10 TIME MANAGEMENT MYTHS

1. We can manage time. We cannot manage time. Nor can we save it. Time ticks away relentlessly in spite of
our efforts to control it. We are provided with 24 hours of time each day to use as we like. The key is in how we
use that time. We can use it wisely, or we can waste it, but we can never save it. At the end of the day, it's
gone.
2. Time management involves getting more done in less time. Some people may believe that, but effective time
management refers to getting done fewer things of greater importance. We cannot possibly do everything we
want to do, or all the things there are to do. But if we prioritize what there is to do, and focus on completing the
priorities to the exclusion of everything else, we will be more effective.
3. "To do" lists help get things done. "To do" lists do nothing to further a project or task. They simply remind us
that they are not done yet. Scheduling time in your planner, as appointments with yourself, to work on the tasks
helps get them done. "To do" lists are intentions; scheduled blocks of time are commitments.
4. People need a "Personal Organizer" or other time management system to get organized. People are not
organized because they use a time management system, they use a time management system because they are
organized. Personal organization involves breaking old habits and forming new, effective ones. It is a state of
mind as opposed to a state of the office. Some people are more organized using a 65-cent steno pad than
others are using a 65-dollar organizer.
5. A "Quiet Hour" is a great time management tool. A "quiet hour" is a figment of time management writers'
imaginations. There is no such thing as a "quiet hour". We can reduce interruptions, but never eliminate them.
To be effective we must learn to work in spite of the interruptions. Frequently, interruptions are not time
wasters, but opportunities arriving at inopportune times.
6. Keeping a time log to determine where your time is going, is the place to start. A time log should be done
last, not first. All we need is more paperwork and interruptions when we're already inundated with them! We
should get organized first, adopt effective habits, schedule time properly, put into practice time-reducing
techniques and procedures, and once we have the time, keep a time log to effect further refinements.
7. The biggest time wasters include telephone interruptions, visitors, meetings and rush jobs. These are not
time wasters, they are time obligations -- they come with the job. The biggest time wasters are self-imposed,
such as procrastination, making mental notes, interrupting ourselves, searching for things, perfectionism, and
spending time on trivial tasks. We are our own worst enemies. Being effective involves managing ourselves, not
placing the blame on others.
8. It's more efficient to stick to one task until it's completed. It may be more efficient, but it's not more
effective, for seldom will you have time to finish it. It's more effective to break large projects into small one or
two-hour chunks and work at them for a brief period each day. Working on priorities involves frequent brief
sprints, not occasional marathons.
9. We should have one planner for the office, and a separate planner for the home. We should have one planner,
period. We are only one person, sharing our lives with people and activities at work, at home, at school, etc.
Since we only have one life, we should only have one planner. Both business and personal activities should be
scheduled in the same planner so business activities don't take precedence over personal and family activities.
10. Time is money. Time is more than money, it's life. You can always get more money, but you can never get
more time. It's an irreplaceable resource. When time's gone, you're gone.

A CRASH COURSE IN TIME MANAGEMENT

If you want to make maximum use of your time, try the CRASH course in time management:

Consider
Release
Arrange
Schedule
Hold

Briefly, here's what the CRASH course entails.

Consider what it is you really want to accomplish in life. Determine what is really important and what is
absolutely necessary.
Release everything that is trivial, unnecessary or relatively unimportant. You could do this by eliminating them
or delegating them.
Arrange the remaining activities in order of priority based on their impact on your personal and organizational
goals.
Schedule time for these important activities in your planner. Make appointments with yourself to actually work
on them. The most important ones get scheduled earliest in your planner.
Hold to that schedule. Don't be so quick to give up the time to others. Have as much respect for your own time
as you have for others'. Say 'no' more often.
The CRASH course is a way to get the important things done at the expense of the unimportant. It recognizes
that we can't do everything, nor be all things to all people. There's always too much to be done in the limited
time we have available. It forces us to consider what our goals are, and to realize that to accomplish these goals
we must commit ourselves to spend time on them -- sometimes at the expense of things we assumed were
necessary. It recognizes that a "not to do" list is as important as a "to do" list. It involves getting off mailing
lists, committees and activities that do nothing to further our personal or organizational goals. In a way, it's a
zero-based time management program where we get back to the basics, and shake free of all the superfluous
activities we got involved in over the years.
Many of us are "activity packrats". The CRASH program recognizes this and asks us to peel away the "trivial
many" and the time-consuming habits of a lifetime, leaving the meaningful activities listed in order of
importance. There is always time for the things that are important in life; but we have to make room for them.
Scheduling tasks and activities directly into our planner, just as we would schedule an appointment with a
doctor, business associate or friend, will provide the time to actually do them. Listing what we want to do is not
good enough. A "to do" list is simply a wish list; a scheduled block of time is a commitment.
The most difficult part of the CRASH program is actually holding to those commitments. A lifetime of allowing
other peoples' requests to take precedence over our own wants and needs is not an easy habit to break. We
must realize that our time is as valuable as the next person's. It's our time. And we are the ones responsible for
its use.
If you sometimes feel like you are spinning your wheels and not accomplishing anything of real significance, take
the CRASH course in time management. Consider. Release. Arrange. Schedule. Hold.

Breaking Bad Habits and Forming Effective Ones

Habits we have formed over the years can be time wasting, unhealthy, obnoxious, boring or outright dangerous.
They can limit our effectiveness, stunt our personal growth, and dissipate our energy. They can cut years from
our lives. Antagonize friends. Alienate loved ones.
Or they can be constructive, positive, healthy, and desirable. They can save time. Relieve tension. Increase our
effectiveness.
It all depends on the habit. And I define a habit as something we do automatically with little, if any, forethought.
Something devoid of conscious choice. It could be smoking, drinking, excessive eating, chewing gum, twisting
paperclips as we listen, saying "you know" every few words, drinking coffee every half hour.
Or it could be organizing your clothes before you go to bed, checking the doors to see if they're locked, jogging
before breakfast, eating apples for lunch, reviewing personal goals every morning, smiling at everyone you
meet, reading in bed every night, showering before breakfast.
Whether it's a good habit or a bad habit depends on its effects on your life. If it helps you to achieve your goals.
Brings you happiness, health, and prosperity. Adds meaning to your life. Makes you more effective. Then it's

probably a good habit. But if all it does is impede your effectiveness, waste your time, alienate your family and
friends or decrease your life expectancy, it's very likely a bad habit.
Before you attempt to break any bad habits, you must be convinced that you want to. The benefits must be
obvious. The motivators must be there. Otherwise you will likely fail in your efforts.
It's always rewarding to feel that you are in control of your own life. That might be motivation enough. If so,
start breaking some of those patterns of living that sap you of any feeling of excitement and spontaneity. Stop
spending every Thanksgiving Day at Mother's. Don't go away with the same couple every Labor Day weekend.
Don't order pizza every Tuesday night. Don't return to the same Florida resort every year. Stop eating in the
same restaurants all the time. Make a conscious choice each time. Don't be bound by the force of habit.
Some specific habits, such as smoking, drinking, overeating, may be more difficult to break. Greater motivation
is required to initiate and maintain the greater effort that is necessary. Get a handle on the harmful effects of
the habit. If you're convinced that smoking will reduce your life expectancy by 16.4 years or that lack of exercise
will double the risk of a heart attack, you may have the kind of incentive you need.
Once you feel motivated to proceed, be sure to set realistic goals. Losing 20 lbs. in one week, for instance, is not
a realistic goal. a long-term goal, say 3 to 6 months. Break it down into monthly and weekly goals. Even daily
goals are advisable for some habits. Goals produce deadlines. Deadlines produce a certain amount of stress. But
they also produce results. That's why we're so effective at work.
Now, practice self-discipline. Train yourself to accomplish those daily and weekly goals you set for yourself. Don't
let yourself slip once. The first slip spells disaster. For it becomes progressively easier to slip the second time,
and the third -- until you're back in your old ways again. If your daily objective is to jog for 20 minutes every
morning, then jog for 20 minutes every morning. Regardless of whether it's cold and rainy or whether you don't
feel that great. Always keep the long-term rewards in mind. Don't succumb to the immediate rewards -- such as
the comfort of a warm bed. In time you will have formed a habit - a good habit. And good habits are as hard to
break as bad ones.
The same self-discipline is needed in breaking a habit. If you want to stop smoking or drinking, don't take that
first cigarette or first drink. If you do, it's too easy to take the second and third.
As an aid to self-discipline, declare your intentions to family and friends. Once you commit yourself publicly, it
will be more difficult -- and embarrassing -- to back out. Enlist a partner if possible. Two or more people trying
to break or form the same habit provides reinforcement for each other. And there'll be a greater chance of
making it fun. It's so much easier to form a new habit if it's enjoyable. Be prepared to reward yourself if you
achieve your goal. That delayed vacation. New wardrobe. Whatever is meaningful to you.
And remember, there's no such thing as "can't". If you want to do something badly enough, you can do it. If you
don't believe me, how do you think you would react if someone put a gun to your head and threatened to blow
your brains out unless you kicked the habit. You'd probably kick it.
And some habits are as deadly as a gun at your head.

Carve time from your meetings

Meeting management can save money as well as time.
Executives spend anywhere from one to six hours per day in meetings, indicating there is time to be saved by
keeping any meetings essential, efficient and brief. Shaving an hour off a weekly meeting of ten executives
earning $160,000 per year will save the company $40,000 annually. Some people may argue that they're not
really saving any money because the executives would still be paid whether they attended meetings or not. This
is faulty thinking. If they wasted the hours shaved from meetings, this might be true. But these are responsible
individuals with goals, deadlines and more opportunities to pursue than they could possibly find time for. Any
additional time at their disposal could be used to generate more revenue, decrease costs, improve customer
satisfaction, decrease unit costs, explore new markets, participate in self-development, to name a few. If
invested wisely, that time could generate results far exceeding the cost of the time itself.
Assuming you are only scheduling meetings that are essential to the success of the organization, here are a few

suggestions to reduce their length and make them more effective.

Choose the time carefully.
If it's a routine meeting that requires little creative input, don't schedule it in the morning when prime time can
be better utilized elsewhere. Use morning meetings for brainstorming sessions or meetings where important
decisions need to be made. Most people are more mentally alert and productive in the morning.
Invite only those who are essential to the success of the meeting.
Forget protocol, pecking order or business etiquette. If people are unlikely to contribute to or benefit from the
meeting, don't include them. Try to keep the total number of attendees below eight people.
Plan the meeting in advance.
Go beyond outlining an agenda. Actually anticipate which topics will generate the most discussion and conflict.
Leave the contentious issues until the end, when most people will be anxious to leave. Put the priority items that
will generate the least discussion near the start of the meeting. Allocate time limits to each agenda item.
Hold stand-up meetings.
For shorter meetings, take away the chairs. Research indicates that people think better and make faster
decisions standing up.
Schedule off-site meetings at the beginning or end of the day.
This will avoid breaking up the day's momentum.
Start on time.
Don't make exceptions. If someone arrives late, explain to him or her that you are now on item two or whatever.
Don't apologize for starting on time and resist the temptation to summarize the progress to date for every late
arrival. If they ask, tell them you'll update them after the meeting.
Make notes at every meeting and encourage others to do likewise.
Record decisions reached, actions required, individuals responsible for the various actions and the expected
completion dates. Summarize this information at the end of the meeting to ensure that everyone is clear as to
who is responsible for follow-up on the various items.
Don't waste the group's time on an individual's responsibilities.
If you have made a group decision and provided input, assign the action to someone and leave it with that
person. If a few people have some strong feelings about how something should be done, ask them to submit the
suggestions in writing to the person to whom you have delegated the job.
End the meeting promptly.
Never ask the question, "Is there anything else we should discuss before we adjourn? Instead, ask if anyone
wants something added to the next meeting agenda.
Always take a few minutes after every meeting to evaluate how it went.
Jot down what you will do next time to improve the process. Keep a running total of the time spent each month
in meetings. Continually strive to reduce lost time and increase the value of every meeting you schedule.

DELEGATION
Do you find yourself taking work home in the evenings and on weekends? Are you under constant
pressure, jumping from one task to another? Do you find yourself too involved in doing things to
spend enough time on planning, organizing, directing and controlling? It could be that you are not
taking full advantage of one of the greatest time savers of all: delegation.
Delegation extends results from what you can do to what you can control. It frees time for more
important tasks, allows you to plan more effectively, and helps relieve the pressure of too many
jobs, too many deadlines, and too little time. Not only that, but it is one of the most effective ways of
developing your staff.

Improper delegation, however, is worse than no delegation at all. It not only creates a greater
demand on your own time, but messes up your staff members' time as well. Be careful what you
delegate, how you delegate and to whom you delegate. Here are a few ground rules for effective
delegation.
Don't delegate what you can eliminate. If it's not important enough for you to do personally, it's
probably not important enough for your people to do either. Respect their time and their ability.
Don't waste it on non-productive or unprofitable trivia. Your success can be multiplied a thousand
times if you concentrate on the high-return jobs, and encourage others to do likewise -- don't spoil it
by using your staff as a dumping ground for "garbage" jobs.
Delegate the things you don't want to delegate. We tend to hang on to the things we like doing, even
when they interfere with more important tasks, and even though others could probably do them just
as well. Share the interesting work with your staff. One of the most important advantages of
effective delegating is the fact that it enriches your staff members' jobs. Don't confine your
delegation to the boring, repetitive tasks -- look for the interesting ones first.
Delegate, don't abdicate. Dumping jobs onto others and then disappearing is not delegation -- it's
organizational suicide. Delegation must be planned. Consult with your staff first; select people you
think are both capable of doing the job and would like to do the job. Train them. Delegate gradually,
insist on feedback, and then leave them alone.
Delegate the objective, not the procedure. One of the bonuses you receive from effectivedelegation
is the fact that in many cases the job is better in the hands of someone else. Don't resent it,
encourage it. Delegate the whole task or specific results, de-emphasizing the actual procedure. Your
staff, under less pressure, less harried, and with a fresh viewpoint, will likely improve upon the
method you've been using. Review results, not the manner in which he or she arrived at them!
Don't always delegate to the most capable people. Delegation is one of the most effective methods
of developing others. Don't continually delegate to the most capable ones, or they'll get stronger,
while the weak get weaker. Take the extra effort to spread delegation across the board, and develop
a strong team with no weak links.
Trust your staff. Be sure to delegate the authority as well as the responsibility. Don't continually look
over their shoulder, interfere with the methods, or jump on them when they make mistakes. Be
prepared to trade short-term errors for long-term results. Maintain control without stifling initiative.
Delegation is not only a skill, it's a way of life. And like everything else, in order to be effective, you
have to work at it. But once perfected, it will multiply your success a hundredfold.

Does TV stand for "Time Vaporizer?"

Perhaps it's time to kick the television habit
Watching TV has outdistanced any other leisure activity, taking up 37 percent of the average
American woman's spare time and 39 percent of a man's, according to statistics quoted in Marshall
J. Cook's book, Time Management: Proven Techniques For Making The Most Of Your Valuable Time.
[Adam's Media, 1998.] At the same time, findings by the American Demographics magazine [June,
1996] indicates 45 percent of the people surveyed reported "less free time than five years ago."
Is TV now in the same category as a car, and considered a necessity? Are people too tired after work
to do anything else? Or are we being brainwashed into spending what little leisure time we have
parked in front of the boob tube? Whatever the reason we have a choice. If we want to build
relationships, expand our knowledge, participate in new ventures and experience more of what life
has to offer, we should question how we spend our time.

I'm really not excited about freeing up time through time management techniques, only to have it
gobbled up the one-eyed monster in our family room. Did I say family room?
Here are a few suggestions that might keep TV from devouring your life.

Keep a record of the number of hours you watch TV during a typical week. You may not have a
problem. Then again you may be surprised. It may motivate you enough to make some
changes.
Plan your TV viewing for the week, block out that time in your planner, and stick to your plan.
This will avoid impulse viewing.
Change your mindset so that you view programs, no TV. Pick and choose carefully. That hour
between your two favorite shows could be better used on something else.
Tape the shows you want to watch and view them at a time that doesn't compete with family
time, sports activities, exercise etc. You can fast-forward through the commercials and save
more time.
Take a one-week vacation from the TV set. If you don't go into withdrawal, you may find that
you are actually enjoying life more.

Intentionally schedule activities with family, friends so they'll conflict with your normal TV viewing
time. It's easier to resist when you have something else planned.

Doing Two Things At Once

Use this time management technique with caution
A classic example of performing two tasks at the same time took place on the train from New York to
Connecticut. A management consultant, observing people wasting time doing nothing or engaging in
low-priority tasks such as reading during the long commute to work, decided to start a commuter
classroom. He offered courses in everything from history to accounting in a special car, even
awarding college credits for successful completion. This college on rails combined two essential
activities, commuting and self-development.
Many people spend more time waiting in supermarket lines than they have spent in schools getting
an education. Which brings up the time management technique of combining two activities to save
time. Are there any jobs that you can perform simultaneously?
Before you run off and start eating breakfast while jogging through the park, be warned that certain
activities should not be paired. And although scientists claim certain tasks can be performed
simultaneously because they use different sides of the brain, seldom can both tasks be performed as
efficiently. People who promote "a book in every bathroom" probably spend twice as long in the
bathroom. And stapling papers while watching TV is great until an attention-demanding scene
results in a stapled left thumb.
Usually things that are so simplistic they can be performed by rote, or things that require the
attention of different senses, such as peeling potatoes while listening to tapes, are okay. But even
then you may find yourself peeling the same potato twice. So keep in mind the impact of an error.
Using the cellular phone while manipulating your way through traffic, for instance, could have
disastrous consequences.
For a great majority of people, waiting time could be put to productive use. For example, the Roper
Organization asked the question, "What would you do with four extra hours a day?" A whopping 33
percent said they would spend the time reading (Psychology Today, Jan/Feb, 1989). This reveals the
importance of reading in the minds of a third of the individuals polled. And yet it is being neglected
due to and evident lack of time. Another survey conducted by Elys McLeand-Ibrahim and reported in
USA Today indicated that 16% of men and 12% of women don't read any books at all. 21% of men
and 17% of women read three books or fewer each year. This is sad if they indeed want to read but
simply don't have the time. It is a matter of combining activities. They should utilize travel time,
commuting time, waiting time etc., for reading. If they could utilize an hour of waiting time each day
reading books, an hour each day over a ten-year period would provide over 3,650 hours of reading
time. A lot of books could be read in that period of time.

Although some waiting time could not be utilized for anything, many hours of wasted time could be
salvaged with a little planning. Anticipate the likelihood of a long wait and be prepared to combine
the wait with an activity that might otherwise be neglected. If we indeed spend five years of our
lives in line-ups, let's at least make that time count.
Here are some examples of tasks that some people claim can be performed simultaneously. You may
have your own favorites. But make sure they do save you time. Dragging out the jobs, or correcting
errors, or missing vital information, or becoming involved in a safety problem or injury could quickly
wipe out any time saved.

Dispensing with junk mail while on the telephone or watching TV.

Stapling papers or collating reports while listening to tapes or the radio.
Using a car phone while driving on a highway or waiting in a parked car.
Listening to educational tapes while driving or commuting via train, bus, subway.
Reading or listening to tapes while exercising (stationary bicycle, jogging.)
Planning while doing menial tasks such as cleaning the garage, making beds.
Dictating reports, to-do lists, ideas, etc,. while driving, jogging, or walking.
Doing mini-exercises and stretches while in meetings or working at a desk.
Thinking, planning, formulating speeches or articles while in the shower or bath.
Reading magazine articles or working on paperwork while waiting in doctors' offices.
Planning the day while walking or driving to work.

There are many more, such as cleaning the bathtub while taking a shower, or memorizing scripture
or poetry while doing housework; but you get the idea. If it works for you, do it; but be aware of any
consequences.

Efficiency vs. Effectiveness

Most people are familiar with the distinction between efficiency and effectiveness. The most
frequently used differentiation is that efficiency is doing something in the best possible way, while
effectiveness is doing the best possible thing. But too many people emphasize the importance of
effectiveness while downplaying the importance of efficiency. Both are important.
Effectiveness involves having a vision or mission, goals compatible with that vision, and a plan of
action to achieve those goals or objectives. But efficiency is necessary to carry out the step-by-step
action plan in the most economical, expedient way with a resultant quality consistent with the goal A
goal and plan are useless if the job never gets done. Efficiency cuts through procrastination,
perfectionism and inertia, and converts a plan into action. Efficiency minimizes delays, interruptions,
distractions and ensures that results are obtained.
Efficiency and effectiveness work in tandem; one is useless without the other. Without effectiveness,
we lack direction drift away from the priorities, and become busy without accomplishing the 20% of
the tasks which represent 80% of the value. On the other hand, without efficiency we experience the
frustration of knowing exactly where we want to go, but see little progress in that direction. It's a
two steps forward and one step backwards process.
Effectiveness has an eye to the future while efficiency deals with the here and now. A manager who
is effective, sets goals. plans, organizes, directs, controls and innovates. The one who is efficient
conducts the "doing" portion of his or her job with a minimum of interruptions, idle time,
procrastination, indecision, perfectionism, and wasted effort.
Efficiency looks at the process through a microscope, analyzing every detail of the jobs to eliminate,
simplify, combine, or improve segments of them so the total process can be accomplished in a
minimum of time at minimum cost with minimum effort. Effectiveness looks at a process through a
wide-angle lens, observing how it affects the productivity of the other processes, how it contributes
to the goals of the organization and how it impacts the bottom line.

Efficiency studies may lead to an improvement in a process or job. Effectiveness studies may serve
to eliminate it. Although both are important, effectiveness studies should come first, since there's
little point in improving something that may later be eliminated. Never underestimate the
importance of efficiency; but never strive for efficiency at the expense of effectiveness.
The higher the level in the organization, the more time a manager must spend managing, and less
time actually doing. Therefore, effectiveness becomes more essential at higher levels in the
organization, while efficiency is critical at the staff level. But even a CEO has a certain amount of
doing and limited time for its accomplishment. Efficiency never loses its importance.
Although time management experts urge us not to be efficient at the expense of effectiveness, this
should not be construed to mean efficiency is unimportant. Lacking effectiveness is like sailing a ship
without a rudder. But it is no less serious to be sailing a rudder without a ship.

Leave Well Enough Alone

Strive for results, not perfectionism
Please don't be offended; but I intend to spend only one-fifth the time it would take to write an
excellent article - or even a great one. In that reduced period of time I will approach 80% of what I
am capable of doing.
It takes about one hour to write an article of this quality. To edit it into a great article would take
five times as long. The amount of time and energy increases exponentially as you approach
perfection. Does an article warning you of the cost of perfectionism really warrant five hours of my
time?
You should ask yourself a similar question every time you're tempted to make a project a work of
art. Let the time spent be proportionate to the value of the task. Budget your time. There's only so
much to go around. Spending a disproportionate amount of time on one task will result in less time
available for other tasks.
Many people do an excellent job simply because they're capable of doing it. It's akin to spending half
the exam time on one question simply because you know that topic inside out, when the most you
can obtain for a perfect answer is a tenth of the total marks. As a result you fail the exam simply
because there wasn't enough time left for the other nine questions.
Some people are perfectionists because their self-esteem is wrapped up in what they do as opposed
to who they are. (Do you really think that writing mediocre articles makes me a mediocre person?)
Or the perfectionist is yielding to unrealistic demands of others or trying to please someone else or
was simply taught that anything you do is worth doing to perfection. Regardless, perfectionism in
today's business environment, where a multitude of things must be completed on deadline, is a
prescription for stress and inefficiency. You must spend time proportionate to the value of the task,
and not yield to myths of the past.
Perfectionism can actually make a project worse. Have you ever seen someone try to even up a
haircut and only succeed in cutting too much off the other side? Or shave a fraction more off that
woodcarving and succeed in making it worse? Or rewrite a report again and again until they end up
with one that doesn't communicate what they want to say? My parents used to tell me, Leave well
enough alone. Now I know what they were talking about. When something is good enough we
should leave it and not try to make it better. There's such a thing as overkill.
The 80-20 Rule suggests that 80% of the results can be achieved in 20% of the time. If you could
make do with 80%, you could accomplish five times as much. Certain jobs may require perfection.
Ask yourself what the impact would be on the company or your job if you settled for less than
perfect. I asked myself that question many years ago when I started writing for the Mississauga
Business Times. The editor does not insist on perfection. If he did, none of my articles would have
been published. And if I had insisted on perfection myself, I would have had only forty articles
published during that time period, instead of over two hundred. I think I was able to communicate a
lot more information through those two hundred articles. In many situations, quantity should take
priority over quality. Leave well enough alone.

Macro vs. Micro Time Management

Efficiency is to no avail if you have no destination.
Macro time management looks at your use of time as a whole so your life objectives will be met,
while micro time management examines and improves the way you perform specific tasks and
activities. Micro Time Management is concerned with speeding up, getting more done in less time,
increasing efficiency - but it does little to change what you do. Macro Time Management is more
concerned with what you do in the time available. It assumes there is no shortage of time, only poor
choices as to how we use it.
Developing life goals, a mission statement and long range plans are macro. Reducing interruptions,
improving e-mail efficiency and scheduling individual activities are micro. Career choices, balance
and lifestyle are macro. Office organization, file management and the use of technology are micro.
People feel more comfortable working on the nitty gritty, timesaving micro time management
suggestions because they are generally easier to implement and usually yield faster results. Also,
most time management workshops, books and articles concentrate on efficiency and effectiveness in
the workplace as opposed to the life choices that determine the degree of personal success
experienced by the individual as a whole.
Theres a danger in having too narrow a focus. Time units are the building blocks of life. Its important
to visualize what you want your life to look like before you start rearranging the blocks. Both Macro
and micro are important. But dont get so involved with the trees that you dont realize youre in the
wrong forest.
So before you spend a lot of time organizing your desk, files and workload, think about your future.
How do you visualize yourself spending the rest of your life? What are your dreams, goals and
ambitions? What are your unique abilities, skills, and talents? Do you enjoy doing what you are
doing now? Will you still enjoy it twenty years from now? What must have happened in order for you
to say twenty years from now, this is what Ive always wanted to do with my life."
If you continue to do what youre presently doing - in terms of your career or job, education, financial
and personal habits - will you be where you want to be in twenty years? If not, make changes now.
Dont put it off. Set some long-range personal goals and start doing what you have to do in order to
get there. That may include registering for some education courses, saving a percentage of your
earnings, changing jobs, writing a book, taking flying lessons or any number of things.
It will take more than a messy desk or a disorganized file system to keep you from being where you
want to be if you have specific goals, an active plan and the determination to succeed. So first,
engage in macro time management. Then once you have your life moving in the right direction,
implement all those great suggestions that you picked up from the time management experts in
order to make your journey into the future a smooth one.

Manage Your Anger

Dr. Timothy Foster, in his book "How to Deal With Depression" (Victor Books, 1984) states that grief,
guilt and rejection make up only 20 percent of all depressions. Not feeling anger accounts for the
other 80 percent. People who put a lid on their anger allow it to build up within them like steam in a
pressure cooker. As Dr. Timothy says, " If you don't have a pressure release valve, you're going to
have a tremendous buildup of pressure inside, resulting in an emotional explosion, implosion, or a
breakdown of some kind."
We all experience anger. It could be something a co-worker or boss did or didn't do or something we
did ourselves. But we should have an outlet for that anger. And it could be simply recognizing that
we are upset and expressing it verbally. Dr. Foster relates his own method that seems to work for
both him and his patients.
If he comes home from the office in a bad mood, he knows he is going to be critical and easily
irritated. So rather than letting the emotion build up and erupt, he allows it to come out in a

controlled manner by expressing it verbally to his family. E.g., "I'm feeling crabby. It's not your
fault. It's mine. I walked in the door this way. So, watch out for me for a little while and I'll work on
it." He claims that within 5 or 10 minutes of expressing the emotion, it's gone.
This is not too different from one of the accepted ways of relieving stress -- talking aloud to yourself.
The sound of your own voice, combined with the release of expressing your feelings (such as, "I feel
stressful") prevents the stress from becoming bottled up inside you. It has the added advantage,
however, of letting other people in on your emotions so they won't be surprised by a sudden
outburst.
What we must do, is manage our anger. And managing our anger does not involve either letting it
fester and swell inside us or releasing it with a vengeance. It involves recognizing that we are angry
or upset and dealing with our feelings sensibly. Having angry feelings is okay. It's our response to
those feelings that makes the difference. Anger is usually accompanied by thoughts of how to get
even. It can motivate a person to hate, tease, humiliate, criticize or offend another person. Don't let
your "okay" feeling elicit a "not okay" response.
Instead, after you have recognized that you feel angry or upset, talk it out. Initially this talk should
be with yourself. Admit to yourself that you are angry, not because of what someone did or said, but
because of how you reacted to what they did or said. Accept the fact that no person can make you
angry, or happy or sad. People cannot manufacture an emotion inside another person. You are the
only one who has the power to form an emotion within yourself. And similarly you are the only one
who can dissipate it. Ask yourself what affect the person's remark or act will have on your life. How
will your financial, personal, and business status be changed? How important will the incident be
one year from now?
This will put things in perspective, and generally reduce the remark or act that angered you to one of
insignificance.
Next, confront the individual. Tell him or her that you feel angry, or hurt or annoyed over their
remark or act. Explain why. You may be surprised at the response. You may find that you
misinterpreted their remark or misunderstood the reason for their action. Or perhaps they already
regret it because they had acted without thinking or were responding emotionally themselves and
welcome this opportunity to apologize.
Don't strike back in blind fury, and don't let the emotion fester inside you. Talk it over with yourself
first, and the offender second. And do this quickly. The Bible tells us "Do not let the sun go down
while you are still angry." Good advice for anyone.

Manage Your E-mail

Unmanaged, it can be more a hindrance than a help
Leslie Bendaly, author of Winner Instinct (HarperCollins, 1999,) says that she has met people who
sort through more than one hundred e-mails daily. A poll of 26 top executives, conducted by Spencer
Stuart's Chicago office, revealed that 76 percent of them spent at least one hour each day reading
and responding to e-mail, with 12 percent spending more than three hours per day. (Management
Review, September, 1999.) E-mail, in spite of its timesaving qualities, can become a timewaster
itself if not managed properly.
Don't interrupt yourself by continually checking your e-mail throughout the day. Have specific mail
times such as first thing in the morning and again after lunch. Checking messages at the end of the
day is probably not a good idea since there's no time to take action. And you'll catch the mail in the
morning anyway. Never check e-mail until you have time to deal with it. Dispense with messages
one at a time. Delete, file, respond or forward them. If they represent long-term tasks, transfer the
needed information to your planner and delete the messages. You might want to expand the window
to full size when reading your mail.

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When an incoming e-mail merits a thank you, say nothing else. Don't add unnecessary comments
that might encourage another reply in return. There is too much e-mail that simply serves to thank
others for thanking them. "You're welcome" is usually unnecessary. Don't feel compelled to get in
the last word.
Don't clutter your electronic files with non-essential correspondence. Delete most e-mail and only
file those that you have to reference in the future. Print as few as possible and don't keep both
printed and electronic versions. According to a survey conducted by Dianna Booher, of all the
documents that are printed, copied and distributed by North American business every day, 75 to 80
percent are never referred to again. E-mail loses much of its advantage if it is printed. Yet, according
to an article in the Stouffville Tribune (Just Delete the Frustrations of E-Mail, by Arthur Black,) 60
percent of all e-mail is still copied onto paper. Resist the urge to print your e-mail. Answer it, file it,
or delete it. But don't keep it unless absolutely necessary.
When sending e-mail, respect other people's time as well. Before you send that message to your
entire mailing list, ask yourself a question. Would you send that many copies if it were paperwork?
Send it only to those who need it or can benefit from it. Don't let the circulation list be determined by
the ease of transmission.
Use a relevant header to make it easy to file. If you're replying to a message and changing the topic,
take a few seconds to change the header to correspond with the new topic. Make sure the header
grabs the reader's attention and immediately identifies the topic. The only way some people can
cope with the overload of e-mails is to delete most unsolicited messages unread. They make this
decision based on the header. A vague title such as "Opportunity" or "Thought you might be
interested" could easily be deleted accidentally. If the receiver knows you, you might want to
include your name in the header. And if you're replying to their e-mail, say so.
Although e-mail is sometimes viewed as a casual, conversational form of communication, it is rapidly
becoming the accepted form of business communication as well. As such it warrants similar
guidelines to that of hardcopy correspondence. Keep your message brief and indicate any action you
want the reader to take. Limit each message to one topic. Use the Spell Checker feature; careless
typing and sloppy grammar will reflect on both you and your company. Assume that all your e-mail
will be saved and viewed by others. Formality is even more important when corresponding to people
in other countries who may not be accustomed to the more casual approach to communication.
There are dozens of symbols called emoticons representing the various emotions such as happiness,
sadness etc., and even more abbreviations that people seem to be using, but I don't recommend
either. Everyone is not familiar with them. Personally, I get annoyed when I encounter such
hieroglyphics as LOL, IMHO, IMHO or OTOH. It may save the writer a few seconds, but I waste my
time trying to figure out what the gobbledygook means. We survived quite nicely without smiles,
frowns and laughter symbols plastered in our written letters. Why the necessity now?
Walter H. Block and Jeff Senne, in heir book, CyberPower for Business (Book-mart Press, 1996, point
out that computer screens are shorter than sheets of paper, so the most important information
should be in the header and first paragraph or two of the message, where it is in full view. They say
you can figure on about twenty lines of message.
A signature file, which could include your name, company, telephone number, fax number, website
address and one-line description of your business can be added automatically with most e-mail
programs. It's unobtrusive at the end of the message, helpful to the reader and it compensates for
the lack of a letterhead.
E-mail is one of the greatest timesaving marvels of the century. But like most things, if misused it
can be as much a hindrance as help. Use it, but don't abuse it.

MANAGING BY CHOICE
How well you manage your time and your life is determined by the choices you make. Everyone
makes daily choices. To say 'yes' or 'no'. To start a project now or later. To interrupt yourself to get a

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coffee or to keep working. To write things down or make mental notes. To do something or to leave
it undone. To get upset under stress or to remain calm.
You choose the type of planner you use, the paperwork you keep, the books you read, the courses
you take, the foods you eat, the associations you join, and the friends you make. You decide how to
spend your weekends, your work time, your lunch time, your spare time and your family time.
And yet how often we blame our time problems on others. The boss is at fault for giving you too
much to do. Your peers are at fault for interrupting you so often. Your employees are at fault for not
working efficiently. Even God is at fault for not giving you enough time.
If we are really serious about gaining control of our time, we must first accept the responsibility for
its use. The real meaning of the word is response-ability -- the ability to respond. We must respond
to situations we encounter by making the right choices.
If your goal is to complete a certain task by 4 p.m., your choices should reflect this. If asked if
you've got a minute, your choice might be to say 'no', and schedule the meeting after 4 p.m. Other
choices might include leaving the voice mail on for a few hours, having the office door closed,
cancelling a luncheon appointment, delegating other jobs that should be done that afternoon,
drinking water instead of coffee, sticking to the job instead of interrupting yourself, ignoring the email that flashes on your computer screen.
The point is, if you choose to do a job -- to make it your goal that day, you can complete it by making
other choices consistent with that goal. But too often we simply make a decision to do something
and lose sight of this decision amid the vicissitudes of the day.
Another example is our reluctance to say 'no'. We seem to be unaware that saying 'yes' to something
that will demand a lot of our time is the same as saying 'no' to something else -- whether it be
reading a book, spending a few hours with the family or going for a walk. It is more than just a
decision as to say 'yes' or 'no', it is a choice we make as to how we will spend our time.
Many of us seem to go though life placing the responsibility for our time problems on others. "We
had to work late." It was a bad day." "It was impossible to get anything done." Statements like
these indicate we had no choice in the matter. Things happened to us that were beyond our control.
Of course we could argue that indeed we have no choice, because if we had refused to work
overtime we would have been fired. But isn't that a choice? Conceivably there could be a situation
where choosing to be fired rather than do something could be the best choice to make. It is simply a
matter of recognizing we do have choices, and accepting the responsibility for the choices we make.
Managing our time is more than simply planning and scheduling and working as efficiently as
possible. It is a process of making the right choices. What is right for one person may not be right
for another. But once you are conscious of your values, your personal goals have been determined,
and you know what it is you want to do with your life -- both on and off the job -- you will be able to
make the choices that lead you in that direction.
Managing your time is managing your choices.

Managing Your Paperwork

Here's a filing system that allows you to instantly locate anything in your office.
"The average person spends over 150 hours per year - almost one month - just looking for
information." This statement by organizing expert Barbara Hemphill indicates how clutter and
disorganized files can affect the bottom line. There are no points for neatness; but there are points
for being able to instantly access the item you want when you need it. Even filing everything neatly
in labeled manila folders is no guarantee you'll be able to retrieve specific items quickly. Folders get

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misplaced, duplicated or misfiled. And there's no indication of which papers are actually inside those
labeled file folders.
A new paper-tracking system is available that lets your computer do the work. Combining the alphanumerical system with a strong search engine, Taming the Paper Tiger software makes filing and
retrieval virtually foolproof. In fact, the company's claim, "Find anything in your office in 5 seconds
or less - guaranteed," remains unchallenged. I converted my office and home files using this
software and was impressed. It's similar to the alpha-numerical file system in that all the manila
folders bear numbers rather than titles. But instead of having to manually search a list to find the
number of the file you need, you simply type the topic or key word click on "fast find" and the search
engine finds it for you.
Its uses are unlimited. Your library of books, cassettes, disks or CD's can be numbered and entered
on the system for instant retrieval later. No need to file your material by topic or author. Simply stick
a numbered label on it when you put it on the shelf. Similarly, forms, literature and office supplies
can be stored in numbered sorters, pigeonholes or shelves and located instantly.
It's a big job converting all your office files to this system; but your entire backlog, loose papers, inbasket material and active files can easily be organized in a day and the balance converted gradually
over the next few months. Some people don't even bother with the old files since they seldom refer
to them anyway. It's a great feeling to have your desk and paperwork completely organized, out of
sight and instantly accessible. You can even enter action dates, print out lists of your files or transfer
files to another location with the click of the mouse.
Probably the biggest advantage of this system is the cost savings. If each person in an organization
wastes about 30 minutes per day looking for things, and is being paid $30 per hour, there's potential
saving of about $4,000 per year per person simply by streamlining filing and retrieval. This is in
addition to the decreased stress and increased morale of being able to work in an organized
environment.
Information and costs are available at www.thepapertiger.com , or for a Canadian source, visit
www.taylorintime.com

Scheduling is the Key to Goal Achievement

Accept the fact that you can't do everything
Time management first of all involves deciding what to eliminate. We can't do everything, but we
can do anything. We have to choose the real priorities in our life and accomplish those things that
are important at the expense of those that are relatively unimportant. Although some people may
claim that everything's important, that's a rare situation. Important things are those activities that
will directly influence the achievement of your goals. Since 95 percent of North Americans don't even
have any personal goals in writing, it's unlikely that most of what they do relates to their goals. Most
people are inundated with trivia.
So the place to start, if you are to gain control of your time, is to develop some personal goals.
Writing them down is not enough. You should actually schedule time in your planner to work on
them. A list of goals is like a "to do" list. There's little commitment in a "to do" list. They're simply
intentions. A scheduled meeting or appointment always seems to take priority over lists. Scheduled
time is a commitment. So I recommend that if your goal is to write a book, for example, you
schedule two-hour appointments with yourself to do the actual writing.
What about all the interruptions, crises, changing priorities and demands from others that invariably
crop up while you're working on your goal-related activities? Do you simply ignore them? Well, you
would try to; but I realize life is not that simple. That's why it's imperative that you schedule only
the important, goal-related activities. The only thing that can displace a priority is a higher priority.
The more important a task is, the less chance it has of being displaced. For example, it's unlikely you
would reschedule open-heart surgery simply because the boss calls a meeting for the same day.

