Strategic Time Management

Strategic Time Management
Suleman Ahmer
International edition: [revised March 05, 2013]
Table of contents
Table of contents
Preface
Introductions
Training Norms and Guidelines for the Participants

Learning objectives
Chapter 1: A Meaningful Life
13
11
The Elements of Meaningful Life
15
Metaphor
16
Chapter 2: Planning
17
Chapter 3: The Art of Never Being Late
19
Worksheet: The art of never being late
23
Worksheet: Example of step breakdown
24
Worksheet: Breakdown of steps
25
Chapter 4: Time Quadrants
26
Please write down the meaning of the word Important
26
Please write down your vision for the next 20 years
35
Exercise: Identify an activity and list its important and

not-important elements
important
elements
Chapter 5: Time
Restricted
Q1 activities (TRQ1s)
39
Chapter 6: The Art of Guarding Commitments: The GK Book and

the to-do lists
Chapter 7: The Daily Scheduler
63
62
81
DS sheet
87
Appendix A: About the trainers
89
Appendix B: Book List
91
Appendix C: Answers to the tables
93
Appendix D: Comments Sheet & Contacts Sheet
94
Preface
In the name of Allah, the most Merciful and the most Beneficent
Preface
This book and the Timelenders Strategic Time Management Workshop have evolved
over many years of reflection and teaching.
At the age of thirteen, I got fascinated with time at Abbottabad Public School,
a boarding school modeled after the military where we were kept on our toes round
the clock. The studies were timed and so were the games, the recreation (an hour of
supervised television a week) and even eating. Success was doing more in less time. I
learnt that with exercise I can get away with less sleep; cold water shortened shower
time; simple food was quicker to eat; the best time for difficult assignments was 4:00
am; and sleeping late was simply a bad idea
I was moved then by a verse by Kipling which has always remained with me:
If you can fill the unforgiving minute
with sixty seconds' worth of distance run -Yours is the Earth and everything that's in it,
and -- which is more -- you'll be a Man, my son!
Hard pressed for time during my studies at the University of Nebraska, I began
experimenting with time management techniques like to-do lists.
I started my career as a project manager for a multinational group in Chicago and later
became the Director of the US operations and traveled extensively to Europe and
Central Asia.
Faced with fast growth placing a huge demand on our officers time, I decided to
design a training. Having read and reflected for years, this was my chance to test my
ideas.
The training proved effective and people from outside the company started requesting
to join. In 1999 I conducted my first public training for thirty people.
I later founded Timerunners, a part-time affair. By the time I left the US for Pakistan,
a few hundred people had been trained. I established Timelenders in Karachi in 2002.
1
Preface
Over 5,000 people belonging to over 50 nationalities have been trained. Our clients
include local and multinational companies, not-for-profit organizations, government
and the armed forces. We have trained in Kuwait, Pakistan, UAE and the US.
The training and the book has the input of thousands who have attended the
workshops. They have taught me, enriched my learning and improved the content
through their insightful comments to which I am grateful.
The definition of Strategic Time Management has constantly been revised. New ideas
and modules have been added. The technical definitions of important and urgent have
continually evolved and lately we have added the value/want and the important/like
grids to help the participants understand what truly their worthwhile goals are.
Three modules have spun off from the main training: the Strategic Visions
Workshop which helps us understand the technicalities of setting up a vision whether
corporate or individual; Sleep Management Workshop and the Where Do You
Want to Go Workshop which helps us look at the Islamic perspective of visions.
Lastly, my gratitude is to Allah (swt) for enabling me to put this book together and I
pray that this book may be of benefit to you (Ameen).
Suleman Ahmer
CEO
Timelenders
September 10, 2007
Introductions
Introductions
Name:
Company:
Designation:
How long have you been with the organization?
How did you come to know about Timelenders?
Jr. High School (Matric):
High School/F.Sc./F.A:
Graduation/Post graduation:
Hobbies:

1.0
Timings: While following time schedules is very important in all aspects of

our lives, it is all the more so at training workshops. This is because training is
generally aimed at behavior modification and thus offers us an opportunity
not only to gain knowledge about the theme at hand but also to realign our
self-development habits.
1.1 Our Workshops are very sequential and missing out on even a small
section would necessarily entail later challenges; it would be difficult to
reconnect with the group which would have moved forward and the
learning deficit would not be easy to make up. Unless the participants
absence is due to an unavoidable emergency, such absence would, at the
very least, mean missing out on his or her responsibility to the
sponsoring organization and also to herself or himself as a
conscientious learner. Accordingly, we expect all participants to be on
time at the beginning of every session of the workshop. Care must be
taken to come back at the scheduled /agreed time(s) after the breaks.
We shall not wait for any participant when starting or re-starting a
session.
1.2 In the event of an unforeseen happening, if a participant happens to
miss out on more than one and a half hours of the workshop, we shall
not be able to award the certificate to her/him. We have, however,
developed a fair mechanism to offset the learning deficit and enable
delivery of the certificate to such participants. We encourage any
participant who has missed out on one or more sessions of the
workshop to come to us after the workshop hours (preferably during
the workshop or otherwise after it ends) for a special one-on-one makeup session in which our trainer(s) shall happily go over the missed out
sections in our own time. It would only be after this special session that
we would award the certificate. We are sure that participants would
agree with us on this policy which essentially comprises a rights and
fairness issue (it is the right of all participants to be treated equally and it
is fair that a distinction be made amongst those who attend the training
fully and those who do not).
2.0
Mobile/cell phones: We believe that training is a full time assignment. Like

all other organizational activities, training should be undertaken with full
concentration and seriousness. A distinction should not be made between
4
office work which is generally considered to be important and mere

training. The ringing of mobile phones disturbs the whole group and sets back
the training process, often severely. Accordingly, we cannot make any
allowance or compromise on mobile phone usage inside the training room.
While we strongly urge participants to keep their cell phones turned off, if that
is not possible, the sets may be kept in silent or vibration mode. Although
emergency calls may be attended by walking out of the room, participants
should appreciate that doing so not only deprives them of the required focus
and continuity but also disturbs other participants. We have lately become very
strict after receiving strong complaints from our participants in this regard.
Thus, if any individual participant continues to move out of the room very
frequently, he or she should expect a behavior modification intervention.
We believe this is also a rights issue as one participants attending to phone
(even by walking out) deprives others of their right to focus. There are ample
breaks in which calls can be made and taken. Sending or receiving short
messages (sms) from/in the classroom is also counterproductive to the
important task of training and hence not allowed.
3.0
Questions & Answers: We strongly request participants to ask questions. No

question is irrelevant or trivial. We shall deal with these questions in the
following five ways:
3.1
answer it immediately.
3.2
ask you to wait as the coming section(s) will cover the relevant topic
which will then answer the question.
3.3 ask the individual to meet the trainers later for a one-on-one session
(when the question is very specific to the questioner).
3.4
put all questions on hold for a specific time.
3.5 admit our lack of knowledge and try to find the answer which may be
given at a subsequent time.
4.0
Workshop Language: Depending largely on the choice of the participants

(and partially on the facility of the trainers), the training shall be conducted in
English, Urdu or a mix of both the languages (as is often the case in most
5
Pakistani organizational settings). Sometimes we may have participants who

are totally unfamiliar with Urdu and in such cases the training would be
conducted in English. This shall be clarified at the outset of the training.
During an all English session, we shall sometimes use Urdu (especially poetry)
which we shall translate for our English speaking friends.
5.0
Design of the folder: The folder which has been provided to all participants
for use in the workshop has been specially designed and includes the following
features:
5.1 Sheets of punched paper have been provided; it is strongly recommend
that these sheets be used for note-taking and be subsequently inserted into the
folder so that all the notes and handouts are in one place.
5.2
All of our workshops undergo continuous changes. Accordingly, when
a major section is re-written or developed anew old participants would be
informed via email; they may then download the material from our website,
print it and place it in this manual.
6.0
Getting the most out of this workshop:

6.1
The brain performs different functions in the body. Comprehension
and expression of ideas are two distinct functions of the brain and amongst
these two functions expression of an idea is higher in complexity. Whenever
the brain is given a cue that an idea will have to be expressed together with
being understood and comprehended, the brain sequences the information
differently and comprehension is automatically increased. Also, the person is
more attentive knowing that this information has to be reproduced.
The best way to get the most out of this workshop would be to make an
intention of passing on the knowledge gained to at least one person, preferably
who is close to the officer and as soon as possible. Please also keep in mind
that as a part of participants homework individuals will be asked to deliver
condensed versions of the sections of this workshop to someone who is close
to them. Generally participants would be asked to share the experience (of
sharing the knowledge) the next day. This training delivery does not have to be
very elaborate; only a few minutes of instruction would also suffice.
Participants have permission to reproduce all our training materials including
the multi-media presentations; they are free to use it to train others and also to
6
make further copies. Of course, it remains their moral obligation to

acknowledge the source.
6.2
When someone is spoken to, the listener is usually doing three things:
a.
The act of hearing, which is a mechanical action.
b.
Comprehension, in which the listener is making sense of what is
being heard by comparing it with all the relevant data that is
available in the brain.
c.
Judgment, in which the listener decides on the authenticity of
the information received and the usefulness or the lack of it (for
example the information may be correct but the listener may
decide that it is not relevant to him/her or that it has limited or
no use).
Since (b) and (c) cannot happen without (a), we can easily declare that (a) is a
pre-requisite. Similarly it is clear that the better the comprehension, the better
the judgment.
One of the most common errors that normal listeners make is trying to do
both comprehension and judgment at the same time. So as individuals try to
comprehend information while it is still in the process of arriving and as they
comprehend it, they are also in the judging mode, many a times they arrive at a
judgment before the complete information has arrived. Since the judgment has
been made, the mind then tunes off to later pieces of information which could
have resulted in a different judgment had those were also factored in. In
general, this is called premature judgment.
Also, judgment takes away brain resources which were better suited for
comprehension at that time, thus impairing our comprehension.
Premature judgment is one of the major reasons behind a lot of unnecessary
conflict and misunderstanding.
Here are a few steps that we propose and which participants would find
valuable in getting the best out of this workshop:
1.
Suspend judgment till all the information has been received. If some
information is not clear, then a question should be asked to fill in the
information gap.
7
2.
If there is a lot of information (anything that goes on for more than five
minutes), please take notes so that not only the important points but their
sequencing is preserved.
3.
Once the information has been gained, participants should calmly analyze
the information and then proceed to make a judgment. Also, judgment can be
delayed to a later, quieter time.
Our workshop is interspaced with breaks, group exercises, simple stories and
anecdotes which provide ample time for judgment of critical ideas.
7.0
Reference manual vs. textbook: Please do note that this is a reference

manual; during the workshop we shall be going back and forth in the manual.
We apologize for any inconvenience that this may cause. Our workshops are
dynamically structured which means that the sequence of questions and the
flow of the discussions is based on the nature of the group; as we will keep
restructuring the workshop flow, there is the need to move back and forth.
We assure the participants that the little trouble that they would face will be
well worth the payback in terms of clarity in developing concepts and
improving understanding of the subject matter.
8.0
Quizzes: Quizzes might be given at various times during the workshop. The
purpose is not to embarrass any one or more participants but to make sure
that the whole group understands what is being presented. If any one or more
participants do not pass a quiz, they need not get worried. It happens. In that
case, we will ask the not-so-successful participants to give us two hours of
their time after the workshop so that we may go over their questions and
concerns. Any participant who fails the quiz, shall have her or his certificate
withheld until the extra time which has been sought is made available by the
individual trainee(s) to go through the concepts in which they had difficulty.
9.0
Guests:
9.1 The guests will be allowed to sit for a maximum of one half day (either
the first half or the second half) during the workshop. The guests are not
entitled for lunch. However, they can pay and join us at lunch. If someone
wants to sit for more time, he/she will be charged the full fee of the
workshop.
9.2 If the participants are planning to bring guests with them, they must
inform the Marketing Team or the Event Manager at least one day in advance.
8
9.3 Guests will not be allowed to participate in discussions or ask questions.

