Time Management by Viraj Profiles Pvt Ltd

TIME MANAGEMENT introduction to

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There never has been…there is not now…and there never will be any boss but the customer. He is the one boss you must please. Everything you own…

Effectiveness= Actual output / Desired output

The problem is usually when there is a gap between the CLOCK and the COMPASS. We feel trapped, we feel controlled by other people or situations. We are constantly responding to crises. We see deterioration in our relationships especially with our loved ones and eventually we just learn to live with this imbalance in our lives by giving n number of excuses and justifications.

Developed by: Amar Pathak

Efficiency = output / input

Welcome to the program!

There never has been…there is not now…and there never will be any boss but the customer. He is the one boss you must please. Everything you own…he has paid for. He buys you your home, your clothes and your possessions, pays for your holidays and puts your children through the school. He will give you every promotion you will ever obtain during your lifetime… and he will discharge you if you displease him.

The twenty first century will be the consumer age; he will dictate the fortunes of even well established and powerful companies.

When he has become your boss, why not know him better?

The best way to manage your boss is to manage yourself well.

This workshop attempts to bring about a fresh understanding about your customers and you as well.

Enjoy the program!!!

MY expectations from this programme:

Your name:

Introduction

Your family details:

Mention any one star achievement that you have had in life so far (academic, professional, personal) / or any event in your life that you felt good about.

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THE CLOCK AND THE COMPASS

There are two contrasting tools, which are usually instrumental in directing us towards what we should be doing: the CLOCK and the COMPASS.

The CLOCK represents our

 Commitments

 Appointments

 Schedules

 Goals

 Activities

i.e. what we do with, and how do we manage our time.

The COMPASS represents our

 Vision

 Principles

 Values

 Mission

 Conscience

 Direction

i.e. what we feel is important and how we lead our lives.

The problem is usually when there is a gap between the CLOCK and the COMPASS. We feel trapped, we feel controlled by other people or situations. We are constantly responding to crises. We see deterioration in our relationships especially with our loved ones and eventually we just learn to live with this imbalance in our lives by giving n number of excuses and justifications.

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Paradigms in Time Management

Let us look at certain underlying paradigms in the third generation as this generation represents the “ideal” for majority of people and the ultimate goals desired by the first two generations.

These paradigms are like maps. They are not the territory; they describe the territory. And if the map is wrong it’s going to be very difficult for us to get where we want to go. We can work on our behaviour; we can work on our attitude but its not going to solve the problem as the main problem is that we have got the wrong map.

Control: The primary paradigm of the third generation is one of control – plan it, schedule it, manage it. Majority of people have this great ambition to be in “control” of their own lives. But are they?

The fact is that nobody is in control; it’s the principles that govern. We are sure, you will say, “but we can control our choices”. But can you control the consequences of those choices?

To think we are in control is an illusion. It puts us in the position of trying to manage consequences. In addition, we can’t control other people. Can we? And because the basic paradigm is one of control, time management essentially ignores the reality that most of our time is spent living and working with other people who can not be controlled.

Efficiency: This is one of the most important paradigms, which has ruled the concept of time management so far. To define efficiency we would say “ getting more done in less time”.

Its great, isn’t it? More work gets done, waste is eliminated. We streamline ourselves, and we work faster. Increased productivity is the ULTIMATE goal, we strive, we fight, we struggle, we profess, we expect.

Don’t you think that the underlying assumption here that “faster “and “more” is better? But is it necessarily true?

In addition do you think you can be “efficient” with people? For instance, your spouse wants to talk to you about some emotional grievance. Can you afford to say, “Well, tell me fast. I’ve got only ten minutes scheduled for this.”

While you can be efficient with things you can’t be efficient – effectively – with people.

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Values: What we value decides what our choices and actions will be. But we value many different things – love, security, money, status. But just because we value something, will it create quality-of-life results?

When what we value is against the natural laws and principles how can we expect to be successful and have quality life. We cannot be a law unto ourselves.

Independent achievement: The traditional time management focuses on achieving, accomplishing, getting what you want and not letting anything get in your way.

We tend to treat other people just as instruments or resources through which we can get more done faster. Or we tend to treat people as obstacles or interruptions.

Instead of treating relationships as transactional, if we can create transformational relationships, wouldn’t we be able to exchange our mutual understandings, insights and most importantly exciting new learnings.

Chronos: This is the method of traditional time management approaches. This Greek word meaning ‘chronological time’ depicts the importance of every second of our lives. The clock essentially dominates our lives.

