1. What to do when everything is Important and Urgent
Jon Colman

2. What to do when everything is Important and Urgent
Content
Grids
Managing and agreeing expectations early
Cost Benefit Analysis
Staying flexible whilst having a plan
Taking Precious Time Out
Notes, Ideas and Feedback

3. What to do when everything is Important and Urgent
Not a time management course
Some techniques may be more relevant to your role than other techniques
The techniques link together
Opportunity to work on your own and also share ideas and suggestions

4. What to do when everything is Important and Urgent
Ask Questions
Challenge
Interrupt

5. Introductions and Aspirations
Name, organisation and job role
Anything particular you’d like to achieve this morning?
Don’t feel obliged to have a specific objective

6. Low Stakeholder Influence and Power High Low Stakeholder Interest High
Stakeholder Analysis
Meet their Needs
Key Player
Highest Priority
Low Stakeholder Influence and Power High
Least Important
Lowest Priority
Show Consideration
Low Stakeholder Interest High

7. The role of your team colleagues and manager
Ask your manager to decide priorities
Consult with your manager about your priority decisions – give options
Ask for other people’s views on how you are prioritising
Ask colleagues to help you complete some tasks
Delegate where possible

8. Stakeholder Relationship Grid
Giving Relationship
You Lose-They Win
True Partnership
Win-Win
Low Stakeholder Achieving Their Objectives High
Negative Relationship
Lose-Lose
Receiving Relationship
You Win-They Lose
Low Achieving Your Objectives High

9. Actions that you would like me to take to help you
Stop Start Continue
You
Actions that I would like to ask you to take would help me. Me
Actions that you would like me to take to help you
Stop
Things to stop doing or do less of
Start
Things to start doing or do more of
Continue
Things to continue doing as they work wel

10. Managing and agreeing expectations, early
Customer Journey: A method of looking at a customer’s experience from start to end.
How effectively do you manage your stakeholders’ expectations at the start, middle and end of a process?
Would setting expectations help address any workload issues?
Do you publish information that helps manage people’s expectations? Getting the Best Results
Start
Middle
End

11. The Customer Journey Start Middle End
Set expectations at the start of the journey
Manage expectations during journey
Check expectations were met at the end

12. Under Promise and Over Deliver

13. Managing Expectations and the Customer Journey
We’ll get back to you as soon as possible
I’m just going to put you on hold for a moment
I’ll the information to you by the end of the day

14. Managing Expectations and the Customer Journey
We’ll get back to you as soon as possible
May I put you on hold, it could be for up to a minute?
I’ll the information to you by the end of the day

15. Managing Expectations and the Customer Journey
We’ll get back to you as soon as possible
May I put you on hold, it could be for up to a minute?
I’ll the information to you by 5.00pm today. Would that be ok?

16. Managing Expectations and the Customer Journey
We’ll get back to you within 3 working days
May I put you on hold, it could be for up to a minute?
I’ll the information to you by 5.00pm today. Would that be ok?

17. Under Promise and Over Deliver
Your promise to the customer
What you deliver
I’ll you the information within 3 working days
You send an within 2 working days
Can I ring you back in about 30 minutes?
You ring the person back within 20 minutes
We take 5 days to process your request
You usually take 3 days to process requests

18. Touchpoints
Touchpoints are all the situations where customers come into contact with you and your team or organisation.
Customer journey mapping can be used to identify all the touchpoints that your customers have.

19. Touchpoints
Face to face
Telephone
Website
Social Media

20. Moments of Truth
Interactions that are especially important to customers
Interactions that create a relatively high positive or negative emotional response
Research suggests ‘Emotionally charged’ moments of truth are linked to purchasing decisions
Ask customers “what are your ‘Moments of Truth’?”
What’s important to you in your interactions with us?
What do we do that you particularly like/dislike?

21. The Planning Fallacy
Predictions about how much time will be needed to complete a task underestimate the time needed: optimism bias.
Optimism bias - regardless of knowledge that past tasks of a similar nature have taken longer to complete than generally planned.
Bias only affects predictions about one's own tasks.
When outside observers predict task completion times, they show a pessimistic bias, overestimating the time needed.

