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Time and Priority Management


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Time and Priority Management

  1. 1. Manage Time Priorities Protect Sherry Prindle the Heartfelt Tornado and Motivational Mastermind
  2. 2. Sherry Prindle Your Presenter: Sherry Prindle the Heartfelt Tornado and Motivational Mastermind
  3. 3. Change Takes: Information + Motivation (Pain & Pleasure) The Pain of Staying the Same Must Exceed the Pain of Change. What can you do to create discomfort?
  4. 4. Design Your Life: <ul><li>Define </li></ul><ul><ul><li>Who I am </li></ul></ul><ul><ul><li>What I want </li></ul></ul><ul><ul><li>What I am about </li></ul></ul><ul><li>Set Boundaries/Train Others How to Treat You </li></ul>
  5. 5. Let’s Start by Identifying Our Priorities Life By Design by Dr. Rick Brinkman
  6. 6. Now Decide What You Want
  7. 7. Mind Mapping Break goals down into tasks
  8. 8. How to Mind Map <ul><li>Dump ideas around a circle </li></ul><ul><li>Subgroup </li></ul><ul><li>Flesh out content </li></ul><ul><li>Convert </li></ul>Map & Master by Sherry Prindle www.masterlistlife.com
  9. 9. Human Beings Can’t Do Projects; They Can Only Do Tasks <ul><li>Mind map goals </li></ul><ul><li>Break goals and projects into steps </li></ul><ul><li>Break steps into tasks </li></ul><ul><li>Schedule tasks daily </li></ul>
  10. 10. <ul><li>Keeping things in your head is an inefficiency </li></ul>
  11. 11. Capture Everything <ul><li>Organize, Prioritize, Delegate Communicate, Focus Set Boundaries, Train </li></ul>Daily To-Do List
  12. 12. RIDER: conscious neocortex HORSE: unconscious limbic system Self-Discipline and Emotional Control Dr. Tom Miller
  13. 13. Your Horse is your survival mechanism. Same = Safe Different = Dangerous How many things have you actually ever managed to change?
  14. 14. “ That’s stupid; that won’t work” Watch the 8-Minute Video at www.SherryPrindle.com
  15. 15. <ul><li>What’s working? </li></ul>Managing Multiple Priorities What’s NOT working? Organizing from the Inside Out Julie Morgenstern ( book)
  16. 16. Managing Multiple Priorities
  17. 17. <ul><li>What would you do if you could not fail? </li></ul><ul><li>What would make you most excited to get up and face the day? </li></ul><ul><li>If you had $100 million in the bank, what would you do every day? </li></ul>The New Psychology of Achievement by Brian Tracy
  18. 18. Solution Problem Past Future Zone of Negativity Present How to Overcome Negativity in the Workplace
  19. 19. <ul><li>How to Overcome Negativity in the Workplace </li></ul><ul><ul><li>What can we do differently THIS TIME? </li></ul></ul>
  20. 20. L iked B est s N ext T ime s
  21. 21. Stop Overscheduling Yourself <ul><li>How many hours a week do you work? </li></ul><ul><li>What percent of you time gets taken up in “non-to-do list” activities? </li></ul><ul><li>How many hours is that? </li></ul><ul><li>How many hours can you plan? </li></ul>40 40% 24 16 The Green Numbers are Averages Across All Industries
  22. 22. <ul><li>x % of interruptions </li></ul><ul><li>subtracted from work hours </li></ul><ul><li>= </li></ul>Average Hours You Work Plannable Hours
  23. 23. <ul><li>“ What’s the best use of my time now?” </li></ul><ul><li>Brian Tracy —The New Psychology of Achievement </li></ul>
  24. 24. Law of Control People are happy to the degree they feel in control 21 Ways to Diffuse Anger & Calm People Down
  25. 25. <ul><li>If someone is a jerk, </li></ul><ul><li>whose problem is that? </li></ul><ul><li>Why do people behave as they do? </li></ul><ul><li>It works for them </li></ul><ul><li>BUT it only works if you buy into it </li></ul><ul><li>We give in to others’ manipulation when they hit on an area where we have a seed of self doubt. Jack Canfield, Self-Esteem & Peak Performance </li></ul>
  26. 26. Disintegrate Conflict <ul><li>Intent—the other person’s rationale for saying or doing something </li></ul><ul><li>Criteria—the requirements that must be met in order to reach agreement </li></ul>
  27. 27. Covey’s Four Quadrants Adapted from The Seven Habits of Highly Effective People by Stephen R. Covey Crisis . . . . . . always costs more Waste Deception Commit to Quadrant 2 DAILY Planning
  28. 28. Live Without Regret Deathbed
  29. 29. Your In-Basket Won’t Be Empty When You Die Don’t Sweat the Small Stuff; and It’s All Small Stuff by Richard Carlson
  30. 30. Quadrant 2 at Work <ul><li>Planticipate </li></ul><ul><ul><li>Mind Maps </li></ul></ul><ul><ul><li>Work Flows </li></ul></ul><ul><li>Organize </li></ul><ul><ul><li>Templates </li></ul></ul><ul><ul><li>Checklists </li></ul></ul><ul><li>Prioritize </li></ul><ul><ul><li>relationships </li></ul></ul><ul><ul><li>well being </li></ul></ul><ul><li>Communicate </li></ul><ul><ul><li>Preferences </li></ul></ul><ul><ul><li>FAQs </li></ul></ul><ul><li>Train </li></ul><ul><ul><li>Dynamic Mind </li></ul></ul><ul><ul><ul><li>reading </li></ul></ul></ul><ul><ul><ul><li>memory </li></ul></ul></ul><ul><ul><li>Technology </li></ul></ul><ul><ul><li>Confidence </li></ul></ul>
  31. 31. 80% of the work gets done in 20% of the time 80 Items Value 80 20 20
  32. 32. Everything You Do <ul><li>Which of your responsibilities has the greatest impact on the bottom line? </li></ul><ul><li>Which do you think most helps the customer? </li></ul><ul><li>Which do you enjoy the most? </li></ul>
  33. 33. <ul><li>Investment: time, money, energy </li></ul><ul><li>effort, intellect, emotion </li></ul><ul><li>How Much? </li></ul><ul><ul><li>Horse: “That’s too much.” </li></ul></ul><ul><ul><li>Rider: “What do I get?” </li></ul></ul><ul><li>Low investment yields low return </li></ul>R O I
  34. 34. <ul><li>What if I do it? </li></ul>Managing Multiple Priorities What if I don’t?