But there is another approach – another paradigm – we can look into, Kairos – an “appropriate time” or “ quality time” – paradigm. What is essentially being said here is that time is something to be experienced. How much value you get out of the time you put into anything is much more important than the amount of time you have spent.

Benefits of Time Management

 Higher Productivity and Satisfaction both On The Job and in Your Personal Life

 More Creative Way of Working as The Mind is More focused

 Improved delegation helps to free your time besides being a powerful developer and motivation of your subordinates

 You can devote more time to important things such as planning, subordinate development, quality improvements. These in turn, free more of your time from crisis, mistakes and fire fighting.

 A feeling of self-mastery grows on you as you implement actions moving you towards important goals.

 You begin to conserve more energy as things get more organized

 You achieve lower stress, higher poise and greater well-being

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How much is your time worth?

Value of Time

Have you ever wondered what your time costs per hour or per minute?

Please do this exercise.

1 Write down your annual salary along-with bonus, perks, LTA, HRA, P.F., Commissions etc.

2 Add 100% of your salary for overheads (Office space, AC, Travel, Telephone, Secretaries, Administrative help etc.)

3 Total amount

4 Divide the total by the number of working days in a year after deducting annual leave, casual leave and holidays to get your total cost per day.

5 Divide your daily cost by 8 to give your cost per hour.

6 Finally divide your hourly cost by 60 to get your cost per minutes.

Keep the last two figures in mind while dealing with unnecessary phone calls, unproductive meetings or unwanted visitors.

Ask yourself, “Is what I am doing worth my per minute cost?”

Self Organisation

Are you well organized?

Few things do more to undermine an executive’s credibility than a reputation for being badly organized. Bad working habits can only lead to a loss of respect from your boss and / or the people who work for you.

The key to organizing others is to be well organized yourself.

Answer YES or No to these questions:

Do you have a plan for how you will spend your day when you arrive at the office?

Do you give priority to the things that must be done rather than the things you like to do?

Do you have a regular time each day for dealing with correspondence and administrative activities?

Do you deal with most of your mail / paper on the day that it arrives? Do you know what time of the day you work most effectively, and, therefore, use this for working on your most difficult task?

Do you keep your desk clear of all papers except those on which you are working?

Do you set aside a period of time each day to make important outgoing telephone calls?

Before calling do you make notes on all the key points you would like to cover?

Do you make full use of your diary for noting down dates, times, places, names, addresses, telephone numbers etc.?

Do you have an efficient reminder system?

Do you devise effective procedures for dealing with routine work?

Do you know which papers are in which drawer of your desk?

Do you have a efficient filing system?

Do you cut off your telephone during important meetings rather than suffer constant interruptions?

Do you let your secretary / colleagues know where you can be contacted if you leave your office for an unscheduled meeting / activity?

Indicate your reaction to each of the statements as follows:

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1: Disagree completely

2: Neither agree nor disagree 3: Agree completely

Try and answer most of the questions as either 1 or 3. Do not choose the middle path always.

No. Description

1 Planning is an important aspect of any task. Work done without planning may result in re-work which in turn will result in wastage of time.

2 Pareto’s principle or the 80/20 rule applies to most situations. 80% of the results are achieved with 20% of the effort. Figure out what makes the 20% so productive Spend more time on these high productive jobs and reduce the time spent on low productive jobs.

3 In order to appreciate the importance of time management, it is important to calculate the worth of your time. You will be surprised to see its worth, once you calculate the same. For many, this may be the first step taken towards time management.

4 Many people lead structured lives and may not entertain visitors without prior appointment. Confirm the appointment before going for the meeting. Firstly, it reminds the person about the meeting. Secondly, it will save time in case the person is unavailable.

5 While you are waiting before meeting a person, you must keep busy. Not only do you save on time, it also looks better and gives an impression that you have no time to waste.

6 Many people try to play power games by keeping others waiting for them. Just as we must value our time, we must also learn to value other’s time. This will help in creating better relationships with others in the long run.

7 It is easy to ignore the time spent in traveling while assessing time management. Travel time for most of us will turn out to be quite high. It is important for you to use this time more effectively.

8 Before taking up a task, analyze whether it helps you achieve personal or professional goals. In case it does not enhance either of them, it will be probably be worth trying to either drop them or delegate them if possible.

