Diapositiva 1

Time Management The key is in not spending time, but in investing it.-Stephen R. Covey

Ordinary people think merely of spending time. Great people think of using it.

Reflect a bit Do you have a problem with TIME?

QuestionnaireScores/ Interpretation

Time Self Assessment If your Score is..0 - 15 points: You fail to plan your time, and you let yourself be too influenced by others. You can achieve your goals and work more successfully if you use a priority list.

16 - 20 points: You try to gain control of your time, but youre not consistent enough for success.

21 - 25 points: Your self-management is good.Myths, Realities and PracticalitiesMyth: You can manage time.Reality: You cant. You only manage what you can control.Practicality: Manage yourself within the confines of time.

Myth: Time is money.Reality: Time is more its life. You can get more money, but you cant get more time.Practicality: Learn to manage your tasks within the constraints of time. Myth: You need a personal organizer or time management system.Reality: If youre not organized, a personal organizer wont do the job for you.Practicality: Break old habits; form new, effective ones.

6Myths, Realities and PracticalitiesMyth: Time management means getting more done in less time.Reality: Time management means doing fewer things of more importance.Practicality: Prioritize what needs to get done and focus on those with the most impact.

Myth: You need quiet time.Reality: This doesnt exist. Time management writers make it up.Practicality: You have to let work happen to be effective.

Myth: You need a to do list.Reality: This is a reminder of what hasnt been done.Practicality: Schedule blocks of time to work on tasks.

7Myths, Realities and PracticalitiesMyth: You need 2 planners: one for home, one for work.Reality: You need one planner. Work and personal time often collide.Practicality: Include your personal appointments in your work planner.

Myth: You need a time log.Reality: You need to get organized first, adopt good habits and implement time-reducing techniques.Practicality: Keep a time log after to help make further improvements.

Myth: You need to stick to one task until it is complete.Reality: This is unrealistic; you will seldom have time to finish it.Practicality: Break tasks into smaller chunks.

8Myths, Realities and PracticalitiesMyth: The biggest time wasters are phone calls, visitors, meetings and rush jobs.Reality: These are time obligations they come with the job. The biggest time wasters are self-imposed.Practicality: Manage your response to interruptions.

9The Dirty DozenLack of goals, priorities and deadlinesWorking in crises modeUnclear communication poor instructions/no feedbackInformation or work process bottlenecksOverextended inability to say NO!Telephone interruptionsUnrealistic time estimates/ attempting too much at onceCluttered work area and general disorganizationIndecision and procrastinationDrop-in visitorsMeeting: poorly planned, poorly run, or not necessaryPoor delegation/excessive involvement in detail

Things which matter most should never be at the mercy of things which matter least.GoetheCLEANING UP THE DIRTY DOZEN

Tools: The Grid Prioritize13If Everything is A Priority, then nothing is .. Urgency vs. ImportanceDefinitions: Urgent: compelling immediate action; pressing Important: having great value, significance, or consequence.Have tos vs. Other StuffThe Pareto PrincipleAlso known as the 80 /20 Rule.80% of results will come from 20% of efforts.In other words, distinguish the vital few from the trivial many.Tools: The 4 Ds The Plan15Begin with the END in MINDExamine what needs to be done.Develop a plan.What needs to be done?How long will it take?When does it need to be done?How is it to be done?Who is to do it?What resources are available?

Put First Things FIRST Organize the work.Group related tasks.Schedule.Plan use of resources.4. Implement the plan. Dont procrastinate. Get on with the job.5. Control / monitor the work.Develop a to-do list.Schedule progress review dates and due dates.

Plan the WORK, Work the PLAN.Evaluate progress.Where am I and where do I want to go?What have I accomplished and how well?How am I doing in comparison with my goal?What problems prevent me from reaching my goal?(1) Which ones can I do something about?(2)Which ones need someone elses attention?What needs doing tomorrow/ next week/next month?Tools: YouShut off negative thoughts; visualize; consider consequences; eliminate worryTake prideClear distractions, have supplies you needLighting, comfortable chair, physical needsWhich is Yours?

Remember..

TIPS FOR REDUCING INTERRUPTIONSBY DROP-IN VISITORS AND CO-WORKERSMeet visitors outside your cubicle or work space. Stay standing when someone drops by.Look at your watch and say, Ive got only 5 minutes to talk right now, will that be enough time, or should we schedule this for another time. For chronic drop-ins, develop a rescue signal with a co-worker you trust. Screen visitors if you have the option. Put a big stack of file folders on the chair so theres no place for the visitor to sit.

