time

management
objectives
 I will learn techniques that will help me to
direct my work life instead of merely managing
my time.
 I will learn a framework for developing a
mission and vision that gives purpose and
direction to my work.
 I will learn how to prioritize my highest-
leveraged activities, leading to significant
increases in productivity.
the complete six-step process
connect to mission
review roles
identify goals
organize weekly
exercise integrity
evaluate
the clock and the compass
the clock the compass
commitments vision
appointments values
schedules principles
goals conscience
activities direction

What we do and how What we feel is

we manage our time. important and how we
lead our lives.
traditional time management
 first generation—notes and checklists
 second generation—planning and preparation
 third generation—planning, prioritizing and
controlling
first generation
go with the flow
 based on reminders
 attempt to keep track of things you do with
your time
 simple notes and checklists
 carry lists with you and refer to them in order
to remember
 incomplete tasks put on tomorrow’s list
first generation
strengths weaknesses
 flexible  no real structure
 responsive to people  things fall through cracks
 not over-structured  commitments suffer
 less stress  little accomplished
 tracks to-do’s  crisis to crisis
 first things— things right
in front of you
second generation
planning and preparation
 calendars and appointment books
 efficiency in goal setting and planning ahead
 make appointments, write down commitments,
identify deadlines
 may keep information on computer or network
second generation
strengths weaknesses
 tracks commitments and  puts schedule over
appointments people
 more accomplished  accomplish more of what
through planning and goal you want—not
setting necessarily what is
 more effective meetings needed or fulfilling
and presentations due to  independent thinking —
preparation see people as means or
barriers
 first things– those that are
on the schedule
third generation
planning, prioritizing and controlling
 have spent time clarifying values and priorities
 set long, medium, and short-term goals to
attain values, prioritizes on a daily basis
 uses wide variety of planners and organizers,
with detailed forms for daily planning
 gets more done in less time-- but still feels
frustrated
third generation
strengths
 assumes responsibility for
results
 connects with values
 taps into the power of
long, medium, and short-
term goals
 translates values into
goals and actions
 gives structure and order
to life
weaknesses
 can lead to false sense of
control, pride
 power of vision untapped
 can lead to guilt,
imbalance of roles
 less flexibility/spontaneity
 first things set by urgency
and values
fourth generation
life leadership
 puts people ahead of schedules, compasses
ahead of clocks
 uses the best of generations 1, 2, and 3
 you want to lead a life of meaning and
contribution, with balance
fourth generation
elements Why is there a need
 effectiveness for the fourth
 principles generation of time
 leadership management?
 relationships
 puts first things first Well, one definition of
insanity is to “keep
doing the same
things and
expecting different
results.”
understanding time
“A no uttered from the deepest conviction is
better than a yes merely uttered to please,
or what is worse, to avoid trouble.”
Mahatma Gandhi
understanding time
“Why have a time log?

memory

energy
understanding time
Urgent Not Urgent
important

I. II.

Quadrant of__________ Quadrant of__________

not important

III. IV.

Quadrant of__________ Quadrant of__________

understanding time
move into quadrant II
 quadrant I—manage: the quadrant of
necessity; things are both urgent and
important
 quadrant II—leadership and quality: the
quadrant of focus; things are important but not
urgent
understanding time
move into quadrant II
 quadrant III—(AVOID): the quadrant of
deception; things are urgent but not important
 quadrant IV—(AVOID): the quadrant of waste;
things are neither important nor urgent
move into quadrant II
How do I get there? The six step process
connect to mission
review roles
identify goals
organize weekly
exercise integrity
evaluate
step 1: connect with vision & mission
Consider the big  What is most important?
picture. The key to
this connection lies  What gives your life
in the clarity of your meaning?
vision around such
questions as:  What do you want to be
and do in your life?
step 2: identify your roles
 we have important roles at work, in the family,
in the community, or other areas of our lives
 Roles represent responsibilities, relationships,
and areas of contribution
step 3: select quad II goals for each role

 what is the most important thing I could do for

each role this week that would have the
greatest positive impact?
 consider the relationships for each role
 review a “perhaps” list for ideas
 identify the steps that need to be taken to
achieve long-term goals
step 4: organize weekly
 translating high leverage quad II goals
requires a framework
 most people are always trying to find time in
their overflowing quad I/III schedules
 They move, delegate, cancel, and postpone—
all in hopes of “putting first things first”
the key is in scheduling your priorities, not
prioritizing your schedule
step 4: organize weekly
Distinctive Elements of Effective Weekly Goals
 they can be either an area of focus or a
specific activity
 they are usually quad II goals rather than
typical “to-do’s” or daily action items
 they are driven by conscience
tips to start your day
Tip #1
preview your schedule—get your bearings:
 review your compass
 Look at the day in the context of the week
 renew your power to respond to changes in a
meaningful way
tips to start your day
Tip #2
prioritize: identify activities as QI or QII—keeps
QIII and IV out of your schedule
 emphasizes the importance paradigm
 keeps you aware of choices you make
must understand that prioritization includes only
items that you’ve put in the framework
tips to start your day
Tip #3
T planning: time sensitive activities on the right,
any time activities on the left
 makes for effective schedule decisions
 Helps you remain sensitive to commitments
Best use of your time: remember importance
rather than urgency!
step 5: exercise integrity in the moment

Should I carry out my plan or make conscience

directed changes?
 step 6: evaluate
To be successful, you  What goals did I achieve?
must make
successes of one  What challenges did I
week the foundation encounter?
for the next. At the
end of the week, ask  What decisions did I
yourself some make?
questions:
 Did I keep “first things
first?”
step 6: evaluate
different ways to evaluate
 mark accomplished goals on weekly compass
 keep a journal or daily log and review
 review past weekly compasses
 ask specific questions about your performance
and actions
step 6: evaluate
weekly evaluation
 What did I learn from the week as a whole?
 Am I setting goals that are realistic but
challenging?
 Have I been effective in work related
communications?
 Have I been successful in maintaining a Quad
II perspective?
closing thought

A journey of a thousand miles

must begin with a single step.
Lao-Tzu