time and stress

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Time ManagementTime ManagementWorking with chaosWorking with chaos

Insite Systems

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“The more I practice, the luckier I get.”

Gary Player

“The more I practice, the luckier I get.”

Gary Player

Insite Systems

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Time Use analysisTime Logs

1

Identify time problemsCausesSolutions

2

Self Assessment:I amI canI need

3

Set GoalsEstablish priorities

4Program Goals into Action Plans

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Daily Planning Schedules and Planning guides

6

Follow up and Repeated analysis

8Improve Time Management Techniques

7

4

Saving Private RyanSaving Private Ryan

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Insite Systems

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Insite Systems

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11

Analysis and appreciation

1

Identify problemsCausesSolutions

2

Assessment:Readjustment3

Set GoalsEstablish priorities

4Program Goals into Action Plans

5

Insite Systems

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PERSONAL WORK per day

per week

SLEEP 7 49

EAT 2 14

DRESS 1 7

COMMUTE 1 5

OTHER 2 14

13 89

ON THE JOB WORK 8 44

OTHER, FAMILY, LEISURE, PERSONAL, FREE TIME

35

TOTAL 168

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The 168 Hour Limit

PERSONAL WORK53%

JOB26%

OTHER21%

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Time SaversTime Savers

1. Group similar tasks together2. Avoid perfectionism 3. Plan goals4. Create action plans5. Constantly root out time robbers6. Add 20% time estimate to your initial assessment –

create buffer7. Break large tasks up into sizeable chunks8. Avoid the messy desk9. Learn to say no10. Build contingency plans – deal with Murphy's law11. Quiet time every morning – get your head together12. Prioritise.

1. Group similar tasks together2. Avoid perfectionism 3. Plan goals4. Create action plans5. Constantly root out time robbers6. Add 20% time estimate to your initial assessment –

create buffer7. Break large tasks up into sizeable chunks8. Avoid the messy desk9. Learn to say no10. Build contingency plans – deal with Murphy's law11. Quiet time every morning – get your head together12. Prioritise.

Time LogTime Log

Recording errors, strengthsRecording errors, strengths

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Most Common Time Problems

Most Common Time Problems

PlanningOrganisingDirectingControllingCommunicationAt home

PlanningOrganisingDirectingControllingCommunicationAt home

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SystemsSystems

Insite Systems

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Team StructuresTeam Structures

MatrixTeam/hierarchy

MatrixTeam/hierarchy

Insite Systems

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Plane SimulationPlane Simulation

Form your own plane manufacturing company

Give yourselves a name Design your logo Customer requires 8 planes of good quality Minimum requirements :

* cut & folded well * logo on right wing * all flaps folded up/ down

Supplier will provide you with templates, scissors, kokis & rulers

Form your own plane manufacturing company

Give yourselves a name Design your logo Customer requires 8 planes of good quality Minimum requirements :

* cut & folded well * logo on right wing * all flaps folded up/ down

Supplier will provide you with templates, scissors, kokis & rulers


You have a certain amount of time in which to produce 8 planes

5 mins work1 min tea (Unions, therefore, NO

work!)5 mins work1 min delivery

You have a certain amount of time in which to produce 8 planes

5 mins work1 min tea (Unions, therefore, NO

work!)5 mins work1 min delivery


Customer will judge your planes according to a scoring system – customer is difficult

Customer also requires certain added value for which she will give you extra points

Choose 3 out of 5 added value Business cards (1 per plane) Coloured wing tips 10 year Guarantee (1 per 8 planes) Company name on fuselage Hangers (1 per 2 planes)

Customer will judge your planes according to a scoring system – customer is difficult

Customer also requires certain added value for which she will give you extra points

Choose 3 out of 5 added value Business cards (1 per plane) Coloured wing tips 10 year Guarantee (1 per 8 planes) Company name on fuselage Hangers (1 per 2 planes)

Plane Simulation Scoring

Plane Simulation Scoring

..\..\..\Desktop\Plane Scoring.xlsx..\..\..\Desktop\Plane Scoring.xlsx

OV 1 - 68Copyright © 2009 Element K Content LLC. All rights reserved.

