Time Management - 1

January 5, 2005 Bill Mygdal, EdD

Topics For Today

Objectives of seminar Your time management issues Rationale -- why bother? Temperament exercise Two questions Urgency Index Time management quadrants Two observations

Objectives
Fellows will be able to: Appreciate how temperament type influences time management choices. Describe and appreciate Covey's time management matrix. Determine whether or not they have an "urgency addiction.

Objectives
Determine how much of their time
they spend in each of the four time management quadrants each week. Improve their Quadrant II time management skills. Use visualization, reflection, journal writing and other methods to develop a personal mission statement.

Why Bother?
1. Productivity -"There is always enough time to accomplish the important things in your life." 2. Job satisfaction 3. Interpersonal relations

Why Bother?
4. Reduced time
anxiety 5. Better health 6. Self-management
a.

b.

What we do is what we are -When your time's up -- you're done! (Ben Franklin)

Why Bother?
7. Paradox -Everyone has all the time there is, yet
a)

b)

Some people never have enough While others get done most of the goals they aspire to

Why Bother?
8. Myths:
1. 2.

busy = good job more time = better product / effort Work can expand to fill the time available (Parkinsons Law)

9. Truth:
1.

Temperament and Time --

SJs

Assets Best organized Most grounded in sensate reality Most realistic Can throw things out

Liabilities Rigid about schedules Hooked on responsibility Cant relax Hate to wait for others

* Sandra Krebs Hirsch. Using the MBTI in Organizations. Consulting Psychologists Press.

Temperament and Time --

SPs

Assets Meet immediate needs of situation Respond quickly Handle emergencies well Adapt to scheduled changes

Liabilities Scatter their efforts Change directions Act as if theres always tomorrow Are bowled over by the moment

* Sandra Krebs Hirsch. Using the MBTI in Organizations. Consulting Psychologists Press.

Temperament and Time --

NFs

Assets Sensitive to people and their time Give people all the time they need Spend time in rich full social life Use time for finding lifes purpose

Liabilities Cant say no Feel guilty if dont give others time Neglect own time needs Spend time with people first, task later

* Sandra Krebs Hirsch. Using the MBTI in Organizations. Consulting Psychologists Press.

Temperament and Time --

NTs

Assets Think of time as conceptual, impersonal Plan time step-by-step Proportion time fairly to individuals Use time precisely

Liabilities Feel no need to act after thinking through something Devote themselves to intellectual work with no play Have no time for others priorities Forget to include others commitments in planning

* Sandra Krebs Hirsch. Using the MBTI in Organizations. Consulting Psychologists Press.

Presidential Temperaments*
* from www.keirsey.com

SJ (Guardian) NT (Rationals)
SP (Artisan)

George Washington Thomas Jefferson Abraham Lincoln Theodore Roosevelt

[NF (Idealist)

No Idealist Presidents!]

The Urgency Index

What are your self-ratings?
0 25 26 45 Low urgency mind-set Strong urgency mind-set

46+

Urgency addiction

Surprises? Discussion?

Two Questions from Stephen Covey

What is the one activity that you know if you did superbly well and consistently would have significant positive results in your professional or work life?
What is the one activity that you know if you did superbly well and consistently would have significant positive results in your personal life?

Coveys Time Mgt. Quadrants

Urgent Important Not Urgent

Quadrant I
Crises Pressing problems Deadline-driven problems, meetings

Not Important

Coveys Time Mgt. Quadrants

Urgent Important Not Urgent

Quadrant I
Crises Pressing problems Deadline-driven problems, meetings

Quadrant II
Preparation, prevention Planning, clarify values Relationships, empowerment Re-creation

Not Important

Coveys Time Mgt. Quadrants

Urgent Important Not Urgent

Quadrant I
Crises Pressing problems Deadline-driven problems, meetings

Quadrant II
Preparation, prevention Planning, clarify values Relationships, empowerment Re-creation

Not Important

Quadrant III
Interruptions, some phone calls Some mail, e-mail, meetings Pressing matters, popular activities

Coveys Time Mgt. Quadrants

Urgent Important Not Urgent

Quadrant I
Crises Pressing problems Deadline-driven problems, meetings

Quadrant II
Preparation, prevention Planning, clarify values Relationships, empowerment Re-creation

Not Important

Quadrant III
Interruptions, some phone calls Some mail, e-mail, meetings Pressing matters, popular activities

Quadrant IV
Trivia, busywork, some calls Escape activities, some mail Excessive TV, time wasters

Coveys Time Mgt. Quadrants

Urgent Important Not Urgent

Quadrant I
Crises Pressing problems Deadline-driven problems, meetings

Quadrant II
Preparation, prevention Planning, clarify values Relationships, empowerment Re-creation

Not Important

Quadrant III
Interruptions, some phone calls Some mail, e-mail, meetings Pressing matters, popular activities

Quadrant IV
Trivia, busywork, some calls Escape activities, some mail Excessive TV, time wasters

Two Observations
1. Where do I get the time to spend in Quadrant II? The primary place is Quadrant III Time spent in Quadrant I is both urgent and important -- we already know we need to be there. And we know we shouldn't be in Quadrant IV. But Quadrant III can fool us. The key is learning to see all of our activities in terms of their importance. Then we're able to reclaim time lost to the deception of urgency and spend it in Quadrant II.

Two Observations

What if I'm in a Quadrant I environment? Some professions are, by nature, almost completely in Quadrant I. For example, it's the job of firefighters, many doctors and nurses, police officers, news reporters, and editors to respond to the urgent and important. For these people it's even more critical to capture Quadrant II time for the simple reason that it builds their capacity to handle Quadrant I. Time spent in Quadrant II increases our capacity to do.