9 Too much enthusiasm on perfection of plans will result in much time spent unnecessarily. It may also result in delayed implementation.

10 Putting off unpleasant, routine or boring chores is human nature. Here you must bring in self-discipline. Think positively about the outcome of the job. You may even promise yourself a special reward for completing the job.

11. Often, people fuss over tasks for a long time even after achieving a certain level of completion. Not all jobs need perfection and it is not cost-effective to achieve the same.

12. Many people may derive tremendous pleasure out of achieving tight deadlines. The problem with this is that the work may be delayed to get the

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rush of adrenaline and will lead to wastage of time. Occasionally, the deadlines may slip due to the delay.

13. Not all the jobs that you do need perfection and may not be cost-effective for you to do. By delegating such jobs to others, you can utilize your time better.

14. Other people may not have as disciplined an approach to work as you. You may end up wasting a lot of time if you encourage such visitors. You need not oblige all such casual visitors.

15. Make/Update a To Do List everyday. Set a time in the day for doing the same. One way to organize your list is to put the most important activity at the top followed by the activities with decreasing priority.

16. Paperwork is a necessary evil. For efficient time management, take an action on it right away as it comes to your workstation. Alternatively, you can prioritize the action to be taken on the papers received by you.

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Time log on Kamlesh Shah

Case Study – A Busy Professional

 On the following pages you will find a completed Time Log for KAMLESH SHAH, a manager of a software design company.

You will work for 20 minutes in small groups on this exercise as follows:-

 Each group would review Kamlesh’s Time Log and determine effective an ineffective use of his time.

 The objective of this group would be to save 105 minutes of his time spent so that he could go home by 6 p.m.

 A spokesperson shall deliver the findings of the group.

Call up Anil to fix up appointment of lunch with an objective of discussing general ideas on proposal to TELCO during lunch.

Phone with the vendor about technical support to one of their clients

Mohan’s question on company policy regarding absenteeism / LTA

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4.20

Gathered some more material for the proposal

4.30 Resumed working on the proposal

5.15 Kumar comes in again – they make plans for an evening drink

5.20 Kumar & Kamlesh personally go and pick up the liquor from the shop

5.40 Calls for Coffee and chats

5.45 Calls up home telling his wife of the evening gathering

5.50 Discusses proposal with Kumar

6.00 Summoned by Boss who wanted a brief on the latest development regarding Mahindra & Mahindra project

6.30

Once again sits down on the proposal

7.00 Went out to pick up a packet of cigarettes

7.10 Received the proposal

7.20 Took out a hard copy

7.25 Engaged in light banter with the office people

7.45 Packed up for the day

Q: Do you also have any challenges common with those of Kamlesh Shah?

o Awareness is really the key to good time management.

o The moment you become aware of how you are using your time, you automatically take a relook at your life and your priorities.

o Without any data, it is often difficult to really find out where you meet to modify your time expenditure.

o Maintaining a time log is one of the best ways to find out how much time you are spending on various tasks.

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Analysis of time log

At the end of 7 days transfer the data generated to this page.

Total hours available to you

No. of hours spent on important activities

No. of hours spent on doubtful activities

No. of hours spent on useless activities

Benefits of Time Log

o Gives you live concrete data on your time expenditure.

o By jotting down how you are spending your time, you automatically become more aware.

o It is confidential.

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Time / Activity Log Analysis

From your log, work out the following:

 Time spent per task (compare this with your estimated time from the work analysis section for a typical week).

 Total time spent on planned tasks / Total time spent on unplanned tasks

 Tasks you could have delegated

 Tasks that were active Vs. Tasks that were reactive

 The times when you:

a) Got most work done

b) Got most telephone interruptions

c) Got most other interruptions

 Who were the people you communicated with most? Was this productive?

People Skills

Managing Your Boss

Do you clarify key priorities with your boss?

Can you say “No” to demands from him / her?

Can you discuss Time Management issues with him / her?

Do you have frequent progress review?

Yes Total: Managing Upwards

Managing Subordinates / Delegation

Do you allow your secretary (if you have one) to manage you?

Do you set clear priorities to subordinates?

Do you coach and develop them?

Do you encourage them to solve their own problems?

Do you avoid interrupting them unnecessarily?

Do you delegate interesting work to them?

Are you available to your subordinates when they need you?

Do you; let them know well in advance of work they have to do, with approximate timings?

Do you let them know how their work contributes to the organization’s goals?

Do you have time for them as individuals?