3 Resolution2 Dissatisfaction

1 Orientation4 Productivity

68 Blanchard’s leadership styles


3 High SupportiveLow Directive

2 High DirectiveHigh Supportive

1 High DirectiveLow Supportive

4 Low SupportiveLow Directive

69 Leaders’ behaviour


ORIENTATION DISSATISFACTION RESOLUTION PRODUCTION

GDS 1 GDS 2 GDS 3 GDS 4

LOW

PRODUCTIVITY (COMPETENCE)

MORALE (COMMITMENT)

HIGH

70 Productivity and Morale

ACTIVITY 1.4

DiagnosticDiagnostic

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CHOLERICCHOLERIC

Understanding CHOLERICUnderstanding CHOLERIC

Basic MotivationBasic Motivation

RESULTSRESULTS

CHALLENGECHALLENGE


Best environment

Continual challenges Freedom to act Variety

Best environment

Continual challenges Freedom to act Variety


Accepts / rejects

Accepts the difficult Rejects inaction

Accepts / rejects

Accepts the difficult Rejects inaction


Major strengths WeaknessesGetting things done insensitive to othersDecisive Impatient, overlooks

risks, factsPersistent Inflexible, unyielding

Major strengths WeaknessesGetting things done insensitive to othersDecisive Impatient, overlooks

risks, factsPersistent Inflexible, unyielding


Responds best to others who:

Provide direct answers Stick to business Allow freedom for personal

accomplishments


Provide direct answers Stick to business Allow freedom for personal

accomplishments


Needs others on the team who will:

Follow-through on routine projects

Help build relationships Gather facts and evaluate risks


Follow-through on routine projects

Help build relationships Gather facts and evaluate risks


Behaviour under tension Behaviour under tension

AUTOCRATICAUTOCRATIC


Would benefit most from:

Listening


Listening


My ideal world is where I have


CONTROLCONTROL


I want to do itI want to do it

MYMY way way


I like to I like to

CHANGECHANGE things. things.


My greatest fear is losing My greatest fear is losing

CONTROLCONTROL

How to convince a CholericHow to convince a Choleric

WHAT?

How to disagree with a CholericHow to disagree with a Choleric

AGREE + test

SANGUINESANGUINE

Understanding SANGUINEUnderstanding SANGUINE


RECOGNITIONRECOGNITION

APPROVALAPPROVAL


Best environment

Friendly atmosphere Freedom from control and detail Opportunity to influence others

Best environment

Friendly atmosphere Freedom from control and detail Opportunity to influence others


Accepts / rejects

Accepts involvement with others

Rejects isolation

Accepts / rejects

Accepts involvement with others

Rejects isolation


Major strengths Weaknessesoptimistic over-sellingpersonable manipulativeenthusiastic lack follow through

Major strengths Weaknessesoptimistic over-sellingpersonable manipulativeenthusiastic lack follow through



Are democratic and friendly Provide for social involvement

outside of work Provide recognition of ideas and

abilities


Are democratic and friendly Provide for social involvement

outside of work Provide recognition of ideas and

abilities



Follow-through on details Provide accountability for goal

accomplishment Be realistic with their ideas


Follow-through on details Provide accountability for goal

accomplishment Be realistic with their ideas



ATTACKATTACK



Pausing


Pausing




RECOGNITIONRECOGNITION


I want to do it I want to do it

the FUNFUN way way


I like to I like to

DREAM / INFLUENCEDREAM / INFLUENCE things. things.



FACE

How to convince a SanguineHow to convince a Sanguine

WHO?

How to disagree with a SanguineHow to disagree with a Sanguine

AGREE + time

PHLEGMATICPHLEGMATIC

Understanding PHLEGMATICUnderstanding PHLEGMATIC


RELATIONSHIPSRELATIONSHIPS

APPRECIATIONAPPRECIATION


Best environment

Requires specialisation Opportunity to work with a

group Consistent and predictable

Best environment

Requires specialisation Opportunity to work with a

group Consistent and predictable


Accepts / rejects

Accepts friendship Rejects conflict

Accepts / rejects

Accepts friendship Rejects conflict


Major strengths WeaknessesSupportive ConformingAgreeable RetiringLoyal Missed opportunities

Major strengths WeaknessesSupportive ConformingAgreeable RetiringLoyal Missed opportunities



Are relaxed and amiable Allow time to adjust to a change

in plans Provide personal support


Are relaxed and amiable Allow time to adjust to a change

in plans Provide personal support


Needs others on the team who will

Initiate change Deal with conflict Help them to see the bigger

picture

Needs others on the team who will

Initiate change Deal with conflict Help them to see the bigger

picture



ACQUIESCEACQUIESCE



Initiating


Initiating




PEACEPEACE


I want to do itI want to do it

the the EASYEASY way way


I like to I like to

WATCHWATCH things. things.



RELATIONSHIPRELATIONSHIP

How to convince a PhlegmaticHow to convince a Phlegmatic

WHY?

