ecdp1129 - IIM - Time Management [Module 1]

You as a person are unique. Your style in the completion of your daily job tasks is unlike that of anyone else. In view of this, those things that interfere with your job are peculiar only to you.

This module then will allow you to analyze the things that interfere with you. We call these distractions, timewasters.

This module will enable you to identify those timewasters and will propose ways to reduce or eliminate them.

Using a "Daily Time Log" sheet similar to the one below make a list of common time wasters.

If you were to sit down and think of all the things you do during your working day, you could probably identify some of the time wasters which reduce your efficiency. This would be a hit and miss method, because some of the time wasters are obvious, whereas others are more subtle.

So how do we identify all those time wasters? We use a time log. What is a "time log"?

The time log is a form of detailing all of your activities during your working day. When you have completed the log you will likely be surprised to learn that where you feel your time has been spent may actually be quite different from where it has actually gone. To discover where the time has been spent, use the time log.

In order for you to solve or reduce your time problems, you must first be able to recognize the problem. (What did you waste your time doing during a working day that you shouldn't have?) The time log will help you do that.

You should now complete two daily time logs as a part of the pre-course requirements. Keep them handy, as you will refer to them in the first Module

Remember: Record all significant acts in terms of results during each l5 minute period. Do not wait until noon or the end of the day. Since no memory is that good, the major benefit (that of tracking interruptions) will be lost. Also the tendency to generalize and to want to make yourself look good will become nearly irresistible. You will be fooling only yourself, and the time invested in the log will be wasted. Thus, the whole purpose of the log will be defeated. Be detailed in your recording. Example: l0:l0 Boss dropped in to socialize. l0:20 PR phoned for court forecast. Dictated ltrs to AM, WR & CN. l0:30 Coffee.

Note: Keep these "Time Logs" handy as you will be required to go work with them in module "Identifying Timewasters".

When you have completed this module, you should have completed a daily time log, which details all of your activities, during two working days. From these completed time logs, you will be able to identify the time wasters which rob you of production. When you have identified the time wasters, you will be able to describe the steps you could take to make your work day more productive.

You as a person are unique. Everyone has a working style within the organization that is unlike anyone else's. One of the things that is common to all employees, however, is the presence of activities or interruptions which prevent him/her from achieving objectives in the most efficient way possible. These activities or interruptions are called TIME WASTERS.

Time Waster - anything that prevents an employee from achieving objectives in the most efficient way possible.

You have now completed time logs for at least two days. Now, let's see if you can identify some of your time wasters.

Below are fifteen of the most common time wasters as determined through research into time management. Check your time logs, and compare them to this list. See if you can identify some of these time wasters in YOUR time log.

When you have done the above four things, you will have completed the criterion test of this module.

On the following pages sample time wasters analyses are provided for the 15 most common time wasters.

Use the following material to help you complete the Criterion Test. Good Luck!!!

Internal Causes	Solutions
Unaware of seriousness.	Take time log of phone calls. Evaluate origin, extent and causes.
No plan for handling.	Develop plan to screen, delegate, consolidate.
Enjoy socializing.	Do it elsewhere. Stick to priorities.
Ego. Feeling of importance.	Recognize ego factor. Don't over-estimate importance to others of your availability.
Desire to be available.	Distinguish between being available for business for socializing.
No plans for unavailability.	Quiet hour; screening; set periods for taking calls.
Desire to keep informed.	Accomplish on planned, more certain basis. Recognize that your team members will naturally want to keep you informed of everything they are doing, rather than simply the essentials.
Desire to be involved.	Recognize danger of involvement in detail. Divorce yourself from routine matters and details.
Taking and placing own calls.	Delegate.
Lack of delegation.	Delegate more. Direct inquiries to persons responsible.
Not listing items to be discussed.	Organize yourself. Plan calls. List points to be discussed.
Overdependent staff.	Refuse to make their decisions. Encourage initiative. Allow mistakes.
Facts not available.	Be prepared.
Fear of offending.	Don't be oversensitive. Top secretaries never offend unnecessarily. Concentrate on priorities.
Lack self-discipline.	Develop plan, implement, monitor progress, assign responsibility to secretary or assistant.
Inability to terminate conversation	Learn and practice techniques: Preset time limit ("Yes, Tom, I can talk for a few minutes".) Foreshadow ending ("Bill, before we hang up.") Be candid ("Sorry, Joe, I've got to go now.")
Unrealistic time estimates.	Secretary interrupts with reminder of urgent item demanding attention. 3-minute egg timer in front of telephone. Time yourself for one day. Recognize how much longer a call can take than is necessary.
Lack ability to manage own secretary.	Study. Develop plan. Implement. Train or replace with experienced secretary requiring no training.

