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Managing yourself
- 1. Managing YourselfWork Prioritiesand Professional Development Workshop – 29 March 2011Copyright of The Pivot Institute - 2011
- 2. GoalsPlansTime managementPrioritisingTechnological assistanceProfessionalDevelopmentScope 29 March 20112Copyright of The Pivot Institute
- 3. 29 March 20113Copyrightof The Pivot Institute
- 4. What is agoal?an end or aim to effort or ambition; a limit, boundary;the finishing point of a race;The Chambers DictionaryGoals 29 March 20114Copyright of The Pivot Institute
- 5. What makes agood goal?SpecificMeasurableAchievableRealisticTimely+ ChallengingGoals29 March 20115Copyright of The Pivot Institute
- 6. 29 March 2011Copyrightof The Pivot Institute6
- 7. StrategicReally bigOperationalContribute toachieving really bigTacticalLow levelEverydayReading: Setting Goals and ObjectivesAdair, J. Effective Time Management29 March 2011Copyright of The Pivot Institute7Goals – Levels
- 8. Goal-setting theoryNot rocketscienceExpectancy theoryCan I?What if I do?Is it worth it?Reinforcement theoryReward for effortGoal incongruenceIncompatibilities29 March 2011Copyright of The Pivot Institute8Goals in an Organisation
- 9. An aimSMART andchallengingMotivationalFit with the organisationUse them29 March 2011Copyright of The Pivot Institute9Goals – Summary
- 10. 29 March 2011Copyrightof The Pivot Institute10
- 11. Why?When?Where?How?What?a scheme forachieving a purpose;an intended method;a scheme drawn up beforehand;The Chambers Dictionary29 March 2011Copyright of The Pivot Institute11Plans
- 12. Business Planning:Four Questions:Whoare we?Where are we now?Where do we want to be?How will we get there?29 March 2011Copyright of The Pivot Institute12Planning Techniques
- 13. Business Planning:Six steps:SetTargetList activities and responsibilitiesSequence activitiesCommunicateImplementMonitor29 March 2011Copyright of The Pivot Institute13Planning Techniques
- 14. Military TechniquesCombat MilitaryAppreciation ProcessMissionEnemyTerrainDecision29 March 2011Copyright of The Pivot Institute14Planning Techniques
- 15. Military TechniquesIndividual MilitaryAppreciation ProcessMissionBattlespaceEnemyDevelop Courses of ActionAnalyse Courses of ActionDecide and Execute29 March 2011Copyright of The Pivot Institute15Planning Techniques
- 16. Personal Work Plan– Section AWork plan TemplateAC833-24Performance review - Melb uni29 March 2011Copyright of The Pivot Institute16Planning Techniques
- 17. 29 March 2011Copyrightof The Pivot Institute17
- 18. 29 March 2011Copyrightof The Pivot Institute18Time Management - MythsI don’t have time to learn about time management!I work better under pressure…It’s just common sense…It takes all the fun out of life!Time management reduces freedom.