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But some things will have to be re-scheduled. To allow for that, make sure you leave open spaces in
your planner. Don't schedule too tightly. And always schedule more time than you think the task will
take, so you can accommodate those unavoidable interruptions.

Sleep Deprivation, the Latest Time Waster

Lack of adequate sleep is causing deceased productivity among workers.
In 1947, a book called The Technique of Getting Things Done, by Donald Laird, appeared in the
bookstores. The book gave example after example of how successful people were able to get more
done by taking advantage of the early morning hours. A famous orator and judge would rise at 4:30
a.m. Some would get up even earlier. A quote on one of the pages stated, "I have always believed in
long hours. It is the only way to get things done."
Over 50 years later, time management books are still advocating an early start. Some even remind
us of the number of months or years we could save over a lifetime by extending our days by one
hour. Successful people are still heeding their advice. An article in the February 3, 1999 issue of the
Financial Post quoted David Lunsford of Dell Computer Corp. as saying, "I often hear people proudly
claim they work 100-hour weeks."
In fairness to time management experts, most of them are not really advocating longer hours,
simply a utilization of the most productive early-morning hours. They are assuming that people are
getting enough sleep. The problem is, they are not. According to an article in the St. Petersburg
Times [April 11, 1999,] "During the past three decades, Americans have put in longer hours at the
office and packed even more into their pre-bedtime hours: working at home on laptop computers,
surfing the internet and e-mailing friends, flipping among ever-expanding choices on television." The
article claims that as a result, nearly two-thirds of adults get less than eight hours of sleep a night.
Nearly one third get by on 6 hours or less. And, according to the National Sleep Foundation,
Washington, DC, this is a dramatic decrease from thirty years ago.
Has this decrease in sleep increased our personal productivity? Not according to an article in the May
7, 1999 issue of The Toronto Star [Feeling Sleep Starved? Welcome to the Club, by Leslie Papp.]
"Lack of sleep makes people moody, impatient, unable to concentrate, less attentive. Over time it
can take a toll on their physical and mental health and significantly affect performance."
Working longer hours and cramming more activities into the day can certainly cause stress. And US
Today, May 11, 1999, indicated that work stress, family stress and unspecified stress were the
greatest reasons for sleeplessness. USA Snapshots also reported that three in four adults say they
had problems sleeping at night.
There appears to be a struggle between the need to get more done and the desire to lead a balanced
life. Unfortunately the extra time spent on work, family and personal pursuits is extracted from sleep
time. This in turn reduces the quality of the time being spent as well as endangers our health.
We must realize that adequate sleep is not only a priority, but a necessity. If you need eight hours of
sleep, make sure you get it, even if it means having a late afternoon siesta. Don't cruise the internet
or watch an action movie on television and then expect to fall asleep immediately. Read a boring
book [I have authored several,] relax, talk, and stay away from coffee for the hour or more before
you go to bed. Don't challenge yourself with crossword puzzles, strenuous activities or stressful
problem solving when you should be winding down. Try to maintain a similar routine each night,
including the time you turn in. Don't work too hard trying to fall asleep. Simply relax and let your
mind go blank.
According to the National Sleep Foundation, one third of adults don't keep regular sleep schedules,
21 percent have a caffeinated drink at night, and 90 percent report watching TV or listening to the
radio in the hour before bedtime. Sleeplessness could be the result of medical problems; but chances
are, it's self-imposed.
Companies are beginning to recognize the value of sufficient sleep. An article in The Toronto Star
[December 13, 1997] told about a computer consulting firm based in Berkley, California, that views
regular siestas as a fundamental part of doing business. The article also quoted David Dinges,

14

director of the experimental psychiatry unit at the University of Pennsylvania School of Medicine as
saying, "There's no question that workers would be better off if they're allowed to sleep for 25
minutes. Naps enhance morale, performance, production and safety."
You could argue that people should get their sleep on their own time. I would agree. But by the
same token, don't try to get more done at the expense of adequate sleep. Sleeping one hour less
each night might lengthen your day; but it could also shorten your life.

The High Cost of Complexity

The High Cost of Complexity
Keeping things simple frees up time and energy.
One the best ways to conserve time and energy in an organization as well in our personal lives is to
keep things simple. The more products and variations of products we sell, the more complex we
make things. We multiply our inventory, work in progress, suppliers, overhead and hidden costs. If
you have to seek out new customers for your new products, it is worse. There is a high initial cost in
recruiting new customers.
Richard Koch referred to a study of 39 middle sized German companies that found only one
characteristic differentiated the winners from the less successful firms - simplicity. The winners sold
a smaller range of products to fewer customers and had fewer suppliers.
Koch concluded that cutting the number of products, customers and suppliers usually leads to higher
profits since it allows you to focus on the most profitable activities and it also allows you to cut costs
drastically. Drop the less profitable customers and products, raise prices, and don't be discouraged if
sales initially decrease. They will probably pick up again. And even if they don't, you're making more
money with less effort.
Henry Ford became the richest man in the world at one point with his Model T car, which was
available in any colour as long as it was black. McDonalds found out what people wanted and
supplied it in quantity at reasonable cost.
Michael L. George and Stephen A. Wilson, in their book, Conquering Complexity in your Business
(McGraw-Hill, 2004) offer three rules of complexity for business:
1. Eliminate complexity that customers will not pay for.
2. Exploit the complexity customers will pay for.
3. Minimize the costs of the complexity you offer.
George and Wilson claim that most businesses carry more products and services than their
customers really want.
Jim Collins, in his book Good to Great (Harper Collins, 2001)cites simplicity as one of the factors in
the exceptional success of some of the great companies. He says they take one simple concept and
do it with excellence and imagination. Collins' formula for success involves three things: Doing work
for which you have a God-given talent, getting paid well for it, and loving the work you do. He quotes
Warren Buffet of Wells Fargo, "They stick with what they understand and let their abilities, not their
egos, determine what they attempt." Wells Fargo people claimed they focused entirely on those few
things they knew they could do better that anyone else and didn't get distracted into areas that
would feed their egos and at which they could not be the best.
Outsourcing is also a great way of cutting complexity and costs. Focus on the profitable segments of
the business. A simple business is always better than a complex business. Spend most of your time,
energy and money on the people, program and products that produce most of the results.
Simplicity in our personal lives frees up time and energy as well. There's an excellent book called
Your Money or Your Life by Joe Dominguez and Vicki Robin that describes a Fulfillment Curve. This
curve plots money along the horizontal axis with fulfillment along the vertical axis. The more money
you have to spend, the greater the degree of fulfillment - up to a point. After fulfillment goes
through the "survival" stage, "comforts" stage and "luxuries" stage, it levels off. As you start
accumulating more luxuries, your degree of fulfillment starts decreasing. In other words, once you

15

have achieved what the authors refer to as "enough," acquiring more simply makes you unhappier.
Whether you call it overabundance of possessions or just plain clutter, material things do consume a
lot of our time. People spend their precious non-renewable resource, time, in order to acquire more
money and possessions, only to discover that the possessions do little to further their enjoyment of
life. In fact, possessions consume even more of this non-renewable resource. Not only does it take
time to earn enough money to buy this stuff, it takes time to shop for it, learn how to operate it,
maintain it in good working condition, repair it, upgrade it, insure it and use it.
It's not surprising that the more we acquire beyond a certain point, the unhappier we get. We are
afraid of losing it, breaking it or having it stolen. We frequently have to make payments on it,
acquire more space to accommodate it, and worry about keeping the neighborhood kids or the family
dog away from it. There also comes a time when we have to figure out how to get rid of it.
Keep life simple and you will conserve enough time and energy to enjoy it.

Time Management for Creative People

Left-brain and right-brain thinkers can be equally effective
Although some people may claim that an organized desk is the sign of a sick mind, it is merely the
sign of a left-brain thinker. An analytical, left-brain thinker thrives on lists, schedules and
alphabetical files tucked neatly out of sight in organized desk drawers much to the delight of those
time management experts who promote structure and order to the nth degree. And although
organization is not only efficient, but also viewed as a virtue by many, we are not all left-brained
thinkers.
Keeping detailed lists in daily journals, cross-referencing with monthly goals and scheduling every
task from window displays to bank deposits, to me at least, is bordering on torture. I like to splash
my life across a week-at-a-glance planner [that I designed for myself,] scheduling only the top
priorities, and limiting my list to things that should be done that week. I like my working materials
splayed in front of me on my desk and my active projects housed in step files in full view. To me,
interruptions are opportunities, not hindrances, and quiet hours are figments of time management
writers' imaginations. I suppose I'm a right-brain thinker. In my opinion, there are no points for
neatness, and the goal of business is not only to make a profit, but also to enjoy the process.
Having said that, I'm not against left-brain thinkers. We can learn from them. In fact I have a left
brain myself, albeit not as prominent. It tempers my emotions with logic, keeps me from making a
complete fool of myself, and helps me to cope with all the forms, reports and other paperwork that I
detest. But some of the same time management suggestions that help left-brain thinkers increase
their personal productivity, serve to drive me up the wall. We must recognize that there is no one
best way to manage time. We must select those ideas that match our style. Right-brain, creative
people should not feel guilty if left-brain ideas don't feel comfortable.
If you're a right-brain thinker, you can practice left-brain ideas. [After all, you do have a left
hemisphere as well.] But select only those ideas that are worth the effort. Make notes while talking
on the telephone, for instance. Use a follow-up file to house future projects. Record due dates of
assignments in your planner.
If you're a left-brain thinker, you should have no problem incorporating time-saving ideas from
books and seminars. But leave time for relaxation, keep your life in balance, and above all, have fun.

What can you do to increase the productivity of your drive to work?

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What can you do to increase the productivity of your drive to work?

Stay alive and well.
Over 15 years ago, Americans spent an average of 46 minutes daily driving back and forth from
work. (Barkas, J. L., Creative Time Management.) With increased traffic and urban sprawl, the time
is probably longer today. You may think that's a lot of time to spend in non-productive activity. With
some people, it's not only non-productive it's downright dangerous. In an attempt to reduce the
time, some motorists speed, drive erratically, put themselves under extreme stress and even
experience road rage. Utilizing driving time for productive work can be even more dangerous.
Multitasking reduces the efficiency of each task performed - including the driving. The more
complicated the task, the greater the danger - one of the most dangerous combinations being an
animated discussion on a cell phone while maneuvering through traffic.
How can commuters increase their productivity short of moving closer to work, changing jobs or
taking public transportation? They can change their definition of non-productive time. Staying alive
and healthy is very productive in my estimation. Few people complain that sleeping at night is a
waste of time. Nor do they seek ways of combining sleep with some other activity. To suggest that
you make your telephone call, listen to educational tapes or plan your sales presentation while
driving though the city is ludicrous. How would you like your surgeon to mentally review his or her
award acceptance speech while performing open-heart surgery?
Review some of my old writings, scribbled as an inexperienced time management know-it-all, and
you will see such ridiculous suggestions as dictating into a pocket recorder or performing various
mental activities such as planning, studying or memorizing or making routine phone calls. That was
before I realized that effective time management is not a process of getting more things done, but a
commitment to get more important things done. Nothing is more counterproductive than living a
hectic, time-pressured existence that cuts years from your life, increases lost time through illness,
and reduces the quality of your relationships.
If it takes twenty minutes to drive to work, that's the time you allocate to driving. You perform the
job to the best of your ability, stopping for red lights, yielding to other cars when the situation calls
for it, and controlling your car, your speed and your impatience. Don't perceive it as having wasted
twenty minutes but as having successfully completed your preparation work. The same people who
carve five minutes from a commute by endangering themselves and others are the same ones who
waste ten times that much time at work through inadequate planning, disorganization and lack of
focus.
What you accomplish in a day is not as important as what you accomplish in a lifetime. When you
have a long life, you have time to eat and sleep, and yes, commute to work.
I am not saying that you should not look for ways to be more productive. If you can work at home,
move closer to work, or change your working hours to miss the rush hour, that's great. If you can
find a shorter route to work, form a driving pool, or take public transportation so you can engage in
productive activity at the same time, that's fine too. But when time is required to drive to work,
don't begrudge that time. It's part of the cost of doing business. There are 1,440 minutes at your
disposal every day. Your success does not depend on the 45 minutes you spend on the way to work.

Multitasking is not an effective use of time

Jumping from job to job lowers productivity
Working on two or more jobs at the same time reduces the efficiency of each. Researcher David Meyer, PhD.,
claims that not being able to concentrate on one task for significant periods of time may cost a company as
much as 20 to 40 percent in efficiency. This parallels tests conducted in time management workshops where we
had students continually switch back and forth between jobs versus completing one job at a time. The total time
consumed was always less when each job was completed in turn.
People who think they are doing two jobs simultaneously, such as listening on the telephone while proofing and
signing letters, are deceiving themselves. The brain cannot do two tasks at the same time. It actually switches
rapidly back and forth between one task and the other. Although the brain is only absent from either task for a

17

fraction of a second, that brief absence could result in catastrophe.

Imagine what a lack of concentration could do if you were driving at high speeds while talking on a cell phone.
That fraction of a second could prevent you from stopping on time at a railway crossing or noticing another car
about to run a stop sign.
The more complex the tasks being worked on simultaneously, the greater the chance of error and the greater
the amount of time consumed in the transition. Listening to the radio while taking a shower might consume a
little more time and cause you to shampoo your hair twice; but nothing serious should result. But reviewing an
important proposal while carrying on a heated discussion on the telephone might cause errors that could impact
the bottom line of the organization.
In an office environment, the temptation to multitask is tremendous. We need to review last night's e-mail and
voice mail, sign documents, make telephone calls, synchronize our PDAs, revise our schedules, answer beepers,
fax a proposal ad infinitum. It seems the only way to get everything done is to do more than one thing at a
time. Ironically, doing so consumes even more of that precious time that we are trying to preserve. In addition
we are risking errors, sacrificing quality and creating anxiety. Research shows that multitasking increases stress
and causes physical ailments such as headaches and stomach aches.
Haste makes waste is not a useless bromide. In our zeal to get more things done in less time we are sabotaging
our efforts. I suggest you ignore the recommendations contained in many time management books to double up
on tasks. You don't have to listen to your voice mail while reviewing your e-mail or take reading material to
meetings or collate papers while talking on the phone. Instead, identify the priorities and work on them one at a
time. Time management is not about doing more things; it's about doing more important things. Many of the
things that we are now attempting to do simultaneously could probably be eliminated altogether. Give your full
attention to the important task at hand, and don't be distracted by the trivial many.
Whether you are jumping from one task to the other and back again or doing two jobs simultaneously, you are
still multitasking. In the latter instance your mind is jumping more frequently while in the latter case you mind
has been away from the first task so long it has trouble remembering where it left off. In either case, it's
inefficient.

Find more minutes in your day.

If you need more than 24 hours in a day but don't have the energy for a major
scheduling overhaul, here are ten quick time management tips you can start using
now to help you squeeze a few more precious minutes out of your day.
1. Don't waste waiting time.
Waiting for other people shouldn't be an active, timeconsuming part of your day. For the inevitable times when you must wait, find ways
to put even a few minutes' waiting time to good use. Whether on hold on the
telephone or waiting for a meeting or appointment, you can make lists, sort mail, go
over your schedule, or complete small but necessary tasks. At home, sort the
laundry or the mail while catching up on the news, talks on the phone while
preparing dinner, etc.
2. Stock up on the small items you frequently run out of or make special trips to
purchase. Examples might include postage stamps, greeting cards (buy several at a
time with assorted themes), wrapping paper, or change for tolls and vending
machines. Over time, the minutes saved on these trivial errands will add up.
3. If space permits, buy nonperishable groceries and household goods in quantities
to last at least for 2-3 months. Your supermarket visits will be reduced to quick trips
to pick up fresh items.

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4. If you're working at home or even trying to finish a necessary housekeeping task,

turn off the telephone until the job is done. Leaving the answering machine on may
be too great a temptation to interrupt your work and chat. If you absolutely have to
screen calls, put the machine on low volume in another room while you work.
5. Make medical and dental checkup appointments well in advance (months if
necessary), and ask for the earliest morning appointment. If the practice takes a
midday break, you can also ask to be placed first on the afternoon schedule. That
way, you'll be seen immediately and won't waste time in the waiting room.
6. Capitalize on your body rhythms. You know when you're at your peak mentally
and physically; schedule the most demanding tasks for these periods. You'll work
more efficiently and save time.
7. Try an Internet reminder service to keep track of important dates or events. You
can program them to receive calls, email, or pages to remind you of anything you
don't want to forget or miss. Most of these services are free.
8. Organize your clothes closet to insure a speedy start to your day. Be brutally
honest and weed out anything that you don't love, that doesn't fit, or that you don't
feel good wearing. If you can't bear to part with it for sentimental reasons, pack it
away if it won't be worn. No matter how much you paid for it, if you don't wear an
article of clothing, it's just adding to closet clutter. A pared-down, well-organized
closet can save time every morning.
9. In the office, cultivate a friendly but businesslike personality while at your desk.
Remain polite but unwelcoming to those who want to interrupt while you're busy.
Being always available to unannounced visitors or coworkers eager for a chat can eat
up a major portion of your day. Limit socializing to areas away from your workspace,
so you're projecting a consistent message.
10. If you need to schedule meetings or appointments that have the potential to
drag on indefinitely, try scheduling them right before lunch or near the end of the
business day. With everyone thinking of getting away for lunch or for the evening,
there's less potential for a marathon session.

25 WAYS TO SAVE TIME

Time seems to be in such short supply, that many people don't even have time to
attend a seminar or read a book on time management. For those time-crunched
people who are looking for some quick suggestions for making the most of their
time, here are 25 keys to effective time management:
1. Don't rush. : People who don't have the time to do something right always
seem to have the time to do it over again. Mistakes occur more frequently
when a job is done in a hurry. Take the time to do it right in the first place.
If you can't get everything done, at least get the most important things
done right.
2. If in doubt, ask: Inadequate communications is a sinkhole for time. Don't
bluff, ask. Get your pride from a job well done, not from being able to
guess what's required. Asking is faster than trying to piece together
fractured communications. You are respected for your accomplishments,
not your silence.
3. Write it down: Writing things down does not mean you are circumventing
your memory -- you are simply helping it to do its job. We all need

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reminders to prevent a myriad of essential tasks from dying of neglect.

The pen is mightier than the sword -- and it writes better.
4. Organize your work area: An organized desk is not the sign of a sick mind;
it is the sign of an organized mind. People do better on exams when
neatly dressed, excel in sales when well-prepared, and are more
productive at work when their materials are arranged in an orderly way.
Keep your in-basket off your desk to minimize interruptions and
distractions. If possible, have your desk face the wall.
5. Plan your day: If you have no objectives for the day you will likely have a
matching set of results. Plans are the handrails that guide you through the
day's distractions and keep you on course. Plan what you will do at the
start, evaluate progress during the day, and measure results at the finish.
6. Schedule your tasks: Listing jobs on a "to do" list shows your intention to
work on them; but scheduling important tasks in your planner reveals a
commitment to get them done. Make appointments with yourself at
specific times to work on your priority tasks. And try to keep those
appointments.
7. Keep files trim: The more you have, the harder it is to find anything. Don't
keep documents that are available somewhere else. File temporarily, not
permanently, by marking a "throw out" date on paper you think you may
need in the future. When in doubt, throw it out. Purge all files on a regular
basis.
8. Give deadlines with assignments: Never assign anything to others without
indicating when it is to be completed. Note that date in the follow up
section of your planner. Never use "ASAP" or "rush"; be specific. If it's a
long term assignment, follow up at predetermined intervals.
9. Don't be a perfectionist: If it's worth doing, it's worth doing well. But "well"
does not mean perfectly; it means it is sufficient to fulfill the purpose
intended. Don't spend inappropriate amounts of time on tasks that don't
require that degree of accuracy or completeness.
10. Have a daily "quiet hour": It doesn't have to be perfectly quiet, nor does it
have to be an hour. But everyone needs time for themselves to think
through a pressing problem, complete a difficult task, or allow their
creativity to blossom. If the environment doesn't allow it, change the
environment for an hour or so. It could be more aptly called a "focus hour".
11. Respect the time of others: If everyone treated others as they themselves
would like to be treated, there wouldn't be the unnecessary personal
interruptions, telephone calls, electronic messages and correspondence
that most people are experiencing. Accumulate your questions, concerns
and assignments and interrupt others less frequently.
12. Handle paper only once: When possible, that is. Don't even look at your
mail until you have 30 to 60 minutes available to review it. As you pick up
each piece of paper, either scrap it, delegate it, do it, file it, or schedule a
time to do it later. The same thing applies to e-mail.

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13. Use a follow up file: When reviewing your mail, don't throw things back
into the in basket. Instead, mark the date you intend to work on it in your
planner and place the paperwork in that corresponding date in your follow
up file. If it is a priority, and will take a half-hour or more to complete,
actually block off the time in your planner.
14. Don't procrastinate: Procrastination is putting off until later what is best
done now. If it's too large a task to complete at one sitting, break it into
chunks and do a little at a time. If it's distasteful, do it now and get it over
with. Putting things off wastes time, causes stress and helps make life
unpleasant for yourself and others.
15. Get rid of magazines: Don't let them accumulate. Immediately tear out the
articles you want to read, keep them in a "Read" folder, and toss out the
magazines. Or photocopy the articles if the magazines cannot be
destroyed. If you're not gaining much from looking at the magazines,
cancel your subscription.
16. Schedule family time: Don't use your planner exclusively for work
activities. Schedule personal time and family time into your planner as
well. Activities that are scheduled are usually the ones that get done.
Make sure everyone in the family has his or her own planner. Have a
family planning time each week.
17. Say "No' more often: Some people say "Yes" to others simply because
they're available or don't want to offend. Make sure the request is
compatible with your goals before you agree. Have as much respect for
your time as you have for other peoples' time. Remember, every time you
say "yes" to something, you are saying "no" to something else that could
be done instead.
18. Record your telephone calls: Don't rely on your memory. Make notes in a
telephone log booklet or steno pad while you are on the line. Indicate any
action required on your part by jotting a note on the right hand side of the
page. Cross it off when it's completed. You are less likely to be interrupted
if you're writing, concentration will improve, and you won't forget to follow
up. You will also have an accurate record of what was discussed.
19. Delegate more: This is the greatest time-saver of all; because it frees up
time for more important tasks. If you have no one to delegate to, ask your
suppliers to help. Or delegate to a computer. It can retrieve information for
you, fax, dial the telephone, or send e-mail. Be on the lookout for timesaving equipment and supplies that will help free up your time. Don't
delegate anything that can be eliminated.
20. Subscribe to condensed information: Receive your information in brief
relevant chunks by subscribing to cassettes or newsletters such as
Communication Briefings, Executive Edge or Boardroom Report. Utilize
commute time, waiting time and travel time to review these materials.
21. Have one planner only: Use the same planner for scheduling both work
and family activities. You only have one life to share, so keep only one
planner or you will soon have conflicting priorities. Avoid the necessity of
"double entry bookkeeping." Take the planner with you when you go to
meetings, seminars, on trips, or home.
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22. Avoid stress: Recognize you can't do everything or be all things to all
people. Be organized, effective and efficient; but don't go on a guilt trip just
because you can't do the impossible. It's not the stressful environment, but
your reaction to it, that does the damage. Your health should be your
number one priority. Without it you're of little use to anyone.
23. Practice Pareto's Principle: This 80-20 rule suggests that 80% of your
results are achieved by 20% of the things you do. Focus on the priorities,
and if everything doesn't get done. let it be the less important tasks.
24. Put your goals in writing: Time is life. Don't leave it to chance. Determine
where you would like to be in 10 years or 5 years and put those goals in
writing. Then schedule time for yourself to work in that direction. Where
you will be in 10 years or 5 years is determined by what you are doing
today, tomorrow and next week.
25. Attend fewer meetings: Many people spend over half their working hours
in meetings. Question the necessity of your attendance. If you can
contribute or benefit equally well by writing a few notes or making a few
quick phone calls, do so. Meetings frequently consume inappropriate
amounts of time. And time is money.

Shortcuts through Life

Sometimes it's more important to savor the moment.
There's a walking trail in Markham that winds its way leisurely around a pond,
through fields, wooded area, along a river and eventually emerges in the quaint
village of Unionville, Ontario. People negotiate its many twists and turns either on
foot or on bicycle as they get their daily dose of exercise. A pleasant walk indeed.
On occasion, I have even spotted the odd deer peering through the early
morning mist.
But surprising at it may seem, I have also spotted shortcuts at every curve paths beaten through the grass and wild flowers by walkers and cyclists who
have been programmed by life to seek out the shortest distance between two
points. Has the world gone completely mad? Why would someone whose sole
purpose in the morning was to exercise or enjoy the outdoors want to take a
shortcut?
Yet this is precisely what they do. And I am tempted as well when I see this
swooping arc in the path ending at the foot of a bridge a scant 50 yards straight
ahead. Is the real purpose of this path to take a person from point A to point B in
the shortest time possible? Forget the rippling stream and swaying branches, the
colorful flowers and fluttering birds. Ignore the early morning mist and the
animals scurrying for cover in the bushes. Let's get to Unionville as fast as we
can!
Upon reflection, we negotiate life the same way. We try to get through it in the
least possible time. Who has time to smell the flowers? Just trample them
underfoot as we carve another shortcut through life. Dictate into a pocket
recorder as we drive through the countryside. Scan magazines as your child
skates his heart out for your approval. Mentally rehearse that sales presentation
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as you and your family eat breakfast in silence. Use your wireless handheld
computer to collect e-mail at the beach. Make every vacation a working vacation,
every social event a networking opportunity and every flight a chance to work
undisturbed.
What is the impact of eating breakfast during the commute to work or using a cell
phone as we weave through city traffic? A safety hazard? Absolutely. A stressor.
Of course. A time saver? Not really. You cannot save time, stretch time nor
salvage time. You can only use time. If you use it for trivial, needless or
superfluous things, you are actually wasting it. We try to cheat life by cramming
more into each hour, but by doing so, we simply displace something else or ruin
what that hour already contains.
There are a few things that can be done simultaneously while preserving the
integrity of each, such as listening to the radio while taking a shower or reading a
book while waiting for a delayed flight to depart, but these are few and far
between. In general, what appear to be time savers are actually life wasters in
disguise. In the name of personal productivity, organizational efficiency or time
strategies, we have been sold a bill of goods by well-meaning time management
consultants who are paid handsomely to keep us on the fast track. Sometimes
we are moving in the opposite directions to the track. What is the point in running
up a down elevator?
We are conditioned throughout our lives to hurry, be efficient, and not waste time.
We are brainwashed by commercials that promote fast foods, speedy delivery
and instant success. We are deluged with time saving appliances, super swift
software and precision watches that track time to the nth degree. We move
faster, talk faster, work faster and live faster. Children grow up faster and
grownups grow old faster. Time itself seems to be picking up speed.
It's a beautiful life, but who has time to notice? Life expectancy has increased but
its benefits have been nullified by our distorted perception of time. We are living
faster than the speed of life. We are literally racing to our deaths. If you are a
participant in the rat race, get off the track. Let the die-hards pass you on the way
to the finish line. The secret of life is not to be the one to finish it first, but the one
to enjoy it the most. Don't live speedily; live abundantly. Time management is not
doing more things in less time. It is doing more important things in the time that
we have. And who is to determine what is important? You are. It's your time. It's
your life. You may want to live it a little slower and savor the moments. You may
even decide that it's more important to see those fish gliding effortlessly between
the rocks in that shallow stream than to arrive in Unionville before the stores
open.

Using a Planner to Get Things Done

Don't rely on a Things To Do list
If you start work with a list of ten items to do and stop at night with a list of fifteen,
including the original ten, you may be a victim of the TO DO list fallacy. A list of
things to do provides no commitment to get things done.
Instead, separate the priority, high-payback activities from the items of lesser
importance and schedule these MUST DO items directly into your planning
calendar along with your meetings. For instance, the development of a policy
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manual should never remain on a TO DO list. Block out the time needed in your
planner, let's say between 2:30 p.m. and 4:00 p.m. and treat it as though it were
a meeting with the boss. Close your door and have calls intercepted if that's what
you would do if it were a meeting with someone else. But allow a little extra time
for those unavoidable interruptions that are bound to occur. If you schedule
several of these meetings with yourself during the week, you will accomplish
those priority jobs and increase your effectiveness.
TO DO lists are fine for grocery shopping; but if you're a results-oriented person,
a scheduled commitment is a must. Don't be discouraged if some of your
scheduled activities have to be changed. A schedule is a guideline and must be
flexible. But resist changing your schedule simply to accommodate tasks of no
greater importance than your originally planned activity. If a visitor shows up
unexpectedly, for instance, don't abandon your priorities in favor of an impromptu
meeting. But don't stop scheduling even if your plans have to be altered. Doctors
don't stop scheduling office appointments simply because they are may be called
out on emergencies.
Give Priority to Priorities
The first thing you should schedule into your planner are blocks of time to work
on your goal-related activities. This will ensure that you are working on the 20
percent of the activities that will produce 80 percent of your results.
The Taylor Planner, available from Harold Taylor Time Consultants Inc., was
designed to enable its user to continue to focus on those original priority goals
throughout the year. There is a single page near the front of the planner for the
current year's goals. List here those priority projects that you want to accomplish
during the year. Not the routine jobs. Not those obligations that do little to further
your organization's priorities. Only those key goals. They could be the ones you
have been putting off year after year because you simply haven't had the time.
These goals could be personal as well as professional. They could include the
writing of a book, the redecorating of a home, or a trip to Europe.
In order to determine the target date (recorded in the column to the right of the
goal,) estimate how many hours it would take to complete the task. In some
cases, this is impossible to determine accurately. If so, simply guess, then add up
to 50% to allow for interruptions. For example, if you feel it could take 100 hours
of solid writing to finish a book, make it 150 hours. Then divide this figure by the
number of weeks you plan to work that year. For example, if you work 50 weeks,
then the number of hours each week that you will have to work on your goalrelated activity should be three. Since it is difficult to work steadily for three hours
on any activity, break this into two sessions of one-and-a-half hours each. To
accomplish your goal of writing a book, you would have to spend one and-a-half
hours twice per week in order to complete it by the end of the year. If his amount
of time is unrealistic, set the goal for the end of the following year and work half
as long each week. Don't be impatient; be realistic.
Let's assume you have set a goal, recorded the target date, and have estimated
that you would have to spend two blocks of time (of one-and-a-half hours) each
week throughout the year. Turning to the planner pages, you will find a section to
the left headed This Week's Priority. Here you record the goal you plan to work
toward that week. For instance, Write book or Paint house or Organize office.
Your priority, goal-oriented TO DO list is always kept separate from those routine
and urgent items that pop out of the woodwork daily. You will note there is a
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Things To Do column below the Priority section on the planning pages for your
regular, changing list of things to do.
The continual recording of your major goals on each weekly page keeps your
original intentions in mind. Each week you must now schedule an actual time in
your weekly planner to work on that particular task. Treat these blocks of time as
though they were appointments with important people (in fact they are,
appointments with yourself). By now you will already have appointments,
meetings, etc., scheduled in your planner. You will have to work around these.
But once your priority, goal-related activities have been scheduled, resist any
temptation to use this time for less important spur of the moment things. Pretend
they are appointments with your surgeon. Few people would delay life-saving
surgery.
This method of actually determining the amount of time it will take to accomplish
a goal forces you to be realistic. If you had ten goals, for instance, all requiring
two hours each week to accomplish, it is unlikely you would be able to steal 20
hours each week to work on those special projects. You would have no time for
your regular jobs (or for family time if you planned to work on them in the
evening.) But there's always next year. Boil those goals down to the few really
meaningful accomplishments which would give you the greatest return on
invested time. Be realistic. Leave spaces to accommodate the unexpected and to
allow time for those items on the Things To Do section. If you don't want to use a
Taylor Planner, don't let that stop you. Use a separate piece of paper for your
goals, glue it into your planner, and schedule blocks of time each week to work
on those goals. (You must have a planner that breaks each day into time
segments, however. Little blank squares for the days will not work.) Your planner
is your most important time management tool, so choose it carefully. Get into the
habit of referring to it every morning. Follow it like a road map. Look at it again in
the evening and make any necessary changes to the next day's plan.
Be sure to refer to the section on how to use the planner that is near the front of
the Taylor Planner. It provides useful suggestions for getting the most out of this
important time management tool.

Ten Principles of Scheduling

Scheduling time to get things done indicates commitment
Here are a few suggestions to consider when scheduling appointments and
activities in your planner. Start off the New Year right by scheduling your goalrelated activities, as well as appointments, directly into your planner. "To do" lists
will prevent you from forgetting all the things you have to do, but they will do
nothing to further their completion. To be effective, you must schedule time to
actually get the work done. The reason that New Years resolutions usually go
right in one year and out the other, is that people commit them to memory, but
not to paper. What gets scheduled usually gets done. What gets postponed
usually gets abandoned.
1. Place deadlines on all appointments and meetings. If you call an open-ended
meeting, how can the attendees schedule the balance of their day? And what do
they bring with them, a box lunch, a toothbrush or a tent?

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2. Make appointments back to back. If you have an appointment to see

someone from 9:15 to 9:45 a.m., and someone else asks to see you at 10 a.m.,
see if they can make it earlier at 9:45 a.m. This will add strength to the first
appointment's deadline. It's easier to stick to a deadline when another person is
waiting to see you - and it adds credibility to the comment that you'll have to stop
on time since you have another commitment. A fifteen-minute period between
two meetings is rarely productive even if it does materialize.
3. If the appointment is with yourself, to work on a task, schedule a definite time
period, say 9:15 to 10:15 a.m., but in this case, don't back it up with another
appointment. If someone asks for 10:30, see if they can make it 10:45 or 11:00.
This will allow you to continue with your task if you're on a roll. It also allows
space to schedule last minute priorities.
4. Always schedule tasks to be completed ahead of the deadline date. If a
project is due Friday, if possible, schedule it to be completed by Wednesday. This
allows for any unseen problems, emergencies or the possibility of missing the
deadline through illness.
5. When scheduling time for a task, always allow more time than you think that
portion of the job will take. If you think it will take you one hour to complete it,
schedule an hour and a half. If you plan to work on an ongoing project for an
hour and a half, schedule two hours. This will provide time to accommodate
those interruptions that invariably occur when engrossed in a task.
6. If you have many tasks to be scheduled in a week, always schedule the
priorities nearer to the beginning of the week. Time is less available as the week
passes. Also schedule the important tasks during your prime time - when your
mental energy is at its peak. For most people, this is in the mornings.
7. Don't over schedule. Try not to block off any more than 50 percent of your
week in advance. Leave plenty of free spaces to accommodate priorities that
emerge during the week.
8. There is no limit as to how far in advance you can schedule; but blocking off
time for priorities only a week or two in advance is usually sufficient. People
rarely ask for appointments beyond a week or two in advance. Major activities
can be blocked off years in advance. But don't schedule anything for the year
2015 if you're already ninety-five.
9. If you're serious about getting things done, schedule the time in ink rather
than in pencil. Pencil cries out that it's only tentative, and you're more likely to
change it if it's more convenient for others. Have as much respect for your time
as you have for everybody else's time. It may be messier to make changes to
ink, but it's better to be a messy doer than a neat procrastinator.
10. Don't limit your scheduling to business-related activities. Evenings and
weekends are fair game. Make commitments in your personal life by scheduling
time for family, friends, and yourself.

E-mail is a great time saver, but...

It could also become too much of a good thing.
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E-mail should enhance, not replace, personal communication. Don't use it to

create a wall between you and your staff or to skirt around issues that should be
tended to immediately. Keep the usual lines of communication open, including
telephone calls and personal contact.
Some things simply shouldn't be handled by e-mail. You wouldn't use it to
discipline employees, deliver bad news, and communicate confidential
information or anything else that you would not you to be seen by others. As
Nancy Friedman, known as the Telephone Doctor, says, "You are better off not
putting anything in E-mail that you wouldn't want in tomorrow's newspaper."
One thing that e-mail should be used for according to Marilynne Ruddick and
Leslie O'Flahaven, in their article, E-mail for Good, Not Evil (T+D, May 2001) is to
give praise. It's common sense to congratulate staff at the time of their
accomplishment, and the writers claim that it's one way to get your staff to read
their mail. Certainly nobody should mind if those e-mails fall into the hands of the
public!
E-mail is replacing most day-to-day correspondence and memos. As such, it
should reflect good grammar, clarity and brevity. Put the important information in
the header and first paragraph and make sure you tell the reader the action that
you want them to take. Where possible discuss only one topic per e-mail and
stay clear of ambiguous abbreviations and confusing emoticoms.
There is little doubt that e-mail is a timesaver. It takes about 30 minutes to write
and send a business letter compared to 5 minutes to write and send an
equivalent e-mail message, according to the book, E-mail@Work by Jonathan
Whaler. But it can also be a time waster to others if they receive needed and
unwanted information. Ruddick and O'Flahaven claim there were an estimated 3
billion e-mails sent in 1999 and a projected 269 billion for 2005. Don't be tempted
to send information to people simply because it's easy to do so. And don't send
copies to others unless you know that they need it.
Write your e-mails with the readers in mind. 76% of executives in one survey
(reported in Management Review, September, 1999.) spend an average of 1
hour each day reading and responding to e-mail. 12% spend more than 3 hours
per day. Avoid attachments and graphics that slow e-mail downloading. Use your
spellchecker if necessary and read your final product before you send it.
Helen Buttigieg, president of We Organize U in Oakville, Ontario, suggests that if
you begin writing an e-mail but don't have time to finish it, save it in your outbox.
But initially, address it to yourself, so if it happens to be sent accidentally, the
unfinished e-mail comes to you, not to a major client. Quality e-mails reflect
quality companies.
Manage your incoming e-mail as well. 79% of users look at their messages as
soon as they receive them. Continual interruptions such as those plays havoc
with your effectiveness. Have set times to review your e-mail, such as first thing
in the morning and again after lunch. Delete obvious spam without opening them.
The headers reveal a lot about the content.
Margaret Miller, Time Investment Coach and president of Teragram in Oakville,
Ontario, suggests you mirror your files in your e-mail program to those in your
hard copy files. This enables you to have consistency in your filing method
whether it is electronic version or hard copy. Patricia Coughlan, consultant for
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Clutter-Free Professional Organizing in Saskatoon, Saskatchewan agrees,

indicating that your electronic system should match your hard copy filing system
as much as possible.
Generally, the same principles apply to electronic mail as hard copy mail when it
comes to dispensing it. Once you have scheduled time to handle it, do it,
delegate it, delete it, file it or arrange for it to be done later. It's important to
control your in-basket. Lindsay Marler, a professional organizer with Chaotic
Consultation in Toronto, allows a maximum number of e-mails to remain in the inbox. She slots 10 minutes per day to sort and discard any old or confirmed mail.
She directs them into appropriate folders. Items requiring follow-up are then red
flagged. Debra Milne, president of ProfessionalOrganizers.com in Pickering,
Ontario feels that your in-box should represent action items only. To quote her,
"In most instances, the action may only be a quick reply e-mail. However, in
some cases, it may require further investigation. Keep all items that you have not
yet responded to in your in-box. This is your Action List."
E-mail is on the increase. And although it can be a great time saver, if
mismanaged, it can also be a time waster. Consider having a consultant or
professional organizer review your current procedures and guidelines to ensure
that everyone in the organization is using it as effectively as possible.
Professional Organizers in Canada, an association of consultants who specialize
in organizing homes and offices, including electronic filing systems, can be
reached through their website at www.organizersincanada.com
If we don't take action to curb unnecessary e-mail, we'll have little time for
anything else. According to Ferris Research Report (quoted at PCWorld.com,) by
2002 we will be spending 4 hours each day reading and answering an average of
50 work-related messages per day, and spam will occupy 40% of our mailbox.
Some people in my time management workshops are reporting figures close to
this already. The time to take action is now.