They can quietly sit in the back. They must also observe all the training norms
especially regarding mobile phones.
10.0
General Instructions:
10.1 Pre-workshop questionnaire: Please fill out the pre-workshop
questionnaires if not already done by this time.
10.2 Names for certificates: Please fill out the sheet which will be
circulated for ascertaining the correct and full names to be written on
the certificates. Please fill this sheet whether you are a new participant
or are repeating the complete workshop. Please do not fill it out if you
are a guest.
10.3 Blank sheets: Please use the blank sheets for taking notes but
remember to be environmentally friendly by using as little paper as
possible.
10.4 Name on the manual: Participants are requested to please write their
names on the manuals and keep them securely at all times.
10.5 Valuables: All valuables like mobile phones must be kept on the person
of the participants and especially so when leaving the training room,
especially when going for lunch and breaks. The organizers are unable
to assume any responsibility for loss of misplaced or lost valuables.
10.6 Comfortable atmosphere and regulating temperature: It is important
that the participants feel comfortable. Therefore, they are requested to
please inform the Workshop Coordinator immediately if the airconditioning or the heating is either too high or too low. We highly
recommend that participants bring a coat or jacket with them to the
training to counter cold.
10.7
Soft copies: Soft copies of selected slides of the workshop presentation

are available on Timelenders website (www.timelenders.com).
10.8 Assistance: Participants should contact the Workshop Coordinator for

any assistance.
10
Learning objectives
The learning objectives of the Strategic Time Management

Workshop
By the end of the workshop you should have learnt the following concepts in
details
1. Technical definition of Strategic Time Management (STM)
2. The importance of technical meanings of words
3. The concept of Pony
4. The concept of Discretionary Mental Routines (DMRs)
5. Uniformity of DMRs
6. The link between Determination and Promises
7. How to increase determination
8. The universal consequences of breaking promises
9. Prioritization
10. The Eisenhower Grid as a basis of prioritization
11. Identifying and handling different Quadrant activities
12. Handling interruptions through filters
13. Internal vs. External Q1s
14. The art of never being late
15. The concept of the Time Restricted Q2 (TRQ2) and Time Restricted Q1
(TRQ1) activities
16. Managing promises through the GK book and to-do lists
17. Keeping appointments through the Daily Scheduler
You would have been introduced to the following concepts briefly
1. The concept of the vision
2. The importance of planning
3. Leadership and its role in Strategic Time Management
You would have been introduced to the following terms:
1. Vision
2. Important
3. Urgent
4. Buffer
5. Q1, Q2, Q3 and Q4 activities
11
Learning objectives
You would have at least done the following:

1. Done an exercise demonstrating that different people have different
perceptions of the same words.
2. Completed the important/like grid
3. An exercise to identify different Time Quadrant activities
4. Started to fill out the GK book
5. Partially worked on all the five to-do lists
6. Charted some of your assignments on the Daily Scheduler
7. Shared some of the concepts with someone outside the course
8. Done a time estimation exercise in the art of never being late.
12
A Meaningful Life
1. If you were to look back at your life now, would you like to say that you have
tried to create a meaning in your life?
a) Yes
b) No
c) I dont care
2. If you were to look back at your life at the time of your death, would you like
to say at that time that you have tried to create a meaning in your life?
a) Yes
b) No
c) I dont care
13
Meaningful Life
Strategic Vision
Strategic Time
Management
Prioritization
Azm
(Determination)
Additional Required
Competencies
Leadership
Share
14
Inspire
Facilitate
The Elements of Meaningful Life

Meaningful life has the following four elements:
1. Strategic Vision: A vision which is independent of time and correct.
2. Strategic Time Management: The ability to prioritize our day according to a
strategic vision and then to accomplish these prioritizations through Azm
(determination).
3. Leadership: Leadership is defined as the ability to share our vision with
others and to inspire and facilitate others in pursuing the shared vision. The
key element behind the ability to inspire others to pursue the shared vision is a
character worthy of that vision.
4. Additional Required Competencies: The competencies that are required in
addition to Strategic Time Management and Leadership for the success of the
vision. Competence is knowledge, skills and abilities. For example, our vision
of scaling Mount Everest will also require mountaineering skills.
15
Metaphor: You are taking a bus filled with people to a destination.
Destination
Driver
+ You
+ Vision
Driving
Skills
+ Competence
Telling everyone in the bus that the
destination that you want to go to is the
best for them.
+ Inspire
+ Now
+ Direction
Map
Reading the map
+ Share
+ Prioritization
+ Azm (Determination)
Character of a driver
+ Life
The Road
Driving along this road

Fuel
Present Location
16
+ A meaningful life
Chapter 2: Planning
Chapter 2: Planning
Steps that we take before building a house:
We look at our requirements

We view our budget
We decide on our location
We hire an architect
17
Chapter 2: Planning
We can safely conclude that it is unwise to start building a house without a vision
and a plan.
Just as it is unwise to start building your house without a plan, it is unwise to start
your day, your week, your month, your year and your life without a vision and a plan.
We at Timelenders suggest that before we start our day we should invest
At least 45 minutes to envision and plan our day
At least 4 hours to envision and plan our week
At least 8 hours to envision and plan our month
And at least 3 days to envision and plan our year
18
1Some people resemble a cheap watch. They are not dependable1

Imagine two individuals: Ahmed and Zain. Ahmed is punctual. Whether it is an
official meeting or a social event, he is always there on time. The best part is that even
on informal settings, he is never late.
His colleagues at office know that when Ahmed says that he will come at 2:20 pm, it
is 2:20 pm, not a minute more or less. For social events like a marriage ceremonies, if
the invitation is for 9:00 pm, he will be there no matter how many people show up.
Even at home, if he says that he will return from work at 6:00 pm then that is 6:00
pm. His wife and kids know that he will be there because that is how Ahmed is:
punctual!
Ahmed lives in a real world of changing situations, traffic jams and emergencies and
everyone knows that Ahmed will inform and renegotiate his appointment in advance
in the event of an extraordinary situation.
Mr. Zain, on the other hand is exactly opposite to Ahmed. He feels that life should
not be so strict. 2:00 pm for him means anytime between 2:00 pm and 3:00 pm. He
believes that if one makes it to a meeting, regardless of being late, then that should be
sufficient as life is too imperfect to allow people to be on time. If he is running late
then people should realize that this is the norm of the world and should guess
themselves that something must have come up.
At home he believes that his wife and children should be considerate enough to also
understand that when he says that he will be coming at 6:00 pm then this means that
it could be anywhere between 6:00 pm and 7:30 pm. He believes that happy go lucky
lifestyle is the way to go.
1
http://www.naphill.org/posts/tftd/thought-for-the-day-sunday-march-27-2011/
19
Who would you like to work for, hire or marry?

Here is a question that demands an honest answer: if all other attributes were the
sameeducation, competence, looks etcand you had the choice of working for,
hiring or marrying either Ahmed or Zain, who would you choose? Close your eyes,
imagine the personalities and answer.
I can assure you that you would choose Ahmed.
If I were to ask you why? You would give me many reasons but the most important
would be that Ahmed is predictable. You can count on him. He is dependable.
In a workshop in Abu Dhabi I asked the participants to tell me what attributes come
to mind about a person who is never on time as opposed to someone who is always
on time. Here are the attributes that the group came up with:
Ahmed
Zain
Dependable
Undependable
Trustworthy
Irresponsible
Responsible
Careless
Organized
Inconsiderate towards others
Respectable towards others

The interesting thing is that the image that comes to mind for Zain may not be true
but you would agree that the image is a damaging one.
Who would you like to be?
This is your choice. If you say that you would like to be like Ahmed then we are on
the same page and if you feel that you would like to be like Zain then I would
recommend that you reconsider. Please check with people around you: friends,
colleagues and family members and ask them as to what they think of someone like
20
Ahmed and Zain. You will be amazed at the responses that you would get and I have
great hope that these responses may help you to change your perception.
The art of never being late
Ahmed and people like him follow the art of never being late and it is very simple. It
has two elements:
1. Correct time estimation
The first is to correctly estimate the time for all activities. Of course, we cant become
too scientific in this but a good guess is what we are looking at. So if this is traveling
somewhere then how much time would it take from the beginning to the end?
Similarly, if this is writing a report or working on a project then how long will it take?
All it takes is to sit down and calculate the steps that an activity takes and individually
calculate the time for each step and then add it up; the more complex the activity is,
the more steps you should divide the task into.
For example if you are going to catch a flight that takes off at 5:30 pm? Work
backwards from the time that you plan to be at the airport and estimate the time that
it requires you to be ready and travel to the airport. This will look like this:
Activity
Estimated Time
Time
Flight time
5:30 pm
Arrive at the airport
4:00 pm
Travel to the airport
30 minutes
3:30 pm
Taking the luggage from
10 minutes
3:20 pm
the home and loading up

the car and taking the car
out of the garage.
21
Shower and getting ready
20 minutes
3:00 pm
Packing up
20 minutes
2:40 pm
The interesting thing about breaking up an activity is that you would get a realistic
picture. For you to catch a flight at 5:30 pm, you would need to start moving at 2:40
pm.
Now go ahead and apply the same concept to other activities in your life.
2. Keeping a buffer
I define a buffer as:
The time incorporated into an activity that accounts for delays that can be
anticipated.
For example in the above example, we can have traffic delays or a flat tyre. The
length of the buffer differs from situation to situation. For example in the above case
you may decide to keep a 15 minutes buffer. This means that you need to start
moving at 2:25 pm and not 2:40 pm.
A couple of simple exercises in the following pages will help you further solidify this
concept.
22
Exercise: The art of never being late

Determine the point of departure, point of arrival and the estimated time that
it takes you from the point of departure to the point of arrival.
Journey (Home to office, home to the workshop location, etc.):
Point of departure (Drawing room, dining room, etc.):
Point of arrival (Office desk, seminar room, etc.):
Estimated time (A):
23
Example of step breakdown between point of departure and arrival

Point of departure: Drawing room
Point of arrival: Office workstation
Breakdown of steps
1
Drawing room till the ground floor of the

building
Time
estimation
1.5 min.
Ground floor to the car in the parking lot
1.0 min.
Drive to the companys location
12.0 min.
Searching for parking and parking the car
4.0 min.
From the parking to the office building
1.25 min.
Ground floor to the office workstation
2.0 min.
Total
21.75 min.
24
Breakdown of steps between point of arrival and departure and time

estimation of each step
Go back to worksheet 1 and copy what you had written as your point of departure
and point of arrival. Also, take the Estimated Time (A) and put it down below.
Point of departure:
Point of arrival:
Estimated Time (A):
Now please break down the activity into different steps (try to have at least 6 steps).
Once done then independently estimate the time for each step and then add them up.
This will give you Total Estimated time (B).
Breakdown of steps
Time estimation
1
2
3
4
5
6
Total estimated time (B)
Now that you have both A and B, please use the following equation to calculate the
percentage difference between our general estimation and our estimation after steps
breakdown:
% off = (difference between A & B) X 100=
A
25