TIPS FOR REDUCING INTERRUPTIONSBY DROP-IN VISITORS AND CO-WORKERSTake all the visitor chairs out of your office. See people by appointment only. Be with co-workers on a regular basis. Meet with colleagues in their offices, not yours. Rearrange your furniture so that you cant see people that walk by your area. Close your door or put up a sign that says, Lets talk later. Thanks. Consider establishing available hours. If youre allowed to do so, find a hideaway in another area.

TIMESAVING E-MAIL TIPSWhen Sending?When Responding?

When sending messages- Use the subject line to convey your message. Make it concise but descriptive. If an action is required of your reader, put it in the subject line, e.g., Need reply today.Keep the message short. Try to keep it to one screen.Make the message simple. Write short and easy-to-read sentences and paragraphs. Put the most important information first. If youre including a list of items, use a bulleted or numbered list (like this one).- Make the message easy to respond to. Include enough information so the reader can give a quick answer. Phrase it so the reader can reply with a Yes or No.- If you must send a long message, make it an attachment and briefly describe it in the subject line.- When you have an attachment, the e-mail message should briefly, but thoroughly describe it. State its purpose, what the recipient is supposed to do with it, and the date you need a response.Every once in awhile, rather than e-mail a question to your coworkers, get up and go see them. Theres no substitute for personal interaction. And youll stretch your legs and get the break you probably needed but wouldnt otherwise have taken.

When responding to messages- Set aside specific times during the day that youll go through your e-mail to see whats arrived and whats important. Dont interrupt your important work every time an e-mail message arrives. But do check your e-mail box regularly. If you dont, you lose the major advantage of e-mail over snail mail.- If its not necessary for you to respond to a message that you receive, dont.When you must respond to a message, make it short and sweet. Give Yes and No answers when possible. If you have to write a few sentences or paragraphs, make them concise and to the point. If youre getting copied (Cc) e-mail messages that dont specifically apply to your job or daily responsibilities, ask the people who have been sending them to take you off their lists.24The ART of Anticipation

How well do you anticipate? They make a copy of every document they write or sign.They reconfirm appointments made some time ago.They keep a pad and pencil beside their phones.They keep service manuals for home appliances in aPlace where they can be quickly found.

How well do you anticipate?They have their cars serviced regularly.Theyre prepared, in case of sickness, to have someone at work cover their responsibilities with reasonable efficiency.They keep light bulbs in their homes to replace bulbs as soon as they burn out.They have emergency plans in place, should their homes be hit by a power outage or a disaster.The Parking Meter SyndromeYou know that you have a 10 a.m. appointment across town and that it takes 30 minutes to get there. You leave at 9:30and a traffic jam makes you 20 minutes late. You estimate that a project will take nine days to complete, so you start on it nine days out from the deadline (or worse, six days out), then find yourself working late into the evenings. As the due date approaches, you rush the job or you ask for an extension.28What to DO?Always give yourself more time for completion than you think youll need.Set false completion dates for others to help them finish tasks on time.Stock or create backups for everything critical.Communicate clearly and youll reduce the possibility for future errors.Dont become overly reliant on technology.Give special attention to your time management phone skills.Delegating Effectively

Delegation in a nutshell is the assignment of authority and responsibility to another person (normally from a manager to a subordinate) to carry out specific activities. However the person who delegated the work remains accountable for the outcome of the delegated work. Delegation empowers a subordinate to make decisions, i.e. it is a shift of decision-making authority from one organizational level to a lower one.

In general, delegation is good and can save money and time, help in building skills, and motivate people.When Should I delegate?You feel stuck!ProcrastinationYouve outgrown certain tasksIm under so much pressure!Behind in your workYoure working around the clock!You feel burdened by going to work (getting started)

Why Dont we do it?Fear of the unknown Mentality If I want it done right I have to do it myselfTrust Past Experiences

Why Should I Delegate?Maintain vision and prioritiesTime managementEnhance productivityIncrease profitabilityEliminate procrastination