Yes Total: Subordinates

Managing Colleagues

Do you keep meetings to a minimum?

Do you keep your colleagues informed on issues they need to know about?

Do you allow them time with you?

Can you deal with them if they interrupt you unnecessarily?

Yes Total: Colleagues

Planning & Scheduling Skills

Planning & Prioritizing

Do you have a clear idea of your job purpose and priorities?

Do you determine your daily priorities in advance? (A daily “to-do” list?

Do you plan and schedule activities weekly, monthly and annually?

Do you use a diary or planner chart/ Do you plan travel / meetings / appointments to save time?

Total: Planning & Prioritizing

Paperwork

Do you have a system for organizing paperwork?

Do you filter out paper work you don’t need?

Do you act on every piece of paper as you receive it?

Do you keep your outgoing paper work to a minimum? Can you “speed read”?

Total: Paperwork

Doing Skills

Doing

Do you do what you have agreed to, as soon as possible?

Do you spend most of your time on major activities?

Are you able to react positively to crisis?

Do you have regular times for routine tasks?

Can you deal effectively with interruptions?

Do you avoid putting off things or tasks to do?

Total: Doing

Travel

Do you avoid unnecessary travel?

If you have to travel, do you do something else at the same time?

Total: Travel

Finishing Skills

Do you try to finish one thing before you go on to the next?

Do you set clear time limits for meetings, tasks?

Do you meet deadlines?

Do you avoid unnecessary detail?

Are you precise about time allocations?

Total: Finishing

Objective Thinking Skills

Do you keep a time / activity log?

Do you constantly monitor your use of your time?

Do you stand back and ask yourself, ”Am I making the best use of my time now?”

Do you follow a systematic problem / solving process?.

Do you set aside time for thinking about things in depth?

Do you have someone to protect you from unnecessary phone calls or interruptions/

Total: Objectivity

Self Motivation

Are you aware of what you enjoy doing?

Are you clear about your strengths and weaknesses?

Do you take into account your body rhythms?

Do you avoid being swamped by other people’s priorities?

Do you give appropriate weightage to your own needs?

Do you reward yourself for good work, well done?

Total: Self

Innovating – Doing it Better

Are you constantly looking for better ways to do things?

Do you use time – saving devices?

Do you question traditional practices?

Do you try and create new time saving procedures?

Total: Innovation

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Getting Resources

Do you have a network of people you can go to for help?

Do you know where you can get key information?

Do you discuss new ideas, better ways of doing things with others/

Are you always in touch with what’s happening and thinking of the impact on you?

Total: Resources

People Skills

Managing upwards

Managing Subordinates / delegation

Managing Colleagues

Planning & Scheduling Skills

Planning & Prioritizing

Paperwork

Doing Skills Doing Travel

Finishing Skills

Objectivity Skills

Self Motivation

Innovation

Resources

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Action Areas

These areas are where you have scored more “No’s” than “Yes’s”.

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Why Matrix

If you read the following question, carefully, then how many answers come to your mind?

Why should I do it Now?

B - Budgeting

B - Bunching

B - Buffering

D - Dump

D - Delay

D - Delegate

D - Do

The Urgency Addiction

Let us take a moment to consider your answers to the following questions:

What is the one activity that you know if you did superbly well and consistently would have significantly positive results in your personal life?

What is the one activity that you know if you did superbly well and consistently would have significantly positive results in your professional life?

If you know these things would make such a significant difference, why are you not doing them now?

We will all agree that there are only two factors that drive our choices in the utilization of our time. Urgency and Importance. While all of us consider both these factors while managing our time, one of these two becomes the basic paradigm through which we look at managing our time.

The traditional time management approaches encourage, directly or indirectly, the Urgency paradigm. The fourth generation of Time Management, focus of this programme, is based on the “Importance” paradigm.

As you are going through this programme, we are sure that you would be eager to get an insight into your own paradigm. Whether you operate from the paradigm of urgency or importance has a profound effect on the results you get in your life.

The Urgency Index

Would you like to understand, how powerfully do we get ruled by the urgency in our lives?

As you read each statement, write the number in the second column that closely represents your normal behaviors or attitudes regarding the statements at the left.

(0 = Never, 2 = Sometimes, 4 = Always).

I seem to de my best work when I am under pressure.

I often blame the rush and press of external things for my failure to spend deep, introspective time with myself. I am often frustrated by the slowness of people and things around me. I hate to wait or stand in line.

