managing multiple priorities, projects, and deadlines

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SEMINAR WORKBOOK

Managing Multiple Priorities, Projects, and Deadlines

DISCLAIMER: The principles and suggestions in this workbook and seminar are presented to apply to diverse personal and company situations. These materials and the overall seminar are for general informational and educational purposes only. The materials and the seminar, in general, are presented with the understanding that Pryor Learning is not engaged in rendering legal advice. You should always consult an attorney with any legal issues.

©2020, 2018, 2017, 2016, 2015, 2011, 2005 Pryor Learning, Inc. Registered U.S. Patent & Trademark Office and Canadian Trade-Marks office. Except for the inclusion of brief quotations in a review, no part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without permission in writing from Pryor Learning, Inc.

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©Pryor Learning, Inc. • WMM2005ES-DL ii

1. Managing Time

The Benefits of Time Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1

Common Myths about Time Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Identify Your Most Common Time Wasters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Multitasking and Focus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Drowning in Paper? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Telephone Management Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Minimize Interruptions and Distractions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Master Your Inbox and Email Habits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Make Technology a Time Saver and Not a Time Waster . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Prevent the “Meeting Go-Round” from Devouring Your Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Overcome the Procrastinator in You . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

2. Taking Control of Multiple Tasks

The Practical Manager’s Guide to Goal Setting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Techniques for Prioritizing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12

The Four Quadrants of Time Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Capturing Every Task and Idea . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Building a High-Impact Week . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Weekly Block Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

The Essentials of Planning for Small to Large Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Prioritize with More than One Boss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Rid Yourself of Long-Standing Duties You and Your Position Have Outgrown . . . . . . . . . . . . . . . . 20

3. Handle Unexpected, Difficult Situations

Three Steps to Prevent Others from Imposing Their Priorities on You . . . . . . . . . . . . . . . . . . . . . . . . 21

Real-Life Approaches to Delegation that Make Everyone More Productive . . . . . . . . . . . . . . . . . . . 22

Alternatives to Delegation When You Have No Assistants or Subordinates . . . . . . . . . . . . . . . . . . . 23

Ask for—and Get—the Information, Resources and Cooperation You Need

from Your Coworkers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Cyber-Management: Virtual Teams and Remote Workers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Solve Even the Most Difficult Problems with New Speed and Confidence . . . . . . . . . . . . . . . . . . . . 26

Contingency Planning for Emergencies and Crisis Situations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

4. Deal with Pressure and Stress

Survey: Are These Hidden Stressors in Your Work Environment? . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Foster a Competitive, Stimulating Work Atmosphere . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Are you Headed for Burnout? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Easy Steps for Day-to-Day Stress Reduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Relaxation Techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

Achieve Greater Work-Life Balance Through Time Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Table of Contents

1©Pryor Learning, Inc. • WMM2005ES-DL

1 Managing Time

When you manage time you learn to work with, not against, the clock.

The Benefits of Time ManagementWith an effective time-management system, you can:

• Perform higher-quality work

• Improve your reputation as being trustworthy and reliable

• Meet your goals

• Have more self-confidence

• Have an easier life

• Reduce drama

• Reduce your stress

• Create more free time

• Create more opportunities

• Other: ____________________________________

• Other: ____________________________________

Select two of the benefits of time management listed above and imagine how your life could improve if you made just a few simple changes to your daily routine.

Benefit Improved Life

1.

2.

2 ©Pryor Learning, Inc. • WMM2005ES-DL

1 Managing Time

Common Myths About Time and Time Management

Time management myths and misconceptions can lead us to make poor decisions when trying to accomplish our daily work.

For each myth, write the truth about time management .

Myth Truth

1. We can save time.

2. Time management means getting more work done in less time.

3. People who are always busy must bedoing more work.

4. Our time is controlled by external events.

5. We completely control our time.

6. We don’t have time to manage our time.

7. One time-management system works for everyone.


1 Managing Time

Identify Your Most Common Time Wasters

Below are listed the most common time wasters in the workplace. Do any of these look familiar? Rank your three top time stealers.