Worksheet: Please write down the meaning of the word Important
Important:
Webster dictionary defines Priority as the fact or condition of being prior;

precedence in time, order, importance, etc. And prioritization is defined as to
arrange (items) in order of priority.
As discussed in Chapter 1, words have different shades of meanings for people. For
many, prioritization means arranging items in terms of importance while for others,
prioritization means arranging items in terms of time; referring to the fact as to which
item will be done prior to others.
In this book and workshop, we will use the term priority and prioritization to mean
precedence in time and I would further add the decision of doing and not doing
something as a part of prioritization; I would like to broadly define prioritization as to
what is to be done first, what is to be done next and what is to be not done at all.
At almost every step in our life we are faced with choices whether it is with what to
dress in the morning, what to have for breakfast, what means of transport to take to
work to more complex decision making in choosing careers, life partners and
deciding who to side with in conflicts.
For difficult choices, we first attempt to decide whether they can be done together
and if yes, then this is the course we take but for choices where it has to be one or the
other, we are forced to decide. It is like a fork in a road; one has to take either the
right or the left side of the fork to continue the journey.
26
In others words, we are faced with the task of deciding about what should be done or
not done and from things that we decide should be done, we are required to
prioritize; should we take care of our emails first and then work on the report or
should we take care of the report and then look after our pending emails? Should we
have dinner after arriving at home and then talk to our son about poor grades or
should we talk to him first and then have dinner. From simple situations to far more
complex problems, the need to prioritize is always there.
Most of the prioritizations that we take are nothing but a set of Discretionary Mental
Routines (DMRs)2, which are developed over a life time of experiences and
education. Unless we face something very complex and new and our brain is forced
to work consciously, our response is automatic relying upon thousands of
prioritization DMRs working in tandem.
As discussed in the section on DMRs, it is very possible that some of the DMRs that
we carry are inefficient or incorrect. The person who carries the most effective and
correct DMRs stands a better chance of success in life than a person who carries
ineffective, inefficient and incorrect DMRs.
Let us take an example of three individuals having different motor and thought
DMRs. Based on these DMRs let us look at how they react to Nadir who approaches
them to point out a mistake that they have made:
Rashid, on being corrected becomes alert to the advice. He carefully notes what
Nadir has said, looks deeply at the mistake that he has made and the context in which
the mistake took place. He not only takes this correction graciously but also deeply
feels indebted to Nadir. He then thanks Nadir from the depth of his heart and
requests him to correct him again if he were to make other mistakes. Genuinely
correcting someone is a disconcerting act but after this exchange Nadir feels relaxed
and validated.
Ali, on being corrected becomes defensive. Before giving the advice proper thought,
he requests for more information and argues that Nadir might not have seen or heard
accurately. Later on he grudgingly acknowledges his mistake and thanks Nadir
ceremoniously. Nadirs level of discomfort has been raised after the exchange.
If not discussed till now, shall be discussed in detail in this workshop
27
Basim, on being corrected feels insulted and is enraged. Who gave you the right to
correct me? He snarls and continues, We all have shortcomings and I am aware of
mine. I dont need others to point them to me. It would be much better if you keep
your eyes on your own mistakes rather than finding faults with others! Nadir feels
deeply hurt.
For Rashid, Ali and Basim, the reactions portrayed above are a result of many simple
and complex DMRs working together. Who do you think has more chances of
success in life? Who do you think has the least chance of success?
We would all agree that Rashid has the most chances of success. By encouraging
constructive criticism he can better himself in many aspects of his life.
In other words we can say that Rashid has better and more effective DMRs than both
Ali and Basim. This could be a result of a better learning and education in life,
excellent mentors or instructional life experiences which have created mature and
powerful DMRs.
In face of choices, when we are forced to decide and prioritize, our related set of
DMRs become active and the wisdom of our prioritization depends upon the
maturity, correctness and effectiveness of the DMRs that we have.
In the following section, we shall be introducing a simple yet very powerful and
elegant framework for prioritization called the Time Quadrant System, which can be
learnt and internalized as our own set of DMRs.
Dwight Eisenhower3, the former president of the US, is quoted to have said that
Things which are important are seldom urgent and things which are urgent are seldom important.
This invaluable fact that Eisenhower highlighted about Important and Urgent has led
to a grid called the Eisenhower Grid.
Important
Urgent
Option 1
Option 2
Option 3
Option 4
Born on October 14, 1890 and was president of the US from 1953 to 1961.
28
This grid points out that things which are important can be urgent or non urgent and
things which are urgent can be both important and not important.
Stephen Covey in his landmark book The Seven Habits of Highly Effective People
depicted this concept in the form of Time Quadrants4:
Q1
Q2
2
Q3
Q4
Urgent
Not Urgent
Important
Not Urgent
Not Important
Not Important
Important
Urgent
American Heritage dictionary gives the mathematical technical definition of Quadrant

as any of the four areas into which a plane is divided by the reference axes in a
Cartesian coordinate system. Generally Quadrant is defined as one fourth of a circle.
For ease, the four options that come out of the Eisenhower Grid now translate into
the four Quadrants as shown by Covey in which Quadrant 1, or Q1 are activities
which are important and urgent, Q2 are activities which are important and not
urgent, Q3 are activities which are not important but urgent and Q4 are activities
which are not important and not urgent.
As said earlier, the Time Quadrant System is a very powerful framework, which can
be learnt and internalized. As we proceed in developing the Time Quadrant System,
you will find many of the concepts and DMRs that you are using validated while you
would also discover that some DMRs that you have need to be reviewed and refined.
4
Covey has not given the reference of Eisenhower, it is our assumption that he has picked it from Eisenhower as Covey
writes that the material for the Seven Habits came out of his studying success literature of the last 200 years. Covey politely
declined to respond or be interviewed on this issue.
29
We shall develop the Time Quadrant System in three stages:

First, we shall learn to identify all of our activities according to the Quadrants as to
what activities in our life are Q1s, Q2s, Q3s and Q4s.
Secondly, we shall learn the different handling strategies for each of the four
Quadrants.
Thirdly, we shall see that the four Quadrants have a specific relationship with each
other leading to a model of intervention which can be applied to complex situations.
Our research shows that Eisenhower was the first one to introduce the important and
urgent grid but the concept found wide popularity due to the phenomenal success of
Coveys The Seven Habits of Highly Effective People.
I started teaching Time Quadrants in 1997. It started off from teaching colleagues at
work and then moved on to weekend courses in Chicago.
The first challenge that I started to face was that whenever I would teach quadrants,
there would be a lot of disagreement amongst the class on which activity falls in
which quadrant. I was perplexed and disturbed with this recurring pattern. One day I
asked the class to define the words important and urgent and to my amazement
found that people defined these words differently. I had found the reason for the
disagreement!
I found that not only did people have different meanings in their minds for these
words but also the meanings of important and urgent were overlapping.
Following are the responses from a group of people5 when they were asked to define
important during one of our trainings:
1.
2.
3.
4.
5.
6.
7.
5
Top priority work which produces best results.

Most urgent
Essential
Something which should be taken seriously without specifying time
Highlighted
Something which has an impact
Cannot be ignored
Strategic Time Management Training, May 2003, Karachi Marriot Hotel
30
8. Something that results in high value

9. Something of extreme value for this life and hereafter
10. Must be done or achieved
11. Needs to be done immediately
Looking at the responses it is evident that there are shades of differences in how
people define important. For example, something of extreme value for this life (entry
number 9) may not have to be done immediately (entry number 11).
Similarly, when the same group was asked to list their understanding of the word
urgent, the following list emerged:
1.
2.
3.
4.
5.
6.
7.
8.
9.
Most important at that moment.

Something to be implemented immediately.
Timely action is required.
To be settled immediately.
Something which has immediate impact.
To be done immediately.
Immediate action.
Top priority.
To be done immediately to remain on track.
By looking at the above list, not only the shades of difference become apparent but
also by comparing it to the definitions of important, we clearly see that in peoples
minds the meanings of urgent and important overlap. This is a pattern which repeats
over and over again whenever we do trainings.
It became apparent to me that to continue teaching this, I would have to articulate
some definition of these words which we could agree upon or in other words
standardize the meanings. So since teaching the material especially from 1999
onwards, the definitions of Important and Urgent have evolved and we shall be
presenting them to you in the upcoming sections.
Curiously, Covey has not defined these words. This could be due to his allowing
people to have their own version of the meanings or could have been an academic
oversight6.
6
As stated earlier in the footnote, Covey declined to answer or be interviewed on why he didnt define the words
Important and Urgent.
31
Important
Anything that takes us towards our Strategic Vision is called important and anything
that doesnt take us towards or takes us away from our Strategic Vision is called not
important.
A vision is the picture of the future that we want to see and a Strategic Vision is
defined as:
Strategic Vision
A vision which is independent of time and correct.
Possible elements of a Strategic Vision
1.
2.
3.
4.
5.
6.
7.
8.
Good health
Strong and healthy relationships with family and relatives
Intellectual growth so as to be able to contribute positively to the society
Eradicating poverty and oppression from the society
Pleasure of the Creator
Being financially sound
Happiness
Satisfaction
Looking at the above elements then the following activities and things that you are
doing will be important.
Possible Important activities in ones life
1.
2.
3.
4.
5.
6.
7.
8.
Exercise
Balanced diet
Having a treadmill at home
Going for vacations with the family
Controlling temper
Spending time with the family regularly
Taking a degree
Research
32
9. Reading relevant books

10. Avoiding sins
11. Maintaining worship
12. Developing excellence in everything we do
13. Being modest in spending
14. Leading a simple life
15. Being grateful
16. Being kind to others
17. Liking for others what we like for ourselves
33
Now let us do an exercise: please chart out your age on the line
diagram:
2083
2073
2063
2053
2043
2033
2023
2013
34
Please write down your vision for the next 20 years:

Your age in 2033:
Your vision in 2033:
35
Exercise: looking at the long term vision that you have articulate (20
years), write down important and not important activities and
classify them according to whether you are doing them or not.
Important
Doing
Activities/ things
X
X
Now that we have classified our activities accordingly, let us look at another factor
whichclouds our decision making and this factor is like. There are things that we do
that we like and things that we dislike. If we are not careful, our decision making gets
clouded as we start to justify things that we like as important and vice versa instead of
unemotionally keeping our vision as our basis for this classification.
36
So in the next exercise, I would like you to further classify activities

based on like and dislike:
Important
Doing
Grid
Lines
Like
Activities/ things
1
X
X
X
X
7
X
X
Now that we have classified our activities accordingly, let us look at another factor
Classification of activities/things which take us towards one element of our
strategic vision while at the same time taking us away from another
While keeping the different elements of our Strategic Vision in sight, it will be evident
that some activities would clearly fall under important while others will fall under not
important: for example having a balanced diet, avoiding sins, being respectful to
37
others etc. Similarly some activities can be seen to be clearly not important for
example spending on things which are not needed, being ill mannered, having junk
food, missing out on obligatory worship.
On the other hand some activities will fall in the grey area as they would be taking us
closer to some elements of our strategic vision while would be taking us away from
some at the same time. In this situation, we would need to weigh the positives and
negatives of that activity (which elements of our vision is this activity taking us
towards and which elements is it taking us away from respectively and the relative
weight of those elements in question) and then make the final decision on its
importance. If the positives are more than the negatives than it is important
otherwise it is not important.
Let us look at an activity as an example. Suppose we would like to take our family on
vacations at a time when we are financially stretched and have certain financial
obligations to meet like paying off a debt. So let us look at the positives and negatives
of this activity:
Activity: Taking family on vacations to another country