I feel guilty when I take time off work.

I always seem to be rushing between places and events. I frequently find myself pushing people away so that I can finish a project. I feel anxious when I’m out of touch with the office for more than a few minutes.

I’m often preoccupied with one thing when I’m doing something else. I’m at my best when I’m handling a crisis situation. The adrenaline rush from a new crisis seems more satisfying to me than the steady accomplishment of long term results.

I often give up quality time with important people in my life to handle a crisis.

I assume people will naturally understand if I have to disappoint them or let things go in order to handle a crisis. I rely on solving some crisis to give my day a sense of meaning and purpose.

I often eat lunch or other meals while I work.

I keep thinking that someday I’ll be able to do what I really want to do. A huge stack in my “out” basket at the end of the day makes me feel like I’ve really been productive

The Urgency Addiction

Some of us get so used to the adrenaline rush of handling crises that we become dependent on it for a sense of excitement, energy and achievement. How does urgency feel? Stressful, Pressured, Anxious, Tense are some of the answers we receive. But let us be honest. Is it exciting? Don’t we feel important? Don’t we get hooked on to that title of problem-solver or crisis manager?

Yes. We get a temporary high from solving the urgent and important problems. It almost becomes our second nature and then we start looking for crisis. Now, this process may not happen consciously, but surely, we get drawn towards challenges (Crises invariably have this knack of turning into challenges) just to stay in motion. It’s a status symbol in our society to be busy. It makes us feel important, so much so that we feel embarrassed sometimes to admit that you’ve no work.

“I just don’t have time to exercise. I know its important, but there are so many pressing things right now. May be when things slow down a little.”

Urgency addiction is a self-destructive behaviour that temporarily fills the void created by unmet needs. And instead of meeting these needs, the tools and approaches of time management often feed the addiction. They keep us focused on daily prioritization of the urgent. You will be amazed to see the similarities between the following symptoms and characteristics of urgency addiction and any other addiction like gambling, overeating, smoking, drinking, drugs and so on.

The Addictive Experience:

Creates predictable, reliable sensations

Becomes the primary focus and absorbs attention

Temporarily eradicates pain and other negative sensations

Provides artificial sense of self-worth, power, control, Security, intimacy and accomplishment

Exacerbates the problems and feelings it is sought to remedy Worsens functioning, creates loss of relationships

It is important to realise that urgency itself is not the problem. The problem is that when urgency is the dominant factor in our lives, importance isn’t. We are so caught up in doing the urgent things that we don’t even stop to ask whether what we are doing really needs to be done. As a result we expand the gap between the COMPASS and the CLOCK.

Many of the traditional time management tools actually work towards widening this gap and feed the urgency addiction. Daily planning and “to do” lists always keep us focused on doing the urgent. And the fact is, the more urgency we have in our life, the less importance we have.

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The Urgent / Important Model

So far, we have gained detailed understanding of one dominating paradigm in time management i.e. Urgency. However there are many important things that contribute to our overall objectives and give richness and meaning to life. These things, however, do not tend to act upon us or press us, in a way these are not urgent things. For this very reason, these are the things that we must act upon.

To be more effective in managing time, this fourth generation time management approach distinguishes all our activities in four classifications. The Time Management Matrix below tells us the way in which we tend to spend our time and also what should we be concentrating upon.

III

Deadline – driven projects, meetings, preparations

Interruptions, some phone calls

Some mail, Some Reports

Some Meetings

Many Proximate, Pressing Matters

Many Popular Activities

Some Phone Calls

Time wasters

“Escape” Activities

The Urgent / Important Model

Quadrant I represents both “urgent and important” things. We need to spend time in quadrant I as we invariably land up in handling the pressing and sometimes unexpected matters like handling an irate client, visiting a friend who has just met with an accident, meeting a deadline and so on and so forth.

We can’t avoid this quadrant. Taking a step further we will say that we need to spend time in quadrant I. This is where we manage, where we produce, where we take quick decisions based on our experience and judgement. You can imagine what will happen if we ignore the activities in this quadrant.

The most important thing one must remember is that many important activities become urgent because of procrastination or because of lack of planning and preventive measures.

Quadrant II includes activities that are “important, but not urgent”. This is where everyone ought to be. Here is where we take both personal and professional aspects of life into consideration. Not only do we get our work done but we also work towards developing and enhancing our effectiveness in all aspects of life.

The more are we in this quadrant the more is our ability to do.

