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

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