Time Activity Time Used Priority Comments

Time Log

“Where did the time go?” This easy-to-use time log will answer this question precisely.

• Confirm where you are truly wasting your time.

• A few weeks after implementing your new time management system, use the time log again to see where youhave improved and what other modifications you need to make.

Disorganized workspace

Email addiction

Gaps between meetings

Gossip

Interruptions

Lack of motivation

Noisy coworkers

Social media

Texting

Unnecessary work

Unproductive meetings

Waiting on information from others

Web surfing


1

You can do two things at once, but you can’t focus effectively on two things at once.Gary Keller

Managing Time

Multitasking and Focus

If you look at a job board, all the listings seem to be searching for a qualified candidate who is good at multitasking, but a more helpful requirement would be someone who is good at focusing on a task. In today’s business world, the person who can block out distractions and concentrate will see better results.

Staying Focused

• Do the “hard work”—tasks which require creativity, concentration and decision-making—first.

• Schedule six hours of focus time a week.

• Build your concentration muscle. Practice focusing five minutes a day.

• Create a distraction-free environment.

• Address your notification addiction.

• Limit multitasking.

• Take care of yourself.

• Do aerobic exercise

• Reduce caffeine intake

• Eat nutritious food at regular intervals

• Get enough sleep .


1 Managing Time

Knowledge is of two kinds: we know a subject ourselves, or we know where we can find information about it.

Samuel Johnson

Drowning in Paper?How to clear the sea of mail, publications and desk-cloggers from your workspace

The Five Things You Can Do with a Piece of Paper:

Throw ItAway

Refer It Act On It File It Read ItLater

Fail-Safe Follow-Up

• Calendar or Holding File

• Tickler File

• Hold

Streamlining Paperwork

• Respond on the spot

• Standardize

• “Chicken Pox”

• Re-think FYI copies

• Request or create more efficient reports

1

Schedule a time to reorganize your office/work area.

Some primary tasks may include:• Sort all loose papers .

• Place most used materials near you (keep them there) .

• Throw away or move clutter .

• Rearrange your workspace for maximum productivity .

2 3 4 5

BEST PRACTICE


1 Managing Time

Telephone Management Tips

These five highly effective telephone management tips will help you save time and prevent interruptions and distractions.

1. Have someone screen your calls.

2. Get it done solely through voicemail or email.

3. Leave and request detailed messages.

4. Actively schedule and communicate a “best time to receive calls.”

5. Encourage others to schedule a “best time to receive calls.”

Tips for Shaving Time Off of Phone Calls

• Summarize

• Egg timer

• Set the tone from the beginning

• “I know you’re very busy, so I’ll just…”

• “How can I help you?”

• Schedule for a block of time.

• Set a time limit.

• “I was just on my way out …”

• “I have a meeting in 5 minutes…”

Minimize Interruptions and Distractions

Drop-in visits can lead to great collaboration and innovation, but often they are time wasters that put a dent in your day’s productivity.

• Be candid

• Reschedule

• Refer to an appropriate person or source

• Set a time limit

• Walk to or meet in their office

• Stand

• Summarize

• Don’t needlessly drop in on others

Notes:


1 Managing Time

Master Your Inbox and Email Habits

How much of your day do you spend responding to emails? Does your inbox set your plan for the day?

Many people feel that they have to respond to all email messages as soon as they arrive. This belief conflicts with time management advice. For the strategies listed below, consider which ones can work for you.

• Don’t check email for the first 30 minutes of the day.

• Only check email at set times during the day. Let others know when you will check messages.

• Turn off audible and visual notifications of new messages.

• Read emails after a long period of focused work or during a low-energy time for you.

• Use the one-touch, one-decision rule.

