personal productivity - directory of social change

Personal Productivity

Deadlines! I love ‘em.

I love the whooshing noise they make as they fly by.

Douglas Adams

Trainer: Cathy Shimmin

Say hello to a neighbour and discuss ….

What do these two terms mean to you? • Efficient

• Effective

• Efficient – doing things right

• Effective – doing the right thing

Definitions

Personal Effectiveness is about

• Goals & HPA’s (high payoff activities) • Awareness and Planning • Developing positive habits

Personal Effectiveness is about

• Goals & HPA’s (high payoff activities) • Awareness and Planning • Developing positive habits

Overly complex prioritising systems Being a ‘Superhumanbeing’ This way or the highway

Personal Effectiveness is less about

What’s the problem?

Poor or unclear Job Description


Personal Disorganisation


Additional work or life issues

Poor or Unclear Job Description Think about your job in terms of results you are measured on - What are your Key Result Areas

Poor or Unclear Job Description Think about your job in terms of results you are measured on - What are your Key Result Areas Review/Discuss your Job Description if necessary - What would success look like? Use outcomes focussed language

Poor or Unclear Job Description Think about your job in terms of results you are measured on - What are your Key Result Areas Review/Discuss your Job Description if necessary - What would success look like? Use outcomes focussed language Consider your daily tasks in terms of what results it is getting - Are you being very efficient doing something that is not going to get you any big result?

Poor or Unclear Job Description Think about your job in terms of results you are measured on - What are your Key Result Areas Review/Discuss your Job Description if necessary - What would success look like? Use outcomes focussed language Consider your daily tasks in terms of what results it is getting - Are you being very efficient doing something that is not going to get you any big result? Task • Write down one result you will be measured on (SMART) • Then write down the tasks you should be engaged with to

achieve this How much of this are you doing right now?

Awareness

• Be clear on what you SHOULD be doing • Know what your High Payoff Activities are • Pin point your priorities

Action

• Write (consider) your job description in terms of results required

• Define the measures for those results

ALL

MY

BEST

IDEAS

TO

INSPIRE

OUTSTANDING

UNLIMITED

SUCCESS

Time Management Quadrant Q1 Urgent & Important Q2 Not Urgent But Important

Q3 Not Important But Urgent Q4 Not Important & Not Urgent

Time Management Quadrant Q1 Urgent & Important Q2 Not Urgent But Important

Q3 Not Important But Urgent Q4 WASTE

• Irrelevant mail and calls • Trivia • Unproductive activities • Stuff we like to do

Time Management Quadrant

Q1 Urgent & Important Q2 Not Urgent But Important

Q3 FUTILE Q4 WASTE

•Interruptions •Some calls •Some mail •Some reports •Unprepared meetings

•Irrelevant mail and calls •Trivia •Unproductive activities •Stuff we like to do


Q1 HARVEST Q2 Not Urgent But Important •Genuine crises •Pressing problems •Projects/work driven by deadlines •Fire fighting

Q3 FUTILE Q4 WASTE




Q1 HARVEST Q2 ACHIEVEMENT

•Genuine crises •Pressing problems •Projects/work driven by deadlines •Fire fighting

•Planning, •Relationship building, •Creative thinking – new opportunities, •Preventing crises, projecting •Professional knowledge

Q3 FUTILE Q4 WASTE



Do I have to do this? Do I have to do this? Do I have to do this?