TELEPHONE INTERRUPTIONS - EXTERNAL CAUSES

External Causes	Solutions
Ineffective screening.	Analyze problem. Develop plan. Discuss with associates to avoid surprise and offense. Discuss with secretary to ensure her understanding and confidence. Implement. Support secretary.
No secretary.	If you need one full or part time, do you have someone who can fill the need. If you have an assistant, use in place of secretary. If not, develop techniques to have messages taken at certain times. Use a hide- away. Cut-off switch.
Misdirected calls.	List of persons and numbers. Instruct personnel on directing of calls. Have "frequently called" numbers visible.
Confused responsibilities.	Clarify.
"Answer your own" policy.	Recognize waste of time and talent. Revise or eliminate policy.
Poor telephone system.	Study and update.

Internal Causes	Solutions
Unaware of seriousness.	Take time log of visits (business and personal; scheduled and unscheduled). Evaluate extent and causes.
No plan for handling.	Develop plan to screen. Arrange appointments.
Ego. Feeling of importance.	Recognize. Don't overestimate importance to others of your availability. Plan visits at coffee and lunch.
Enjoy socializing.	Do it elsewhere (coffee, lunch). Stick to priorities.
Desire to be available.	Distinguish between being available for business and for socializing.
No plans for unavailability.	Modified "open door"; "quiet hour"; screening; hideaway.
Desire to keep informed.	Accomplish on a planned and more certain basis.
Desire to be involved.	Recognize danger of involvement in detail.
Fear of offending.	Don't be oversensitive.
Lack of delegation.	Delegate more. Direct inquiries to persons responsible.
Making decisions below your level.	Make only the decisions subordinates can't. Do nothing you can delegate.
Requiring or expecting subordinates to check with you excessively.	Manage by exception. Expect information concerning only deviations from plan.
Inability to terminate visits.	Go to their office. Meet outside your office. Stand up upon entry and keep standing. Preset time limit on visit. Foreshadow end. (Is there anything else before I leave?) Secretary interrupts to remind you of urgent matter. Be candid. (I'm sorry, I must get back to some other matters now). Stand up and walk to door.

Causes "Before"	Solutions
Lack of purpose.	No meeting without a purpose; in writing if possible.
Lack of agenda.	No meeting without an agenda. Written agenda for scheduled meeting; verbal agenda if unscheduled to ensure that people come prepared and discussion is scheduled.
Wrong people/too many/too few.	Only those needed present.
Wrong time.	Ensure opportune timing.
Wrong place.	Select location consistent with objectives of meeting, freedom from interruptions, physical equipment necessary, minimum of travel for majority of people.
No planning.	Allow for and schedule appropriate planning for most effective meeting.
Too many meetings.	Test need for "regular" meetings. Occasionally don't hold it - see what happens. Or cut time allowed in half for those tending to last a long time.
Too few meetings.	Assess need for participation, information and co-ordination. Schedule accordingly.
Inadequate notice.	Provide written notice with all essentials including expected contribution and materials necessary for preparation.
Not starting on time.	Start on time. (By delaying for late arrivals, the leader penalizes those arriving on time and rewards those who come late!)