Summary
Temperament and personality factors make a huge difference in your time management choices Find an approach that works for YOU and respects your preferences. Ask yourself Whats the best use of my time RIGHT NOW? Work on spending more time in Quadrant II where you address tasks that are important but not urgent.

For January 20
Take your time log and identify what percentage of your time is spent in each of the 4 quadrants. (next slide) Read The Passion of Vision and Quadrant II Organizing in Covey book Complete 80th birthday visualization exercise what will your eulogists say about each of your life roles? Identify at least 3 life roles and 2 Quad II goals for each of these roles.

Time Management Quadrants

Urgent Important Not Urgent

Quadrant I

% time?

Quadrant II

% time?

Crises Pressing problems Deadline-driven problems, meetings

Preparation, prevention Planning, clarify values Relationships, empowerment Re-creation

Not Important

Quadrant III% time? Quadrant IV

Interruptions, some phone calls Some mail, e-mail, meetings Pressing matters, popular activities

% time?

Trivia, busywork, some calls Escape activities, some mail Excessive TV, time wasters

Visualization: Tributes at your 80th Birthday

Role 1

Role 2

Quadrant II goals for these roles?

Role 1

Role 2

Time Management - 2
January 18, 2005 Bill Mygdal, EdD

Topics For Today

Your time management issues Quadrant analysis Visualization exercise what will you have achieved / realized? Your quadrant II goals Personal Missions / Priorities Interactive Summary

Your time management issues

Coveys Time Mgt. Quadrants

Urgent Important Not Urgent

Quadrant I
Crises Pressing problems Deadline-driven problems, meetings

Quadrant II
Preparation, prevention Planning, clarify values Relationships, empowerment Re-creation

Not Important

Quadrant III
Interruptions, some phone calls Some mail, e-mail, meetings Pressing matters, popular activities

Quadrant IV
Trivia, busywork, some calls Escape activities, some mail Excessive TV, time wasters

Quadrant analysis
Where does your time go?

Quad I Quad II Quad III Quad IV

Your %age? Your %age?

Group mean? Group mean?

Your %age?
Your %age?

Group mean?
Group mean?

Quadrant analysis
How can you consolidate blocks of time?

Scheduling authority delegate, pull back? Ask for more time Work at home; telecommute Use half day off for personal (or professional) Quad II stuff Use your vacations; if you get special days off (i.e. your birthday) take them Your ideas?

Dont get stuck in Quad III

Do adequate (not excellent) job with routine tasks (Perfection is the enemy of the good) Complete routine stuff RIGHT AWAY Handwrite responses on letters; use e-mail. Move around building; use personal contact to persuade, assess, coordinate, assign tasks. Stand-up meetings Come in an hour early Other?

80th Birthday Exercise

What are some roles you identified? What tributes would you like to hear? What contributions would you like to be remembered for?

Visualization: Tributes at your 80th Birthday

Role 1

Role 2

Visualization: Tributes at your 80th Birthday

Role 3

Role 4

Personal Mission Statement

Think about your desired tributes and extract three roles for your personal mission statement. Ask and record the following: "What's the greatest thing I could do in each role this week in order to have the greatest positive impact on this role? Talk with colleagues about some of your Quadrant II goals you are comfortable discussing

Personal Missions / Priorities

"Coach Landry was always able to keep things in perspective. He knew what was important to life, and he helped us understand that his road was the high road. He didn't dwell on defeat. He looked to the next play, the next game, the next season. He was our rock, our hope, our inspiration. He was our coach. -- Bob Lilly

Personal Missions / Priorities

In 1979 a 14-year-old boy named Paul lay dying in a New York City hospital in 1979. The boy, a Cowboys fan, got a telephone call one day from a man who introduced himself as Tom Landry. He shortly introduced his quarterback, Roger Staubach, to the ecstatic youth.

Personal Missions / Priorities

"Later that year," Pauls father wrote, "my son died. Tom, you might think your phone call was a small thing. But my wife and I hold it in our hearts as a cherished memory of a moment of pure joy for Paul that brought him an enduring source of strength.

Personal Missions / Priorities

Hope begins in the dark, the stubborn hope that if you just show up and try to do the right thing, the dawn will come. You wait and watch and work: you dont give up.
-- Anne Lamott

Personal Missions / Priorities

The very least you can do in your life is to figure out what you hope for. And the most you can do is live inside that hope.
-- Barbara Kingsolver

Interactive Summary
Objectives of seminar

Effect of temperament on time management choices? Usefulness of time management matrix? Urgency addiction? Seduction of the urgent? How improve Quadrant II skills? How develop mission / priorities -- visualization, reflection, journal writing. Other? What one or two new t.m. approaches will you try in the future?

Summary
Tips from Alan Lakein:
1.

WKM Comments:

List your goals/set your priorities

2.

3.

priorities and review them frequently 2. Generally I agree. (also, Start with A's, not Eat your peas, then with C's. have ice cream.) But keep working even if you sometimes start with C's. Make a daily "To Do" 3. Keep an on-going "To List. Do" List.

1. List your goals/set your

Summary
Tips from Alan Lakein: 4. Ask yourself: "What 4. Ask yourself: "What is the best use of my time is the best use of -- right now? my time -- right now? 5. Use a compost pile. I 5. Handle each piece dont have no stinking of paper only once. mail pile. 6. Do it NOW 6. Do it NOW if possible,
but accept variable work rhythms
WKM Comments: