8521 - Smartpocket - Time Management - Eng

Time management
Step back to become a time management strategist
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Becoming the strategist of your Develop 3 talents to anticipate and
organise in a context of permanent
time emergencies
Be proactive in getting to the Performing well in a multicultural

point and dealing with priorities working environment
2
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Becoming the strategist of your time
3
Avoiding the pitfalls
2 ways …
of chronology :
… Seize the
the right moments
to get away from neither FIFO* nor LIFO*!
from the
chronological
approach
… But an action guided by Seizing the right

relevant and evolving moments to make the
sorting, which takes into most of the energy
FIFO = First In First Out
account the importance spent on your
LIFO = Last In First Out (impacts / risks) objectives
4
9
The variables VERY
As many as possible of
8 the 3 variables that
of time HIGH
motivate us and give us
7
energy
HIGH 5
3
As few as possible of the
LITTLE
HIGH
2 4 variables that 'weigh' on
our energy
1
LOAD RISK in the EFFORTS EFFICIENCY LIVED

STRESS RELATIONS PLEASURE EXPERIENCE
MENTAL HIP PHYSICALS PROBABLE (capitalization)
… … … … … … …
5
…
Freedom from
side benefits Other
benefits
from mismanaging
time management
… Social Psychological
…
Existentials Biological
…
…
6
In summary :
be a strategist Distance
Define your priorities and devote the necessary time to
them
of its time Awareness that living time well = living life well
Knowing what you want and where you are going =
having clear objectives
Coherence Putting your energy in the right place

Capture the right moments to move forward with less
effort towards your goals
- To distance ourselves from Optimising the variables of time to live more serenely
the chronological approach
and the tyranny of the
emergency.
Making the right choices to achieve your goals
- Keeping the energy and Relevance Choice of how to organise your time
goals in life consistent
- Make relevant choices to Choosing to free oneself from the secondary benefits of
keep your priorities in focus poor time management by positively feeding the
underlying needs
7
Be proactive to get to the point
and deal with priorities
8
The rocket
of goals
Set a goal for your

actions:
What is the added value
of my function ? Goals
Goals
Areas of
contribution Activities Tasks
▪ Ensuring that...
▪ Insure myself
▪ Contribute to...
▪ Participate in...
9
The matrix The Eisenhower matrix allows you to distance yourself from the demands made on
you, by sorting the tasks to be carried out into 4 dials, according to whether they
of priorities are important or urgent.
But beware! There is a temptation to deal with emergencies at the expense of
important tasks. To keep your priorities on track on a daily basis, read the blog
post "The 4 challenges of the priority matrix".
Process
HIGH IMPORTANCE
…
Free up time
BA
Strongly to anticipate
contributes To be done
to the immediately
purpose of Plan
the mission
DC
Choose
IMPORTANCE
the moment Process
LOW
Delegate Delegate
The 4
Reduce Evaluate
challenges of
the priority Delete Standardise
matrix Low EMERGENCY Strong URGENCY

Real risk of not 10
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The matrix
of priorities
… …
Process
HIGH IMPORTANCE
Strongly Free up time
BA
contributes to anticipate …
to the To be done
purpose of immediately
Plan
the mission
Choose …
DC
… Process
IMPORTANCE the moment
Delegate
Delegate
LOW
Evaluate
Reduce
Standardise
Delete
Low EMERGENCY Strong URGENCY

Real risk of not
do immediately 11
Acting on the most
effective
leverage
"Efficiency: optimising the ratio

between the results obtained and
the means used (time, energy,
stress)
Stephen Covey
12
Multiply Low Strong
coefficients
1 2 Strong
Issues:
speed,
Start with dial 1: tasks to be planned quality,
as a priority in the diary. They are cost...
stimulating because they make us move
forward with less effort.
Continue with quadrant 2: focus on

3 4 Low
high stakes rather than low stakes.
Break tasks down into small sequences
and plan them with regularity.
Effort: resources, time, effort
13
…
The spheres of life Professional
… …
Past Social
Find out how to use

the spheres of life
method on the blog
… …
The spheres Personal Family
of life method
14
To have in mind at all times
the purpose of your activity
In summary :
Goals
be proactive and
get to the point
Choose
Make your life
To be to dedicate
spheres Spheres Coefficients its energy to
its spheres of life proactiv
of life multipliers topics
e high-stakes
issues
Matrix
priorities
Acting on your priorities 15

Develop 3 talents to anticipate and organise
in a context of permanent emergencies
16
…
1st talent: …
Homogeneous 0,5
distance packages: to stay Time budgets: to

focused on one objective allocate time to priorities
at a time without
spreading yourself too thin
DISTANCE :
Define your
priorities and
devote the
the time needed
… …
Appointments with
Bouncing back from the oneself: to define one's
unexpected: to set realistic priorities and move
goals that take into account forward on one's
the input reflection files
17
…
2nd talent
: …
0,5
consistency Signs of stress : to

