Specialist Training Programme i–Skill

i-Skill
KNOWLEDGE MANAGEMENT

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Planning, Personal Effectiveness,

Time, Task and Paper Management

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Content
1. Critical Actions For Planning
2. The four elements of Planning
3. Vision, Mission, Values and Goal Setting
4. Time wasters and their impact on productivity
5. Dealing with the biggest time wasters

6. Getting organized
7. How to handle paper work

8. Establishing proper priorities

9. Principles for effective time management 3
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Planning

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Planning?

What, When, and how things should be accomplished in view

of the organization’s capabilities and environmental uncertainties
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Planning is bringing the future into

the present so you can do
something about it now.

– Alan Lakein

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Planning: The Primary Supervisory Function
Plans Planning

Sets the stage for all

What, When, and how things other management
should be accomplished in view function by establishing
of the organisation’s purpose and direction.
capabilities and environmental
uncertainties.

Organizing Staffing Communicating Motivating and Leading Controlling

Designing flexible Filling jobs with Making sure Getting individuals to Comparing actual
authority and appropriately skilled individuals pursue collective performance with prior
responsibility networks. people. understand and carry objectives through plans and taking
out their satisfying needs and necessary corrective
organizational roles. expectations, job action.
redesign, participation,
and influence processes.

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Key Elements of a Plan for the

Business
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Key Elements of a Plan
Strategic Plan Mission The ultimate purpose the team serves

Vision The desired future state of the team i.e.

outcomes, characteristics, and functioning.

Operations Plan Goals Immediate accomplishments needed to move

forward towards actualizing the vision and
mission.
Goals should be:
Realistic
Challenging
Aligned with company mission, vision, goals, policies, etc
Name the target
Measurable
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Elements of an Operations Plan
Objectives The operational definitions of the goal
−Specific
−Measurable
−Achievable
−Results Oriented
−Time Constrained

Action plans These plans need to answer the question:

−What should be done?
−Who should do it?
−Where should it be done?
−When should it be done?
−How should it be done?
−With what resources?
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Elements of an Operations Plan
Responsibilities Action plans need to have persons
Assigned assigned to manage the plan.

Timeframes Action plans should have a timeframe

Identified associated with its expected completion
date or time.

Resources to Resources to support each action need to

Support the Plan be clearly specified and acquired.

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Planning Primer

• Develop the plan

• Select and train people – provide resources – eliminate
obstacles
• Implement the plan
• Revise as necessary
• Follow up
• Be persistent

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Worksheet 2.1 – 2.8

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Key Factors on the Planning Continuum

Making Decisions As A Leader

Planning Continuum

Time
Management Delegation
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Key Elements of a Plan for the

Individual
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Critical Actions For Planning and Time Management
Mission Vision Goal Value

A task you believe The ability to Something Deep-seated,

is your duty to anticipate that you want pervasive
carry out to which
you attach special possible future to achieve. standards that
importance. events and influence almost
developments. every aspect of
your life.
What you are
living for. Where you are
going to.
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Planning Framework

• What are my objectives?

• What information do I need to collect?
• What are the key decision areas?
• What factors should I take into account?
• What is the context?
• Who should I consult?
• What are the risks?
• What contingencies do I need to allow for?
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Self & Time Management

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POWER QUOTE

“Whether we judge from the

history of individuals, or from the
history of nations, we shall find
that failures have been due, not
to material disadvantages, but to
defects in character”
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“Success is the continuous realization of an worthy ideal”

- Earl Nightingale

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Why Manage Time and Self

• Establishing our priorities

– What is most important to us in terms of our values –
Effective self management
• Executing around priorities
– A schedule to ensure that “things that matter most are
never left at the mercy of things that matter the least” -
Appropriate time management tool.
• Work and life balance
– Strike a balance between work and life outside work.
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Establishing Priorities (Personal Mission Statement)

 Begin with the end in mind

 Centered on correct principles

 Writing personal mission statement
 Lying in State

 Values you would want to be associated with at the end

of your life
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Self & Time Management i–Skill

ial
Soc
En k
e
my or
W
Se
lf
Principle Spiritu
al
W
rts

Family
ea
Sp o

l th

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Centered on correct principles

– Use your endowment of imagination to mentally

create the end you desire.

– Correct principles that will be the source of your:

• Security
• Guidance
• Wisdom
• Power
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Centered on Correct Principles

– Correct principles never change

– Deep fundamental truths and classic truths
– Bigger than people or circumstances
– Have triumphed over the ages.

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Writing your personal mission statement

• Personal responsibility in our lives for:

– What we want to be
– What we want to do

• Takes deep introspection, careful analysis, thoughtful

expression.

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Everyone has his own specific vocation or mission in life.

Therein he cannot be replaced, nor can his life be
repeated. Thus everyone’s task is as unique as his specific
opportunity to implement it.

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Writing your personal mission statement

o Complete and concise expression of your innermost

values and directions.

o Review it regularly.

o The definitive expression of your vision and values.

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Writing your personal mission statement

• Visualize your retirement.