MEETINGS - "DURING"

Causes "During"	Solutions
Socializing	Reserve socializing for better place. Get down to business.
Allowing interruptions.	Set policy and let everyone know. Wherever possible allow no interruptions except for clear-cut emergency. Hold messages for delivery at coffee break and lunch times.
Wandering from agenda.	Expect and demand adherence to agenda. Resist "hidden agenda" ploys.
Failure to set ending	Time-limit the meeting and each item time or time allotments on the agenda to place discussion time for each subject. in accordance with importance of subject.
Keeping people after they are no longer needed.	Leave after expected contribution made.
Indecision.	Keep objective in mind and move toward it.
Deciding without adequate information.	Ensure requisite information will be available before convening meeting. Use it.
Failure to end on time.	End on time. Otherwise no one can plan for the time immediately following.
Failure to summarize conclusions.	Summarize conclusions to ensure agreement and remind participants of assignments.
No minutes.	Record decisions, assignments and deadlines in concise minutes. Distribute within one day of meeting.
Failure to follow up.	Ensure effective follow-up on all decisions. List uncompleted items under "Unfinished Business" at beginning of next agenda. Request status reports until completed.
Failure to abolish committees when business or objectives accomplished.	Take committee inventory. Abolish those whose mission has been accomplished.

Internal Causes	Solutions
Unaware of importance.	Take time log of crises. Analyze source, causes, seriousness, controllable factors.
Lack of planning.	Categorize crises and causes. Assess probability of occurrence. Develop plan for contingencies to ensure most. effective handling.
Failure to anticipate.	Expect the unexpected. (Murphy's 3rd Law - If anything can go wrong, it will.) Anticipatory action is generally far more effective than remedial.
Overplanning (attempting too much).	Plan less; leave 20% of day unplanned, thus allowing time to handle crises.
Overreacting (treating all problems as crises).	Limit your response by (a) ignoring problems which can be ignored; (b) delegating all the remaining ones which others can handle; (c) handling only those which you alone can.
Fire fighting.	Recognize that it is more important to prevent new fires from developing than to spend all your time putting out old fires. Preventive action is preferable to remedial.
Procrastination.	Recognize danger inherent in putting off key actions leading to deadline pressures and often to impaired judgement under stress.

CRISIS MANAGEMENT - EXTERNAL CAUSES

External Causes	Solutions
Unrealistic time estimates (by manager or boss).	Recognize that everything takes longer than you think (Murphy's 2nd Law). Analyze characteristic underestimates, then add appropriate cushion to all critical estimates -e.g. 20%.
Switching priorities (by manager or boss)	Switching priorities means leaving tasks unfinished and damaging morale if done excessively. Calculate cost, discuss with boss, and make suggestions for reducing frequency of switches.
Mechanical breakdown/human error.	Anticipate. Organize resources (human and otherwise) for rapid adjustment to compensate most effectively.
Reluctance of subordinates to break the bad news.	Develop philosophy of mistakes (learning process). Discuss with subordinates. Emphasize that proper timing of reporting of bad news is essential.
Inadequate, inaccurate, delayed information.	Determine information critical to planning, decisions and feedback. Develop system to ensure its reliable delivery.
Overlooking possible consequences of a decision.	Analyze what could go wrong. Set up contingency plan.

Internal Causes	Solutions
Unaware of importance.	Recognize.
Lack system.	Develop (Plan Sheet, Daily Objectives Priorities and Deadlines). See Daytimers.
Lack time to plan.	Take it. Put first things first. Recognize that planning takes time initially, but saves three to four times as much in the end and gets better results.
Crisis-oriented (assumes crises unavoidable).	Recognize fallacy. Except for acts of God, most crises are relatively predictable. Allow more time. Plan ahead for contingencies.
Successful without it.	Recognize success may be in spite of, not because of your actions. Planned results are predictably more successful than chance results.
Lack self-discipline.	Impose deadlines on yourself. Try objectives, priorities and daily plan for one month. Enlist aid of secretary or assistant. Monitor progress. Evaluate results.
Action-oriented (would rather be moving than thinking).	Recognize most problems result from action without thought. Those who know what to do succeed once. Those who know why will succeed again and again. So take time to think it through. Then act.
Fear of commitment.	Recognize that while objectives mean commitment, they also mean knowing when you have succeeded.
Lack job description.	Recognize objectives are easier to develop when key result areas are clearly identified.
Difficulty of assigning priorities to tasks.	Not easy, but one of the most productive of all managerial pursuits. Determines where effort should be concentrated.
Assumption that since few days are "typical" it is futile to plan, or that emergencies will spoil plan anyway.	Recognize that most managers tend to waste time in the same or similar ways every day. And while emergencies may disrupt a day, the damage can be minimized more easily if the day was planned and the most vital tasks completed before the emergency.