Positives (Important elements)
Negatives (Not important

elements)
Relaxation
Financial instability
Better relationship with the family
Failure to meet financial obligations
Intellectual growth due to exposure to Failure to reach peace of mind that

a new country
comes with financial stability
In many cases when we say that an activity is important, it doesnt mean that it has no
not-important elements in it rather its important elements outweigh its notimportant elements.
Similarly, when we say that an activity is not important, it doesnt mean that it has no
important element in it rather it means that its not important elements outweigh it
important elements.
38
Exercise: Identify an activity and list its important and notimportant elements
Activity:
Important Elements (Positives)
Not-important Elements (Negatives)
39
Urgent
Just as we saw the need for having a technical definition of the word Important, we
need a technical definition for the word urgent as people have different perceptions
of this word also. For some, urgent is synonymous for high priority where as for
others, priority and importance overlap.
The following definition has evolved over many years of teaching:
Urgent is defined as anything which if not done in the present, most probably
cannot be done later if you are alive and able
Present can be defined as now or within a stipulated span of time. For example if a
phone is ringing then answering this call is urgent because if it is not answered within
a few seconds, it cannot be answered later. Hence according to the technical
definition, answering this call is urgent. In this case, the present would be defined as a
few seconds.
Another example would be to apply brakes to avoid an accident; this activity is urgent
because if the brakes are not applied now then you cant apply them later to avoid
this particular accident. Here the present is defined as now.
Please bear in mind that both Important and Urgent are mutually independent! It is
precisely because of this that we are able to get a grid with four options. The biggest
challenge that we face in teaching the Time Quadrants is to help people end the
overlap of priority and value in the word urgent.
Please do keep in mind that the above definition that I have articulated is not the
dictionary meaning of the word urgent but rather a technical definition for
developing the Time Quadrants system or the Time Matrix.
Here are the two steps for determining whether an activity is urgent:
1. Clearly define the activity in unambiguous terms. For example, there is a
difference between:
40
answering calls and answering a particular call

watching cars passing by and watching a particular car coming from the
opposite side of the road
going to sales or going to a particular sale which is ending today
2. Once the activity is defined, please ask a question in the passive voice: If this
activity is not done now, can this activity be most probably done later if I am alive
and able? If the answer is no, then this activity is urgent otherwise not urgent.
Please apply this question to each of the activities listed below and figure out whether
the activities are urgent or not[1].
Activity
1
Sleeping
Watching a live cricket match
Gossip
Exercise
Seeing a particular car coming from the opposite side while driving
from one city to another on a divided highway

Seeking forgiveness from your spouse
Hugging your child
Going to a sale which is ending today
Seeking forgiveness from God
Urgent
X
X
You would have noticed as you determined the urgency/non urgency of activities
listed above that urgent activity is time dependent and person independent whereas
importance is person dependent and time independent and hence the logic of asking
the test question in passive voice to determine urgency.
Once the urgency is determined[2], we can now move on to determining importance
and hence the classification of the quadrant in which the activity falls into. As a quick
reference let us look at the Time Quadrants once again:
[1]
Please see Appendix C for the answers
41
Q1
Q2
2
Q3
Q4
Urgent
Important
Not Urgent
Not Urgent
Not Important
Not Important
Important
Urgent
Please complete the rest of the grid given below[3]:

Activity
Urgent
Sleeping
Gossip
Exercise
Seeing a particular car coming from the
Important Quadrants
X
X
Q2
/X
Q1 / Q3
Q4
opposite side while driving from one city

to another on a divided highway
6
Hugging your child
[2]
To determine the quadrant in which an activity falls, we can either determine the urgency first and then determine
importance or vice versa; the critical thing is that we need to make these determinations independent of one another.
[3]
Please see Appendix C for the answers
42
Our prioritization DMRs get corrupted when we are not able to distinguish between
urgent and important or in our understanding the meanings of the two overlap; in
this case the question that we usually confront is:
How can an activity that is urgent be not important?
Marketers understand the tendency of people to confuse urgency and importance and
hence focus their sales pitch on urgency to increase sales. This is done by
emphasizing that the sale is about to end or that the business is going out of business
and the inventory is being liquidated. Apart from the assumption that inventory will
be sold at throw away price, there is the subtle inclusion of urgency: a business only
closes once and if this opportunity is not availed now, it would not be possible to
avail it later. This noise that is created in our minds regarding urgency distracts us
from the most critical question:
Is it important for me to buy this item?
Remember, every valuable thing is not important. All that glistens is not gold and all
that is gold is not important. Only those things are important which take us towards
our vision!
One participant of our workshop, now a friend, told me that once he bought a new
pair of shoes on a sale in Dubai only to discover that he has exactly the same pair of
shoes at home bought a few months ago! Welcome to the world where urgency and
importance overlap.
This brings me to a juncture where I would like to point out a very destructive
international and timeless pony:7
If something is not urgent then it means that it is not necessary to do it now!
Because of this pony which lurks in our subconscious mind[4], we keep postponing
activities which are Q2s. For example, regular exercise is not urgent but it is necessary
Pony is a slang that we use in Timelenders for misconception or a confusion.
[4]
This can very well lead to a state of self-deception or more dangerously to a negative game. In transactional analysis,
game is a self deceptive routine that we unconsciously follow in our behavior to defend a position that we have taken. I
would encourage you to see Games People Play by Dr. Eric Berne, Penguin Books, 1968.
43
that it is done today; seeking forgiveness from God is not urgent but it is necessary
that it is done now!
I believe that if we can take care of this pony, we can create a revolution in our lives.
Later in the workshop, we shall learn how to institutionalize not delaying our Q2s
through the Daily Scheduler and the concept of TRQ1.
Quadrant 1 or Q1 activities: Activities that are both Important and Urgent
These are activities that are Important and Urgent at the same time. An example
would be to respond to someone having a heart attack. This response takes us
towards the goal of saving that persons life (Important) and this response cannot
wait (Urgent). In brief we call this a Q1 activity or just Q1.
Please do keep in mind that quadrants define and classify our actions only. External
situations do not fall in quadrants. For example, the heart attack is not a Q1 activity
rather the response to the heart attack is a Q1 activity. An external situation which
forces us into a Q1 activity is called a Q1 situation. So the heart attack is a Q1
situation as it creates a Q1 activity for us.
Quadrant 2 or Q2 activities: Activities which are Important but Not Urgent
Example of this quadrant would be exercising and brushing of teeth. Both of these
activities are Important but they can be delayed. Not brushing our teeth today does
not mean that we cannot brush them later in the day or the next day.
The Relation between Q1 and Q2
Looking at Q2 activities lets ask a question: If a Q2 activity is postponed for too
long, which quadrant would it move into?
A little reflection will yield the answer: Q1!
Regular car maintenance is a classical Q2 activity. If this activity is indefinitely
postponed, a number of problems can arise. For example, the car can break down in
the middle of the road resulting in multiple Q1 situations. Now moving the car out of
the road is a Q1, making alternate arrangements to reach your urgent meeting is a Q1
and so on. So we see that neglect of one simple Q2 has resulted in not only one Q1
44
but multiple Q1s.

Hence we conclude that failure to perform Q2s in a particular time frame will result
in having the Q2s make a transition into Q1s and most of the time when this
transition takes place, multiple Q1s are generated.
Q2
2
Q3
Q4
Urgent
Not Urgent
Not Important
Important
Not Important
Q1
Important
Not Urgent
Urgent
Let us take another example: Suppose you are to write a report that is due on the
morning of January 25th. The report will take 2 days to write. If you were to start
writing the report on January 12th, it would be a Q2 activity. Similarly, if you were to
start writing on January 15th, it will still be a Q2 activity. In short, if you were to start
the report anytime before the morning of January 23rd, it will remain a Q2 activity.
On or after the morning of January 23rd it will become a Q1 activity, as it cannot be
delayed any further. In other words, we can say that there are two distinct zones: the
Q2 zone and the Q1 zone.
45
A report is due on January 25th that will take 2 days to complete.
January 25th
January 23rd
Q1
January 22nd
Q2
January 18th
Q1
Zone
Q2
Q2
Zone
January 15th
Q2
January 12th
Q2
We can easily see that if given the choice to do the report, it would be a wiser choice
to start the report in the Q2 zone rather than in the Q1 zone. It is also apparent that
generallybarring some exceptions that we shall discuss laterthe stress level would
be higher in the Q1 zone as compared to the Q2 zone. Again, most of the time
higher stress levels correspond to lower quality of work.
In general terms we can say that comparatively Q1 is a high stress, low quality zone as
compared to Q2 which is a low stress, high quality zone.
There is an argument that some people only work in Q1 zone and hence for them Q1
is a higher quality zone. The answer to this is that such people sometimes face lower
intrinsic motivation and hence do not start their work in the Q2 zone. They wait for
the job to assume a crisis proportion by entering into the Q1 zone. At this time they
feel the urge to start as they do not have any option left.
This is a bad habit. Not only are such people forced to work under higher stress
levels but also do not have any margins for eventualities or unforeseen circumstances.
Also, we would still maintain that if these people were to do their work in the Q2
zone, their quality of work will be higher in Q2 as compared to Q1.
Like I have said earlier, there are exceptions to this simple rule which depend on the
nature of the job as well as on the way a person perceives and handles stress.
46
Daniel Goleman in his book Working with Emotional Intelligence (Bantam Books:
1998) writes:
The single most striking finding from brain studies of people under stresslike
giving a talk in front of a critical audienceshows the emotional brain at work in ways
that undermine the workings of the brains executive center, the prefrontal lobes,
located just behind the forehead.
The prefrontal area is the site of the working memory, the capacity to pay attention
and keep in mind whatever information is salient. Working memory is vital for
comprehension and understanding, planning and decision-making, reasoning and
learning.
When the mind is calm, working memory functions at its best. But when there is an
emergency, the brain shifts into a self protective mode, stealing resources from
working memory and shunting them to other brain sites in order to keep the senses
hyper-alerta mental stance tailored for survival.
Hence stress primes us for fight or flight and gives us that extra strength to ward off
physical danger. So if the activity at hand requires that extra dose of adrenaline, stress
is good, for example, saving oneself from drowning or running away from a mad dog.
But for other activities which involve thinking and analyzing there is a clear case
against stress as illustrated by the above passage.
Daniel Goleman further discusses the research that clearly indicates that moderate
amount of stress is good as it creates interest and pushes us to start our work and
become interested in it. Psychologists call it Good Stress or Eustress. Eustress also
corresponds to different chemicals that are being secreted in our brain as opposed to
bad stress or just stress. These chemicals are called catecholamines and when secreted
result in our brain feeling engaged and interested.
When a person moves beyond Eustress to stress, another chemical called cortisol
comes into action which puts the brain into the emergency mode and reduces its
power to think and analyze.
Now let us steer this discussion towards our quadrants. So what do Q1 and Q2 zones
correspond to?
47
Whenever there is a task at hand, a person will move from disinterest (apathy) to
interest and motivation (Eustress) to Stress.
January 25th
Stress
January 23rd
January 18th
Eustress
January 15th
January 13th
Disinterest (apathy)
January 12th
For different people, the frontiers of these zones will differ. For someone who is
doing something which has a high intrinsic value, the Eustress zone will start early.
Similarly for someone with stronger nerves, working closer to a deadline will not
trigger higher levels of cortisol hence the person will not move into stress.
Where Q1 and Q2 zones give a general idea of high and low stress areas based on
outside elements in terms of deadlines, the more accurate high and low stress areas
are internal. Eustress and stress zones of a person are unique to him or her alone.
Each of us with a little self-observation can conclude where we stand.
Stress is also triggered by emotions such as anger, rage, frustration, anxiety, worries
etc. We can safely say that when we work in the Q1 zone, triggers for stress definitely
exist like worry and anxiety (whether stress results or not will vary from person to
person).
Suppose you are going on a long trip. Your car is new and you have a spare tire in the
trunk. You know that you can get a flat tire but the thought that you have a spare tire
48
will keep you reassured. For a moment consider if you do not have a spare tire. You
have the same car and the same driving conditions, but in the back of the mind you
harbor worries and anxiety. A question will keep troubling you at the back of your
mind: what if I get a flat tire?
Similarly, when we work in Q1 zone, we are working without any buffers.
Subconsciously, just like the case of driving without a spare tire, small questions keep
troubling us: what if I fall ill? What if the electricity fails or the printer breaks down?
These triggers can very easily push us beyond Eustress to stress, even if it is at a low
level.
I am sure that there could be people who have conditioned themselves to an extent
that they need to have the Q1 zone to push them into Eustress. They have
conditioned themselves to work in Q1 without getting stressed. But I am sure you
would agree that such people are the exception rather than the norm.
Work of high intrinsic value.
Q1
Zone
Work of low intrinsic value.
Stress
Q1
Zone
Stress
Eustress
Eustress
Q2
Zone
Q2
Zone
Disinterest
49
Disinterest
A person who can handle