Speed bumps : to
regain clarity on your
act before falling into
priorities
inefficiency
COHERENCE :
Putting your
energy
in the right
place
… …
Scheduled
interruptions : to
Diplomatic refusal :
optimize the energy
to stay focused on priorities
spent on dealing with
unexpected events
18
3rd talent …
: …
4,0
3,5
3,0
2,5
2,0
1,5
0,5
relevance
1,0
0,0 Long-term/short-term
Best Assumed
links: to make choices with
Catastrophes: to
long-term goals and
make lower risk
objectives in mind
choices when in doubt
Relevance:
Making the
right choices
to achieve
your goals …
…
Sorting: using simple Revising the sorting:
tools to have relevant "cleaning up" to
reflexes on a daily accommodate new
basis priorities
19
 Distance ensures calm, cohesion and and effective
In summary choices.
 Coherence facilitates to sort out the essentials,

priorities and emergencies.
 Relevance ensures reflection and serenity.
20
Performing well in a multicultural
multicultural working environment
21
The 6 approaches Turning differences into complementarity
to time …
… …
Through time Monochronous / Chronobiology

In time polychronous
…
Scales
of time
…
…
Past Integration
Present spheres of
Future of life
Approaches
22
In summary :
to be successful in Be clear about
a multicultural Capitalising to
one's own
designs
world accelerate Identify and
accept
the success
of the projects complementary
subsequent
1 designs
5 2
4 3
Addressing
Capitalising to problems
accelerate Relational and
the success misunderstandings
of the projects as soon as they
subsequent emergence
23
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2 ways of chronology :
… Seize the
the right moments
to get away from neither FIFO* nor
LIFO*!
from the
chronological
approach
FIFO (First In, First Out): tendency to give

priority to requests in order of arrival. This is
the "ticket" system.
LIFO (Last In, First Out): the tendency to

favour the person who has the "last word" or
who insists the most. … But an action guided by Seizing the right
relevant and evolving moments to make the
Neither system takes into account the
importance of one demand in relation to
sorting, which takes into most of the energy
another.
FIFO = First In First Out

2 ways …
of chronology :
… Seize the
the right moments
to get away from neither FIFO* nor
LIFO*!
from the
chronological
approach
Examples of relevant sorting:
1. A serious event that involves a risk: disaster,
crisis, imminent danger, but also a
technological breakthrough that weakens the
company.
2. Essential actions that directly impact the
economic equation, brand image, perceived
quality, ethics, skills and employability... But an action guided by Seizing the right
3. Important actions that affect long-term
performance and agility (major project, new relevant and evolving moments to make the
product launch, customer loyalty, cost reduction sorting, which takes into most of the energy
4. False emergencies: don't make much
FIFO = First ifInnothing
difference First Out
is done.

…
Examples of Synchrony with emotions
Seize the
situations where the the right moments …
Chronobiology
opportunity is useful
and effective …
The once-in-a-lifetime
opportunity
Avoiding the pitfalls …
…
of chronology :
Clusters of activities
neither FIFO nor LIFO!
…
Ways to get noticed, in a
good way
…
Time and space differences

… But an action guided by …
relevant and evolving sorting, Relational networks
which takes into account the
importance (impacts / risks)
Examples of Synchrony with emotions It is about listening to our emotions.
It is about "feeling" when it is the right
situations where the … time to act, in relation to ourselves and
Chronobiology
opportunity is useful to others.
Examples:
and effective …
The once-in-a-lifetime You have a delicate request to make
opportunity to your manager. To make it when he or
she is in a bad mood after a meeting is
… to run the risk of an immediate refusal.
Clusters of activities At the company level, launching a
new product too early in a market can
… also lead to failure...as can launching
Ways to get noticed, in a too late.
good way
…
…
Relational networks

…
Examples of Synchrony with emotions We all (almost) have a similar
chronobilogical rhythm, with a peak of
situations where the efficiency in the morning and another in
Chronobiology
opportunity is useful the middle of the afternoon.
The first peak is the most valuable:
and effective …
The once-in-a-lifetime we are creative, we can solve complex
opportunity problems and our concentration peak is
at its highest. It makes sense to devote
… our most strategic activities to it...and
Clusters of activities it's a shame to sacrifice it to the altar of
email management!
… During the second peak, we are
Ways to get noticed, in a creative and can solve complex
good way problems, but our concentration has
sharply decreased. This is the ideal
…
time for creativity and coordination
Time and space differences meetings.
There may be variations between
… individuals, with some emerging earlier
Relational networks than others.