Internal Causes	Solutions
Unaware of importance.	Recognize stacked desk as major interrupter and loser of documents (retrieval time). Take time log to assess retrieval time.
Lack of system.	Plan Sheet for recording things you wish to remember so documents may be filed.
Ego (viewed by some as symbol of busyness, importance, indispensability).	Recognize may also symbolize personal disorganization, indecision, procrastination, insecurity, confusion of priority, and inability to meet deadlines due to lost documents.
Fear loss of control.	Recognize that Plan Sheet and Project Control Sheet will provide better control than keeping all files on a cluttered desk.
Fear of forgetting.	(Same as above).
Failure to delegate.	Do nothing yourself you can delegate. You not only overload yourself with others' work but deny them the experience.
Allowing interruptions.	Screen. Set aside "time banks" for planned unavailability to complete your work.
Leaving tasks unfinished.	Allowing diversions from tasks and not going back to finish them destroys effectiveness and cuts real results drastically. Practice task completion, require completed staff work, resist interruptions, finish the task before putting it down.
Procrastination/Indecision.	Tackle toughest or higher priority tasks first. Self-impose deadlines and reward yourself. 80% of tasks coming to your desk can be handled at once. Do it now. Keep the paper moving. Handle it once.
Slow reader.	Screen and select with discrimination. Scan for essentials. Speed-reading course.
Lack objectives, priorities and daily plan.	Recognize that poor planning causes switching priorities, leaving tasks unfinished and indecision. Plan your work. Work your plan.
Poor scheduling of tasks.	Schedule by priority and realistic time estimates.

CLUTTERED DESK/-PERSONAL DISORGANIZATION (EXTERNAL CAUSES)

Internal Causes	Solutions
Insecurity - fear of failure.	Recognize. Accept risk as inherent. Allow mistakes. Learn from them.
Lack confidence in staff.	Train, develop, trust.
Involving yourself in detail and routine.	Do nothing you can delegate; divorce yourself from detail.
Delegating responsibility without authority.	Always delegate authority commensurate with responsibility.
Giving unclear, incomplete or confused instructions.	Ensure clear, complete, unambiguous instructions. Ask subordinate to restate to ensure understanding.
Envy of subordinate's ability.	Laugh at yourself. Then give full credit where it is due. Develop your own replacement.
Can do job better and faster yourself.	Lower standards to what is "acceptable", not your own level of performance. Avoid perfectionism.
More comfortable "doing" than "managing".	Recognize that practice leads to success which leads to comfort. Control.
Expect everyone to "know all the details".	Recognize that this should not be expected of someone who has delegated responsibility for handling.
Failure to establish appropriate controls.	Establish plans, schedules with details, progress reports, monitoring of deadlines.
Overcontrol.	Relax. Emphasize goal-accomplishment methods and procedures. Measure results, not activity.
Failure to follow up.	Always check progress in time to take corrective action.

