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TIME MANAGEMENT Peter F. Drucker INTERNATIONAL MANAGEMENT CONSULTANTS

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Presentation on theme: "TIME MANAGEMENT Peter F. Drucker INTERNATIONAL MANAGEMENT CONSULTANTS"— Presentation transcript:

1 TIME MANAGEMENT Peter F. Drucker INTERNATIONAL MANAGEMENT CONSULTANTS
Until we can manage TIME, we can manage nothing else. Peter F. Drucker TIME MANAGEMENT INTERNATIONAL MANAGEMENT CONSULTANTS EVOLVING EXCELLENCE

2 WELCOME

3 DO YOU SPEND YOUR TIME FOR WORK ? OR YOU USE IT ?

4 IT ‘S NOT ABOUT MANAGING THE TIME
Being successful doesn’t make you manage your time well. Managing your time well makes you successful. IT’S ALL ABOUT MANAGING SELF

5

6 To Realize the Value of:
ONE YEAR Ask a student who failed a grade. ONE MONTH Ask a mother who gave birth to a premature baby. ONE WEEK Ask the editor of a weekly newspaper. ONE DAY Ask a daily wage laborer with kids to feed. ONE HOUR Ask the lovers who are waiting to meet. ONE MINUTE Ask a person who missed the train. ONE SECOND Ask a person who just avoided an accident. ONE MILLI SECOND Ask the person who won a silver medal in the Olympics.

7 Daily Work Management

8 Daily Work Management Successful managers have formed the habit of doing those things unsuccessful managers dislike doing and will not do Dr. Jim Henning

9 Daily Work Management Managing time is meaningless unless you are managing it to accomplish the things that are most important in your life -Hyrum Smith

10 Daily Work Management We live in the age of “ Time Famine”
-Time Magazine

11 Daily Work Management The daily treadmill is accelerating and we have to run faster and faster just to stay in one place

12 Daily Work Management Two Time fallacies:
We are going to have more time at some unspecified future date than we do now We can somehow save time

13 SELF MANAGEMENT Your Own work activities Your Your Personal life
Communication Work Environment

14 SELF MANAGEMENT What is my job? What am I suppose to achieve?
We like to be driven by events, crises, circumstances If we really want to improve we have build bridge between efforts and results. This bridge would give us pleasure How is it related or connected to others?

15 What is my job? Identify Key areas Identify new clients
Strengthen existing clients Setting up Targets for the team Prepare and implement Marketing plans

16 Monitoring performance
What is my job? Identify Key Targets KEY AREAS New clients Existing clients Targets for the team Research Monitoring performance Set targets Targets First contact Contact / Visit Review performance Meeting Records Guide member

17 PERSONAL-PROFESSIONAL BALANCE
Plan for the unexpected Set priorities for self, profession and family Schedule personal time Be explicit! Do not expect your colleague or spouse to read your mind, or read between the lines! Give up guilt and the need to be a perfectionist

18 Reliance on habits instead of planning (no organization)
Factors causing problems Reliance on habits instead of planning (no organization) Unclear, skewed, inconsistent, or illogical priorities or goals Ineffective use of time when studying Procrastination The act of writing time management problems down can be very helpful

19 Procrastination Recognize the type of procrastination
Fear (of failure / success, judgment, the unknown, change) Perfectionism Wanting to do it all Incorrect priorities Being overwhelmed Understand the cause and you can beat it

20 "One more day won't make a difference"
Procrastination can be spotted in phrases such as: "One more day won't make a difference" "I'm waiting for ………. to call me back“ "I'll just put this off until tomorrow" "I can't get on with this because " We are our own worse enemy !

21 The most effective people work from clear desks.
If you can’t see 80% of your desk then you are probably suffering from 'desk stress'. Shred it Scan it File it Get rid of clutter Purge regularly

22 Clutter is death; it leads to thrashing.
Keep desk clear: focus on one thing at a time A good file system is essential Touch each piece of paper once Touch each piece of once; your inbox is not your TODO list

23 Interruptions 6-9 minutes, 4-5 minute recovery – five interruptions shoots an hour You must reduce frequency and length of interruptions (turn phone calls into ) Blurting: save-ups noise on new mail is an interruption -> TURN IT OFF!!

24 Cutting Things Short “I’m in the middle of something now…”
Start with “I only have 5 minutes” – you can always extend this Stand up, stroll to the door, complement, thank, shake hands Clock-watching; on wall behind them

25 "Many people seem to think that success in one area can compensate
for failure in other areas. But can it really?... True effectiveness requires balance." Stephen Covey BE PROACTIVE BEGIN WITH THE END IN MIND PUT FIRST THINGS FIRST THINK WIN/WIN SEEK FIRST OT BE UNDERSTANDING, THEN TO BE UNDERSTOOD SYNERGIZE SHARPEN THE SAW

26 High Profile Organization
Typical Organization High Profile Organization URGENT NOT URGENT URGENT NOT URGENT 20 % - 25 % 65 % - 80 % 25 % - 30% 15 % IMPORTANT IMPORTANT 50 % - 60% 2 % - 3 % 15 % 1 % NOT IMPORTANT NOT IMPORTANT

27 IMPORTANT I CRISIS PRESSING PROBLEMS DEADLINES DRIVEN PROJECTS, MEETINGS, PREPARATIONS II PREVENTION PREPARATION VALUES CLARIFICATION PLANNING RELATIONSHIP BUILDING CREATIVE THINKING EMPOWERMENT NEEDED RELAXATION NOT IMPORTANT NEEDLESS INTERUPTIONS UNNECESSARY REPORTS UNSCHEDULED MEETINGS PHONE CALLS, MAILS OTHERS’ MINOR ISSUES III TRIVIA, BUSYWORK SOME PHONE CALLS TIME WASTERS ‘ESCAPE’ ACTIVITIES IRRELEVANT MAILS EXCESSIVE T.V. EXCESSIVE RELAXATION IV

28 Things which matters most, must never be at the mercy of things which matters least.
Gothe

29 Time stays long enough for those who use it.
Never leave ‘till tomorrow which you can do today. Benjamin Franklin


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