…
To take advantage of once-in-a-
situations where the … lifetime opportunities, we need to
Chronobiology
opportunity is useful know what we want beforehand,
having thought about our goals in
and effective The once-in-a-lifetime
life. What career path? What are the
activities that thrill us? By being alert,
opportunity we can detect them.
… From then on, we can seize an
Clusters of activities opportunity to advance towards our
goal. Even if it means shaking up an
… established schedule, in order to
Ways to get noticed, in a make room for a meeting, a service
good way to be rendered, a project that is
proposed to us...
…
…
Relational networks

…
situations where the … By grouping some activities together,
Chronobiology
opportunity is useful we can save time.
The first example is to avoid certain
and effective …
The once-in-a-lifetime trips by grouping activities related to
the same place, or to take advantage
opportunity
of an important trip to carry out other
activities that are less important (but
Clusters of activities that will have to be done) in the same
area.
… Second example: grouping activities
Ways to get noticed, in a of the same nature into
good way homogeneous packages. We can
then save the time needed to get
…
started and rationalise our
Time and space differences production. For example, use the
CAP method to process e-mails
… (preferably at the end of the morning
Relational networks or beginning of the afternoon, outside
our chronobiological efficiency
peaks).
…
Examples of Synchrony with emotions Getting noticed for your ideas, skills,
situations where the …
talents, commitment, sets the stage
for future opportunities to move
Chronobiology
opportunity is useful us closer to our objectives, the
goals we have set for ourselves. It
and effective …
The once-in-a-lifetime allows others, decision makers,
opportunity influencers, project managers, to
'think of us' when an opportunity
… arises.
Clusters of activities Examples:
- Volunteer to speak at the annual
seminar
Ways to get noticed, in a - Agreeing to replace your manager
good way at short notice in a cross-
… functional meeting
- Accepting a cross-functional
Time and space differences assignment that will bring us into
contact with people we don't
…
Relational networks normally meet...

…
Chronobiology
opportunity is useful
and effective …
opportunity Staggering your working hours
allows you to avoid traffic jams,
… agitation and noise. On condition that
Clusters of activities we respect our chronobiology:
beware of the illusion that we work
… more efficiently in the evening, when
Ways to get noticed, in a the same work, if it requires
good way reflection, would be done faster and
better first thing in the morning.
Teleworking allows you to shift in
Time and space differences space for the same benefits.
We save time and work more quietly,
… and therefore more efficiently.
Relational networks

…
Chronobiology
opportunity is useful Creating, maintaining and developing
and effective …
a network takes time. Once
established, it saves a lot of time.
opportunity This means maintaining your network,
nurturing it, providing services, and
… developing it as you meet new people.
Clusters of activities
In order to benefit from the power of
… your network in a timely manner, it is
Ways to get noticed, in a wise to ask yourself these questions:
good way - What networks; people (or types of
… people) can feed back into my
projects?
Time and space differences - How much time can I devote to it
on a regular basis?
Relational networks

9
The variables VERY
of time HIGH
7
energy
6
Mental load :
HIGH 5
It is stronger when you are doing
several things at the same time,
4
when you have to think about
everything, when files or projects pile
up without you having the
3
impression that you are making
progress or closing matters. As few as possible of the
LITTLE
It increases when one learns new HIGH
concepts or changes one's working our energy
methods, when one is immersed in a 1
multicultural environment that
requires an effort to adapt, but also
when the sound environment makes STRESS RELATIONS PLEASURE EXPERIENCE
it difficult to concentrate. MENTAL HIP PHYSICALS PROBABLE (capitalization)
… … … … … …
9
The variables VERY
of time HIGH
7
energy
Stress :
6
It is correlated with the intensity of
work and the way we experience
HIGH 5
that intensity.
It increases with the feeling of not
being able to achieve the goals, with 4
the feeling of not being up to the
task, of being overwhelmed.
It increases when we feel that we 3
are subject to events (unforeseen As few as possible of the
LITTLE
events, changes, etc.), that we are
HIGH
worried about the future or that we our energy
have no right to make mistakes. 1
Giving more value to the issues than
they actually have (when looking
ahead 1 or 3 years) does not help us STRESS RELATIONS PLEASURE EXPERIENCE
to manage it. MENTAL HIP PHYSICALS PROBABLE (capitalization)
… … … … … …
9
The variables VERY
of time HIGH
7
energy
6
Risk in the relationship :
HIGH 5
Situations of tension, when our needs
and constraints are clashed by the
needs and constraints of others. 4
But also power games, aggressive
behaviour (offensive words, hunting
for the guilty), manipulative 3
behaviour, jealousy, an atmosphere As few as possible of the
LITTLE
of mistrust. HIGH
our energy
1