• What contributions, what achievements will you want to

have made in your work?

• What plans will you have after retirement?

• Will you enter into a second career?

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Writing your personal mission statement

Visualize that you have only one more month to live

How would you relate to your family, co-workers,
friends, customers, supplier etc?
Visualization and affirmation
o It’s personal
o It’s positive
o It’s present tense
o It’s visual
o It’s emotional
– Writing distills, crystallizes and clarify thoughts.
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Quote

“The successful person has the habit of doing

things failures don’t like to do. Successful
people don’t like doing them either. But their
disliking is subordinated to the strength of their
purpose”.

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Writing Your Personal Mission Statement

• Identifying roles and goals

• Different roles
• Goals

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Writing Your Personal Mission Statement

 Roles and goals give structure and organized directions

to your personal mission.

 Identify the various areas of your life and the two or three
important results you feel you should accomplish in each
area.

 Roles and goals give you an overall view of your life and
a sense of direction.
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But if you are proactive, you do not have to wait

for circumstances or other peoples’ perspective
expanding experiences. You can consciously
create your own.

Stephen Covey
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What currently prevents us meeting our objectives?

• Inappropriate Time Management Tools

• Ineffective Self Management

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Activity 2.9 – 2.15

Craft Your Personal Vision, Mission and Value Statement

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Common Characteristics of Successful People

• Not hard work

• Not good luck
• Not astute human relations
• Putting “first things first”

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Human Endowment

• Self Awareness
• Imagination
• Conscience
• Independent will

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Independent Will

• Ability to make decision and choices and to act in

accordance with them.

• Ability to act rather than to be acted upon.

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Things which matter most must never be at the mercy of

things which matter least.
- Goethe

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Effective Management of Time and Self

 Independent will

 Your own deep values and their source.

 The will and the integrity to subordinate your

feelings, impulse and moods to those values.

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Appropriate Time Management Tools

• Four Generations of Time Management

Notes and checklists
Calendars and appointment books
Prioritization with Daily Planning
Self Management.

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Planning & Prioritization
The Time Management Matrix
Urgent Not Urgent
I II
ACTIVITIES: ACTIVITIES:
Important

Crises Relationship building

Pressing problems Recognizing new opportunities
Deadline-driven projects Planning, recreation

III IV
ACTIVITIES: ACTIVITIES:
Not Important

Interruptions, some calls Trivia, busy work

Some mail, some reports Some mail
Some meetings Some phone calls
Proximate, pressing matters Time wasters
Popular activities Pleasant activities.

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Effective Self Management Quadrant II

II Result
•Vision, Perspective

•Balance

•Discipline

•Control

•Few Crises
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CRITERIA FOR QUADRANT II ORGANIZER

1. Coherence
2. Balance
3. Quadrant II Focus
4. A “People” Dimension
5. Flexibility
6. Portability

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Effective Self Management

• Look at the nature of those questions; What one thing

could you do in your personal and professional life that, if
you did on a regular basis, would make a tremendous
positive difference in your life?

• Quadrant II activities have that kind of impact.

• Our effectiveness takes quantum leaps when we do

these activities.

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Quote

• Obstacles are those frightful

things you see when you take
your eyes off the goal

- Hannah More

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How to Deal with Time Stealers/Wasters

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Dealing With The Biggest Time Wasters
 Use the phone as a business tool
1 Telephone Have clear callback times and Plan your
calls in advance
interruptio  Take good notes
ns

 Create a quiet time for work

2  Stand up quickly and bring discussion to a
Unexpec close
ted  Arrange specific meeting times or do the
visitors visiting yourself
 Is the meeting necessary
 Write an agenda, start and stop on time
3 Meetings  Cover important items first
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 Summarize each conclusion
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Dealing With The Biggest Time Waster

4 Indecision  Delegate decision-making

and delay  Set a deadline for decision-making
 Get the facts before deciding
 Overcome the fear of failure

5 Procrastination  Set worthwhile goals

 Visualize your tasks as completed
 Practice positive affirmation
 Refuse to make excuses

6 Socializing and idle  Socialize at appropriate times

conversation  You are a knowledge worker
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Activity: 2.18

Dealing With The Biggest Time Wasters

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Effective Self Management

• Learn to say “No”

• Create time by saying “No” to Quadrant III and IV

activities.

• Apply this time saved to Quadrant II activities.

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Effective Self Management

• Organize and execute around balanced priorities.

• Why do you fail to meet your objectives:

- Inability to prioritize
- Inability or desire to organize around those priorities
- Lack of discipline to execute around your priorities
For most of us the main fault is discipline and the reason is that
our priorities have not been fully internalized.

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Appropriate Time Management Tool

• Fourth Generation Planning Tool

– Fourth generation adds a new dimension, it

empowers us to move to Quadrant II, to become
principle-centered and to manage ourselves to do
what is truly most important.

– Convergence of time management and self

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Appropriate Time Management Tool

• Fourth Generation Planning Tool:

– Four key activities

• Identifying Roles
• Selecting Goals
• Scheduling
• Daily Adapting

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“Time is money.”