- 19. How much timedo you have?Daily Time LogNow what?Analyse and then…29 March 2011Copyright of The Pivot Institute19Time Management
- 20. How do youuse it?Harvard ArticleGoals into Actions29 March 2011Copyright of The Pivot Institute20Time Management
- 21. Types of Tasks:Manager-imposedSystem-imposedSelf-imposed29March 2011Copyright of The Pivot Institute21Task Management
- 22. My Rules:Accept thatyou cannot do everythingPrioritiseOrganiseDisorganisationPractise 4DsDo itDelegate itDefer itDitch it29 March 2011Copyright of The Pivot Institute22Task Management
- 23. Numerical order.Why iseverything number 1 priority?Pareto Principle20% of your tasks take 80% of your time.The remaining 80% of your tasks can be done in the remaining 20% of your time.29 March 2011Copyright of The Pivot Institute23Prioritise – Priority Management
- 24. ObjectiveStrategyOutcomeResourcesBarriersTimings29 March 2011Copyrightof The Pivot Institute24Organise – Plan
- 25. Do – ExecuteplanDelegate29 March 2011Copyright of The Pivot Institute254Ds
- 26. Steps:Analyse the wholejobDecide what you want to allocatePlan to whom you are going to allocate parts of the jobEnsure that the person you allocate is willing and able to complete the tasks requiredInform others if necessaryMonitor the results29 March 2011Copyright of The Pivot Institute264Ds - Delegation
- 27. Levels:29 March 2011Copyrightof The Pivot Institute27Delegation
- 28. Do – ExecuteplanDelegateDefer – Timings in planDitch – File 1329 March 2011Copyright of The Pivot Institute284Ds
- 29. ProcrastinationWhy?So what?ScheduleHow doyou eat an elephant?Aim highEat and drink29 March 2011Copyright of The Pivot Institute29Obstacles
- 30. Top 5:Telephone interruptionsMeetingsWorkOverloadUnexpected VisitorsCrisesFixes?29 March 2011Copyright of The Pivot Institute30Obstacles
- 31. Telephone interruptionsMeetingsLack ofobjectives and prioritiesIneffective delegationAccumulating trivial jobsToo much workConfused responsibility and authorityDrop in visitorsNot planning for some unavailabilityLeaving tasks unfinishedLack of personal organisationBeing spread too thinly across too many tasksFailure to say (and mean) noIndecision and procrastinationNot seeing the distinction between activity and resultsLack of self-disciplineAccepting upward delegationInadequate support staffPoor communication skillsMaking snap decisions.Poor healthOveruse of memorySetting unrealistic deadlinesInability to end conversations‘Carrying’ incompetent employeesDisruptive workspaceReacting rather and anticipatingFailing to distinguish between symptoms and causesNot combining activities Not trying out new methods.29 March 2011Copyright of The Pivot Institute31Obstacles – Time wasters
- 32. Attack the problemWorkon your BehaviourChange your viewpoint on the problem29 March 2011Copyright of The Pivot Institute32Overcoming Obstacles
- 33. Four months agoMichelle was promoted to Supervisor of Skadia Enterprises. Michele has worked for Skadia for a number of years and is well liked and respected. Sheis a good worker with excellent technical skills, knows the company well, has good people skills and is a natural choice to be made supervisor. This is Michelle’s first supervisory role and she is keen to do well. Today Michelle is feeling exhausted. There appears to be no end to her role. Regular overtime is the norm and Michele has calculated that she is working 62 hours a week. The day is taken up with unscheduled visitors, meetings, phone calls and enquiries from employees and customers. By the end of the day Michelle feels despondent and feels that she is just not meeting her agreed key performance indicators. Evenings look a little different for Michele – even the dog is suffering as his daily walk has been cut to once a week. Evenings are now spent catching up on the paperwork that should have been completed during the day on the home computer. It crosses her mind that perhaps she is not cut out to be a supervisor and considers putting in her resignation the following week.29 March 2011Copyright of The Pivot Institute33Time Management - Case Study
- 34. Michele is meetinga friend for lunch on Saturday and decides to talk about how she is feeling about her work. Michelle’s friend Sam listens carefully to Michelle’s woes without interrupting but while Michelle is talking Sam realises that most of the issue is to do with time – not enough time? Sam suggests to Michelle that there may be a way to solve these issues. In your groups consider the issues that Michelle if facing and answer the following questions:What appears to be the main problem for Michele?What does Michelle need to do to regain control of her working week?29 March 2011Copyright of The Pivot Institute34Time Management - Case Study
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- 36. MS OutlookPDAs /Smart phonesProsConsConstant connectivity29 March 2011Copyright of The Pivot Institute36Time Management - Technology
- 37. Who is thebest manager of your career?How do you need to prepare yourself for the next level?This course?Other study?Other experience?Change vocations?How do you know what skills and knowledge you need?Seek feedback...regularly, but not constantly.29 March 2011Copyright of The Pivot Institute37Professional Development
- 38. How can younetwork?Plan aheadBe careful of The Peter PrincipleStrive for summit competenceLearn from your mistakes29 March 2011Copyright of The Pivot Institute38Professional Development
- 39. Set SMART andchallenging goalsPlan to achieve those goalsDetermine how you use timePrioritiseUse the 4DsAvoid obstaclesLearn how to improve yourself29 March 2011Copyright of The Pivot Institute39Parting Thoughts