INEFFECTIVE DELEGATION - (EXTERNAL CAUSES)

Internal Causes	Solutions
Lack of planning.	Set objectives, priorities, deadlines daily. Plan strategy to achieve them.
Unrealistic time estimates.	Recognize that everything takes longer than you think (Murphy's 2nd Law). Analyze characteristic underestimates, then add appropriate cushion to all critical estimates - e.g. 20%.
Starting late.	Plan ahead. Start early. Use Pert Chart for even simple projects. Allow more time.
Responding to the urgent.	Distinguish "urgent" from the truly "important". Be more discriminating in sorting priorities. Maintain perspective in balancing short-term demands against long-term objectives.
Over response.	Limit your response to the urgent and important demands. Learn to say "No" when necessary. Delegate.
Sense of achievement.	Ask yourself what you are trying to prove. Be realistic. Keep perspective. Lower standards if too high.
Insecurity.	If over your head, check Peter Principle, cut back or switch to realistic assignment.
Desire to impress boss.	Take a second look at what boss really wants...to be impressed short run, or to succeed in the long run?
Difficulty in determining priorities.	Be discriminating. Check with your boss periodically. Vitally important that you be on same wave-length regarding priorities.
Over ambition.	Recognize. Trim back to realistic proportions.
Action-oriented.	Don't confuse motion with progress or activity with results. Work smarter, not harder. Slow down, think it through so you'll get there faster.
Desire to appear co-operative by never saying "No".	Say "No". There are many ways of doing this without offending. (Offer alternatives, apologize etc.).

ATTEMPTING TOO MUCH AT ONCE (EXTERNAL CAUSES)

External Causes	Solutions
Lack policies and procedures to ensure effective communication.	Develop both to ensure organizational emphasis.
Lack of receptivity.	Test receptivity: "Would you like to talk about...?"
Meaning of words.	Recognize words mean different things to different people. Choose them well.
Differing value systems.	Recognize experience, training and environment create different backgrounds for interpreting communication.
Distortion/Line loss.	Check interference, noise, activity. Assess potential impact. Take preventive steps. Minimize organization levels.
Language barrier.	Assess and adjust to accommodate.
Lack of feedback.	Get feedback. Take corrective action.

Internal Causes	Solutions
Unaware of importance.	Recognize and assign priority.
Lack system.	Determine what information is needed for planning, decisions and feedback on results. Then ensure its availability, reliability and timeliness.
Difficult to know what information is needed.	Discuss and decide.
Failure to test.	Make no assumptions. Too critical. Test periodically.
Providing information not needed or requested.	Avoid unnecessary communication. Stick to essentials. Avoid overkill.
Failure to assess priority or urgency of requested information.	Make assessment and allocate time accordingly. Standardize priority of information classifications.
Lack uniform method of screening priority and urgency of requested information.	Develop method.
Failure to anticipate probable delays in obtaining information.	Expect delays. Plan accordingly.

INADEQUATE, INACCURATE, AND/OR DELAYED INFORMATION (EXTERNAL CAUSES)

Internal Causes	Solutions
Unaware of importance.	Recognize.
Lack techniques of improving.	Set deadlines on all objectives and priorities, use reminders (egg-timer or wrist-alarm), have secretary check on progress, reward yourself (no coffee until you finish).
Lack self-imposed deadlines.	Set deadlines on everything.
Lack monitoring of progress.	Have secretary or associate check your progress against deadlines.
Uncertain of priorities.	Ascertain daily.
Shifting priorities. ("Why start? They'll just change it.").	Calculate cost; discuss; discourage.
Fear of mistakes.	Avoid fixing blame; ask what's been learned and how repetition can be avoided.
Attempting too much (ensures delaying some things!)	More realistic goals and expectations.
Unrealistic time estimates.	Recognize everything takes longer than you think. Allow more time - leave 20% of day unplanned.
Habit. Break it!	Develop better ones.
Doing what you like, postponing the unpleasant.	Do the unpleasant first, then the rest of the day is "downhill".
Doing the easy or trivial, postponing the difficult or important.	Do No. l first. Then you can relax. What doesn't get done will not be the most important.

