam Structures

MatrixTeam/hierarchy

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Plane SimulationPlane Simulation

Form your own plane manufacturing company

Give yourselves a name Design your logo Customer requires 8 planes of good quality Minimum requirements :

* cut & folded well * logo on right wing * all flaps folded up/ down

Supplier will provide you with templates, scissors, kokis & rulers

Form your own plane manufacturing company

Give yourselves a name Design your logo Customer requires 8 planes of good quality Minimum requirements :

* cut & folded well * logo on right wing * all flaps folded up/ down

Supplier will provide you with templates, scissors, kokis & rulers

You have a certain amount of time in which to produce 8 planes

5 mins work1 min tea (Unions, therefore, NO

work!)5 mins work1 min delivery

You have a certain amount of time in which to produce 8 planes

5 mins work1 min tea (Unions, therefore, NO

work!)5 mins work1 min delivery

Customer will judge your planes according to a scoring system – customer is difficult

Customer also requires certain added value for which she will give you extra points

Choose 3 out of 5 added value Business cards (1 per plane) Coloured wing tips 10 year Guarantee (1 per 8 planes) Company name on fuselage Hangers (1 per 2 planes)

Customer will judge your planes according to a scoring system – customer is difficult

Customer also requires certain added value for which she will give you extra points

Choose 3 out of 5 added value Business cards (1 per plane) Coloured wing tips 10 year Guarantee (1 per 8 planes) Company name on fuselage Hangers (1 per 2 planes)

Plane Simulation Scoring

..\..\..\Desktop\Plane Scoring.xlsx..\..\..\Desktop\Plane Scoring.xlsx

3 Resolution2 Dissatisfaction

1 Orientation4 Productivity

68 Blanchard’s leadership styles

3 High SupportiveLow Directive

2 High DirectiveHigh Supportive

1 High DirectiveLow Supportive

4 Low SupportiveLow Directive

69 Leaders’ behaviour

ORIENTATION DISSATISFACTION RESOLUTION PRODUCTION

GDS 1 GDS 2 GDS 3 GDS 4

PRODUCTIVITY (COMPETENCE)

MORALE (COMMITMENT)

70 Productivity and Morale

ACTIVITY 1.4

DiagnosticDiagnostic

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CHOLERICCHOLERIC

Understanding CHOLERICUnderstanding CHOLERIC

Basic MotivationBasic Motivation

RESULTSRESULTS

CHALLENGECHALLENGE

Best environment

Continual challenges Freedom to act Variety

Best environment

Continual challenges Freedom to act Variety

Accepts / rejects

Accepts the difficult Rejects inaction

Accepts / rejects

Accepts the difficult Rejects inaction

Major strengths WeaknessesGetting things done insensitive to othersDecisive Impatient, overlooks

risks, factsPersistent Inflexible, unyielding

Major strengths WeaknessesGetting things done insensitive to othersDecisive Impatient, overlooks

risks, factsPersistent Inflexible, unyielding

Responds best to others who:

Provide direct answers Stick to business Allow freedom for personal

accomplishments

Provide direct answers Stick to business Allow freedom for personal

accomplishments

Needs others on the team who will:

Follow-through on routine projects

Help build relationships Gather facts and evaluate risks

Follow-through on routine projects

Help build relationships Gather facts and evaluate risks

Behaviour under tension Behaviour under tension

AUTOCRATICAUTOCRATIC

Would benefit most from:

Listening

My ideal world is where I have

CONTROLCONTROL

I want to do itI want to do it

MYMY way way

I like to I like to

CHANGECHANGE things. things.

My greatest fear is losing My greatest fear is losing

CONTROLCONTROL

How to convince a CholericHow to convince a Choleric

How to disagree with a CholericHow to disagree with a Choleric

AGREE + test

SANGUINESANGUINE

Understanding SANGUINEUnderstanding SANGUINE

RECOGNITIONRECOGNITION

APPROVALAPPROVAL

Best environment

Friendly atmosphere Freedom from control and detail Opportunity to influence others

Best environment

Friendly atmosphere Freedom from control and detail Opportunity to influence others

Accepts / rejects

Accepts involvement with others

Rejects isolation

Accepts / rejects

Accepts involvement with others

Rejects isolation

Major strengths Weaknessesoptimistic over-sellingpersonable manipulativeenthusiastic lack follow through

Are democratic and friendly Provide for social involvement

outside of work Provide recognition of ideas and

abilities

Are democratic and friendly Provide for social involvement

outside of work Provide recognition of ideas and

abilities

Follow-through on details Provide accountability for goal

accomplishment Be realistic with their ideas

Follow-through on details Provide accountability for goal

accomplishment Be realistic with their ideas

ATTACKATTACK

Pausing

RECOGNITIONRECOGNITION

I want to do it I want to do it

the FUNFUN way way

I like to I like to

DREAM / INFLUENCEDREAM / INFLUENCE things. things.