… … … … … …
9
The variables VERY
of time HIGH
7
energy
6
Physical effort :
Movement, of course, but also HIGH 5
gestures and postures (workstation
ergonomics, body position in front of
4
a computer screen, for example),
repetitive gestures (trapezius and
elbow pain are common with the use
3
of non-ergonomic mice).
The pace also has an impact, as it
LITTLE
encourages us to run, and HIGH
sometimes eat poorly, work longer our energy
hours, sleep badly, etc. 1
A temperature that is too hot or too
cold can also consume physical RISK in the EFFORTS LIVED
energy. LOAD EFFICIENCY
… … … … … …
9
The variables VERY
of time HIGH
7
energy
6
Pleasure :
HIGH 5
The pleasure of the relationship:
working with friendly colleagues or
4
clients, the collective emulation, the
fact of feeling supported, too.
The pleasure of learning, of
3
discovering new things, the pleasure
of progressing, the pleasure of As few as possible of the
LITTLE
challenge or success. HIGH
The pleasure of creation, of the idea our energy
of genius, of enlightenment. 1
The pleasure of recognition, the
prospects for the future.
… … … … … …
9
The variables VERY
of time HIGH
7
energy
6
Likely efficiency :
HIGH 5
It is our sense of purpose in relation
to our mission or goals. The feeling
that we are doing something 4
important, and that we are effective.
We feel it when we look at the results,
at the impact of our actions on the 3
company, the customers, the As few as possible of the
LITTLE
community.
HIGH
our energy
1

… … … … … …
9
The variables VERY
of time HIGH
7
energy
Lived experience
6
(capitalisation) :
It may seem paradoxical to live (in HIGH 5
the present tense) a lived
experience!
4
And yet, it is possible.
This is about being aware of what
we are learning (about our working
3
methods, a process, etc.).
It is like pure pleasure when we
LITTLE
develop a method, a product etc. HIGH
that is more effective or more our energy
efficient than before. 1
It can counteract displeasure when
we turn an unpleasant moment (e.g. RISK in the EFFORTS LIVED
risk in the relationship) into a lesson LOAD EFFICIENCY
for the future. MENTAL HIP PHYSICALS PROBABLE (capitalization)
… … … … … …
…
Freedom from
side benefits Other
benefits
from mismanaging
time management
Social Psychological
…
- To be recognized as important (to do

too much, to go beyond one's tasks, .
- Having many connections in the
company, being known.
- To be recognised as reliable and
committed (even if it means sacrificing Existentials Biological
your private life, taking on tasks that
no one else wants...) …
…

…
Freedom from
side benefits Other
benefits - Need to do
from mismanaging everything perfectly
(and do it yourself
time management because it's better
done).
- Need to be loved,
… Social Psychological and to do this as a
service to others
(sometimes against
one's own interests).
- Need to prove that
you can do it on
your own.
- Need for pleasant
and stimulating
activities (at the
Existentials Biological expense of
priorities).
…
…

…
Freedom from
side benefits Other
benefits
from mismanaging
time management
…
The adrenaline rush!

It's stimulating, as
Existentials Biological long as you don't
overdo it.
…

…
Freedom from
side benefits Other
benefits
from mismanaging
time management
…
Existential benefits allow us to confirm

our self-concept.
- Being perfect or flawless
- Be pleasant and flexible
- Being overworked, having more
work than the average person Existentials Biological
- Being the troublemaker of the
department (fortunately I'm there …
to set the mood!)

Ask yourself: when you
mismanage your time,
Freedom from what benefits do you get
from it in other ways?
side benefits Other
benefits
from mismanaging
time management
…
Existentials Biological
…
…

Dial A: These actions should be given priority. Plan them for the
The matrix day or week. You can of course get help from competent
people...but they may not be available at such short notice.
of priorities
…
Process
HIGH IMPORTANCE
BA
to the To be done
Plan
the mission
Choose …
DC
… Process
Delegate
Delegate
LOW
Evaluate
Reduce
Standardise
Delete

Real risk of not
do immediately
Dial B: Plan these actions now, spreading them out over time.
The matrix Make sure you allocate at least two or three slots per week.
Reserve for them the times of day when you are most effective. You
of priorities have time to organise the delegation of certain files.
Process …
HIGH IMPORTANCE
BA
to the To be done
Plan
the mission
Choose …
DC
… Process
Delegate
Delegate
LOW
Evaluate
Reduce
Standardise
Delete

Real risk of not
do immediately
The matrix
of priorities Dial C: This is the dial
where you can save the
… most time. Be aware of
… the urgency of others.
Process
HIGH IMPORTANCE
Have the reflex to
Strongly Free up time evaluate and negotiate
each request (deadline,
BA
to the deliverable, assistance,
To be done
arbitration). Dare to say no
Plan to certain requests,
the mission
standardise what can be
standardised, anticipate
Choose unforeseen circumstances
DC
… Process and refrain from handling
the moment
everything.
IMPORTANCE
Delegate
Delegate
LOW
Evaluate
Reduce
Standardise
Delete