• Immediately sort incoming emails (or use a filtering system) into folders with broad subjects: Action Needed,To Read, Pending.

• If you can read and reply to a message in under two minutes, do it immediately.

• Schedule time to deal with emails that will take longer than two minutes. Use a highlighter or flag system tonote actions needed.

• Unsubscribe from unimportant email lists or send them to a different address.

• Encourage people to send you less mail. Can you be removed from a cc list? Can instant messaging or a phonecall cover the information more effectively?

Help Others Save Time

• Use a specific subject line.

• Create a new email stream and subject line when the topic changes.

• Use email templates.

• Make sure typos don’t confuse the meaning. Attach a document when you say you are going to attacha document.

• Respond to all questions in an email.

• Think twice before forwarding.

• Think three times before hitting “reply all.”


1 Managing Time

Make Technology a Time Saver and Not a Time Waster

Use Technology to be More Effective!

Research Shows:

• Most people use technology to about 5% of its actual ability. We are not using it to be more effective, just toget by.

• Often, when we use technology to increase our effectiveness, we use it the way we think it should work, ratherthan the way it is programmed to work.

• Technology can simplify our lives, although most people believe technology has complicated it.

Tips to Increase Effectiveness and Save Time with Technology:

Stay cutting edge. Pick a software program, or device you already use, and learn two new things it can do for you. This will increase your effectiveness with a tool you have already been given.

Goal: Learn new things about the technology I already use.

After today, I will learn these things:

•

•

Take a class, or invest in teaching programs that will help you understand how a software program is programmed to do what you want it to do. There are many excellent self-study training options available. Increasing your ability will shorten the time you “fight” with the program.

Goal: Commit to taking a software course in the next 90 days.

The application I will learn is:

•

If you are doing it on paper, and it can be done with technology–time to upgrade!


1 Managing Time

Prevent the “Meeting-Go-Round” from Devouring Your Time

Characteristics of Unproductive MeetingsRate how often you encounter these characteristics in the meeting you lead or attend .

Often Sometimes Seldom Often Sometimes Seldom

No printed agenda No material given to participants for preparation

Ineffective agenda (too vague, too long) Too much socializing

Drifts off subject Inadequate notice given

Unnecessary (trivial) Not able to contribute effectively

Wrong people attend Leader unprepared

Objective or purpose not clear Lack of listening

Too long Lack of participation

Participants “ramble” or dominate discussion

From the characteristics you rated above, select the two that need the most improvement.

Use the techniques and reminders presented today to help reduce them in your upcoming meetings.


1 Managing Time

Overcome the Procrastinator in You

Some people downplay procrastination as merely a bad habit, but it can have serious consequences including: poor work quality, loss of trustworthiness, hindering others’ work, and increased stress. Like breaking any bad habit, overcoming procrastination requires dedication and effort.

1. Recognize that you are procrastinating

• Acknowledge when you are making excuses

• Distinguish between important tasks and unimportant distractions

• Stop planning and start doing

2. Understand why you are procrastinating

• The task is unpleasant

• The task is overwhelming

• You are a perfectionist

3. Employ strategies to overcome procrastination

• Remind yourself how this project fits in with your goals

• Create a productive environment

• Break down projects and set milestones

• Start with an easy task … OR … Start with the most unpleasant task

• Plan a reward

• Make yourself accountable

• Start earlier the next time


2 Taking Control of Multiple Tasks

The Practical Manager’s Guide to Goal Setting

It doesn’t matter how much work you accomplish during the day; if you are devoting your time and energy to unimportant tasks, you are not managing your time well. Goal setting and prioritizing allow you to make sure that you are focused on high payoff activities.