External Causes	Solutions
Usurping of authority by others. Identify.	Discuss with boss. Clarify. Insist that if authority in doubt, then responsibility must be limited to match.
Responsibility without authority.	Insist on commensurate authority (equal to responsibility). It is mandatory that one have the power (authority) to carry out his/her duty (responsibility).
Ambiguous, confused communication or instruction.	Insist on clarity of communication or instruction. Request it in writing if verbal instructions are used inappropriately.
Non-descriptive titles.	Titles convey apparent authority to the world in which the manager works. They must be descriptive of real authority to avoid confusion.
Confused or no organization chart.	Organization charts provide the skeleton for authority relationships and are therefore essential to clarity of understanding of responsibility and authority within the organization. Clarify.
Lack of emphasis on assumption of responsibility and exercise of initiative.	Emphasize through accountability for results; through recognition and reward for exercise of initiative; through citation, consideration in performance and salary review, promotion, etc.
Subordinates unwilling to accept responsibility.	Select people with care. Train. Reward.
Weak promotion practices resulting in placement above level of competence.	Identify potential and improve selection for promotion; career development program.

Internal Causes	Solutions
Unaware of importance.	Recognize as seldom identified, but of major importance is wasting time.
Humanitarian desire to help others.	Don't overdo it. It will often be taken for granted.
Desire to win approval and acceptance ("Nice Guy" image).	Recognize possible trap...if desired results are not achieved, you may lose instead of gaining respect and feel resentful.
Fear of offending.	True friends are not offended by honest explanation. Develop techniques of saying "No" without offending. "Thanks for the compliment, but I'll have to decline." "I'm sorry I can't, but let me offer a suggestion.
Possessing capabilities in demand.	Recognize this asset makes ability to say "No" even more imperative. Refuse to spread yourself too thin. Concentrate your efforts.
Belief that agreeableness enhances prospects for promotion.	Don't confuse continual assent with teamwork.
False sense of obligation.	Recognize prevalence of this cause. Examine reasons for this feeling. Discuss with family, friends, associates. Control.
Overdeveloped sense of sympathy, understanding, self-sacrifice or impulsive generosity.	Be more realistic.
Insecurity or low self-esteem.	Recognize that always saying "Yes" may betray feelings of insecurity and low self-worth. Resist this urge. Say "No". Perhaps offer alternative proposal.
Guilt feelings or desire to convince yourself you are a good person.	Recognize. Assess whether failures are real or imagined.
Not assessing consequences.	Take time log recording all "Yes" responses that could have been "No". Assess time wasted.
Easier to say "Yes".	Assess consequences (See No. ll above).
Successful without saying "No".	Think it through. Develop several techniques as in No. 4 on previous page. Practice.
Not knowing how.	Recognize that mastering the art of saying "No" would likely enhance your success considerably. Develop techniques.
Timid approach - building up to saying "No" gradually by offering excuses first.	Recognize there are answers for all excuses. Say "No" first before too many hopes are raised. Then explain.
Lack excuses.	Don't be too sensitive. Sometimes no excuse is better than a poor one. Think of acceptable excuses ahead of time.
Fear that any excuses may not justify saying "No".	Don't feel every "No" has to be justified. Simply say "I'm sorry, but I'll have to say no this time.
No time to think of answer.	Count to l0 before saying "Yes". Give yourself time. Delay response.
Fear of retaliation.	If such fear is justified, recognize shaky foundation relationship is built on. Try to improve it.
To put others in your debt.	Practice the Golden Rule here.
Losing sight of own priorities.	Remember, the best excuse is prior commitment to your own priorities.
Lack of objectives and Priorities.	Others will determine priorities for those who don't have their own.
Ambition or desire to be productive.	Better to do less, well...than more, poorly

INABILITY TO SAY "NO" - (EXTERNAL CAUSES)

