Isn't It About Time?
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Updating Time Management for Today's World of Social Media
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Isn't It About Time?
- 1. Isn’t it About Time?Daytimers to TwitterModern Time Management for Business and ProfessionalsVesey & Co. Mike Sobus August, 2010
- 3. Simplest, Easiest and Fastest ways to manage information overload...
- 4. How to embrace our new tools…
- 7. Mike Sobus’ History as a “Business Coach” experienced and successful business development professional with a management/senior executive background ranging from large multinational corporations to start-ups and small business. worked for: PQ Corporation, Silco International, Akzo, ChemConnect, Pharmacia. more than once, as VP General Mgr, has developed $30 million enterprises, as well as key executive member of larger entities. Graduate of Business Management Graduate Program of Wharton School of Business,University of Pennsylvania. Ph.D. Chemistry from University of Maryland, Postdoctorate at Harvard University. Assistant Professor at St. Joseph’s University and lectured at Boston College and Loyola College. a licensed business coach and proud member of the Professional Business Coaches Alliance Founder of Next Level Business Development. mike@coachsobus.com 978-278-5541
- 10. Ask questions!
- 11. Identify and note what is applicable to you
- 12. Plan on taking future actionWhat are your expectations for me? 6 mike@coachsobus.com 978-278-5541
- 13. Group Survey How many of us have taken a Time Management course at some point in our careers? How long ago did we take it? What has changed in the last 10, 5, 2 years? mike@coachsobus.com 978-278-5541
- 14. Let’s just list our “Inbox” sources…. How many do we have: Electronic business Electronic social Phone/SMS messages Live messages Paper What have we done lately to control the inflow? More interruptions? More multi-tasking? More expectations? mike@coachsobus.com 978-278-5541
- 15. Importance of controlling time… Alan Lakein said: “Time is equal to life; therefore, waste your time and waste of your life, or master your time and master your life.” mike@coachsobus.com 978-278-5541
- 17. What have been “Classic Models”?
- 18. Not Urgent & Not Important The Time Target: Urgent & Not Important Urgent & Important Not Urgent but Important ZONE Demand Delusion Distraction mike@coachsobus.com 978-278-5541
- 19. Facts: Fundamentals of time management have not changed Tools needed to control our time allocation (& productivity) …changed a lot There isn’t much out there to address a modern skill set.
- 20. Solution to this dilemma: Goal: Find a “current” time management system that actually works! mike@coachsobus.com 978-278-5541
- 22. Sally McGhee, Take Back Your Life!15 mike@coachsobus.com 978-278-5541
- 23. Let’s examine some fundamentals ! 5 Stages of Mastering Work Flow Processing & Organizing collection points Goals Control The power of MS Outlook (and similar software). mike@coachsobus.com 978-278-5541
- 24. 5 Stagesof Mastering Work Flow So what are they?
- 25. The Five Stages of Mastering Workflow Process Organize Review Do Collect 18 mike@coachsobus.com 978-278-5541
- 27. How to collect
- 28. Organizing everything into ‘buckets’19 mike@coachsobus.com 978-278-5541
- 30. Develop a process for emptying the collection buckets.20 mike@coachsobus.com 978-278-5541
- 32. Result from you processing all of your ‘stuff’.21 mike@coachsobus.com 978-278-5541
- 34. Review from the 10,000-foot level.22 mike@coachsobus.com 978-278-5541
- 36. Facilitate good choices about what you’re doing at any point.23 mike@coachsobus.com 978-278-5541
- 37. The Workflow Chart Let’s Review a Handout #1
- 39. Highlights processing and organizing stagesProjects Delegate it Defer it Calendar Next Actions 25 mike@coachsobus.com 978-278-5541
- 43. Needs reminders
- 44. Don’t ‘do’ projects,just action stepsProjects Delegate it Defer it Calendar Next Actions 28 mike@coachsobus.com 978-278-5541
- 46. Keep visible so you’re reminded ofthe Project
- 47. Identify: “Meaningful Objectives”. Projects Delegate it Defer it Calendar Next Actions 29 mike@coachsobus.com 978-278-5541
- 49. Does it relate to a Meaningful Objective?An ultimate aim or long-term result that links to corporate or personal mission and goals statements. 30 mike@coachsobus.com 978-278-5541
- 50. Do Process Collect Organize Review Meaningful Objectives : Roll up to a corporate or personal Mission and Goals statement Have clearly defined Outcome/s Involve multiple Supporting Projects Require multiple resources Take place over time and has specific due dates Include corporate or personal Metrics. 31 mike@coachsobus.com 978-278-5541
- 52. Let’s Practice SNA’s Handout #2
- 53. Using MS Outlook As a necessary tool…..
- 55. Copy and Paste signature to contact window
- 56. Store by group.35 mike@coachsobus.com 978-278-5541
- 58. Create tasks from e-mails
- 60. Use “Create rule”.36 mike@coachsobus.com 978-278-5541
- 63. Balance is different for everyone
- 64. Meant to make you more productive and increase your enjoyment of life!38 mike@coachsobus.com 978-278-5541
- 65. Exercise 3.2 Task: Take a private moment, when alone, to carry out the self-assessment “Ten Biggest Excuses” Review your results Establish a Meaningful Objective to resolve any issues. Handout #3 39 mike@coachsobus.com 978-278-5541
- 66. Always Remember Why We Start our Own Business? Better Income Financial Independence More life and more time with your family Freedom to work, or not to work, whenever you wanted. mike@coachsobus.com 978-278-5541
- 67. a successful business … works predictably, effortlessly and profitably each and every day..… [without a supreme sacrifice by an owner/manager] Michael Gerber – E Myth Revisited
- 68. Can Business Coaching Help Someone You Know?