Real risk of not
do immediately
The matrix
of priorities
… …
Process
HIGH IMPORTANCE
BA
to the To be done
Plan
the mission
D Dial: Contrary to popular
belief, not everything here is a Choose …
DC
waste of time. These low- Process
the moment
energy tasks can be done at
IMPORTANCE
Delegate
times when your energy is low. Delegate
LOW
Focus on those that recharge Evaluate

Reduce
your batteries or that will save
you time later (filing, updating, Standardise
Delete
automating).
Real risk of not
do immediately
The professional sphere
represents our work, our…
The spheres of life profession, our career.
Professional
… …
Past Social
… …
of life method

…
The social sphere
represents our
friends, our network
… …
of acquaintances
(including close
Past Social
colleagues), the
associations or
clubs we belong to,
collective leisure
activities.
… …
of life method

…
… …
Past Social
The family…sphere
… represents the immediate
The spheres Personal Familyspouse, children,
family:
of life method parents, siblings, and
perhaps the cousins with
whom we have remained
close.

…
… …
Past Social
The personal sphere contains the

…batteries …
activities that recharge our
and/or allow us to fulfil ourselves, our
Personal Family
secret garden: passions, health, sport,
body care, psychological relaxation.

…
The sphere of the past concerns our personal

history linked to that of the generations that preceded
us, and refers to the elements that participated… in …
and accompanied our growth and construction.
Past Social
- What comes from my culture, upbringing,
authority figures and/or role models in my life?
- Which principles and values are more important
to me?
- What do I want to be true to/principles
- What can I accept or deny?
… …
Personal Family

Homogeneous To go from one thing to another all the time, following the flow of
requests, is exhausting and not very effective.
packages Grouping activities into homogeneous packages allows for a reduction in
warm-up time, more methodical and focused action, and a sense of
progress (as sub-goals are achieved):
► Group the processing of e-mails into 2 or 3 sequences per day (late morning, early
… afternoon, end of day): you will be better able to distinguish important e-mails from
Homogeneous Budgets others.
packages time ► Plan to focus on an important issue long enough to explore the subject (preferably first
thing in the morning, when the neurons are fresh).
To stay ► Plan time to deal with the unexpected (in the early afternoon): this will allow you to
focused on channel interruptions.
one goal at a
time without
spreading
yourself too
Distance
… thin …
Bouncing back Appointment

from the with oneself
unexpected

Budgets temps : Time expands to occupy all available space: contractualise time and
define a time budget according to the importance of the task.
Then take the time to think about how best to avoid spending more time
than necessary:
► Search for ready-made resources outside (web links, semi-finished products...)
► Define a "just-in-time" deliverable
…
► Automate certain tasks (automatic calculations, programs, etc.)
Homogeneous Budgets ► Delegate all or part of the task
packages time
► Etc.
To give time
to priorities
Distance
… …

unexpected

Bouncing back Trying to change what we have no control over is exhausting and
fruitless.
from the Accept the input, and ask yourself: "given this, what else can I do / how
unexpected can I do it differently? "Constraint is a source of creativity! :
► Set aside time to deal with unforeseen events, rather than having them happen to you:
how much time on average per day?
… … ► When a decision is irrevocable, let go and focus on what you can do - or your other
Homogeneous Budgets priorities.
packages time ► Don't spend time rehashing history if there is a problem, dedicate your time and
brainpower to finding solutions. Example: "Now that I know the project is three weeks
late, how do I keep the delay to three weeks? »
To set realistic
goals that take
into account the
input data
Distance La zone de
… pouvoir
Bouncing back Appointment La zone La donnée

d'influence d'entrée
unexpected

Appointments with You are a very important person!
oneself In your diary, write down absolutely everything, not just meetings and
talks with others:
► Make a clear note of your personal work sequences on your priorities. Allocate a time
budget to them, so that you can see more clearly how much time you have available in the
week to accept requests. Set a clear, realistic goal within the time available to motivate
… yourself.
…
► Write down your private appointments (with the privacy lock) so that you don't forget
Homogeneous Budgets your personal appointments.
packages time
► Make a note of the time you set aside to deal with e-mails or unforeseen events: they
consume time, so you might as well take this into account from the outset!
To define its Personal work

priorities and See you at
advance its
Distance reflection files Meetings
…
Mail / tel
from the with oneself Unforeseen
unexpected Time for me (private)

By accumulating emergencies and backlogs, we risk showing the signs of
Signs of stress chronic stress.
► Physical symptoms (migraine, muscle tension, skin problems, palpitations, digestive
problems, ulcers).
► Emotional symptoms (irritability, gloom, depression, loss of self-confidence, feeling of

exhaustion, lack of enthusiasm...)
…
► Psychological symptoms (lack of concentration, indecision even for "easy" things or lack
Signs of stress Speed bumps of discernment, over-reaction to events, memory problems, dark thoughts).
► Behavioural symptoms (sleep disturbances, increased alcohol or tobacco consumption,

decreased sexual desire, withdrawal, sterile agitation).
To act before
you become
ineffective
The earlier we spot them, the easier it is to get out of them:
► Action on the stressor: see the manager and review priorities, see colleagues and
propose a new and more efficient way of working.
Coherence ► Action focused on the stress response: deciding to stop getting irritated (e.g. putting on
… …
headphones with music rather than getting angry when colleagues are making noise in
Diplomatic refusal Scheduled the open space).
interruptions ► Increased resistance to stress: take care of yourself regularly, recharge your batteries,
get enough sleep, disconnect from social networks and email...)