Internal Causes	Solutions
Unaware of problem.	Take time log. Assess impact of leaving tasks unfinished. (Number, length of interruption, importance of tasks left unfinished.)
Lack objectives.	Set objectives to clarify those things which ought to be finished.
Lack priorities.	Prioritize. (Arrange objectives in order of importance to clarify those things which ought to be finished first).
Lack deadlines.	Set deadlines on all important tasks to provide incentive to complete them.
Failure to reward yourself.	Reward yourself with a list of items to be crossed off, by deferring pleasant diversions until certain tasks are completed, etc.
Responding to the urgent.	Recognize that urgent matters rarely are as important as they seem. Resist tendency to overreact, thus interrupting other tasks.
Overload...too much to do.	Assess capabilities to achieve tasks within limited time. Resist overload. When accepting new responsibilities drop or defer old ones to make room.
Cluttered desk...personal disorganization.	Get organized to permit effective control of tasks. Be systematic in handling information. Recognize that sound organization saves time in retrieving information, processing decisions, and maintaining control over projects.
Lack determination to complete tasks (lack self-discipline, lazy).	Impose deadlines on yourself and announce to others. (Go public.) Employ assistance (e.g., have secretary remind you to ensure accomplish- ment). Monitor progress.
Inability to delegate	Delegate task completion to someone else.
Accepting interruptions.	Train secretary to screen interruptions. Establish "quite hour" for completing tasks.
Indecision.	Recognize that a willingness to decide is a primary characteristic of a successful manager.
Lack motivation.	Become aware of impact on your own effectiveness. Seek causes. Determine to correct.
Postponing the unpleasant.	Recognize danger that postponed tasks if unpleasant but important, will become urgent, interrupting whatever else you choose to do.

LEAVING TASKS UNFINISHED - (EXTERNAL CAUSES)

Internal Causes	Solutions
Lack of planning.	Recognize that planning encourages discipline action. Lack of planning encourages undisciplined action. Plan your work; then work your plan.
Lack objectives or standards.	Set objectives in key result areas, both personal and organizational. Develop standards (conditions that will exist when the job is well done) for routine tasks.
Lack of priorities.	Set priorities in order to focus effort on most productive areas. This ensures that what gets done will be most important...and what doesn't get done is least important.
Not setting deadlines.	Impose realistic but firm deadlines on yourself. Expect them of others.
Doing what we like. (putting second things first.)	Recognize this universal tendency. Question every action. (Is this trip necessary?)
Postponing the unpleasant or the difficult.	Schedule the unpleasant or difficult tasks first. Then the rest of the day is easy.
Responding to the urgent (postponing the important).	Resist the tyranny of the urgent by limiting your response: (l) ignore problems if they will go away by themselves, (2) delegate those which others can handle, (3) respond yourself to those only you can handle.
Not following up.	Recognize that people do what you inspect, and not what you expect - and the same goes for you. So check your results against your plan. Are you progressing according to schedule? Have your secretary or assistant or associate monitor your progress.
Not utilizing available tools and techniques.	Evaluate and utilize such aids as "To Do" lists (Must; Should; Can), daily written plan, deadlines, PERT charts, progress reports, project control charts, Daytimer's daily and weekly diaries, weekly plan sheet.
Unrealistic time estimates.	Recognize that pursuit of unrealistic deadlines will lead to frustration and destroy self-discipline eventually. Be realistic in your own deadlines. Be candid in resisting unrealistic deadlines. Be fair in imposing them on others.
Lazy. Recognize.	Determine to overcome.
Unaware of this time waster (successful without self-discipline.)	Recognize can be more successful
Lack of interest.	Re-examine attitude toward job. Recognize that indifference makes self-discipline more difficult.
Inability to say "No". .	Quit trying to be a "nice guy". Say "No" firmly and without offending
Drifting into trivia.	Avoid nonessentials. Divorce yourself from detail! Concentrate on the critical priorities.
Cluttered desk.	Recognize as an impediment to an orderly mind. Use weekly Plan Sheet to record those things you do not want to forget. Clear your desk. Be systematic in procedures for routine matters.
Leaving tasks unfinished.	Recognize wasted effort in stopping and restarting tasks. Economy of effort dictates completing tasks before putting them down. Handle it once. Get it done the first time.
Carelessness.	Get it right the first time. If you don't have time to do it right, when will you have time to do it over?
Daydreaming.	Learn the art of concentration and practice it. Avoid distractions and self-interruptions.
Fatigue/Poor health.	Practice health fitness, exercise, recreation, time management.
Procrastination.	Identify tasks and decisions subject to procrastination. Set realistic deadlines. Go public by announcing them. Utilize secretary/assistant/ associate to help you monitor results. Reward yourself when successful.
Bad habits.	Make automatic and habitual as many useful actions as you can. This frees the mind for more productive work. To acquire a new habit, launch the practice as strongly as possible - announce it to discourage yourself from backsliding. Never let an exception occur until the habit is firmly rooted. Seize the first possible chance to act on your resolution.