- 69. Please fill out the survey
- 70. Thank YouQuestions? mike@coachsobus.com 978-278-5541
Notes de l'éditeur
- My expectations for you:Read assigned literature before each session (Ask who has done the reading for this class?)Participate actively in each sessionAsk questions! (Get the most out of this as possible)Perform the assigned homework*Group Discussion*“What are your expectations for me? This course?”Track answers on whiteboard for review at the end of each session to ensure expectations are being met
- Introduce group to the five stages:CollectProcessOrganizeReviewDoReference: DA, 24
- Collection:What needs to be collectedHow to collectOrganizing everything into ‘buckets’Reference: DA, 25
- Processing:Item-by-item thinking to empty your collection bucketsDevelop a process for emptying the collection bucketsWill cover next classReference: DA, 31
- Organizing:8 discrete categories of reminders and materialsResult from you processing all of your ‘stuff’Will cover next classReference: DA, 35
- Reviewing:Consistently look at outstanding projects and open loopsReview from the 10,000-foot levelWill cover in two classesReference: DA, 45 & 51
- Do:Whole purpose of this workflow-management process!Facilitate good choices about what you’re doing at any pointWill cover in two classesReference: DA, 49-51
- Workflow ChartDiagram showing decision-making processesHighlights processing and organizing stagesReference: DA, 32
- Processing StageThe ‘In-basket’ was filled during the “Collection” stage of the process
- Stage Three: Organizing(Discuss & highlight the steps in organizing)Eight categories of reminders and materials that will result from processing all your ‘stuff’Three main categories:1. Projects Projects Projects plans2. Actionable items Waiting Calendar Next Actions3. Non-actionable items Trash Someday/maybe ReferenceReference: DA, 35, 138
- ProjectsAny desired result that requires more than one action step to completeNo matter how big or small!(i.e. install new backyard lights)Any project that will take more than one step needs to have stakes placed in the ground to remind you there is still more to be doneNo reminder = potential for it to slip!Don’t ‘do’ a project, just the action steps(i.e. Project: Install new backyard lights, Action Step: Go to Canadian Tire to purchase lights)Reference: DA, 37, 136
- Project PlansWhen it’s time to actually do an action, like make a call, pull out these Support MaterialsWill help you in your call by providing the necessary information you will need to referenceYou will want to keep these Project plans visible for easy referenceReference: DA, 161
- Switching Gears: Does it Relate to a Meaningful Objective?Are you doing the ‘right’ things or just doing things? Easy to just ‘do’ things (i.e. answer emails, make personal calls) Need to do the ‘right’ things (i.e. solicit business during regular business hours, get client quotations out during business hours, follow-up with clients during business hours, make personal calls in the evening, answer emails once you’re done time-specific tasks such as client relations)Does it relate to a Meaningful Objective?An ultimate aim or long-term result that links to corporate or personal mission and goals statementsSomething you’re personally accountable for achieving as opposed to a shared goalReference: SM, 116-117
- Meaningful Objectives are:Rolls up to a corporate or person Mission and Goals statementHas clearly defined Outcome(s)Involved multiple Supporting ProjectsRequires multiple resourcesTakes place over time and has specific due datesIncludes corporate or personal MetricsReference: SM, 117
- Creating your Next Actions ListFour characteristics of a ‘Strategic’ Next Action:Rolls up to one of your Supporting Projects or Meaningful ObjectivesDirectly helps you accomplish a Project or ObjectiveHas no dependenciesNothing needs to happen ‘before’ you do that actionStarts with a verbAction-oriented (i.e. Go, Move, Fix)Is specific and measurableBe as specific as possibleIf you leave it for a week, you should be able to pick it up and know exactly what needs to be donei.e. Go to Canadian Tire and buy 4 25-watt light bulbs for the office lampReference: SM, 135
- Use the exercise on SNA’s from our curriculum.
- Projects List in Task Pad under either Meaningful Objectives or Supporting ProjectsIf it relates to your business: Meaningful Objectives: BusinessIf it’s just a miscellaneous: (none)Get milk on way homeKeep them in front of you and your focusUnder the Task Pad, double-click on “Click here to add a new Task”Fill in the appropriate informationUse the Project SNA Tracking Sheet to track each Project’s Strategic Next ActionsAttach this sheet to the Tasks content to continually updateUpdate the Tasks Due Date to reflect the due date of the upcoming SNAUpdate the Tasks Subject to reflect the upcoming SNAReference: SM, 118
- Processing and Organizing E-mail: Creating Appointments from e-mailsClick and hold on the emailDrag it over the Calendar icon on the left-hand menuDrag it over the Task Pad icon on the left-hand menuFill in the appropriate informationReference: Verne
- What to Review WhenSetup a personal organization system (Control Panel):CalendarAllow you to make decisions about other activities“Next Actions” ListKnow what needs to be done nextDoesn’t mean you’ll actually do anything with it just knowing is the important part“Projects” ListHave handy at all time to know your long-term workloadIn case the boss pops in“Waiting for” ListKnow what you’re waiting for and who you’re waiting forReference: DA, 182-184
- Ensure a proper Work/Life BalanceWhen you review your personal and business Meaningful Objectives, focus on them collectively and ask yourself, “Do these objectives create balance for me?”Balance is different for everyone as is how they achieve balance. To achieve balance, it could be as little as taking a lunch break or setting a weekly ‘date night’ with your spouse. For others, balance could be shopping to taking a vacation.Need to think of a time in your life where you felt ‘balanced’ in terms of your work load and investment and your personal life’s engagements. This will give you a ‘goal’ to work towards and a point of reference to help you ensure you stay there!Reference: SM, 22
- Task:Using the Six-Level Model Analogy, take a quick review of your own life and record your priorities.Give 5 minutes + a bathroom break (?).