stressful situations better.
Normal Person
Stress
Q1
Zone
Q1
Zone
Stress
Eustress
Eustress
Q2
Zone
Q2
Zone
Disinterest
Disinterest
After the discussion of stress, we can now say that the safe route is to try to avoid Q1
zone as much as possible. Having the understanding of how to classify activities into
different quadrants will help us to identify and avoid the Q1 zone.
Suppose you have a meeting with a person at 4:00 pm. The drive time is 30 minutes.
If you were to leave at 3:30 pm, you would be in the Q1 zone. According to the
Murphys Law8 If something can go wrong, it will and a small delay in traffic will
cause you to miss your deadline.
A better way would be to calculate some of the delays that can be anticipated and
build that into a margin with which to start. In the above example there could be a 10
minutes traffic delay and a 5 minute wait at a railroad crossing. In this case you
should keep a 15 minute margin. If you were to start off at 3:15 pm, you would be in
the Q2 zone.
With this let me introduce the definition of a Buffer:
Murphy is a fictional character to whom certain laws are attributed. Murphys laws are very commonly referred to in
engineering.
50
Buffer
This is the margin of time incorporated into an activity,
which accounts for delays that can be anticipated.
Hence the 15 minute margin in the above example is a buffer.
Q4 activities: Activities which are Not Important and Not Urgent
One of the most common examples that people give of a Q4 activity is windowshopping. Gossip and chit-chat are also favorite examples.
When thinking of Q4 activities, it is very important to understand that people will
have different understandings of Q4 activities. Something that is Q4 for one may be
Q2 for another. The reason is simple: people have different visions in life and hence
their understanding of importance will differ.
Q3 activities: Activities which are Not Important yet Urgent
This quadrant proves the trickiest to identify. The reason is that it puts to test our
ability to clearly focus on the technical definitions of Important and Urgent and
separate them from how we use these words in our day-to-day affairs.
Now let us take the example of picking up of a ringing phone when one is in another
department. The best way to analyze any example is to start by the method of
elimination. First let us analyze this example by way of urgencyI suggest that we
start off by urgency first because the urgency of activities becomes readily apparent
whereas importance takes some time and reflection to determine.
Since the phone is ringing, its picking up cant be delayed hence it is clear that picking
up of this phone is an Urgent activity. Since it is Urgent, it could either be Q1 or Q3
and cant be Q2 or Q4.
Now, let us determine whether picking up of this phone is Important or not. Since I
am in another department, the phone cant be for me and thus picking it up will not
take me towards any goal or objective. Thus the picking up of this phone is Not
Important. Since it is Not Important, it cant be Q1 and thus we are left with only
one choice that is Q3.
51
From the same logic picking up of a wrong telephone call is a Q3 activity.

At this point some people voice a confusion that since when the phone was ringing
we didnt know whether it was an Important or Not Important call. How can picking
up of such a call ever be Q3?
The answer is that not having prior information of an event will not change the
reality of the event. Similarly, getting information later about the event will not
change the reality of the event either. Coming to know that a phone call was Not
Important later will not change the reality when the phone was ringing: picking it up
at that moment was not an Important activity.
Another thought then comes to mind is that if we were to find out later that our
picking up of the phone call was a Q3 event then what was the benefit as the action
has been done? The answer is that now this information can be used later to design
better filters to avoid the mistake in the future. We shall discuss more about Q3 and
its filters later.
Please take a few moments and carefully see the examples listed as Q3 activities and
see if you can understand why they are Q3 activities.
1.
2.
3.
4.
5.
Receiving a friend who has come to gossip.

Going to a sale which doesnt have things that you really need.
Seeing the Sun rise on a particular date.
Attending a party of a very distant friend.
Going to a concert when you have exams the next day.
What to do when having difficulty determining which quadrant an activity falls

into?
Sometimes, one faces the problem when he becomes double minded. For example,
the walk in the garden with ones family? Is it a Q4 or a Q2? Similarly, whether
smoking for someone is a Q4 or a Q3?
In such confusion, it is Important to play safe. When confused, Urgent takes
precedence over Not Urgent and Important takes precedence over Not Important
unless proven otherwise. So, translating into quadrants, if confused whether
something is Q1 or Q2, consider it Q1 until unless proven otherwise. Similarly, if one
52
is confused between Q1 or Q3, consider it Q1 until proven otherwise.

An example is of the ringing of the fire alarm. We know that it can be a false fire
alarm (Q3 situation) or a real one (Q1 situation). Once we hear the alarm and not
knowing whether it is a Q1 situation or Q3 situation, we consider it a Q1 situation
and run outside the building. We should return to the building only after we are sure
that it was a Q3 situation.
Similarly, when the phone rings, we pick it up because we dont know whether it is a
Q1 situation or a Q3 situation. With the availability of CLI (Caller ID), we dont pick
up the calls that we know for sure are Not Important. Hence we say that CLI is a
filter.
General Handling of the Quadrants
Now that we have learnt to identify different activities in our life according to
quadrants, let us look at the general ways to handle all the quadrants activities.
Handling Q1s
Should you rush to do all the things which are important and urgent or in simple
words, Q1s? The obvious answer seems to be yes. Beware: the answer is no!
If you rush to tackle all of the Q1s in your life then you would soon find that you are
losing control over events around you and are being managed by crises.
Some Q1s are not to be done!
This is where the whole concept of prioritization based on Time Quadrants comes in.
The DMR of rushing into doing all of the Q1s is an example of an incorrect DMR.
We need to develop our DMRs through practice to immediately help us identify all of
our activities according to the Time Quadrants.
Step by Step approach to handling Q1s in your life
Here are four possible situations and what you need to do:
53
1. You have two or more Q1s activities facing you at the same time: quickly
calculate which is the most important, do that and sacrifice the rest. If you can
only attend your sisters wedding or your friends wedding on the same night,
which one should you choose?
2. You have a Q1 activity versus a Q4 or a Q3: the answer is simple, focus on
your Q1 as Q4s and Q3s are both not important and have to be dropped out
of our lives.
3. You are faced with a Q1 activity and a Q2 activity and this Q2 activity is about
to convert into a Q1 and if it does, this new Q1 will be of a bigger magnitude
than the first Q1. In this case you should sacrifice the original Q1 and focus
on this Q2. A possible example could be being faced with counseling your
troubled teenage daughter (Q2) who is disturbed with something in school
versus showing up at an official dinner (Q1).
4. You are faced with a Q1 versus a Q2: this is the most difficult to judge
because most of the time we go after the Q1 and in doing that we are being
driven by urgency and not importance. At this time we should evaluate what
we need to do based on importance not urgency: it may be wiser to do the Q2
and sacrifice the Q1. Remember, life is about choices and sacrifices. It may be
wiser to let go of a social event (Q1), sacrifice the good time and the
possibility of gaining some beneficial contacts and instead focus on your
regular exercise or some quality time with your family (Q2s).
Conclusion
We should not rush to do all of our important and urgent activities (Q1s). We need to
have a systematic approach where all of our decisions are not being driven by urgency
rather by a balanced view of both the parameters: importance and urgency.
Handling Q2s
As discussed in detail, generally Q2 zone is the low stress, high quality zone. We
should work to focus our life in this zone. A general rule of the thumb is that the
success of a person is directly proportional to the number of hours he/she spends in
54
the Q2 zone in a day.

With careful planning, keeping the bigger picture in mind and self discipline, a person
can systematically increase the proportion of his/her time in the Q2 zone.
Handling Q4s
All of us can come up with a list of Q4 activities that we sometimes engage in. When
coming up with this list, it is critical to ensure that these are indeed Q4 activities. If
we are not sure, we should play safe and put them in Q3 or Q2.
Once identified, you will see that Q4s are nothing but time wasters. These activities
do not add any value to our life. The strategy to handle Q4s is simple: Just drop them
from your life.
Please do keep in mind that just as it is important to know what is Important to you;
it is equally important to know what is Not Important to you so that it can be
avoided. A person makes a grave mistake when he feels that spending a little time
doing Q4 activities will not have any impact on his life. If we look at the quadrants,
we can easily see that all the four quadrants are interconnected. For example, the
moment we drop Q4s from our life, the time that is freed up is now available for Q2
activities. Having more time available for Q2 activities will have a profound impact as
it will move us into a lower stress zone and will also cut down on the Q1s which
result due to the neglect of Q2 activities.
I suddenly have a lot of time now! is a comment of a person who decided to drop
his Q4 activities.
A lot of times we are not able to drop our Q4s due to some important elements in
them. Please keep in mind that something which is not important doesnt imply that
there are no important elements in that activity rather the implication is that the not
important elements outweigh the important elements.
For example, smoking with all of its ill effects on health could at times give us a
diversion for our stress. So this would be the important element of smoking. The
intelligent thing to do should be to find a Q2 activity which could help us reduce our
stress. It we were to take care of the important element in the Q4 activity through a
Q2 activity then it would be easier for us to drop our Q4. This is why we add a word
to our strategy of handling Q4s which is: drop your Q4s intelligently!
55
Handling Q3s
Just like Q4s, Q3s are also Not Important and hence waste our time and dont add
any value to our life. However, unlike Q4s, which can be dropped directly and are in
our control, Q3s are mostly interruptions that act on us from the outside. The only
way to reduce them is to create filters to pre-empt them. Filters might not help us in
completely removing the Q3 activity but they will surely help us in reducing the
disturbance.
Receiving a wrong phone call is a Q3 activity. The filter to avoid doing this is to have
a CLI (Caller ID) system. For calls that you can immediately identify as Not
Important, you can choose not to receive them. But please do keep in mind that there
would be a few numbers that you would not be able to identify and in this case you
will have to pick up the phone to determine whether they are Q1 or Q3.
Telephone Line
Filter
CLI
Another example of a Q3 activity is of friends dropping in at work without notice