How to disagree with a PhlegmaticHow to disagree with a Phlegmatic

TOGETHER

MELANCHOLICMELANCHOLIC

Understanding MELANCHOLICUnderstanding MELANCHOLIC


QUALITYQUALITY

TOTO BEBE RIGHTRIGHT

DATADATA


Best environment

Clearly defined Requires precision Provides reassurance

Best environment

Clearly defined Requires precision Provides reassurance


Accepts / rejects

Accepts methods Rejects lack of quality

Accepts / rejects

Accepts methods Rejects lack of quality


Major strengths WeaknessesOrderly PickyThorough Too detailedAnalytical Too cautious

Major strengths WeaknessesOrderly PickyThorough Too detailedAnalytical Too cautious



Provide reassurance Maintain an open door policy Spell out detailed operating

procedures


Provide reassurance Maintain an open door policy Spell out detailed operating

procedures



Persuade others on the quality of their work

Take action Help initiate relationships


Persuade others on the quality of their work

Take action Help initiate relationships



AVOIDAVOID



Declaring


Declaring




PERFECTIONPERFECTION


I want to do it I want to do it

the RIGHTRIGHT way way


I like to I like to

ANALYSEANALYSE things. things.


My greatest fear is beingMy greatest fear is being

WRONGWRONG

How to convince a MelancholicHow to convince a Melancholic

HOW?

How to disagree with a MelancholicHow to disagree with a Melancholic

FACTS

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Criteria for Delegation – appointing a task to

someone else who is capable of achieving the desired

ends

Criteria for Delegation – appointing a task to

someone else who is capable of achieving the desired

ends

1. Someone can do it instead of me – with the same effect.

2. Someone can do it in better time.3. Someone can do it with less expense.4. Someone can be trained by it.5. The company/department will benefit

as a whole.

1. Someone can do it instead of me – with the same effect.

2. Someone can do it in better time.3. Someone can do it with less expense.4. Someone can be trained by it.5. The company/department will benefit

as a whole.

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Selecting Right Person – Matching the person to the task. Delegate the Good and the Bad – Give them a total experience of the job. Take time – It’s a serious thing to do Delegate Gradually – delegate the tasks in stages in order to get the person trained up Delegate In Advance – not halfway through the job Delegate the Whole – not a piece that means nothing Delegate for Specific Results – report report report

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Avoid Gaps and Overlaps – Delegating to different people and not thinking it trhough Consult before you delegate – speak to others about the job Leave the Subordinate alone – Let them struggle Command and Control – regular and meaningful report backs

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INCREASE IMPORTANCE

INCREASE URGENCY

AX X

A C

IMPORTANT AND URGENT

“BUMPED” FROM A

PROACTIVE, BUT LATE

URGENT

REACTIVE

UNEXPECTED

CLEAR OUT OF THE WAY

SHOULD TAKE 20%

IMPORTANT

PROACTIVE

PART OF GOAL PROGRAMMING

SHOULD TAKE 80%

UNIMPORTANT

PROBABLY WILL NEVER DO

NICE TO HAVE

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Pareto’s PrinciplePareto’s Principle

The 80/20 Rule means that in anything a few (20 percent) are vital and many(80 percent) are trivial.

20 percent of the people owned 80 percent of the wealth.

20 percent of the defects causing 80 percent of the problems.

Project Managers know that 20 percent of the work (the first 10 percent and the last 10 percent) consume 80 percent of your time and resources.

You can apply the 80/20 Rule to almost anything, from the science of management to the physical world.

The 80/20 Rule means that in anything a few (20 percent) are vital and many(80 percent) are trivial.

20 percent of the people owned 80 percent of the wealth.

20 percent of the defects causing 80 percent of the problems.

Project Managers know that 20 percent of the work (the first 10 percent and the last 10 percent) consume 80 percent of your time and resources.

You can apply the 80/20 Rule to almost anything, from the science of management to the physical world.

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Effective use of Pareto’s Principle

Effective use of Pareto’s Principle

Search for those 20/80 relationships. They are the ones that will change your life around

Learn from your mistakesLearn to use cause and effect

Search for those 20/80 relationships. They are the ones that will change your life around

Learn from your mistakesLearn to use cause and effect

Tasks for Day 2Tasks for Day 2

Tasks for 2nd day:Log your time for one day – every

15 minutes. Add goal.Plan for cycle 2 – finance AND RISKApply the 13 time management

rules (P28) to one of your projects and assess each one (mark out of 10)

Tasks for 2nd day:Log your time for one day – every

15 minutes. Add goal.Plan for cycle 2 – finance AND RISKApply the 13 time management

rules (P28) to one of your projects and assess each one (mark out of 10)