Simple questions to help you set specific goals effortlessly

1. Which of my responsibilities has the greatest positive impact on the mission or bottom line of my organization?

2. Which of my responsibilities or projects has the greatest potential to advance my career?

3. Which of my responsibilities or projects do I enjoy the most?

Dangerous mistakes that prevent effective goal setting

• Setting unrealistic goals

• Setting unchallenging goals

• Setting “other people’s goals”

• Setting vague goals

• Setting too many goals

• Setting goals in only one area

• Setting goals without time parameters

List three of your goals. Did you make any of the mistakes listed above?

1. _________________________________________________________________

2. _________________________________________________________________

3. _________________________________________________________________



1 . Deadline/Payoff

Deadline: 1 = long-term

2 = short-term

3 = immediate

Payoff: 1 = low recognition/impact/visibility

3 = moderate recognition/impact/visibility

5 = high recognition/impact/visibility

When to Use:

When to Use:

2 . Paired Comparison

Item Deadline + Payoff = Weighted Score Rank

+ =

+ =

+ =

+ =

+ =

# Item Check Rank Compare

1 1-2, 1-3, 1-4,

2 1-5

3 2-3, 2-4, 2-5

4 3-4, 3-5

5 4-5

Techniques for Prioritizing



Techniques for Prioritizing

3 . Importance/Time

Importance:1 = high pay-off/impact2 = moderate pay-off/impact

3 = low pay-off/impact

Estimated Time: 3 = significant time investment2 = moderate time investment1 = brief time investment

1

2

3

1 2 3

IMPORTANCE

TIME

ACTION 1-1 1-2 1-3 2-1

REDUCE 2-2 3-1

ELIMINATE 2-3 3-2 3-3

Item Importance Time A/R/E

When to Use:



Adapted from The Seven Habits of Highly Effective People, by Stephen R. Covey

The Four Quadrants of Time Management

U R G E N T N O T U R G E N T

1 2

3 4

NO

T

IM

PO

RT

AN

TI

MP

OR

TA

NT



Components/Characteristics of an Effective System

Calendar/Planning Systems

Your Master To-Do ListWhy?

Capturing Every Task and Idea

• When you think it — ink it

• Constant companion

• Daily review

• Selectively choose

BEST PRACTICE



Activity Priority Est . Time

Prepare for stockholder’s meeting 1 1 hr.

Develop hardware purchasing recommendations 2 3 hr.

Review staff proposals 3 1 hr.

Revise business plan 4 2 hr.

Review 2nd quarter expense reports 5 .5 hr.

Begin preparing operational budget 6 2 hr.

Work on convention presentation 7 1 hr.

Identify your prime time energy cycle.

Each of us has a particular time of the day when we have the most energy and are most creative . If you already know your prime time, make an effort to schedule your top priorities during that time . If you aren’t sure when your prime time is, analyze your work style for one week, looking for common times each day when you are most productive .

Building a High-Impact Week

Creating a Weekly High Pay-Off ListCollect the “Generally Important”

Prioritize

BEST PRACTICE



Monday Tuesday Wednesday Thursday Friday

7

8

9

10

11

12

1

2

3

4

5

6

Prepare forstockholder’s

meetingMeeting

Meeting

Lunch

Appointment

AppointmentRevise

business plan

Review staffproposals

Develop hardware

purchasingrecommendations

Begin preparingoperational

budget

Review staffproposals

Work onconvention

presentation

Develop hardware

purchasingrecommendations

Revisebusiness plan

6521

4

372 4

63

Begin preparing

operational budget

Review2nd quarter

expense reports

Lunch Lunch Lunch Lunch

Meeting

Consolidate similar tasks . Group tasks to save trips .

Types of tasks to consolidate include: returning phone calls, checking phone mail/email, filing, answering letters, sorting mail, appointments, etc . Before you drive anywhere or see anyone, briefly check your master, weekly, and daily list for items that can be taken care of conveniently during the trip/visit .

Weekly Block Plan

BEST PRACTICE



The Essentials of Planning for Small to Large Projects

• Establish goals and objectives for your project . Do this by analyzing and writing out the three primaryconstraints for your project:

Time constraint – What are your primary deadlines?