When everything is hectic around us and emergencies are pouring in,
we are in danger of being contaminated. And rushing does not make us
Speed bumps effective, on the contrary.
The remedy: ra-len-tir! To regain our inner calm and our lucidity with
regard to our priorities.
… ► Slow down the breathing: have a 'calm down' by focusing your thoughts on your breathing.
Signs of stress
Speed bumps The calm-down crisis: a remedy
for chronostress
► Slow down your body and your movements: prefer to make precise gestures, consult
To regain
sources of information methodically, and put down all the data of a problem without
clarity on
rushing. Walk slowly to think about what you are going to do next, and
priorities
in what way.
Eat slowly, chewing well to aid digestion.
Give yourself mini-breaks.
Coherence
… … ► Slow down your voice to invite others to slow down too.
► Slow down the flow of requests: turn off your phone, close the mailbox, set your instant
Diplomatic refusal Scheduled messenger to "unavailable". You'll be more efficient at handling requests in bunches
interruptions once you've moved on to your current priority.

Constant interruptions distract us and waste our energy.
Scheduled
Make sure that you have "slots" in your diary to deal with unexpected
interruptions requests and unforeseen circumstances.
► Make a formal note of them in your diary. Those of your colleagues who consult your
diary to discuss with you will be able to find the time slot that suits you best: late
morning or early afternoon, so that your best brains are reserved for your priorities and
… … files for reflection.
Signs of stress ► Tell your team, set up an ecological operation with them for everyone: "prepare your
Speed bumps requests, come with solutions if you have any".
► Divert calls and solicitations that would nevertheless be made to these availability slots
by using diplomatic refusal.
► Remain flexible for real emergencies ("when is it due? what is the room for
To optimise the negotiation?"), challenging their importance ("what is the impact? What impact if we
energy spent on delay resolution? "and your role in resolving them ("Is it up to me? Who could do it
dealing with the better and faster than me?)
Coherence
… unexpected
Diplomatic refusal Scheduled

interruptions

Let us distinguish 3 cases:
Diplomatic refusal A one-off request in your core business:
► YES + your conditions" method: "yes, of course, at 2pm, is that OK? The person you are talking
to hears the YES, the favourable reception given to him. In 80% of cases, they will accept your
proposal to postpone the conversation to one of your available times (scheduled interruptions).
… … An occasional request in the margin of your missions:

► NO + solution method: be careful not to take on all the problems of others, otherwise
Signs of stress
Speed bumps you will not make progress on your priorities. "No, I don't know where to find this
document. Perhaps on the intranet, with a keyword search? In 80% of cases, your
interlocutor will thank you for the advice.
A recurrence of requests that always comes at a bad time:
► Initiate a discussion ("By the way, I need to talk to you about the way we work") and
Pour rester propose a new way of working using a dialogue based on the 4Ps:
concentré.e ► Present the facts (I need to concentrate and being disturbed every 10 minutes
sur ses priorités
Coherence
… disturbs me)
► Sharing emotions (it stresses me out because I'm not getting anywhere)
Diplomatic refusal Scheduled
interruptions ► Propose a solution (how about regrouping your requests at 11am?)
► Positivise the agreement (I will be more available to listen to you)
63
Non-decision consumes time and energy. It blocks the actions that
Disasters with the depend on it and weighs on our mental load. Long-term/short-term
most support links:
Who is more legitimate to decide? If not you, give to make
this choices with
responsibility
explicitly to the right person. long-term goals and
objectives in mind
… The best-case disaster method consists of projecting into the future and
Disasters with Long term / comparing the consequences of different options:
the most short term links
support ► You are hesitating between an A, B, or C decision.
► Look ahead, say a year, and consider the likely positive consequences of each of these
To make safer decisions - consequences for you, your business, your colleagues and staff, your
choices when customers and your family.
in doubt 4
Then look ahead to the same future timeframe and consider the likely adverse
,3
2,0
,3
0
5
2, ►
,5 1
0,1
,
5
,
0 consequences and negative effects of each of these decisions - for you, your business,
your colleagues and staff, your customers and your family.
0
► If the likely positive effects are roughly equal, ask yourself: "Which of the likely disasters
resulting from each of these decisions A, B or C do I most easily handle? »
Relevance ► You then opt for the decision with the most predictable disasters.
… …
Review
Sorting
of sorting