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Importance of Good Time Management

 Time is scarce
 Reflects the law of sowing and reaping
 Helps you develop customer service qualities
 Allows you focus on KRA’S
 Allows you work smarter
 Gives you a good feeling of achievement
 Nothing is neutral
 You become a factory
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Worksheet 2.17
Time Quotient Self-Report

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Getting Control of Your Life
5 stages of managing workflow

• Collect

• Process

• Organize

• Review

• Do
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Collection Tools:
• Physical paper in-
basket

• Paper based note

taking devices

• Electronic note taking

devices

• E-mail
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Collection Success Factors
• Every open loop must be
in your collection system
and out of your head

• You must have as few

collection buckets as you
can get by with

• You must empty them

regularly

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 “ Stuff”
Workflow
Diagram - In-basket Trash

Processing
What is it?
Someday/Maybe:
Tickler file:
Hold for review
Is it actionable?
No

Projects (planning)
Multistep
projects Yes Reference:
Retrievable when
required
What’s the next action?

Project Plans
(review for actions) Will it take less than 2minutes?

Yes No

Do it Delegate it Defer it

Waiting Calendar Next Actions 62

(for someone else to do) (to do at a specific time) (to do as soon as I can)
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When You Have Finished Processing:
 Trashed what you don’t need

 Completed any less than two minute actions

 Handed off to others anything that can be

delegated

 Sorted into your own organizing system

reminders of actions that require more than
two minutes

 Identified any larger commitments (projects)

you now have, based on the input

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 “ Stuff”
Workflow
Diagram - In-basket Trash

Organising
What is it?
Someday/Maybe:
Tickler file:
Hold for review
Is it actionable?
No

Projects (planning)
Multistep
projects Yes Reference:
Retrievable when
required
What’s the next action?

Project Plans
(review for actions) Will it take less than 2minutes?

Yes No

Do it Delegate it Defer it

Waiting Calendar Next Actions 64

(for someone else to do) (to do at a specific time) (to do as soon as I can)
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When You Have Finished Organizing:
 A “Projects” List

 Project support material

 Calendared actions and information

 “Next Actions” lists

 A “Waiting For” lists

 Reference Material

 A “Someday/Maybe” List 65
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Calendar:
• Time-specific actions

• Day-specific actions

• Day specific
information

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Review (Weekly):
• Gather and process all your “stuff”

• Review your system

• Update your lists

• Get clean, clear, current and

complete

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Do: Three Models for Making Action Choices
• The Four Criteria Model for
Choosing Actions in the
Moment

• The Threefold Model for

Evaluating Daily Work

• The Six Level Model for

Reviewing Your Own Work

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Do:

The Four Criteria Model for

Choosing Actions in the Moment

Context Time available Energy available Priority

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Do:

The Three Fold Model For

Evaluating My Daily Work

Doing Predefined work Doing Work As Defining

it Shows up Your Work

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50,000+feet:

Do: Life

40,000feet:

Three to five year vision

30,000feet:
The Six-Level Model
for Reviewing
One- to-two year goals
Your Own Work

20,000feet:

Areas of responsibility

10,000feet:

Current Projects

Runaway: Current actions

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Activity: 2.19

Priority Introductions

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Key Learning Points:
In prioritizing, regard things in three groups;
1. Essential ***
2. Desirable **
3. Dispensable *

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Activity
Worksheet 2.20

Establishing Proper Priorities

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Activity:
Worksheet 2.21

A timed exercise

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Key Learning Points:

• Most often it saves time if you ‘take time to

make time’
• It saves time if you act on time

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Activity:

The Time Management Grid

- planning zone
- waste zone
- action zone
- crisis zone

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Dealing with the Crisis Zone:
Identify what is actually in there

Identify how it got there

If you put it there, organize your time, make use of

planning and action zones

If someone else put it there, you need to talk to them

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Establishing Proper Priorities
The ABCDE Method

A List B List C List D List

Tasks you Tasks you Tasks that Delegate
must do. should do would be everything
This is first nice to do Possible
priority

E List
Eliminate everything possible 79
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The Law of Forced Efficiency:

There is never enough time to do

everything, but there is always
enough time to do the most
important thing

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The Law of Forced Efficiency:
 Why am I on the payroll

 What are my highest value activities?

 What are my key result areas?

 What can I and only I do, if done well, will make a real
difference?

 What is the most valuable use of my time right now?

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The 10/90 Rule:
The rule states that 10% of the time you spend
planning and organizing your work, before
you begin, will save you 90% of the time in
getting the job done once you get started

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Handling Paper Work

The 4 D’s

DO IT DELAY DELEGATE DUMP IT

IT
IT

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Worksheet
Action Plan For Time Management

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Debrief of Workshop
 What happened for you during this workshop? What did
you feel? What did you see or hear that was important
to you?

 What are some key learning’s for you? What

specifically are you taking away from this workshop?

 Action Plan. How will you implement what you have

learned on the job?

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BEST Time To Plant A Tree Is TWENTY
The

YEARS ago, The Second Best Time Is NOW!

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THANK YOU

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