Effectively Managing YOU! Presented By Imagine Schools DC Region Time management really means managing yourself!

Session Objective: Provide you with time and structure to: reflect on your own practice of self- management and reflect on your own practice of self- management and identify next steps identify next steps 2

Our Work Context: Forces: Technology Technology Work expectations Work expectations Information availability Information availability Easy of access Easy of access 3

REFLECT Turn to a partner and share briefly why you are here and what you hope to walkaway with Use section #1 of your reflection sheet to self assess how well you are managing yourself and your responsibilities 4

Two Parts of Self Management We Will Discuss: Play Offense and Defense Offense: - Have a smart plan - Systems to help people do things right the first time Defense: - Manage the things which pull you off plan 5

Playing Offense: Have a smart plan for your day Offense: Have a smart plan - Have a smart plan - Systems to help people do things right the first time Defense: - Manage the things which pull you off plan 6

What Is Time Management?  It is a process of constantly asking what is more important, and arranging priorities to reflect each choice. arranging priorities to reflect each choice. It is knowing: It is knowing:  A system: For helping you meet your goals  Practical tips: For using your time effectively  How to succeed: When facing stumbling blocks or procrastination  Yourself: Your habits, goals, and time during the day when you’re most alert and productive most alert and productive  Time management really means managing yourself! 7

High Leverage Tool: Strategic Calendaring Idea one: What’s Important? Focus on Big Rocks Big Rocks YoutubeBig Rocks Youtube Idea two: What’s the plan? “If you don’t know where you are going, any road will take you there.” 8

Plan your week placing your Big Rocks first. Make a list. At the beginning of the week write out the Big Rocks that you want to accomplish this week. Keep it short. Shoot for about one per day. Place the Rocks. Look at your weekly schedule and put them in the schedule. Try to put them in a spot where you know you’ll get them done. ◦Not a spot that’s traditionally too busy to concentrate, and not in a little half-hour window between meetings. Give yourself time to do it. Leave space for the incoming pebbles. Don’t fill in the rest of the schedule if possible completely. ◦An overly tight schedule tends to bump into itself, pushing things back when other things inevitably take too long. Source: 9

Your Recurring Calendar Should Reflect Your Roles or Respon- sibilities 10

Translate Roles/Responsibilities into Calendar 11

REFLECT Using section #2 of reflection sheet: Self assess how clear you are on your big rocks (productivity levers) and how well your calendar reflects your responsibilities Note any action items you may want to take 12

Playing Defense: Offense: - Have a smart plan - Systems to help people do things right the first time Defense : - Manage the things which pull you off plan 13

Your Desktop Is Not a To-Do List…or is it? 14

Managing the Incoming Traffic The GTD Workflow Process 1. Collect things that command our attention 2. Process what they mean and what to do next 3. Organize the actions into lists 4. Review to ensure we follow through 5. Do what needs to be done 1. Collect things that command our attention 2. Process what they mean and what to do next 3. Organize the actions into lists 4. Review to ensure we follow through 5. Do what needs to be done 15

GTD Model for Dealing with the STUFF 16

High Leverage Tools: Project Plans The Defining Projects Exercise 1. Identify a project - a commitment that will take more than one action to finish. 1. Identify a project - a commitment that will take more than one action to finish. 2. Describe the outcome - what the project will look like when it is complete. 2. Describe the outcome - what the project will look like when it is complete. 3. Write down the next action required to move the project towards completion, 3. Write down the next action required to move the project towards completion, 4. Transfer it to your next actions list. 4. Transfer it to your next actions list. The Defining Projects Exercise 1. Identify a project - a commitment that will take more than one action to finish. 1. Identify a project - a commitment that will take more than one action to finish. 2. Describe the outcome - what the project will look like when it is complete. 2. Describe the outcome - what the project will look like when it is complete. 3. Write down the next action required to move the project towards completion, 3. Write down the next action required to move the project towards completion, 4. Transfer it to your next actions list. 4. Transfer it to your next actions list. 17

REFLECT Using section #3 of reflection sheet: Self assess how well you are managing the incoming stuff Reflect on the idea of a “trusted system” to hold all the stuff Note any action items you may want to take 18

“Time Wasters” Time wasters are any type of (often simple) activity that when not managed becomes a distraction from more important work at hand: Self-Interruptions Constant Interruptions ConflictSocializing Postponed Decisions 19

