managing oneself: first things first
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04/20/23 MGT 500 SJC Dr. Coty Keller 1
Managing Oneself: First things first
Personal management, which involves organizing and managing your time and relationships according to the your personal priorities
We spend our time in one of four ways shown in the time management matrix (defines activities in four categories)
04/20/23 MGT 500 SJC Dr. Coty Keller 2
Time Management MatrixUrgent Not Urgent
Important I Crises Pressing problems Deadline-driven projects,
meetings, preparations
II Preparation Prevention Values clarification Planning Relationship building True re-creation Empowerment
Not important III Interruptions, some phone calls Some mail, some reports Some meetings Many proximate, passing matters Many popular activities
IV Trivia, busywork Some phone calls Time wasters & "escape "
activities Junk mail Watching TV excessively
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Graduating from 3rd to 4th generation time management
Third generation Prioritizing values and
goals Decisions about
schedule Scientific time
management Nothing wrong with this
approach, but you can take it to the next level
4th Generation Decisions relate to:
1. Relationships
2. Preventive maintenance
3. Planning
Outcome is a shift of most activities into Quadrant II
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Becoming a fourth generation manager
With careful analysis, most people discover that they spend too much time responding to the crises of Quadrant I & III, escaping occasionally for survival to the not urgent, unimportant time wasters of Quadrant IV.
The ideal to work toward is eliminating time spent in Quadrant III & IV, and increasing time spent in Quadrant II.
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4th generation = getting most activities into quadrant II
As you invest more time on the planning, prevention, and relationship-building activities of Quadrant II, you will find that you spend far less time picking up the broken pieces in Quadrant I or reacting to the urgent demands of other people in Quadrant III
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Applying these ideas to SMAC and life
Relevance to Job, Career, and Future
Assessment of Current Abilities
Plan for Development
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Exercise Imagine that you are at your own funeral three years
from now. Four people will be speaking at the service: a family member, a close friend, a work associate and a spiritual or community leader.
List things that you would like each person to say about you at the funeral.
Make these characteristics, virtues, and skills part of your mission statement and include in Part 1 – Vision- of our SMAC
Relate these goals to specific managerial abilities-and rate those abilities of high importance in Part 3 – Relevance – of your SMAC.
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Assessment of Current Abilities- Part 4 of the SMAC
Assess your current strengths and weaknesses in regards to the twenty managerial abilities
Assess the meaning of your Urgency Index with respect to the managerial abilities
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Hi Urgency index may be affecting your managerial abilities
Planning EmpathyGroup
management
Developing others
NetworkingAdaptability etc.
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Assessment exercise
Draw a Time Management Matrix and estimate how much time you spend in each quadrant.
Then log your time for three days in 15-minute intervals. How accurate was your estimate?
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Priority for Development – Part 5 of SMAC
Use your information to make decisions regarding the priorities for development
Is it important for you 1. To become a 4th generation manager? 2. Lower your urgency index? 3. Are you really proficient in the related
abilities? If you say yes to 1 or 2, but no to 3, give high
priority to the related abilities (planning, developing others, empathy, etc)
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Plan for Development – Part 6 of SMAC
Describe how you plan to develop the abilities which are important to you as you
Sample strategies are in Resource Guide You can also apply some of the lessons
learned today For example you can develop some
strategies to lower your Urgency Index score and move to 4th generation management.
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Planning ability strategy idea
Start organizing your life on a weekly basis.
Write down your roles and goals, then incorporate your goals into a specific action plan.
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Strategy for developing others
Increase the amount of time set aside for discussion of an individual's performance to three hours -where objectives are not being met, draw up a plan with the individual to meet those objectives
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Strategy for developing empathy
Each time an employee comes into my office I have vowed to listen instead of talking
Watch silent television at least every other day and try to identify moods and nonverbal behavior clues
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It all fits togetherHas to do withDevelopment
MGT 500 – create plan for (among other things) developing managerial abilities
SMACs (in other other than MGT 500) offer opportunities to develop abilities you targeted in MGT 500 SMAC
Half-way through the program you will assess your managerial abilities development progress, readjust priorities
System of continuous improvement: take-away from the program
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Career Anchor Exercise, Covey on Mission Statements
LSI Exercise, Tips from LSI booklet
2. Learning Style
1. Discussion of Career Anchor and Life Vision
3. Relevance of MAs to Job, Career, and Future
Start here
Codebook, SDWTs, Covey - 1st things first, Leadership style, Emotional intelligence
4. Assessment of Current Abilities
Codebook, Self/external assessments, Leadership sytle profile, Peer evals, Urgency index
5. Priority for Development of Managerial Abilities
6. Plan for Development of Managerial Abilities
7. Ethical and Social Responsibility
8 Plan for Continuous Improvement
Conclusion
Introduction
Resource Guide
MGT 500 SMACThought Process
Coty Keller3/2005
A. Career Anchor rating tables B. Learning Style Inventory Results C. Urgency index results D. Leadership Style Profile E. Self-assessment Summary Worksheet F. External Assessment Summary Worksheet G. Peer evaluations H. RECAP Form
Appendices
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