  35. 35. Practice and Repetition <ul><li>Visual/Audio Reminders </li></ul><ul><li>Coaches and Mentors </li></ul><ul><ul><li>Accountability Partner </li></ul></ul><ul><ul><li>Audio Learning </li></ul></ul><ul><li>Daily Rituals </li></ul>
  36. 36. Coping Statement “ This is a test This is only a test This will not be important in ten years”
  37. 37. <ul><li>Am I inventing things to do to avoid the Important? </li></ul><ul><li>Am I being productive or just active? </li></ul>The Four-Hour Work Week by Timothy Ferriss
  38. 38. Keep a Time Log <ul><li>Techniques: </li></ul><ul><ul><li>Track everything as you do it </li></ul></ul><ul><ul><li>Try a checklist format </li></ul></ul><ul><ul><li>Outlook “Journal” feature </li></ul></ul>Taking Control of Your Workday by Dick Lohr
  39. 39. <ul><li>The Organized Executive , by Stephanie Winston </li></ul>Clutter is the systematic putting off of decisions T - Throw away R - Route to someone else Joe, This requires your expertise A - Act on it lkdf dkdh dlkfhj slkdh skdls ksk shsk sks kolslhs lityys lthls lkdf dkdh dlkfhj slkdh skdls ksk shsk sks kolslhs lityys lthls lkdf dkdh ld dlkfhj slkdh sk dls ksk shsk kolslhs F - File it R - Read it Later
  40. 40. Win-Lose Mentality Does conflict most often come from differing GOALS or differences of OPINION on HOW to achieve the goals? Know when you are being manipulated and defend yourself tactfully Dealing with Conflict & Confrontation Dr. Helga Rhode
  41. 41. <ul><ul><li>What exactly is the problem? </li></ul></ul><ul><ul><li>What are our options? </li></ul></ul><ul><ul><li>What do you recommend we do? </li></ul></ul>Napoleonic Problem Solving The One-Minute Manager Meets the Monkey
  42. 42. Interruption Log Interruption Log   :00 - :10 :10 - :20 :20 - :30 :30 - :40 :50 - :00 7:00 AM           8:00 AM           9:00 AM           10:00 AM           11:00 AM           12:00 PM           1:00 PM           2:00 PM           3:00 PM           4:00 PM           5:00 PM          
  43. 43. Deflect or Shorten Interruptions <ul><li>Acknowledge and reschedule </li></ul><ul><li>Set a time limit up front -“I have about 7 minutes, then I have to get back to this…” </li></ul><ul><li>Summarize </li></ul>
  44. 44. How to Say “No” <ul><li>Acknowledge </li></ul><ul><li>“ Sure” </li></ul><ul><li>Alternative solutions </li></ul>Boss: I need you to get this done before you leave You: You need this right away? Sure, I’ll get started now, and finish up in the morning before you come in, or did you want me to set this other thing aside?
  45. 45. FLEX <ul><li>“ You’re Right” </li></ul><ul><li>“ Haven’t you done that yet?” </li></ul><ul><li>“ Not yet, but I’ll have it by two.” </li></ul><ul><li>Camouflage </li></ul><ul><li>“ I don’t care what you think, change it.” </li></ul><ul><li>“ Okay, and don’t forget the meeting at noon.” </li></ul><ul><li>Ask the Game </li></ul><ul><li>“ I’m glad we heard from the peanut gallery—that really clears things up.” </li></ul><ul><li>“ Was there something in particular you wanted me to clarify for you?” </li></ul>
  46. 46. <ul><ul><ul><li>ASAP </li></ul></ul></ul><ul><ul><ul><li>Hurry </li></ul></ul></ul><ul><ul><ul><li>Right Away </li></ul></ul></ul>Offer Definitions “ If I were __ what would I be doing?” Life By Design by Dr. Rick Brinkman
  47. 47. Managing Multiple Bosses <ul><li>Use traditional planning methods when possible and as “proof” of your work </li></ul><ul><li>Have a five-minute morning huddle or share schedules and priorities some other way </li></ul><ul><li>Incorporate work for all your bosses into one color-coded planning and prioritizing routine </li></ul><ul><li>Have bosses work it out among themselves </li></ul><ul><li>First in, first out </li></ul>
  48. 48. <ul><li>Steps to Staying Calm </li></ul><ul><li>Breathe </li></ul><ul><li>Time Out </li></ul><ul><li>Switch to Left Brain </li></ul>
  49. 49. Bring Sherry Prindle in to Train Your Group