Budget constraint – What are your resources? (monetary, human, equipment)?

Performance criteria – What are the specifications for the quality of the project outcome?

• Brainstorm all of the necessary tasks that must be completed within the project. Generally group the taskstogether into project “chunks.”

• Apply the three primary constraints mentioned above to each task:What is the estimated task duration?What are the objectives and specifications for the task?What is the budget for the task?

• Determine the people to whom various tasks or “chunks” of tasks can be delegated .

• Determine the general order in which the tasks or “chunks” of tasks must be completed. Look for tasksthat cannot be performed until another task is completed (dependent task). Also, look for tasks that can becompleted simultaneously in order to save time (parallel tasks).

• Create a rough chart (GANTT Chart) for all of the tasks by rewriting them in approximated chronological orderdown the left side of a piece of paper and writing time increments across the top. Draw lines next to each taskthat correspond to the estimated time for the task and the time increments across the top.

• Plot dependent tasks and parallel tasks accordingly.

Time Task Mar . 5 Mar . 12 Mar . 19 Mar . 26 Apr . 2 Apr . 9 Apr . 16

1.5w Research lead

3w Sell ads

2w Research other

3w Write articles

2w Design Ads

2w Full layout

• Brainstorm as many potential problems as possible and develop contingency plans for keeping the projectwithin time, budget, and specification constraints.

Newsletter Production



Prioritize with More than One Boss

Use traditional planning and prioritizing methods whenever possible. The more you are able to incorporate the work for all your bosses into your regular planning and prioritizing routine, the more efficiently you will be able to perform.

When Conflicts Arise

• In most cases you should either try to have your bosses work out and decide which work should come first, or askfor enough authority to prioritize your work on your own. Many multiple-boss problems result from being giventoo much responsibility and not enough authority. Try to make it clear to your bosses that you can be muchmore productive if you do not have to communicate with all of them every time a potential change in your planscomes up.

• Request a general, prioritized job description list from your bosses. By having them initially decide which aspectsof your job are generally most important, you can use this list as a justification for what you are working on whenconflicts arise in the future.

• Regularly submit your prioritized weekly plan to all of your bosses with the understanding that if they haveobjections to your major priorities that they will promptly let you know. This way, if a boss initially does not objectand then comes to you late in the week with a demand, you can use your submitted plan as bargaining power.

• Present your weekly plan to your bosses when one of them comes to you with a last-minute request. After seeingwritten evidence of the important task you had planned to do, the boss you were planning to do work for isprepared to discuss the issue with the boss who presented the immediate request.

• During “crunch” times, generate a list of your most important tasks among your bosses, prioritize them, andsubmit the list to each of them for a general critique. Many times the fact that the list has been thought out andput into writing will convince them to go with your plan.



Rid Yourself of Long-Standing Duties You and Your Position Have Outgrown

Don’t wait for an outside consultant to come in and restructure your job assignment. You can conduct your own internal investigation and save yourself time and money in the process.

1. Update your job description with all the tasks you perform.

2. For each duty, ask:

• Is this necessary for the success of the organization?

• Is this important?

• Is this a historical remnant?

• Does this stimulate me or help me grow professionally?

3. Determine what to do with the task:

• Would the organization or our customers suffer if we eliminated this task?

• Would the organization or our customers suffer if we continued doing this task rather than concentrating onsomething more important?

• Could someone else do this task better?

• Who could grow in their position by learning how to do this task?

The first step in a growth policy is not to decide where and how to grow. It is to decide what to abandon. In order to grow, a business must have a systematic policy to get

rid of the outgrown, the obsolete, the unproductive. Peter Drucker


3 Handle Unexpected, Difficult Situations

Time management is a lot easier when there are no external factors eating at your priorities. However, we all live in a world where other people request our time and emergencies require our attention. In order to stay in control of our limited resources, we have to plan for the unexpected and learn how to manage difficult interpersonal situations.