How to convince a SanguineHow to convince a Sanguine

How to disagree with a SanguineHow to disagree with a Sanguine

AGREE + time

PHLEGMATICPHLEGMATIC

Understanding PHLEGMATICUnderstanding PHLEGMATIC

RELATIONSHIPSRELATIONSHIPS

APPRECIATIONAPPRECIATION

Best environment

Requires specialisation Opportunity to work with a

group Consistent and predictable

Best environment

Requires specialisation Opportunity to work with a

group Consistent and predictable

Accepts / rejects

Accepts friendship Rejects conflict

Accepts / rejects

Accepts friendship Rejects conflict

Major strengths WeaknessesSupportive ConformingAgreeable RetiringLoyal Missed opportunities

Are relaxed and amiable Allow time to adjust to a change

in plans Provide personal support

Are relaxed and amiable Allow time to adjust to a change

in plans Provide personal support

Needs others on the team who will

Initiate change Deal with conflict Help them to see the bigger

picture

Needs others on the team who will

Initiate change Deal with conflict Help them to see the bigger

picture

ACQUIESCEACQUIESCE

Initiating

PEACEPEACE

I want to do itI want to do it

the the EASYEASY way way

I like to I like to

WATCHWATCH things. things.

RELATIONSHIPRELATIONSHIP

How to convince a PhlegmaticHow to convince a Phlegmatic

How to disagree with a PhlegmaticHow to disagree with a Phlegmatic

TOGETHER

MELANCHOLICMELANCHOLIC

Understanding MELANCHOLICUnderstanding MELANCHOLIC

QUALITYQUALITY

TOTO BEBE RIGHTRIGHT

DATADATA

Best environment

Clearly defined Requires precision Provides reassurance

Best environment

Clearly defined Requires precision Provides reassurance

Accepts / rejects

Accepts methods Rejects lack of quality

Accepts / rejects

Accepts methods Rejects lack of quality

Major strengths WeaknessesOrderly PickyThorough Too detailedAnalytical Too cautious

Provide reassurance Maintain an open door policy Spell out detailed operating

procedures

Provide reassurance Maintain an open door policy Spell out detailed operating

procedures

Persuade others on the quality of their work

Take action Help initiate relationships

Persuade others on the quality of their work

Take action Help initiate relationships

AVOIDAVOID

Declaring

PERFECTIONPERFECTION

I want to do it I want to do it

the RIGHTRIGHT way way

I like to I like to

ANALYSEANALYSE things. things.

My greatest fear is beingMy greatest fear is being

WRONGWRONG

How to convince a MelancholicHow to convince a Melancholic

How to disagree with a MelancholicHow to disagree with a Melancholic

Insite Systems

Criteria for Delegation – appointing a task to

someone else who is capable of achieving the desired

Criteria for Delegation – appointing a task to

someone else who is capable of achieving the desired

1. Someone can do it instead of me – with the same effect.

2. Someone can do it in better time.3. Someone can do it with less expense.4. Someone can be trained by it.5. The company/department will benefit

as a whole.

1. Someone can do it instead of me – with the same effect.

2. Someone can do it in better time.3. Someone can do it with less expense.4. Someone can be trained by it.5. The company/department will benefit

as a whole.

Insite Systems

Selecting Right Person – Matching the person to the task. Delegate the Good and the Bad – Give them a total experience of the job. Take time – It’s a serious thing to do Delegate Gradually – delegate the tasks in stages in order to get the person trained up Delegate In Advance – not halfway through the job Delegate the Whole – not a piece that means nothing Delegate for Specific Results – report report report

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Avoid Gaps and Overlaps – Delegating to different people and not thinking it trhough Consult before you delegate – speak to others about the job Leave the Subordinate alone – Let them struggle Command and Control – regular and meaningful report backs

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INCREASE IMPORTANCE

INCREASE URGENCY

IMPORTANT AND URGENT

“BUMPED” FROM A

PROACTIVE, BUT LATE

URGENT

REACTIVE

UNEXPECTED

CLEAR OUT OF THE WAY

SHOULD TAKE 20%

IMPORTANT

PROACTIVE

PART OF GOAL PROGRAMMING

SHOULD TAKE 80%

UNIMPORTANT

PROBABLY WILL NEVER DO

NICE TO HAVE

Insite Systems

Pareto’s PrinciplePareto’s Principle

The 80/20 Rule means that in anything a few (20 percent) are vital and many(80 percent) are trivial.

20 percent of the people owned 80 percent of the wealth.

20 percent of the defects causing 80 percent of the problems.

Project Managers know that 20 percent of the work (the first 10 percent and the last 10 percent) consume 80 percent of your time and resources.

You can apply the 80/20 Rule to almost anything, from the science of management to the physical world.

The 80/20 Rule means that in anything a few (20 percent) are vital and many(80 percent) are trivial.

20 percent of the people owned 80 percent of the wealth.

20 percent of the defects causing 80 percent of the problems.

Project Managers know that 20 percent of the work (the first 10 percent and the last 10 percent) consume 80 percent of your time and resources.

You can apply the 80/20 Rule to almost anything, from the science of management to the physical world.