10 Steps for Successful Delegation

Delegation is one of the most important management skills. Good delegation saves you time, develops your people, can be used to groom a successor, and it motivates your team. Poor delegation will cause you and your team frustration it de-motivates and confuses the other person, and fails to achieve the task. So its a management skill you need and that is worth improving. Here are some simple steps to follow to get it right.1 Define the taskConfirm in your own mind that the task is suitable to be delegated. Does it meet the criteria for delegating? Is the taskSpecificMeasurableAgreedRealisticTime-boundEnjoyable ideally or at least ethical in that it is worth doing!Recorded2 Select the individual or teamWhat are your reasons for delegating to this person or team? What are they going to get out of it? What are you going to get out of it? Be clear about why you have chose this person!3 Are they competent to do the task?Is the other person or team of people already capable of doing the task? If not, can their training need be met in time to compete the task?4Explain the reasonsYou must explain why the job or responsibility is being delegated. And why to that person or people? What is its importance and relevance? Where does it fit in the overall scheme of things? You need to give as much information as you can!5. Be clear about the desired resultWhat must be achieved? Make sure they have understood by getting feedback from the other person. How will the task be measured? Make sure they know how you intend to decide that the job has been done. Be clear about the standard and quality you expect and how this will be judged. What reports will you require as the task is being completed? What methods of checking will you use be clear at the outset and agree them with the person doing the task. This will avoid later frustrations.6 Consider the resources requiredDiscuss and agree what is required to get the job done. Consider people, location, premises, equipment, money, materials, other related activities and services. Make sure they are available. Nothing is more de-motivating than being given a task without the resources necessary to complete it.7 Agree deadlinesWhen must the job be finished? Or if it is an ongoing duty, when are the review dates? When are the reports due ? And if the task is complex and has parts or stages, what are the priorities?8 Support and communicateThink about who else needs to know whats going on (stakeholders), and inform them. Involve the other person in considering this so they can see beyond the issue at hand. Do not leave the person to inform your own manager or your peers of their new responsibility. Warn the person about any awkward matters of office politics.9 Feedback on resultsIt is essential to let the person know how they are doing, and whether they have achieved their aims. If not, you must review with them why things did not go to plan, and deal with the problems. You must absorb the consequences of failure, and pass on the credit for success.10 Publicize successNothing will motivate your team more than hearing about a members success and knowing others in your organisation know what has been achieved. Reward and reinforce success by publicizing it make opportunities to talk about it.

35Summary

Choose the Right person for the JobEnough InformationEstablish ParametersFull Authority for DecisionsGive Backup SupportKeeping Focused on ResultsDelegate through DialogueGuidance without InterferingMilestones and Check in DatesMake them AccountableProvide Adequate ResourcesWhen Credit is DueStay away from Reverse DelegationOffer FeedbackEfficient Organization of Delegation consists of several things. First you have to choose the right person for the job and decide who is best qualified and who will deliver the best results. You have to take a look at who benefits the most from the job and Develop skills that can be used later on. You also have to make sure you have Enough Information by showing how work fits into the overall operation and deciding whats in it for the delegate. A clear picture of whats to be should be accomplished. Parameters should also be Established when deciding on terms and conditions of completion prior to delegating. You must be very clear about Requirements and Boundaries and do not impose controls after delegating. You must give Full Authority for Decisions and make delegates responsible for the completion of an entire project. Allow the delegate to make crucial decisions and make it clear who is in charge. (Paauw, K., 2009)

You must give Backup Support and know the difference between rescuing and supporting and make it clear that the delegates all realize they do not have to fight their battles alone. You must be on the delegates side when dealing with clients, and colleagues. You must provide Guidance without Interfering and point out roadblocks that could be encountered. Never offer to do the work for the delegate and keep in mind that you must help the delegate to come up with their own solutions. Keep focused on the Results and do not Micro Manage or be to particular. Give the delegate the freedom to decide on the process with the exception of industries that have tight regulations or procedures. Learn to Delegate through Dialogue and Delegate in an environment that is conductive to explaining. Give your full attention to delegates, and minimize interruptions as well as encouraging comments, suggestions, and questions. (Paauw, K., 2009)

Make them Accountable and establish deadlines, not open ended completion dates. Be specific about when a product is due, and set up sub-deadlines. Remember the Milestones and Check in Dates because Awareness of the project is recommended without hovering. Keep a delegation log for status purposes and delegate reports to be due on agreed dates. Offer feedback without focusing on whats wrong but rather Focus on what can be done to improve it. Give corrective and positive commentary. Provide Adequate Resources and point delegates in the proper direction. Create a list of resources that could help delegates out and Contact colleagues to let them know other delegates may need their help. Stay away from Reverse Delegation and do not let the work be delegated back to you. Listen to problems without the responsibility for solving them. Keep focus on the delegates ideas and solutions. When Credit is Due never take the credit fro another delegates work. Accept responsibility if the delegate has no skills to complete the task and Never treat your delegate as a scapegoat even if unsuccessful. (Paauw, K., 2009) 36The best executive is the one who has sense enough to pick good men to do what he wants done, and self restraint enough to keep from meddling with them while they do it. -Theodore Roosevelt-

Conclusion