Constantly checking s? Do you check them before or instead of you high-priority projects? Is most of your day occupied by thoughts of receiving an replying to s? Unless your receiving a urgent message, don’t stop what you’re doing to run and check your messages each time you hear the “bell” ring. Only check ’s in a timeframe that works best for you (perhaps every 3 hours). During the rest of your work time, turn off your e mail to resist the temptation to check each message as it arrives. 20

Self-Interruptions Unless it’s being used for business, turn off your cell-phone. How many times have you been around your desk, focusing intently on a project, when “Ding!” a text message arrives, you pick it up immediately and respond, at length, about what you’ll bring to your friend’s house to dinner for Friday Night. By the time you finish exchanging text messages, you’ve forgotten a critical piece of your project. Block out all those things that lead you to interrupt yourself. 21

Constant Interruptions Do people waltz into your office unannounced? Do they “hang out” and talk about non work related things? In order to properly use that time to focus on priorities and unfinished tasks, block out time when nobody is allowed to interrupt to you and if necessary put up a sign that says: “Focus time”. Come back in an hour “Focus time”. Come back in an hour 22

Conflict Handle whatever conflicts are in your life so as to minimize the “drains” in your life. Conflict takes up energy and drains us of our ability to be enthusiastic, focus and productive. Socializing Too much socializing with our colleagues can be distracting. Understand the difference between productive socializing and wasting time; there’s a fine line and balance between the two. 23

REFLECT Using section #4 of reflection sheet: Self assess identifying your biggest time wasters and how well you are managing yourself Note any action items you may want to take 24

Playing Offense: Have a smart plan for your day Offense: - Have a smart plan - Systems to help people do things right the first time Defense: - Manage the things which pull you off plan 25

Use Wikis and Process Maps to Reduce Future Time Drains Process maps Define for people how to do what you expect or get what they need without having to take your time Good for routine items and highly complex items Wikis Provide access to broad set of people who tend to not be well organized themselves 26

Finalize your Action Plan Finalize your plan Share it with your partner and agree to follow up within 3 weeks 27

THE END 28

APPENDIX 29

COVEY 7 Habits Model to Plan Your Week Source: 30

(1) Review Your Mission 31

(2) Identify Your Roles 32

(3) Create Your Goals 33

(4) Schedule your Activities 34

Warning!!! Schedule the ‘Big Rocks’ First!!! 35

Or they will not fit in!!! 36

(5) Adapt Your Schedule Preview your day Prioritise your activities Reschedule your activities 37

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(6) Evaluate Your Progress What goals did I reach? What goals did I miss? What can I learn from the week? Am I setting good goals? 41

COVEY 7 Habits Model to Categorize Types of Activities Source: 42

1. Live Your Priorities 43

Two factors define an activity: Importance and Urgency Importance: Your most important things, your first things, activities that add to your mission. Urgency: Pressing things, in-your-face activities that demand immediate attention. Two factors define an activity: Importance and Urgency Importance: Your most important things, your first things, activities that add to your mission. Urgency: Pressing things, in-your-face activities that demand immediate attention. 44

Urgency Importance

URGENTNOT URGENT IMPORTANT NOT IMPORTANT Exam tomorrow Friend get injured Late for school Project due today Car breaks down Quadrant 1 Planning/goal setting Essay due in a week Exercise Relationships Relaxation Quadrant 2 Too much TV Endless phone calls Excessive gaming Mall marathons Time wasters Quadrant 4 Unimportant calls Interruptions Others problems Peer pressure Quadrant 3 46

Q1 Q2 Q3 Q4 Q1 Result: Stress, Burnout, Deeper crises Result: Stress, Burnout, Deeper crises Spend less time in Q2 and you’ll increase size of Q1 Spend less time in Q2 and you’ll increase size of Q1 47

Q1 Q3Q4 Q1 Spend more time in Q2 to decrease time spent in Q1 Q2 48

Q1 Q2 Q1 Where do you find time for Q2 Q4 Q3 Say NO! to Q3 and Q4 activities 49

Q1 Q3Q4 Q1 Q4 Q3 Q2 This is the result of Q2 living! 50

Q1Q2 Q3Q4 Q1 Q4Q3 Q2 What one thing can I do on a regular basis that will make a great difference in my life? 51

Q1Q2 Q3Q4 Q1 Q4Q3 Q2 What one thing can I do on a regular basis that will make a great difference in my life? That is a Q2 Activity!!! 52

Sample Calendar 53

ABC ABC abc 54