just to chit-chat. Responding to these friends is a Q3 activity. The filter that can be
developed in this case would be to determine how many friends are in this habit of
dropping in to chat. Suppose they are 10 in number. The Filter would be to talk to
them and ask them to visit you during some specified time like 3:00 pm to 5:00 pm
on Tuesday and 5:00 to 7:00 pm on Thursday. Please tell them that when they visit
you at an odd time, you are not able to give them the attention that they deserve and
if they were to visit you at the above-specified time, you would be able to give them
proper attention.
56
Handling Q3 Situations
Disturbance
Filter
YOU
Now during these periods you would schedule a Q2 activity for yourself like reading
an important business book that you have been thinking of reading for some time.
Now if your friends were to show up in this time you would be able to put the book
aside without any trouble because it was a Q2 activity (Important and Not Urgent). If
none of your friends show up at this time, you would not be perturbed as you are
engaged in a Q2 activity. Often people get restless and disturbed when they are
waiting for someone because they are engaged in Q4 activities and in the back of
their minds they know that their time is being wasted as they wait. Talking to the
friends and setting up timings for them and then scheduling Q2 activities for yourself
while waiting for them, would all be considered a filter.
It could be pointed out that in spite of this explanation; there still would be people
57
who would not show up at the scheduled time. At this point we have to see the trade
off: suppose out of 10 friends, 7 start to show up at the scheduled time. We can see
that 70% of the problem has been solved and we have to now cope with only 30% of
the problem.
One of our participants complained that his wife calls him during work and most of
these calls prove to be Q3s. The strategy to deal with this would be to try to see a
pattern when his wife is most likely to call. Chances are that there would be a pattern:
maybe she is likely to call after the kids are done with breakfast and washing up in the
morning. Similarly, another probable time is in the mid afternoon when she is done
with lunch and taking care of the dishes. One strategy would be to pre-empt the call
of the wife by calling her before she calls him. Since the husband will initiate the call,
he would do it at his leisure and now the wife will not have the need to call at a time
when he is engaged in a Q1 activity.
The above example is a simple one and may not work for all. The idea is to illustrate
the concept of setting up a filter to handle our Q3 activities.
In Pakistan, a challenge is the late arrival of guests in marriage functions. If the dinner
is announced at 9:00 pm, some people will come as late as 11:00 pm. On the marriage
of one of our friends, all the guests had arrived by 9:15 pm.
The secret was in designing an elegant filter: my friend invited some of the elders of
his family three weeks prior to the event at his home for dinner and announced that
the food will be served at 9:00 oclock. Like always, people were late but he served
the food at the promised time. The rest is simple. The news spread quickly within the
family that the food was served at the promised time and hence the expectations of
the people were that food would also be served at the promised time in the upcoming
event.
In conclusion, please list all of your Q3 activities that you come across in your life
and design a filter for each one of them. For some, the filters would be as simple as
just fighting the urge of picking up the phone when it is ringing while you are in
another department.
Similarly, in companies whole departments can brainstorm together to see what
constitute as Q3s on a group or departmental levels. The members of the department
can then creatively come up with filters to tackle the situation.
58
Here is a simple filter that I found at the office door of a friend, Mr. Abu Ahmed
Akif. He reported that the traffic of people to his dropped by 50%. Please read the
filter and enjoy!
Mr. Abu Ahmed Akifs notice
Welcome!
The matter that has brought you to my office, could it have been discussed via email?
If yes, please be kind enough to send me an email and if no, please read on:
Could the matter be discussed over the phone?
If yes, then please call me and if no, please read on:
Could the matter be discussed during my office hours between 12:00 pm to 2:30 pm?
If yes, then please come within that time and if no then please do step in!
Abu Ahmed Akif
Internal and External Q1s
Q1s are of two types; Internal and External Q1s. Q1 situations, which arise because:
we have ignored a Q2 activity
we have delayed a Q2 activity
we have not found and done a possible Q2 activity.
The breakdown of the car in the middle of the road because its regular
maintenance was ignored or delayed would be called an Internal Q1.
External Q1s are those Q1 situations, which are not internal Q1s.
59
Careful thought will disclose that most of the Q1 situations that people have in
their lives are Internal Q1s. This ratio between Internal and External Q1 will vary
from person to person. Usually people report that 70% to 95% of Q1s in their
lives are Internal Q1s.
One of the tragedies which results in extreme mismanagement of time is when a
person is not able to distinguish between External and Internal Q1s. Such a
person will generally tend to have a victim mentality and will have feelings of
helplessness and loss of control.
A person who understands that most of his Q1s are Internal will try to work to
avoid them by focusing on the Q2s, the neglect of which has resulted in the
ensuing Q1s.
What to do when swamped by Q1s!
All of us come across situations when we are swamped by Q1s. These are usually
trying circumstances when we are putting out fires constantly throughout the day and
are basically being driven by crises.
To illustrate the strategy to deal with this situation, let me recount a true story that
happened with one of the participants of our workshop in Chicago. A young college
student by the name of Ms. Hammad approached me during the workshop and said
that the workshop was of no use to her as we are talking about planning for our time.
She was facing a never ending cycle of Q1s and didnt have time for planning which
is a Q2 activity.
I told her to dedicate half an hour a day for Q2 activities and whether it makes sense
or not to continue dedicating this time. The rest of the time she was free to dedicate
to her Q1 activities. I told her that in the course of a few days she would feel a little
relief and when she does, she can increase her time for Q2 activities to 1 hour and
similarly after a few days she can increase it to one and a half hours and so on.
She called back after a few weeks with an excited voice and disclosed the good news
that she has come out of her cycle of Q1s!
A little bit of analyses can lead us to understand what happened. Usually when we are
swamped with Q1s we tend to get into the habit of only tackling them and end up
ignoring Q2s which become Marginal and then move into the Q1 zone. Not only do
60
these create stressful situations for us but in the process they also multiply. When Ms.
Hammad started to tackle some of the Q2s before they became Q1, she basically
chocked the source of Q1s into her life and systematically came out of her
predicament.
61
Chapter 5: TRQ1s
Chapter 5: Time Restricted Q1 activities (TRQ1s)

Q1 and Q2 activities bound by time are called TRQ1s and TRQ2s respectively. In
other words, TRQ1s are appointments given to others while TRQ2s are
appointments given to yourself.
The golden rule of success:
The degree of success of a person is directly proportional to how well he can
convert his Q2s into TRQ2s and then treat them as TRQ1s.
TRQ2
Walk
Time Restricted
Q2
Time Restricted
Q1
62
Chapter 6: The Art of Guarding Commitments
Chapter 6: The Art of Guarding Commitments: The GK book and

the to-do lists
The palest ink is better than the sharpest memory.
-A Chinese proverb
This chapter introduces a tool to guard each and every commitment and promise that
we make. By guarding I mean that we should avoid breaking a commitment by not
forgetting it and renegotiate it if we find that we would not be able to fulfill it. For
example, if we were not able to return a book on Wednesday as promised, we should
take an extension from that person hence effectively renegotiating our promise.
This tool is the system of the GK book and the to-do lists. This simple system is
extremely powerful, giving you a fool proof method to remember and track your
commitments, or in other words guard them.
Recently I met a participant of our workshop who said that he had not broken a single
commitment in the past year; this was true for both his professional and personal life.
It was indeed heartwarming but was it a surprise? No. Anyone following the system
outlined below can easily make such a claim. Inshallah, you could be that person!
The Gatekeeper of Tasks book or simply the GK book
The GK book is not the name of a physical entity rather the name of a concept that
you should have the means to record each and every commitment that you make. In
other words:
You must not make a commitment unless you record it as you make it.
No time lag must occur between a commitment and its recording. Accountants are
trained in recording transactions instantly because the moment there is a time lag,
memory comes into play, introducing the chance of things being forgotten.
Our memory has not been designed to keep everything that we come across
permanently. Keeping things permanently in our memory requires extra effort like
memorization of the Quran. Our minds have been designed to forget, which is a
blessing. Imagine life if we were to vividly remember the death of a loved one years
later!
63
This is the reason that Allah (swt) has commanded:

O ye who believe! When ye deal with each other, in transactions involving
future obligations in a fixed period of time, reduce them to writing. Let a
scribe write down faithfully as between the parties: let not the scribe refuse to
write: as God Has taught him, so let him write. (2:282)9
Since commitments are made at all times, it is natural to demand that the GK book,
the tool for recording commitments instantaneously, should be portable and with you
at all times. If you are without your GK book, the rule is simple: do not make a
commitment!
The GK book could be in any form: a simple pocket notebook, Palm Pilots or
Pocket PCs. A piece of paper will also work but I strongly advise against as it could
easily be lost. Nevertheless, it is still far better than memory: a short pencil is better than a
long memory (a Far Eastern Quote)
Someone enquired if the people in the prophets (sas) era kept notebooks. Arab
society then was an oral culture with highly developed memories allowing the
memorization of vast amount of information instantly. Stories abound of how the
Arabs would memorize hundreds of verses of poetry when coming across them just
once. Well, if you have a memory like that then your GK book is your mind but if
you are like all of us average people, GK book is a must.
To initiate the system is to start carrying a GK Book and recording all commitments.
This is the key function of the GK book.
An additional function of the GK book is to record all useful bits and pieces of
information that come your way, giving you the confidence that all information
recorded in the day would be in one, readily accessible place. This will help you fight
the urge of putting pieces of information here and there. People waste time finding
numbers scribbled on newspapers.
The GK book, if it is a notebook, has a filing system as all information is being filed
chronologically. For example, if you want a telephone number taken 5 days ago, you
would search the entries that you had made approximately around that date which is
inefficient. The GK book is a good place to gather information, not store it.
9
Translation of Abdullah Yusuf Ali.
64
If carried faithfully, your GK book would have entries from both your professional
and family life like:
1. Telephone numbers and addresses with accompanying notes.
2. General reminders like buying a battery for your watch or buying a stapler for
your office
3. Daily or travel expenses.
4. Reminders regarding appointments with people.
5. Picking up milk for your home.
6. Grocery lists.
7. How much you jogged the other day.
8. The winning idea that came to you while you were stuck in the traffic jam.
9. An excellent proverb or a verse from poetry that you would like to refer to
later.
When the GK Book starts getting filled, the next step is to take information from the
GK book and file it in its proper place.
Filing of Information from the GK book
Mr. Abu Ahmed Akif, a friend, gave a beautiful example: When we bring groceries
home, we never leave them in the basket: Eggs go off to the fridge; the meat is placed
in the freezer; the biscuits in the cookie jar, etc. If there is an item which doesnt have
a parking place, we find a place for it. Why? Because when the time comes to fetch an
item, we would not have to rummage through the whole of the kitchen.
The same goes for the GK Book; all information that finds itself worthy of being in
the GK book must have a place where it must transfer to. If a piece of information
doesnt have a parking space, then you would have to make one.
Addresses and telephone numbers: These must be put in address books,
databases like outlook or other contact management software.
Appointments and Meetings: These can go in our appointment diaries, the
Daily Scheduler (DS, another tool that we shall introduce later) or electronic
tools like outlook etc.
Financial information: This would go into a financial log or an accounts
book.
Health Information: You may be logging how much you jog and this would
enter into a health log.
65
Quotes: These could be entered into a folder titled quotable quotes.

Commitments, promises and reminders: These would go into the to-do
lists.
Please see figure 1. On extraction of the information, the pages of the GK book
should be discarded. If you cant tear pages out, staple them together indicating that
information has been taken out.
The To-do Lists
To-do lists have been in use for time immemorial. It is commonly advised to start
ones day by making a to-do list by thinking of all the things that we have to do in the
day and jotting them down. One should start working on them after prioritizing them
and cross the tasks as they are done.
The above is better than having no procedure at all. But there is a serious flaw. Can
you guess?
The flaw is that you are making the list out of your memory except for the items
which have been carried from the previous day. And again, once memory gets
involved, there are chances of forgetting. No wonder, many a time our schedule is
disturbed when we remember something in the middle of the day that we had
forgotten to write earlier.
Let me introduce a simple but a very powerful procedure:
Step 1: Title five sheets of paper as below:
Master to-do list (MTL)

Current Year to-do list (CYL)
Current Month to-do list (CML)
Current Week to-do list (CWL)
Today to-do list (TTL)
Step 2: Go through the entries in the GK book one by one, focusing on the
commitments, reminders and promises that you have made to yourself all which are
referred to as to-dos. If you have still not started maintaining the GK book, scan your
memory for commitments that you have made and things that you need to do.
66
Figure 1: Filling of Information from the GK Book
Ask yourself:
1. Is it (the to-do) to be done today? If yes, then log it in the TTL.
67
2. If it doesnt need to be done to-day but must be done by the end of the week,
then log it in the CWL.
3. If it doesnt need to be done in this week but must be done by the end of the
month, then log it in the CML.
4. If it doesnt need to be done in this month, but must be done by the end of
the year, then log it in the CYL.
5. And lastly, if it has to be done but doesnt have to be done by the end of the
year, then log it in the MTL.
The above five steps will get you started on your to-do lists which will grow by each
passing day.
The day that you start on the system, follow the TTL that you had generated, making
a new list the next day. This new TTL will receive entries from three sources:
a. The first set of entries would come through the five steps outlined above
where you take your GK book and file its entries. If you are following the
rules of the GK book then no commitment must be found in memory rather
all commitments and promises would have been recorded and would be found
in the GK book hence the GK book will contribute some entries to the TTL.
b. The second set of entries would come from the previous days TTL. Usually
there would be items which you were not able to complete or tackle the
previous day. You would look at those items and file them just as if they were
entries in the GK book according to the five rules mentioned above. So the
to-dos which need to be done today would be brought forward from the
previous days list.
c. Lastly, you would scan you CWL and see which of the items from the list you
would like to do today and bring them into the TTL.
68
Interaction of the GK Book with the To-Do Lists
Scan every
Year
Master To-Do
List
Scan every
Month
Current Year ToDo List
Scan every
Week
Current Month
To-Do List
Scan every
day
Current Week
To-Do List
Today To-Do
List
The GK Book
According to the system, the CWL would be scanned every day of the week.
Compilation of the Today To-Do List
Previous Days
Today To-Do List
(TTL)
Current Week ToDo List

