Time Management - 1

1. Time Management - 1 January 5, 2005 Bill Mygdal, EdD

2. Topics For Today • Objectives of seminar • Your time management issues • Rationale -- why bother? • Temperament exercise • Two questions • Urgency Index • Time management quadrants • Two observations

3. Objectives Fellows will be able to: • Appreciate how temperament type influences time management choices. • Describe and appreciate Covey's time management matrix. • Determine whether or not they have an "urgency addiction.”

4. Objectives • Determine how much of their time they spend in each of the four time management quadrants each week. • Improve their Quadrant II time management skills. • Use visualization, reflection, journal writing and other methods to develop a personal mission statement.

5. Why Bother? • Productivity -- "There is always enough time to accomplish the important things in your life." • Job satisfaction • Interpersonal relations

6. Why Bother? • Reduced time anxiety • Better health • Self-management • What we do is what we are -- • When your time's up -- you're done! (Ben Franklin)

7. Why Bother? • Paradox -- Everyone has all the time there is, yet • Some people never have enough • While others get done most of the goals they aspire to

8. Why Bother? • Myths: • busy = good job • more time = better product / effort • Truth: • Work can expand to fill the time available (Parkinson’s Law)

9. Assets Best organized Most grounded in sensate reality Most realistic Can throw things out Liabilities Rigid about schedules Hooked on responsibility Can’t relax Hate to wait for others Temperament and Time -- SJ’s * Sandra Krebs Hirsch. Using the MBTI in Organizations. Consulting Psychologists’ Press.

10. Assets Meet immediate needs of situation Respond quickly Handle emergencies well Adapt to scheduled changes Liabilities Scatter their efforts Change directions Act as if there’s always tomorrow Are bowled over by the moment Temperament and Time -- SP’s * Sandra Krebs Hirsch. Using the MBTI in Organizations. Consulting Psychologists’ Press.

11. Assets Sensitive to people and their time Give people all the time they need Spend time in rich full social life Use time for finding life’s purpose Liabilities Can’t say no Feel guilty if don’t give others time Neglect own time needs Spend time with people first, task later Temperament and Time -- NF’s * Sandra Krebs Hirsch. Using the MBTI in Organizations. Consulting Psychologists’ Press.

12. Assets Think of time as conceptual, impersonal Plan time step-by-step Proportion time fairly to individuals Use time precisely Liabilities Feel no need to act after thinking through something Devote themselves to intellectual work with no play Have no time for others’ priorities Forget to include others’ commitments in planning Temperament and Time -- NT’s * Sandra Krebs Hirsch. Using the MBTI in Organizations. Consulting Psychologists’ Press.

13. Presidential Temperaments* * fromwww.keirsey.com • SJ (Guardian) George Washington • NT (Rationals) Thomas Jefferson Abraham Lincoln • SP (Artisan) Theodore Roosevelt • [NF (Idealist) No Idealist Presidents!]

14. The Urgency Index • What are your self-ratings? • Surprises? • Discussion?

15. Two Questions from Stephen Covey • What is the one activity that you know if you did superbly well and consistently would have significant positive results in your professional or work life? • What is the one activity that you know if you did superbly well and consistently would have significant positive results in your personal life?

16. Covey’s Time Mgt. Quadrants

17. Covey’s Time Mgt. Quadrants

18. Covey’s Time Mgt. Quadrants

19. Covey’s Time Mgt. Quadrants

20. Covey’s Time Mgt. Quadrants

21. Two Observations 1. Where do I get the time to spend in Quadrant II? • The primary place is Quadrant III • Time spent in Quadrant I is both urgent and important -- we already know we need to be there. • And we know we shouldn't be in Quadrant IV. But Quadrant III can fool us. The key is learning to see all of our activities in terms of their importance. • Then we're able to reclaim time lost to the deception of urgency and spend it in Quadrant II.

22. Two Observations • What if I'm in a Quadrant I environment? • Some professions are, by nature, almost completely in Quadrant I. For example, it's the job of firefighters, many doctors and nurses, police officers, news reporters, and editors to respond to the urgent and important. • For these people it's even more critical to capture Quadrant II time for the simple reason that it builds their capacity to handle Quadrant I. Time spent in Quadrant II increases our capacity to do.

23. Summary • Temperament and personality factors make a huge difference in your time management choices • Find an approach that works for YOU and respects your preferences. • Ask yourself “What’s the best use of my time RIGHT NOW?” • Work on spending more time in Quadrant II – where you address tasks that are important but not urgent.