A quick self check

Sample Diary

Monday Tuesday Wednesday Thursday Friday

1-1 with Pam Lunch with Joe 1-1 with Ashley

Funding Meeting

1-1 Lesley

In Leeds Budget Stuff & Meeting Support Network Meeting

Sample Diary

Monday Tuesday Wednesday Thursday Friday

1-1 with Pam 2pm Lunch with Joe 1pm 1-1 with Ashley 4pm

Funding Meeting 10am

1-1 Lesley 9am

In Leeds Budget Stuff & Meeting 10am Support Network Meeting 3pm

Time Monday Tuesday Wednesday Thursday Friday

0800

0900 Get Gabriella’s card signed etc

1-1 Lesley Travel to Leeds

Finalize budget

1000 Funding meeting

Meet Pat in Leeds office

Budget meeting – Head office

1100 Work on budget

Make client calls

1200 Lunch with Joe

1300

1400 1-1 with Pamela

1500 Prepare notes for funding meeting

Write up Support Network monthly reports

Travel back to London

Friday Support Network meeting

1600 1-1 Ashley Prep papers etc for Leeds

Admin ready for next week

1700 Gabrielle’s leaving party

1800


0800

0900 Planning & Admin

Get Gabriella’s card signed etc


Finalize budget


Meet Pat in Leeds office


1100 Work on budget Make client calls

1200 Lunch with Joe

1300


1500 Prepare notes for funding meeting


Travel back to London



Admin ready for next week


1800


0800

0900 Planning & Admin

Get Gabriella’s card signed etc


Finalize budget


FREE Meet Pat in Leeds office


1100 FREE Work on budget

Make client calls

1200 Lunch with Joe

FREE 1300


FREE FREE 1500 Prepare

notes for funding meeting


FREE Travel back to London



FREE Admin ready for next week


1800

MEETINGS - A PRACTICAL ALTERNATIVE TO WORK.

INTERRUPTIONS A judgement call – not an obligation

• YES,

• NO,

• LATER….

A Process for Paperwork Paper or e-mail action required?

Enough info to do it now

Yes

Reading

No

Yes Do it Plan when

to do it

Do it now?

BIN OR FILE

No

Junkmail

Yes Read it

Telephone Nightmares?

PERSONAL productivity

What’s driving you? What’s getting in the way? How much are you part of your own problem?

Personal Drivers Values – are they aligned? TA Drivers (Source Transactional Analysis) • Be Happy • Be Perfect • Be Strong • Work Hard • Be Helpful Self-Awareness You have strengths, potential, barriers and opportunities operating all around you. What now?

S.W.O.T

Incredibleness I Bring

New Goal for Effectiveness

Action to Change

Chances to Change

The I.C.A.N. Model

I.C.A.N.

Task/Action – I.C.A.N. Your Personal Productivity

Achieve! is available from

www.dsc.org.uk

Dear Optimist, Pessimist

and Realist,

While you were all arguing

about the glass of water,

I drank it.

from

The Opportunist x

http://www.dsc.org.uk/

Cathy Shimmin

Senior Training Manager

Directory of Social Change

07967 027304

[email protected]

www.dsc.org.uk

Thank you for choosing DSC

mailto:[email protected]

[email protected] 07967 027304 www.dsc.org.uk

Why Improve our Personal Effectiveness 1 To be able to do ‘more’ – get more results Not, take on ‘more’, but be able to do more of the things that we need to do. 2 To be more in control If we manage our time well, we feel more in control of what we have to do and can make better decisions about which work we are going to do and when we are going to do it. 3 To reduce pressure If we are more organised then we can reduce the pressure on ourselves. 4 To have more energy If we manage our time well and do what we need to do, it can make us feel more energetic. 5 To feel better about ourselves A result of managing our time better is we feel we are successful and therefore feel better about ourselves.

Focus for Improving Personal Effectiveness 1. Be aware How do you spend your time each day? We can often have just an impression of how we actually use our time. Keeping a time-log for periods of time will give us an accurate picture.

2. Establish goals If we establish goals for ourselves at work and at home we then know what we are working towards.

3. Plan Once we have set a goal or goals then we need to make a plan of how we are going to reach our goal. There is a saying, ‘a goal without a plan is merely a wish’.

4. Set priorities

Once we have set our goal or goals and made a plan in order for us to reach that goal or goals then we can easily set priorities to ensure that we are working effectively towards our goal or goals. 5. Develop habits

Lastly, we need to develop positive habits that become a way of working and will help us reach our goals. This means reviewing your current working habits and practises in order to work ‘smarter’ not harder.