(CWL)
Today To-Do List

(TTL)
69
The GK Book
Please keep in mind that all of this scanning of to-do lists should be done at the time
that you have dedicated to planning at a particular point in the day. Once the TTL
has been constructed, you will not keep going back to any of the lists till the next day
at the time of planning.
Your day will start with your TTL and your GK book. If a to-do comes in the middle
of the day then you would ask yourself a question: does it have to be done today and
if the answer is yes then you would put it down on the TTL otherwise it will go in the
GK book. Please note again that during the day the other to-do lists must not be
repeatedly opened as it would create too much hassle and inconvenience. Let the todos that dont have to done today go to the GK and come on to the proper list the
next day during your planning.
There are two very critical habits (Discretionary Mental Routines (DMRs)) that you
need to develop without which the system will fail:
#1: After each to-do has been done from the TTL, you must strike it off the list and
at that time take a quick look at the whole TTL and select the next to-do that you
would want to do.
#2: Whenever you change your physical location (home to work, work to client,
client to project site etc.) you must take a quick look at the TTL. For example you
had to make an international phone call that can only be made from the office and
cant be made from the project site. If you left for the project site without looking at
the TTL, you will be in trouble.
At the end of the week, we shall be making a new CWL by carrying forward items
which have been left untouched from the previous week. Next we will scan the CML
and pick items which need to be done this week. In this manner, the CML would be
scanned 4 times a month.
70
Compilation of the Current Week To-Do List
Previous Weeks
Current Week ToDo List (TTL)
Current Month
To-Do List
(CWL)
The GK Book
Current Week ToDo List (CWL)
The same procedure is now repeated for making a new CML at the end of the month
by scanning the CYL, and the CYL by scanning the MTL.
The CYL will thus be scanned 12 times in a year.
Compilation of the Current Month To-Do List
Previous Months
Current Month
To-Do List(CML)
Current Year ToDo List

(CYL)
Current Month
To-Do List
(CML)
71
The GK Book
Compilation of the Current Year To-Do List
Previous Years
Current Year ToDo List(CYL)
Master To-Do
List (CYL)
The GK Book
Current Year ToDo List (CYL)
The above steps can be depicted in the form of the following formulas10:
TTL = GK + TTL (previous day) + CWL scan
CWL = GK+ CWL (last week) + CML scan
CML = GK+ CML (last month) + CYL scan
CYL = GK+ CYL (last year) + MTL scan
You will notice that in the system the moment a commitment was made it was
recorded into the GK book from where it was moved to one of the five lists and
from where it came to our TTL by the process of being scanned. At no point in the
above routine was memory involved and hence the chances of forgetting a
commitment are zero. The elimination of the role of memory from the process is the
most powerful aspect of the system.
It is important to note that the primary function of the above system (GK book and
the to-do list) is to guard our commitments and not strategic planning or handling
our long term goals or objectives. Many people use the to-do list to also handle their
projects or goals. It can be done but this is not the primary function of the to-do lists.
For example someone wanting to perform hajj can list the different steps required to
10
This brilliant contribution was made by Jahanzeb Ahmed of Siemens when he attended
our workshop in January 2004.
72
complete his preparations and handle the steps through the to-do lists. For example
he can list the different steps as:
1.
2.
3.
4.
5.
6.
Apply for a National ID card.

Apply for a passport.
Apply for a visa.
Get the proper training and knowledge of hajj.
Buy the equipment and gear for hajj.
Save money to buy the tickets and for payment of the boarding and
lodging during hajj.
After having listed the steps, he could then log each step into the different lists (MTL
to the TTL) and let the system take over from there.
I have seen the following challenges when I ask people to make the to-do lists:
1. People sometimes start to use the lists to handle the planning of their goals
and projects and completely miss out on guarding commitments. This means
that they have not realized the primary function of the to-do list.
2. People would attempt to make and manage to-do list without regularly
carrying the GK book. If you are not regularly carrying the GK book and not
faithfully recording all of your commitments in it, you are by-passing the
system. The to-do lists will not be reflecting all your commitments and hence
things will be falling through the cracks.
3. Some people follow the system for some days and then take a few days off.
This will create extreme frustration and could lead people to doubt the whole
concept. For the system to operate, you have to be following the system 100%
of the time. Also, not following the system 100% may create a false sense of
security. Commitments which otherwise you would have been carrying on
your head would be missed by falsely assuming that the system will remind
you of it.
If you were to miss a commitment while following the system, there would be only
two reasons: either you are not following the system properly or you have
intentionally ignored the commitment. There could be no other reason!
Now people can no longer tell their bosses that they forgot. The response from the
boss would be, How can you forget? Are you not on the system? If the person
73
admits that he is not on the system, then he would be asked to come on to the
system.
There is a concern that through this system we are developing a dependence on a
tool. Yes, we are developing a dependence which is both healthy and positive. Once
wrist watches were not worn, but now life would be very difficult without such an
important tool. Same is true for mobile phones. The GK book and the to-do lists are
also a necessity in the fast paced life of today if one is determined to guard his
commitments and promises.
Another concern is that the GK book would compromise our memories. The main
function of our minds is not to memorize things rather to process information. When
we try to carry too many things in our minds which could have easily been written
down, we clutter it and compromise our ability to think and analyze information. If
we want to enhance our memories, memorizing sections of the Quran would be a
better idea.
One course participant said that after taking the course, his concentration in his
prayers has increased and he is disturbed less by thoughts floating into his mind while
praying. The reason was that by recording all matters in his GK book he didnt need
to carry all the clutter in his mind.
Here is a simple test to check whether you are using the system properly. Make a list
of things that you did yesterday both in and out of work. Strike out activities which
were generated during the course of the day yesterday. Take a look at the rest of the
items; if they were present in your CWL or the previous days to-do list, then you are
on the system otherwise you need to ask yourself as to why these didnt appear on
those lists.
As said earlier, GK book is a concept and not the name of a physical entity. Similar
could be said of the to-do lists. I suggest that people start off on paper, understand
the concepts and then move on to other forms of maintaining the to-do lists like
databases. Microsoft outlook can do a marvelous job of maintaining your to-do list.
Palm pilots also have such functions.
Handling daily or weekly reminders through the to-do lists
Since the CWL is scanned every day, you can easily use it for daily reminders. For
example if you would like to remind yourself to charge your phone daily, put this
74
reminder in your CWL and since you would be scanning it daily, you would be
reminded. Similar could be done regarding weekly and monthly reminders.
Test Questions
Here are some questions related to the to-do lists that have appeared in the exams
that we take. It would be nice to reflect upon them to see whether you are able to
answer them.
1. In the section on to-do lists, how many to-do lists are there and how does the
system work? How does the GK book interact with the to-do lists?
2. For the to-do lists, how many times in a month according to the system
would you scan the CML? How many times in a week would you scan the
CWL?
75
Today To - Do List (TTL)

Definition: This list has all the to-dos which have to be done to-day.
Examples:
Fix the back door of the apartment
Call Anwar Hashim Saheb: 0334-2137684
Call Dr. Salman in Lahore: 042-5833983
Weekly report is due from Jamshaid and it has to be read and responded to.
Backup of computer
Locate my shoes for travel
Give waist coat for laundry
Pay Sui Gas bill
Make a folder of utility bills and file the previous bills
Take Rs. 5,000 advance from office and give it to mother
Call and invite Ahmed for the Valima of brother
Review the project report of Kaleem and give him a feedback
Pick up milk, diapers, AAA cells and Cough syrup for home
Congratulate neighbors on the marriage of their son.
Complete marketing report for Dubai office
Have UAE accounts reconciled
76
Current Week To - Do List (CWL)

Definition: This list has all the to-dos that have to be done this week except which have to be done
today.
Examples:
Reply to all of the pending emails
Get a back-up generator for the office
Rearrange office furniture
Get the DVD drive fixed
Get Anti-virus program
Submit the accounts of traveling
Call the major clients in Islamabad
Get eyeglasses fixed
Need to get a hair-cut
Need to get vaccination for the baby
Replace car tyres
Invite Dr. Abdul Bari for the vision retreat
77
Current Month To - Do List (CML)

Definition: This list has all the to-dos that have to be done this month except the ones which have
to be done this week.
Examples:
Get the car serviced
Pay the tuition fee of children
Get blood test done for father
Increase the brisk walk at one stretch to 5 kilometers
Finalize the manual for Time Management Training
Hire a driver for the office
Get the office AC serviced
Visit uncle
Call all the relatives in Lahore
Chalk out strategy for getting receivables within 15 days.
78
Current Year To - Do List (CYL)

Definition: This list has all the to-dos which have to be done this year except for the ones which
have to be done this month.
Examples:
Reading the Autobiography of Malcolm X
Taking the Strategic Negotiations Skills workshop
Taking children for summer vacations
Completing the HR policy manual for the office
Shifting to a new office space
Automating accounts in the office
Renovating the kitchen
Taking Rasheed for dinner
Go surfing with Shaikh Hashim
79
Master To - Do List (MTL)

Definition: This list has all the to-dos which have to be done but not this year.
Examples:
Performing hajj
Reading the book Muqaddama by Ibn-e-Khuldoon
Learning Arabic and Karate
Writing an article in the newspaper on Time Management
Visiting Malaysia
Buying a new car
Teaching swimming to the children
Signing up wife for the gymnasium
Doing Project Management training
Getting an MBA in Finance
80
Chapter 7: The DS
3Chapter 7: The Daily Scheduler

Introduction
The importance of promises, the grave consequences of not meeting them and the
Islamic perspective together constitute the substance of keeping promises while the
GK book and the to-do lists are the forms or tools behind managing and keeping
promises.
Appointments are also promises and the GK Book and the to-do lists are not the
effective way of handling them. For appointments I shall now introduce a tool that I
call the Daily Scheduler or the DS.
The DS is just one form of handling our appointments. There are many other tools
that are available like planners, diaries and pocket palm pilots.
I strongly suggest that you understand the workings of the DS, compare it with other
tools and then decide the one best for you.
Later in the book we shall see additional functions of the DS.
The Concept
The concept of the DS is:
You should have the capacity to remember the time and
duration of a meeting which was set months in advance
The Physical aspects of the DS
The DS is shown on the next page1. Please note: Each page reflects a week. Each box
reflects half an hour in the day.
Do you notice holes on both sides of the sheet? Can you guess why? When I ask this
1
I designed the first crude DS sheet in the mid nineties. Mufti Muzammil Hussain in 2002 suggested coding the
appointments and added the notes section. Mr. Zulfiqar Ahmed in 2004 made the boxes reflect half an hour instead of an
hour.
81
Chapter 7: The DS
question in our workshops, I get some interesting answers including that there must
have been a mistake!
In bounded diaries you can see the next page when you are on the left hand page. If
you are on the right hand page, you would have to flip the page to see the next page.
I wanted a design where the next page could always be seen while working on the
current page: the solution that I came up with was a folder with a binder clip and
pages with holes on both the sides. So when you are done with the left hand sheet,
you would not start working on the next page rather you would open the clip and
affix the next weeks page on the left hand side so naturally the next week will open
in front of you automatically.
82
Chapter 7: The DS
The Working of the DS