Insite Systems

Effective use of Pareto’s Principle

Search for those 20/80 relationships. They are the ones that will change your life around

Learn from your mistakesLearn to use cause and effect

Search for those 20/80 relationships. They are the ones that will change your life around

Learn from your mistakesLearn to use cause and effect

Tasks for Day 2Tasks for Day 2

Tasks for 2nd day:Log your time for one day – every

15 minutes. Add goal.Plan for cycle 2 – finance AND RISKApply the 13 time management

rules (P28) to one of your projects and assess each one (mark out of 10)

Tasks for 2nd day:Log your time for one day – every

15 minutes. Add goal.Plan for cycle 2 – finance AND RISKApply the 13 time management

rules (P28) to one of your projects and assess each one (mark out of 10)

Insite Systems

Quick CalculationQuick Calculation

If you earned R400 000 per year:Every hour is worth R204.00Every minute is worth R3.41An hour a day for a year is R50 000

http://www.sales-training-management-institute.com/skills/time_management_clinic/timequiz.htm

If you earned R400 000 per year:Every hour is worth R204.00Every minute is worth R3.41An hour a day for a year is R50 000

http://www.sales-training-management-institute.com/skills/time_management_clinic/timequiz.htm

Insite Systems

Serous (blister)

Insite Systems

4 Beliefs that cause stress4 Beliefs that cause stress

I must be everyone’s friend all the time

I must be 100% effective all the time

Once I have made a major mistake, I will limp for the rest of my life

Things generally turn out wrong

I must be everyone’s friend all the time

I must be 100% effective all the time

Once I have made a major mistake, I will limp for the rest of my life

Things generally turn out wrong

Insite Systems

4 Kinds of Stress4 Kinds of Stress

Time stressAnticipatory stressSituational stressEncounter stress

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ZONE OF INFLUENCE

ZONE OF CONCERN

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QuizQuiz

1. Do you have a list of your most important projects? 2. Do you have a list of your highest priority projects? 3. Do you feel that you have enough time for yourself? 5. Do you always complete and forward paperwork when due? 6. Do you have a clearly defined list of personal and professional

objectives in writing? 7. Do you always accomplish what needs to be accomplished daily? 8. Do you feel that you squeeze every available minute from your day? 9. Do you always have a set of weekly objectives in writing? 10. Do you tackle difficult, demanding or unpleasant tasks without

procrastinating? 11. Do you complete business matters during business hours? 12. Do you know what your time is worth by the minute? 13. Do you have a five-year plan for personal/professional growth? 14. Do you plan your activities of the day the afternoon or evening

before? 15. Do you set objectives for major projects you want to accomplish? 16. Do you feel that you spend enough time on formal professional

training? 17. Do you feel that you are earning your full potential? 18. Do you spend most of your time on productive activities? 19. Do you know how many productive hours you spend at work? 20. Do you think that interruptions keep you from achieving your goals?

1. Do you have a list of your most important projects? 2. Do you have a list of your highest priority projects? 3. Do you feel that you have enough time for yourself? 5. Do you always complete and forward paperwork when due? 6. Do you have a clearly defined list of personal and professional

objectives in writing? 7. Do you always accomplish what needs to be accomplished daily? 8. Do you feel that you squeeze every available minute from your day? 9. Do you always have a set of weekly objectives in writing? 10. Do you tackle difficult, demanding or unpleasant tasks without

procrastinating? 11. Do you complete business matters during business hours? 12. Do you know what your time is worth by the minute? 13. Do you have a five-year plan for personal/professional growth? 14. Do you plan your activities of the day the afternoon or evening

before? 15. Do you set objectives for major projects you want to accomplish? 16. Do you feel that you spend enough time on formal professional

training? 17. Do you feel that you are earning your full potential? 18. Do you spend most of your time on productive activities? 19. Do you know how many productive hours you spend at work? 20. Do you think that interruptions keep you from achieving your goals?

Insite Systems

Signs that you are no longer a Kid

You can live without sex but not without glasses.

You quit trying to hold your stomach in, no matter who walks into the room.

You sing along with the elevator music. You would rather go to work than stay

home sick. You consider coffee one of the most

important things in life. You no longer think of speed limits as a

challenge. Neighbors borrow your tools.

You can live without sex but not without glasses.

You quit trying to hold your stomach in, no matter who walks into the room.

You sing along with the elevator music. You would rather go to work than stay

home sick. You consider coffee one of the most

important things in life. You no longer think of speed limits as a

challenge. Neighbors borrow your tools.

Insite Systems

Signs that you are no longer a Kid

People call at 9 p.m. and ask, "Did I wake you?"

You're asleep, but others worry that you're dead.

You answer a question with, "because I said so!"

The end of your tie doesn't come anywhere near the top of your pants.

You wear black socks with sandals. Your ears are getting hairier than your

head. You have a party and the neighbors don't

even realize.

People call at 9 p.m. and ask, "Did I wake you?"

You're asleep, but others worry that you're dead.

You answer a question with, "because I said so!"

The end of your tie doesn't come anywhere near the top of your pants.

You wear black socks with sandals. Your ears are getting hairier than your

head. You have a party and the neighbors don't

even realize.

Time and stress

Education

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