Author: Stephen R Covey A Roger Merrill and Rebecca R Merrill Presentation y: Rohan Wadikar, MMM Batch II
T e C oc An T e Compass The Clock
The Compass
Commitments
Vision
Appointments
Values
Schedules
Principles
Goals
Conscience
Activities
Direction
What we do and how we manage our time.
What we feel is important and how we lead our lives.
Traditional Time Management
First Generation—notes and checklists
Second Generation—planning and preparation
Third Generation—planning, prioritizing and controlling
First Generation Go With The Flow Based on reminders Attempt to keep track of things you do with your time Simple notes and checklists Carry lists with you and refer to them in order to to remember • Incomplete tasks put on tomorrow’s list • • • •
First Generation Strengths Flexible Responsive Not
over-structured
Less
stress
Tracks
Weaknesses No
to people
to-do’s
(cont)
real structure
Things
fall through
cracks Commitments Little
accomplished
Crisis First
suffer
to crisis
things-things right in front of you
Second Generation Planning and Preparation • Calendars and appointment books • Efficiency in goal setting and planning a head • Make appointments, write down commitments, identify deadlines • May keep information on computer or network
Second Generation (cont) Weaknesses
Strengths
Tracks commitments and appointments
More accomplished through planning and goal setting
More effective meetings and presentations due to preparation
Puts schedule over people
Accomplish more of what you want—not necessarily what is needed or fulfilling
Independent thinking — see people as means or barriers
First things – those that are on the schedule
Third Generation Planning, Prioritizing and Controlling
Have spent time clarifying values and priorities
Set long, medium, and short-term goals to attain values, prioritizes on a daily basis
Uses wide variety of planners and organizers, with detailed forms for daily planning
Gets more done in less time-- but still feels frustrated
Third Generation (cont) Strengths Assumes
responsibility for results
Connects
with values
Taps
into the power of long, medium, and short-term goals
Translates
values into goals and actions
Gives
structure and order to life
Weaknesses Can
lead to false sense of control, pride
Power
of vision untapped
Can
lead to guilt, imbalance of roles
Less
flexibility/spontaneity First
things set by urgency and values
Fourth Generation Life Leadership • Puts people a head of schedules, compasses c ompasses a head of clocks • Uses the best of generations 1, 2, and 3 • You want to lead a life of meaning and contribution, with balance
Understanding Time Management Matrix Urgent
I. t
n at
r
o p mI
o N
II. Crises Pressing Problems Deadline driven Projects, meetings, preparations
t
t
Not Urgent
r
n ta o p mI
Preparation / Prevention Values Clarification Planning Relation-Ship building Empowerment
III.
IV.
Interruption, some phone calls, mail, reports, meetings. Many Proximate pressing matters. Many popular activities.
Trivia, busywork. Junk Mail Time wasters “Escpae” Activities
Understanding Time Management Matrix • Quadrant - I Manage: the quadrant of necessity; things are both urgent and important • Quadrant – II Leadership and quality: the quadrant of focus; things are important but not urgent
Understanding Time Management Matrix • Quadrant - III Avoid : the quadrant of deception; things are urgent but not important • Quadrant - IV Avoid: the quadrant of waste; things are neither important nor urgent
To Live, To Love, To Learn, To Leave a Legacy What are First Things and How we put them first in our live ? The following Ideas answer the question : Fulfillment
of human Need and Capacities
The
Reality of True North Principles
The
Potentiality of four Human Endowments
To Live, To Love, To Learn, To Leave a Legacy Fulfillment Of Human Need And Capacities Physical need – to live
Social need - to love
Mental need to learn and develop – to learn
Spiritual need – to leave a legacy
To Live, To Love, To Learn, To Leave a Legacy Reality Of True North Principle “True North” is a reality that is independent of us and it gives us context and meaning to:
Where we are ? Where we want to go ? How to get there ?
To Live, To Love, To Learn, To Leave a legacy N The Potentiality Of Four Human Endowments
This four human endowments that reside between space of Stimulus and Response Create our ultimate human freedom : Power to Chose Power to Respond Power to Change
Self Awareness Conscience Independent will Creative Imagination
Move In To Quadrant II How do I get there? The Six Step Process
Connect to your Vision and Mission
Identify your Roles
Select Quadrant II goal in each role
Create a decision making framework for the week i.e Organize Weekly
Exercise integrity
Evaluate
Step 1: Connect With Vision & Mission Consider the big picture. The key to this connection lies in the clarity of your vision around such questions as: What is most important? What gives your life meaning? What do you want to be and do in your life?