After giving dates to the days on the sheet, you would chart your appointments as
follows:
Suppose you have a meeting with Mr. Ahmed on Tuesday from 10:00 am to 11:30
am. You would outline the three boxes as shown on the sheet.
Next, you would give a code to the box.
In the notes section, you would put the code and all the relevant summary of the
meeting like the name of the person, a brief agenda and all the contact information of
the person you are meeting.
In the event that you have a meeting with someone at a time other than at a half an
hour mark, you would draw a box and put down the exact time inside the box.
Suppose your meeting with Mr. Aslam is from 12:40 pm to 2:20 pm, you will mark
the appointment as shown on the sheet.
You can also color code the different boxes for easier reference.
Graphical Representation
A picture is worth a thousand words. By charting your appointments you are giving
a graphical or pictorial representation to your appointments hence making it easier to
grasp and retain the information. Furthermore, you get a map of how your week
looks like as the filled (or colored) boxes show time taken up and the available time is
shown by empty spaces.
The Three Cardinal Rules of Using the DS
These three simple rules will give you exceptional control over your appointments:
Dont give an appointment out to anyone without looking at your DS: It is
easier said than done but is the most important rule. Whatever the pressure or the
case, please avoid giving out an appointment without looking at your DS.
If someone requests a meeting and the DS is not with you, tell the person that
you would get back to him later with a confirmation. Put down the request in
your GK book and once you get to your DS, check it and confirm the meeting.
83
Chapter 7: The DS
Many a times you would be able to swear that the requested time is free but do
keep in mind that memory is after all memory and you could have forgotten an
appointment that you may have given some time before. So please play it safe.
Dont start your day without looking at your DS: Please take a quick look at
your DS when you start your day. These few seconds can save you tons of
problems.
Keep the active week on the left hand side: This function is possible due to
the special design of the DS as explained above. This rule will ensure that your
next week is open in front of you.
Along with the second rule, this rule will ensure that you would have at least a
weeks notice before every appointment.
Lets see how these rules will play out with the help of the following example:
Suppose it is 10th of March and Mr. Ali asks you for an appointment on the fourth of
May from 10:00 am to 11:00 am. On checking your DS you find that you are open on
that time as nothing is marked. The logic is simple: had there been a meeting, it
would have been marked.
You would give this person a confirmation, block that time, given it a code and put
all the relevant information on the notes section which of course will include the
contact numbers.
On the 25th of March, suppose Mr. Basheer asks you for an appointment on the 4 th
of May from 9:00 am to 11:30 am. Resisting the temptation to say yes and checking
your DS discloses that there would be an appointment conflict.
You would request Mr. Basheer to consider an alternate time.
Suppose, meeting Mr. Basheer is more Important than meeting Mr. Ali. In this case
you would talk to Mr. Ali and seek to renegotiate your appointment with him. Having
all of Mr. Alis information in your DS sheet would ensure that you would not have
to search for his numbers. The system thus ensures that no appointment conflicts
happen.
A week before the appointment, the sheet prior to the appointment week will move
on the left (as explained above) and the appointment will become immediately visible.
84
Chapter 7: The DS
Since you are looking at your DS every day, there is no way that you would forget
your appointment with Mr. Ali or with Mr. Basheer.
You can easily see that with these rules you can mark and handle your appointments
set months in advance.
Some Important frequently asked questions (FAQs)
Q1: What if we dont know how long the meeting would last, how can we mark
the DS?
In this case you will have to estimate the time. Suppose, a little bit of research tells
you that this meeting might take a minimum of 1 hour and a maximum of 3 hours. In
this case you would have to mark 3 hours after the beginning time. If the meeting
were to finish before 3 hours, you would utilize this time for a Q2 activity. During the
daily planning time, you should anticipate this possibility and keep a Q2 activity lined
up to be substituted immediately if time is freed up.
Q3: Do I have to code all of my appointments?
No. Sometimes the box of the appointment would be large enough to put down
information in the box itself.
Q4: Why does the DS sheet starts from 6:00 am and goes to midnight?
Simply because putting 24 hours slots would take up too much space but if you need
to mark hours late at night, you can customize your own sheets.
Q5: Should I carry my DS sheets or organizer with me at all times?
It depends upon your need and use. If your appointments are dynamic and you need
to give appointments out frequently, carrying it with you would be a better idea
otherwise it should be on your work desk at all times.
Q6: Is the DS organizer available in the market?
No. you can either photo copy the sheets and use a simple binder folder or can
purchase a specially designed leather organizer from Timelenders. For details, price
and shipping information please visit www.timelenders.com.
Q7: If my appointments are readjusted, how do I make that change in the DS?
For this purpose people use a pencil which can be erased. I use white eraser ink
which is readily available.
85
Chapter 7: The DS
Q8: Should I discard my DS sheets after they have been used?

I strongly suggest that you dont discard your sheets, you should file them. They
would become a beautiful map of your life. If you were to ask me what I was doing
on a particular day three years ago, I would be able to tell you. And remember that
you may decide to write your autobiography one day and your DS sheets would be a
priceless asset. One participant of our workshop once said that he has made up his
mind that he would never write an autobiography. Another participant responded:
Well, you never know, someone might decide to write a biography on you and find
the sheets useful!
86
Chapter 7: The DS
87
Chapter 7: The DS
88
Appendix A: About Suleman Ahmer

To further his work and research in Time Management, Suleman founded
Timerunners, Inc. in Chicago in 1999 and Timelenders, Inc. in Boston and Karachi in
2002. He has trained thousands of individuals in Time Management in the United
States, United Arab Emirates and Pakistan. He has trained over 60 companies and
organizations including names such as Philips, Siemens, Pfizer, Nestle, Tapal Tea,
Pakistan Navy and Higher Colleges of Technology, Abu Dhabi.
Sulemans interest in the power of missions and visions to transform organizations
has resulted in consulting work with groups both in the US and Pakistan. He has
consulted with groups such as Macter Pharmaceuticals, Shafi-ResoChem and Amreli
Steels.
Before moving to Pakistan, Suleman was associated with a couple of Chicago based
multinationals and has worked in North America, Europe and Asia and has traveled
to over 25 countries. He was a member of the American Management Association
and draws inspiration from his international management experience and his
background in research.
Suleman is an Engineering graduate of the University of Nebraska and his research
with the US Air Force in Solid State Physics culminated in published work.
Suleman is an award winning author and has two works: the essence of his travel
experiences are captured in The Embattled Innocence published in the US and his
current focus is Strategic Time Management, which also serves as course material
for the Time Management Workshop.
About Mr.Yameenuddin Ahmed
Training Facilitator
Since his association with Timelenders in 2004, Yameen has taught Strategic Time
Management to over one thousand individuals from all walks of life including
multinationals and local companies like Central Depository Company, Childrens
Cancer Foundation, Dadex, GlaxoSmithKline, Pfizer and Shafi Reso-Chem. He has
trained in Pakistan and the UAE.
89
At Timelenders, Yameen has worked extensively as a consultant on vision-based

restructuring of a number of organizations. Yameen brings this vast practical
experience to his workshops and trainings.
A commerce graduate, Yameen has worked extensively with a large manufacturing
group in the areas of Finance, Marketing and Human Resource Development before
joining Timelenders.
Yameens unique and powerful teaching style has brought about radical changes in
hundreds of lives. The following comments testify to his role of a teacher and a gifted
mentor:
One of the best workshops I have ever attended in my life. It has really put
important things in life in the right perspective and has reinforced the value of limited
time available and how to best utilize it
Khalid Ali, CEO Security Leasing Corporation Ltd.
It is really a wonderful program that made me realize the importance of time with
reference to vision in life. Im sure that these powerful contents and extraordinary
delivery by the trainer will definitely bring a noticeable change in my life and Ill be
able to be more organized, less stressed and will be getting better results of my
efforts. I would like to thank and congratulate you for organizing such an effective
workshop and would like to ask where have you guys been before.
Ashfaq Ahmed, Assistant Director, State Bank of Pakistan
90

Resources for Vision:
1. Jim Collins, Built to Last (HarperBusiness, an imprint of HarperCollins
Publishers, 1994)
2. Malcolm Gladwell, The Tipping Point (Little, Brown and Company, March
2000)
3. Malcolm X, The Autobiography of Malcolm X (The Random House
Publishing Group, 1964)

4. Nelson Mandela, Long Walk to Freedom (Little, Brown and Company,
1994)
5. Paulo Coelho, The Alchemist ( HarperCollins Publishers India, 2006)
6. Peter M. Senge, The Fifth Discipline (Doubleday, a division of Random
House, Inc. 1990)

7. Stephen R. Covey, The 7 Habits of Highly Effective People (Simon &
Schuster UK Ltd, 1989)

8. Suleman Ahmer, The Embattled Innocence (Presslenders, 2009): Read
Basheer: a friends farewell, an essay in the book. You can order a copy of the
book from our website or download a free version at www.timelenders.com
91
Resources for Leadership:

1. Jack Welch with Suzy Welch, Winning (Harper Collins, 2005): This book has
wonderful practical advice on leadership from a corporate perspective.
2. Jim Collins, Good to Great (Harper Collins, 2001): This book provides a
wonderful primer in the current context and I specially recommend it to
demystify the whole notion of leadership as something very complicated and
accessible to only a few.
3. Safiur Rahman Mubarakpuri, The Sealed Nectar: Biography of the Noble
Prophet (sas) (Darussalam, revised edition, 2002)
4. Samual Walton, Made in America: The Autobiography (Doubleday, 1992)
5. Stephen Covey, Principle Centered Leadership (Simon & Schuster, 1992):
Another wonderful book which takes some of the basic concepts of
leadership and provides simple logical templates and paradigms for application
across ones personal and professional life.
92

Activity
Urgent
Sleeping
Gossip
Exercise
Seeing a particular car coming from the opposite side while driving
from one city to another on a divided highway
Hugging your child
Activity
Urgent
Sleeping
Gossip
Exercise
Seeing a particular car coming from the

opposite side while driving from one city
to another on a divided highway
Important Quadrants
Q2
/X
Q1 / Q3
Q4
Q2
Q3
Q2
Hugging your child
Q2
Q1/Q3
/X
X
93
Q2
Appendix D: Comments
Comments/Suggestions
OFFICIAL
Thanks for being with us at this workshop. We at Timelenders

would appreciate your comments and suggestions regarding this
workshop. This input would help us improve. Thanks!
Name:___________________________________
Telephone:_______________________________
Company:________________________________
Email:___________________________________
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
94
Type of
Workshop:
Company
Dates
Venue
Trainer
Event Mgr
Please highlight the number which best describes your impressions

during this program
Methodology and Approach
Key
5
4
3
2
1
Excellent
Very Good
Good
Fair
Poor
Poor
Excellent
Relevance
of course content to my needs
17.
18. of program
Pace
Course content was stimulating and exciting
Understood ideas
Understood how to put ideas into practice
Quality of Training material and Handouts
Overall course rating
Presentation of subject
Depth of knowledge expressed
Ability to make the program interactive
Delivery
Ability to explain
Ability to answer questions with relevance
Overall Rating of Trainer (1 through 5)
1
1
1
1
1
1
1
2
2
2
2
2
2
2
3
3
3
3
3
3
3
4
4
4
4
4
4
4
5
5
5
5
5
5
5
Overall Rating of the Program
19.
20.
Logistics
21. of Food and other arrangements
Quality
22. were comfortable (Hotel Residents only)

Room
Name of the trainer:
95
Give your opinion about the trainer. Give strengths and areas of improvement
Strength
Area of Improvement
Thank you
96
Please suggest any other person(s) that you think would benefit or
be interested in this workshop.
Name:
Date:
S.
No
Name
Relationship
1.
2.
3.
4.
5.
6.
7.
8.
9.
97
Email / Phone

Strategic Time Management

Uploaded by

Copyright:

Available Formats

Strategic Time Management

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Strategic Time Management

Uploaded by

Copyright:

Available Formats

Strategic Time Management

International edition: [revised March 05, 2013]