Long term / short An immediate choice leads to consequences for the future and a future project
leads to immediate actions.
Long-term/short-term
term links From short term to long term: links: to make choices with
long-term
► Dealing with all emergencies in a piecemeal fashion delays goals and
major projects.
► What are the risks of not deciding now? What are the risksobjectives in decision?
of making a rash mind
…
► What are the risks to private life and life itself of dedicating evenings to work?
Disasters with Long term /
the most short term links From long term to short term:
support
► View your finished project, with all the finishing touches, on the date you want. For
To make choices example, today is May 2nd and you want to see the project completed on October 1st of
with long-term the same year.
4
,3
,3
0
5
2,
goals and ► Ask yourself: "I imagine that it is 1 November. The planned project has been carried out
objectives in
2,0
as planned since 1 October. What are the consequences for me, my family, my
,5 1
0,1
5
,
0
,
0 mind colleagues, my department, etc.? "The idea is to check in advance whether the project is
really useful and that its completion does not produce more disadvantages than
advantages.
Relevance ► Then ask yourself: "What do I need to have achieved by 15 September to make sure I
… … reach my goal by 1 October? "Answer.
Review ► Same question for 1 August, then 15 June, then 10 May.
Sorting
of sorting
► Last question: "What do I need to have done tomorrow to make sure I reach my goal by 1
October? »
65
On a daily basis, use simple tools to refocus on your priorities:
Sorting ► Long-term/short-term
The Eisenhower matrix, to sort out what is important from what is not.
► links:
The stakes/effort matrix, to prioritise the actions that to the
consume makeleast choices
energy. with
► long-term
Your VIPs: the people who are most important to you in carrying goals
out your and
mission or
those who can help your professional development. The people who are important
objectives in mind to
… you in your personal life.
…
Disasters with Long term /
the most
These clarified sortings help your daily decision making. You can make them
short term links
support visible in your communication tools to be even more efficient, e.g. assigning
specific colours to VIP senders in your e-mail.
Sorting out personal priorities should also be taken into account, as they
Use simple 4
,3
,3
0 influence our daily choices. Clarify what is really important to you:
5
2,
tools to make 2,0

,5
0,1
1
relevant ,
0
5
,
0
► your private and family life, your extra-professional activities
reflexes ► Your professional success, your mission, keep learning, money
on a daily
► Working with people you like, working together
basis
Relevance ► Being autonomous, free, having the power to decide...
…
Review
Sorting
of sorting

As events occur in our professional lives (transfers, new responsibilities, loss of
The review job, etc.) and in our personal lives (marriage, children, social ties, accidents in life,
Long-term/short-term
of sorting etc.), we have to review our priorities.
links: to make choices with
On the other hand, by reviewing our priorities and affirming
long-termwhatgoals
we want,
andwe
can make room for new projects, those that will make objectives
us vibrant tomorrow.
in mind
… … ► Anticipate the risks of doing, not doing, doing otherwise rather than hesitating and
Disasters with Long term / letting others decide for you
the most short term links
support ► Ensure the continuum between long-term projects and objectives with immediate
actions. The best projects start with immediate results
► Do you set up an a priori sorting system to decide quickly which events to process
4
,3
,3
0
5
2,
2,0
,5
0,1
1
5
,
► Update your sorting system regularly, paying particular attention to major professional
and personal shifts.
0
,
0 "cleaning up'
to
accommodat
e new
Relevance priorities
…
Review
Sorting
of sorting

Orientation past, Example 1:
The project is a week late. Here are 3
Example 2:
A manager announces an
present, future effective but different reactions:
Past orientation: "I should have
organisational change to his team:
Past orientation: "Why complicate our
negotiated the deadline better. That lives? It was easier before. »
said, I have handled similar cases Present orientation: "It completely
before and can adapt solutions..." disorganises what we are doing. We
Orientation present: "I'm blocking my have a lot of stress already. »
weekend and asking Paul for a hand Future orientation: "Ultimately, you
next week". are programming an organisation
Future orientation: "I am reviewing the where you have to do more with less.
… … …
schedule to absorb this week, and warn
the sponsor of the risk of a delay".
…
Past Present Future

…
Reference to history, respect Reactivity / action Vacuum cleaners
for elders Looking for immediate Anticipation and planning
Nostalgia for a golden age results Field of possibilities
Legacy / teaching of the past Surfing on events, Proactivity
Safeguarding of improvisation Hopes and anxieties
achievements Immediate enjoyment

