TIME MANAGEMENT

In Wind Turbine Factory

Lokanathan Rajendran
EMBA 2015-17

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TASK 1
What are the reasons for poor time management?

What are the advantages of good time management?

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REASONS FOR POOR TIME MANAGEMENT

Lack of clarity about task

Feeling overwhelmed
Fallacious beliefs ( Im too smart )
Thinking, its too hard

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ADVANTAGES OF GOOD TIME MANAGEMENT

It saves time
Increased effectiveness and efficiency
Prevents stress and anxiety
Reduces avoidance
Leads to more balance

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 Enercon GmbH, based in Aurich, Lower Saxony,
Germany, is the fourth-largest
wind turbine manufacturer in the world and has been
the market leader in Germany since the mid-nineties.
[1] Enercon has production facilities in Germany

(Aurich, Emden and Magdeburg), Sweden, Brazil

, India, Canada, Turkey and Portugal. In June 2010,
Enercon announced that they would be setting up
Irish headquarters in Tralee.[2]

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STORY

Every morning in Africa a deer wakes up. It

knows that it must run faster than the fastest
lion. Otherwise it will be killed.
Every morning in Africa the lion wakes up. It
knows that it must run faster than the slowest
deer. Otherwise it will starve.
It does not matter if you are deer or lion
but when the sun rises it is time to run.

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THE COMPLETE SIX-STEP PROCESS

Connect to mission
Review roles
Identify goals
Organize weekly
Exercise integrity
Evaluate
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THE CLOCK AND THE COMPASS
THE CLOCK THE COMPASS

commitments vision
appointments values
schedules principles
goals conscience
activities Direction

What we do and how we What we feel

manage our time. is important and how we lead
our lives.

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TRADITIONAL TIME MANAGEMENT

First generationnotes and checklists

Second generationplanning and preparation
Third generationplanning, prioritizing and
controlling

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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 tomorrows list

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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-dos crisis to crisis
first things things right
in front of you

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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

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SECOND GENERATION

Strengths Weaknesses
tracks commitments and puts schedule over
appointments people
more accomplished accomplish more of what
through planning and goal you wantnot
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

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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

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THIRD GENERATION

Strengths Weaknesses

assumes responsibility for can lead to false sense of

results control, pride
connects with values power of vision untapped
taps into the power of can lead to guilt,
long, medium, and short- imbalance of roles
term goals less flexibility/spontaneity
translates values into first things set by urgency
goals and actions and values
gives structure and order
to life
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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

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FOURTH GENERATION

Elements Why is there a need for the

fourth generation of time
management?

effectiveness
principles
Well, one definition of
leadership
insanity is to keep doing
relationships the same things and
puts first things first expecting different
results.

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UNDERSTANDING TIME

Why have a time log?

Memory

Energy

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UNDERSTANDING TIME

Urgent Not Urgent

I. II.
important

Quadrant of__________ Quadrant of__________

III. IV.
not important

Quadrant of__________ Quadrant of__________

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UNDERSTANDING TIME

Move into quadrant II

quadrant Imanage: the quadrant of necessity;

things are both urgent and important

quadrant IIleadership and quality: the quadrant of

focus; things are important but not urgent

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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

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TASK 5.

Each group makes a list of items that are important and urgent
Each group team leader selects an item that will represent that team ( to be
written on the flip chart ).
Each team selects a member who forms a committee.
The committee will recommend whether the Q1 items will stay in Q1 or can be
pushed to Q2.
The rest of the groups will now be converted into two groups. One to ensure that
the issues stay in Q1. The other group to make sure that it leaves Q1.
The committee leader argues on each point in the flip chart and the two groups
depending on the outcome oppose or support him.
10 min is given for each argument and the presenter decides the outcome.

The game will prove that we consider all activities as important and urgent and in
reality it is not.

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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

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STEP 1: CONNECT WITH VISION & MISSION

Consider the big picture. The key to this connection lies in the
clarity of your vision around such questions as:
What is most important?
What gives your life meaning?
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

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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

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STEP 3 (cont ): TO-DO LISTS

List your activities for the day

Prioritize those activities
Check for activities that you can accomplish at the same time
Break larger activities into smaller ones.
Include your to do lists into smaller ones
Include your to-do list in your daily schedule

The to-do list will help you clarify what you need to accomplish each day.
They also help you to accomplish it

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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 postponeall in hopes of
putting first things first

The key is in scheduling your priorities, not prioritizing your

schedule

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TASK 5 -ACTIVITY SCHEDULER

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TASK 6 - ACTIVITY SCHEDULER

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STEP 5: EXERCISE INTEGRITY IN THE MOMENT

Should I carry out my plan or make

conscience directed changes?

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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

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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?

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CLOSING THOUGHT

A journey of a thousand miles must begin with a single

step.

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