time management managing work priorities for supervisors
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Time Management and Time Management and Managing Work PrioritiesManaging Work Priorities
Gerald Pauschmann
Are you INTERESTED or COMMITTEDAre you INTERESTED or COMMITTED
What do I know, but FAIL to do?
Allowing distractions Email traffic Communication process, level of priority Ineffective communication / expectation Pick up the slack Fighting battles I know I cant win Setting timeline Delegation I am the go-to person Asking for help Easy stuff first Not utilising the tools available SWAT analysis Planning
Question?
What is it that you want to KNOW about managing yourself, your work, your
time or other people?
BTW – MT around 10.15, Lunch around 12.15, AT 2.30, Home approx 4pm
In your groups – define ‘Time Management’
is the effectiveness of a person in getting the
things done that need to be done.
And can be best achieved when your biorhythms are balanced.
Is it really a ‘Time Management’ problem – what is the real issue
Personalities Ownership Training / education Turnover Conflicting priorities Environment Staff resources / skills / knowledge / capacity Reliance on other branches Role clarity Lack of initiative / it is what it is Bandaid effect Perceived expectations Strategic leadership Desire / passion / motivation
Our ‘ACTION’ plan
Meet, workshop, timeframe, engage, create diff teams, schedule 6mth meet to see what worked
Understand individual goals, regularly, what do contracts people want Open office is distracting, headphones on, move to a diff section, work
from home, Have a process to identify people who wont get in line. Create a ‘what’s acceptable’ rule Allowing skills to be gained – outcomes should be relevant Empowering staff, milestones, success Identify issues and work on solution, time, prioritising Open and honest conversations, no surprises, more realistic timelines,
delegation, issue of needing more resources Procedures, timeframes, trf knowledge, rotation of branches, toolbox Every branch exposed to knowledgebase People to redo their role clarity statement, review every 6 mth Time in motion audit. Doing a timelog
For me to be effective, I NEED Values upheld, to follow through Value our knowledge Communicate Have defined / realistic expectations Definitive guidelines around boundaries No blame game / admit fault Performance measures Process and reporting qualifiers Context around decisions Feedback Shared vision Support / physical, mental Commitment Recognition of ‘doors closed’ Concise email comms Your own role in the process Set and meet timeframes Accountability, delegation, contingency ‘Time out’ Recognition of job well done
Your planning psychology
Start ------------------------ FinishUrgent Vs ImportantOrganise 3 filesPrioritise A-B-C-D-E-FHow did you decide what was a priorityWhat was your systemHow many times did you handle paper
Impact on the Brain, body and heart
DepressionFatigueIllogical thinkingAggressive behaviourExcitementAdrenalin rushEuphoria
Two extra hours
Two hours a day x 5 days10 hours a week x 50 weeks500 hours a year which translates intoTwelve 40hour weeks or3 extra months of productivity
The law of forced efficiency
Why do some people work well under pressure
Practise creative procrastination
Deliberately decide the projects you are going to put
off until a later date
80/20 rule
Think about future consequences
Keep asking yourself what are the consequences of doing or not
doing this task
Four ideas for personal organisation
Neatness is a key habitStand back and evaluate yourself
Desk, wallet, boot, closet, garage, bathroomBeing assertive by being flexibleRewarding your achievements
Return on time invested
If you have 10 things on your list which 2 will be worth more
than all of the other 8 put together?
The two questions I ask myself
1. ‘WHAT’ is to be done2. Then the ‘WHEN’ and
‘HOW’ come later
“IF YOU DO NOT KNOW WHERE YOU ARE GOING, YOU CAN TAKE ANY ROAD”
Practice the A B C D E method
A – Must do (Red)B – Should do (Blue)C – Nice to do (Black)D – DelegateE – EliminateF – File
Priorities Vs Posteriorities
Priorities are – doing more of sooner
Posteriorities – doing less of later (if at all)
The law of excluded alternatives
Doing one thing means not doing something else
4 steps to high productivity
Set clear goals and objectives in writing
Develop a detailed plan of worksSet clear prioritiesConcentrate and focus
Habits
Get into the habit of task completion
The law of reversibility
If you feel a particular way on the inside…chances are you will behave that way on the
outside
Important or Urgent
In-effective – I do urgent things first
Effective – I do Important things first
The two theories
Distraction – concerned and worried about the situation and consequences
Self Focus – concerned with attention to skill, eg anxiety about performing correctly
Journal of experimental psychology
Surprisingly, national studies estimate that 10 to 15 percent of all workers are chronically UNDER PRESSURE on any given day…
IT’S A FACT
BRW – Report on safety and hygiene – Oct 2003
…it accounts for a minimum of 25 percent decrease in productivity.
You may fall into one of these four categories
Are you a perfectionistAre you a control freakAre you a people pleaserDo you feel incompetent
Keep Things In Perspective...
Ask yourself the following questions…Is this really a problemHas anybody else ever had this problemCan I divide this problem into workable
piecesWhat are my prioritiesWhat’s the worst that can happen
Are you feeling a little more relaxed?
What’s Wrong with This Picture?
Attend learning program
Do the same old thing
Improve performance
“One definition of insanity is to keep doing the samething and expect a different result.”
We Are In the Change Business
Attend learning program
Practice new and more
effective behaviors
Improved performance
“A lesson has been ‘learned’ when and only when it results in a change in behavior.”
- Center for Army Lessons Learned
Gerald’s workspace
Gerald’s creative planning session
Gerald’s calendar
Urgent and Important