In time Example:
At a party, John meets Paul, a former classmate from ten years earlier. They had an
and through excellent relationship at the time and both enjoyed party events. They were in a pop
music band.
time Seeing Paul, all the good memories of John emerge: the parties, the rehearsal
sessions, the few concerts... All business aside, John rushes over to Paul warmly.
Paul, am I glad to see you! Remember our last high school concert, the applause,
everyone dancing. I'd love to get the band back together again.
And Paul replies: "Wait a minute, I'm talking to a client, and I have two children now, I'm
not the student you knew.
Stunned...
… …
In this example, John is operating 'in time'. He feels the same emotions
immediately, 10 years later. He is completely "associated" with the previous emotions
… today. His life is not the same as it was 10 years ago, yet the memories come back
strongly.
Paul, on the other hand, functions "through time". He has almost forgotten or
… evacuated his emotions from the past. For him, the events of the past have passed.
… These events were certainly pleasant at the time, but now he has invested himself in
other activities.
Knowing these two approaches makes it possible to accept the differences and adapt.
Otherwise, Paul will come away from this episode thinking that John is intrusive with his
nostalgia, and John will think that Paul is cold, distant and pretentious.

Monochronous behaviours Polychronous behaviours
Monochronous / Events organised in separate units Ability to handle multiple events, cases or
"one thing at a time relationships in parallel
polychronous The organisation has a 'sacred' character Comfortable with the unexpected
Life, both private and professional, is Little order allowed, projects can be modified
programmed with priorities up to the minute of their execution
Adherence to a pre-determined schedule Appointments easily postponed or cancelled
Importance given to a specific time:

Unspecific times: tomorrow morning...
… … hour, half hour, quarter hour
Difficulties in living with waiting Time is rarely considered wasted

…
The emphasis is on verbal commitment and
Respect for the written commitment
contract fulfilment
… Closed door; privacy; confidentiality Open door; public discussions
…
Time = tangible reality "gained, lost, past,
Spent, lived in the moment
invented, killed... »
Badly perceived interruptions Welcome" interruptions

Separation of personal and professional life Permeable professional and personal life

Scales
of time
…
Strategic Forecast Operational
… … Choosing and orienting Managing and forecasting Doing it right and doing it fas
Scale of management "To manage is to plan. It is It provides for the short
and visionary leaders. the scale of the methods, term. It concerns people
Allows you to build the tools and techniques used confronted with the concrete
future by anticipating to implement the strategy. realities of the field. The
… responses to likely This is the scale of planning, results of actions are visible
… events. forecasting and preparing quickly. This scale makes
Requires openness to for change. the gaps between the
the outside world, It defines the operational planned and the actual
constant monitoring. time scale obvious and glaring. The
present imposes itself and
improvisation plays a large
part in this.
Chronobiology
In a multicultural world, time zones sometimes make it difficult to schedule

… … meetings or interviews.
Of course, some people call themselves "evening people", but in reality, if
… we respect our chronobiology, we are more effective at thinking about
strategic issues first thing in the morning (even if this first thing may differ by
2 or 3 hours from one individual to another).
…
… Fortunately, digital collaborative tools allow people to work together on
common projects.
Nevertheless, we have to adapt our rhythm from time to time to ensure
synchronous meetings with our interlocutors and colleagues living in other
continents.

Integration of  Separate spheres: work does
not impinge on private life, and
 Associated spheres: private and
professional life form an
spheres of life vice versa. inseparable whole: checking
emails on holiday, working at the
weekend, private and professional
social networks mixed together.
 But also management of private
affairs during the working day,
shopping or sport early to avoid
… … …
crowds before returning to work in
the evening, etc.
…

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Time management

Step back to become a time management strategist

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Be proactive in getting to the Performing well in a multicultural

… But an action guided by Seizing the right

LOAD RISK in the EFFORTS EFFICIENCY LIVED

Coherence Putting your energy in the right place

Set a goal for your

matrix Low EMERGENCY Strong URGENCY

Low EMERGENCY Strong URGENCY

"Efficiency: optimising the ratio

Continue with quadrant 2: focus on

Effort: resources, time, effort

Find out how to use

Acting on your priorities 15

distance packages: to stay Time budgets: to

consistency Signs of stress : to

 Coherence facilitates to sort out the essentials,

 Relevance ensures reflection and serenity.

Through time Monochronous / Chronobiology

FIFO (First In, First Out): tendency to give

LIFO (Last In, First Out): the tendency to

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Time and space differences

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LOAD RISK in the EFFORTS EFFICIENCY LIVED

LOAD RISK in the EFFORTS EFFICIENCY LIVED

- To be recognized as important (to do

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The adrenaline rush!

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Existential benefits allow us to confirm

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Low EMERGENCY Strong URGENCY

of priorities have time to organise the delegation of certain files.

Low EMERGENCY Strong URGENCY

Low EMERGENCY Strong URGENCY

Focus on those that recharge Evaluate

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The personal sphere contains the

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The sphere of the past concerns our personal

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Bouncing back Appointment

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Bouncing back Appointment

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Bouncing back Appointment La zone La donnée

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To define its Personal work

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► Emotional symptoms (irritability, gloom, depression, loss of self-confidence, feeling of