Ignoring the activities in this quadrant results in increasing the quadrant I activities. It creates stress, burnout, and crisis after crisis for the person involved. On the other hand, if we are in this quadrant most of the time, we do not have to get into quadrant I.

The 3 P’s - Planning, Preparation and Prevention – are the typical characteristics of this quadrant and they restrict many things from becoming urgent.

This is the quadrant of quality. This is also the quadrant of personal leadership.

Quadrant III is an illusory image of Quadrant I. Here the activities are “Urgent but not important”. The ironical thing about this quadrant is that the activities sound very important to us, but are usually important for someone else. Our delusional thinking also compels us to think that just because the things are urgent, they are important too.

Typical activities falling into this quadrant are, attending the drop-in visitors, many phone calls, needless meetings and brainstorming sessions.

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This is the quadrant of Deception.

Quadrant IV activities are those which are “neither important nor urgent”. No one should be there at all. Yet all of us spend considerable amount of time in this quadrant. What can be the reason?

Urgency being our principal paradigm of managing time we get mentally tired while continuously travelling between the quadrants I and III. We tend to call it recreation or the so-called “creative pause”. More than recreation, the activities in this quadrant can best be called as “time- pass”.

The typical activities here would be gossiping about colleagues in the office, watching and discussing the mindless T.V. soaps, reading light novels and so on.

Quadrant IV is nothing but deterioration. This quadrant is aptly named as “Quadrant of waste”.

The Importance Paradigm

We would like to request you to think back and evaluate your activities in the last week. In which quadrant majority of these activities fall in? How many of you are ready to prove us wrong if we say that these activities must be in quadrants I and III?

We would like to revert your attention now to the three questions we asked you some time back. In which quadrants do you think majority of your honest answers fall in? Are we wrong if we say, quadrant II?

Yes. These answers are the activities, which are important to you. So why aren’t you giving enough attention, care and time to these activities? Probably because they are not urgent or you are so besotted with the thrill of handling urgency / crises, that you have decided to compromise on what is important to you. But you must understand that even if these things are not pressing and not acting on you, you must act on them.

When we operate out of the importance paradigm, we usually are in quadrants I and II. We almost never visit quadrants III and IV.

As our objectives and goals are clear and we are ready to spend more time in preparation, prevention and planning, we are managing our time in an effective manner. Even the nature of quadrant I activities change. More often than not, we are there by choice and not by default.

In short, taking the analogy of medicine, we would say that the “urgency” is the treatment and “importance” is the prevention. Treatment deals with the acute or the painful level of illness, whereas prevention deals with life style issues and the maintenance of health. Even though the doctor may operate out of both these paradigms, but one paradigm usually predominates.

In the next section, we would like to go beyond the acute pain of the problems caused by our urgency addiction and into the chronic, underlying causes.

The ideas in the next few pages may challenge your thinking but we would request you to deal with these ideas on an introspectory level. The paradigms emerging from these ideas will empower you to put first things first in your life.

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Some Important Time Management Aids

1. Time Manager (with Daily Planner)

The fundamental premise of this is that you look at your urgent and important task carefully and then schedule them on daily and weekly basis. (please refer to the next page for a sample)

2. Concept of “Quiet Hour”

What it means is that one should have the ability to spend some time, in complete isolation, to introspect and continuously look at life’s priorities.

3. Re-designing of work place

What it means is that the work place should be convenient to and not obstructive to facilitate your ability to manage “yourself and your time” in a relaxed manner.

4. WPB (Waste Paper Bin)

What it means is that anything which is not useful to the work situation should be destroyed as quickly as possible and not allowed to lying around.

I agree to make full use of my time by:

Developing a list of priority items to do each day.

Monitoring my phone calls to prevent constant interruptions.

Keeping appointments on time, apart from emergencies.

Not allowing “casual” visitors to waste my time.

Making time for people who report to me.

Doing important things immediately rather than wasting time on trivia.

Developing my staff and delegating to them all they can and should do.

Keeping accurate files of work items.

Setting realistic deadlines for tasks and projects and having someone remind me of them.

Planning “quiet times” regularly for reflection and long term work.

Setting time limits for meetings, interviews and conferences, and keeping to them.

Stopping to assess my time management performance.

Helping others to improve their time management.

REWARDING MYSELF FOR GOOD TIME MANAGEMENT BY:

Corporate Office:

Viraj

Regional Office:

Tel: +91 - 11 40219804