Time Management: Training Program For Faculty

TEAM B – TRAINING & DEVELOPMENT
Time Management
Training Program for faculty
XAVIER INSTITUTE OF MANAGEMENT, BHUBANESHWAR

Time management tips
Time management starts with the commitment to change. Time management is easy as
long as you commit to action. The key to successful time management is planning and
then protecting the planned time, which often involves re-conditioning your
environment, and particularly the re-conditioning the expectations of others. In terms
of time management, you are at your most efficient the day before you start your
annual leave. Your time management and efficiency on this day is probably awesome.
If you really want to, you can be that well-organized every day.
Time management enables each of us to improve and be more productive and fulfilled
individually, so logically the effects across whole organisations of good or poor time
management are enormous. The collective implications of wasted time, and happily
also the benefits of increasing personal productivity, are immense.
Some interesting time management statistics

Emphasising the huge significance and opportunities in time management, a 2007
survey by the Proudfoot Consulting (Guardian 22 Oct 07) covering 2,500 businesses
over four years and 38 countries, indicated that wasted time costs UK businesses
£80bn per year, equivalent to 7% of GDP. The causes of wasted time - labour
inefficiency in other words - were:
 inadequate workforce supervision (31%)
 poor management planning (30%)
 poor communication (18%)
 IT problems, low morale, and lack or mismatch of skills (21%)
Clearly organisations are vastly under-utilising their people, and could be doing a lot
more to enable more efficient working.
These failings of organisation and leadership make it all the more important for
individual people to think creatively about time management, and particularly to start
making changes to improve time management at a personal individual level.
Time management tips and ideas :

Be prepared to make drastic changes. Be creative to find and introduce different ways
of doing things. If you need a starting point see the 'Pareto Principle' (80:20 Rule), to
assess what efforts and activities are most productive, and which are not. Manage your
emails and phone calls - don't let them manage you. Ideally check at planned times,
and avoid continuous notification of incoming emails.
The more senior you are the more selective you need to be about when to be available
to receive phone calls.
Try to minimise the time that you are available to take unplanned phone calls, unless
you are in a customer-facing, reactive role (customers can be internal too), and even if
you are customer-facing, you must plan some time-slots when you are not available, or
you'll never get anything important and pro-active done.
Challenge your own tendency to say 'yes' without scrutinising the request - start asking
and probing what's involved - find out what the real expectations and needs are.
Challenge anything that could be wasting time and effort, particularly habitual tasks,
meetings and reports where responsibility is inherited or handed down from above.
Don't be a slave to a daft process or system.
Review your activities in terms of your own personal short-term and long-term life and
career goals, and prioritise your activities accordingly.
Plan preparation and creative thinking time in your diary for the long-term jobs,
because they need it. The short-term urgent tasks will always use up all your time
unless you plan to spend it otherwise.
Use a diary, and an activity planner to schedule when to do things, and time-slots for
things you know will need doing or responding to. Re-condition the expectations of
others as to your availability and their claim on your time - use an activity planner to
help you justify why you and not others should be prioritising your activities and time.
Manage your environment as a whole - especially at the proposed or actual
introduction of new systems, tools, technology, people, or processes, which might
threaten to generate new demands on your time. If you accept changes without
question - particularly new technology that helps others but not you - then you will
open the way for new increasing demands on your time, or new interruptions, or new
tasks and obligations. Instead consider new technology and other changes from the
point of view of your time and efficiency. Ask yourself - is this going to save my time
or add to my burden? Managing your environment - which includes managing,
redefining, or reconditioning the expectations of others - is a critical aspect of effective
time management.
You must plan time slots for unplanned activities - you may not know exactly what
you'll need to do, but if you plan the time to do it, then other important things will not
get pushed out of the way when the demand arises.
When you're faced with a pile of things to do, go through them quickly and make a list
of what needs doing and when. After this handle each piece of paper only once. Do not
under any circumstances pick up a job, do a bit of it, then put it back on the pile.
Do not start lots of jobs at the same time - even if you can handle different tasks at the
same time it's not the most efficient way of dealing with them, so don't kid yourself
that this sort of multi-tasking is good - it's not.
Be firm and diplomatic in dealing with time allocated for meetings, paperwork,
telephone, and visitors, etc. When you keep your time log you will see how much time
is wasted. Take control. Provided you explain why you are managing your time in this
way, people will generally understand and respect you for it.
Keep a clean desk and well-organized systems. Don't be obsessive about tidiness -
busy people often make a mess - but ensure your mess doesn't undermine your
effectiveness.
Delegate as much as possible to others. If you have one, give 25% of your
responsibility to your successor. You don't need to be a manager to delegate. Just
asking nicely is sometimes all that's required to turn one of your difficult tasks into an
easy one for somebody else better able to do it.
If you can't stop interruptions when you need a quiet space for planned concentration
time-slots, then find somewhere else in the building to work, and if necessary work at
home or another site, and fight for the right to do this - it's important for you and the
organization that you be able to work uninterrupted when you need to.
Set up an acceptable template for the regular weekly or monthly reports you write, so
you only need to slot in the updated figures and narrative, each time.
If you can, get a good assistant, secretary or pa. Sharpen up your decision-making.
Always probe deadlines to establish the true situation - people asking you to do things
will often say 'now' when 'later today' would be perfectly acceptable. Appeal to the
other person's own sense of time management: it's impossible for anyone to do a good
job without the opportunity to plan and prioritise.
Break big tasks down into stages and plan time-slots for them. Use project
management methods.
The priest and the politician (a story about time management and being late)
After twenty-five years in the same parish, Father O'Shaunessey was saying his
farewells at his retirement dinner. An eminent member of the congregation - a leading
politician - had been asked to make a presentation and a short speech, but was late
arriving.
So the priest took it upon himself to fill the time, and stood up to the microphone:
"I remember the first confession I heard here twenty-five years ago and it worried me
as to what sort of place I'd come to... That first confession remains the worst I've ever
heard. The chap confessed that he'd stolen a TV set from a neighbour and lied to the
police when questioned, successfully blaming it on a local scallywag. He said that he'd
stolen money from his parents and from his employer; that he'd had affairs with
several of his friends' wives; that he'd taken hard drugs, and had slept with his sister
and given her VD. You can imagine what I thought... However I'm pleased to say that
as the days passed I soon realised that this sad fellow was a frightful exception and that
this parish was indeed a wonderful place full of kind and decent people..."
At this point the politician arrived and apologised for being late, and keen to take the
stage, he immediately stepped up to the microphone and pulled his speech from his
pocket:
"I'll always remember when Father O'Shaunessey first came to our parish," said the
politician, "In fact, I'm pretty certain that I was the first person in the parish that he
heard in confession..."
7 STEPS TO CREATE AN EXTRA HOUR A DAY

Do you feel at times that you work long and hard, yet your “to do list” just grows and so does the
stress?
The 7 steps to creating an extra hour a day
1. There is no such thing as time management
Our experience is that many people have tried the Time Management programs available and most
people do not continue to use those systems. Has anyone you know (or have you) experienced this?
There is no such thing as time management because time can’t be managed. Time IS! The key is to
take responsibility for self-management.
2. Time is only an enabler – what do you REALLY want?
We can’t save or hoard time. We can only ensure that we are spending them wisely. Even if we could
save time – time it self is of no value. It is what we do in a given amount of time that matters. Time is
the most precious enabler we have. We are given heaps of it FREE everyday 86,400 seconds a day.
Maybe because it is given to us FREE we don’t appreciate it.
Get clear about what you really want. What you want to DO, BE or HAVE. What you want to feel like.
3. Crossing the GAP
The biggest hurdle you face is crossing the GAP between knowing what to do and actually doing it on a
consistent basis. Most people, we believe, know what they need to do, they just don’t do it
consistently. Explore your blocks. We look at two key areas. Going outside your comfort zone and
going below the surface to find what is REALLY stopping you!
4. Two perspectives on time
Behavioural – what you do? At a behavioural level look at what you are actually doing and what
distracts you. What you get done in a given amount of time is the behavioural level. Look at whether
you use lists, write down goals, plan daily, weekly, allocate priorities and an amount of time to tasks.
This includes your whole life – not just business.
Cognitive – what is your mind doing, are you connected to the task, do you see how it fits in? At a
cognitive level look at what is happening with your thinking. This involves looking at values, purpose,
and your connection to the things you are doing!
5. Sources of ENERGY
Energy is a key component of time creation. Become aware of how much energy is expended doing
different activities. Find out what your sources of energy are and what drains energy from you.
Look at activities, stress, food, exercise and sleep in terms of how they relate to your energy levels.
6. Activity does NOT equal achievement!
Here we explore the difference between activity and achievement. Look at the impact that each task
has in relation to your objective. Activity is doing. Achievement is moving closer to your objective.
7. Ready, Aim FIRE!
Yes, ready aim fire! Not ready, aim, aim, aim. ACTION is the key. We explore what gets in the way and
how to implement the ready, fire, aim strategy to get started.

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TEAM B – TRAINING & DEVELOPMENT

XAVIER INSTITUTE OF MANAGEMENT, BHUBANESHWAR

Some interesting time management statistics

 poor management planning (30%)

 poor communication (18%)

 IT problems, low morale, and lack or mismatch of skills (21%)

Time management tips and ideas :

7 STEPS TO CREATE AN EXTRA HOUR A DAY

The 7 steps to creating an extra hour a day

1. There is no such thing as time management

2. Time is only an enabler – what do you REALLY want?

3. Crossing the GAP

4. Two perspectives on time

6. Activity does NOT equal achievement!

7. Ready, Aim FIRE!

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