24. For January 20 • Take your time log and identify what percentage of your time is spent in each of the 4 quadrants. (next slide) • Read “The Passion of Vision” and “Quadrant II Organizing” in Covey book • Complete 80th birthday visualization exercise – what will your eulogists say about each of your life roles? • Identify at least 3 life roles and 2 Quad II goals for each of these roles.

25. Time Management Quadrants

26. Visualization: Tributes at your 80thBirthday

27. Quadrant II goals for these roles?

28. Time Management - 2 January 18, 2005 Bill Mygdal, EdD

29. Topics For Today • Your time management issues • Quadrant analysis • Visualization exercise – what will you have achieved / realized? • Your quadrant II goals • Personal Missions / Priorities • Interactive Summary

30. Your time management issues

31. Covey’s Time Mgt. Quadrants

32. Quadrant analysis • Where does your time go? • Quad IYour %age? Group mean? • Quad IIYour %age? Group mean? • Quad IIIYour %age? Group mean? • Quad IVYour %age? Group mean?

33. Quadrant analysis • How can you consolidate blocks of time? • Scheduling authority – delegate, pull back? • Ask for more time • Work at home; telecommute • Use half day off for personal (or professional) Quad II stuff • Use your vacations; if you get special days off (i.e. your birthday) take them • Your ideas?

34. Don’t get stuck in Quad III • Do adequate (not excellent) job with routine tasks (Perfection is the enemy of the good) • Complete routine stuff RIGHT AWAY • Handwrite responses on letters; use e-mail. • Move around building; use personal contact to persuade, assess, coordinate, assign tasks. • Stand-up meetings • Come in an hour early • Other?

35. 80th Birthday Exercise • What are some roles you identified? • What tributes would you like to hear? • What contributions would you like to be remembered for?

36. Visualization: Tributes at your 80thBirthday

37. Visualization: Tributes at your 80thBirthday

38. Personal Mission Statement • Think about your desired tributes and extract three roles for your personal mission statement. • Ask and record the following: "What's the greatest thing I could do in each role this week in order to have the greatest positive impact on this role?“ • Talk with colleagues about some of your Quadrant II goals you are comfortable discussing

39. Personal Missions / Priorities • "Coach Landry was always able to keep things in perspective. He knew what was important to life, and he helped us under-stand that his road was the high road.” • “He didn't dwell on defeat. He looked to the next play, the next game, the next season. He was our rock, our hope, our inspiration. He was our coach.” -- Bob Lilly

40. Personal Missions / Priorities • In 1979 a 14-year-old boy named Paul lay dying in a New York City hospital in 1979. • The boy, a Cowboys fan, got a telephone call one day from a man who introduced himself as Tom Landry. He shortly introduced his quarterback, Roger Staubach, to the ecstatic youth.

41. Personal Missions / Priorities • "Later that year," Paul’s father wrote, "my son died.” • “Tom, you might think your phone call was a small thing.” • “But my wife and I hold it in our hearts as a cherished memory of a moment of pure joy for Paul that brought him an enduring source of strength.”

42. Personal Missions / Priorities • “Hope begins in the dark, the stubborn hope that if you just show up and try to do the right thing, the dawn will come. You wait and watch and work: you don’t give up.” -- Anne Lamott

43. Personal Missions / Priorities • “The very least you can do in your life is to figure out what you hope for.” • “And the most you can do is live inside that hope.” -- Barbara Kingsolver

44. Interactive Summary • Objectives of seminar • Effect of temperament on time management choices? • Usefulness of time management matrix? • Urgency addiction? Seduction of the urgent? • How improve Quadrant II skills? • How develop mission / priorities -- visualization, reflection, journal writing. Other? • What one or two new t.m. approaches will you try in the future?

45. Tips from Alan Lakein: List your goals/set your priorities Start with A's, not with C's. Make a daily "To Do" List. List your goals/set your priorities – and review them frequently Generally I agree. (also, “Eat your peas, then have ice cream.”) But keep working – even if you sometimes start with C's. Keep an on-going "To Do" List. Summary WKM Comments:

46. Tips from Alan Lakein: Ask yourself: "What is the best use of my time -- right now?” Handle each piece of paper only once. Do it NOW Ask yourself: "What is the best use of my time -- right now?” Use a “compost pile.” I don’t have no stinking mail pile.” Do it NOW if possible, but accept variable work rhythms Summary WKM Comments: