Time Management Handouts (2015)

Time, Self and Workload Management
Time, Self, and

Workload Management
Mark Edwards is a Network Partner

of Kompetenzia International
Kompetenzia International
Svenja Neupert & Network Partners
Under den Linden 10, D-10117Berlin
Tel +49. (0)30. 700 140 444

Fax: +49. (0)30. 700 140 150
E-mail: [email protected]
Web: www.kompetenzia-international.com
Kompetenzia International – Svenja Neupert & Network Partners

Unter den Linden 10, 10117 Berlin
Tel: +49. (0)30 700 140 444 Fax: +49. (0)30 700 140 150
1
e-mail: [email protected] Web: www.kompetenzia-international.com
Content
1. Stress management
Mindset: Change from good to great ..................................................... Page 3
What is stress? – the stress curve.......................................................... Page 3
Ways of coping with stress and procrastination ...................................... Page 4
Life balance ......................................................................................... Page 5
2. Goal process: why, what, by when with whom?

Think about what you really want (Personal vision in 7 life areas) ........... Page 6
Set smart goals .................................................................................... Page 7
3. Basics of time management

Ten rules of time management.............................................................. Page 8
Set priorities: What is really important, what is urgent? .......................... Page 9
Planning systems:
Daily plan........................................................................................... Page 10
Weekly plan ....................................................................................... Page 12
Yearly time plan ................................................................................. Page 13
Combination Plan ............................................................................... Page 14
Design a happy day ............................................................................ Page 15
4. Basics of workload management

Workflow organisation ........................................................................ Page 16
Project planning – Critical path method................................................ Page 17
Mind Mapping .................................................................................... Page 18
Achievement survey ........................................................................... Page 19
Success diary .................................................................................... Page 20
Simplify your work space - desk, computer, files and cupboards ............ Page 21
Simplify your emails and information overload...................................... Page 22
How to deal with interruptions and “time thieves” ................................ Page 23
Appendix 1: Relaxation techniques ...................................................... Page 24
5. Literature and link tips

Literature (English) ............................................................................. Page 25
Literaturliste (Deutsch) ....................................................................... Page 26

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2
Mindset: From good to great
If you want to radically improve your results, some of your current circumstances
and attitudes may have to change.
If you carry on doing what you have always done, all you will get is what
you have always got in the past.
In order to achieve a higher level of results it may be necessary to:
Change the way you look at yourself;
Change the way you think;
Change the way you feel;
Change the things you do;
Change the way you plan.
Being open to doing things differently, or just thinking about things differently, is the
all-important first step.
The stress curve

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3
Perception of stress
Individual stress coping techniques
Which stress factor(s) cause me most problems?
How could I change my coping behaviour?
Impulse ______________________________________________________________
Reception_____________________________________________________________
Interpretation__________________________________________________________
Reaction______________________________________________________________
Conclusion:
• A relaxed person is far less likely to experience fear reactions, which lead to
stress.
• Relaxation disintegrates fear.
• Obtain information and act in a targeted manner. This resolves most insecure
situations.
• Observe your behaviour closely: worry, procrastination and distorted
reception will only increase insecurity, fear and therefore stress.

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4
The principle of Life Balance
health relaxation
nutrition fitness
recreation Body life span
philosophy good job

faith money
love success
Purpose
‘Reason Why’
Time Balance Work, Finance
gratification career
future plans affluence
self-actualization property
friends Relationships affection

family recognition
Balance check
Current state – target state
How much time do you invest in each of the life-areas above (average per week)?
How happy are you with each of the life-areas?
What would you like to improve or change?
Classification by life roles according to the concept of work-life-balance
(e. g.: mother / father, partner, friend, jogger, cook, sailor …)
Which life-roles do I currently fulfill?
Which life-roles feel energizing, which ones seem to sap my energy?
Do I wish to change my life-roles? If so, how do I wish to change them?

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From vision to action - My ideal life
Exercise: My personal Vision. What do I really want in life?
- With what kind of people do I want to live and work?