The Paper Planner or the PDA - which is better?

Has the traditional hard copy planner finally met its match?
As Palms and Pocket PCs become more popular and time management training
becomes available for Palm users, the debate as to whether handheld computers
are better than hard copy planners continues to elevate. There are still a few
things that a PDA cannot do, like survive a drop from a three-story window or
make its planner section large and legible while retaining its smallness. But then
again, I have never seen a hard copy planner that could beam information to
another planner or let you plan 30 years into the future or review schedules 90
years into the past. Here are a few pros and cons of both handheld computers
and paper planners. Judge for yourself.
Two obvious advantages of the PDA are its portability and capacity. There are
paper planners that are smaller and lighter, but their function is limited to little
more than revealing the days of the year and room for a few scribbled
appointments and events. It is impossible to purchase a hard copy planner that
could hold even a fraction of the information provided by a handheld computer. If
one were available, you would need a tractor-trailer to haul it around.

28

The paper planner still has its advantages. I have yet to see a Palm user write
graffiti or pecking at the miniature keyboard as quickly as a paper planner user
could scribble appointments in their scheduler. When it comes to drawing maps
and entering directions, they're way ahead. Even accessing data from the
calendar at the flip of a page seems faster than turning on a PDA, tapping
buttons and scrolling. You could even claim (poor handwriting aside) that a hard
copy planner is a lot easier to read. And I have never known a paper planner
user to have to change batteries or recharge their organizer to keep it operating.
The initial investment is a lot less for paper, as is the replacement cost if it's ever
lost or damaged beyond repair. And speaking of costs, have you ever
experienced a problem with having to upgrade to the latest paper planner model?
Seems like the manufacturers of paper planners forgot to build in obsolescence!
Paper planner users can also boast that they have never had their planner crash,
freeze, or lose all their data. They might even mention the joy of being able to
see their week at a glance, details and all, or being able to color code events
without having to add third party software or simply the peace of mind they
experience by seeing all their past year's planners lined up in their bookcase,
information intact.
Lest you sense the argument swinging in favor of paper planners, let me remind
you that dozens of past years' planners lined up in a row consume space and
could escalate into clutter. I might even mention the destroyed trees that they
represent. The total information contained in a life's accumulation of planners
could be housed in a tiny 3 inch by 4 inch PDA. There is unlimited space for
notes and things to do. Only one entry for birthdays, anniversaries and other
repeating events is necessary. No need to copy over information from one
planner to the next. You don't even have to turn on your PDA to be reminded; an
audible alarm will grab your attention. And when you mention readability, try
reading a planner in the dark! I've yet to see a planner with a backlight.
Palms and Pocket PCs don't get smudged and dog-eared, nor worn or torn from
too much erasing. They can make changes quickly and cleanly as well as keep
confidential information hidden from sight. You can even attach notes to your
appointments, scheduled tasks or to do items. You can beam assignments,
business cards and other information to fellow users, synchronize with your
computer, and install e-books (with a document reader) to utilize travel time.
PDAs eliminate the need to carry a separate watch, calculator, alarm clock or
expense forms. With third party software, you can include everything from time
zones, area codes and metric conversion tables to flight schedules and medical
information. Accessories can convert your Palm into a digital camera, allow you
to send and receive e-mail, and print your schedule directly from your Palm.
Software is being developed daily that makes the Palm even more versatile.
The PDA may be more expensive initially, and be more fragile, but with a
protective case and caution, it could serve you for the rest of your working days.
It could even be cleared of its information and used by someone else. So the
traditional planner, with its finite number of pages, space and time frame is being
challenged with this relatively new electronic marvel. But is it really better? You
be the judge.

Cruising Along With E-Mail

Put a deadline on your e-mail sessions
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During a recent cruise in Europe, I was able to keep in touch, both socially and
business wise, via the Internet. But we were limited to a 15-minute session
(measured by a timer). With the lineup of people waiting, we either had to
complete our e-mail during that time period or wait until the next day. It's amazing
how a deadline and practice can increase your productivity.
By first deleting, unopened, any Spam, e-zines and trivia, then opening and
responding to the obvious priority messages and leaving the odd non-urgent
documents until the next day, I was able to keep on top of my e-mail. This was
some feat considering that a similar volume of e-mail had been consuming
between 30 and 60 minutes each day back at the office.
It illustrates that with a deadline you can become a lot more efficient. Many of the
e-zines that we receive (even the ones to which we subscribe) are unnecessary.
In most cases, correspondence can be answered using a fraction of the words
that we normally use. Skimming through many documents is sufficient. And
printing or saving, unread, a document that you feel is worth reviewing at a more
convenient time, saves precious minutes. Requests can be made using only a
few words, sometimes in the heading itself. Much e-mail is informational and
need no reply. Boilerplate copy can be cut and pasted for routine enquiries. And
longer back-up information can be quickly added as an attachment.
An overwhelming amount of e-mail can also overcome the reluctance to
delegate. Perhaps a staff member cannot handle the items as effectively as you
can, but at least it gets done without consuming an unreasonable amount of time.
You must be careful that the investment does not exceed the pay off. E-mail
overload could be hazardous to your health as well. An article in the October 25,
2000 issue of The Toronto Star reported that small business owners feel
overwhelmed by all the incoming messages and information. They reported
receiving up to 1500 e-mail messages each week!
Being on the receiving and of a deadline highlights the importance of a
descriptive heading for e-mails, the joy of brevity and the convenience of
including shorter documents in the body of the e-mail rather than as an
attachment. I am thankful for those correspondents who don't thank people for
thank you letters, never send e-mail unnecessarily and rarely copy people who
don't need the information.
The two-week experience of handling e-mail in a daily 15-minute time slot has
sharpened my self-discipline and motivated me to continue with this practice now
that I'm back at the office.
To expedite the handling of e-mail, schedule a specific time period and stick to it.
It can be once a day or twice a day for ten minutes or forty minutes but always
work to a deadline. E-mail is not immune to Parkinson's Law. If you have more
time, you will spend more time. Budget your time wisely and you will free up
hours every week that you can devote to other priorities.
Some of you may be thinking, "Why did he bother with e-mail at all? Wasn't he
supposed to be on vacation?" In fact, my son, who now manages the company,
was asking the same question. There were only a few items among the e-mail
messages for which he needed my input. What happens when I'm away
permanently? The expression 'you can't take it with you' applies to e-mail as well.
For an answer, I can only say that after running my own business for 35 years,
30

it's difficult to let go completely. And the 15 minutes of e-mail allowed me the
peace of mind that enabled me to enjoy my vacation.
This is a failing of many entrepreneurs. We have to realize at some point that
we're not indispensable. What does e-mail or the entire business, for that matter
really amount to in the scheme of things? But then I rationalize; if I had not
handled my own e-mail, this article would never have been written.

A Home & Office on Wheels

Don't be driven while you drive
Since laptops linked with mobile phones bring voice mail, e-mail and faxes into
the car, the car has become a virtual office on wheels. It has been a home on
wheels for some time now. According to the October 30, 1998 issue of the St.
Petersburg Times, getting dressed, flossing, shaving and putting on make up are
all a part of a typical morning drive. 15,000 people responding to a Pennzoil
survey revealed the following statistics. 46 percent admitted to reading during the
drive. About 25 percent admitted to changing clothes. 45 percent of the women
admitted to applying make up, and 17 percent of the men said they had tied their
ties.
Are people really that impatient or time stressed that they feel compelled to risk
their lives by using driving time for things other than driving? I have suggested
listening to educational tapes, using a pocket recorder and even making phone
calls with a hands free cellular while on the highway. But there seems to be no
end to what people will do while driving. Someone was spotted eating a bowl of
cereal!
When used responsibly, car phones are a great time saver. Unfortunately many
people go overboard. Witness the following incident reported in the February 17,
1997 issue of the St. Petersburg Times: "The guy was yellin' into the telephone,
comes flyin' through the intersection and runs right into the back of this car that
was slowing down to turn into our lot. The guy never got off the phone! He got out
of his car, still talking, and stayed on the phone another half hour while the whole
police investigation was going on. Police were taking their reports; he was still
talking on the phone."[Eye witness report]
Although there are conflicting reports as to the safety hazard presented by the
use of cellular phones in the car, the Automobile Association is adamant:
"Conducting a business deal by phone, while driving a car, may further your
career, but it could also shorten your life."
A study conducted by the AAA Foundation back in 1992 showed that holding a
complex conversation via cellular increases the chance that you'll be distracted
by about 30%. It was reported that one police department on Long Island in New
York was issuing tickets to drivers who used a car phone while the car was in
motion.
The cellular phone companies issue a manual, containing safety precautions,
along with their equipment. With the increase in cellular phones, it is imperative
that these precautions be heeded. Saving time is not as important as saving a
life.

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Car manufacturers seem to be cooperating with those who want a mobile lifestyle
by designing cars to be more food friendly and with lots of convenient - and
distracting - extra features. I read while cruising the internet that a few car
manufacturers are even planning to include e-mail systems on the dashboard.
There's no doubt that we spend a lot of time in our cars. According to author
Jeffrey P. Davidson, the average American commutes 157,589 miles to work
during his or her lifetime. That's a lot of time. But let's face it, travelling is a
necessity of life. If you can work from home, take public transportation or
participate in car pools, great Perhaps you can reduce car time by flexible hours,
alternate routes or better planning. And there's nothing wrong with combining
travel with non-distracting activities. But don't feel compelled to move the kitchen
and the office into your car. If you feel guilty about not spending all your driving
time on work-related activities, remind yourself that driving is a work-related
activity.
It's time we stopped associating activity with effectiveness. The purpose of time
management is not to cram as many activities as possible into a unit of time, but
rather to manage ourselves better within our personal time constraints. This
means we must evaluate those activities, eliminate the non-essential ones and
concentrate on those that will have the greatest impact on our personal and
professional success. This does not involve making telephone calls while
weaving in and out of traffic, any more than it involves installing laptops into
hospital beds in intensive care units. It does involve planning and more flexible
scheduling so we are not confronted with the choice of either skipping breakfast
or eating on the run.
The bible tells us in Ecclesiastes that "there is a time for everything and a season
for every activity under heaven." This does not mean that we are the ones who
have to do everything. Nor does it mean that the time for everything is while
driving a car.

The one-day-at-a-time technique

Long-term goals are achieved in short-term segments
Have you broken your New Year's resolutions yet? One study found that 70% of
us have broken our New Year's resolutions by the end of January. New Year's
resolutions, like goals, are easy to set, but harder to accomplish. In a typical year
in the U.S., 17,300,000 smokers quit, at least for a day, but only 1,300,000 of
these quit for at least a year.
To accomplish any resolution or goal you must be committed to change. You
must want to achieve that goal so much that you will muster enough selfdiscipline to persist, in spite of the temptation to slip back into comfortable ways.
You need the motivation to succeed. To be motivated you must believe you can
do it. You must believe in yourself. Motivation is the product of the strength of
your desire to achieve something, and the strength of your expectancy that it will
be accomplished. If you don't think you can do something, you're right. But if you
really want something and you know you can achieve it you will.
If you make up your mind to walk or jog every morning or give up desserts or
lose five pounds by the end of the month or listen more attentively without
interrupting, you can do it. You can do it a day at a time. To give up desserts or
32

coffee or anything else that you enjoy is just too overwhelming if it requires a
lifetime of self-denial. But if you tell yourself that you are just going to do it for a
day, it's suddenly easy. Anyone can give up smoking for one day, or jog one
morning or skip the bedtime snack one evening. The next day is a new
commitment to make the change that day as well. The following day becomes a
new commitment. And eventually the habit is broken. Habits are broken or
formed one day at a time. Goals are achieved one day at a time.
It takes desire and belief and commitment to get through that one day, but it's a
lot easier than giving up something forever. One of my sons, who had tried
unsuccessfully to quit smoking many times finally embarked on the one-day-at-atime technique.
Each morning he would tell himself that he was not going to smoke that day. He
would repeat the same affirmation the next day and the next. If you asked him if
he had given up smoking he would reply, "No. It's too difficult to give up smoking.
But I'm not smoking today." It was years before he would admit that he had
actually given up smoking and even then he was quick to add that there were no
guarantees for the future. He was still working on it a day at a time. But success
breeds success. And as his lungs cleared, his taste buds sharpened and his
health improved, his motivation increased even more.
Having a goal is not good enough. There must be a reason for the goal. This
provides the desire and the resultant commitment. When I gave up drinking
coffee there was a strong reason to do so. Suffering from arthritis that threatened
my speaking career and wanting to avoid taking anti-inflammatory drugs that
attacked my stomach (I had bleeding ulcers in the past,) I did a lot of reading on
the ailment. Discovering that diet could have a profound effect on arthritis in
some cases, I embarked on a diet, which included giving up coffee. Ensuing
headaches, which could have been quickly alleviated by a coffee fix, did not
dissuade me, simply because my motivation was high. And I only had to give up
coffee for one day. Then one more day. Again and again. Within three weeks the
headaches and arthritis were gone. After three years I don't even miss the coffee
any more. And only on cold mornings when I smell a fresh brew am I even
tempted.
There were others things I gave up at the time, such as red meat, salt and
excessive sugar. And I took fish oil supplement. But the tough thing for me to give
up was coffee. Even if it is proven that the coffee did no harm and my arthritis
coincidentally went into regression at the same time, so what? Water is better for
me anyway.
The next time you want to develop a good habit, rid yourself of a bad habit or
achieve a goal that seems overwhelming, try the one-day-at-a-time technique. It
works.

Patience is just what the doctor ordered

Impatient people do not make good time managers
It's said that patience is a virtue and this certainly holds true in practice. It is even
truer in this fast-paced society where rushaholics are in the majority and
companies seem to believe that faster is better. Although patience is sometimes
mistaken for sloth, it's the patient ones who are the most effective time

33

managers. They tend to think things through before they act and focus more on
results than activity.
Patient people fully intend to accomplish all their goals but they don't expect it to
happen overnight. They recognize that time is their ally, not their enemy, and that
all goals can be accomplished, given a realistic time frame.
Patient people are not thrown off balance by momentary delays. They utilize idle
time by working on other tasks. For example, they set the table while the bread is
toasting instead of peaking impatiently into the toaster every few seconds to see
how brown the bread is getting. They compose a memo while a report is printing,
sign documents while on hold and read a book while in a line-up.
Although patient people utilize idle time and waiting time rather than get irritated
by the delay, they seldom perform two activities at the same time if both activities
require their attention. So they don't drive while applying make-up or read the
paper while eating dinner or write a memo while listening to a speaker.
Patient people do not exhibit an extreme sense of time urgency. They don't push
elevator buttons three of four times, never run up escalators and seldom rush to
fill an empty space in a revolving door. They don't interrupt others while they're
talking, never tailgate when driving and seldom complain when someone is late
for an appointment.
What patient people may lose in physical speed, they more than make up for in
mental agility. They plan before they act, think before they speak and research
before they report. Consequently they make good decisions, wise choices and
sound judgments, achieving above average results.
Patient people tend to exhibit the Type B personality style, a more laid-back,
contemplative style characterized by methodical goal setting, planning and
delegation. They are competitive without seeming aggressive and goal-oriented
without seeming overly ambitious.
Being patient, they are good listeners and usually excel at personal relationships.
Being calm, they exude confidence and easily gain trust and loyalty. Patient
people make good leaders as well as followers.
How can one gain patience? It's difficult since it involves changing behaviors - a
slow process of acting out the new behaviors you want to acquire. And if you're
impatient, you might not have the patience to stick at it! But small changes will
lead to bigger changes and even those individuals exhibiting an extreme Type A
personality style can modify their behavior over time. Start small and let the
success of those incremental changes motivate you to persist.
For example, drive a little slower, pause before you answer, and occasionally be
the last one off the bus. Let the dryer go through its full cycle, resist the urge to
open the microwave door before the buzzer sounds and let a staff member finish
their explanation before answering your own question. Every so often, stay in
bed until the alarm goes off, sit quietly in the car for a few minutes before
entering the house and relax before turning on the TV set. Take a longer, more
scenic route to work, walk up the stairs instead of taking the elevator and spend
five minutes talking to your assistant before tackling those voice mail messages.
In other words, slow down. Change your routines. Take a break. And above all,
realize that a wasted minute does not lead to a wasted life.
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Things Left Undone Cause Stress

But only if we think about them
The more things in your life that you think should be done but are left undone, the
more anxiety and stress you experience. Seldom would a person think of a
project they had completed or a meeting they had held or a phone call they had
made and feel stressed as a result. The opposite is true. They would feel good
about themselves. Unfortunately that feeling doesn't last when they think of the
dozens or hundreds of things that they still have to do.
If the statement made in the April/May 1998 issue of Fast Company is true (Don't
Manage Time, Manage Yourself, by David Beardley), no wonder people are
stressed. "The typical businessperson experiences 170 interactions per day
(phone calls, hallway conversations, e-mails) and has a backlog of 200 to 300
hours of uncompleted work."
Forgetful people are probably under less stress than others - at least for a time because they are not thinking about the things that have to be done. It's not the
things left undone that cause the havoc, it's the conflict we experience within us
when we feel something should be done but we're not doing it.
If you don't think something should be done and therefore don't do it, you're
usually not under stress as a result. If you simply don't care whether something
gets done or not, you're not under stress either. I've never seen a child have an
anxiety attack because they hadn't cleaned their room yet.
Being a responsible adult does have its disadvantages. We do care about the
multitude of things that should be done. And if we have more to do than we have
time for, how do we get out of this Catch 22?
The first thing we should do is to write them all down. When items are reduced to
writing we don't think of them so often. They no longer pop in to our minds
unexpectedly, causing incessant anxiety. If we are going to be anxious about
them, we might as well be anxious about them all at the same time.
The next step is to decide which ones can be eliminated without having a
significant effect on our business results or our personal or family well-being.
Most people have a multitude of things drifting in and out of their minds that they
feel should be done. Capture them and delete them before they delete you.
Of the remaining items, quickly do those that will take less than five minutes to
complete. This does not follow the recommended time management principle of
doing the most important things first, but it will sure make you feel good to see all
those crossed-off items. It's the greatest antidote for this type of anxiety that I
know.
Your list may still not be down to a manageable size. See which items can be
delegated or outsourced. Then prioritize the remaining items. Schedule time to
work on the high priority tasks - those that will have significant impact on your
personal and organizational goals. The most urgent ones should be scheduled
this week. If they are huge, time-consuming tasks, break them down into chunks.

35

Scheduling two or three hours each week to write a book, for instance, will
complete it in less than a year.
Finally, put the remaining items on weekly To Do lists, either in a week-at-oneglance paper planner or a handheld computer. Be realistic. Don't cram them all
on a things To Do Today list. Spread them over the ensuing weeks. If they don't
all get done, it's not big deal. You have already carved out the time to work on the
ones that are really important.
If, after all this, some things still don't get done, rest assured it's not your fault.
Your job is to do what's possible, not what's impossible.

Let the Strategy Fit the Time

Each stage in life has its unique challenges
Many people complain that they never have time for the things they love, like
exercise, reading and talking on the phone with friends. With children, a full-time
job and a house with all its concomitant responsibilities, these things are a dream
of the past. They want to recapture the time that seems to have escaped them.
If you find yourself in this phase of life, it is important that you don't lose sight of
your priorities. In no time at all the children will be in school, and just as quickly
they will be grown up and on their own. So make sure that you are not too busy
raising children that you don't have time to enjoy them.
The first suggestion is to monitor their activities. The modern family is typically
too active. Bill Doherty, professor of family social science at the University of
Minnesota, was quoted in the October 7, 2000 issue of the Toronto Star:
"Bragging rights are no longer how big your house or car is, but how busy your
family is." Be careful you are not enrolling your children in too many activities.
They need enough involvement to keep them from getting bored, but too much
will keep you racing from one event to another. Dr. Katherina Monassis, child
psychiatrist at the Hospital for Sick Children, says that overworked schedules are
a contributing factor among her patients suffering from anxiety. She suggests that
young schoolchildren are often better with just one outside activity.
At my time management workshops, one of the biggest complaints of fathers is
that they don't have enough time with their wife and children, while the biggest
complaint of mothers is that they don't have enough time for themselves. It takes
teamwork to solve that problem. Don't try to tackle everything yourself. Divide the
household responsibilities. Make up a chart showing the various household tasks
and the family members assigned to them. Even young children can take on jobs
such as putting away toys, cleaning, setting the table, caring for pets or making
lunches. But there's no room for perfectionism. Delegating a job to a child
involves letting them watch while you do it, helping them to do it, and finally
letting them do it by themselves.
If you're overwhelmed by disorder in the home, seek outside help. Professional
Organizers in Canada is an association whose members specialize in organizing
everything from kitchens to home offices. Contact them at
organizersinfo@canada.com or visit their website at
www.organizersincanada.com

36

One of the things that mothers with young children often struggle with is finding
time for themselves and yet this is a key ingredient to having a healthy family. It
is important to keep in touch with who you are and to hang onto those long-term
goals. Just because your plans may be thwarted for a few years does not mean
your goals need to be abandoned. But you need some survival tactics to get you
through these difficult years. Something that has worked for my daughter-in-law,
Jennifer, who has four children under the age of seven, is to job share. On
Tuesdays she has her friend's kids at her home for three or four hours and the
next day her friend takes her kids. So she has some scheduled, personal time.
This will work if you're not tied to a 9 to 5 office job.
Some people are adept at doing more than one thing at a time. Take advantage
of this by using a cordless phone or even a hands-free headset. You can talk to
your friends while you fold laundry, make dinner or tidy the house. You might also
clean the bathroom while the kids are in the tub, vacuum while the wash is on the
go, or iron while you listen to the news.
As for the exercise, there are many Stroller Clubs, where you can push your child
in the stroller while getting to know other moms or dads. Take a craft class or join
a gym where they provide babysitting. You will have to adjust your schedule to
maximize your use of time. Go to bed earlier. Get up first so you don't have to
share the bathroom. And take a nap when the baby does.
Don't try to be a superparent. It's not the end of the world if your house is not
immaculate or the breakfast dishes are still in the sink or a child goes to school
with a hole in her sock. Timesaving gadgets, short cuts and space savers may all
be very helpful in managing a family. But they're not as important as love. And
love takes no time at all.
We all go through different stages in life, and each stage has its own challenges.
We must use time management strategies that help us meet these challenges
while enjoying the unique benefits of each stage.
Increase Your Word Processing Efficiency

Using shortcuts will save precious minutes

Little things mean a lot when it comes to word processing. The more time you
spend at the computer, the more it will pay you to become familiar with common and not so common - shortcuts that could trim hours from your work week. If you
don't have access to a computer expert or a twelve-year-old child, you may want
to enroll in a course or skip through a few books and manuals in order to master
the many timesavers.
For example, if you are changing caps to small case by using the drop down
menus at the top of the screen, you are wasting time. It's faster to hold down the
Shift key and press F3 with the cursor on the word you want changed. If you
want upper and lower case, push the F3 key again. If you change your mind,
push it a third time and you're back to all caps.
If you didn't know that one, perhaps you don't realize that you can quickly draw a
line the width of the page by typing three hyphens and then pushing Enter. Or
that pressing Ctrl 2 will change selected copy from single to double space. Ctrl 1
will produce single space and Ctrl 3 will give you a space and a half.
If you already know these shortcuts, you probably know the others as well, such
as pressing Alt 7 after each spelling correction to jump you to the next misspelled
37

word and open the drop down menu of choices. Or entering today's date by
holding down Alt - Shift - D. Or clicking on the Help menu at the top of the
screen, tapping on the question mark, and using it to identify the font, style and
size of any copy you want to check.
If you are familiar with even half of the various keyboard shortcuts, you're ahead
of most people. It's claimed that most people utilize less than 10% of a software
program's capabilities. And current software can be further enhanced. One
example is the ShortKeys program that can be downloaded free from
www.shortkeys.com. Typing only one word can enter entire paragraphs. For
example when someone joins our Time Club, we send an e-mail welcoming them
and providing instructions for accessing the protected area of our website. By
typing a predetermined word, the entire letter is dropped in place.
Many word processing shortcuts, such as right clicking on a word to view
synonyms or pushing F2 to rename a document or using the Ctrl key and the
appropriate letter to highlight, copy, cut, paste or undo may be second nature to
you. But if not, it's a good investment of time to experiment with your keyboard,
glance at the owner's manual or do a web search. You should be able to shave
an hour or more each week simply by speeding up your word processing. And
that assumes you are already inputting at a reasonable speed. If not, take a
typing course as well.
Be sure to look at other time traps. If you frequently search for documents,
consider putting a folder on your desktop to house work in progress or frequently
accessed documents. Organize your desktop by dragging seldom-used icons
into a separate folder and arranging the remaining icons so they can be spotted
easily. If you have files that would be better stored in chronological order by day,
month or year, add numbers before the titles so they will fall into place. Set up a
good filing system for e-mail by topic. Change the headers before filing e-mail if
they're not descriptive enough. If you receive messy e-mail with brackets and
hieroglyphics, clean it up with Emailstripper available free from
www.papercut.biz/emailstripper.htm.
With more time being spent with computers, it is essential that you become more
productive in this area as well.

The Limits of Technology

It is a small part of the time management equation
Technology can reduce the time it takes to launch a new product; but it doesn't
tell us whether the new product should be launched. It may help us write a letter
faster; but it doesn't tell us what do say. It can provide unlimited data, statistics
and research in a matter of minutes; but it doesn't deposit it into our memory
banks, sort out the material of specific use or apply the information to our
particular situation. In fact, technology can actually work against us since it can
speed us up in the wrong direction. If you are poor at decision-making, speed will
only aggravate the situation. If you have the wrong goals, technology will only get
you to the wrong place faster. If you are disorganized, it will simply speed up your
disorganization.
Technology has been a great assist in the quest for increased productivity. But
with it comes the necessity to improve our management and people skills. We
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must fine-tune our decision-making ability, have a clear vision of where we want
to go, and set realistic, meaningful goals. Direction is more important than speed.
In some ways, our quest for increased productivity has backfired. Harvard
researchers have determined that talking on cell phones while driving causes 6%
of the accidents each year, killing an estimated 2600 people at an annual cost of
$43 million. Multitasking, meant to increase efficiency, has had the opposite
effect, decreasing efficiency as much as 20 percent. And the mass of information
available on the Internet has caused analysis paralysis, time loss and stress. A U.
K. study reported that 42% of respondents attributed their ill health to information
overload. Do a simple Google search on the words information overload and you
will have enough reading material to last a lifetime. A 2000 study conducted at
the University of California, Berkeley revealed that we produce 1.5 gigabytes of
content each year.
The information explosion, technology and increasing demands on our time have
changed the way mangers must operate in order to remain competitive. Time,
more than ever before, is being recognized as an individual's most valuable, nonrenewable resource. And time management is viewed more as an investment
strategy than an efficiency tool. The Law of Diminishing Returns, Pareto's
Principle and Parkinson's Law all take on a new importance in an age where Not
To Do lists are more meaningful than To Do lists.
After conducting time management training for over twenty-five years, I have
concluded that there should be a shift in emphasis from efficiency to
effectiveness. While they are both important, purpose is more important than
procedure, a healthy lifestyle is more important than a hundred time-saving
tactics, and attitude is more important than solitude when it comes to increasing
personal productivity. Workshop topics should include the theory of time
investments, the dangers of multitasking, building stress resistance, and
controlling electronic communications. Time management training should also
include survival skills to cope with the smaller work areas, less privacy, increased
accessibility, longer working hours and increased demands that have all been
precipitated by our continuing quest for increased efficiency. Self-control is more
important than ever as the cost of procrastination becomes greater.
Perfectionism, once permissible, is now a major deterrent to success. Effective
writing also gains in importance, as e-mail becomes the most frequently used
method of business communication.
Time management is more than a tidy desk, an organized file system and
efficient work habits. It is a continuing process that integrates technology with
managerial and interpersonal skills directed toward a pre-determined goal in a
way that maximizes the return on invested time. Technology is simply one
ingredient in this effectiveness mix. It should be understood, used and controlled.
But it should never be allowed to replace common sense, logic and sound
managerial practice.

Time Management Systems Don't Work

Unless they are powered by self-discipline.
When people think of a time management system, they usually think of an annual
planner and some sort of personal organizer to keep track of telephone calls,
meetings, assignments and other information. This seems to satisfy the
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dictionary definition of a system, i.e. a set of connected things that work together
to perform a common function. But something is missing from most time
management systems - the source of power that makes them work. Just as the
body's circulatory system needs the heart to pump blood through the veins and
arteries, so a time management system needs a driving force to make all the
parts work. That driving force is self-discipline.
Personal organizers and planners do not work in isolation. I don't know of one
person who suddenly became organized and more efficient because he or she
had bought an organizer. You must develop the self-discipline to use the system
as intended, whether that be to make notes while talking on the telephone or
scheduling your major tasks in the planner or jotting down assignments and other
information as they occur. In other words, you must power the system in order for
it to work.
Although this sounds simple, most people find it difficult. It involves replacing
existing habits such as making mental notes or writing on scraps of paper with
effective habits such as noting things in a personal organizer or recording them in
a planner. Maxwell Maltz, author of the book, Psycho Cybernetics, claimed it
takes 21 days to form a habit. This means that you must persist in performing the
new behavior for 21 days (or as long as it takes) until performance of the new
behavior is automatic.
For example, if you want to develop the habit of making notes in your organizer
when talking on the telephone, recognize that it will take time. Initially you may
forget. If you do, make notes when you do think about it - even if it's after you
hang up. Persist in performing the activity again and again until it becomes a
habit. It's as though repetition slowly wears a track in your mind that your
behavior can follow.
Most time management systems come with instructions on how to use the
system. But they fail to explain that you have to develop new habits in order to
make them work. Consequently most people become discouraged quickly,
blaming their lack of success on the system. It's not the system that's at fault; it's
the application of the system - the power needed to make it work.
Don't underestimate the amount of time it will take to get organized. I jokingly tell
people in my workshops that it took me eight years to get organized but that they
could do it in four because I'm a slow learner. Although I say it as a joke, it's not
that far off. It could take years to replace the multitude of bad habits that we have
formed over our lifetime. We must be patient and persistent, tackling one habit at
a time. You rid yourself of one habit by replacing it with another. For example,
you replace the habit of making mental notes with one of writing everything
down. You replace the habit of continually checking your e-mail with the habit of
checking your e-mail at specific times during the day. And so on.
The payoff, in terms of personal productivity, well being and life balance is well
worth the effort. And it's encouraging to realize that a good habit is just as hard to
break as a bad habit. Once you have formed new habits, you are unlikely to slip
back to your old ways. But the habits must be firmly entrenched. Don't rush the
process. Form one habit at a time. One new habit each month will produce a
major change in your operating methods within a few years. Then you will have a
time management system that really works, a collection of tools and techniques
that work together to achieve a common purpose.

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If you are unwilling to commit the time and energy needed to make a time
management system work, don't waste money buying one. Disorganization is not
illegal. And it never killed anyone. At least not right away.

The Road to Success is Paved with Goals

A mission statement, goals, and scheduled activities are the
keys to accomplishment.
If you're heading anywhere, any road will take you there. But if there's purpose to
your life, a career you want to pursue with passion, a lifestyle you want to enjoy,
accomplishments you want to experience, milestones you want to reach, then
you must have a plan for your life. A life plan starts with a mission statement or
purpose statement which describes the road you want to travel, followed by
specific goals to ensure that you quickly and successfully navigate this road to a
successful future.
For example, if you want to spend your life helping those who are unable to
realize their full potential due to the debilitating effects of stress, your mission
statement might be, "To help others manage stress effectively through
workshops, counseling and information, so that they are free to experience their
full potential in life."
Once you have your mission statement in place, you need to determine what you
will have to do in order to live out your mission successfully. One thing might be
to establish credibility as a stress counselor. So one goal might be, to author a
book on the subject. Estimate how long it would take you, how many hours you
can afford to work each week working on it, and come up with a deadline date.
The specific goal, in writing, might be, "To write a book on managing stress by
December 15th of next year. (You would insert the actual year.) You could also
have several goals that would involve self-development, promotion, advertising
etc.; but limit your total goals to five or six each year so that you are not
overwhelmed.
Both your mission statement and your goals should be entered into your planner
or PDA where they will be a constant reminder of where you should be focusing
your time.
Next, it's essential to identify the important goal-related tasks and actually
schedule them into your planner as you would appointments with other people.
To Do Lists are great reminders of what have to be done, but they do nothing to
further the completion of your goals. Pareto's Principle, sometimes known as the
80- 20 Rule, indicates that 20% of the things we do generate 80% of the results.
It is these precious few that should be scheduled in your planner as
appointments with yourself and not left on your To Do List. To Do Lists are no
respecters of priorities. The things on these lists that generally get done are the
urgent items, the things that we like to do, the tasks that are easy to do, the ones
that only take a minute or two and the ones that other people want you to do none of which may be important.
To accomplish your goals, schedule the tasks that relate to those goals directly
into your planner - before your days are filled with other people' priorities.
One of the problems that people experience in attempting to manage their time is
41

the tendency to have more respect for other people's time than they have for
their own time. They have trouble saying no when the time requested by others
seems to be available. But scheduling time for your major projects is a visible
reminder that the time has already been booked.
For longer projects, use the chunk method. For example if a project will take 50
hours, schedule about two hours at a time on a daily or weekly basis until the job
is done. This way it will not seem overwhelming. For shorter tasks, always allow
more time than you think it will take. There will always be interruptions to contend
with. Schedule the more important projects early in the day and early in the week
in the event that they have to be delayed.
There is nothing wrong with To Do Lists. But they are simply lists of intentions.
There is no commitment in a To Do List. To ensure that tasks actually get done,
schedule adequate time in your planner.
Don't over schedule. Leave spaces for last minute priorities and crises that may
occur. But if you want something to happen, schedule it to happen. Your mission
will determine your direction, your goals will provide commitment and your
scheduled goal-related activities will ensure that action is taken. In combination,
you have a formula for success.

The Perceptible Patterns of Proactive People

Taking action in the present will influence things in the future
Proactive people are always looking ahead at future activities, projects and
events and anticipating needs, problems and possible outcomes. For example, if
they are attending a conference in a different city, they go beyond actually
booking air travel, arranging ground transportation and booking a hotel room.
They mentally walk through the three-day event, deciding in advance what they
will wear at the various functions, which presentations they will attend, and who
they will seek out in order to maximize their networking opportunities. In the
process, they might decide that they will need business cards, writing materials,
an empty carry-on bag to house the information that they will be collecting and
casual clothes for the Saturday night barbecue.
It's no accident that a few people always seem to have a spare pen to loan, a
safety pin to offer, a Band-Aid or pain killer when someone's in distress and
shampoo when there's none in the hotel room. These are the people you turn to
when you need a hair dryer or a list of meeting rooms or change for the hotel
vending machine. They are also the people who are frequently selected as
project managers, management trainees and group leaders. They are organized,
punctual, productive and respected by their managers and peers alike.
What is their secret? How are they able to be prepared for almost any situation?
Here are a few of the tools that they use.
Planners. Proactive people use planners as they are supposed to use them - to
record future events and scheduled activities. By being able to view the future,
they are able to anticipate possible problems and act before they can occur. Just
looking at an event such as a meeting, in writing, sets your mind thinking about
things you will need for that meeting.

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Checklists. Proactive people make up checklists for all repetitive events or

activities, such as meetings, travel, conferences, sales calls, workshops and
interviews. These checklists are updated after every event. If anything was
missed, it is added to the list so that it won't be forgotten the next time.
Goals. Proactive people hold planning sessions with themselves and set specific
goals for the future. They not only put them in writing, along with deadline dates,
they schedule time in their planners to actually work on them. By doing this, they
are helping to create their own future as opposed to reacting to unplanned
events.
Long-range planning. Proactive people recognize that it's never too early to plan
and that planning too late causes crises and time problems. If the Titanic had
started turning sooner, it never would have hit the iceberg. Small adjustments
made earlier avoid large adjustments having to be made at the last minute.
Attitude. Although there are certain tools and techniques that proactive people
use, it is mainly an attitude or state of mind. In fact, it could be called a way of
life. Proactive people wouldn't think of making a telephone call without first jotting
down the items for discussion or going to the supermarket without first making a
list of the items they need. They don't resent looking at a map before taking a trip
or reading the instructions before assembling a swing set.
This attitude or way of life can be developed and nurtured. Practice with little
things, such as deciding before going to bed what clothes you will be wearing the
next morning. You may discover that something needs pressing. In the morning,
mentally walk through the day. What time will you leave the house, where will you
park, what jobs will you do first etc. The more times you think ahead, the more
comfortable you will become with planning. As you see your days running
smoother, with fewer crises and problems, the more you will be encouraged to
become proactive in everything you do.
Proactive means to act beforehand. Taking action in the present will influence
things in the future, perhaps even the future itself. So practice those habits
exhibited by proactive people. Think ahead. Set goals. Schedule time for
activities. Plan daily. Use checklists. Review results. And continually make
adjustments to improve future outcomes. There is power in being proactive.

15 Essential Time Management Tips

ByEdelJarboe
Howcanyoutakecontrolofyourtimeandyourlife?Bemoreefficientandmaximizethe
timeinyourdaybymakingthecommitmenttomaketimeforwhatmatters.
1. Don't know where to start? Make a "Master To Do" list. Make a list of all the
things you do every day, of current projects, and of future projects. Categorize
these items into work, family, and personal time. Keep several copies of your
Master To Do list - in your planner, in your desk drawer, and in your purse or
briefcase- so that you can refer to it as necessary and to serve as a reminder of
how important your time is to you.

43

2. Plan your day using your Master To Do list. Prioritize. What must be done? What
can be rescheduled, delegated, or deleted? Eliminate or delegate trivial tasks.
3. Review your plan. Is it realistic? Are you trying to do too much?
4. At the end of each day, plan the next day. This helps you feel more organized and
in control.
5. Follow your own organizational style. Does the thought of a To Do list make you
sweat? Use color and pictures, piles, or boxes to organize your life in a way that
makes sense to you. Day Planners, To Do lists, and other time management tools
won't do you any good if you aren't using them.
6. For those of you who like calendars, planning books, and the like make sure you
are using them to their maximum advantage. For example, use abbreviations,
write down anniversaries and birthdays, keep track of your goals, record notes
and ideas, upcoming appointments, meetings, school events, vacations, business
trips, etc.
7. Set goals that are specific, measurable, realistic, and achievable- they give you
purpose and direction. What do you want to accomplish? When?
8. Be flexible. Allow time for interruptions and distractions. When you expect to be
interrupted, plan routine tasks. Save larger blocks of time for your priorities.
9. Use your body's prime time to your advantage. Which time of day are you at your
best? Are you a "morning person," a "late afternoon whiz," or a "night owl?" Plan
to use this time of day (if possible) for your priorities and be more effective.
10. Identify what the right thing to do is, and then focus on doing it right. This goes a
long way towards improving your personal efficiency.
11. Assign deadlines to important priorities to keep them from becoming last-minute
emergencies.
12. Avoid perfectionism- as this can be a form of procrastination- sometimes good
enough is good enough. \
13. To avoid procrastination, break a task into smaller tasks and work on one task for
15 minutes. The logic behind this method is that if you do a little at a time,
eventually you'll reach the point where you'll want to finish.
14. Learn to say "No" by focusing on the importance of your goals. If necessary,
schedule personal time for priorities such as friends, family, and you.
15. Reward yourself for achieving your goals. Balance your life with fun.

Be Here Now
Whenweareyoung,wefeelthattimeisonourside.Notanymore.
Ourdaysareablurofperceiveddemandsfromworkplacesstretchedbeyondtheleading
edgetothebleedingedge,fromtechnologythatallowsotherstolocateuseveninthe
privacyofourcarsandbathrooms,fromchildrenandagingparentswhonameusand
44

claimus,andfromourinabilitytofindoptionsforcreatingmindsetsandactionsthatcan
giveusamodicumofbreathingspaceandcontrol.
Wecanallsingthechorus:"There'stoomuchtodoandtoolittletime."Wehavecreated
acommodityworthoftheStockExchange:Time.Wespendit,loseit,wasteit,and
manageit.We'retoldtomaketime,usetime,taketimeand,ifwe'vehadaruninwith
thelaw,wemighteven"do"time.
Timeisthegreatequalizer,giveninsingular24hourchunksbytherisingofthesunand
thesettingofthemoon.Nomoneycanbuyit,nopowercanholdit,noarmycanstopit.
Weneedtoconcentrateonwinningbackourlifesnatchingitawayfromtheblurofto
dolists,technology,andwork/lifepressures.

FourTruths
ThemoreIpondertimedemands,Irealizefourtruths:
Truth1:Simplicityisn'tsimple.It'sanadmirable,essentialgoalthatmostofusare
workingon.Simplicitytakestimeandrequiresanagreementfromallthoseimpactedby
itsrequirements.We'vebeengivendaytodaywisdomtofollowinrealizingthealready
presentabundancewithoutaddingtoourcloset,ourbankaccount,ourlarder.
Truth2:Thetechnologygeniewillnotgobackintothebottle.Oncereleased,our
challengebecomestowiselychoosewhenweaccesstechnology'spower.The
seductivenessofthinkingwearesoimportantthatpeoplemustfindusanytime,any
place,foranymatterisegoatitsworst.Considermyexperiencewithamanwhobrought
hiscomputerandcellularphonealongonafourdaycruise.Hewasnotpresent.He
missedtheexperience.And,Ithink,helost.
Truth3:Timemanagementcreatesorderandstructure.Itdoesnotcreatepresentmoment
awareness.I'mnotconcernedwith"managingtime"asmuchasIamfordiscoveringhow
tomakebetterchoicesforwhatweputintheseblockscalled"time."Thisisnotabout
findingthelatesttimesavingdevices.Weallhaveaplethoraofthese.Toooften,they've
becomeexcusesforlettinguscramourlifewithlongertodolists.Weendupworking
harderandlonger.WhatIwanttohaveusconsideristakingcontrol,findingpersonal
empowermentinourwork,lives,lifestyles,andrelationships.It'saboutfindingmorelife
inouryearsandmoreyearsinourlife.Wedonothaveextratime,butwedohave
discretionaryenergyandcreativity.Andwecanlearntobepresentinthemoment.
Truth4:Beingpresenttakespractice.Aschildren,wefeltwehadcommandofourday,
atleastuntilbedtime.Summersstretchedintohideaways,streetgames,lighteningbug
hunts,marshmallowsovercampfires,andinnertubesinpools.Whatwouldhappenifwe
couldcapture,practice,andreframethepresentsothatattheendofaday,aweek,or
year,wefeltlikewehavelivedlifewithit'sjoysandsorrowsinamannerofour
choosing?Plenty.

HowtoGetStarted
Herearetwoexamplesofwhatyoucandotobeherenow:

45

1.Createasacredspaceforregrouping.Thiscouldbeyourcar,yourbathroom,your
backyard.Whenyouenterthisspace,bananythingthatdistractsyourattentionfrom
simplybreathingandnoticingyoursurroundings.
2.Tryanddiscoversomethingyouhaveneverseenorheardbefore.Therewillalwaysbe
something.Thisislikeanyexercise.Theregularpracticewillallowyoutostopatany
givenmomentandbeincontrol,centered,andobservant.Keepajournal,andjoyafew
wordsofsomeevent,person,experienceorobservationthatstruckyouasmeaningful.
Thisispartofbeinginthenow.
Beingpresentmeansseeingwitneweyesandlookingbeyondtheobvioustothat
metaphoricalmagicwhichtakesaneventintimeandearmarksitasamemory.By
collectingthesemomentsandcapturingtheminwordorpicture,attheendofayear,
you'llbeamazedathowmuchyouhavewonbybeingpresent.Youhavewonbacka
portionofyourlife.
Don't Read This Article Now. You Can Do It Later
Procrastination. The dreaded affliction hits everyone at one time or another. Whether it's the pile
of papers on the corner of the desk that has been looming large for months, or the sales call that
hasn't been made, the outcome is often the same. Decreased sales, missed opportunities,
diminished credibility and feeling of accomplishment, and a gnawing in the pit of your stomach
can all be attributed to procrastination.
There are many causes for delayed action. It's important to realize this, because figuring out
why you are procrastinating is the first, and perhaps most essential, step to overcoming it. Once
you have identified the reason, you can use the solutions below to meet the challenge.
If you are procrastinating because you plain and simple don't like the task, you have several
options. Those who are in management positions can delegate the task. You don't have to tell the
delegatee that you find the task unpleasant. This might only create resentment that wouldn't
otherwise exist.
If you don't have this authority, swap tasks with a colleague or friend. You will be surprised by the
things a colleague wouldn't mind doing in return for handing you a task that you don't find
unpleasant at all.
Another option is to postpone doing a task that you do like until this one is finished or create a
reward system for yourself. It's important to follow through with your self-promised treat. If you
plan to reward yourself, but never do, this technique will become less effective over time.
If a project is absolutely overwhelming, to the point where you don't even start it, break it down
into small, specific steps. Do one or two each day. If you complete a step and are motivated to
continue, fine. But if you're not, that's fine too because you have only committed to one small
piece. Just don't stop before completing that piece.
Remember that a large project is nothing but the sum of several small projects. Equate it to eating
an apple. No one can eat an apple all in one bite. Instead, you pick a spot, take one bite, and
continue to eat around the apple, bite by bite, until you finish. Completing a large, overwhelming
project is much like this.
If there is no immediate payoff because the project is long term, build in mini-completion points.
Design a reward system similar to what you do with a task you don't like. Creating instant
gratification will motivate you until you reach the final destination.
When you don't do something because you don't know how to handle it, figure out the first
place to go to get the information you need. Often, the wrong item is on our To Do list. If the task
is one that you can't handle, it's not appropriate for the list. Delete this item, and replace it with
the appropriate next step, be it a phone call for more information, a trip to the library, or a request
for clarification from the boss.

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If you know you can handle the project but just don't know where to start, start anywhere. Just
do something. Write a title on a piece of paper. Then write something else. Eventually you'll be
led to where you need to go. But it takes a little bit of momentum to get the ball rolling. This
doesn't mean that you'll use any of the material you start with. This is fine - you need a good
finished product, not a good first draft.
When you don't know where you're going, it can be difficult to find the motivation to start.
When going on a long trip, how do you know in which direction to drive if you don't know your
final destination? How would you even know which map to take with you? If this is the challenge
that you face, stop and visualize the end result. Once you have figured where and when you want
to be, you can plan backwards, setting appropriate completion points along the lifeline of the
project.
A final, common reason for procrastination is perfectionism. Be aware that there is a difference
between doing something right and doing the right thing. Perfectionists can spend their time on
the wrong thing, i.e. hanging and rehanging a picture on the office wall. Looks great, but is it
getting you anywhere? If the task is meaningless in the long run, it doesn't really matter if you do
it perfectly. You can still do it well, just don't let it consume you.
Fear of not doing a major and meaningful task perfectly often leads a perfectionist to never begin.
They don't want to even start until they are sure they will have time to do it exactly as they want,
yet there never seems to be this kind of extra time floating around.
If perfectionism is keeping you from beginning a task, reevaluate whether the payoff would be
worth the effort of doing it perfectly. There are times when it is worth doing something perfectly. If
this is the case, begin at the beginning, with the first segment, and do it extraordinarily well. But
only strive for perfection where it counts. The rest of the time, just do it.
Remember, the next time you're procrastinating and can't seem to overcome it, stop and figure
out why. Is the task even worth doing? If so, pick the appropriate solution based upon the root
cause and you'll whittle away those piles in no time.

Letting Go
Look at your appointment calendar. See any "white space"? If you're
like most busy CEOs and business professionals, you are booked nonstop for meetings, luncheons, dinner meetings, charity functions,
planning sessions and... Well, you get the idea. In between the
bookings, you scramble to keep up with projects, reviews, financial
reports, investors, staff, customers and suppliers.
Tired yet? This weariness can wreak havoc on your business. Consider
the symptoms of fatigue: lack of innovation, irritability, reduced
productivity, and stress. The list goes on. And we are frequently
unaware of how run down we are getting.
We are moving away from the industrial age into the information age,
yet the work ethic that most of us grew up with taught us to maximize
work time - time at the factory or the office. Even our language reflects
the inherent value judgment of time away from work. We call non-work
time off-time or down-time.
The emergence of creativity, ideas, and information as our most
valuable resources, and the pervasiveness of the global, 24-hour
business world has changed our concept of time equals money. Now,
its results equals money. And we all know that more time at the
office does not mean more results. In fact, it often means fewer results
and more mistakes.
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Build some "white space" in your life. Build reserves of time. Create
more-than-enough time to do the things you want and need to do.
Let's get something straight first. Building a reserve of something you
need in your life is only one part of the puzzle. The other piece is to
identify what is draining your reserves. If you're pouring into the top of
a leaky bucket, you won't make much progress.
Let's look at how to create reserves of time. Many of my new coaching
clients complain of having too little time. Their "time tank" is running
on empty, so they feel uptight, frustrated, flustered, pulled in every
direction, and tired. Often, this is the first thing we work on together.
Clearly, a reserve of time would reduce the stress. So, how do you do
it?
Start by plugging the leaks. Let go of some of the activities that are
consuming your time. Many of today's high performers seem to have a
common thread: the "Superman/Superwoman" ideal; i.e., Taking on
everything and trying to get it done by tomorrow.
Success or failure often seems to be measured by the state of
"busyness". Face it; you can't do justice to everything at once and you
often don't have perspective of all you have going on. It's like tossing
another ball to the juggler...33 at once for the average busy executive.
Focus on what counts. Take aggressive action to let go. Here are some
possibilities:
Let go of tasks that someone else can do - Good delegation is a key
skill for managers, yet the average manager spends 45% of his or her
time on tasks that could be done by a staffer. "I can do it better and
faster", you say. Sure you can, but ultimately, you are judged on what
you can cause to happen, not just what you can do on your own. As a
general rule of thumb, in non-critical cases, if another person can
accomplish a task 80% as well as you, delegate.
Let go of your need to say "Yes" to every request - Those around you
will give you all the work you are willing to take. This is true in both our
business and personal lives. Some of the most stressed people around
can't say no to the next fund-raiser, the nextcommittee, the Little
League, the church, etc., etc., etc. Politely, but firmly say No.
Examine all the organizations where you spend your time. Which ones
can you "let go"?
Let go of some meetings - The typical manager spends 17 hours each
week in meetings plus 6.3 hours getting ready forthose meetings.
Nearly a third of that time in meetings is wasted. That works out to be
about six full weeks of the year of useless meeting time. You've seen
the symptoms: hastily called meetings, no ending time stated, no
agenda, no official record of what was done or said, no followup. If
even one hour per week is saved, it could mean two additional
effective workdays per year!
Skip some of the meetings or send someone else.
48

Let go of interruptions - Interruptions can drain 1-2 hours a day. Rather

than spend time with anyone who happens to stop by, close the door,
turn off the phone or work from home one day week.
Let go of the clutter - Is your desk or credenza piled with pending and
unfinished work that will be done when you "get around to it?" The
average businessperson spends 3 hours each week looking for things
plus 2 hours being distracted by the stuff lying around. The most
effective people work from a clean desk. Having an uncluttered desk
helps you stay focused on your most important project.
Let go of useless tasks - quit doing some of the routine things you do
just because "that's what I've always done". Practice good priority
management. Plan each day to stay focused on those tasks that will
move you toward your goals. Watch for tasks that can be delegated or
simply dropped.
Let go of "Crises management" - Ever feel that you're leaving a trail of
unfinished projects, unreturned phone calls, unread mail, partially
completed reports? Crises arise from a job we left unfinished to work
on another unfinished task. Another term for crisis management is "fire
fighting."
Most of this is really caused by losing focus of true priorities. Learn to
tell the difference between "urgent" and "important".
Bottom line... Many people pay a heavy price for their success - poor
health, failed marriages, neglected friendships, no self-development in
any area except business. Start today to plug the leaks and create
ample reserves of time for yourself.
Let go!

Office Setup
I spent the afternoon today setting up a kitchen for a little caf down on the beach. My
partner's mother just bought it, and it's the cutest little thing. We doubled the size of the
kitchen just by rearranging a few things, and made it much more "ergonomic" and
productive.
That got me to thinkingOffices are somewhat like kitchens. Why not write about
organizing your work space the way you'd organize a busy kitchen. So here we go!
When you set up a kitchen, the "experts" say you need a two step triangle - fridge, stove
and sink triangulated no more than two steps from each other - for maximum efficiency.
Soapplying that to your office would mean computer/printer, supplies and daily use
files within rolling distance on your chair. Or - if you're not a technology based worker,
desk, filing cabinet/reference materials, supplies.
Keep a stock of pens, your regularly used CD's (software or music, whichever you use
more!), your stapler, hot files and notebooks on your desk within easy reach. To your
right and slightly behind, keep your supplies (or for you lefties, keep them left and
behind). I use a 4 drawer cabinet with shelves beside it for all the basic essentials - disks,
blank cd's, colour swatches, less often used software, paper, card stock, envelopes,
49

reference books. Then, slightly behind to my left I have my filing rack. I try to keep as
many electronic files as possible, so I just use one of the great little rolling wire file
racks keeps everything handy. My printer and scanner are within arm's reach too, so I
can sit here all day without getting up, if I really want to. (Trust me, it's happened.)
I have about 8 square feet of rolling space behind my desk so it's easy to get to
everything. (People who know me will attest that I'd find stuff more easily if I could keep
it tidy but that's another article).
The fact of the matter is - if you don't have to get up and walk somewhere to get what
you need often, you'll be able to focus better, get more done in less time, and save wear
and tear on your quadriceps by not having to get up and down out of that chair!
The part I like best is "more done in less time" - when it's quiet I can sometimes double
my productivity because I have everything I need. Focus is prime, and an ergonomic and
handy office setup will be worth the time to organize.
Now, get cookin'happy triangulating!

Personal Time Management for Busy Managers

Time passes, quickly. This article looks at the basics of Personal Time Management and
describes how the Manager can assume control of this basic resource.

The "Eff" words

The three "Eff" words are [concise OED]:
Effective - having a definite or desired effect
Efficient - productive with minimum waste or effort
Effortless seemingly without effort; natural, easy
Personal Time Management is about winning the "Eff" words: making them apply to you
and your daily routines.

What is Personal Time Management?

Personal Time Management is about controlling the use of your most valuable (and
undervalued) resource. Consider these two questions: what would happen if you spent
company money with as few safeguards as you spend company time, when was the last
time you scheduled a review of your time allocation?
The absence of Personal Time Management is characterized by last minute rushes to meet
dead-lines, meetings which are either double booked or achieve nothing, days which
seem somehow to slip unproductively by, crises which loom unexpected from nowhere.
This sort of environment leads to inordinate stress and degradation of performance: it
must be stopped.
Poor time management is often a symptom of over confidence: techniques which used to
work with small projects and workloads are simply reused with large ones. But
inefficiencies which were insignificant in the small role are ludicrous in the large. You
50

can not drive a motor bike like a bicycle, nor can you manage a supermarket-chain like a
market stall. The demands, the problems and the payoffs for increased efficiency are all
larger as your responsibility grows; you must learn to apply proper techniques or be
bettered by those who do. Possibly, the reason Time Management is poorly practised is
that it so seldom forms a measured part of appraisal and performance review; what many
fail to foresee, however, is how intimately it is connected to aspects which do.
Personal Time Management has many facets. Most managers recognize a few, but few
recognize them all. There is the simple concept of keeping a well ordered diary and the
related idea of planned activity. But beyond these, it is a tool for the systematic ordering
of your influence on events, it underpins many other managerial skills such as Effective
Delegation and Project Planning.
Personal Time Management is a set of tools which allow you to:

eliminate wastage
be prepared for meetings
refuse excessive workloads
monitor project progress
allocate resource (time) appropriate to a task's importance
ensure that long term projects are not neglected
plan each day efficiently
plan each week effectively

and to do so simply with a little self-discipline.

Since Personal Time Management is a management process just like any other, it must be
planned, monitored and regularly reviewed. In the following sections, we will examine
the basic methods and functions of Personal Time Management. Since true understanding
depends upons experience, you will be asked to take part by looking at aspects of your
own work. If you do not have time to this right now - ask yourself: why not?

Current Practice
What this article is advocating is the adoption of certain practices which will give you
greater control over the use and allocation of your primary resource: time. Before we start
on the future, it is worth considering the present. This involves the simplistic task of
keeping a note of how you spend your time for a suitably long period of time (say a
week). I say simplistic since all you have to do is create a simple table, photocopy half-adozen copies and carry it around with you filling in a row every time you change activity.
After one week, allocate time (start as you mean to go on) to reviewing this log.

Waste Disposal
We are not looking here to create new categories of work to enhance efficiency (that
comes later) but simply to eliminate wastage in your current practice. The average IEE
Chartered Engineer earns about 27,000 pounds per annum: about 12.50 pounds per hour,
say 1 pound every 5 minutes; for how many 5 minute sections of your activity would you
have paid a pound? The first step is a critical appraisal of how you spend your time and to
question some of your habits. In your time log, identify periods of time which might have
been better used.
There are various sources of waste. The most common are social: telephone calls, friends
dropping by, conversations around the coffee machine. It would be foolish to eliminate
all non-work related activity (we all need a break) but if it's a choice between chatting to
51

Harry in the afternoon and meeting the next pay-related deadline ... Your time log will
show you if this is a problem and you might like to do something about it before your
boss does.
In your time log, look at each work activity and decide objectively how much time each
was worth to you, and compare that with the time you actually spent on it. An afternoon
spent polishing an internal memo into a Pulitzer prize winning piece of provocative prose
is waste; an hour spent debating the leaving present of a colleague is waste; a minute
spent sorting out the paper-clips is waste (unless relaxation). This type of activity will be
reduced naturally by managing your own time since you will not allocate time to the
trivial. Specifically, if you have a task to do, decide before hand how long it should take
and work to that deadline - then move on to the next task.
Another common source of waste stems from delaying work which is unpleasant by
finding distractions which are less important or unproductive. Check your log to see if
any tasks are being delayed simply because they are dull or difficult.
Time is often wasted in changing between activities. For this reason it is useful to group
similar tasks together thus avoiding the start-up delay of each. The time log will show
you where these savings can be made. You may want then to initiate a routine which
deals with these on a fixed but regular basis.

Doing Subordinate's Work

Having considered what is complete waste, we now turn to what is merely inappropriate.
Often it is simpler to do the job yourself. Using the stamp machine to frank your own
letters ensures they leave by the next post; writing the missing summary in the latest
progress report from your junior is more pleasant than sending it back (and it lets you
choose the emphasis). Rubbish!
Large gains can be made by assigning secretarial duties to secretaries: they regularly
catch the next post, they type a lot faster than you. Your subordinate should be told about
the missing section and told how (and why) to slant it. If you have a task which could be
done by a subordinate, use the next occasion to start training him/her to do it instead of
doing it yourself - you will need to spend some time monitoring the task thereafter, but
far less that in doing it yourself.

Doing the work of Others

A major impact upon your work can be the tendency to help others with their's. Now, in
the spirit of an open and harmonious work environment it is obviously desirable that you
should be willing to help out - but check your work log and decide how much time you
spend on your own work and how much you spend on others'. For instance, if you spend
a morning checking the grammar and spelling in the training material related to you last
project, then that is waste. Publications should do the proof-reading, that is their job, they
are better at it than you; you should deal at the technical level.
The remaining problem is your manager. Consider what periods in your work log were
used to perform tasks that your manager either repeated or simply negated by ignoring it
or redefining the task, too late. Making your manager efficient is a very difficult task, but
where it impinges upon your work and performance you must take the bull by the horns
(or whatever) and confront the issue.
Managing your manager may seem a long way from Time Management but no one
impacts upon your use of time more than your immediate superior. If a task is ill defined
52

- seek clarification (is that a one page summary or a ten page report?). If seemingly
random alterations are asked in your deliverables, ask for the reasons and next time
clarify these and similar points at the beginning. If the manager is difficult, try writing a
small specification for each task before beginning it and have it agreed. While you can
not tactfully hold your manager to this contract if he/she has a change of mind, it will at
least cause him/her to consider the issues early on, before you waste your time on false
assumptions.

External Appointments
The next stage of Personal Time Management is to start taking control of your time. The
first problem is appointments. Start with a simple appointments diary. In this book you
will have (or at least should have) a complete list of all your known appointments for the
forseeable future. If you have omitted your regular ones (since you remember them
anyway) add them now.
Your appointments constitute your interaction with other people; they are the agreed
interface between your activities and those of others; they are determined by external
obligation. They often fill the diary. Now, be ruthless and eliminate the unnecessary.
There may be committees where you can not productively contribute or where a
subordinate might be (better) able to participate. There may be long lunches which could
be better run as short conference calls. There may be interviews which last three times as
long as necessary because they are scheduled for a whole hour. Eliminate the wastage
starting today.
The next stage is to add to your diary lists of other, personal activity which will enhance
your use of the available time. Consider: what is the most important type of activity to
add to your diary? No:- stop reading for a moment and really, consider.
The single most important type of activity is those which will save you time: allocate
time to save time, a stitch in time saves days. And most importantly of all, always
allocate time to time management: at least five minutes each and every day.
For each appointment left in the diary, consider what actions you might take to ensure
that no time is wasted: plan to avoid work by being prepared. Thus, if you are going to a
meeting where you will be asked to comment on some report, allocate time to read it so
avoiding delays in the meeting and increasing your chances of making the right decision
the first time. Consider what actions need to be done before AND what actions must be
done to follow-up. Even if the latter is unclear before the event, you must still allocate
time to review the outcome and to plan the resulting action. Simply mark in your diary
the block of time necessary to do this and, when the time comes, do it.

Scheduling Projects
The most daunting external appointments are deadlines: often, the handover of
deliverables. Do you leave the work too late? Is there commonly a final panic towards the
end? Are the last few hectic hours often marred by errors? If so, use Personal Time
Management.
The basic idea is that your management of personal deadlines should be achieved with
exactly the same techniques you would use in a large project:
check the specification - are you sure that you agree on what is to be delivered
break the task down into small sections so that you can estimate the time needed for
each, and monitor progress
53

 schedule reviews of your progress (e.g. after each sub-task) so that you can respond
quickly to difficulties
Like most management ideas, this is common sense. Some people, however, refute it
because in practise they find that it merely shows the lack of time for a project which
must be done anyway. This is simply daft! If simple project planning and time
management show that the task can not be done, then it will not be done - but by knowing
at the start, you have a chance to do something about it.
An impossible deadline affects not only your success but also that of others. Suppose a
product is scheduled for release too soon because you agree to deliver too early.
Marketing and Sales will prepare customers to expect the product showing why they
really need it - but it will not arrive. The customers will be dissatisfied or even lost, the
competition will have advanced warning, and all because you agreed to do the
impossible.
You can avoid this type of problem. By practising time management, you will always
have a clear understanding of how you spend your time and what time is unallocated. If a
new task is thrust upon you, you can estimate whether it is practical. The project planning
tells you how much time is needed and the time management tells you how much time is
available.
There are four ways to deal with impossible deadlines:

Get the deadline extended

Scream for more resources
Get the Deliverable redefined to something practical
State the position clearly so that your boss (and his/her boss) have fair warning

If this simple approach seems unrealistic, consider the alternative. If you have an
imposed, but unobtainable, deadline and you accept it; then the outcome is your assured
failure. Of course, there is a fifth option: move to a company with realistic schedules.
One defence tactic is to present your superior with a current list of your obligations
indicating what impact the new task will have on these, and ask him/her to assign the
priorities: "I can't do them all, which should I slip?". Another tactic is to keep a data base
of your time estimates and the actual time taken by each task. This will quickly develop
into a source of valuable data and increase the accuracy of your planning predictions.
There is no reason why you should respond only to externally imposed deadlines. The
slightly shoddy product which you hand-over after the last minute rush (and normally
have returned for correction the following week) could easily have been polished if only
an extra day had been available - so move your personal deadline forward and allow
yourself the luxury of leisured review before the product is shipped.
Taking this a step further, the same sort of review might be applied to the product at each
stage of its development so that errors and rework time are reduced. Thus by allocating
time to quality review, you save time in rework; and this is all part of project planning
supported and monitored by your time management.
Finally, for each activity you should estimate how much time it is worth and allocate only
that amount. This critical appraisal may even suggest a different approach or method so
that the time matches the task's importance. Beware of perfection, it takes too long allocate time for "fitness for purpose", then stop.

54

Monitoring Staff
Your Personal Time Management also effects other people, particularly your
subordinates. Planning projects means not only allocating your time but also the
distribution of tasks; and this should be done in the same planned, monitored and
reviewed manner as your own scheduling.
Any delegated task should be specified with an (agreed) end date. As a Manager, you are
responsible for ensuring that the tasks allocated to your subordinates are completed
successfully. Thus you should ensure that each task is concluded with a deliverable (for
instance, a memo to confirm completion) - you make an entry in your diary to check that
this has arrived. Thus, if you agree the task for Tuesday, Wednesday should have an entry
in your diary to check the deliverable. This simple device allows you to monitor progress
and to initiate action as necessary.

Long term Objectives

There are many long term objectives which the good Manager must achieve, particularly
with regard to the development, support and motivation of his/her work-team. Long term
objectives have the problem of being important but not urgent; they do not have
deadlines, they are distant and remote. For this reason, it is all too easy to ignore them in
favour of the urgent and immediate. Clearly a balance must be struck.
The beauty of Time Management is that the balance can be decided objectively (without
influence from immediate deadlines) and self-imposed through the use of the diary.
Simply, a manager might decide that one hour a week should be devoted to personnel
issues and would then allocate a regular block of time to that activity. Of course if the
factory is on fire, or World War III is declared, the manager may have to re-allocate this
time in a particular week - but barring such crises, this time should then become
sacrosanct and always applied to the same, designated purpose.
Similarly, time may be allocated to staff development and training. So if one afternoon a
month is deemed to be a suitable allocation, then simply designate the second Thursday
(say) of each month and delegate the choice of speakers. The actual time spent in
managing this sort of long term objective is small, but without that deliberate planning it
will not be achieved.
Once you have implemented Personal Time Management, it is worth using some of that
control to augment your own career. Some quiet weekend, you should sketch out your
own long term objectives and plan a route to them. As you would any long term
objective, allocate time to the necessary sub-tasks and monitor your progress. If you do
not plan where you want to go, you are unlikely to get there.

Concluding Remarks.
Personal Time Management is a systematic application of common sense strategies. It
requires little effort, yet it promotes efficient work practices by highlighting wastage and
it leads to effective use of time by focusing it on your chosen activities. Personal Time
Management does not solve your problems; it reveals them, and provides a structure to
implement and monitor solutions. It enables you to take control of your own time - how
you use it is then up to you.

Prioritizing Your Life is a Continual

Process!
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This week it occurred to me that I was violating one of the key themes
that I so often espouse to my clients!
There I sat at my desk trying to decide whether I should work on the
web site or finish an article for the newsletter. Maybe, I should review a
140 page forensic report concerning one of my clients. Then again, I
just had to start working on the 90-minute lecture that I was giving to
several hundred parents next Saturday. While I was at it, I should
return several telephone messages. My desk was in its usual state of
disarray. My cup of coffee had long since gone cold.
Then it hit me. Actually, someone hit me! My toddler ran up to my desk
and grabbed my hand. He pulled hard and made a sound that
translates into "Mom, lets go outside."
At that moment a little voice in my head shouted, "Priorities! What
happened to your priorities?" I dont think I am wrong to assume that
many of the people reading this article are like me: a "type-A"
workaholic. Of course, being a workaholic has its benefits: a good
income, financial security, never experiencing a dull moment, etc.
Then there is the bad news: focusing exclusively on your job (or any
other part of your life) leads to tunnel vision.
If you read my article: The Personal Pinnacle of Success"
(www.uncommoncourtesy.com/newsletterarticle.htm) you will
remember that it is important to balance your priorities between five
key areas of life: work, family, community, conduct of life, and personal
satisfaction. Additionally, you need to establish priorities and goals
within each of these areas. Developing tunnel vision in any area limits
the amount of time that you have to spend in the other four areas. It
also prevents an abundance of other things. It prevents you from
participating in a wide range of activities that contribute to a satisfying
life. It also prevents you from experiencing the sense of peace that
comes when you control your life rather than having others control it
for you. Further, it prevents you from engaging in meaningful
relationships with those who are important to you.
Your tunnel vision tends to become even more exaggerated when the
various aspects of each area lack prioritization. My own situation was a
fine example of what happens when work is not prioritized. The same
principle applies to the other areas as well. Consider how overwhelmed
you would feel if you tried to spend equal amounts of time
volunteering at your local hospital, coaching your childs little league
team, organizing a school fund-raiser, as well as meeting the
responsibilities that you have to your work, family, and yourself! Most
people who spread themselves too thin in community-related activities
either drop out of the activities or feel guilty for not doing enough with
each of them. Another example would be telling your spouse, "Honey,
Im here for you 24/7 (24 hours a day, 7 days a week)." That simply is
not possible! You need approximately 10 hours each day to sleep and
care for yourself. During the week, you spend at least 9 hours each day
working, commuting, and/or running errands. If you have children, they
demand your attention each day. You might even have the audacity to
56

allocate a brief amount of time to yourself each day, so that you can
read, exercise, meditate, watch television, or surf the Internet. A much
more realistic statement you could make to your spouse is that you
want to spend time each day focused exclusively on him or her, and
dedicate most of your weekend time to your spouse and children.
As you can imagine, all of these thoughts flashed through my mind as
my child tugged at my hand. I then realized that it was a great day
outside. Heck, it was Saturday! My son needed my immediate
attention much more than anything that I had to work on, and I needed
a break. I was out of touch with anything that was not sitting on my
desk. What was the perfect solution? I whipped up a quick picnic lunch,
took my son to the park, watched him play with other children, and
chatted with other parents about the great park for toddlers that was
being built in our community. When I returned to my desk, I prioritized
what needed to be done immediately, what could wait until after the
"family time" that I have with my husband and son every evening, and
what could be done the next day.
The point to my story is that merely establishing priorities for your life
is not enough. You must also have a clear vision of how you are living
your life. Ask yourself if what you are doing at this moment is in sync
with the balance that you are seeking to achieve in your life? Is any
particular responsibility or relationship demanding so much of your
time and energy that you ignore other important aspects of your life?
You must constantly monitor your actions within each area as well. Are
you feeling overwhelmed, burned-out, or angry about the amount of
time that you focus on one of the key areas? If the answer is "yes,"
then consider it to be a symptom that you need to step back, examine
your priorities, and shape your life accordingly.

Sleepless in Silicon Valley

Work more and sleep less, but prepare to suffer the consequences.
The new economy may be in the hands of people incapable of operating heavy
machinery - or even walking. Just ask Peter Troob, coauthor of Monkey Business:
Swinging Through the Wall Street Jungle, who once witnessed a fellow investment
banker fall asleep midstride and walk face first into a wall. "Falling asleep while
standing is ridiculous enough, but doing it in motion takes a special sort of
exhaustion," he says.
While not always so extreme, exhaustion is common in an economy where
employees, VCs and executives are continually burning the midnight oil. In the
frenzied startup phase, Internet workers often go with minimal or no sleep for days
at a time - a habit that can wreak havoc on more than just their motor skills.
But many suffer in secret. "Everybody working in new media knows they're not
sleeping enough, but nobody wants to admit it's affecting them," says Tristan Louis,
CEO of startup Moveable Media.
Michael Montero, CTO and cofounder of the online community firm Community
Connect, says that when his site launched, "at one point I had to stay up nine
straight days working to fix a bug in the database software." He adds: "I just got the
odd hour or so of sleep beneath my desk. For my birthday that year my coworkers
bought me a pillow for the office."

57

"You can't function when you're that tired," Troob says. "People make typos, mess up
Xeroxes or show up at the airport six hours early because they can't read their
tickets correctly."
James B. Maas, Ph.D., sleep researcher at Cornell University (dossier) and author
of Power Sleep, says that "when people are severely sleep-deprived, they lose verbal
and problem-solving skills, can't concentrate and undergo rapid mood swings." Many
disasters over the past 20 years have involved worker exhaustion, including
Chernobyl, the Challenger explosion and the Exxon Valdez oil spill. And while no
major technology failures have yet been attributed to sleep deprivation, the Internet
Economy seems to demand that people make vital business decisions, requests for
funding or technical fixes in such a state.
A programmer who asked to remain anonymous says that late one night, after
working for two days with very little sleep, he inadvertently erased his company's
Web site server, including the operating system. It took him four more sleepless
hours to get the site running again. "But I don't feel too bad about it," he says. "I
know at least five other people who've done the same thing."
Many tech workers don't have a choice about how much they sleep. "The technology
field is developing so quickly that you sometimes have to sacrifice sleep to take
advantage of a market opportunity," says Bruce Green, president of Greenhouse
Technologies, a software development and consulting firm. "The most common
question I get from my clients is, 'How quickly can we move on this?'" Green often
works a 36 to 40 hour weekend.
Some companies are trying to help employees adjust to irregular sleep. Fremont,
Calif.-based portal GoYogi.com targets the global Indian population, which means
employees have to stay conscious during daylight hours in India, as well as in the
United States. India is 13 hours ahead of the U.S., so conversations usually start
around 8 p.m. says Suneeta Krish, VP of business development. Krish says that so
many employees were asleep under their desks one time that the cleaning staff
thought street people broke into the building. To encourage employees to get enough
rest, the company recently converted some of its offices into sleeping quarters.
Krish says GoYogi's employees have not only learned to cope with the odd schedule,
but they also have benefited from it. "Working hard through these conditions has
actually helped us bond," says Krish. "We work together much more cohesively now."
There's no doubt that sleeping less provides several extra hours to get work done,
and some clients may be impressed by the kamikaze "we'll sleep when we're dead"
attitude. One source, who declined to be identified, says, "Saying anything about
sleep deprivation means losing business to companies who won't even acknowledge
it as a factor."
However, making decisions while deprived of sleep hurts productivity. A National
Sleep Foundation study found that people who work more than 60 hours a week
make almost 10 percent more mistakes on the job than people who work less.
Entrepreneurs Dan Harley and Carlton Smith learned this the hard way. They were
putting together a startup business plan while working full-time jobs when their
attorneys told them they needed to quickly come up with a name for their company
and incorporate it.
"We stayed up all weekend long tossing out ideas and finally agreed on one just
before midnight on Sunday," says Harley. After going through the incorporation
process, registering the URL and ordering business cards and letterhead, they
realized their new company name could easily be confused with a prominent media
company. "We spent the next weekend doing the exact same thing, and finally came
up with Focint," he says. "The second sleep-deprived decision wound up working out
a lot better than the first."

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A former employee of British e-commerce apparel company Boo.com blames sleep

deprivation for one major crash during the site's testing period: "This database
administrator had been working 17 hour days for over a month, and at 11 p.m. in
London he erased the site's entire product database." The launch had already been
delayed, and site testing screeched to a halt for one more day.
One's business plan and disposition aren't the only things that suffer when workers
are sleep deprived. Andrew Brown, a former investment banking analyst at Morgan
Stanley Dean Witter found that working long hours affected his health. Brown, who
now works as a VC for Austin Ventures (dossier) in Austin, Texas, says "My
immune system was completely run down when I was there, so I was frequently
sick. Others in my group were often just as fatigued. When one of us would catch a
cold, it would usually spread like wildfire."
To workers intent on ignoring their exhaustion, Maas says, "make sure you finish all
your projects now because you're not going to be alive very long." Maas cites a
recent study from the University of Chicago in which researchers found that healthy
young adult males getting four hours of sleep for six consecutive nights showed
medical disorders similar to those of senior citizens. "We know that sleep deprivation
does two things: It shortens your life and it slows you down mentally," says Maas.
"Neither of those effects will be particularly helpful for business leaders."
Be that as it may, many tech companies won't be changing any time soon, says
Green. "In any high-tech position, you're going to find the same sorts of demands for
your time," he says. "Unless you change what you want to do professionally, you're
going to find it's hard to make sleep a priority."

How To Drive the Stakes Through the Hearts of Time Vampires

And even as they looked the thing that tore the throat out of Hugo Baskerville, on which,
as it turned its blazing eyes and dripping jaws upon them, the three shrieked with fear and
rode for dear life, still screaming, across the moor.
- From The Hound Of The Baskervilles by Sir Arthur Conan Doyle
Time vampires are needy, thirsty, selfish, vicious creatures who, given an opportunity, will suck up
all of your time and energy, leaving you white, weak, and debilitated. Once they have found a
good meal, they start coming back every day. Even though you regenerate yourself with a meal, a
night's sleep, and a vial of vitamins, it's to no avail; they will be waiting for you tomorrow, eager to
once again suck every ounce of life from your veins.
Being able to recognize these vampires on sight is the first step to protecting yourself from them.
And being willing to deal with them as you should a vile, evil, bloodsucking creature of the dark is
the first step in freeing yourself from them.
"Have you got a minute?"
Perhaps the most insidious of all the time vampires is Mr. Have-You-Got-A-Minute? He lurks in
the shadows in the hall outside your office, near the elevator, near the cafeteria, in the bushes
next to the parking lot, wherever it is possible to catch you off guard. If you give in to him a few
times, he becomes emboldened and starts "dropping in" to your office or home. He disarms you
with: "Have you got a minute?" or "I just need a couple minutes of your time" or "I just have one
quick question." He has a unique knack of pulling this stunt right when you are in the middle of
doing something incredibly important like getting mentally prepared for a crucial phone call.
If you are in his vicinity all day, he will also "drop by" a dozen times a day each time needing "just
a minute." Each time he drops by, picture him sinking his teeth into your neck and sucking out a
pint or two. This is the effect he has.
The temptation to give in to this particular vampire is almost irresistible. First of all, it just seems
easier to deal with his "one quick question" immediately than to put him off and have it hanging
over you for later. Second, it feels rude and unreasonable to refuse him. But the truth is, he
deserves no courtesy whatsoever. He is telling you that your time is less valuable than his, that
whatever you are doing is unimportant and easily interruptible. So go ahead and stick a stake
through his heart without remorse.