STEP 2: Identify Your Roles
• We have important roles at work, in the family, in the community, or other areas of our lives • Roles represent responsibilities, relationships, and areas of contribution
STEP 3: Select Quadrant II Goals For Each Role • What is the most important thing I could do for each role this week that would have the greatest positive impact? • Consider the relationships for each role • Review a “perhaps” list for ideas • Identify the steps that need to be taken to achieve long-term goals
STEP 3 (cont): To-Do Lists • List your activities for the day • Prioritize those activities • Check for activities that you can accomplish at the same time • Break larger activities into smaller ones. • Include your to-do list in your daily schedule – The to-do list will help you clarify what you need to to accomplish each day. – They also help you to accomplish it
STEP 4: Organize Weekly • Translating high leverage leverage Quadrant II goals requires a framework. • Most people are always trying to find time for the important activities in their overflowing Quadrant I / III schedules. • They move things around, delegate, cancel, and postpone them—all in the hope of finding time for the first things.
The key however is not to prioritize your schedule, but to schedule your priorities
Step 4: Organize Weekly (cont) Distinctive Elements Of Effective Weekly Goals • They can be either an area of focus or a specific activity. • They are usually quad II goals rather than typical “to-do’s” or daily action items • They are driven by conscience
Step 4: Organize Weekly (cont) Traditional Scheduling
Step 4: Organize Weekly (cont) Big Rock Scheduling
Step 5: Exercise Integrity In The Moment It’s the translation of the mission to the moment with peace and confidence
So, Should I Carry Out My Plan Or Make Conscience Directed Change? Following three steps will further enhance ability to keep first-thing-first Preview
the day Prioritize Use T -Planning for the day
Step 5: Exercise Integrity In The Moment (cont) Preview your schedule—get your bearings: – Review your compass – Look at the day in the context of the week – Renew your power to respond to changes in a meaningful way
Step 5: Exercise Integrity In The Moment (cont) Prioritize: identify activities as QI or QII—keeps QIII and IV out of your schedule • Emphasizes the importance paradigm • Keeps you aware of choices you make Must understand that prioritization includes only items that you’ve put in the framework
Step 5: Exercise Integrity In The Moment (cont) T-Planning: time sensitive activities on the right, any time activities on the left • Makes for effective schedule decisions • Helps you remain sensitive to commitments
Best use of your time: remember importance rather than urgency!
STEP 6: Evaluate To be successful, you must make successes of one week the foundation for the next. At the end of the week, ask yourself some questions: o What goals did I achieve? o What challenges did I encounter? o What decisions did I make? o Did I keep “first things first?”
STEP 6: Evaluate (cont) Different ways to evaluate • Mark accomplished goals on weekly compass • Keep a journal or daily log and review • Review past weekly compasses • Ask specific questions about your performance and actions
STEP 6: Evaluate
(cont)
Weekly Evaluation • What did I learn from the week as a whole? • Am I setting goals that are realistic but challenging? • Have I been effective in work related communications? • Have I been successful in maintaining a Quad II perspective?
The Passion Of Vision We have some vision in our life and it create consequences What if our vision is – • limited • based on illusion • partial • based on Social mirror
The Passion Of Vision (cont) • Vision that Transforms and Transcends The passion of shared vision empowers people to transcend the petty negative interactions that consume so much time and effort and deplete quality of life.
The Passion Of Vision (cont) Creating – Leaving- Empowering Mission Statement imagination.. • An exercise of creative imagination • Getting into your deeper inner life. • Moment to the Mission Than just see the legacy of your vision
Balance Of Roles Balance isn’t either / or its “and” • Creating Synergy among Role. • Three paradigms that nurture balance • Organizing information by role. • Clarifying expectation around role.
Balance Of Roles (cont) Three Paradigms that nurture balance of roles • Our natural role grow out of our Mission • Each role is a stewardship. • Each role contains all four dimension
The Power Of Goals Ladders Against The Wrong Wall Some times the goal we achieve are at the expense of other more important thing in our life.
The Power Of Goals
(cont)
How To Set And Achieve Principle Based Goals Through
Conscience Creative Imagination Self Awareness Independent Will
The Power Of Goals
When we set and achieve goal that are in “Centre Of Focus” we maximize our time and effort
(cont)
Centre Of Focus Circle Of Influence Circle Of Concern
The Perspective Of The Week
Integrity In The Moment Of Choice Think About Three Part Process • Ask with intent, What is the Right thing to do? • Listen without Excuse. Listen to your conscience and do not rationalize when you choose poorly. • Act with courage.
Learning From Living Always Remember To : • Connect to your mission • Review your Roles • Identify your roles • Put the important Q II goals first and schedule around them • Evaluate your weeks
Evaluate
Act
Organize
The People Paradigm The “People” Paradigm
The “Things” Paradigm
• • • • • • • • •
• • • • • • • • •
Leadership Effectiveness Causes Release/Empowerment Investment Customer Service Principles Synergy Abundance
Management Efficiency Effects/Symptoms Control Expense Administrative Efficiency Techniques Compromise Scarcity
