time

management

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objectives
 I will learn techniques that will help me to direct
my work life instead of merely managing my time.
 I will learn a framework for developing a mission
and vision that gives purpose and direction to my
work.

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 I will learn how to prioritize my highest-leveraged
activities, leading to significant increases in

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productivity.
the complete six-step process
connect to mission
review roles
identify goals

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organize weekly
exercise integrity

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evaluate
the clock and the compass
the clock the compass
commitments vision
appointments values
schedules principles
conscience

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goals
direction
activities

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What we feel is important
What we do and how and how we lead our
we manage our time. lives.
traditional time management
 first generation—notes and checklists
 second generation—planning and preparation
 third generation—planning, 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

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 carry lists with you and refer to them in order to
remember

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 incomplete tasks put on tomorrow’s list
first generation
strengths weaknesses
 flexible  no real structure
 responsive to people  things fall through cracks
 not over-structured  commitments suffer
 less stress  little accomplished

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 tracks to-do’s  crisis to crisis
 first things— things right

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in front of you
second generation
planning and preparation
 calendars and appointment books
 efficiency in goal setting and planning ahead

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 make appointments, write down commitments,
identify deadlines
 may keep information on computer or network

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second generation
strengths
 tracks commitments and
appointments
 more accomplished through
planning and goal setting
 more effective meetings and
presentations due to
preparation
weaknesses
 puts schedule over people
 accomplish more of what
you want—not necessarily
what is needed or fulfilling
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 independent thinking —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

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 uses wide variety of planners and organizers, with
detailed forms for daily planning

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 gets more done in less time-- but still feels
frustrated
third generation
strengths weaknesses
 assumes responsibility for results
 can lead to false sense of
 connects with values
control, pride
 taps into the power of long,
medium, and short-term goals  power of vision untapped
 translates values into goals and  can lead to guilt,

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actions
imbalance of roles
 gives structure and order to life
 less flexibility/spontaneity
 first things set by urgency

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and values
fourth generation
life leadership
 puts people ahead of schedules, compasses
ahead of clocks
 uses the best of generations 1, 2, and 3

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 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
 effectiveness the fourth generation of
 principles
time management?
 leadership
 relationships Well, one definition of

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insanity is to “keep
 puts first things first
doing the same things
and expecting different

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results.”
understanding time
“A no uttered from the deepest conviction is
better than a yes merely uttered to please,
or what is worse, to avoid trouble.”
Mahatma Gandhi

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understanding time
“Why have a time log?

memory

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energy

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understanding time
Urgent Not Urgent
I. II.
important

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Quadrant of__________ Quadrant of__________

III. IV.
not important

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Quadrant of__________ Quadrant of__________
understanding time
move into quadrant II
 quadrant I—manage: the quadrant of
necessity; things are both urgent and
important

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 quadrant II—leadership 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;

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things are neither important nor urgent

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move into quadrant II
How do I get there? The six step process
connect to mission
review roles

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identify goals
organize weekly

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exercise integrity
evaluate
step 1: connect with vision & mission
Consider the big  What is most important?
picture. The key to
this connection lies  What gives your life
in the clarity of your meaning?
vision around such

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questions as:  What do you want to be
and do in your life?

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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

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 review a “perhaps” list for ideas
 identify the steps that need to be taken to

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achieve long-term goals
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

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 They move, delegate, cancel, and postpone—
all in hopes of “putting first things first”

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the key is in scheduling your priorities, not
prioritizing your schedule
step 4: organize weekly
Distinctive Elements of Effective Weekly Goals
 they can be either an area of focus or a specific
activity
 they are usually quad II goals rather than typical “to-
do’s” or daily action items

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 they are driven by conscience

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tips to start your day
Tip #1
preview your schedule—get your bearings:
 review your compass

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 Look at the day in the context of the week
 renew your power to respond to changes in a
meaningful way

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tips to start your day
Tip #2
prioritize: identify activities as QI or QII—keeps
QIII and IV out of your schedule
 emphasizes the importance paradigm

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 keeps you aware of choices you make
must understand that prioritization includes only

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items that you’ve put in the framework
tips to start your day
Tip #3
T planning: time sensitive activities on the right,
any time activities on the left
 makes for effective schedule decisions

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 Helps you remain sensitive to commitments
Best use of your time: remember importance

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rather than urgency!
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
To be successful, you  What goals did I achieve?
must make
 What challenges did I
successes of one encounter?
week the foundation
for the next. At the  What decisions did I make?

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end of the week, ask
yourself some  Did I keep “first things first?”
questions:

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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

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 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?

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 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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Lao-Tzu

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