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Here's the stake: "I'm busy right now. Let's meet at 4:00 p.m. for 15 minutes and tackle everything
on your list at one time." This tactic stops this bloodthirsty vampire in his tracks. It freezes him like
a deer caught in the glare of headlights. Next, it "teaches" this vampire a new discipline. Of
course, he won't get it the first time, or the second. He will keep trying for a while. But if you whip
out this same stake every time, over and over again, eventually he will get the message.
Someday, he will call you and say something like: "I have five things I need to go over with you.
When can we get together?" After you pick yourself up off the floor, you can congratulate yourself
on having de-fanged and housebroken a vampire.
"She's in a meeting"
The next most dangerous time vampire is Ms. Meeting. Some people are always in meetings.
Just this week, as I was finishing this book, a client dragged me into a 20-minute, four-person
conference call to discuss when we could have the next, longer conference call, to plan a
meeting.
Being in meetings is seductive. It's a way to feel important. It's also a great way to hide from
making and taking responsibility for decisions. "Meetingitis" is a disease that turns businesses
into unproductive, slow-moving, indecisive coffee klatches. The toughest CEOs I know hold only
"stand up" meetings.
According to a study published in Corporate Meetings magazine, people spend an average of 20
to 40 hours per month in meetings, an increase over previous years. The average time spent in
meetings by managers is 1.7 hours a day, and executives spend 50% of their time in meetings.
Those surveyed said that the most productive meetings lasted under an hour, but most meetings
lasted two hours or longer.
The other day I called a company, pressed for some information, and got this response from the
frazzled receptionist: "Everybody's in meetings. I don't know anything. Please call back some
other time when there might be somebody available who knows something.
You need to stop and ask yourself: Do I really need to be in (or hold) this meeting? Is there a
more time-efficient way to handle this? A conference call? A memo circulated to each person?
If you are going to hold a meeting, there are things you can do to keep it from being an endless
"blood klatch" for the other vampires:
(a) Set it up for immediately before lunch or at the end of the day, so the vampires are eager to
get it done and over with so they can turn into bats and fly out of there.
(b) Don't serve refreshments.
(c) Circulate, in advance, a written agenda.
(d) Communicate a clear, achievable objective for the meeting.
If you must attend a meeting, there are things you can do to get in and out fast. First, determine in
advance what information you are to contribute, then do it with a prepared, concise presentation.
Second, have an exit strategy. Get someone to come in to get you at a certain time or make sure
your beeper goes off or receive a call on your cell phone. You can excuse yourself to make a call,
promising to return but you probably won't.
Playing Trivial Pursuit
Another time vampire to watch out for is Mr. Trivia. He either can't or doesn't want to differentiate
between the important or unimportant, the major and the minor.
This guy's talent is getting others off-track, getting you to set aside your carefully organized list of
priorities in favor of his own. More often than not, his priorities will be of minimal importance. Mr.
Trivia can interrupt to tell you just about anything, ranging from "The building is on fire" to "The
office supply store has delivered blue pens instead of black pens," and usually it'll be the latter.
The best way to deal with this one is to drop a big silver cross around his neck and kick him off
the parapet of your castle. But failing the opportunity to do that, you need another stake
interrupting the interrupter: "I have an exceptionally busy day, so I am only dealing with the nines

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and tens on a one to ten scale. Everything else must wait until tomorrow. Are you convinced that
what you want to talk to me about is a nine or ten?"
He will say, "No, but..." and then you must again rudely interrupt him: "No buts. Thanks. We'll get
to it tomorrow." Then physically get away. If he's in your office, you leave.
He will be offended. Good. The odds of his holding the trivial matter over until tomorrow and
bringing it back to you are less than 50-50. He'll go seek his teeth into somebody else's throat. He
may even resolve it on his own. But he won't patiently wait until tomorrow.
Oh boy, it's soap opera time!
Have you ever watched a soap opera diva overact? Someone can walk into a room and say,
"Ronald has just been murdered and is lying outside on the lawn with a pink flamingo stuck
through his chest." Or the statement might be, "It's raining outside." Either way, you get to watch
the same overreaction: crying, sobbing, pulling hair, chest heaving, and body twisting.
Some people are just like soap opera actors in real life. They turn everything into an emotional
crisis. They react to everything emotionally. They magnify everything's importance. If you're not
careful, they'll pull you right into the drama. When they do, visualize them sticking in the IV and
taking out a quart.
The other problem with these particular vampires is that, at the very least you give up some of
their time putting them back together emotionally. They play on your guilt until you give them your
shoulder to cry on. But while they're resting their head on your shoulder, they're sticking their
teeth into your neck.
Some people have the amazing ability to turn every molehill into a mountain. If you happen to
have some of these over reactive, emotionally wrought weepers in your organization, get rid of
them if you can. If you can't do that, then stay away from them.
There are two ways to drive them away. First, cut to the core of their problem (which is usually
glaringly obvious) and tell them what to do. This is not what they want. They don't want solutions;
they want soap opera. Spoil their fun and they will go looking for blood elsewhere. Second, take
over the conversation by launching into a long, boring, pointless story. Say something like, "That
reminds me of a time when my Uncle Harold was in the dust bowl during the Great Depression.
This story will help you. . ." In other words, turn into a vampire yourself and start sucking.
Are there other time vampires?
There are almost as many different varieties of time vampires as there are birds or butterflies.
Your productivity multiplies as you get more skilled at spotting them and driving stakes through
their hearts.
How I stupidly put out the welcome mat for the time vampires and let them suck me dry.
An article in Business Today magazine describes how Bill Arnold in one of his first acts as
president of the Centennial Medical Center, yanked his office door from its hinges and suspended
it from the lobby ceiling to demonstrate his commitment to an open door policy. This was
applauded by the magazine as some giant act of courage and creativity. I chuckled when I read
this. Mr. Arnold has my sympathy. To the management theorists who get all excited when they
hear this sort of thing, I say, "Come on out into the real world, where they eat their young every
day, and try this yourself. You won't last a week."
This is nothing new or revolutionary or innovative. In fact, I made that same mistake about 15
years ago. I pried the office door off the hinges, nailed it to the wall sideways, and proclaimed that
from now on the president's office had a true "open door policy." High drama. Incredible stupidity.
All day long, an endless parade of time vampires came in. Suck, suck, suck. By the end of the
day, my neck looked like a pin cushion. I was whiter than typing paper. Slumped over my desk, I
didn't even have enough energy left to sit upright. I'm telling you they just lined up, marched in,
and happily took turns siphoning me dry. The only thing that stopped them from slicing me up and
consuming me completely was the clock reaching 5:00 p.m. I put out the vampire welcome mat
and they took me up on the invitation. It was all my fault, of course.

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Ideas like open door policies look great on paper. Unfortunately, a lot of these ideas are put on
paper by authors who lack real world experience, are safely nestled on a college campus
somewhere, and have a good time dreaming up clever-sounding psychobabble buzz words and
hot, new management theories to baffle and bedazzle us with. Well, don't believe everything you
read.
Ask yourself if you're doing something now to invite the vampires in for a feast. If so, stop doing it.

Time Management for Creative People

Left-brain and right-brain thinkers can be equally effective.
Although some people may claim that an organized desk is the sign of a sick mind, it
is merely the sign of a left-brain thinker. An analytical, left-brain thinker thrives on
lists, schedules and alphabetical files tucked neatly out of sight in organized desk
drawers - much to the delight of those time management experts who promote
structure and order to the nth degree. And although organization is not only efficient,
but also viewed as a virtue by many, we are not all left-brained thinkers.
Keeping detailed lists in daily journals, cross-referencing with monthly goals and
scheduling every task from window displays to bank deposits, to me at least, is
bordering on torture. I like to splash my life across a week-at-a-glance planner [that
I designed for myself,] scheduling only the top priorities, and limiting my list to
things that should be done that week. I like my working materials splayed in front of
me on my desk and my active projects housed in step files in full view. To me,
interruptions are opportunities, not hindrances, and quiet hours are figments of time
management writers' imaginations. I suppose I'm a right-brain thinker. In my
opinion, there are no points for neatness, and the goal of business is not only to
make a profit, but also to enjoy the process.
Having said that, I'm not against left-brain thinkers. We can learn from them. In fact
I have a left brain myself, albeit not as prominent. It tempers my emotions with
logic, keeps me from making a complete fool of myself, and helps me to cope with all
the forms, reports and other paperwork that I detest. But some of the same time
management suggestions that help left-brain thinkers increase their personal
productivity, serve to drive me up the wall. We must recognize that there is no one
best way to manage time. We must select those ideas that match our style. Rightbrain, creative people should not feel guilty if left-brain ideas don't feel comfortable.
If you're a right-brain thinker, you can practice left-brain ideas. [After all, you do
have a left hemisphere as well.] But select only those ideas that are worth the effort.
Make notes while talking on the telephone, for instance. Use a follow-up file to house
future projects. Record due dates of assignments in your planner.
If you're a left-brain thinker, you should have no problem incorporating time-saving
ideas from books and seminars. But leave time for relaxation, keep your life in
balance, and above all, have fun.

Tips for managing time, prioritizing and reducing stress

Ask, "Is this the best use of my time right now?"
I have found that single phrase to be the single best question to make me stop
less important work (like making copies) and get back to the big projects that are
a top priority.
Clean off your desk.
There is something comforting about stacking things on my desk, where I can
see them. "I wont forget to do it," I rationalize. The problem is that I am too easily
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distracted. When the phone rings or someone walks in, or I hit a snag in one
project, its too easy to glance over at another pile and pick up a new sheet of
paper that takes me off track. I cant live without some piles (okay, so it gives me
comfort). But I find I am more focused if I have at least 80 percent of my desk
clear.
To get away from the fear that Ill forget something if it isnt in front of me, I
created a pending file, one file for each month. If I have to make a decision or do
something by a certain date, I throw it in the file for that month and mark my
calendar to look there when the time is right.
Say no to things that dont fit your goals and priorities.
Like you, I get many invitations each year to attend fundraising events,
luncheons, networking meetings and professional organization dinners. Many are
tempting and most look interesting. Although I am a big fan of networking, I can
only do so much. I use three criteria:
Will this clearly meet my business needs?
Will this educate me about something important to me?
Will this negatively affect my work/life balance?
Adopt simple paper management systems that work for you.
I have to write everything down on one to do list. This includes people I need to
call (both business and family), tasks I need to do and errands I need to run. I
found that trying to keep these things in my head just made me anxious about
forgetting something. Post it notes is the best invention since the laptop but when
I see little yellow notes stuck to every inch of my workspace its overwhelming
and distracting.
If your are an overachiever, schedule time with those you love.
If you dont, months could pass before you realize you havent checked in with
friends and family. Even if you arent swamped, it still makes sense to schedule
dates with your spouse and children. My son and I used to eat out together once
a week when he was a teenager ("But mom, it has to be someplace where my
friends dont hang out, okay?"). It gave us a chance to talk about things that
matter, instead of competing against the phone, TV or computer. It was such a
good idea, my husband and I started going out on our "Friday night date" ten
years ago and never stopped.
Plan for some quiet time for yourself.
Sometimes I have to go to a coffee shop or caf to get away from interruptions,
so I can just think and plan. At night, I will read a chapter a night before I go to
bed, just so my schedule doesnt rob me of the pleasure I get from reading a
good book. Even when I dont feel like exercising, I can usually talk myself into
going for a short walk, which will become a longer walk, once Im on my way.
Figure out how to trick yourself out of procrastination mode.

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Ive been known to clean out an entire filing cabinet or water all the plants in the
office to avoid getting down to work. I cant always lick it but Ive gotten craftier
with myself. When I write, I now start with the ideas that come to mind first and
worry about openings and closings later. When Im fooling around with paperwork
or jumping from emails to phone calls to a project, I stop myself and say, "Okay,
take the next half-hour to make all your calls and at 10 oclock you are going to
clear off this desk and get down to that project."
Another trick is to dangle a little reward as an incentive, "I am going to take a
walk in an hour, so Im going to see if I can finish this task in that time." If the
project is complex or makes me anxious, I will look over the project goals and
then take a walk. During the walk I brainstorm ways to approach the project. The
fresh air and exercise helps me think more clearly and come back ready to write
things down. That next hour is usually my most productive.
"Show up ready to be no place else."
I recently heard Max Dixon, a speaking coach, make that comment on an
educational tape and it resonated with me. I know that if I am feeling
overwhelmed and disorganized its easy to be distracted when I am with people.
When Im meeting with a client or talking to my staff, I practice closing my mental
door on my to do list. By compartmentalizing the work I have to do from the
interactions I have with other people, I can be fully present. Its the most
important "to do" any of us has.

WHAT MAKES A GREAT MANAGER

by Gerard M Blair
The first steps to becoming a really great manager are simply common sense; but
common sense is not very common. This article suggests some common-sense ideas on
the subject of great management.
The major problem when you start to manage is that you do not actually think about
management issues because you do not recognize them. Put simply, things normally go
wrong not because you are stupid but only because you have never thought about it.
Management is about pausing to ask yourself the right questions so that your common
sense can provide the answers.
When you gain managerial responsibility, your first option is the easy option: do what is
expected of you. You are new at the job, so people will understand. You can learn
(slowly) by your mistakes and probably you will try to devote as much time as possible
to the rest of your work (which is what your were good at anyway). Those extra little
"management" problems are just common sense, so try to deal with them when they
come up.
Your second option is far more exciting: find an empty telephone box, put on a cape and
bright-red underpants, and become a SuperManager.
When you become a manager, you gain control over your own work; not all of it, but
some of it. You can change things. You can do things differently. You actually have the
authority to make a huge impact upon the way in which your staff work. You can shape
your own work environment.

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In a large company, your options may be limited by the existing corporate culture - and
my advice to you is to act like a crab: face directly into the main thrust of corporate
policy, and make changes sideways. You do not want to fight the system, but rather to
work better within it. In a small company, your options are possibly much wider (since
custom is often less rigid) and the impact that you and your team has upon the company's
success is proportionately much greater. Thus once you start working well, this will be
quickly recognized and nothing gains faster approval than success. But wherever you
work, do not be put off by the surprise colleagues will show when you first get serious
about managing well.

STARTING A REVOLUTION
The idea of starting alone, however, may be daunting to you; you may not see yourself as
a David against the Goliath of other peoples' (low) expectations. The bad news is that you
will meet resistance to change. Your salvation lies in convincing your team (who are most
effected) that what you are doing can only do them good, and in convincing everyone
else that it can do them no harm. The good news is that soon others might follow you.
There is precedent for this. For instance, when a British firm called Unipart wanted to
introduce Japanese methods (Honda's to be precise) into their Oxford plan (The
Economist - 11th April 1992 - page 89) they sent a small team to Japan to learn what
exactly this meant. On their return, they were mocked by their workmates who saw them
as management pawns. So instead they were formed into their own team and sent to work
in a corner of the plant where they applied their new knowledge in isolation. Slowly, but
surely, their example (and missionary zeal) spread through the factory and changes
followed. Now Unipart have opened a new factory and the general manger of the first
factory attributes the success to "releasing talent already on the shop floor". Of course
one can always find case studies to support any management idea, but it does exemplify
the potential of a small cell of dedicated zealots - led by you.

THREE FACES OF A MANAGER

The manger of a small team has three major roles to play:

Planner
A Manager has to take a long-term view; indeed, the higher you rise, the further you will
have to look. While a team member will be working towards known and established
goals, the manager must look further ahead so that these goals are selected wisely. By
thinking about the eventual consequences of different plans, the manager selects the
optimal plan for the team and implements it. By taking account of the needs not only of
the next project but the project after that, the manager ensures that work is not repeated
nor problems tackled too late, and that the necessary resources are allocated and
arranged.

Provider
The Manager has access to information and materials which the team needs. Often he/she
has the authority or influence to acquire things which no one else in the team could. This
role for the manager is important simply because no one else can do the job; there is
some authority which the manager holds uniquely within the team, and the manager must
exercise this to help the team to work.

Protector
The team needs security from the vagaries of less enlightened managers. In any company,
there are short-term excitements which can deflect the work-force from the important
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issues. The manager should be there to guard against these and to protect the team. If a
new project emerges which is to be given to your team, you are responsible for costing it
(especially in terms of time) so that your team is not given an impossible deadline. If
someone in your team brings forward a good plan, you must ensure that it receives a fair
hearing and that your team knows and understands the outcome. If someone is in your
team has a problem at work, you have to deal with it.

Version Two
That was rather formal. If you like formal, then you are happy. If you do not like formal
then here is an alternative answer, a manager should provide:

VISION - VALUES - VERVE

Vision in that the future must be seen and communicated to the team; Values in that the
team needs a unifying code of practice which supports and enhances co-operation; Verve
in that positive enthusiasm is the best way of making the work exciting and fun. If you do
not think your work is exciting, then we have found a problem. A better word than Verve
might be Chutzpah (except that it does not begin with a "V") which means "shameless
audacity". Is that not refreshing? Inspiring even? A manager should dare to do what
he/she has decided to do and to do it with confidence and pride.

VISION
One of the most cited characteristics of successful managers is that of vision. Of all the
concepts in modern management, this is the one about which the most has been written.
Of course different writters use it in different ways. One usage brings it to mean
clairvoyance as in: "she had great vision in foreseeing the demise of that market". This
meaning is of no use to you since crystal balls are only validated by hindsight and this
article is concerned with your future.
The meaning of vision which concerns you as a manager is: a vivid idea of what the
future should be. This has nothing to do with prediction but everything to do with hope. It
is a focus for the team's activity, which provides sustained long-term motivation and
which unites your team. A vision has to be something sufficiently exciting to bind your
team with you in common purpose. This implies two things:
you need to decide where your team is headed
you have to communicate that vision to them
Communicating a vision is not simply a case of painting it in large red letters across your
office wall (although, as a stunt, this actually might be quite effective), but rather
bringing the whole team to perceive your vision and to begin to share it with you. A
vision, to be worthy, must become a guiding principle for the decision and actions of your
group.
Now, this vision thing, it is still a rather nebulous concept, hard to pin down, hard to
define usefully; a vision may even be impractical (like "zero defects"). And so there is an
extra stage which assists in its communication: once you have identified your vision, you
can illustrate it with a concrete goal, a mission. Which leads to the creation of the famous
"mission statement". Let us consider first what is a mission, and then return to a vision.
A mission has two important qualities:

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it should be tough, but achievable given sufficient effort

it must be possible to tell when it has been achieved
To maintain an impetus, it might also have a time limit so that people can pace their
activity rather than getting winded in the initial push. The scope of your vision depends
upon how high you have risen in the management structure, and so also does the time
limit on your mission statement. Heads of multinational corporations must take a longer
view of the future than the project leader in divisional recruitment; the former may be
looking at a strategy for the next twenty-five years, the latter may be concerned with
attracting the current crop of senior school children for employment in two-three years.
Thus a new manager will want a mission which can be achieved within one or two years.
If you are stuck for a mission, think about using Quality as a focus since this is something
on which you can build. Similarly, any aspects of great management which are not
habitual in your team at the moment could be exemplified in a mission statement. For
instance, if your team is in product design, your mission might be to fully automate the
test procedures by the next product release; or more generally, your team mission might
be to reduce the time spent in meetings by half within six months.
Once you have established a few possible mission statements, you can try to
communicate (or decide upon) your vision. This articulates your underlying philosophy in
wanting the outcomes you desire. Not, please note, the ones you think you should desire
but an honest statement of personal motivation; for it is only the latter which you will
follow with conviction and so of which you will convince others. In general, your vision
should be unfinishable, with no time limit, and inspirational; it is the driving force which
continues even when the mission statement has been achieved. Even so, it can be quite
simple: Walt Disney's vision was "to make people happy". As a manager, yours might be
something a little closer to your own team: mine is "to make working here exciting".
There is no real call to make a public announcement of your vision or to place it on the
notice board. Such affairs are quite common now, and normally attract mirth and disdain.
If your vision is not communicated to your team by what you say and do, then you are
not applying it yourself. It is your driving motivation - once you have identified it, act on
it in every decision you make.

PRESCIENCE
Prescience is something for which you really have to work at. Prescience is having
foreknowledge of the future. Particularly as a Protector, you have to know in advance the
external events which impact upon your team. The key is information and there are three
type:
information you hear (tit-bits about travel, meetings, etc)
information you gather (minutes of meetings, financial figure, etc)
information you infer (if this happens then my team will need ...)
Information is absolutely vital. Surveys of decision making in companies reveal that the
rapid and decisive decisions normally stem not from intuitive and extraordinary
leadership but rather from the existence of an established information system covering
the relevant data. Managers who know the full information can quickly reach an informed
decision.

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The influences upon you and your team stem mostly from within the company and this is
where you must establish an active interest. Let us put that another way: if you do not
keep your eyes open you are failing in your role as Protector to you team. Thus if your
manager comes back from an important meeting, sit down with him/her afterwards and
have a chat. There is no need to employ subterfuge, merely ask questions. If there are
answers, you hear them; if there are none, you know to investigate elsewhere. If you can
provide your manager with suggestions/ideas then you will benefit from his/her gratitude
and future confidence(s). You should also talk to people in other departments; and never
forget the secretaries who are normally the first to know everything.
Now some people love this aspect of the job, it makes them feel like politicians or
espionage agents; others hate it, for exactly the same reasons. The point is that it must be
done or you will be unprepared; but do not let it become a obsession.
Gathering information is not enough on its own: you have to process it and be aware of
implications. The trick is to try to predict the next logical step from any changes you see.
This can get very complicated, so try to restrict yourself to guessing one step only. Thus
if the sales figures show a tailing off for the current product (and there are mutterings
about the competition) then if you are in development, you might expect to be pressured
for tighter schedules; if you are in publicity, then there may soon be a request for launch
material; if you are in sales, you might be asked to establish potential demand and
practical pricing levels. Since you know this, you can have the information ready (or a
schedule defence prepared) for when it is first requested, and you and your team will
shine.
Another way of generating information is to play "what if" games. There are dreadfully
scientific ways of performing this sort of analysis, but reasonably you do not have the
time. The sort of work this article is suggesting is that you, with your team or other
managers (or both), play "what if" over coffee now and then. All you have to do is to
postulate a novel question and see how it runs.
A productive variation on the "what if" game is to ask: "what can go wrong?" By
deliberately trying to identify potential problems at the onset, you will prevent many and
compensate for many more. Set aside specific time to do this type of thinking. Call it
contingency planning and put in in your diary as a regular appointment.

FLEXIBILITY
One of the main challenges in management is in avoiding pat answers to everyday
questions. There is nothing so dull, for you and your team, as you pulling out the same
answer to every situation. It is also wrong. Each situation, and each person, is unique and
no text-book answer will be able to embrace that uniqueness - except one: you are the
manager, you have to judge each situation with a fresh eye, and you have to create the
response. Your common sense and experience are your best guide in analysing the
problem and in evolving your response.
Even if the established response seems suitable, you might still try something different.
This is simple Darwinism. By trying variations upon standard models, you evolve new
and potentially fitter models. If they do not work, you do not repeat them (although they
might be tried in other circumstances); if they work better, then you have adapted and
evolved.
This deliberate flexibility is not just an academic exercise to find the best answer. The
point is that the situation and the environment are continually changing; and the rate of
change is generally increasing with advancing technology. If you do not continually adapt
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(through experimentation) to accommodate these changes, then the solution which used
to work (and which you still habitually apply) will no longer be appropriate. You will
become the dodo. A lack of flexibility will cause stagnation and inertia. Not only do you
not adapt, but the whole excitement of your work and your team diminish as fresh ideas
are lacking or lost.
Without detracting from the main work, you can stimulate your team with changes of
focus. This includes drives for specific quality improvements, mission statements, team
building activities, delegated authority, and so on. You have to decide how often to "raise
excitement" about new issues. On the one hand, too many focuses may distract or prevent
the attainment of any one; on the other hand, changes in focus keep them fresh and
maintain the excitement.
By practising this philosophy yourself, you also stimulate fresh ideas from your team
because they see that it is a normal part of the team practice to adopt and experiment with
innovation. Thus not only are you relieved of the task of generating the new ideas, but
also your team acquire ownership in the whole creative process.
The really good news is that even a lousy choice of focus can have a beneficial effect.
The most famous experiments in management studies were conducted between 1927 and
1932 by E Mayo and others at the Hawthorne works of the Western Electric Company in
Chicago. The study was originally motivated by a failed experiment to determine the
effect of lighting conditions on the production rates of factory workers. This experiment
"failed" because when the lighting conditions were changed for the experimental group,
production also increased in the control group where no changes had been made.
Essentially, Mayo took a small group of workers and varied different conditions (number
and duration of breaks, shorter hours, refreshments, etc) to see how these actually
affected production. The problem was not that production was uneffected but rather that
whatever Mayo did, production increased; even when conditions were returned to the
original ones, production increased.
After many one-to-one interviews, Mayo deduced that the principal effect of his
investigations had been to establish a team spirit amongst the group of workers. The girls
(sic) who had formally worked with large numbers of others were now a small team, they
were consulted on the experiments, and the researchers displayed a keen interest in the
way the girls were working and feeling about their work. Thus their own involvement
and the interest shown in them were the reasons for the girl's increased productivity.
By providing changes of focus you build and motivate your team. For if you show in
these changes that you are actively working to help them work, then they will feel that
their efforts are recognized. If you also include their ideas in the changes, then they will
feel themselves to be a valued part of the team. If you pace these changes correctly, you
can stimulate "multiple Hawthorne effects" and continually increase productivity. And
notice, this is not slave driving. The increased productivity of a Hawthorne effect comes
from the enthusiasm of the workforce; they actually want to work better.

A GENERAL APPROACH
In management there is always a distant tune playing in the background. Once you hear
this tune, you will start humming it to yourself: in the shower, in the boardroom, on the
way to work, when watching the sunrise. It is a simple tune which repeats again and
again in every aspect of your managerial life; if goes:

PLAN - MONITOR - REVIEW

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Before you start any activity you must STOP and THINK about it: what is the objective,
how can it be achieved, what are the alternatives, who needs to be involved, what will it
cost, is it worth doing? When you have a plan you should STOP and THINK about how
to ensure that your plan is working. You must find ways of monitoring your progress,
even if it is just setting deadlines for intermediate stages, or counting customer replies, or
tracking the number of soggy biscuits which have to be thrown away, whatever: choose
something which displays progress and establish a procedure to ensure that happens. But
before you start, set a date on which you will STOP again and reTHINK your plan in the
light of the evidence gathered from the monitoring.
Whenever you have something to do, consider not only the task but first the method.
Thus if there is a meeting to decide the marketing slogan for the new product you should
initially ignore anything to do with marketing slogans and decide: 1) how should the
meeting be held, 2) who can usefully contribute, 3) how will ideas be best generated, 4)
what criteria are involved in the decision, 5) is there a better way of achieving the same
end, 6) etc. If you resolve these points first, all will be achieved far more smoothly. Many
of these decisions do not have a single "right" answer, the point is that they need to have
"an" answer so that the task is accomplished efficiently. It is the posing of the questions
in the first place which will mark you out as a really great manager - the solutions are
available to you through common sense.
Once the questions are posed, you can be creative. For instance, "is there a better way of
producing a new slogan?" could be answered by a quick internal competition within the
company (answers on a postcard by tomorrow at noon) asking everybody in the company
to contribute an idea first. This takes three minutes and a secretary to organise, it provides
a quick buzz of excitement throughout the whole company, it refocuses everyone's mind
on the new product and so celebrates its success, all staff feel some ownership of the
project, and you start the meeting with several ideas either from which to select a winner
or to use as triggers for further brainstorming. Thus with a simple -- pause -- from the
helter-skelter of getting the next job done, and a moment's reflection, you can expedite the
task and build team spirit throughout the entire company.
It is worth stressing the relative importance of the REVIEW. In an ideal world where
managers are wise, information is unambiguous and always available, and the changes in
life are never abrupt or large; it would be possible for you to sit down and to plan the
strategy for your group. Unfortunately, managers are mortals, information is seldom
complete and always inaccurate (or too much to assimilate), and the unexpected always
arrives inconveniently. The situation is never seen in black and white but merely in a fog
of various shades of grey. Your planning thus represents no more than the best guess you
can make in the current situation; the review is when you interpret the results to deduce
the emerging, successful strategy (which might not be the one you had expected). The
review is not merely to fine-tune your plan, it is to evaluate the experiment and to
incorporate the new, practical information which you have gathered into the creation of
the next step forward; you should be prepared for radical changes.

LEADERSHIP
There is a basic problem with the style of leadership advocated in this article in that
nearly every historic "Leader" one can name has had a completely different approach;
Machiavelli did not advocate being a caring Protector as a means of becoming a great
leader but rather that a Prince ought to be happy with "a reputation for being cruel in
order to keep his subjects unified and loyal". Your situation, however, is a little different.
You do not have the power to execute, nor even to banish. The workforce is rapidly
gaining in sophistication as the world grows more complex. You cannot effectively
control through fear, so you must try another route. You could possibly gain compliance
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and rule your team through edict; but you would lose their input and experience, and gain
only the burdens of greater decision making. You do not have the right environment to be
a despot; you gain advantage by being a team leader.
A common mistake about the image of a manager is that they must be loud, flamboyant,
and a great drinker or golfer or racket player or a great something social to draw people
to them. This is wrong. In any company, if you look hard enough, you will find quiet
modest people who manager teams with great personal success. If you are quiet and
modest, fear not; all you need is to talk clearly to the people who matter (your team) and
they will hear you.
The great managers are the ones who challenge the existing complacency and who are
prepared to lead their teams forward towards a personal vision. They are the ones who
recognise problems, seize opportunities, and create their own future. Ultimately, they are
the ones who stop to think where they want to go and then have the shameless audacity to
set out.

The Human Factor

by Gerard M Blair
In the management of a small team, the human factor is crucial to success. This article
considers possible motivators and a simple framework for dealing with people.
When you are struggling with a deadline or dealing with delicate decisions, the last thing
you want to deal with is "people". When the fight is really on and the battle is undecided,
you want your team to act co-operatively, quickly, rationally; you do not want a
disgruntled employee bitching about life, you do not want a worker who avoids work,
you do not want your key engineer being tired all day because the baby cries all night.
But this is what happens, and as a manager you have to deal with it. Few "people
problems" can be solved quickly, some are totally beyond your control and can only be
contained; but you do have influence over many factors which affect your people and so
it is your responsibility to ensure that your influence is a positive one.
You can only underestimate the impact which you personally have upon the habits and
effectiveness of your group. As the leader of a team, you have the authority to sanction,
encourage or restrict most aspects of their working day, and this places you in a position
of power - and responsibility. This article looks briefly at your behaviour and at what
motivates people, because by understanding these you can adapt yourself and the work
environment so that your team and the company are both enriched. Since human
psychology is a vast and complex subject, we do not even pretend to explain it. Instead,
the article then outlines a simple model of behaviour and a systematic approach to
analysing how you can exert your influence to help your team to work.

Behaviour
Consider your behaviour. Consider the effect you would have if every morning after
coffee you walked over to Jimmy's desk and told him what he was doing wrong. Would
Jimmy feel pleased at your attention? Would he look forward to these little chats and
prepare simple questions to clarify aspects of his work? Or would he develop a Pavlovian
hatred for coffee and be busy elsewhere whenever you pass by? Of course you would
never be so destructive - provided you thought about it. And you must; for many
seemingly simple habits can have a huge impact upon your rapport with your team.

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Take another example: suppose (as a good supportive manager) you often give public
praise for independence and initiative displayed by your team, and suppose (as a busy
manager) you respond brusquely to questions and interruptions; think about it, what will
happen?
Probably your team will leave you alone. They will not raise problems (you will be left in
the dark), they will not question your instructions (ambiguities will remain), they will
struggle on bravely (and feel unsupported). Your simple behaviour may result in a
quagmire of errors, mis-directed activity and utter frustration. So if you do want to hear
about problems, tell the team so and react positively when you hear of problems in-time
rather than too-late.

Motivation
When thinking about motivation it is important to take the long-term view. What you
need is a sustainable approach to maintain enthusiasm and commitment from your team.
This is not easy; but it is essential to your effectiveness.
Classic work on motivation was undertaken by F. Herzberg in the 1950's when he
formulated the "Motivation-Hygiene" theory. Herzberg identified several factors, such as
salary levels, working conditions and company policy, which demotivated (by being
poor) rather that motivated (by being good). For example, once a fair level of pay is
established, money ceases to be a significant motivator for long term performance.
Herzberg called these the "Hygiene" factors to apply the analogy that if the washrooms
are kept clean, no one cares if they are scrubbed even harder. The point is that you can
not enhance your team's performance through these Hygiene factors - which is fortunate
since few team leaders have creative control over company organization or remuneration
packages. What you can influence is the local environment and particularly the way in
which you interact with your team.
The positive motivators identified by Herzberg are: achievement, recognition, the work
itself, responsibility, and advancement. These are what your team needs; loads-o-money
is nice but not nearly as good as being valued and trusted.

Achievement
As the manager, you set the targets - and in selecting these targets, you have a dramatic
effect upon your team's sense of achievement. If you make them too hard, the team will
feel failure; if too easy, the team feels little. Ideally, you should provide a series of targets
which are easily recognised as stages towards the ultimate completion of the task. Thus
progress is punctuated and celebrated with small but marked achievements. If you stretch
your staff, they know you know they can meet that challenge.

Recognition
Recognition is about feeling appreciated. It is knowing that what you do is seen and
noted, and preferably by the whole team as well as by you, the manager. In opposite
terms, if people do something well and then feel it is ignored - they will not bother to do
it so well next time (because "no one cares").
The feedback you give your team about their work is fundamental to their motivation.
They should know what they do well (be positive), what needs improving (be
constructive) and what is expected of them in the future (something to aim at). And while
this is common sense, ask yourself how many on your team know these things, right
now? Perhaps more importantly, for which of your team could you write these down now
(try it)?
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Your staff need to know where they stand, and how they are performing against your
(reasonable) expectations. You can achieve this through a structured review system, but
such systems often become banal formalities with little or no communication. The best
time to give feedback is when the event occurs. Since it can impact greatly, the feedback
should be honest, simple, and always constructive. If in doubt, follow the simple formula
of:
1. highlight something good
2. point out what needs improving
3. suggest how to improve
You must always look for something positive to say, if only to offer some recognition of
the effort which has been put into the work. When talking about improvements, be
specific: this is what is wrong, this is what I want/need, this is how you should work
towards it. Never say anything as unhelpful or uninformative as "do better" or "shape up"
- if you cannot be specific and say how, then keep quiet. While your team will soon
realize that this IS a formula, they will still enjoy the benefits of the information (and
training). You must not stint in praising good work. If you do not acknowledge it, it may
not be repeated simply because no one knew you approved.

The work itself

The work itself should be interesting and challenging. Interesting because this makes
your staff actually engage their attention; challenging because this maintains the interest
and provides a sense of personal achievement when the job is done. But few managers
have only interesting, challenging work to distribute: there is always the boring and
mundane to be done. This is a management problem for you to solve. You must actually
consider how interesting are the tasks you assign and how to deal with the boring ones.
Here are two suggestions.
Firstly, make sure that everyone (including yourself) has a share of the interesting and of
the dull. This is helped by the fact that what is dull to some might be new and fascinating
to others - so match tasks to people, and possibly share the worst tasks around. For
instance, taking minutes in meetings is dull on a weekly basis but quite
interesting/educational once every six weeks (and also heightens a sense of
responsibility). Secondly, if the task is dull perhaps the method can be changed - by the
person given the task. This turns dull into challenging, adds responsibility, and might
even improve the efficiency of the team.

Responsibility
Of all of Herzberg's positive motivators, responsibility is the most lasting. One reason is
that gaining responsibility is itself seen as an advancement which gives rise to a sense of
achievement and can also improve the work itself: a multiple motivation! Assigning
responsibility is a difficult judgement since if the person is not confident and capable
enough, you will be held responsible for the resulting failure. Indeed, delegating
responsibility deserves another article in itself (see the article on Delegation).

Advancement
There are two types of advancement: the long-term issues of promotion, salary rises, job
prospects; and the short-term issues (which you control) of increased responsibility, the
acquisition of new skills, broader experience. Your team members will be looking for the
former, you have to provide the latter and convince them that these are necessary (and
possibly sufficient) steps for the eventual advancement they seek. As a manager, you
must design the work assignment so that each member of the team feels: "I'm learning,
I'm getting on".
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Problems
We are going to look at a simple system for addressing people-problems. It is a step-bystep procedure which avoids complex psychological models (which few managers
can/should handle) and which focuses upon tangible (and so controllable) quantities.
One work of warning: this technique is often referred to as Behavioural Modification
(BM) and many balk at the connotations of management-directed mind control. Do not
worry. We are simply recognising that staff behaviour IS modified by the work
environment and by your influence upon it. The technique is merely a method for
analysing that influence to ensure that it is positive and to focus it to best use.
In any group of people there are bound to be problems - as a manager, you have to solve
or at least contain them. You ignore them at your peril. Such problems are usually
described in terms like: "Alex is just lazy" or "Brenda is a bad-tempered old has-been".
On the one hand, such people can poison the working environment; the other hand, these
descriptions are totally unhelpful.
The underlying philosophy of BM is that you should concentrate upon specific, tangible
actions over which you have influence. For instance "Alex is lazy" should be transformed
into "Alex is normally late with his weekly report and achieves less than Alice does in
any one week". Thus we have a starting point and something which can be measured. No
generalities; only specific, observable behaviour.
Before proceeding, it is worth checking that the problem is real - some "problems" are
more appearance than substance, some are not worth you time and effort. So, stage 1 is to
monitor the identified problem to check that it is real and to seek simple explanations.
For instance Alex might still be helping someone with his old job.
Stage 2 is often missed - ask Alex for his solution. This sort of interview can be quite
difficult because you run the danger of making personal criticism. Now you may feel that
Alex deserves criticism, but does it actually help? Your objective is to get Alex to work
well, not to indulge in personal tyranny. If you make it personal, Alex will be defensive.
He will either deny the problem, blame someone else, blame the weather, tell you that he
knows best or some combination of the above. If, on the other hand, you present the
situation in terms of the specific events, you can focus upon Alex's own view of the
problem (why is this happening?) and Alex's own solution (what can Alex do about it can you help?).
Stage 2 will sometimes be sufficient. If Alex had not realised there was a problem, he
might act quickly to solve it. If he had thought his behaviour would pass unnoticed, he
now knows differently. By giving Alex the responsibility for solving his own problem,
you can actually motivate him beyond the specific problem: he may suggest on improved
reporting system, or a short training course to deal with a technical short-coming. Finally,
the demonstration alone that you are interested in Alex's work may be enough to make
him improve. Never assume that you know better, always ask first - then if no solution is
forthcoming, proceed to ...
Stage 3 is the analysis stage and is based upon a simple model of behaviour: every action
is preceded by a trigger, and is followed by a consequence or payoff. Thus baby is hungry
(trigger), baby wails (action), baby gets fed (payoff); or the report is due today (trigger),
Alex goes for coffee break "to think about it" (action), Alex has a relaxing afternoon
(payoff).

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Sometimes, good behaviour is blocked by negative payoffs. For instance, if every time
Clive informs his boss Diane about a schedule change (action), Diane vents her
annoyance on Clive (payoff), then Clive will be less inclined to approach Diane with
information in the future. One of the problems with communication in Ancient Greece
was that the bearer of bad news was often executed.
Once you have analysed the problem, stage 4 is to find a solution. With most peopleproblems at work, you will find that the "bad" behaviour is reinforced by a payoff which
that person finds attractive. There are two solutions: 1) modify the payoff either by
blocking it, or by adding another consequence which is negative, or 2) create a positive
payoff for the alternative, desired "good" behaviour. In the long term, the latter is
preferable since it is better for motivation to offer encouragement rather than reprimand;
optimally you should implement both.
This is where you have to be creative. BM provides a manageable focus and a framework
for analysis; you, as manager, must provide the solution. It is best to work on one
problem at a time because this simplifies the analysis. Further, by addressing one, other
related problems are often affected also. Let us consider "late reporting". Firstly, add a
negative consequence to Alex's current behaviour. State explicitly that you need the
report by 3.30 on Friday (so that you can prepare your weekly schedule update) - and, if
this does not happen, summon Alex at four o'clock to demand the report before he leaves
for the weekend. This will probably ruin his "hour before the weekend" and he will wish
to avoid it. Secondly, if Alex does get the report in by 3.30 make a habit of responding to
it on Monday morning: if there is an issue raised, help Alex to solve it; if there is a
schedule change, talk it over - but make it clear (say it) that you are only able to do this
because you had time on Friday to read over his report. Thus Alex learns that he will
receive help and support IF he gets the report in on time.
Stage 5 is necessary because such plans do not always work. You must continue to
monitor the problem and after a trial period, review your progress. If the plan is working,
continue; if the plan has failed, devise a new one; if the plan has worked, look for a new
problem to solve.

Where to Seek Solutions

The range of problems is so large, that it is impossible to offer more than generalities as
advise. Each person is different, each situation is different, so each solution must be
carefully crafted. This being said, here are a few ideas.
Look for aspects of motivation - any problem which stems from lack of commitment or
interest can only successfully be addressed by providing motivation, and any of the
motivators described earlier can be applied.
Be flexible with regards to personal problems. No parent is immune to the "joys" of a
new born baby, no one is uneffected by bereavement. When circumstances and the human
factor impinge upon your ordered plans, adapt; since you cannot change it, work with it.
Focus upon the problem (say, schedule slippage) and deal with that in the existing
situation. For instance if you sanction half a day's "sick-leave" to see a solicitor, you
might save a week's worry and distraction.
On a larger scale, look carefully at the "systems" which exist in your team, at those work
practices which you and they follow through habit. Some of these can work against you,
and the team. For instance, the way you hold team meetings may suppress contributions
(at 4 o'clock on a Friday, say); the way you reward the exceptional may demotivate those
responsible for the mundane.
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Take a long term view. Constant pressure will eventually destroy your team members. If
you acknowledge that a relaxed yet engaged workforce is (say) 10% more efficient than
one which is over-stressed and fretful, then you should realize that this amounts to half-aday per week. So why not devote half-a-day to: peer-group teaching, brainstorming on
enhanced efficiency, visits to customers (internal and external), guest lectures on work
tools, or all four on a four-weekly cycle. You lose nothing if you gain a skilled,
committed, enthusiastic team.
Finally, look carefully at how you behave and whether the current situation is due to your
previous inattention to the human factor: you might be the problem, and the solution.

Groups that Work

by Gerard M Blair
Groups form a basic unit of work activity throughout engineering and yet the underlying
process is poorly managed. This article looks at the basics of group work and suggests
ways to accelerate development.
In the beginning, God made an individual - and then he made a pair. The pair formed a
group, together they begat others and thus the group grew. Unfortunately, working in a
group led to friction, the group disintegrated in conflict and Caian settled in the land of
Nod - there has been trouble with groups ever since.
When people work in groups, there are two quite separate issues involved. The first is the
task and the problems involved in getting the job done. Frequently this is the only issue
which the group considers. The second is the process of the group work itself: the
mechanisms by which the group acts as a unit and not as a loose rabble. However,
without due attention to this process the value of the group can be diminished or even
destroyed; yet with a little explicit management of the process, it can enhance the worth
of the group to be many times the sum of the worth of its individuals. It is this synergy
which makes group work attractive in corporate organization despite the possible
problems (and time spent) in group formation.
This article examines the group process and how it can best be utilized. The key is that
the group should be viewed as an important resource whose maintenance must be
managed just like any other resource and that this management should be undertaken by
the group itself so that it forms a normal part of the group's activities.

What is a Group?
A group of people working in the same room, or even on a common project, does not
necessarily invoke the group process. If the group is managed in a totally autocratic
manner, there may be little opportunity for interaction relating to the work; if there is
factioning within the group, the process may never evolve. On the other hand, the group
process may be utilized by normally distant individuals working on different projects; for
instance, at IEE colloquia.
In simple terms, the group process leads to a spirit of cooperation, coordination and
commonly understood procedures and mores. If this is present within a group of people,
then their performance will be enhanced by their mutual support (both practical and
moral). If you think this is a nebulous concept when applied to the world of industry,
consider the opposite effect that a self-opinionated, cantankerous loud-mouth would have

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on your performance and then contrast that to working with a friendly, open, helpful
associate.

Why a Group?
Groups are particularly good at combining talents and providing innovative solutions to
possible unfamiliar problems; in cases where there is no well established
approach/procedure, the wider skill and knowledge set of the group has a distinct
advantage over that of the individual.
In general, however, there is an overriding advantage in a group-based work force which
makes it attractive to Management: that it engenders a fuller utilization of the work force.
A group can be seen as a self managing unit. The range of skills provided by its members
and the self monitoring which each group performs makes it a reasonably safe recipient
for delegated responsibility. Even if a problem could be decided by a single person, there
are two main benefits in involving the people who will carry out the decision. Firstly, the
motivational aspect of participating in the decision will clearly enhance its
implementation. Secondly, there may well be factors which the implementer understands
better than the single person who could supposedly have decided alone.
More indirectly, if the lowest echelons of the workforce each become trained, through
participation in group decision making, in an understanding of the companies objectives
and work practices, then each will be better able to solve work-related problems in
general. Further, they will also individually become a safe recipient for delegated
authority which is exemplified in the celebrated right of Japanese car workers to halt the
production line.
From the individual's point of view, there is the added incentive that through belonging to
a group each can participate in achievements well beyond his/her own individual
potential. Less idealistically, the group provides an environment where the individual's
self-perceived level of responsibility and authority is enhanced, in an environment where
accountability is shared: thus providing a perfect motivator through enhanced self-esteem
coupled with low stress.
Finally, a word about the much vaunted "recognition of the worth of the individual"
which is often given as the reason for delegating responsibility to groups of subordinates.
While I agree with the sentiment, I am dubious that this is a prime motivator - the bottom
line is that the individual's talents are better utilized in a group, not that they are
wonderful human beings.

Group Development
It is common to view the development of a group as having four stages:
1. Forming
2. Storming
3. Norming
4. Performing
Forming is the stage when the group first comes together. Everybody is very polite and
very dull. Conflict is seldom voiced directly, mainly personal and definitely destructive.
Since the grouping is new, the individuals will be guarded in their own opinions and
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generally reserved. This is particularly so in terms of the more nervous and/or

subordinate members who may never recover. The group tends to defer to a large extent
to those who emerge as leaders (poor fools!).
Storming is the next stage, when all Hell breaks loose and the leaders are lynched.
Factions form, personalities clash, no-one concedes a single point without first fighting
tooth and nail. Most importantly, very little communication occurs since no one is
listening and some are still unwilling to talk openly. True, this battle ground may seem a
little extreme for the groups to which you belong - but if you look beneath the veil of
civility at the seething sarcasm, invective and innuendo, perhaps the picture come more
into focus.
Then comes the Norming. At this stage the sub-groups begin to recognize the merits of
working together and the in-fighting subsides. Since a new spirit of co-operation is
evident, every member begins to feel secure in expressing their own view points and
these are discussed openly with the whole group. The most significant improvement is
that people start to listen to each other. Work methods become established and recognized
by the group as a whole.
And finally: Performing. This is the culmination, when the group has settled on a system
which allows free and frank exchange of views and a high degree of support by the group
for each other and its own decisions.
In terms of performance, the group starts at a level slightly below the sum of the
individuals' levels and then drops abruptly to its nadir until it climbs during Norming to a
new level of Performing which is (hopefully) well above the start. It is this elevated level
of performance which is the main justification for using the group process rather than a
simple group of staff.

Group Skills
The group process is a series of changes which occur as a group of individuals form into
a cohesive and effective operating unit. If the process is understood, it can be accelerated.
There are two main sets of skills which a group must acquire:
Managerial Skills
Interpersonal Skills
and the acceleration of the group process is simply the accelerated acquisition of these.
As a self-managing unit, a group has to undertake most of the functions of a Group
Leader - collectively. For instance, meetings must be organized, budgets decided,
strategic planning undertaken, goals set, performance monitored, reviews scheduled, etc.
It is increasingly recognized that it is a fallacy to expect an individual to suddenly assume
managerial responsibility without assistance; in the group it is even more so. Even if
there are practiced managers in the group, they must first agree on a method, and then
convince and train the remainder of the group.
As a collection of people, a group needs to relearn some basic manners and peoplemanagement skills. Again, think of that self-opinionated, cantankerous loud-mouth;
he/she should learn good manners, and the group must learn to enforce these manners
without destructive confrontation.

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Accelerating Development
It is common practice in accelerating group development to appoint, and if necessary
train, a "group facilitator". The role of this person is to continually draw the groups'
attention to the group process and to suggest structures and practices to support and
enhance the group skills. This must be only a short-term training strategy, however, since
the existence of a single facilitator may prevent the group from assuming collective
responsibility for the group process. The aim of any group should be that facilitation is
performed by every member equally and constantly. If this responsibility is recognised
and undertaken from the beginning by all, then the Storming phase may be avoided and
the group development passed straight into Norming.
The following is a set of suggestions which may help in group formation. They are
offered as suggestions, no more; a group will work towards its own practices and norms.

Focus
The two basic foci should be the group and the task.
If something is to be decided, it is the group that decides it. If there is a problem, the
group solves it. If a member is performing badly, it is the group who asks for change.
If individual conflicts arise, review them in terms of the task. If there is initially a lack of
structure and purpose in the deliberations, impose both in terms of the task. If there are
disputes between alternative courses of action, negotiate in terms of the task.

Clarification
In any project management, the clarity of the specification is of paramount importance in group work it is exponentially so. Suppose that there is a 0.8 chance of an individual
understanding the task correctly (which is very high). If there are 8 members in the group
then the chance of the group all working towards that same task is 0.17. And the same
reasoning hold for every decision and action taken throughout the life of the group.
It is the first responsibility of the group to clarify its own task, and to record this
understanding so that it can be constantly seen. This mission statement may be revised or
replaced, but it should always act as a focus for the groups deliberations and actions.

The mouse
In any group, there is always the quiet one in the corner who doesn't say much. That
individual is the most under utilized resource in the whole group, and so represents the
best return for minimal effort by the group as a whole. It is the responsibility of that
individual to speak out and to contribute. It is the responsibility of the group to encourage
and develop that person, to include him/her in the discussion and actions, and to provide
positive reinforcement each time that happens.

The loud-mouth
In any group, there is always a dominant member whose opinions form a
disproportionate share of the discussion. It is the responsibility of each individual to
consider whether they are that person. It is the responsibility of the group to ask whether
the loud-mouth might like to summarize briefly, and then ask for other views.

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The written record

Often a decision which is not recorded will become clouded and have to be rediscused.
This can be avoided simply by recording on a large display (where the group can clearly
see) each decision as it is made. This has the further advantage that each decision must be
expressed in a clear and concise form which ensures that it is clarified.

Feedback (negative)
All criticism must be neutral: focused on the task and not the personality. So rather than
calling Johnie an innumerate moron, point out the error and offer him a calculator. It is
wise to adopt the policy of giving feedback frequently, especially for small things - this
can be couched as mutual coaching, and it reduces the destructive impact of criticism
when things go badly wrong.
Every criticism must be accompanied by a positive suggestion for improvement.

Feedback (positive)
If anyone does something well, praise it. Not only does this reenforce commendable
actions, but it also mollifies the negative feedback which may come later. Progress in the
task should be emphasised.

Handling failure
The long term success of a group depends upon how it deals with failure. It is a very
British tendency to brush off failure and to get on with the next stage with no more than a
mention - it is a very foolish tendency. Any failure should be explored by the group. This
is not to attribute blame (for that is shared by the whole group as an individual only acts
with delegated responsibility), but rather to examine the causes and to devise a
mechanism which either monitors against or prevents repetition. A mistake should only
happen once if it is treated correctly.
One practise which is particularly useful is to delegate the agreed solution to the
individual or sub-group who made the original error. This allows the group to
demonstrate its continuing trust and the penitent to make amends.

Handling deadlock
If two opposing points of view are held in the group then some action must be taken.
Several possibly strategies exist. Each sub-group could debate from the other sub-group's
view-point in order to better understand it. Common ground could be emphasised, and
the differences viewed for a possible middle or alternative strategy. Each could be
debated in the light of the original task. But firstly the group should decide how much
time the debate actually merits and then guillotine it after that time - then, if the issue is
not critical, toss a coin.

Sign posting
As each small point is discussed, the larger picture can be obscured. Thus it is useful
frequently to remind the group: this is where we came from, this is where we got to, this
is where we should be going.

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Avoid single solutions

First ideas are not always best. For any given problem, the group should generate
alternatives, evaluate these in terms of the task, pick one and implement it. But most
importantly, they must also monitor the outcome, schedule a review and be prepared to
change the plan.

Active communication
Communication is the responsibility of both the speaker and the listener. The speaker
must actively seek to express the ideas in a clear and concise manner - the listener must
actively seek to understand what has been said and to ask for clarification if unsure.
Finally, both parties must be sure that the ideas have been correctly communicated
perhaps by the listener summarizing what was said in a different way.

Conclusion
Groups are like relationships - you have to work at them. In the work place, they
constitute an important unit of activity but one whose support needs are only recently
becoming understood. By making the group itself responsible for its own support, the
responsibility becomes an accelerator for the group process. What is vital, is that these
needs are recognized and explicitly dealt with by the group. Time and resources must be
allocated to this by the group and by Management, and the group process must be
planned, monitored and reviewed just like any other managed process.

Presentation Skills for Emergent Managers

Presentations are one of the first managerial skills which a junior engineer must acquire.
This article looks at the basics of Presentation Skills as they might apply to an emergent
manager.

Introduction
Management is the art of getting things done. A Presentation is a fast and potentially
effective method of getting things done through other people. In managing any project,
presentations are used as a formal method for bringing people together to plan, monitor
and review its progress.
But let us look at this another way: what can a presentation do for you?
Firstly; it puts you on display. Your staff need to see evidence of decisive planning and
leadership so that they are confident in your position as their manager. They need to be
motivated and inspired to undertaking the tasks which you are presenting. Project leaders
from other sections need to be persuaded of the merits of your project and to provide any
necessary support. Senior management should be impressed by your skill and ability so
that they provide the resources so that you and your team can get the job done.
Secondly; it allows you to ask questions and to initiate discussion. It may not be suitable
within the presentation formats of your company to hold a discussion during the
presentation itself but it does allow you to raise the issues, present the problems and at
least to establish who amongst the audience could provide valuable input to your decision
making.

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Finally; presentations can be fun. They are your chance to speak your mind, to strut your
stuff and to tell the people what the world is really like. While you hold the stage, the
audience is bound by good manners to sit still and watch the performance.

The Objectives of Communication

The single most important observation is that the objective of communication is not the
transimission but the reception. The whole preparation, presentation and content of a
speech must therefore be geared not to the speaker but to the audience. The presentation
of a perfect project plan is a failure if the audience do not understand or are not persuaded
of its merits. A customers' tour is a waste of time if they leave without realising the full
worth of your product. The objective of communication is to make your message
understood and remembered.
The main problem with this objective is, of course, the people to whom you are talking.
The average human being has a very short attention span and a million other things to
think about. Your job in the presentation is to reach through this mental fog and to hold
the attention long enough to make your point.

The Plan
It is difficult to over estimate the importance of careful preparation. Five minutes on the
floor in front of senior management could decide the acceptance of a proposal of several
months duration for the manager and the whole team. With so much potentially at stake,
the presenter must concentrate not only upon the facts being presented but upon the style,
pace, tone and ultimately tactics which should be used. As a rule of thumb for an average
presentation, no less than 1 hour should be spent in preparation for 5 minutes of talking.
Suppose you have a talk to give, where do you start?

Formulate your Objectives

The starting point in planning any speech is to formulate a precise objective. This should
take the form of a simple, concise statement of intent. For example, the purpose of your
speech may be to obtain funds, to evaluate a proposal, or to motivate your team. No two
objectives will be served equally well by the same presentation; and if you are not sure at
the onset what you are trying to do, it is unlikely that your plan will achieve it.
One question is: how many different objectives can you achieve, in say, 30 minutes - and
the answer: not many. In the end it is far more productive to achieve one goal than to
blunder over several. The best approach is to isolate the essential objective and to list at
most two others which can be addressed providing they do not distract from the main
one. Focus is key. If you do not focus upon your objective, it is unlikely that the audience
will.

Identify the Audience

The next task is to consider the audience to determine how best to achieve your
objectives in the context of these people. Essentially this is done by identifying their aims
and objectives while attending your presentation. If you can somehow convince them
they are achieving those aims while at the same time achieving your own, you will find a
helpful and receptive audience. For instance, if you are seeking approval for a new
product plan from senior management it is useful to know and understand their main
objectives. If they are currently worried that their product range is out of date and old
fashioned, you would emphasise the innovative aspects of your new product; if they are
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fearful about product diversification you would then emphasise how well your new
product fits within the existing catalogue.
This principal of matching the audience aims, however, goes beyond the simple
salesmanship of an idea - it is the simplest and most effective manner of obtaining their
attention at the beginning. If your opening remarks imply that you understand their
problem and that you have a solution, then they will be flattered at your attention and
attentive to your every word.

Structure
All speeches should have a definite structure or format; a talk without a structure is a
woolly mess. If you do not order your thoughts into a structured manner, the audience
will not be able to follow them. Having established the aim of your presentation you
should choose the most appropriate structure to achieve it.
However, the structure must not get in the way of the main message. If it is too complex,
too convoluted or simply too noticeable the audience will be distracted. If a section is
unnecessary to the achievement of your fundamental objectives, pluck it out.

Sequential Argument
One of the simplest structures is that of sequential argument which consists of a series of
linked statements ultimately leading to a conclusion. However, this simplicity can only be
achieved by careful and deliberate delineation between each section. One technique is the
use of frequent reminders to the audience of the main point which have proceeded and
explicit explanation of how the next topic will lead on from this.

Hierarchical Decomposition
In hierarchical decomposition the main topic is broken down into sub-topics and each
sub-topics into smaller topics until eventually everything is broken down into very small
basic units. In written communication this is a very powerful technique because it allows
the reader to re-order the presentation at will, and to return to omitted topics at a later
date. In verbal communication the audience is restricted to the order of the presenter and
the hierarchy should be kept simple reinforced. As with sequential argument it is useful to
summarise each section at its conclusion and to introduce each major new section with a
statement of how it lies in the hierarchical order.

Question Orientated
The aim of many presentations given by managers is to either explain a previous decision
or to seek approval for a plan of action. In these cases, the format can be question
orientated. The format is to introduce the problem and any relevant background, and then
to outline the various solutions to that problem listing the advantages and disadvantages
of each solution in turn. Finally, all possible options are summarised in terms of their
pro's and con's, and either the preferred solution is presented for endorsement by the
audience or a discussion is initiated leading to the decision. One trick for obtaining the
desired outcome is to establish during the presentation the criteria by which the various
options are to be judged; this alone should allow you to obtain your desired outcome.

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Pyramid
In a newspaper, the story is introduced in its entirety in a catchy first paragraph. The next
few paragraphs repeat the same information only giving further details to each point. The
next section repeats the entire story again, but developing certain themes within each of
the sub-points and again adding more information. This is repeated until the reporter runs
out of story. The editor then simply decides upon the newsworthiness of the report and
cuts from the bottom to the appropriate number of column inches.
There are two main advantages to this style for presentations. Firstly, it can increase the
audiences receptiveness to the main ideas. Since at every stage of the pyramid they have
all ready become familiar with the ideas and indeed know what to expect next. This sense
of deja vu can falsely give the impression that what they are hearing are their own ideas.
The second advantage is that the duration of the talk can be easily altered by cutting the
talk in exactly the same way as the newspaper editor might have done to the news story.
This degree of flexibility may be useful if the same presentation is to be used several
times in different situations.

The Meaty Sandwich

The simplest and most direct format remains the meaty sandwich. This is the simple
beginning-middle-end format in which the main meat of the exposition is contained in the
middle and is proceeded by an introduction and followed by a summary and conclusion.
This is really the appropriate format for all small sub-sections in all the previous
structures. If the talk is short enough, or the topic simple enough, it can indeed form the
entirity of the presentation.

The Beginning
It is imperative to plan your beginning carefully; there are five main elements:

Get their attention

Too often in a speech, the first few minutes of the presentation are lost while people
adjust their coats, drift in with coffee and finish the conversation they were having with
the person next to them. You only have a limited time and every minute is precious to you
so, from the beginning, make sure they pay attention.

Establish a theme
Basically, you need to start the audience thinking about the subject matter of your
presentation. This can be done by a statement of your main objective, unless for some
reason you wish to keep it hidden. They will each have some experience or opinions on
this and at the beginning you must make them bring that experience into their own minds.

Present a structure
If you explain briefly at the beginning of a talk how it is to proceed, then the audience
will know what to expect. This can help to establish the theme and also provide
something concrete to hold their attention. Ultimately, it provides a sense of security in
the promise that this speech too will end.

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Create a rapport
If you can win the audience over in the first minute, you will keep them for the
remainder. You should plan exactly how you wish to appear to them and use the
beginning to establish that relationship. You may be presenting yourself as their friend, as
an expert, perhaps even as a judge, but whatever role you choose you must establish it at
the very beginning.

Administration
When planning your speech you should make a note to find out if there are any
administrative details which need to be announced at the beginning of your speech. This
is not simply to make yourself popular with the people organising the session but also
because if these details are over looked the audience may become distracted as they
wonder what is going to happen next.

The Ending
The final impression you make on the audience is the one they will remember. Thus it is
worth planning your last few sentences with extreme care.
As with the beginning, it is necessary first to get their attention, which will have
wandered. This requires a change of pace, a new visual aid or perhaps the introduction of
one final culminating idea. In some formats the ending will be a summary of the main
points of the talk. One of the greatest mistakes is to tell the audience that this is going to
be a summary because at that moment they simply switch off. Indeed it is best that the
ending comes unexpectedly with that final vital phrase left hanging in the air and ringing
round their memories. Alternatively the ending can be a flourish, with the pace and voice
leading the audience through the final crescendo to the inevitable conclusion.

Visual Aids
Most people expect visual reinforcement for any verbal message being delivered. While
it would be unfair to blame television entirely for this, it is useful to understand what the
audience is accustomed to, for two reasons: firstly, you can meet their expectations using
the overhead projector, a slide show, or even a video presentation; secondly, if you depart
from the framework of a square picture flashed before their eyes, and use a different
format, then that novelty will be most arresting. For instance, if you are describing the
four functions of a project manager then display the four "hats" he/she must wear; if you
are introducing the techniques of brainstorming then brandish a fishing rod to "fish for"
ideas.
With traditional visual aids however, there are a few rules which should be followed to
ensure they are used effectively. Most are common sense, and most are commonly
ignored. As with all elements of a speech, each different viewfoil should have a distinct
purpose - and if it has no purpose it should be removed. With that purpose firmly in mind
you should design the viewfoil for that purpose. Some viewfoils are there to reinforce the
verbal message and so to assist in recall; others are used to explain information which can
be more easily displayed than discussed: and some viewfoils are designed simply for
entertainment and thus to pace the presentation.
If your viewfoil is scruffy then your audience will notice that, and not what is written
upon it. Do not clutter a viewfoil or it will confuse rather than assist. Do not simply
photocopy information if there is more data on the page than you wish to present; in these
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cases, the data should be extracted before being displayed. Make sure that your writing
can be read from the back of the room. Talk to the audience, not the visual aid.

The Delivery
"The human body is truly fascinating - there are some I could watch all day" - Anon
Whatever you say and whatever you show; it is you, yourself which will remain the focus
of the audience's attention. If you but strut and fret your hour upon the stage and then are
gone, no-one will remember what you said. The presenter has the power both to kill the
message and to enhance it a hundred times beyond its worth. Your job as a manager is to
use the potential of the presentation to ensure that the audience is motivated and inspired
rather than disconcerted or distracted. There are five key facets of the human body which
deserve attention in presentation skills: the eyes, the voice, the expression, the
appearance, and how you stand.

The Eyes
The eyes are said to be the key to the soul and are therefore the first and most effective
weapon in convincing the audience of your honesty, openness and confidence in the
objectives of your presentation. This impression may of course be totally false, but here is
how to convey it.
Even when in casual conversation, your feelings of friendship and intimacy can be
evaluated by the intensity and duration of eye contact. During the presentation you
should use this to enhance your rapport with the audience by establishing eye contact
with each and every member of the audience as often as possible. For small groups this is
clearly possible but it can also be achieved in large auditoriums since the further the
audience is away from the presenter the harder it is to tell precisely where he or she is
looking. Thus by simply staring at a group of people at the back of a lecture theatre it is
possible to convince each of them individually that he or she is the object of your
attention. During presentations, try to hold your gaze fixed in specific directions for five
or six seconds at a time. Shortly after each change in position, a slight smile will
convince each person in that direction that you have seen and acknowledged them.

The Voice
After the eyes comes the voice, and the two most important aspects of the voice for the
public speaker are projection and variation. It is important to realise from the onset that
few people can take their ordinary conversation voice and put it on stage. If you can, then
perhaps you should move to Hollywood. The main difference comes in the degree of
feedback which you can expect from the person to whom you are talking. In ordinary
conversation you can see from the expression, perhaps a subtle movement of the eye,
when a word or phrase has been missed or misunderstood. In front of an audience you
have to make sure that this never happens. The simple advice is to slow down and to take
your time. Remember the audience is constrained by good manners not to interrupt you
so there is no need to maintain a constant flow of sound. A safe style is to be slightly
louder and slightly slower than a fire-side chat with slightly deaf aunt. As you get used to
the sound, you can adjust it by watching the audience.
A monotone speech is both boring and soporific, so it is important to try to vary the pitch
and speed of your presentation. At the very least, each new sub-section should be
proceeded by a pause and a change in tone to emphasise the delineation. If tonal variation
does not come to you naturally try making use of rhetorical questions throughout your
speech, since most British accents rise naturally at the end of a question.
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Expression
The audience watch your face. If you are looking listless or distracted then they will be
listless and distracted; if you are smiling, they will be wondering why and listen to find
out. In normal conversation your meaning is enhanced by facial reinforcement. Thus in a
speech you must compensate both for stage nerves and for the distance between yourself
and the audience. The message is quite simply: make sure that your facial expressions are
natural, only more so.

Appearance
There are many guides to management and presentation styles which lay heavy emphasis
upon the way you dress and in the last analysis this is a matter of personal choice. That
choice should however be deliberately made. When you are giving a presentation you
must dress for the audience, not for yourself; if they think you look out of place, then you
are.
As an aside, it is my personal opinion that there exists a code of conduct among engineers
which emphasizes the scruffy look, and that in many organisations this tends to set the
engineer apart, especially from management. It conveys the subliminal message that the
engineer and the manager are not part of the same group and so hinders communication.

Stance
When an actor initially learns a new character part, he or she will instinctively adopt a
distinct posture or stance to convey that character. It follows therefore that while you are
on stage, your stance and posture will convey a great deal about you. The least you must
do is make sure your stance does not convey boredom; at best, you can use your whole
body as a dynamic tool to reinforce your rapport with the audience.
The perennial problem is what to do with your hands. These must not wave aimlessly
through the air, or fiddle constantly with a pen, or (worst of all visually) juggle change in
your trouser pockets. The key is to keep your hands still, except when used in unison with
your speech. To train them initially, find a safe resting place which is comfortable for
you, and aim to return them there when any gesture is completed.

The Techniques of Speech

Every speaker has a set of "tricks of the trade" which he or she holds dear - the following
are a short selection of such advice taken from various sources.

Make an impression
The average audience is very busy: they have husbands and wives, schedules and
slippages, cars and mortgages; and although they will be trying very hard to concentrate
on your speech, their minds will inevitably stray. Your job is to do something, anything,
which captures their attention and makes a lasting impression upon them. Once you have
planned your speech and honed it down to its few salient points, isolate the most
important and devise some method to make it stick.

Repeat, Repeat
The average audience is very busy: they have husbands or wives etc, etc - but repetition
makes them hear. The average audience is easily distracted, and their attention will slip
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during the most important message of your speech - so repeat it. You don't necessarily
have to use the resonant tonal sounds of the repeated phrase, but simply make the point
again and again and again with different explanations and in different ways. The classic
advice of the Sergeant Major is: "First you tell 'em what you are going to tell 'em, then
you tell 'em, then you tell 'em what you told 'em!"

Draw a Sign
Research into teaching has yielded the following observation: "We found that students
who failed to get the point did so because they were not looking for it". If the audience
knows when to listen, they will. So tell them: the important point is ... .

Draw a Picture
The human brain is used to dealing with images, and this ability can be used to make the
message more memorable. This means using metaphors or analogies to express your
message. Thus a phrase like "we need to increase the market penetration before there will
be sufficient profits for a pay related bonus" becomes "we need a bigger slice of the cake
before the feast".

Jokes
The set piece joke can work very well, but it can also lead to disaster. You must choose a
joke which is apt, and one which will not offend any member of the audience. This
advice tends to rule out all racist, sexist or generally rude jokes. If this seems to rule out
all the jokes you can think of, then you should avoid jokes in a speech.
Amusing asides are also useful in maintaining the attention of the audience, and for
relieving the tension of the speech. If this comes naturally to you, then it is a useful tool
for pacing your delivery to allow periods of relaxation in between your sign-posted major
points.

Plain Speech
Yes!

Short and Sweet

One way to polish the presentation of the main point of your speech is to consider it thus.
The day before your presentation, you are called to to the office of the divisional vicepresident; there you are introduced to the managing director and a representative of the
company's major share holder; "O.K." says the vice president "we hear you have got
something to say, we'll give you 30 seconds, GO". Can you do it?
If you can crystallise your thoughts and combine your main message with some
memorable phrase or imagery, and present them both in 30 seconds then you have either
the perfect ending or the basis for a fine presentation.

The Narrative
Everyone loves a story and stories can both instruct and convey a message: Zen
Philosophy is recorded in its stories, and Christianity was originally taught in parables. If
you can weave your message into a story or a personal annocdote, then you can have
them wanting to hear your every word - even if you have to make it up.
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Rehearsal
There is no substitute for rehearsal. You can do it in front of a mirror, or to an empty
theatre. In both cases, you should accentuate your gestures and vocal projection so that
you get used to the sound and sight of yourself. Do not be put off by the mirror remember: you see a lot less of yourself than your friends do.

Relaxation
If you get nervous just before the show, either concentrate on controlling your breathing
or welcome the extra adrenaline. The good news is that the audience will never notice
your nerves nearly as much as you think. Similarly, if you dry-up in the middle - smile,
look at your notes, and take your time. The silence will seem long to you, but less so to
the audience.

Conclusion
Once the speech is over and you have calmed down, you should try to honestly evaluate
your performance. Either alone, or with the help of a friend in the audience, decide what
was the least successful aspect of your presentation and resolve to concentrate on that
point in the next talk you give. If it is a problem associated with the preparation, then deal
with it there; if it is a problem with your delivery, write yourself a reminder note and put
it in front of you at the next talk.
Practice is only productive when you make a positive effort to improve - try it.

How to Build Quality into your Team

by Gerard M Blair
Quality is primarily viewed in terms of corporate culture, multi-departmental ad-hoc task
forces and the salvation of entire companies. This article, instead, will view these ideas
as they might be applied by a Team Leader with a small permanent staff.
Quality has become the philosophers' stone of management practice with consultants and
gurus vying to charm lead-laden corporations into gold-winning champions. Stories
abound of base companies with morose workers and mounting debts being transformed
into happy teams and healthy profits; never a day goes by without a significant
improvement, a pounds-saving suggestion or a quantum leap in efficiency. With this
professed success of "Quality" programmes, there has evolved a proscriptive mythology
of correct practise which has several draw backs:
the edicts call for nothing less than a company wide, senior-management led programme
the adherence to a single formula has a limited effect, precludes innovation outside these
boundaries, and reduces the differentiation which such programmes profess to engender
the emphasis on single-task, specially formed groups shifts the focus away from the
ordinary, daily bread-and-butter
Of course, these criticisms do not invalidate the ideas of Quality but are simply to suggest
that the principles might well be viewed from a new angle - and applied at a different
level. This article attempts to provide a new perspective by re-examining some of the
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tenets of Quality in the context of a small, established team: simply, what could a Team
Leader do with his/her staff.

What is "Quality"?
In current management writings "Quality" has come to refer to a whole gambit of
practices which themselves have resulted in beneficial side-effects; as a Team Leader,
you will want to take advantage of these benefits also.

The Customer
In simple terms, attaining Quality has something to do with satisfying the expectations of
the customer. Concern for the wishes and needs of customers becomes the focus for
every decision. What the customer wants, the company provides. This is not
philanthropy, this is basic survival. Through careful education by competitors, the
customer has begun to exercise spending power in favour of quality goods and services;
and while quality is not the sole criterion in selecting a particular supplier, it has become
an important differentiator.
If one ten-pence ball-point runs dry in one month and another ten-pence ball-point lasts
for three then the second ball-point is the make which the customer will buy again and
which he/she recommends to others - even if it costs a little more. The makers of the first
ball-point may have higher profit margins, but eventually no sales; without quality in the
product, a company sacrifices customers, revenue and ultimately its own existence. In
practical terms, Quality is that something extra which will be perceived by the customer
as a valid reason for either paying more or for buying again.
In the case where the product is a service, Quality is equated with how well the job is
done and especially with whether the customer is made to feel good about the whole
operation. In this respect Quality often does cost more, but the loss is recouped in the
price customers are prepared to pay and in the increase of business.

Reliability
The clearest manifestation of Quality is in a product's reliability: that the product simply
works. To prevent problems from arising after the product is shipped, the quality must be
checked before-hand - and the best time to check quality is throughout the whole design
and manufacturing cycle. The old method of quality control was to test the completed
product and then to rework to remove the problems. Thus while the original production
time was short, the rework time was long. The new approach to quality simply asserts
that if testing becomes an integral part of each stage of production, the production time
may increase but the rework time will disappear. Further, you will catch and solve many
problems which the final "big-bang" quality-check would miss but which the customer
will find on the first day.
To achieve this requires an environment where the identification of errors is considered to
be "a good thing", where the only bad bugs are the ones which got away. One of the most
hallowed doctrines of Quality is that of zero defects. "Zero defects" is a focus, it a
glorious objective, it is the assertion that nothing less will suffice and that no matter how
high the quality of a product, it can still be improved. It is a paradox in that it is an aim
which is contrary to reason, and like the paradoxes of many other religions it holds an
inner truth. This is why the advocates of Quality often seem a little crazy: they are
zealots.

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People as Resource
While Quality has its own reward in terms of increased long-term sales, the methods used
to achieve this Quality also have other benefits. In seeking to improve the quality of the
product, manufacturers have found that the people best placed to make substantial
contributions are the workforce: people are the most valuable resource. It is this shift in
perspective from the management to the workforce which is the most significant
consequence of the search for quality. From it has arisen a new managerial philosophy
aimed at the empowerment of the workforce, decision-making by the front line, active
worker involvement in the company's advancement; and from this new perspective, new
organizational structures have evolved, exemplified in "Quality Circles".
Without digressing too much, it is important to examine the benefits of this approach. For
such delegation to be safely and effectively undertaken, the management has to train the
workforce; not necessarily directly, and not all at once, but often within the Quality
Circles themselves using a single "facilitator" or simply peer-coaching. The workforce
had to learn how to hold meetings, how to analyse problems, how to take decisions, how
to present solutions, how to implement and evaluate change. These traditionally highlevel managerial prerogatives are devolved to the whole staff. Not only does this develop
talent, it also stimulates interest. Staff begin to look not only for problems but also for
solutions. Simple ideas become simply implemented: the secretary finally gets the filing
cabinet moved closer to the desk, the sales meetings follow an agenda, the software
division creates a new bulletin board for the sports club. The environment is created
where people see problems and fix 'em.
Larger problems have more complex solutions. One outcome of the search for Quality in
Japan is the system of Just-In-Time flow control. In this system, goods arrive at each
stage of the manufacturing process just before they are needed and are not made until
they are needed by the next stage. This reduces storage requirements and inventory costs
of surplus stock. Another outcome has been the increased flexibility of the production
line. Time to change from one product run to the next was identified as a major obstacle
in providing the customer with the desired range of products and quantities, and so the
whole workforce became engaged in changing existant practices and even in redesigning
the machinery.

The Long Term

However, I believe that the most significant shift in perspective which accompanies the
introduction of Quality is that long term success is given precedence over short term
gains. The repeat-sale and recommendation are more important than this month's sales
figures; staff training and development remain in place despite immediate schedule
problems; the product's reliability is paramount even over time-to-market. Time is
devoted today to saving time in the future and in making products which work first and
every time.

Team Quality
While the salvation of an entire corporation may rest primarily with Senior Management,
the fate of a team rests with the Team Leader. The Team Leader has the authority, the
power to define the micro-culture of the work team. It is by the deliberate application of
the principles of Quality that the Team Leader can gain for the team the same benefits
which Quality can provide for a corporation.

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The best ideas for any particular team are likely to come from them - the aim of the Team
Leader must be to act as a catalyst through prompts and by example; the following are
possible suggestions.

Getting Started
There will be no overnight success. To be lasting, Quality must become a habit and a
habit is accustomed practise. This takes time and training - although not necessarily
formal training but possibly the sort of reinforcement you might give to any aspect of
good practise. To habituate your staff to Quality, you must first make it an issue. Here are
two suggestions.
The first idea is to become enthusiastic about one aspect at a time, and initially look for a
quick kill. Find a problem and start to talk about it with the whole team; do not delegate it
to an individual but make it an issue for everybody. Choose some work-related problem
like "how to get the right information in time" and solicit everybody's views and
suggestions - and get the problem solved. Demand urgency against a clear target. There is
no need to allocate large amounts of resource or time to this, simply raise the problem
and make a fuss. When a solution comes, praise it by rewarding the whole team, and
ensure that the aspects of increased efficiency/productivity/calm are highlighted since this
will establish the criteria for "success". Next, find another problem and repeat.
The second idea is the regular weekly meeting to discuss Quality. Of course meetings can
be complete time wasters, so this strategy requires care. The benefits are that regularity
will lead to habit, the formality will provide a simple opportunity for the expression of
ideas, and the inclusion of the whole group at the meeting will emphasize the collective
responsibility. By using the regular meeting, you can establish the "ground rules" of
accepted behaviour and at the same time train the team in effective techniques.
One problem is that the focus on any one particular issue may quickly loose its efficacy.
A solution is to have frequent shifts in focus so that you maintain the freshness and
enthusiasm (and the scope for innovative solutions). Further benefits are that continual
shifts in emphasis will train your team to be flexible, and provide the opportunity for
them to raise new issues. The sooner the team takes over the definition of the "next
problem", the better.

