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OUTCOME BASED, AND ACTION FOCUSEDBUSINESS & INDIVIDUAL MANAGEMENT

DEVELOPMENT PROGRAMMES

TIME MANAGEMENT


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Introduction 3

8!" ru#$ 3

B$%tin Procr%'tin%tion(

Acti)it* Lo' +

Action P#%n'

Prioriti-$d To.Do Li't' 8

P$r'on%# Go%# S$ttin /

E0$cti)$ Sc1$du#in 22

A$ndi4 2 . Action P#%n 2(

A$ndi4 " . Acti)it* Lo 25

A$ndi4 3 . To Do Li't 2+

A$ndi4 ( . Go%# P#%n2

Cont$nt'

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INTRODUCTION TO TIME MANAGEMENT

How many times have you heard the expression Doing more with less? This isa typical management expression and in a lot of cases is very pertinent toeective management of physical resources. However, from my perspective

Time is not a resource you can have less or more of. ou have the same amountof time as everyone else, no more, no less. The fundamental aspect ofeectively utilising time is what you do with the time you have. This paper willhelp you develop eective ways of managing what you do with the time youhave.

!efore we start let me as" you a #uestion $ How much is an hour of your timeworth? %se this example to calculate your own hourly worth. ou want to earn&'(" over the next )& months. ou want to ta"e six wee"s holiday. This leavesyou with *+ wee"s to ma"e the money. ow decide that you want to wor" -(hours per wee". -( times *+ e#uals )-(hours. This e#uates to /)) per hour0su1stitute your own hours, wee"s and annual income to calculate your own2gure3.

4et me as" you another #uestion $ if you are worth /)) per hour why are yousitting inputting the details from 1usiness cards you collected at thatnetwor"ing event the other day 0or any other admin or minor tas"s you doregularly3 when a virtual 56 or other admin service provider could do it for /)(7)' per hour? 8et the point?

9o let:s 1egin;;;;..

6or7 '%rt$r9 Iro)$ ti$ uti#i-%tion9This paper discusses personal time management s"ills. These are essentials"ills for eective people. 5eople who use these techni#ues routinely are thehighest achievers in all wal"s of life, from 1usiness to sport to pu1lic service.


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!y applying the time management tips and s"ills in this section you canoptimie your eort to ensure that you concentrate as much of your time andenergy as possi1le on the high payo tas"s. This ensures that you achieve thegreatest 1ene2t possi1le with the limited amount of time availa1le to you.

Ti$ M%n%$$nt Too#'The tools we will discuss are=

o !eating 5rocrastination 7 >anage time. 8et things doneo 6ctivity 4ogs 7 inding out how you really spend your

timeo 6ction 5lans 7 9mall scale planningo 5rioritied To7Do 4ists 7 Tac"ling the right tas"s 2rst

o

5ersonal 8oal 9etting 7 Deciding what your personal priorities should 1eo Eective 9cheduling 7 5lanning to ma"e the 1est use of your

time

!y the end of this paper, you should have a much clearer understanding of howto use time to its greatest eect.

B$%tin Procr%'tin%tionM%n%$ *our ti$9 G$t it %## don$9


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6nother common cause of procrastination is feeling overwhelmed 1y the tas".ou may not "now where to 1egin. Gr you may dou1t that you have the s"ills orresources you thin" you need. 9o you see" comfort in doing tas"s you "nowyou@re capa1le of completing. %nfortunately, the 1ig tas" isn@t going to go away$ truly important tas"s rarely do.

Gther causes of procrastination include=

o Caiting for the right mood or the right time to tac"le the importanttas" at hand

o 6 fear of failure or successo %nderdeveloped decision ma"ing s"illso 5oor organiational s"ills and

o 5erfectionism 0I< don@t have the right s"ills or resources to do this

perfectly now, so < won@t do it at all.I3

=o; to O)$rco$ Procr%'tin%tionChatever the reason 1ehind procrastination, it must 1e recognied, dealt withand controlled 1efore you miss opportunities or your career is derailed.

St$ 2: R$coni-$ t1%t *ou>r$ Procr%'tin%tin


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o ou 2nd the tas" unpleasant oro ou 2nd the tas" overwhelming

St$ 3: G$t o)$r it@ost people 2nd they function at dierent levels of eectiveness at dierent

times of day as their energy levels Kuctuate. our eectiveness may varydepending on the amount of sugar in your 1lood, the length of time since you

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last too" a 1rea", routine distractions, stress, discomfort, or a range of otherfactors.

6ctivity logs help you to analye how you actually spend your time. The 2rsttime you use an activity log you may 1e shoc"ed to see the amount of time

that you wasteL >emory is a very poor guide when it comes to this, as it can 1etoo easy to forget time spent on non7core tas"s.

=o; to U'$ t1$ Too# A$ndi4 "Meeping an 6ctivity 4og for several days helps you to understand how youspend your time, and when you perform at your 1est. Cithout modifying your1ehaviour any further than you have to, note down the things you do as you dothem on the 6ctivity 4og. Every time you change activities, whether openingmail, wor"ing, ma"ing coee, gossiping with colleagues or whatever, notedown the time of the change. 6s well as recording activities, note how you feel,whether alert, Kat, tired, energetic, etc. Do this periodically throughout the day.ou may decide to integrate your 6ctivity 4og with a 9tress Diary.

L$%rnin ro ?our LoGnce you have logged your time for a few days, analye your daily activity log.ou may 1e alarmed to see the amount of time you spend doing low value Fo1sL

ou may also see that you are energetic in some parts of the day, and Kat inother parts. 6 lot of this can depend on the rest 1rea"s you ta"e, the times andamounts you eat, and #uality of your nutrition. The activity log gives you some1asis for experimenting with these varia1les.

our analysis should help you to free up extra time in your day 1y applying oneof the following actions to most activities=

o Eliminate Fo1s that your employer shouldn@t 1e paying you to do. Thesemay include tas"s that someone else in the organiation should 1e doing,possi1ly at a lower pay rate, or personal activities such as sending non7wor" e7mails.

o 9chedule your most challenging tas"s for the times of day when your

energy is highest.o That way your wor" will 1e 1etter and it should ta"e you less time.o Try to minimie the num1er of times a day you switch 1etween types of

tas". or example, read and reply to e7mails in 1loc"s once in themorning and once in the afternoon only.

o Aeduce the amount of time spent on legitimate personal activities such

as ma"ing coee 0ta"e turns in your team to do this $ it saves time andstrengthens team spirit3.

$* Point'6ctivity 4ogs are useful tools for auditing the way that you use your time. Theycan also help you to trac" changes in your energy, alertness and eectiveness

throughout the day.

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!y analying your activity log you will 1e a1le to identify and eliminate time7wasting or low7yield Fo1s. ou will also "now the times of day at which you aremost eective, so that you can carry out your most important tas"s duringthese times.

Action P#%n' S%## Sc%#$ P#%nnin A$ndi4 29o, you "now that you need to produce a newsletter, organie a team71uildingsession, put together a 1id for a new piece of wor", or organie moving Nenny@steam up to the second Koor.

Exactly what do you need to do to achieve this?

one of these are maFor proFects.


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Do you feel overwhelmed 1y the amount of wor" you have to do? Do you face aconstant 1arrage of looming deadlines? 6nd do you sometimes Fust forget to dosomething important, so that people have to chase you to get wor" done?

6ll of these are symptoms of not "eeping a proper ITo7Do 4istI. To7Do 4ists are

prioritied lists of all the tas"s that you need to carry out. They list everythingthat you have to do, with the most important tas"s at the top of the list, andthe least important tas"s at the 1ottom. 6nd starting to "eep a To7Do 4isteectively is often the 2rst personal productivityOtime management1rea"through that people ma"e as they start to ma"e a success of theircareers.

!y "eeping a To7Do 4ist, you ma"e sure that you capture all of the tas"s youhave to complete in one place. This is essential if you@re not going to forgetthings. 6nd 1y prioritiing wor", you plan the order in which you@ll do things, soyou can tell what needs your immediate attention, and what you can #uietlyforget a1out until much, much later. This is essential if you@re going to 1eatwor" overload. Cithout To7Do 4ists, you@ll seem diy, unfocused and unrelia1leto the people around

Ti:6ction 5lans are great for small proFects, where deadlines are not particularlyimportant or strenuous, and where you don@t need to co7ordinate other people.6s your proFects grow, however, you@ll need to develop proFect managements"ills. This is particularly the case if you need to schedule other people@s time,or complete proFects to tight deadlines.

Pr$%rin % To.Do Li'tThe solution is often simple.

9tart 1y writing down the tas"s that face you, and if they are large, 1rea"them down into their component elements.


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Dierent people use To7Do 4ists in dierent ways in dierent situations= if youare in a sales7type role, a good way of motivating yourself is to "eep your listrelatively short and aim to complete it every day.ar"the importance of the tas" next to it, with a priority from 6 0veryimportant3 to 0unimportant3.

&. Aedraft the list into this order of importance.

-. ow carry out the Fo1s at the top of the list 2rst. These are the mostimportant, most 1ene2cial tas"s to complete.

Go%# S$ttin A$ndi4 (S$t *our dir$ction %nd t1$n o##o; it8oal setting is a powerful process for 1usiness planning. The process of settinggoals helps you choose where you want to go in with your 1usiness. !y"nowing precisely what you and your 1usiness want to achieve, you "nowwhere you have to concentrate your eorts. ou@ll also #uic"ly spot thedistractions that would otherwise lure you from your course.

>ore than this, properly7set goals can 1e incredi1ly motivating, and as you getinto the ha1it of setting and achieving goals, you@ll 2nd that your self7con2dence 1uilds fast.

Ac1i$)in Mor$ ;it1 Focu'8oal setting techni#ues are used 1y top7level athletes, successful 1usiness7people and achievers in all 2elds. They give you long7term vision and short7term motivation. They focus your ac#uisition of "nowledge and help you toorganie your time and your resources so that you can ma"e the very most ofyour life.

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!y setting sharp, clearly de2ned goals, you can measure and ta"e pride in theachievement of those goals. ou can see forward progress in what mightpreviously have seemed a long pointless grind. !y setting goals, you will alsoraise your self7con2dence, as you recognie your a1ility and competence inachieving the goals that you have set.

Go%# S$ttin Ti'The following 1road guidelines will help you to set eective goals=

St%t$ $%c1 o%# %' % o'iti)$ 't%t$$nt: Express your goals positively $@Execute this techni#ue well@ is a much 1etter goal than @Don@t ma"e this stupidmista"e@

B$ r$ci'$: 9et a precise goal, putting in dates, times and amounts so thatyou can measure achievement.


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Chen you have achieved a goal, ta"e the time to enFoy the satisfaction ofhaving done so. 61sor1 the implications of the goal achievement, and o1servethe progress you have made towards other goals. 6AT mnemonic.Chile there are plenty of variants, 9>6AT usually stands for=

S . S$cicM . M$%'ur%#$A . Action%#$R . R$%#i'%#$T . Ti$.r%$d

E4%#$

QTo 1e pro2t ma"ing as soon as possi1le:

gives no idea of when, how, what, where or why.


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This is '$cicin that the amounts are stated 1y num1er and B.


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&. ext, 1loc" in the actions you a1solutely must ta"e to do a good Fo1. Thesewill often 1e the things you are assessed against.-. or example, if you manage people, then you must ma"e time availa1le fordealing with issues that arise, coaching, and supervision. 9imilarly, you mustallow time to communicate with your 1oss and "ey people around you. 0Chile

people may let you get away with @neglecting them@ in the short7term, your1est time management eorts will surely 1e derailed if you do not set asidetime for those who are important in your life.3*. Aeview your To Do 4ist, and schedule in the high7priority urgent activities, aswell as the essential maintenance tas"s that cannot 1e delegated and cannot1e avoided.'. ext, 1loc" in appropriate contingency time. ou will learn how much of thisyou need 1y experience. ormally, the more unpredicta1le your Fo1, the morecontingency time you need.The reality of many people@s wor" is of constant interruption= 9tudies showsome managers getting an average of as little as six minutes uninterruptedwor" done at a time.+. G1viously, you cannot tell when interruptions will occur. However, 1y leavingspace in your schedule, you give yourself the Kexi1ility to rearrange yourschedule to react eectively to issues as they arise.. Chat you now have left is your Idiscretionary timeI= the time availa1le todeliver your priorities and achieve your goals. Aeview your 5rioritied To Do 4istand personal goals, evaluate the time needed to achieve these actions, andschedule these in.

!y the time you reach step ', you may 2nd that you have little or no

discretionary time availa1le.


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9cheduling is the process 1y which you plan your use of time. !y schedulingeectively, you can 1oth reduce stress and maximie your eectiveness. Thisma"es it one of the most important time management s"ills you can use.

!efore you can schedule ePciently, you need an eective scheduling system.

This can 1e a diary, calendar, paper71ased organier, 5D6 or a softwarepac"age li"e >9 Gutloo". The 1est solution depends entirely on yourcircumstances.9cheduling is then a 2ve7step process=

).


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6ctions to ta"e $ 1rea" into su1 sections ifnecessary and use continuation sheet.

5riority), &, -,

*

9tartdate

Enddate

A$ndi4 "

ACTIVIT? LOGTIME ACTIVIT? DESCRIPTION DURATION VALUE 1i1,

$diu, #o;

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A$ndi4 3

Prioriti-$d To.Do #i't

TAS PRIORIT? A.F

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