1. time
management
em
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2. 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
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activities, leading to significant increases in
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productivity.

3. the complete six-step process
connect to mission
review roles
identify goals
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organize weekly
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exercise integrity
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evaluate

4. the clock and the compass
the clock the compass
commitments vision
appointments values
schedules principles
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goals conscience
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activities direction
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What we do and how What we feel is
we manage our time. important and how we
lead our lives.

5. traditional time management
 first generation—notes and checklists
 second generation—planning and preparation
 third generation—planning, prioritizing and
controlling
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6. 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
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remember
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 incomplete tasks put on tomorrow’s list

7. 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
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 first things— things right
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in front of you

8. 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
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 may keep information on computer or network
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9. second generation
strengths weaknesses
 tracks commitments and  puts schedule over
appointments people
 more accomplished  accomplish more of what
through planning and goal you want—not
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setting necessarily what is
needed or fulfilling
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 more effective meetings
and presentations due to  independent thinking —
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preparation see people as means or
barriers
 first things– those that are
on the schedule

10. 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
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detailed forms for daily planning
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 gets more done in less time-- but still feels
frustrated

11. 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,
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long, medium, and short- imbalance of roles
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term goals  less flexibility/spontaneity
 translates values into  first things set by urgency
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goals and actions and values
 gives structure and order
to life

12. 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
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contribution, with balance
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13. fourth generation
elements Why is there a need
 effectiveness for the fourth
 principles generation of time
 leadership management?
 relationships
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 puts first things first Well, one definition of
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insanity is to “keep
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doing the same
things and expecting
different results.”

14. 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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15. understanding time
“Why have a time log?
memory
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energy
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16. understanding time
Urgent Not Urgent
important
I. II.
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Quadrant of__________ Quadrant of__________
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not important
III. IV.
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Quadrant of__________ Quadrant of__________

17. 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
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quadrant of focus; things are important but not
urgent
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18. 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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19. move into quadrant II
How do I get there? The six step process
connect to mission
review roles
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identify goals
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organize weekly
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exercise integrity
evaluate

20. 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
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and do in your life?
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21. 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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22. 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
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 identify the steps that need to be taken to
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achieve long-term goals

23. 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—
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all in hopes of “putting first things first”
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the key is in scheduling your priorities, not
prioritizing your schedule

24. 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
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typical “to-do’s” or daily action items
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 they are driven by conscience
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25. 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
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 renew your power to respond to changes in a
meaningful way
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26. 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
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must understand that prioritization includes only
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items that you’ve put in the framework

27. 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
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Best use of your time: remember importance
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rather than urgency!

28. step 5: exercise integrity in the moment
Should I carry out my plan or make conscience
directed changes?
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29. step 6: evaluate
To be successful, you  What goals did I achieve?
must make
successes of one  What challenges did I
week the foundation encounter?
for the next. At the
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end of the week, ask  What decisions did I
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yourself some make?
questions:
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 Did I keep “first things
first?”

30. step 6: evaluate
different ways to evaluate
 mark accomplished goals on weekly compass
 keep a journal or daily log and review
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 review past weekly compasses
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 ask specific questions about your performance
and actions
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31. step 6: evaluate
weekly evaluation
 What did I learn from the week as a whole?
 Am I setting goals that are realistic but
challenging?
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 Have I been effective in work related
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communications?
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 Have I been successful in maintaining a Quad II
perspective?

32. closing thought
A journey of a thousand miles
must begin with a single step.
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Lao-Tzu
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