Initial Phases
The initial phases are delicate. The team will be feeling greater responsibility without
extra confidence. Thus you must concentrate on supporting their development.
Essentially you will be their trainer in management skills. You could get outside help
with this but by undertaking the job yourself, you retain control: you mould the team so
that they will reflect your own approach and use your own criteria. Later they will
develop themselves, but even then they will understand your thinking and so your
decisions.
One trap to avoid is that the team may focus upon the wrong type of problem. You must
make it clear any problem which they tackle should be:

related to their own work or environment

something which they can change

This precludes gripe sessions about wages and holidays.

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As with all group work, the main problem is clarity. You should provide the team with a
notice board and flip-charts specifically for Quality problems. These can then be left on
display as a permanent record of what was agreed.
If you can, steer the group first to some problem which has a simple solution and with
obvious (measurable) benefits. A quick, sharp success will motivate.

Team Building
To succeed, a Quality push must engage the enthusiasm of the entire team; as Team
Leader, you must create the right atmosphere for this to happen. Many aspects of team
building can be addressed while Quality remains the focus.
You must create the environment where each team member feels totally free to express an
idea or concern and this can only be done if there is no stigma attached to being incorrect.
No idea is wrong - merely non-optimal. In each suggestion there is at least a thread of
gold and someone should point it out and, if possible, build upon it. Any behaviour which
seeks laughter at the expense of others must be swiftly reprimanded.
One crude but effective method is to write down agreed ground rules and to display them
as a constant reminder for everyone, something like:

all criticism must be kind and constructive

all our-problems are all-our problems

BUGS WANTED: DEAD OR ALIVE (but not for long)

if it saves time later, do it now
Another method is to constantly talk about the group as the plural pronoun: "we decided",
"we can do this", "we'll get back to you". This is especially effective if it is used in
conversation with outsiders (especially management) within ear-shot of the team. Praise
and reward the whole team; get the team wider fame by a success story in an internal
newspaper.
Most importantly, you must enable failure. If the team is unable to try out ideas without
rebuke for errors, then the scope of their solutions will be severely limited. Instead, a
failure should be an opportunity to gain knowledge and to praise any safe-guards which
were included in the plan.

Mutual Coaching
An important aspect of team interaction is the idea of mutual support. If you can instill
the idea that all problems are owned by the entire team then each member will be able to
seek help and advice when needed from every other team member. One promoter of this
is to encourage mutual coaching. If one team member knows techniques or information
which would be useful to the rest, then encourage him/her to share it. Specifically this
will raise the profile, confidence and self-esteem of the instructor at the same time as
benefiting the entire group. And if there is one member who might never have anything
useful to impart - send him/her to a conference or training session to find something.

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Statistics
One of the central tenets of Quality programmes is the idea of monitoring the problem
being addressed: Statistical Quality Control. Quite simply, if you can't measure an
improvement, it probably isn't there. Gathering statistics has several benefits in applying
Quality:

it identifies (the extent of) the problem

it allows progress to be monitored
it provides an objective criterion for the abandonment of an idea
it can justify perceived expense in terms of observed savings/improvements
it motivates staff by providing a display of achievement
and, of course, some problems simply disappear when you try to watch them.

The statistics must be gathered in an objective and empirical manner, the outcome should
be a simple table or graph regularly updated to indicate progress, and these results must
be displayed where all the team can watch. For example, if your team provides product
support, then you might monitor and graph the number of repeat enquiries or the average
response time. Or if you are in product development, you might want to monitor the
number of bugs discovered (i.e. improvement opportunities).
In the long term, it may be suitable to implement the automatic gathering of statistics on a
wide range of issues such as complaints, bug reports, machine down-time, etc. Eventually
these may either provide early warning of unexpected problems, or comparative data for
new quality improvement projects. It is vital, however, that they focus upon an agreed
problem and not upon an individual's performance or else all the positive motivation of
staff involvement will be lost.

Projects
Clarity of purpose - this is the key to success. You need a simple, stated objective which
everybody understands and which everybody can see achieved.
Any plan to improve the quality or effectiveness of the group must contain:

the objective
the method
the statistical display for monitoring the outcome
the agreed criteria for completion or curtailment

By insisting on this format, you provide the plan-owners with a simple mechanism for
peer recognition (through the displayed notice board) and yet enable them to manage
their own failure with grace.
For a small established team, the "customer" includes any other part of the company with
which the team interacts. Thus any themes regarding customer satisfaction can be
developed with respect to these so called internal customers. In the end, the effectiveness
of your team will be judged by the reports of how well they provide products for others.
A simple innovation might be for a member of your team to actually talk to someone
from each of these internal customer groups and to ask about problems. The interfaces
are usually the best place to look for simply solved problems. The immediate benefit may

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be to the customer, but in the long run better communications will lead to fewer
misunderstandings and so less rework.

Building Quality
Quality costs less than its lack; look after the pennies and the profits will take care of
themselves. To build a quality product, you must do two things:

worry the design and the procedures

include features to aid quality checking

It is a question of attitude. If one of the team spots a modification in the design or the
procedures which will have a long term benefit, then that must be given priority over the
immediate schedule. The design is never quite right; you should allocate time specifically
to discussing improvement. In this you should not aim at actual enhancements in the
sense of added features or faster performance, but towards simplicity or predicting
problem areas. This is an adjunct to the normal design or production operations - the
extra mile which lesser teams would not go.
Many products and services do not lend themselves to quality monitoring. These should
be enhanced so that the quality becomes easily tracked. This may be a simple invitation
for the "customer" to comment, or it could be a full design modification to provide selfchecking or an easy testing routine. Any product whose quality can not be tracked should
naturally become a source of deep anxiety to the whole team - until a mechanism is
devised.
One of the least-used sources of quality in design and production in the engineering
world is documentation. This is frequently seen as the final inconvenience at product
release, sometimes even delegated to another (non-technical) group - yet the writing of
such documentation can be used as an important vehicle for the clarification of ideas. It
also protects the group from the loss of any single individual; the No.7 bus, or the headhunter, could strike at any time.
In devising a mechanism for monitoring quality, many teams will produce a set of test
procedures. As bugs emerge, new procedures should be added which specifically identify
this problem and so check the solution. Even when the problem is solved the new
procedures should remain in the test set; the problem may return (perhaps as a side effect
of a subsequent modification) or the procedure may catch another. Essentially the test set
should grow to cover all known possibilities of error and its application should, where
possible, be automated.

Role Change
As your team develops, your role as leader changes subtly. You become a cross between a
priest and a rugby captain, providing the vision and the values while shouting like crazy
from the centre of the field. Although you retain the final say (that is your responsibility),
the team begins to make decisions. The hardest part, as with all delegation, is in accepting
the group decision even though you disagree. You must never countermand a marginal
decision. If you have to over-rule the team, it is imperative that you explain your reasons
very clearly so that they understand the criteria; this will both justify your intervention
and couch the team in (hopefully) good decision-making practices.
Another role which you assume is that of both buffer and interface between the team and
the rest of the company: a buffer in that you protect the team from the vagaries of less
enlightened managers; an interface in that you keep the team informed about factors
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relevant to their decisions. Ultimately, the team will be delegating to you (!) tasks which
only you, acting as manager, can perform on its behalf.

Quality for Profit

By applying the principles of Quality to an established team, the Team Leader can enjoy
the benefits so actively sought by large corporations. The key is the attitude - and the
insistence on the primacy of Quality. As a Team Leader, you have the power to define the
ethos of your staff; by using Quality as the focus, you also can accrue its riches.

How To Write Right

by Gerard M Blair
Writing is an essential skill upon which all engineers and managers rely. This article
outlines simple design principles for engineering's predominate product: paper.
"Sex, romance, thrills, burlesque, satire, bass ... most enjoyable".
"Here is everything one expects from this author but thricefold and three times as
entertaining as anything he has written before".
"A wonderful tissue of outrageous coincidences and correspondences, teasing
elevations of suspense and delayed climaxes".
(reviews of Small World by David Lodge)
This has nothing to do with engineering writing. No engineering report will ever get such
reviews. The most significant point about engineering writing is that it is totally different
from the writing most people were taught - and if you do not recognize and understand
this difference, then your engineering writing will always miss the mark. However, this
article outlines a methodical approach to writing which will enable anyone to produce
great works of engineering literature.

Why Worry?
Writing is the major means of communication within an organisation; paper is thought to
be the major product of professional engineers; some estimate that up to 30% of worktime is engaged in written communication. Thus it is absolutely vital for you as a
Professional Engineer to actively develop the skill of writing; not only because of the
time involved in writing, but also because your project's success may depend upon it.
Indeed, since so much of the communication between you and more senior management
occurs in writing, your whole career may depend upon its quality.

Two Roles
In an industrial context, writing has two major roles:
it clarifies - for both writer and reader
it conveys information
It is this deliberate, dual aim which should form the focus for all your writing activity.
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There are many uses for paper within an organization; some are inefficient - but the
power of paper must not be ignored because of that. In relation to a project,
documentation provides a means to clarify and explain on-going development, and to
plan the next stages. Memoranda are a simple mechanism for suggestions, instructions,
and general organisation. The minutes of a meeting form a permanent and definitive
record.
Writing is a central part of any design activity. Quality is improved since writing an
explanation of the design, forces the designer to consider and explore it fully. For
instance, the simple procedure of insisting upon written test-plans forces the designer to
address the issue. Designs which work just "because they do" will fail later; designs
whose operation is explained in writing may also fail, but the repair will be far quicker
since the (documented) design is understood.
If you are having trouble expressing an idea, write it down; you (and possibly others) will
then understand it. It may take you a long time to explain something "off the cuff", but if
you have explained it first to yourself by writing it down - the reader can study your logic
not just once but repeatedly, and the information is efficiently conveyed.

Forget the Past

Professional writing has very little to do with the composition and literature learnt at
school: the objectives are different, the audience has different needs, and the rewards in
engineering can be far greater. As engineers, we write for very distinct and restricted
purposes, which are best achieved through simplicity.
English at school has two distinct foci: the analysis and appreciation of the great works of
literature, and the display of knowledge. It is all a question of aim. A novel entertains. It
forces the reader to want to know: what happens next. On the other hand, an engineering
report is primarily designed to convey information. The engineer's job is helped if the
report is interesting; but time is short and the sooner the meat of the document is reached,
the better. The novel would start: "The dog grew ill from howling so ..."; the engineer's
report would start (and probably end): "The butler killed Sir John with a twelve inch
carving knife".
In school we are taught to display knowledge. The more information and argument, the
more marks. In industry, it is totally different. Here the wise engineer must extract only
the significant information and support it with only the minimum-necessary argument.
The expertise is used to filter the information and so to remove inessential noise. The
engineer as expert provides the answers to problems, not an exposition of past and
present knowledge: we use our knowledge to focus upon the important points.

For the Future

When you approach any document, follow this simple procedure:

Establish the AIM

Consider the READER
Devise the STRUCTURE
DRAFT the text
EDIT and REVISE

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That is it. For the rest of this article, we will expand upon these points and explain some
techniques to make the document effective and efficient - but these five stages (all of
them) are what you need to remember.

Aim
You start with your aim. Every document must have a single aim - a specific, specified
reason for being written. If you can not think of one, do something useful instead; if you
can not decide what the document should achieve, it will not achieve it.
Once you have established your aim, you must then decide what information is necessary
in achieving that aim. The reader wants to find the outcome of your thoughts: apply your
expertise to the available information, pick out the very-few facts which are relevant, and
state them precisely and concisely.

The Reader
A document tells somebody something. As the writer, you have to decide what to tell and
how best to tell it to the particular audience; you must consider the reader.
There are three considerations:

What they already know affects what you can leave out.
What they need to know determines what you include.
What they want to know suggests the order and emphasis of your writing.

For instance, in a products proposal, marketing will want to see the products
differentiation and niche in the market place; finance will be interested in projected
development costs, profit margins and risk analysis; and R&D will want the technical
details of the design. To be most effective, you may need to produce three different
reports for the three different audiences.
The key point, however, is that writing is about conveying information - conveying; that
means it has to get there. Your writing must be right for the reader, or it will lost on its
journey; you must focus upon enabling the reader's access to the information.

Structure
Writing is very powerful - and for this reason, it can be exploited in engineering. The
power comes from its potential as an efficient and effective means of communication; the
power is derived from order and clarity. Structure is used to present the information so
that it is more accessible to the reader.
In all comes down to the problem of the short attention span. You have to provide the
information in small manageable chunks, and to use the structure of the document to
maintain the context. As engineers, this is easy since we are used to performing
hierarchical decomposition of designs - and the same procedure can be applied to writing
a document.
While still considering the aim and the reader, the document is broken down into distinct
sections which can be written (and read) separately. These sections are then each further
decomposed into subsections (and sub-subsections) until you arrive at simple, small units
of information - which are expressed as a paragraph, or a diagram.

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Every paragraph in your document should justify itself; it should serve a purpose, or be
removed. A paragraph should convey a single idea. There should be a statement of that
key idea and (possibly) some of the following:

a development of the idea

an explanation or analogy
an illustration
support with evidence
contextual links to reinforce the structure

As engineers, though, you are allowed to avoid words entirely in places; diagrams are
often much better than written text. Whole reports can be written with them almost
exclusively and you should always consider using one in preference to a paragraph. Not
only do diagrams convey some information more effectively, but often they assist in the
analysis and interpretation of the data. For instance, a pie chart gives a quicker
comparison than a list of numbers; a simple bar chart is far more intelligible than the
numbers it represents. The only problem with diagrams is the writer often places less
effort in their design than their information-content merits - and so some is lost or
obscure. They must be given due care: add informative labels and titles, highlight any key
entries, remove unnecessary information.

Draft, Revise and Edit

When you have decided what to say, to whom you are saying it, and how to structure it;
say it - and then check it for clarity and effectiveness. The time spent doing this will be
far less than the time wasted by other people struggling with the document otherwise.
The following are a few points to consider as you wield the red pen over your newly
created opus.

Layout
The main difference between written and verbal communication is that the reader can
choose and re-read the various sections, whereas the listener receives information in the
sequence determined by the speaker. Layout should be used to make the structure plain,
and so more effective: it acts as a guide to the reader.
Suppose you have three main points to make; do not hide them within simple text - make
them obvious. Make it so that the reader's eye jumps straight to them on the page. For
instance, the key to effective layout is to use:

informative titles
white space
variety

Another way to make a point obvious is to use a different font.

Style
People in business do not have the time to marvel at your florid turn off phrase or
incessant illiteration. They want to know what the document is about and (possibly) what
it says; there is no real interest in style, except for ease of access.

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In some articles a summary can be obtained by reading the first sentence of each
paragraph. The remainder of each paragraph is simply an expansion upon, or explanation
of, the initial sentence. In other writing, the topic is given first in a summary form, and
then successively repeated with greater detail each time. This is the pyramid structure
favoured by newspapers.
A really short and simple document is bound to be read. This has lead to the "memo
culture" in which every communication is condensed to one side of A4. Longer
documents need to justify themselves to their readers' attention.

The Beginning
Let us imagine the reader. Let us call her Ms X.
Ms X has a lot to do today: she has a meeting tomorrow morning with the regional VP, a
call to make to the German design office, several letters to dictate concerning safety
regulations, and this months process-data has failed to reach her. She is busy and
distracted. You have possibly 20 seconds for your document to justify itself to her. If by
then it has not explained itself and convinced her that she needs to read it - Ms X will
tackle something else. If Ms X is a good manager, she will insist on a rewrite; if not, the
document may never be read. action).
Thus the beginning of your document is crucial. It must be obvious to the reader at once
what the document is about, and why it should be read. You need to catch the readers
attention but with greater subtlety than this article; few engineering reports can begin
with the word sex.
Unlike a novel, the engineering document must not contain "teasing elevations of
suspense". Take your "aim", and either state it or achieve it by the end of the first
paragraph.
For instance, if you have been evaluating a new software package for possible purchase
then your reports might begin: "Having evaluated the McBlair Design Suite, I
recommend that ...".

Punctuation
Punctuation is used to clarify meaning and to highlight structure. It can also remove
ambiguity: a cross section of customers can be rendered less frightening simply by
adding a hyphen (a cross-section of customers).
Engineers tend not to punctuate - which deprives us of this simple tool. Despite what
some remember from school, punctuation has simple rules which lead to elegance and
easy interpretation. If you want a summary of punctuation, try The Concise Oxford
Dictionary (1990); and if you want a full treatise, complete with worked examples (of
varying degrees of skill), read You Have A Point There by Eric Partridge.
For now, let us look at two uses of two punctuation marks. If you do not habitually use
these already, add them to your repertoire by deliberately looking for opportunities in
your next piece of writing.
The two most common uses of the Colon are:
1) To introduce a list which explains, or provides the information promised in, the
previous clause.
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A manager needs two planning tools: prescience and a prayer.

2) To separate main clauses where the second is a step forward from the first: statement
to example, statement to explanation, cause to effect, introduction to main point.
To err is human: we use computers.
The two most common uses of the Semicolon are:
1) to unite sentences that are closely associated, complementary or parallel:
Writing is a skill; one must practise to improve a skill.
Engineers engineer; accountants account for the cost.
2) to act as a stronger comma, either for emphasis or to establish a hierarchy
The report was a masterpiece; of deception and false promises.
The teams were Tom, Dick and Harry; and Mandy, Martha and Mary.

Spelling
For some, spelling is a constant problem. In the last analysis, incorrect speling distracts
the reader and detracts from the authority of the author. Computer spell-checking
programmes provide great assistance, especially when supported by a good dictionary.
Chronic spellers should always maintain a (preferably alphabetical) list of corrected
errors, and try to learn new rules (and exceptions!). For instance (in British English)
advice-advise, device-devise, licence-license, practice-practise each follow the same
pattern: the -ice is a noun, the -ise is a verb.

Simple Errors
For important documents, there is nothing better than a good, old-fashioned proof-read.
As an example, the following comes from a national advertising campaign/quiz run by a
famous maker of Champagne:
Question 3: Which Country has one the Triple Crown the most times?
Won understands the error, but is not impressed by the quality of that company's product.

Sentence Length
Avoid long sentences. We tend to associate "unit of information" with "a sentence".
Consequently when reading, we process the information when we reach the full stop. If
the sentence is too long, we lose the information either because of our limited attention
span or because the information was poorly decomposed to start with and might, perhaps,
have been broken up into smaller, or possibly better punctuated, sentences which would
better have kept the attention of the reader and, by doing so, have reinforced the original
message with greater clarity and simplicity.

Word Length
It is inappropriate to utilize verbose and bombastic terminology when a suitable
alternative would be to: keep it simple. Often the long, complex word will not be
understood. Further, if the reader is distracted by the word itself, then less attention is
paid to the meaning or to the information you wished to convey.

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Jargon
I believe that a digital human-computer-interface data-entry mechanism should be called
a keyboard; I don't know why, but I do.

Wordiness
When one is trying hard to write an impressive document, it is easy to slip into grandiose
formulae: words and phrases which sound significant but which convey nothing but
noise.
You must exterminate. So: "for the reason that" becomes "because"; "with regards to"
becomes "about"; "in view of the fact that" becomes "since"; "within a comparatively
short period of time" becomes "soon".
Often you can make a sentence sound more like spoken English simply be changing the
word order and adjusting the verb. So: "if the department experiences any difficulties in
the near future regarding attendance of meetings" becomes "if staff cannnot attend the
next few meetings". As a final check, read your document aloud; if it sounds stilted,
change it.

Conclusion
Writing is a complex tool, you need to train yourself in its use or a large proportion of
your activity will be grossly inefficient. You must reflect upon your writing lest it reflects
badly upon you.
If you want one message to take from this article, take this: the writing of a professional
engineer should be clear, complete and concise. If your document satisfies these three
criteria, then it deserves to be read.

The Art of Delegation

by Gerard M Blair
Delegation is a skill of which we have all heard - but which few understand. It can be
used either as an excuse for dumping failure onto the shoulders of subordinates, or as a
dynamic tool for motivating and training your team to realize their full potential.
"I delegate myne auctorite" (Palsgrave 1530)
Everyone knows about delegation. Most managers hear about it in the cradle as mother
talks earnestly to the baby-sitter: "just enjoy the television ... this is what you do if ... if
there is any trouble call me at ..."; people have been writing about it for nearly half a
millennium; yet few actually understand it.
Delegation underpins a style of management which allows your staff to use and develop
their skills and knowledge to the full potential. Without delegation, you lose their full
value.
As the ancient quotation above suggests, delegation is primarily about entrusting your
authority to others. This means that they can act and initiate independently; and that they
assume responsibility with you for certain tasks. If something goes wrong, you remain
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responsible since you are the manager; the trick is to delegate in such a way that things
get done but do not go (badly) wrong.

Objective
The objective of delegation is to get the job done by someone else. Not just the simple
tasks of reading instructions and turning a lever, but also the decision making and
changes which depend upon new information. With delegation, your staff have the
authority to react to situations without referring back to you.
If you tell the janitor to empty the bins on Tuesdays and Fridays, the bins will be emptied
on Tuesdays and Fridays. If the bins overflow on Wednesday, they will be emptied on
Friday. If instead you said to empty the bins as often as necessary, the janitor would
decide how often and adapt to special circumstances. You might suggest a regular
schedule (teach the janitor a little personal time management), but by leaving the decision
up to the janitor you will apply his/her local knowledge to the problem. Consider this
frankly: do you want to be an expert on bin emptying, can you construct an instruction to
cover all possible contingencies? If not, delegate to someone who gets paid for it.
To enable someone else to do the job for you, you must ensure that:

they know what you want

they have the authority to achieve it
they know how to do it.

These all depend upon communicating clearly the nature of the task, the extent of their
discretion, and the sources of relevant information and knowledge.

Information
Such a system can only operate successfully if the decision-makers (your staff) have full
and rapid access to the relevant information. This means that you must establish a system
to enable the flow of information. This must at least include regular exchanges between
your staff so that each is aware of what the others are doing. It should also include
briefings by you on the information which you have received in your role as manager;
since if you need to know this information to do your job, your staff will need to know
also if they are to do your (delegated) job for you.
One of the main claims being made for computerized information distribution is that it
facilitates the rapid dissemination of information. Some protagonists even suggest that
such systems will instigate changes in managerial power sharing rather than merely
support them: that the "enknowledged" workforce will rise up, assume control and
innovate spontaneously. You may not believe this vision, but you should understand the
premise. If a manager restricts access to information, then only he/she is able to make
decisions which rely upon that information; once that access is opened to many others,
they too can make decisions - and challenge those of the manager according to additional
criteria. The manager who fears this challenge will never delegate effectively; the
manager who recognizes that the staff may have additional experience and knowledge
(and so may enhance the decision-making process) will welcome their input; delegation
ensures that the staff will practise decision-making and will feel that their views are
welcome.

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Effective control
One of the main phobias about delegation is that by giving others authority, a manager
loses control. This need not be the case. If you train your staff to apply the same criteria
as you would yourself (by example and full explanations) then they will be exercising
your control on you behalf. And since they will witness many more situations over which
control may be exercised (you can't be in several places at once) then that control is
exercised more diversely and more rapidly than you could exercise it by yourself. In
engineering terms: if maintaining control is truly your concern, then you should distribute
the control mechanisms to enable parallel and autonomous processing.

Staggered Development
To understand delegation, you really have to think about people. Delegation cannot be
viewed as an abstract technique, it depends upon individuals and individual needs. Let us
take a lowly member of staff who has little or no knowledge about the job which needs to
be done.
Do you say: "Jimmy, I want a draft tender for contract of the new Hydro Powerstation on
my desk by Friday"? No. Do you say: "Jimmy, Jennifer used to do the tenders for me.
Spend about an hour with her going over how she did them and try compiling one for the
new Hydro Powerstation. She will help you for this one, but do come to me if she is busy
with a client. I want a draft by Friday so that I can look over it with you"? Possibly.
The key is to delegate gradually. If you present someone with a task which is daunting,
one with which he/she does not feel able to cope, then the task will not be done and your
staff will be severely demotivated. Instead you should build-up gradually; first a small
task leading to a little development, then another small task which builds upon the first;
when that is achieved, add another stage; and so on. This is the difference between asking
people to scale a sheer wall, and providing them with a staircase. Each task delegated
should have enough complexity to stretch that member of staff - but only a little.
Jimmy needs to feel confident. He needs to believe that he will actually be able to
achieve the task which has been given to him. This means that either he must have the
sufficient knowledge, or he must know where to get it or where to get help. So, you must
enable access to the necessary knowledge. If you hold that knowledge, make sure that
Jimmy feels able to come to you; if someone else holds the knowledge, make sure that
they are prepared for Jimmy to come to them. Only if Jimmy is sure that support is
available will he feel confident enough to undertake a new job.
You need to feel confident in Jimmy: this means keeping an eye on him. It would be fatal
to cast Jimmy adrift and expect him to make it to the shore: keep an eye on him, and a
lifebelt handy. It is also a mistake to keep wandering up to Jimmy at odd moments and
asking for progress reports: he will soon feel persecuted. Instead you must agree
beforehand how often and when you actually need information and decide the reporting
schedule at the onset. Jimmy will then expect these encounters and even feel encouraged
by your continuing support; you will be able to check upon progress and even spur it on a
little.
When you do talk to Jimmy about the project, you should avoid making decisions of
which Jimmy is capable himself. The whole idea is for Jimmy to learn to take over and so
he must be encouraged to do so. Of course, with you there to check his decisions, Jimmy
will feel freer to do so. If Jimmy is wrong - tell him, and explain very carefully why. If
Jimmy is nearly right - congratulate him, and suggest possible modifications; but, of
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course, leave Jimmy to decide. Finally, unless your solution has significant merits over
Jimmy's, take his: it costs you little, yet rewards him much.

Constrained Availability
There is a danger with "open access" that you become too involved with the task you had
hoped to delegate. One successful strategy to avoid this is to formalize the manner in
which these conversation take place. One formalism is to allow only fixed, regular
encounters (except for emergencies) so that Jimmy has to think about issues and
questions before raising them; you might even insist that he draw-up an agenda. A second
formalism is to refuse to make a decision unless Jimmy has provided you with a clear
statement of alternatives, pros and cons, and his recommendation. This is my favourite. It
allows Jimmy to rehearse the full authority of decision making while secure in the
knowledge that you will be there to check the outcome. Further, the insistence upon
evaluation of alternatives promotes good decision making practices. If Jimmy is right,
then Jimmy's confidence increases - if you disagree with Jimmy, he learns something new
(provided you explain your criteria) and so his knowledge increases. Which ever way, he
benefits; and the analysis is provided for you.

Outcomes and Failure

Let us consider your undoubtedly high standards. When you delegate a job, it does not
have to be done as well as you could do it (given time), but only as well as necessary:
never judge the outcome by what you expect you would do (it is difficult to be objective
about that), but rather by fitness for purpose. When you delegate a task, agree then upon
the criteria and standards by which the outcome will be judged.
You must enable failure. With appropriate monitoring, you should be able to catch
mistakes before they are catastrophic; if not, then the failure is yours. You are the
manager, you decided that Jimmy could cope, you gave him enough rope to hang himself,
you are at fault. Now that that is cleared up, let us return to Jimmy. Suppose Jimmy gets
something wrong; what do you want to happen?
Firstly, you want it fixed. Since Jimmy made the mistake, it is likely that he will need
some input to develop a solution: so Jimmy must feel safe in approaching you with the
problem. Thus you must deal primarily with the solution rather than the cause (look
forward, not backwards). The most desirable outcome is that Jimmy provides the
solution.
Once that is dealt with, you can analyse the cause. Do not fudge the issue; if Jimmy did
something wrong say so, but only is very specific terms. Avoid general attacks on his
parents: "were you born this stupid?", and look to the actual event or circumstance which
led to the error: "you did not take account of X in your decision". Your objectives are to
ensure that Jimmy:

understands the problem

feels confident enough to resume
implements some procedure to prevent recurrence.

The safest ethos to cultivate is one where Jimmy actually looks for and anticipates
mistakes. If you wish to promote such behaviour, you should always praise Jimmy for his
prompt and wise action in spotting and dealing with the errors rather that castigate him
for causing them. Here the emphasis is placed upon checking/testing/monitoring of ideas.
Thus you never criticise Jimmy for finding an error, only for not having safe-guards in
place.
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What to delegate
There is always the question of what to delegate and what to do yourself, and you must
take a long term view on this: you want to delegate as much as possible to develop you
staff to be as good as you are now.
The starting point is to consider the activities you used to do before you were promoted.
You used to do them when you were more junior, so someone junior can do them now.
Tasks in which you have experience are the easiest for you to explain to others and so to
train them to take over. You thus use your experience to ensure that the task is done well,
rather than to actually perform the task yourself. In this way you gain time for your other
duties and someone else becomes as good as your once were (increasing the strength of
the group).
Tasks in which your staff have more experience must be delegated to them. This does not
mean that you relinquish responsibility because they are expert, but it does mean that the
default decision should be theirs. To be a good manager though, you should ensure that
they spend some time in explaining these decisions to you so that you learn their criteria.
Decisions are a normal managerial function: these too should be delegated - especially if
they are important to the staff. In practice, you will need to establish the boundaries of
these decisions so that you can live with the outcome, but this will only take you a little
time while the delegation of the remainder of the task will save you much more.
In terms of motivation for your staff, you should distribute the more mundane tasks as
evenly as possible; and sprinkle the more exciting onces as widely. In general, but
especially with the boring tasks, you should be careful to delegate not only the
performance of the task but also its ownership. Task delegation, rather than task
assignment, enables innovation. The point you need to get across is that the task may be
changed, developed, upgraded, if necessary or desirable. So someone who collates the
monthly figures should not feel obliged to blindly type them in every first-Monday; but
should feel empowered to introduce a more effective reporting format, to use Computer
Software to enhance the data processing, to suggest and implement changes to the task
itself.

Negotiation
Since delegation is about handing over authority, you cannot dictate what is delegated nor
how that delegation is to be managed. To control the delegation, you need to establish at
the beginning the task itself, the reporting schedule, the sources of information, your
availability, and the criteria of success. These you must negotiate with your staff: only by
obtaining both their input and their agreement can you hope to arrive at a workable
procedure.

When all is done for you

Once you have delegated everything, what do you do then?
You still need to monitor the tasks you have delegated and to continue the development
of your staff to help them exercise their authority well.
There are managerial functions which you should never delegate - these are the
personal/personnel ones which are often the most obvious additions to your
responsibilities as you assume a managerial role. Specifically, they include: motivation,
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training, team-building, organization, praising, reprimanding, performance reviews,

promotion.
As a manager, you have a responsibility to represent and to develop the effectiveness of
your group within the company; these are tasks you can expand to fill your available time
- delegation is a mechanism for creating that opportunity.

CONVERSATION AS COMMUNICATION

by Gerard M Blair
Communication is best achieved through simple planning and control; this article looks
at approaches which might help you to do this and specifically at meetings, where
conversations need particular care.
Most conversations sort of drift along; in business, this is wasteful; as a manager, you
seek communication rather than chatter. To ensure an efficient and effective conversation,
there are three considerations:

you must make your message understood

you must receive/understand the intended message sent to you
you should exert some control over the flow of the communication

Thus you must learn to listen as well as to speak. Those who dismis this as a mere
platitude are already demonstrating an indisposition to listening: the phrase may be trite,
but the message is hugely significant to your effectiveness as a manager. If you do not
explicitly develop the skill of listening, you may not hear the suggestion/information
which should launch you to fame and fortune.

AMBIGUITY AVOIDANCE
As a manager (concerned with getting things done) your view of words should be
pragmatic rather than philosophical. Thus, words mean not what the dictionary says they
do but rather what the speaker intended.
Suppose your manager gives to you an instruction which contains an ambiguity which
neither of you notice and which results in you producing entirely the wrong product. Who
is at fault? The answer must be: who cares? Your time has been wasted, the needed
product is delayed (or dead); attributing blame may be a satisfying (or defensive) exercise
but it does not address the problem. In everything you say or hear, you must look out for
possible misunderstanding and clarify the ambiguity.
The greatest source of difficulty is that words often have different meanings depending
upon context and/or culture. Thus, a "dry" country lacks either water or alcohol;
"suspenders" keep up either stockings or trousers (pants); a "funny" meeting is either
humorous or disconcerting; a "couple" is either a few or exactly two. If you recognize
that there is a potential misunderstanding, you must stop the conversation and ask for the
valid interpretation.
A second problem is that some people simply make mistakes. Your job is not simply to
spot ambiguities but also to counter inconsistencies. Thus if I now advocate that the wise
manager should seek out (perhaps humorous) books on entomology (creepy crawlies)
you would deduce that the word should have been etymology. More usual, however, is
that in thinking over several alternatives you may suffer a momentary confusion and say
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one of them while meaning another. There are good scientific reasons (to do with the
associative nature of the brain) why this happens, you have to be aware of the potential
problem and counter for it.
Finally, of course, you may simply mishear. The omission of a simple word could be
devastating. For instance, how long would you last as an explosives engineer if you failed
to hear a simple negative in: "whatever happens next you must [not] cut the blue wi..."?
So, the problem is this: the word has multiple meanings, it might not be the one intended,
and you may have misheard it in the first place - how do you know what the speaker
meant?

Rule 1: PLAY BACK for confirmation

Simple, you ask for confirmation. You say "let me see if I have understood correctly, you
are saying that ..." and you rephrase what the speaker said. If this "play back" version is
acknowledged as being correct by the original speaker, then you have a greater degree of
confidence in you own understanding. For any viewpoint/message/decision, there should
be a clear, concise and verified statement of what was said; without this someone will get
it wrong.

Rule 2: WRITE BACK for confidence

But do not stop there. If your time and effort depend upon it, you should write it down
and send it to everyone involved as a double check. This has several advantages:
Further clarification - is this what you thought we agreed?
Consistency check - the act of writing may highlight defects/omissions
A formal stage - a statement of the accepted position provides a spring board from
which to proceed
Evidence - hindsight often blurs previous ignorance and people often fail to recall
their previous errors

Rule 3: GIVE BACKGROUND for context

When speaking yourself, you can often counter for possible problems by adding
information, and so providing a broader context in which your words can be understood.
Thus, there is less scope for alternative interpretations since fewer are consistent. When
others are speaking, you should deliberately ask questions yourself to establish the
context in which they are thinking. When others are speaking, you should deliberately
ask questions yourself to establish the context in which they are thinking.

PRACTICAL POINTS
As with all effective communication, you should decide (in advance) on the purpose of
the conversation and the plan for achieving it. There is no alternative to this. Some people
are proficient at "thinking on their feet" - but this is generally because they already have
clear understanding of the context and their own goals. You have to plan; however, the
following are a few techniques to help the conversation along.

Assertiveness
The definition of to assert is: "to declare; state clearly". This is your aim. If someone
argues against you, even loses their temper, you should be quietly assertive. Much has
been written to preach this simple fact and commonly the final message is a three-fold
plan of action:
acknowledge what is being said by showing an understanding of the position, or
by simply replaying it (a polite way of saying "I heard you already")
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state your own point of view clearly and concisely with perhaps a little supporting
evidence
state what you want to happen next (move it forward)

Thus we have something like: yes, I see why you need the report by tomorrow; however,
I have no time today to prepare the document because I am in a meeting with a customer
this afternoon; either I could give you the raw data and you could work on it yourself, or
you could make do with the interim report from last week.
You will have to make many personal judgement calls when being assertive. There will
certainly be times when a bit of quiet force from you will win the day but there will be
times when this will get nowhere, particularly with more senior (and unenlightened)
management. In the latter case, you must agree to abide by the decision of the senior
manager but you should make your objection (and reasons) clearly known. For yourself,
always be aware that your subordinates might be right when they disagree with you and if
events prove them so, acknowledge that fact gracefully.

Confrontations
When you have a difficult encounter, be professional, do not lose your self-control
because, simply, it is of no use. Some managers believe that it is useful for "discipline" to
keep staff a little nervous. Thus, these managers are slightly volatile and will be willing
"to let them have it" when the situation demands. If you do this, you must be consistent
and fair so that you staff know where they stand. If you deliberately lose your temper for
effect, then that is your decision - however, you must never lose control.
Insults are ineffective. If you call people names, then they are unlikely to actually listen
to what you have to say; in the short term you may feel some relief at "getting it off your
chest", but in the long run you are merely perpetuating the problem since you are not
addressing it. This is common sense. There are two implications. Firstly, even under
pressure, you have to remember this. Secondly, what you consider fair comment may be
insulting to another - and the same problem emerges. Before you say anything, stop,
establish what you want as the outcome, plan how to achieve this, and then speak.
Finally, if you are going to criticise or discipline someone, always assume that you have
misunderstood the situation and ask questions first which check the facts. This simple
courtesy will save you from much embarrassment.

Seeking Information
There are two ways of phrasing any question: one way (the closed question) is likely to
lead to a simple grunt in reply (yes, no, maybe), the second way (the open question) will
hand over the speaking role to someone else and force them to say something a little
more informative.
Suppose you conduct a review of a recently finished (?) project with Gretchen and it goes
something like this:
"Have you finished project X Gretchen?"
"Yes"
"If everything written up?"
"Nearly"

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"So there is documentation left to do?"

"Some"
"Will it take you long?"
"No, not long"
Before your fingers start twitching to place themselves around Gretchen's neck, consider
that your questions are not actually helping the flow of information. The same flow of
questions in an open format would be: what is left to do of project X, what about the
documentation, when will that be completely finished? Try answering Yes or No to those
questions.
Open questions are extremely easy to formulate. You establish in your own mind the
topic/aim of the question and then you start the sentence with the words:

WHAT - WHEN - WHICH - WHY - WHERE - HOW

Let others speak
Of course, there is more to a conversation (managed or otherwise) than the flow of
information. You may also have to win that information by winning the attention and
confidence of the other person. There are many forms of flattery - the most effective is to
give people your interest. To get Gretchen to give you all her knowledge, you must give
her all your attention; talk to her about her view on the subject. Ask questions: what do
you think about that idea, have you ever met this problem before, how would you tackle
this situation?
Silence is effective - and much under-used. People are nervous of silence and try to fill it.
You can use this if you are seeking information. You ask the question, you lean back, the
person answers, you nod and smile, you keep quiet, and the person continues with more
detail simply to fill your silence.

To finish
At the end of a conversation, you have to give people a clear understanding of the
outcome. For instance, if there has been a decision, restate it clearly (just to be sure) in
terms of what should happen and by when; if you have been asking questions, summarize
the significant (for you) aspects of what you have learnt.