Three Steps to Prevent Others from Imposing Their Priorities on YouSet the right tone

• You are a team player who wants to help, but…

• You need to set boundaries to be the most effective and productive worker you can be

Assertively decline . Say “no” without creating hard feelings or feeling guilty.

• Don’t delay giving the answer

• Keep your demeanor light and neutral

• Thank them for thinking of you

• Be clear and decisive

• Give a brief reason (but not excuses) why you can’t

Offer alternative solutions

• Brainstorm other resources. How else can they get it done?

• Offer to trade tasks

• Offer a date to help in the future, if that’s possible

• Don’t linger over the topic

Practice: How can you say “no” in these situations?

A . Paula asks you to go to the 3:00 meeting that she can’t attend.

B . Paul asks you to head the school fundraiser this year.



Real-Life Approaches to Delegation that Make Everyone More Productive

Delegation can be a key tool in using time effectively, supporting others’ professional growth and reducing your stress.

Achieving Results Through Delegation

• Think through your decision

• Are they trained?

• Do they have the time?

• Do they have the resources?

• Think through possible training needs

• Direct toward self-instruction

• Delegate training when possible

• Clearly define the task or project

• Objectives

• Expectations and optimum results

• Importance

• Scope of responsibility and authority

• Check in

• Continue to supply resources and support

• Allow for maximum flexibility

• Reward success along the way

Benef its of Ef fec tive Delegation Barriers to Ef fec tive Delegation

• •

• •

• •

• •

• •

Notes:



Alternatives to Delegation When You Have No Assistants or Subordinates

• Delegate up

• Let the boss determine if this is a priority

• Let the boss share the load

• Let the boss delegate to others

• Delegate to technology

• Delegate to a better system

• Delegate over

• Find out who is better suited to the task

• Find out which position is better suited to the task

• Arrange a trade

• Make a deal

Establish a routine for your absence

Ask yourself these questions:

• What must be done while I’m gone?

• Who will do it?

• What authority will they have?

• What training and information do they need?

BEST PRACTICE

Notes:



Ask for—and Get—the Information, Resources and Cooperation You Need from Your Coworkers

Just as you can manage your time, you can manage external forces to increase your productivity.

Information . Lots of people aren’t good at giving clear instructions. If you don’t have the information you need to do your work efficiently, make sure you ask the right questions to get on track.

• So, the next steps are …?

• What do you expect this to look like when it is finished?

• Do you have a sample of excellent work that I can look at?

• How long do you expect this to take?

• Who can I go to if I have questions?

Resources . Most organizations are working with limited resources these days. However, sometimes asking the right questions can get you the resources you need.

• Is there technology that can help me do this job faster?

• Is this a concrete deadline, or is there some flexibility?

• Is this a priority? Can we add extra members to the team to ensure it gets done on time?

• What is the most important priority? Money, time or quality?

Cooperation . If you have ever had a project delayed because one cog in the wheel was holding up work, then you know how important cooperation can be.

• Get to know them and their working styles.

• Engage the law of reciprocity. Help them and they will help you.

• Find out their challenges and obstacles.

• Respect their time.

• Discover their preferred medium of communication (phone call, text, email, face-to-face meeting).

• Be clear in your requests (“Just checking in” vs. “I need this report by Friday at noon.”)

• Show them WIIFM (what’s in it for me).

• Make them feel appreciated.

• Help them look good to their boss.



Cyber-Management: Virtual Teams and Remote Workers

People are still debating whether telecommuting is more productive than working from an office, but one thing is true—telecommuting is not going away. Working on virtual teams requires a new approach to ensure that team members communicate effectively and meet their deadlines.

