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