22. The Planning Fallacy
Are you over-optimistic about how long a task will take?
Does this over-optimism contribute to challenging workloads?
What could you do differently?

23. Cost Benefit Analysis If you can’t do everything
Analyse the cost and benefit of completing tasks

24. Cost Benefit Analysis Task B Deadline Task A Deadline
April
May
June
July
August
September
October
November
Task A Deadline
Cost of NOT completing Task A
Task B Deadline
Cost of NOT completing Task B

25. The Planning Fallacy Again
2003 definition of the Planning Fallacy as:
The tendency to underestimate the time, costs, and risks of future actions whilst overestimating the benefits

26. Staying flexible whilst having a plan
David Allen published his book Getting Things Done in 2001 It is often referred to as GTD.
Record planned tasks and projects
This moves tasks and projects out of the mind
Break tasks and projects into actions
This helps focus attention on taking action
Reduces or avoids stress from recalling actions

27. Staying flexible whilst having a plan
20 Second Introductory Video of Getting Things Done

28. Staying flexible whilst having a plan
Capture
'Stuff' that needs attention
Clarify
What you need to do with stuff
Organise
Put stuff where it belongs
Reflect
Review frequently
Engage
Do the actions

29. Staying flexible whilst having a plan
In Tray
Notepad
Digital list
Apps
Capture
'Stuff' that needs attention
Clarify
What you need to do with stuff
Organise
Put stuff where it belongs
Reflect
Review frequently
Engage
Do the actions

30. Staying flexible whilst having a plan
Capture
'Stuff' that needs attention
Clarify
What you need to do with stuff
Organise
Put stuff where it belongs
Reflect
Review frequently
Engage
Do the actions
Actionable?
No? delete, incubate, file for reference
Yes? Decide next action required or if brief, do it.

31. Staying flexible whilst having a plan
Put action reminders on the right lists.
List what needs to happen when
Capture
'Stuff' that needs attention
Clarify
What you need to do with stuff
Organise
Put stuff where it belongs
Reflect
Review frequently
Engage
Do the actions

32. Staying flexible whilst having a plan
Capture
'Stuff' that needs attention
Clarify
What you need to do with stuff
Organise
Put stuff where it belongs
Reflect
Review frequently
Engage
Do the actions
Review and update daily or weekly.
Weekly review will help you clear completed tasks, make lists current, get creative

33. Staying flexible whilst having a plan
Use the lists to take actions, rather than to worry/think/stress about what actions to take
Capture
'Stuff' that needs attention
Clarify
What you need to do with stuff
Organise
Put stuff where it belongs
Reflect
Review frequently
Engage
Do the actions

34. The Discernment Force Field
Requests come at us from all angles
We are unprepared to discern between them
We start saying yes to them without really thinking
This fuels a busyness cycle where the more we take on the less time we have to discern what we should take on
Our discernment force field becomes weak
Our choices become a function of other people's agendas
Adapted from: How To Prioritize When Everything is a Priority
Greg McKeown November 2014

35. Taking Precious Time Out
Weak ‘Discernment Force field’
Requests
Ideas s
Stakeholders’ Projects
Your Projects
Adapted from: How To Prioritize When Everything is a Priority
Greg McKeown November 2014

36. Taking Precious Time Out
Adapted from: How To Prioritize When Everything is a Priority
Greg McKeown November 2014
Requests
Ideas s
Stakeholders’ Projects
Your Projects
Strong ‘Discernment Force field’

37. Taking Precious Time Out
“I recommend every 90 days you take a day to go somewhere away from the deafening digital noise and usual routine of your busy life and reflect on what really matters”
Do you already do this?
Could you do this?
Would it make a difference?

38. Taking Precious Time Out
Go ‘off site’ to:
Review and update stakeholder analysis
Have discussions with your manager or a friend
Have discussions with team colleagues
Work on Stop Start Continue

39. Taking Precious Time Out
Go ‘away from your desk’:
To consider Costs and Benefits of actions
To undertake a weekly review of your Getting Things Done lists.

40. Power Of The Pompordoro