Time Management Tips for Telecommuters

• Prioritize and plan your day

• Work when the bosses do

• Identify an individual in the organization who can get you necessary information quickly

• Establish personal accountability measures

• Take energy breaks during the day

• Limit personal distractions

Productive Virtual Teams

• Keep remote workers engaged . ALL team members are more productive when they are actively engaged intheir work. Make sure that remote workers are kept in the communication loop and are appreciated for theircontributions.

• Set milestones . Without someone looking over their shoulder, some remote workers fall dangerously behind onprojects. Set milestones and require tangible evidence of their work progress.

• Monitor output . Formally or informally, you can keep an eye on the quality and quantity of work produced.Software allows managers to track time and measure output.

• Make conference calls worthwhile . Set time limits for conference calls – and make sure everyone is payingattention during the call.

• Utilize web-based project management platforms . Ask questions, share documents and compare progressreports for people in neighboring offices or across time zones.



Solve Even the Most Difficult Problems with New Speed and Confidence

Innovative Approaches to the Six Steps for Problem Solving

Brainstorm and Decide within Each Step

1. In the first step, instead of selecting arbitrary methods for investigating the problem, brainstorm as manydifferent methods for collecting information as possible . From this list the best methods can be selected.

2. After collecting information, brainstorm as many possible causes and problem definitions as possible . This listwill keep you from jumping to conclusions and will enable you to better select the most likely causes.

3. Brainstorm possible solutions .

4. In the fourth step, brainstorm all possible criteria for the solutions and select the best that could be used toevaluate the solutions.

5. After the solution has been selected, you can also apply brainstorming to the process of selecting methods ofimplementation .

Repeat the First Four Steps Several Times

All can agree on the importance of revising the work that we do. However, when we follow these five steps through only once, we have few opportunities to revise. Instead of immediately implementing the solutions you select in step four:

1. Present the solutions to the people who will be carrying them out and get feedback.

2. With these solutions and feedback in mind, return to step one and attempt to collect additional information tolocate additional or potential problems and their causes.

3. After these investigations, you are prepared to generate new ideas and revisions for solutions to the problem.

This process of revision can be repeated as needed and will generate more practical, high quality solutions through the natural process of revision.

1 . Investigate the problem and collect information

2 . Define the problem and determine causes

3 . Generate alternatives

4 . Select a tentative and best solution

5 . Implement the solution

6 . Follow up



Contingency Planning for Emergencies and Crisis Situations

You can’t schedule the unexpected, but you can have a contingency plan in place to maintain workplace productivity and meet deadlines.

Advanced planning . Conduct a vulnerability audit to see what could negatively affect your workflow:

• Personal

• Team

• Process

• Equipment

• External factors

Put flexible time in your schedule.

Involve others. Ask for help. Delegate.

Communicate concerns early on with stakeholders. Negotiate new deadlines.

Conduct a post-mortem dissection.

• Analyze what went wrong

• Put together a plan to mitigate the effects of future similar events

By failing to prepare, you are preparing to fail.Benjamin Franklin


4 Deal with Pressure and Stress

How to stay calm and in control, even in the face of chaos

Survey: Are these 16 hidden stressors in your work environment?

1 . Office politics interfere with my work .

2 . I can’t get the information I need for my work .

3 . What is expected or how I should perform is not clear to me .

4 . Competition results in backbiting .

5 . I don’t have the resources I need to get my job done (e .g ., time, money, help) .

6 . I am picked on or discriminated against at work .

7 . My job interferes with my family time and personal needs .

8 . I deal with conflicting demands .

9 . My work is not rewarded in a way I feel good about .

10 . My work environment lacks room for creativity and personal input .

11 . I am not given enough authority to accomplish my work .

12 . I frequently feel deadline pressure .

13 . I have little input into decisions that affect my work .

14 . I don’t have a clear idea of my organization’s goals .

15 . Aspects of my work change too quickly or too often (e .g ., new products, procedures, technologies, management team) .

16 . My work does not provide clear or reasonable pathways for advancement .