Time management quadrant

Q1 Urgent & Important

Q2 Not Urgent But Important

• Genuine crises • Pressing problems • Projects/work driven by deadlines • Fire fighting Consequences o Burnout o Stress

• Planning, • Relationship building, • Creative thinking – new opportunities, • Preventing crises, projecting • Professional knowledge Consequences o Vision o Perspective o Control o Balance

Q3 Not Important But Urgent

Q4 Not Important & Not Urgent

• Interruptions • Some calls • Some mail • Some reports • Unprepared meetings Consequences o Out of control o Short term focus o Feel victimised

• Irrelevant mail and calls • Trivia • Unproductive activities • Stuff we like to do Consequences o Irresponsibility o Dependant on others

Sector 2 is the key

• Planning – long & short range • Preparation • Reading/Knowledge • Professional development • Devising systems & processes • Creativity/ designing • Implementing • Prevention • Visioning the future • Exercise/ recreation/ leisure




Time stealers – how to manage them! To manage telephones • Use voice mail effectively – time, dates, action • Set aside, talking calls, making calls, free time with colleagues • Be clear about the purpose of in & out calls • Consider: is this the best form of communication? • Be more assertive To manage emails • Get training – auto reply, out of office, confirm / decline meetings & appointments, file

management • Make a routine of it • Be proactive in planning action & avoid being reactive • Consider: is this the right method of contact? To manage paperwork • Use ABC(D) rule: Act on it, Bin, it, Consult, Delegate it • Make filing routine and prompt • Make a decision and act: don’t touch a paper more than 3 times without acting on it in some

way • Use a bring forward system • Have an everything book (Bring it everywhere!) • Use a rolling To Do List – at the back of the Everything book • Use your diary as a management tool not an appointments book • Reading – make time, don’t hoard, and highlight key points & thoughts as you read. To manage interruptions • Clarify priorities • Let people know when you are / are not available • Stand up, move, be assertive • Delegate effectively – task, responsibility & sources of support • Delegate some decision making = responsibility – opportunity to learn • Assess training needs. To manage crisis • Clarify priorities • Assess urgency/importance of crisis • Delegate effectively • Diary in crisis time – review & replan • Always think – who can help? • How can you avoid a repeat?




To manage meetings • Be sure you need to be there – for all or part? • Ensure you get / give purpose, notice, times, agenda, minutes • Pre-empt Action Points – diary immediately, check with others in advance if they have theirs

done • Schedule any ‘pre-meeting’ planning time needed • Have tele-meetings • Have stand-up meetings • Be assertive, talk to the Chair, and offer to help. To manage relationships • Clarify your own, your managers and your staff’s responsibilities – in general & in delegation • Focus on the results • Use the best ‘method’ of communication • Improve & practice your communication skills • Address conflicts – or move on yourself! • Chatter less but talk and listen more • Make appointments and respect time • Have more 1-1 meetings with key personnel. To manage planning, thinking, & creativity time • See Deal with interruptions • See Deal with crisis • See Deal with paperwork • But seriously … • Schedule out planning time - & - crisis time, interruption time, paperwork time, email etc. Be

realistic & proactive • Use your Everything Book, Your diary / To Do List & your Bring Forward system alongside each

other • Embrace technology. To manage your well being • Be clear about your personal goals & values • Recognise stress & do something about it • Be more assertive.

Next Steps Publications – Achieve! Mark Butcher, DSC Publications £16.95 7 Habits of Highly Effective People, Stephen Covey, Amazon/Similar DSC Training Becoming an Assertive Profession, 6 June 2016, DSC Training Confidence at Work, 8 November 2016, DSC Training Moving into Management, 17 March/18 May 2016 T.A.P into stronger communications and relationships 20June 2016 DSC In House Training or Performance Coaching Contact Cathy Shimmin, [email protected] 07967 027304




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