LACK OF SELF-DISCIPLINE - (EXTERNAL CAUSES)

DailyTime Log
Time AM	Action	Time PM	Action




		Evening

External Causes	Solutions
Ineffective secretary.	Train and authorize secretary to keep your desk clear. Information retrieval is her responsibility, not yours. Label files not to be removed. Keep to minimum.
Failure to screen.	Secretary screens out junk mail, refers requests others can handle, types responses for your signature.
No secretary.	Minimize paperwork, respond on original. Simplify filing system. Keep only essentials.
Understaffed. Identify problem.	Do feasibility study to show that cost of additional staff will pay off.
Paper blockade, memoitis, overcommunication.	Minimize overcommunication, emphasize brevity, verbal communication.

External Causes	Solutions
Understaffed/overworked subordinates	Limit expectations and reduce accepted responsibilities.
Inadequate, untrained staff.	Train; reassign, rehire; better selection.
Upward delegation.	Refuse to make decisions for subordinates. If they need help, ask the right question.
Problem not clear.	Be candid. Ask subordinate to figure out and keep you informed.

External Causes	Solutions
Understaffed.	A common excuse for overwork. Why get it all done without complaint? Do feasibility study. Show how more help is economically justified. Say "No" at appropriate time. If situation hopeless, look for another job.
Over demanding job or boss.	Same as above.

Internal Causes	Solutions
Unaware of importance.	Recognize.
Lack of time.	Take it. Priority warrants.
Not listening/inattention.	Develop and practice listening skills. Concentrate.
Purpose not clear.	Clarify.
Use of wrong channel.	Select appropriate channel (phone, letter, memo, conference).
Poor timing.	Select appropriate time.
Poor articulation.	Check. Improve.
Over communicating.	Be brief. Don't repeat.
Insufficient communication.	Assess legitimate needs for information. Provide through staff meetings, house organ, memoranda.

External Causes	Solutions
Lack of authority to require information needed.	Clarify authority. Use "response deadlines".
Indecision or delay of others providing needed information.	"Unless I hear" memo.

Internal Causes	Solutions
Failure to clarify precise responsibilities with boss.	Do so.
Lack of job description.	Write one. Discuss with boss. Get approved.
Job description overlaps others.	Identify areas of duplication. Eliminate.

External Causes	Solutions
Autocratic boss.	Balance the trade-offs - what you are learning versus what you are losing.
Tradition of organization.	Same as Above.
Refusal of others to assume responsibility.	Identify this and refuse to become its victim. (Note relation to false sense of obligation, No. 7.)
Thoughtless assumption by others that you will say "Yes".	Recognize that you have likely encouraged this assumption by never saying "No". Learn to say "No", especially to inappropriate or thoughtless requests or those that will make you feel bad if you assent.

External Causes	Solutions
Shifting priorities.	Keep priorities current (reprioritize). Measure relative importance of new demands against current priorities. Resist unnecessary changes...and resulting loss of time in leaving and later resuming tasks.
Incomplete or unreliable information.	Recognize need for adequate information and ensure its availability before starting tasks.

External Causes	Solutions
Undisciplined boss or organization.	Select boss or organization where self-discipline is respected and encouraged. Standards of behaviour tend to gravitate to the lowest rather than the highest level in the group.
Switching priorities.	When a manager switches priorities of his team, he makes self-discipline difficult to practice. Take time log to record frequency, assess cost, in morale and production; discuss with boss to seek ways of reducing problem.

TIME MANAGEMENT