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1. time management time www.dualibra.com

2. objectives • I will learn techniques that will help me to direct my work life instead of merely managing my time. • I will learn a framework for developing a mission and vision that gives purpose and direction to my work. • I will learn how to prioritize my highest-leveraged activities, leading to significant increases in productivity. time

3. the complete six-step process connect to mission review roles identify goals organize weekly exercise integrity evaluate time

4. the clock and the compass the clock commitments appointments schedules goals activities What we do and how we manage our time. the compass vision values principles conscience direction What we feel is important and how we lead our lives. time

5. traditional time management • first generation—notes and checklists • second generation—planning and preparation • third generation—planning, prioritizing and controlling time

6. first generation go with the flow • based on reminders • attempt to keep track of things you do with your time • simple notes and checklists • carry lists with you and refer to them in order to remember • incomplete tasks put on tomorrow’s list time

7. first generation • strengths • flexible • responsive to people • not over-structured • less stress • tracks to-do’s weaknesses • no real structure • things fall through cracks • commitments suffer • little accomplished • crisis to crisis • first things— things right in front of you time

8. second generation planning and preparation • calendars and appointment books • efficiency in goal setting and planning ahead • make appointments, write down commitments, identify deadlines • may keep information on computer or network time

9. second generation • strengths • tracks commitments and appointments • more accomplished through planning and goal setting • more effective meetings and presentations due to preparation weaknesses • puts schedule over people • accomplish more of what you want—not necessarily what is needed or fulfilling • independent thinking —see people as means or barriers • first things– those that are on the schedule time

10. third generation planning, prioritizing and controlling • have spent time clarifying values and priorities • set long, medium, and short-term goals to attain values, prioritizes on a daily basis • uses wide variety of planners and organizers, with detailed forms for daily planning • gets more done in less time-- but still feels frustrated time

11. third generation • strengths • assumes responsibility for results • connects with values • taps into the power of long, medium, and short-term goals • translates values into goals and actions • gives structure and order to life weaknesses • can lead to false sense of control, pride • power of vision untapped • can lead to guilt, imbalance of roles • less flexibility/spontaneity • first things set by urgency and values time

12. fourth generation life leadership • puts people ahead of schedules, compasses ahead of clocks • uses the best of generations 1, 2, and 3 • you want to lead a life of meaning and contribution, with balance time

13. fourth generation • elements • effectiveness • principles • leadership • relationships • puts first things first Why is there a need for the fourth generation of time management? Well, one definition of insanity is to “keep doing the same things and expecting different results.” time

14. understanding time “A no uttered from the deepest conviction is better than a yes merely uttered to please, or what is worse, to avoid trouble.” Mahatma Gandhi time

15. understanding time “Why have a time log? memory energy time

16. understanding time Urgent Not Urgent time important not important

17. understanding time move into quadrant II • quadrant I—manage: the quadrant of necessity; things are both urgent and important • quadrant II—leadership and quality: the quadrant of focus; things are important but not urgent time

18. understanding time move into quadrant II • quadrant III—(AVOID): the quadrant of deception; things are urgent but not important • quadrant IV—(AVOID): the quadrant of waste; things are neither important nor urgent time

19. move into quadrant II How do I get there? The six step process connect to mission review roles identify goals organize weekly exercise integrity evaluate time

20. step 1: connect with vision & mission Consider the big picture. The key to this connection lies in the clarity of your vision around such questions as: • What is most important? • What gives your life meaning? • What do you want to be and do in your life? time

21. step 2: identify your roles • we have important roles at work, in the family, in the community, or other areas of our lives • Roles represent responsibilities, relationships, and areas of contribution time

22. step 3: select quad II goals for each role • what is the most important thing I could do for each role this week that would have the greatest positive impact? • consider the relationships for each role • review a “perhaps” list for ideas • identify the steps that need to be taken to achieve long-term goals time

23. step 4: organize weekly • translating high leverage quad II goals requires a framework • most people are always trying to find time in their overflowing quad I/III schedules • They move, delegate, cancel, and postpone—all in hopes of “putting first things first” the key is in scheduling your priorities, not prioritizing your schedule time

24. step 4: organize weekly Distinctive Elements of Effective Weekly Goals • they can be either an area of focus or a specific activity • they are usually quad II goals rather than typical “to-do’s” or daily action items • they are driven by conscience time

25. tips to start your day Tip #1 preview your schedule—get your bearings: • review your compass • Look at the day in the context of the week • renew your power to respond to changes in a meaningful way time

26. tips to start your day Tip #2 prioritize: identify activities as QI or QII—keeps QIII and IV out of your schedule • emphasizes the importance paradigm • keeps you aware of choices you make must understand that prioritization includes only items that you’ve put in the framework time

27. tips to start your day Tip #3 T planning: time sensitive activities on the right, any time activities on the left • makes for effective schedule decisions • Helps you remain sensitive to commitments Best use of your time: remember importance rather than urgency! time

28. step 5: exercise integrity in the moment Should I carry out my plan or make conscience directed changes? time

29. step 6: evaluate To be successful, you must make successes of one week the foundation for the next. At the end of the week, ask yourself some questions: • What goals did I achieve? • What challenges did I encounter? • What decisions did I make? • Did I keep “first things first?” time

30. step 6: evaluate different ways to evaluate • mark accomplished goals on weekly compass • keep a journal or daily log and review • review past weekly compasses • ask specific questions about your performance and actions time

31. step 6: evaluate weekly evaluation • What did I learn from the week as a whole? • Am I setting goals that are realistic but challenging? • Have I been effective in work related communications? • Have I been successful in maintaining a Quad II perspective? time

32. closing thought A journey of a thousand miles must begin with a single step. time