- What kind of activities do I like?
- What places or countries do I like?
- What is my personal time rythm? (Free time - work time per year, month,
week, day?)
- How much money do I need? How much money would I like to have?
- What do I want to change in the world (meaningful work/life)?

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6
Goal-setting using the SMART method
Goal statement:
I am happy that I have successfully…_____________________________
S M A R T Formula Example:
S Specific, concrete goal S I have decided to go jogging (Goal verbalisation)
M Measurable M 30 minutes every day
A Attractive A I feel good. I feel energetic
R Realisable R I will get up 30 minutes earlier, or save

time by watching 30 minutes less T.V.
T Time-phased T I am going to start at 7 a.m. tomorrow
and will make this a daily routine
Exercise:
If you take the first Step in the direction of your goal within the next 72
hours, the success rate will be much higher!

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7
Time planning – 10 Ground rules
10. Enjoy
the benefits 1. Set goals
Set SMART goals

Leisure
Remind yourself daily
Family
Friends
Hobbies 2. Plan daily
Fitness
Previous evening
Relaxation
Write down all activities
9. Phone efficiently Most important tasks first
Don‘t be constantly available

Schedule calls
3. Prioritize
Pool types of call
Important and urgent
Important and not urgent
Urgent but not important
8. Meetings:
Neither important nor urgent
be considerate
Don‘t reschedule Rules for

Arrive on time successfully
Don‘t over-run making time
4. Pool tasks
7. Shield yourself Similar tasks together

Phone calls
Don‘t be available 24/7 Mail handling
Arrange for a ‘ quiet hour ‘ Consultations
Make appointments with
yourself
6. Delegate
5. Simplify
Delegate
Segment difficult tasks
Say ‘ no‘
Define sequence
Politely
Politelyreject
reject‘ time
‘timetheives‘
thieves‘
Define deadlines
Let go
Good is better than perfect
Waste basket

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8
Prioritisation
Prioritisation of tasks – The Eisenhower Method.
Assign each task a place in the grid below. It is interesting to note that not
everything that ends up in the ‘urgent’ column is activity that is important or
meaningful.
Generally, about 15% of tasks are A-priority tasks

(Very important, very valuable and must be done by you)
The next 20% of tasks are B-priority tasks

(Important, relevant, sometimes can be delegated)
The remaining 65% of tasks are C-priority tasks

(Less important, lower relevance, often can be delegated)
Before you start a task, ask yourself:

Does this task have to be completed at all? ►no ► = D-tasks: in the wastebin
Does this task have to be completed by me? ►no ► = C or B-task: Delegate
Does this task have to be completed now? ►no► = B-task: schedule
Does this task have to be completed exactly like this? ►no► rationalise

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9
Daily plan
Plan your day out – and then check it against the reality – recording your time usage over a
period of a week is actually hard work to keep up – you need to fill it in at least once an
hour (set your phone to beep!) However, analysing your estimated time usage against what
you actually did in reality can be very revealing. What tasks did you estimate correctly?
Which did you underestimate? Is there any pattern? What caused the big changes from the
plan? Were there any unexpected time wasters? Could you have predicted them? Did you
procrastinate? What do these results tell you about how to plan in future?
Planned Actual
07:00
:15
:30
:45
08:00
:15
:30
:45
09:00
:15
:30
:45
10:00
:15
:30
:45
11:00
:15
:30
:45
12:00
:15
:30
:45
13:00
:15
:30
:45

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10
14:00
:15
:30
:45
15:00
:15
:30
:45
16:00
:15
:30
:45
17:00
:15
:30
:45
18:00
:15
:30
:45
Eve.
Success Log:

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11
Weekly Plan
Time
Mon Tue Wed Thur Fri Sat Sun
06.00
07.00 Exercise &

Breakfast
08.00 Travel
09.00 3 hours
A-Priority
10.00 A-Priority
11.00 A-Priority
12.00 Lunch
Pause
13.00 1 hour
B-Priority
14.00 ¾ hour
C-Priority
15.00 Leave
unplanned
16.00 Leave
unplanned
17.00 Leave
unplanned
18.00
19.00 Evening
reward

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12
Yearly plans for longer projects

I will successfully complete my project on…..
3rd Year
Dec
Nov
Oct
Sep
Aug
Jul
Jun
May
Apr
Mar
Feb
Jan
2nd year
Dec
Nov
Oct
Sep
Aug
Jul
Jun
May
Apr
Mar
Feb
Jan
1st year
Dec
Nov
Oct
Sep
Aug
Jul
Jun
May
Apr
Mar
Feb
Jan

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13
Combination planner

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Design a happy day

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15
Workflow organisation
From ‘Getting things done’ by David Allen

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16
Planning complex projects
Critical Path Method

The essential technique for using CPM
is to construct a model of the project
that includes the following:
1. A list of all activities required to

complete the project,
2. The time (duration) that each
activity will take to complete,
3. The dependencies between the
activities and,
4. Logical end points such as
milestones or deliverable items.
Using these values, CPM calculates the longest path of planned activities to logical
end points or to the end of the project, and the earliest and latest that each activity
can start and finish without making the project longer. This process determines
which activities are "critical" (i.e., on the longest path) and which have "total float"
(i.e., can be delayed without making the project longer).
The Critical Path Method is most useful for projects that have a number of
different elements many of which are dependent on other elements being
completed, and where timing of completion is important.
Its weakness include the fact that it requires a lot of maintenance to take into
account changes that happen during the process of the project and unless constantly
updated, this can make the original estimate wildly inaccurate. It is also affected by
the accuracy of the original time estimates for each task.

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17
Planning complex projects
Mind Mapping
From www.irisreading.com
Examples of computer-generated and hand-drawn Mind-maps

Mind-mapping is another powerful method to obtain new and creative insights to a
project.

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18
Achievement Survey
From the goals in your yearly plans, you can derive monthly and weekly
plans. Having detailed plans helps you structure and segment your time.
General tips
• Do not have an endlessly long to-do list. It is very dispiriting.
• There are different sorts of ‘to-do’ tasks. Keep these items on separate lists.
Must do – Nice to do – Someday, maybe.
• Each evening, write the day plan for the following day (take this from your
weekly plan, and your weekly plan from your monthly plan...and so on).
• A realistic day schedule should contain achievable goals, this increases the
success rate. Tick off activities as they are achieved – it’s motivational.
Write down activities, appointments and tasks

• Relevant tasks from this week‘s task list
• Outstanding tasks from the previous day
• New tasks for the day
• Relevant appointments and deadlines for the day
• Phone calls and correspondence
• Periodic tasks (weekly meetings, monthly records)
Estimate length (duration) of activities

• Note how much time you estimated – and how much time it actually took.
• Try to stick to the estimated time.
• Eliminate interferences and increase concentration. Communicate your
intentions to others: e. g.: “I only check my emails every two hours.“ or “I
won‘t be available from … to …“).
Provide buffer time

• 60% for planned activities
• 20% for unexpected activities
• 20% for spontaneous and creative activities
Be decisive
• Prioritize.
• Pare down.
• Delegate.
• Adjourn and delete.
Check & evaluate your time planning

• How well did you estimate the time needed? Start to create your personal
‘rules’ for the estimation of the time needed.
• Carry forward outstanding tasks to the next day.
• Upon repeated carry-over, be ruthless: do it, move it to the ‘someday maybe’
list or delete it!

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19
Success diary
It is all too easy to focus on what is still to be done, on what has not been
achieved, and to discount almost as worthless what has been done.
Keep a record of what you have achieved – a success diary – make at least 2 or 3
entries per day, if you can. Make it a regular part of your daily planning at the end
of the day.
During your weekly planning time – review the list and add anything else you realise
you have achieved during the week. Write a statement at least once a week that
begins ‘I am proud of myself this week because I…’
Over time this will build to a significant document. It will be physical proof of how
far you have travelled. Read this list regularly, and congratulate yourself on how
much you have achieved.
E+R=O
Here is a useful framework for entries in your success diary:
Event or situation
Briefly describe the background and the details of your achievement.
Response or action
Describe what you did or how you responded.
Outcome or result
What happened as a result.
Remember: The outcome happens as result of the original event, combined with
your response to it.
When keeping your diary, remember that achievements are not limited to tangible
work done. They can also be experiences, elements of personal development, or
new ideas and approaches learnt.
My Achievement Diary
Event/Situation Response/Action Result/outcome Date

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20
Organising your work: Systematic tidiness and clarification

Get the basics done, and done right:
Start off with a thorough tidy-up. Create practical systems that accord with the way you live
and work. Back up your PC on a regular basis, or use a reliable ‘cloud’ storage system.
Regularly maintain any systems as a C-priority task.
Don’t let piles build:

Use ‘one-touch management’. Have well-thought through, logical categories to file things
away under, and do so immediately.
Desk: • A clear desk, with one job at a time taken out, creates a sense of
manageable order.
• You can always have a second desk or table elsewhere as a ‘messy

creativity’ desk.
Front of desk • Computer/laptop and one task folder

Back of desk • Only relevant work materials, and inspirational items.
• Minimise personal clutter (soft toys, ornaments, etc.)
WPB skills (Waste paper basket) – the art of throwing away
When in doubt – throw it out! Make sure you keep your references well noted – then re-
load from the internet when needed, or scan and file digitally.
Clear out outdated folders, old files, discs, CD-ROMs, old technology (previous computers,
equipment, etc), Throw away or give away old unwanted reference books.
Top tips for tidiness:
• Clear out your workspace. Create as much space as possible, most of all
around your desk or the place that you normally work.
• Have as many wastepaper bins in your workspace as you need. Empty them regularly.
• Don’t keep empty boxes and cartons ‘just in case’ you need them.
• Avoid taking notes on slips of paper. Use a diary or workbook.
• Have a pin-board for current business.
• Have an organised, logical filing system on your PC for documents and e-mails. Use a
dating / naming convention for documents. Regularly clear out your email.
• Examine your bookshelves regularly – throw away old magazines and newspapers and
give away unwanted books. Create space in your environment for new ideas.
• Keep your finances in order and pay bills on time.
• Beware of saying ‘I‘ll just leave this here for the moment’ – get in the habit of putting
things away where they belong immediately.
• Clear away clutter from behind doors or in hallways – this is psychologically valuable.
• Fix, replace or remove any broken items around you. Being surrounded by chaos or things
not working will affect the way you see yourself and your work.

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21
Being organised: simplification

Managing information overload
This method is based on the ABC prioritisation principle, and specifies the necessary
action even more precisely.
Incoming
tasks
concerns me others
importance high low useful for useless
time needed high low low high
Forward Waste
paper
urgency can wait urgent basket
Complete Complete Reject

a y
immediately immediately
nd
Mo
Schedule Get support

immediately from
(Or, colleagues
possibly,
delegate)
© content partially adapted from CCI Martin Salzwedel

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22
Interruptions and ‘thieves of time’

Set your goals and examine at your attitudes
Goals: Recognize the relevance of the 20:80 rule (Pareto principle).
Focus: Exist in the present – do one task at a time – keep your composure.
Accept what can be planned as well as what is unforeseeable.
Know your fears and check your belief patterns.
Interruptions: Plan 60% of your time – there will always be interruptions.
“Time thieves” Possible solutions
Interruptions Don‘t let yourself be interrupted; schedule an

appointment.
Telephone Do I have to pick up? Do I have to talk so long? If it‘s
important they will call again.
Planning Always plan tasks with deadlines – you won‘t let yourself
be disturbed as easily.
Too much at once Ask your superior to prioritize for you; delegate or
occasionally ignore low priority tasks or don‘t complete
them to perfection.
Personal conversations Schedule; end after a certain amount of time (e. g. by

standing up or breaking eye contact).
Unannounced visitors Set an appointment; occasionally decline; possibly
delegate. If a regular occurrence, politely explain.
Practice saying “no“ Count to 10 or ask for 24 hours to think it over.
Meetings Find out whether your participation is necessary; attend
no meeting without a time limit, have an agenda and,
ideally, take minutes; punctual start and end.
Lacking motivation Contemplate how it can be improved; look for ways to
reward yourself; set motivating goals; check physical
fitness as well.
Lacking discipline Set deadlines and time limits.
Lacking delegation Don’t do anything that can be delegated.
Ineffective communication Use the appropriate medium; obtain information in
advance; set expectation limits for replies; re-inquire and
summarize in your own words.

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23
Appendix 1 – Relaxation techniques
Please pay special attention to your body’s reaction whilst attempting any of these
exercises. If anything causes you any discomfort whatsoever, please cease immediately.
Do not attempt these exercises without medical advice if you have a physical condition
that makes it in any way difficult.
Upright posture:
Standing with both feet flat on the ground, and at shoulder width apart, straighten
your back, tilt your pelvis forward, relax your shoulders, pull your chin lightly towards
your chest. Imagine an invisible thread is affixed to your head, pulling you upwards.
Breathing:
Put a hand on your abdomen. Slowly inhale through your nose into your abdomen.
Exhale through your nose, slightly pull in your stomach to be able to completely
exhale the out-breath. Close your right nostril with your right thumb, breathe
through your left nostril, then close your left nostril with your fingers and breathe
through your right nostril.
Shoulder-neck-exercises (sitting or standing):

Back straight, head upright, push shoulders down and back for a moment, hold
briefly, release, repeat. Rotate your shoulders forward and backward. Inhale – lift
shoulders – release. Stretch arms to the sides, parallel to the ground, let shoulders
hang loosely, rotate arms counter-clockwise.
Vein pump
Sitting, stretch legs out to the front, lift slightly, pull the tips of your toes towards
your torso and point them forward alternately. Repeat.
Muscle relaxation (after Jacobsen)

Vigorously tense muscles, release tension abruptly, observe what you feel.
Tapping (EFT): Tap firmly with fingers of one hand on the ‘karate chop’ point of the
other hand, all the while repeating “I absolutely and completely love and accept
myself exactly as I am”.
Ophthalmic exercises
Eye hopping: stretch out your arm in front of you, make a fist with the thumb
pointing upwards. Focus on a distant point, then your thumb, and repeat.
Roll your eyes: to the right, center, left, down.
Palming: rub your palms vigorously, then lightly cover your eyes with them.

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24
Literature – (English)
Time Management
Dodd, Pamela / The 25 Best Time Management Tools & Techniques: How to Get More
Sundheim, Doug Done Without Driving Yourself Crazy
Julie Morgenstern Time Management from the Inside Out
Seiwert, Lothar Managing Your Time
Time is Money: Save It
Self Management
Allen, David Getting Things Done: The Art of Stress-Free Productivity
Covey, Stephen R. The 7 Habits of Highly Effective People (book, Audio CD)
Horx, Matthias How We Will Live: A Synthesis of Life in the Future
Willey, Ted The Power of Choice : A Guide to Personal and Professional Self-
Management
Organisational techniques
Aslett, Don Not for Packrats Only: How to Clean Up, Clear Out, and Dejunk Your Life
Forever!
Clutter's Last Stand: It's Time To De-junk Your Life!
The Office Clutter Cure
Crouch, Chris Getting Organized: Learning how to Focus, Organize and Prioritize
Kingston, Karen Clear Your Clutter With Feng Shui
Kustenmacher, Tiki / How to Simplify Your Life : Seven Practical Steps to Letting Go of Your
Seiwert, Lothar Burdens and Living a Happier Life
Morgenstern, Julie Never check e-Mail in the morning and other unexpected strategies for
making your work life work
Munchhausen, Marco The Little Saboteur: Get Things Done in Life by Conquering Your Weaker
Self
Muster, Regina Don't Agonize, Organize!: Your Life Is Your Business
St. James, Elaine Simplify your work life: Ways to change the way you work so you have
more time to live.

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25
Literaturliste – (Deutsch)
Zeitmanagement
Asgodom, Sabine Leben macht die Arbeit süß
Matejcek, Karina / Bauer, Petra Mama im Job, Familie managen, Karriere gestalten, Alltag
organisieren
Seiwert, Lothar 30 Minuten für optimales Zeitmanagement
Zeit fürs Glück
Life-Leadership
Selbstmanagement
Covey, Stephen Die 7 Prinzipien der Effektivität (auch als Audio CD)
Horx, Matthias Wie wir leben werden
Koenig, Detlev u. a. 30 Minuten für die optimale Selbstorganisation
Küstenmacher, Werner Simplify your life
Arbeitsorganisation
Fritz, Hannelore Gut organisiert im Büro. Wie Sie Ihren Arbeitsplatz optimal
strukturieren und effizienter arbeiten
Guderian, Claudia Arbeitsblockaden erfolgreich überwinden. Schluss mit

Aufschieben, Verzetteln, Verplanen
Küstenmacher, Marion und Werner Simplify your Life – Den Arbeitsalltag gelassen meistern
(auch CD-Hörbuch)
Pohle, Rita Weg damit! – Entrümpeln befreit
Münchhausen, Dr. Marco von So zähmen Sie Ihren inneren Schweinehund!

Roth, Susanne Einfach aufgeräumt! In 24 Stunden mit der Simplify-
Methode das Chaos besiegen
Zimmermann, Walter Erfolg durch Effizienz – Mit weniger Aufwand mehr

erreichen

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26

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Time, Self and Workload Management

Time, Self, and

Mark Edwards is a Network Partner

Tel +49. (0)30. 700 140 444

Kompetenzia International – Svenja Neupert & Network Partners

2. Goal process: why, what, by when with whom?

3. Basics of time management

4. Basics of workload management

5. Literature and link tips

Kompetenzia International – Svenja Neupert & Network Partners

Mindset: From good to great

In order to achieve a higher level of results it may be necessary to:

Change the way you look at yourself;

Change the way you think;

Change the way you feel;

Change the things you do;

Change the way you plan.

The stress curve

Kompetenzia International – Svenja Neupert & Network Partners

Individual stress coping techniques

Which stress factor(s) cause me most problems?

How could I change my coping behaviour?

Kompetenzia International – Svenja Neupert & Network Partners

The principle of Life Balance

philosophy good job

friends Relationships affection

How happy are you with each of the life-areas?

What would you like to improve or change?

Classification by life roles according to the concept of work-life-balance

(e. g.: mother / father, partner, friend, jogger, cook, sailor …)

Which life-roles do I currently fulfill?

Which life-roles feel energizing, which ones seem to sap my energy?

Do I wish to change my life-roles? If so, how do I wish to change them?

Kompetenzia International – Svenja Neupert & Network Partners

From vision to action - My ideal life

Exercise: My personal Vision. What do I really want in life?

- With what kind of people do I want to live and work?

Kompetenzia International – Svenja Neupert & Network Partners

Goal-setting using the SMART method

I am happy that I have successfully…_____________________________

S Specific, concrete goal S I have decided to go jogging (Goal verbalisation)

M Measurable M 30 minutes every day

A Attractive A I feel good. I feel energetic

R Realisable R I will get up 30 minutes earlier, or save

Kompetenzia International – Svenja Neupert & Network Partners

Time planning – 10 Ground rules

Set SMART goals

Don‘t be constantly available

Don‘t reschedule Rules for

7. Shield yourself Similar tasks together

Kompetenzia International – Svenja Neupert & Network Partners

Generally, about 15% of tasks are A-priority tasks

The next 20% of tasks are B-priority tasks

The remaining 65% of tasks are C-priority tasks

Before you start a task, ask yourself:

Kompetenzia International – Svenja Neupert & Network Partners

Kompetenzia International – Svenja Neupert & Network Partners

Kompetenzia International – Svenja Neupert & Network Partners

07.00 Exercise &

Kompetenzia International – Svenja Neupert & Network Partners