Insite Systems

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Insite Systems

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Quick CalculationQuick Calculation

If you earned R400 000 per year:Every hour is worth R204.00Every minute is worth R3.41An hour a day for a year is R50 000

http://www.sales-training-management-institute.com/skills/time_management_clinic/timequiz.htm

If you earned R400 000 per year:Every hour is worth R204.00Every minute is worth R3.41An hour a day for a year is R50 000

http://www.sales-training-management-institute.com/skills/time_management_clinic/timequiz.htm

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Serous (blister)

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4 Beliefs that cause stress4 Beliefs that cause stress

I must be everyone’s friend all the time

I must be 100% effective all the time

Once I have made a major mistake, I will limp for the rest of my life

Things generally turn out wrong

I must be everyone’s friend all the time

I must be 100% effective all the time

Once I have made a major mistake, I will limp for the rest of my life

Things generally turn out wrong

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4 Kinds of Stress4 Kinds of Stress

Time stressAnticipatory stressSituational stressEncounter stress

Time stressAnticipatory stressSituational stressEncounter stress

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ZONE OF INFLUENCE

ZONE OF CONCERN

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QuizQuiz

1. Do you have a list of your most important projects? 2. Do you have a list of your highest priority projects? 3. Do you feel that you have enough time for yourself? 5. Do you always complete and forward paperwork when due? 6. Do you have a clearly defined list of personal and professional

objectives in writing? 7. Do you always accomplish what needs to be accomplished daily? 8. Do you feel that you squeeze every available minute from your day? 9. Do you always have a set of weekly objectives in writing? 10. Do you tackle difficult, demanding or unpleasant tasks without

procrastinating? 11. Do you complete business matters during business hours? 12. Do you know what your time is worth by the minute? 13. Do you have a five-year plan for personal/professional growth? 14. Do you plan your activities of the day the afternoon or evening

before? 15. Do you set objectives for major projects you want to accomplish? 16. Do you feel that you spend enough time on formal professional

training? 17. Do you feel that you are earning your full potential? 18. Do you spend most of your time on productive activities? 19. Do you know how many productive hours you spend at work? 20. Do you think that interruptions keep you from achieving your goals?

1. Do you have a list of your most important projects? 2. Do you have a list of your highest priority projects? 3. Do you feel that you have enough time for yourself? 5. Do you always complete and forward paperwork when due? 6. Do you have a clearly defined list of personal and professional

objectives in writing? 7. Do you always accomplish what needs to be accomplished daily? 8. Do you feel that you squeeze every available minute from your day? 9. Do you always have a set of weekly objectives in writing? 10. Do you tackle difficult, demanding or unpleasant tasks without

procrastinating? 11. Do you complete business matters during business hours? 12. Do you know what your time is worth by the minute? 13. Do you have a five-year plan for personal/professional growth? 14. Do you plan your activities of the day the afternoon or evening

before? 15. Do you set objectives for major projects you want to accomplish? 16. Do you feel that you spend enough time on formal professional

training? 17. Do you feel that you are earning your full potential? 18. Do you spend most of your time on productive activities? 19. Do you know how many productive hours you spend at work? 20. Do you think that interruptions keep you from achieving your goals?

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Signs that you are no longer a Kid


You can live without sex but not without glasses.

You quit trying to hold your stomach in, no matter who walks into the room.

You sing along with the elevator music. You would rather go to work than stay

home sick. You consider coffee one of the most

important things in life. You no longer think of speed limits as a

challenge. Neighbors borrow your tools.

You can live without sex but not without glasses.

You quit trying to hold your stomach in, no matter who walks into the room.

You sing along with the elevator music. You would rather go to work than stay

home sick. You consider coffee one of the most

important things in life. You no longer think of speed limits as a

challenge. Neighbors borrow your tools.

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People call at 9 p.m. and ask, "Did I wake you?"

You're asleep, but others worry that you're dead.

You answer a question with, "because I said so!"

The end of your tie doesn't come anywhere near the top of your pants.

You wear black socks with sandals. Your ears are getting hairier than your

head. You have a party and the neighbors don't

even realize.

People call at 9 p.m. and ask, "Did I wake you?"

You're asleep, but others worry that you're dead.

You answer a question with, "because I said so!"

The end of your tie doesn't come anywhere near the top of your pants.

You wear black socks with sandals. Your ears are getting hairier than your

head. You have a party and the neighbors don't

even realize.

time and stress

Education

systems insite systems

strengths insite systems

home insite systems

diagnostic insite systems

choleric behaviour

choleric needs

choleric responds

free time