Total Items Checked

X3 X2 X1 Total

++ ++ ==

For each statement, check the box in the most appropriate column. Then add up the number of check marks in each column and follow the formula at the bottom to get your final score.

Scores:

16-26 Your work environment is slightly stressful; you have fewer changes to try to make .

27-37 Your work environment is moderately stressful; you have specific areas you can try to significantly change .

38-48 Your work environment is highly stressful; you have aspects that need immediate attention .

Often Sometimes Seldom



Foster a Competitive, Stimulating Work Atmosphere

Working in an organization without excess pressure or stress does not mean that employees are not challenged or held accountable for their work. Companies that create a balance of good stress and bad stress see productivity skyrocket.

Good Stress (Eustress)

• Raises alertness

• Acts as a motivator

• Improves performance

Stimulating, Supportive Environment Pressure and Stress-Inducing Environment

Sets clear expectations Does not provide the big picture or the little picture

Provides necessary resources Always expects more work from less support

Allows employees to grow from mistakes Punishes even minor mishaps

Supports creativity and innovation Blocks new ideas

Recognizes success Does not celebrate success or acknowledge exceptional performance



Are You Headed for Burnout?

These seven specific symptoms signal dangerous overstress. The key to eliminating burnout is early detection within yourself or in others. Watch for the gradual development of any of these symptoms. If you detect some of them, help yourself or the other person to step back from the situation, reevaluate their role within it, and take some of the steps presented today to minimize the symptoms.

1. Complaining of fatigue, being overworked, exhaustion

2. Showing loss of enthusiasm, energy, drive, team spirit

3. Showing loss of imagination, creativity, refusal to take risks

4. Fighting changes – being inflexible, rigid, unyielding

5. Becoming defensive easily – allowing relationships with key people to deteriorate

6. Growing disorganized – having poor recall, memory loss

7. Rationalizing, passing the buck, withdrawing.

Burnout is what happens when you try to avoid being human for too long.Michael Gungor



Easy Steps for Day-to-Day Stress Reduction

By learning how to manage your time, you are already taking a vital step in reducing stress. What else can you do to approach the day with renewed energy and confidence?

PhysicalHealth

Time Health

Mental Heath

Get enough

sleepExercise

Eatnutritious

food

Laugh

Connect with friends and

family

Focus on what you

can control

Take a walk innature

Schedule leisure time

and commit to it

Remindyourself of your

priorities



Relaxation Techniques

Deadline approaching? These are six relaxation techniques to calm you down and help you regain focus immediately. In a highly stressful situation, your fight-or-flight response sets in and your body reacts with a faster heartbeat, rapid breathing and the release of stress hormones. This response may help you run away from a saber toothed tiger, but it won’t help you perform your work with care. You have to make a conscious effort to counteract this automatic response so that you can get back to work.

• Deep breathing

• One-minute countdown

• Guided imagery reading

• Stretching and posture

• Progressive relaxation

• Massage

• Relaxation mantra

• I can handle this

• It’s just a moment

• Just keep swimming

• Work through this

• Breathe in, breathe out

• Breathe, focus, perform



Achieve Greater Work-Life Balance Through Time ManagementYou’ve been very productive today! Not only have you learned how to use your time more wisely at work, you’ve also learned lessons that you can apply at home.

At Work At Home

Identify your priorities What are the three top priorities in your personal life?

Do what is important What are three unimportant activities you can eliminate so that you can address your priorities?

Be willing to say “no” People pleasers sometimes find it even harder to say “no” in social situations . Where can you set boundaries in your personal life?

Find smarter ways to do things Where have you gotten stuck in unproductive routines?

Delegate What are three tasks you could delegate to family members or professional services?

Minimize distractions What’s interrupting your ability to meet goals and follow priorities?

Master technology, don’t let it master you

Where is technology stealing your time?

Where can you use technology to manage your time?

managing multiple priorities, projects, and deadlines

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