MEETING MANAGEMENT - PREPARATION

In any organization, "meetings" are a vital part of the organization of work and the flow
of information. They act as a mechanism for gathering together resources from many
sources and pooling then towards a common objective. They are disliked and mocked
because they are usually futile, boring, time-wasting, dull, and inconvenient with nothing
for most people to do except doodle while some opinionated has-been extols the virtues
of his/her last great (misunderstood) idea. Your challenge is to break this mould and to
make your meetings effective. As with every other managed activity, meetings should be
planned beforehand, monitored during for effectiveness, and reviewed afterwards for
improving their management.
A meeting is the ultimate form of managed conversation; as a manager, you can organize
the information and structure of the meeting to support the effective communication of
the participants. Some of the ideas below may seem a little too precise for an easy going,
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relaxed, semi-informal team atmosphere - but if you manage to gain a reputation for
holding decisive, effective meetings, then people will value this efficiency and to prepare
professionally so that their contribution will be heard.

Should you cancel?

As with all conversations, you must first ask: is it worth your time? If the meeting
involves the interchange of views and the communication of the current status of related
projects, then you should be generous with your time. But you should always consider
canceling a meeting which has little tangible value.

Who should attend?

You must be strict. A meeting loses its effectiveness if too many people are involved: so
if someone has no useful function, explain this and suggest that they do not come. Notice,
they may disagree with your assessment, in which case they should attend (since they
may know something you do not); however, most people are only too happy to be
released from yet another meeting.

How long?
It may seem difficult to predict the length of a discussion - but you must. Discussions
tend to fill the available time which means that if the meeting is open-ended, it will drift
on forever. You should stipulate a time for the end of the meeting so that everyone knows,
and everyone can plan the rest of their day with confidence.
It is wise to make this expectation known to everyone involved well in advance and to
remind them at the beginning of the meeting. There is often a tendency to view meetings
as a little relaxation since no one person has to be active throughout. You can redress this
view by stressing the time-scale and thus forcing the pace of the discussion: "this is what
we have to achieve, this is how long we have to get it done".
If some unexpected point arises during the meeting then realize that since it is
unexpected: 1) you might not have the right people present, 2) those there may not have
the necessary information, and 3) a little thought might save a lot of discussion. If the
new discussion looks likely to be more than a few moments, stop it and deal with the
agreed agenda. The new topic should then be dealt with at another "planned" meeting.

Agenda
The purpose of an agenda is to inform participants of the subject of the meeting in
advance, and to structure the discussion at the meeting itself. To inform people
beforehand, and to solicit ideas, you should circulate a draft agenda and ask for notice of
any other business. Still before the meeting, you should then send the revised agenda
with enough time for people to prepare their contributions. If you know in advance that a
particular participant either needs information or will be providing information, then
make this explicitly clear so that there is no confusion.
The agenda states the purpose of each section of the meeting. There will be an outcome
from each section. If that outcome is so complex that it can not be summarized in a few
points, then it was probably too complex to be assimilated by the participants. The
understanding of the meeting should be sufficiently precise that it can be summarized in
short form - so display that summary for all other interested parties to see. This form of
display will emphasize to all that meetings are about achieving defined goals - this will
help you to continue running efficient meetings in the future.

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MEETING MANAGEMENT - CONDUCTING

Whether you actually sit as the Chair or simply lead from the side-lines, as the manager
you must provide the necessary support to coordinate the contributions of the
participants. The degree of control which you exercise over the meeting will vary
throughout; if you get the structure right at the beginning, a meeting can effectively run
itself especially if the participants know each other well. In a team, your role may be
partially undertaken by others; but if not, you must manage.

Maintaining Communication
Your most important tools are:
Clarification - always clarify: the purpose of the meeting, the time allowed, the rules to
be observed (if agreed) by everyone.
Summary - at each stage of the proceedings, you should summarize the current position
and progress: this is what we have achieved/agreed, this is where we have reached.
Focus on stated goals - at each divergence or pause, re-focus the proceedings on the
original goals.

Code of conduct
In any meeting, it is possible to begin the proceedings by establishing a code of conduct,
often by merely stating it and asking for any objections (which will only be accepted if a
demonstrably better system is proposed). Thus if the group contains opinionated windbags, you might all agree at the onset that all contributions should be limited to two
minutes (which focuses the mind admirably). You can then impose this with the full
backing of the whole group.

Matching method to purpose

The (stated) purpose of a meeting may suggest to you a specific way of conducting the
event, and each section might be conducted differently. For instance, if the purpose is:
to convey information, the meeting might begin with a formal presentation
followed by questions
to seek information, the meeting would start with a short (clear) statement of the
topic/problem and then an open discussion supported by notes on a display, or a
formal brainstorming session
to make a decision, the meeting might review the background and options,
establish the criteria to be applied, agree who should make the decision and how,
and then do it
to ratify/explain decisions, etc etc
As always, once you have paused to ask yourself the questions: what is the purpose of the
meeting and how can it be most effectively achieved; your common sense will then
suggest a working method to expedite the proceedings. You just have to deliberately
pause. Manage the process of the meeting and the meeting will work.

Support
The success of a meeting will often depend upon the confidence with which the
individuals will participate. Thus all ideas should be welcome. No one should be laughed
at or dismissed ("laughed with" is good, "laughed at" is destructive). This means that
even bad ideas should be treated seriously - and at least merit a specific reason for not
being pursued further. Not only is this supportive to the speaker, it could also be that a
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good idea has been misunderstood and would be lost if merely rejected. But basically
people should be able to make naive contributions without being made to feel stupid,
otherwise you may never hear the best ideas of all.
Avoid direct criticism of any person. For instance, if someone has not come prepared then
that fault is obvious to all. If you leave the criticism as being simply that implicit in the
peer pressure, then it is diffuse and general; if you explicitly rebuke that person, then it is
personal and from you (which may raise unnecessary conflict). You should merely seek
an undertaking for the missing preparation to be done: we need to know this before we
can proceed, could you circulate it to us by tomorrow lunch?

Responding to problems
The rest of this section is devoted to ideas of how you might deal with the various
problems associated with the volatile world of meetings. Some are best undertaken by the
designated Chair; but if he/she is ineffective, or if no one has been appointed, you should
feel free to help any meeting to progress. After all, why should you allow your time to be
wasted.
If a participant strays from the agenda item, call him/her back: "we should deal with that
separately, but what do you feel about the issue X?"
If there is confusion, you might ask: "do I understand correctly that ...?"
If the speaker begins to ramble, wait until an inhalation of breath and jump in: "yes I
understand that such and such, does any one disagree?"
If a point is too woolly or too vague ask for greater clarity: "what exactly do you have in
mind?"
If someone interrupts (someone other than a rambler), you should suggest that: "we hear
your contribution after Gretchen has finished."
If people chat, you might either simply state your difficulty in hearing/concentrating on
the real speaker. or ask them a direct question: "what do you think about that point."
If someone gestures disagreement with the speaker (e.g. by a grimace), then make sure
they are brought into the discussion next: "what do you think Gretchen?"
If you do not understand, say so: "I do not understand that, would you explain it a little
more; or do you mean X or Y?"
If there is an error, look for a good point first: "I see how that would work if X Y Z, but
what would happen if A B C?"
If you disagree, be very specific: "I disagree because ..."

CONCLUDING REMARKS
The tower of Babel collapsed because people could no longer communicate; their speech
became so different that no one could understand another. You need to communicate to
coordinate your own work and that of others; without explicit effort your conversation
will lack communication and so your work too will collapse though misunderstanding
and error. The key is to treat a conversation as you would any other managed activity: by
establishing an aim, planning what to do, and checking afterwards that you have achieved
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that aim. Only in this way can you work effectively with others in building through
common effort.

PLANNING A PROJECT

by Gerard M Blair
The success of a project will depend critically upon the effort, care and skill you apply in
its initial planning. This article looks at the creative aspects of this planning.

THE SPECIFICATION
Before describing the role and creation of a specification, we need to introduce and
explain a fairly technical term: a numbty is a person whose brain is totally numb. In this
context, numb means "deprived of feeling or the power of unassisted activity"; in general,
a numbty needs the stimulation of an electric cattle prod to even get to the right office in
the morning. Communication with numbties is severely hampered by the fact that
although they think they know what they mean (which they do not), they seldom actually
say it, and they never write it down. And the main employment of numbties world-wide
is in creating project specifications. You must know this - and protect your team
accordingly.
A specification is the definition of your project: a statement of the problem, not the
solution. Normally, the specification contains errors, ambiguities, misunderstandings and
enough rope to hang you and your entire team. Thus before you embark upon the the next
six months of activity working on the wrong project, you must assume that a numbty was
the chief author of the specification you received and you must read, worry, revise and
ensure that everyone concerned with the project (from originator, through the workers, to
the end-customer) is working with the same understanding. The outcome of this
deliberation should be a written definition of what is required, by when; and this must be
agreed by all involved. There are no short-cuts to this; if you fail to spend the time
initially, it will cost you far more later on.
The agreement upon a written specification has several benefits:

the clarity will reveal misunderstandings

the completeness will remove contradictory assumptions
the rigour of the analysis will expose technical and practical details which
numbties normally gloss over through ignorance or fear
the agreement forces all concerned to actually read and think about the details

The work on the specification can seen as the first stage of Quality Assurance since you
are looking for and countering problems in the very foundation of the project - from this
perspective the creation of the specification clearly merits a large investment of time.
From a purely defensive point of view, the agreed specification also affords you
protection against the numbties who have second thoughts, or new ideas, half way
through the project. Once the project is underway, changes cost time (and money). The
existence of a demonstrably-agreed specification enables you to resist or to charge for
(possibly in terms of extra time) such changes. Further, people tend to forget what they
originally thought; you may need proof that you have been working as instructed.
The places to look for errors in a specification are:
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the global context: numbties often focus too narrowly on the work of one team
and fail to consider how it fits into the larger picture. Some of the work given to
you may actually be undone or duplicated by others. Some of the proposed work
may be incompatible with that of others; it might be just plain barmy in the larger
context.
the interfaces: between your team and both its customers and suppliers, there are
interfaces. At these points something gets transferred. Exactly what, how and
when should be discussed and agreed from the very beginning. Never assume a
common understanding, because you will be wrong. All it takes for your habitual
understandings to evaporate is the arrival of one new member, in either of the
teams. Define and agree your interfaces and maintain a friendly contact
throughout the project.
time-scales: numbties always underestimate the time involved for work. If there
are no time-scales in the specification, you can assume that one will be imposed
upon you (which will be impossible). You must add realistic dates. The detail
should include a precise understanding of the extent of any intermediate stages of
the task, particularly those which have to be delivered.
external dependencies: your work may depend upon that of others. Make this very
clear so that these people too will receive warning of your needs. Highlight the
effect that problems with these would have upon your project so that everyone is
quite clear about their importance. To be sure, contact these people yourself and
ask if they are able to fulfil the assumptions in your specification.
resources: the numbty tends to ignore resources. The specification should identify
the materials, equipment and manpower which are needed for the project. The
agreement should include a commitment by your managers to allocate or to fund
them. You should check that the actual numbers are practical and/or correct. If
they are omitted, add them - there is bound to be differences in their assumed
values.

This seems to make the specification sound like a long document. It should not be. Each
of the above could be a simple sub-heading followed by either bullet points or a table you are not writing a brochure, you are stating the definition of the project in clear,
concise and unambiguous glory.
Of course, the specification may change. If circumstances, or simply your knowledge,
change then the specification will be out of date. You should not regard it as cast in stone
but rather as a display board where everyone involved can see the current, common
understanding of the project. If you change the content everyone must know, but do not
hesitate to change it as necessary.

PROVIDING STRUCTURE
Having decide what the specification intends, your next problem is to decide what you
and your team actually need to do, and how to do it. As a manager, you have to provide
some form of framework both to plan and to communicate what needs doing. Without a
structure, the work is a series of unrelated tasks which provides little sense of
achievement and no feeling of advancement. If the team has no grasp of how individual
tasks fit together towards an understood goal, then the work will seem pointless and they
will feel only frustration.
To take the planning forward, therefore, you need to turn the specification into a complete
set of tasks with a linking structure. Fortunately, these two requirements are met at the
same time since the derivation of such a structure is the simplest method of arriving at a
list of tasks.
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Work Breakdown Structure

Once you have a clear understanding of the project, and have eliminated the vagaries of
the numbties, you then describe it as a set of simpler separate activities. If any of these
are still too complex for you to easily organise, you break them down also into another
level of simpler descriptions, and so on until you can manage everything. Thus your one
complex project is organised as a set of simple tasks which together achieve the desired
result.
The reasoning behind this is that the human brain (even yours) can only take in and
process so much information at one time. To get a real grasp of the project, you have to
think about it in pieces rather than trying to process the complexity of its entire details all
at once. Thus each level of the project can be understood as the amalgamation of a few
simply described smaller units.
In planning any project, you follow the same simple steps: if an item is too complicated
to manage, it becomes a list of simpler items. People call this producing a work
breakdown structure to make it sound more formal and impressive. Without following
this formal approach you are unlikely to remember all the niggling little details; with this
procedure, the details are simply displayed on the final lists.
One common fault is to produce too much detail at the initial planning stage. You should
be stop when you have a sufficient description of the activity to provide a clear
instruction for the person who will actually do the work, and to have a reasonable
estimate for the total time/effort involved. You need the former to allocate (or delegate)
the task; you need the latter to finish the planning.

Task Allocation
The next stage is a little complicated. You now have to allocate the tasks to different
people in the team and, at the same time, order these tasks so that they are performed in a
sensible sequence.
Task allocation is not simply a case of handing out the various tasks on your final lists to
the people you have available; it is far more subtle (and powerful) than that. As a
manager you have to look far beyond the single project; indeed any individual project can
be seen as merely a single step in your team's development. The allocation of tasks
should thus be seen as a means of increasing the skills and experience of your team when the project is done, the team should have gained.
In simple terms, consider what each member of your team is capable of and allocate
sufficient complexity of tasks to match that (and to slightly stretch). The tasks you
allocate are not the ones on your finals lists, they are adapted to better suit the needs of
your team's development; tasks are moulded to fit people, which is far more effective
than the other way around. For example, if Arthur is to learn something new, the task may
be simplified with responsibility given to another to guide and check the work; if Brenda
is to develop, sufficient tasks are combined so that her responsibility increases beyond
what she has held before; if Colin lacks confidence, the tasks are broken into smaller
units which can be completed (and commended) frequently.
Sometimes tasks can be grouped and allocated together. For instance, some tasks which
are seemingly independent may benefit from being done together since they use common
ideas, information, talents. One person doing them both removes the start-up time for one
of them; two people (one on each) will be able to help each other.

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The ordering of the tasks is really quite simple, although you may find that sketching a
sequence diagram helps you to think it through (and to communicate the result). Pert
charts are the accepted outcome, but sketches will suffice. Getting the details exactly
right, however, can be a long and painful process, and often it can be futile. The degree to
which you can predict the future is limited, so too should be the detail of your planning.
You must have the broad outlines by which to monitor progress, and sufficient detail to
assign each task when it needs to be started, but beyond that - stop and do something
useful instead.

Guesstimation
At the initial planning stage the main objective is to get a realistic estimate of the time
involved in the project. You must establish this not only to assist higher management with
their planning, but also to protect your team from being expected to do the impossible.
The most important technique for achieving this is known as: guesstimation.
Guesstimating schedules is notoriously difficult but it is helped by two approaches:

make your guesstimates of the simple tasks at the bottom of the work break down
structure and look for the longest path through the sequence diagram
use the experience from previous projects to improve your guesstimating skills

The corollary to this is that you should keep records in an easily accessible form of all
projects as you do them. Part of your final project review should be to update your
personal data base of how long various activities take. Managing this planning phase is
vital to your success as a manager.
Some people find guesstimating a difficult concept in that if you have no experience of
an activity, how can you make a worthwhile estimate? Let us consider such a problem:
how long would it take you to walk all the way to the top of the Eiffel Tower or the
Statue of Liberty? Presuming you have never actually tried this (most people take the
elevator part of the way), you really have very little to go on. Indeed if you have actually
seen one (and only one) of these buildings, think about the other. Your job depends upon
this, so think carefully. One idea is to start with the number of steps - guess that if you
can. Notice, you do not have to be right, merely reasonable. Next, consider the sort of
pace you could maintain while climbing a flight of steps for a long time. Now imagine
yourself at the base of a flight of steps you do know, and estimate a) how many steps
there are, and b) how long it takes you to climb them (at that steady pace). To complete,
apply a little mathematics.
Now examine how confident you are with this estimate. If you won a free flight to Paris
or New York and tried it, you would probably (need your head examined) be mildly
surprised if you climbed to the top in less than half the estimated time and if it took you
more than double you would be mildly annoyed. If it took you less than a tenth the time,
or ten times as long, you would extremely surprised/annoyed. In fact, you do not
currently believe that that would happen (no really, do you?). The point is that from very
little experience of the given problem, you can actually come up with a working estimate
- and one which is far better than no estimate at all when it comes to deriving a schedule.
Guesstimating does take a little practice, but it is a very useful skill to develop.
There are two practical problems in guesstimation. First, you are simply too optimistic. It
is human nature at the beginning of a new project to ignore the difficulties and assume
best case scenario - in producing your estimates (and using those of others) you must
inject a little realism. In practice, you should also build-in a little slack to allow yourself
some tolerance against mistakes. This is known as defensive scheduling. Also, if you
eventually deliver ahead of the agreed schedule, you will be loved.
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Second, you will be under pressure from senior management to deliver quickly,
especially if the project is being sold competitively. Resist the temptation to rely upon
speed as the only selling point. You might, for instance, suggest the criteria of: fewer
errors, history of adherence to initial schedules, previous customer satisfaction, "this is
how long it takes, so how can you trust the other quotes".

ESTABLISHING CONTROLS
When the planning phase is over (and agreed), the "doing" phase begins. Once it is in
motion, a project acquires a direction and momentum which is totally independent of
anything you predicted. If you come to terms with that from the start, you can then enjoy
the roller-coaster which follows. To gain some hope, however, you need to establish at
the start (within the plan) the means to monitor and to influence the project's progress.
There are two key elements to the control of a project

milestones (clear, unambiguous targets of what, by when)

established means of communication

For you, the milestones are a mechanism to monitor progress; for your team, they are
short-term goals which are far more tangible than the foggy, distant completion of the
entire project. The milestones maintain the momentum and encourage effort; they allow
the team to judge their own progress and to celebrate achievement throughout the project
rather than just at its end.
The simplest way to construct milestones is to take the timing information from the work
breakdown structure and sequence diagram. When you have guesstimated how long each
sub-task will take and have strung them together, you can identify by when each of these
tasks will actually be completed. This is simple and effective; however, it lacks creativity.
A second method is to construct more significant milestones. These can be found by
identify stages in the development of a project which are recognisable as steps towards
the final product. Sometimes these are simply the higher levels of your structure; for
instance, the completion of a market-evaluation phase. Sometimes, they cut across many
parallel activities; for instance, a prototype of the eventual product or a mock-up of the
new brochure format.
If you are running parallel activities, this type of milestone is particularly useful since it
provides a means of pulling together the people on disparate activities, and so:

they all have a shared goal (the common milestone)

their responsibility to (and dependence upon) each other is emphasized
each can provide a new (but informed) viewpoint on the others' work
the problems to do with combining the different activities are highlighted and
discussed early in the implementation phase
you have something tangible which senior management (and numbties) can
recognise as progress
you have something tangible which your team can celebrate and which constitutes
a short-term goal in a possibly long-term project
it provides an excellent opportunity for quality checking and for review

Of course, there are milestones and there are mill-stones. You will have to be sensitive to
any belief that working for some specific milestone is hindering rather than helping the
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work forward. If this arises then either you have chosen the wrong milestone, or you have
failed to communicate how it fits into the broader structure.
Communication is your everything. To monitor progress, to receive early warning of
danger, to promote cooperation, to motivate through team involvement, all of these rely
upon communication. Regular reports are invaluable - if you clearly define what
information is needed and if teach your team how to provided it in a rapidly accessible
form. Often these reports merely say "progressing according to schedule". These you
send back, for while the message is desired the evidence is missing: you need to insist
that your team monitor their own progress with concrete, tangible, measurements and if
this is done, the figures should be included in the report. However, the real value of this
practice comes when progress is not according to schedule - then your communication
system is worth all the effort you invested in its planning.

THE ARTISTRY IN PLANNING

At the planning stage, you can deal with far more than the mere project at hand. You can
also shape the overall pattern of your team's working using the division and type of
activities you assign.

Who know best?

Ask your team. They too must be involved in the planning of projects, especially in the
lower levels of the work breakdown structure. Not only will they provide information and
ideas, but also they will feel ownership in the final plan.
This does not mean that your projects should be planned by committee - rather which
you, as manager, plan the project based upon all the available experience and creative
ideas. As an initial approach, you could attempt the first level(s) of the work breakdown
structure to help you communicate the project to the team and then ask for comments.
Then, using these, the final levels could be refined by the people to whom the tasks will
be allocated. However, since the specification is so vital, all the team should vet the
penultimate draft.

Dangers in review
There are two pitfalls to avoid in project reviews:
they can be too frequent
they can be too drastic
The constant trickle of new information can lead to a vicious cycle of planning and
revising which shakes the team's confidence in any particular version of the plan and
which destroys the very stability which the structure was designed to provide. You must
decide the balance. Pick a point on the horizon and walk confidently towards it. Decide
objectively, and explain beforehand, when the review phases will occur and make this a
scheduled milestone in itself.
Even though the situation may have changed since the last review, it is important to
recognise the work which has been accomplished during the interim. Firstly, you do not
want to abandon it since the team will be demotivated feeling that they have achieved
nothing. Secondly, this work itself is part of the new situation: it has been done, it should
provide a foundation for the next step or at least the basis of a lesson well learnt. Always
try to build upon the existing achievements of your team.

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Testing and Quality

No plan is complete without explicit provision for testing and quality. As a wise manager,
you will know that this should be part of each individual phase of the project. This means
that no activity is completed until it has passed the (objectively) defined criteria which
establishes its quality, and these are best defined (objectively) at the beginning as part of
the planning.
When devising the schedule therefore you must include allocated time for this part of
each activity. Thus your question is not only: "how long will it take", but also: "how long
will the testing take". By asking both questions together you raise the issue of "how do
we know we have done it right" at the very beginning and so the testing is more likely to
be done in parallel with the implementation. You establish this philosophy for your team
by include testing as a justified (required) cost.

Fitness for purpose

Another reason for stating the testing criteria at the beginning is that you can avoid futile
quests for perfection. If you have motivated your team well, they will each take pride in
their work and want to do the best job possible. Often this means polishing their work
until is shines; often this wastes time. If it clear at the onset exactly what is needed, then
they are more likely to stop when that has been achieved. You need to avoid generalities
and to stipulate boundaries; not easy, but essential.
The same is also true when choosing the tools or building-blocks of your project. While it
might be nice to have use of the most modern versions, or to develop an exact match to
your needs; often there is an old/existing version which will serve almost as well
(sufficient for the purpose), and the difference is not worth the time you would need to
invest in obtaining or developing the new one. Use what is available whenever possible
unless the difference in the new version is worth the time, money and the initial, teething
pains.
A related idea is that you should discourage too much effort on aspects of the project
which are idiosyncratic to that one job. In the specification phase, you might try to
eliminate these through negotiation with the customer; in the implementation phase you
might leave these parts until last. The reason for this advice is that a general piece of
work can be tailored to many specific instances; thus, if the work is in a general form,
you will be able to rapidly re-use it for other projects. On the other hand, if you produce
something which is cut to fit exactly one specific case, you may have to repeat the work
entirely even though the next project is fairly similar. At the planning phase, a manager
should bare in mind the future and the long-term development of the team as well as the
requirements of the current project.

Fighting for time

As a manager, you have to regulate the pressure and work load which is imposed upon
your team; you must protect them from the unreasonable demands of the rest of the
company. Once you have arrived at what you consider to be a realistic schedule, fight for
it. Never let the outside world deflect you from what you know to be practical. If they
impose a deadline upon you which is impossible, clearly state this and give your reasons.
You will need to give some room for compromise, however, since a flat NO will be seen
as obstructive. Since you want to help the company, you should look for alternative
positions.
You could offer a prototype service or product at an earlier date. This might, in some
cases, be sufficient for the customer to start the next stage of his/her own project on the

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understanding that your project would be completed at a later date and the final version
would then replace the prototype.
The complexity of the product, or the total number of units, might be reduced. This
might, in some cases, be sufficient for the customer's immediate needs. Future
enhancements or more units would then be the subject of a subsequent negotiation which,
you feel, would be likely to succeed since you will have already demonstrates your
ability to deliver on time.
You can show on an alternative schedule that the project could be delivered by the
deadline if certain (specified) resources are given to you or if other projects are
rescheduled. Thus, you provide a clear picture of the situation and a possible solution; it
is up to your manager then how he/she proceeds.

Planning for error

The most common error in planning is to assume that there will be no errors in the
implementation: in effect, the schedule is derived on the basis of "if nothing goes wrong,
this will take ...". Of course, recognising that errors will occur is the reason for
implementing a monitoring strategy on the project. Thus when the inevitable does
happen, you can react and adapt the plan to compensate. However, by carefully
considering errors in advance you can make changes to the original plan to enhance its
tolerance. Quite simply, your planning should include time where you stand back from
the design and ask: "what can go wrong?"; indeed, this is an excellent way of asking your
team for their analysis of your plan.
You can try to predict where the errors will occur. By examining the activities' list you
can usually pinpoint some activities which are risky (for instance, those involving new
equipment) and those which are quite secure (for instance, those your team has done
often before). The risky areas might then be given a less stringent time-scale - actually
planning-in time for the mistakes. Another possibility is to apply a different strategy, or
more resources, to such activities to minimize the disruption. For instance, you could
include training or consultancy for new equipment, or you might parallel the work with
the foundation of a fall-back position.

Post-mortem
At the end of any project, you should allocate time to reviewing the lessons and
information on both the work itself and the management of that work: an open meeting,
with open discussion, with the whole team and all customers and suppliers. If you think
that this might be thought a waste of time by your own manager, think of the effect it will
have on future communications with your customers and suppliers.

PLANNING FOR THE FUTURE

With all these considerations in merely the "planning" stage of a project, it is perhaps
surprising that projects get done at all. In fact projects do get done, but seldom in the
predicted manner and often as much by brute force as by careful planning. The point,
however, is that this method is non-optimal. Customers feel let down by late delivery,
staff is demotivated by constant pressure for impossible goals, corners get cut which
harm your reputation, and each project has to overcome the same problems as the last.
With planning, projects can run on time and interact effectively with both customers and
suppliers. Everyone involved understands what is wanted and emerging problems are
seen (and dealt with) long before they cause damage. If you want your projects to run this
way - then you must invest time in planning.
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The Paper Planner or the PDA

- which is better?
Has the traditional hard copy planner finally met its match?
As PDAs become more
Palms, Pocket PCs and
cannot do, like survive
information to another

popular, the debate continues to elevate as to whether handheld computers such as

the Blackberry are better than hard copy planners. There are still a few things that a PDA
a drop from a three-story window. But I have yet to see hard copy planners beam
planner. Here are a few pros and cons so you can judge for yourself.

Two obvious advantages of the handheld are its portability and capacity. There are paper planners that are
smaller and lighter, but their function is limited. It is impossible to purchase a hard copy planner that could hold
even a fraction of the information stored by the PDA. If one were available, you would need a tractor-trailer to
haul it around.
The paper planner still has its advantages. I have yet to see a PDA user write graffiti or peck at the miniature
keyboard as quickly as a paper planner user could enter appointments. Accessing data from the calendar at the
flip of a page seems faster than turning on a PDA, tapping buttons and scrolling. You could even claim (poor
handwriting aside) that a hard copy planner is a lot easier to read. And they don't need recharging. The initial
investment is a lot less, as is the replacement cost if it's ever lost or damaged. And speaking of costs, paper
planners need no upgrades. Although you do have to buy a new one each year at a modest cost. They never
crash, freeze, or lose all their data.
Lest you sense the argument swinging in favor of paper planners, let me remind you that dozens of past years'
planners lined up in a row consume space and create clutter. I might even mention the destroyed trees that they
represent. The total information contained in a life's accumulation of planners could be housed in a tiny 3 inch
by 4 inch handheld. There is unlimited space for notes and things to do. Only one entry is necessary for
birthdays, anniversaries and other repeating events. No need to copy information from one planner to the next.
You don't even have to turn on your Palm to be reminded; an audible alarm will grab your attention. And when
you mention readability, try reading a planner in the dark! I've yet to see a planner with a backlight.
PDAs don't get smudged, dog-eared, nor worn or torn from too much erasing. They can make changes quickly
and cleanly as well as keep confidential information hidden from sight. You can attach notes to your
appointments, beam assignments and business cards, synchronize with your computer, and install e-books (with
a document reader) to utilize travel time. They can even receive and send e-mail, surf the Internet and
download web pages. The PDA may be more expensive initially, and be more fragile, but with a protective case
and caution, it could serve you for many years.
So the traditional planner, with its finite number of pages, space and time frame is being challenged with this
relatively new electronic marvel. But is it really better? You be the judge.

Are You A Procrastinator?

Common definitions of procrastination include "putting off until later things that should be done today" or
"putting off high priority activities by doing low priority activities instead." But these are oversimplifications that
make us look worse than we really are. We may not have much choice. Perhaps the boss insists that we finish
the unimportant task first. Or maybe it's only a one-time delay. Or it could be we simply forgot. Or something
unforeseen cropped up that simply couldn't be ignored.
Don't be too hard on yourself. Procrastination is really the intentional and habitual postponement of some
important task that should be done now. Any time you make a decision to do something at a specific time in the
future, you are not procrastinating, you are planning. But if the postponement is habitual, i.e. you put it off until
the next day, and then the next day, and then the next, and it's not merely a case of forgetting or being coerced
into ignoring it, you're procrastinating. And it's still procrastination regardless of the excuses you have or the
rationalizations you make for putting it off.
That's why procrastination is such an insidious time waster. It's deceitful. We make it look like we don't have

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time to do it, or that it makes sense to polish off the small tasks first to get them out of the way, or that we're
saving time in the event that the boss changes his or her mind, or that the urgency of the unimportant tasks is
forcing us to do them first. There seems to be no limit to the excuses that people come up with for putting off
something that should be done now.
I've never seen figures on how much money is lost in this country through procrastination, but it must be in the
billions. Check the line-ups at the post office on the last day for tax returns, or the final day for anything for that
matter. According to one author, an estimated 10 million people in the U.S. buy their Valentine's Day gift or card
on February 14th. In fact how many people haven't bought their Christmas cards yet? Why not? Is it too early?
Do they self-destruct if kept more than 10 days before mailing?
A procrastinator's view of time is distorted. They feel there's plenty of time in the future to work on their goals.
Even a two-week deadline seems like plenty of time. Why there's days left yet! They don't seem to come to
grips with the fact that time is finite. There's only so much time in a day, month, year or lifetime. Some people
actually put off living until it's too late. Of all the consequences of procrastination, the worst of all has to be
cheating us of the opportunity to experience life fully.
Consequences can be either external, internal or both. External consequences include things such as a fine for
overdue library books, interest charges on loans, reprimands by the boss or family member, or even the loss of a
job. Internal consequences include frustration, anger at yourself, feeling pressured or guilty, becoming selfcritical, or never knowing the joy of experiencing something you long for.
You can usually spot a procrastinator at work. They have cluttered desks, an overflowing in-basket, stacks of
unopened magazines, papers to be filed and a "To Do" list that gets longer every day. You have to continually
follow up to get anything from them. They frequently cancel appointments, reschedule meetings, and cancel out
of seminars at the last minute. They're usually flustered, disorganized and under constant pressure. And
generally have a poor self-image.
There are many ways to build up a resistance to procrastination, including breaking large jobs into chunks,
utilizing high-energy time for distasteful tasks and developing a "do it now" habit." In next week's article we will
provide suggestions for reducing this insidious timewaster.
Copyright, Harold Taylor Time Consultants Inc.

Overcoming Procrastination
We all procrastinate occasionally under certain circumstances. It's a natural tendency and there's no need to feel
guilty. But if you habitually and intentionally put off important tasks that should be done now, you are a chronic
procrastinator. This could seriously hamper your effectiveness as well as your self-image. Here are a few
suggestions from my book, Procrastinate Less and Enjoy Life More (Harold Taylor Time Consultants Inc., 1999)
that could help you defeat the procrastination habit. Choose those ideas that you feel comfortable using. All of
them have been found helpful to some people.
> Set a goal for the thing you've been putting off. Pick a specific date to do it, and schedule time in your planner
to get it done.
> List the advantages of doing the task and compare them with the consequences of not doing it. The result
may convince you that it should be done.
> List the things you have been putting off, choose the simplest task and do it. This small success should
motivate you to tackle other, more difficult tasks that you have been delaying.
> Decide on a reward for finishing a task that you have been delaying. Example: a coffee break, new dress, a
night on the town. Provide yourself with an incentive to get it done.
> Break down the overwhelming tasks into chunks, and do them a little at a time.
> Schedule the task in your prime time when you are at your peak mentally and physically. For most people this
is first thing in the morning.
> If the task you've been putting off is work-related, put the appropriate paperwork or other material on your
desk when you go home so it alone will be visible when you arrive the next morning.

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> Commit yourself to do the task at a definite time and tell others of your plans. Many of us will act to avoid
embarrassment with our peers.
> Get help. Delegate some of the distasteful tasks, or share the task with others willing to help.
> Do absolutely nothing. Some people find they get bored and will tackle anything rather than remain idle.
> Place deadlines on all tasks that you have been putting off.
> Keep telling yourself, "If it's unpleasant, I'll do it now and get it over with."
> If you tend to be a perfectionist, recognize that good is good enough and that it's better to get it done than to
delay until it can be perfect.
> If you're afraid of failing, acknowledge the fear and do it anyway. Recognize that successful people fail more
because they try more.
> Disorganization breeds procrastination, so get organized.
> Tackle the distasteful tasks when you're on a high - when you have just accomplished something significant
and feel good about yourself.
> Accept full responsibility for the task; don't allow excuses to lull you into procrastination.
> Engage in positive self-talk. Be optimistic. Attitude can make a difference.
> Force yourself to start. Once started, you'll build momentum. Keep starting, and you'll develop the do it now
habit.
> Don't wait until you have more time; you will probably have no more time in the future than you have right
now.
> If you don't feel like working on the task, do something small that will take you in the right direction. Getting
started is the hardest part of doing.
> Recognize that you have a choice to either do something or not to do it. Take full responsibility for how you
spend your time.
> Don't put yourself on a guilt trip if you do procrastinate once in a while. It's okay not to be perfect.
Copyright, Harold Taylor Time Consultants Inc.

Shortcuts Through Life

Sometimes it's more important to savor the moment
There's a walking trail in Markham that winds its way leisurely around a pond, through fields, wooded area,
along a river and eventually emerges in the quaint village of Unionville, Ontario. People negotiate its many twists
and turns either on foot or on bicycle as they get their daily dose of exercise. A pleasant walk indeed. On
occasion, I have even spotted the odd deer peering through the early morning mist.
But surprising at it may seem, I have also spotted shortcuts at every curve - paths beaten through the grass
and wild flowers by walkers and cyclists who have been programmed by life to seek out the shortest distance
between two points. Has the world gone completely mad? Why would someone whose sole purpose in the
morning was to exercise or enjoy the outdoors want to take a shortcut?
Yet this is precisely what they do. And I am tempted as well when I see this swooping arc in the path ending at
the foot of a bridge a scant 50 yards straight ahead. Is the real purpose of this path to take a person from point
A to point B in the shortest time possible? Forget the rippling stream and swaying branches, the colorful flowers
and fluttering birds. Ignore the early morning mist and the animals scurrying for cover in the bushes. Let's get
to Unionville as fast as we can!

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Upon reflection, we negotiate life the same way. We try to get through it in the least possible time. Who has
time to smell the flowers? Just trample them underfoot as we carve another shortcut through life. Dictate into a
pocket recorder as we drive through the countryside. Scan magazines as your child skates his heart out for your
approval. Mentally rehearse that sales presentation as you and your family eat breakfast in silence. Use your
wireless handheld computer to collect e-mail at the beach. Make every vacation a working vacation, every social
event a networking opportunity and every flight a chance to work undisturbed.
What is the impact of eating breakfast during the commute to work or using a cell phone as we weave through
city traffic? A safety hazard? Absolutely. A stressor. Of course. A time saver? Not really. You cannot save time,
stretch time nor salvage time. You can only use time. If you use it for trivial, needless or superfluous things, you
are actually wasting it. We try to cheat life by cramming more into each hour, but by doing so, we simply
displace something else or ruin what that hour already contains.
There are a few things that can be done simultaneously while preserving the integrity of each, such as listening
to the radio while taking a shower or reading a book while waiting for a delayed flight to depart, but these are
few and far between. In general, what appear to be time savers are actually life wasters in disguise. In the
name of personal productivity, organizational efficiency or time strategies, we have been sold a bill of goods by
well-meaning time management consultants who are paid handsomely to keep us on the fast track. Sometimes
we are moving in the opposite directions to the track. What is the point in running up a down escalator?
We are conditioned throughout our lives to hurry, be efficient, and not waste time. We are brainwashed by
commercials that promote fast foods, speedy delivery and instant success. We are deluged with time saving
appliances, super swift software and precision watches that track time to the nth degree. We move faster, talk
faster, work faster and live faster. Children grow up faster and grownups grow old faster. Time itself seems to be
picking up speed.
It's a beautiful life, but who has time to notice? Life expectancy has increased but its benefits have been nullified
by our distorted perception of time. We are living faster than the speed of life. We are literally racing to our
deaths.
If you are a participant in the rat race, get off the track. Let the die-hards pass you on the way to the finish line.
The secret of life is not to be the one to finish it first, but the one to enjoy it the most. Don't live speedily, live
abundantly. Time management is not doing more things in less time. It is doing more important things in the
time that we have. And who is to determine what is important? You are. It's your time. It's your life. You may
want to live it a little slower and savor the moments. You may even decide that it's more important to see those
fish gliding effortlessly between the rocks in that shallow stream than to arrive in Unionville before the stores
open.

The One-Day-At-A-Time Technique

Long-term goals are achieved in short-term segments
Have you broken your New Year's resolutions yet? One study found that 70% of us have broken our New Year's
resolutions by the end of January. New Year's resolutions, like goals, are easy to set, but harder to accomplish.
In a typical year in the U.S. 17,300,000 smokers quit, at least for a day, but only 1,300,000 of these quit for at
least a year.
To accomplish any resolution or goal you must be committed to change. You must want to achieve that goal so
much that you will muster enough self-discipline to persist, in spite of the temptation to slip back into
comfortable ways. You need the motivation to succeed. To be motivated you must believe you can do it. You
must believe in yourself. Motivation is the product of the strength of your desire to achieve something, and the
strength of your expectancy that it will be accomplished. If you don't think you can do something, you're right.
But if you really want something and you know you can achieve it you will.
If you make up your mind to walk or jog every morning or give up desserts or lose five pounds by the end of the
month or listen more attentively without interrupting, you can do it. You can do it a day at a time. To give up
desserts or coffee or anything else that you enjoy is just too overwhelming if it requires a lifetime of self-denial.
But if you tell yourself that you are just going to do it for a day, it's suddenly easy. Anyone can give up smoking
for one day, or jog one morning or skip the bedtime snack one evening. The next day is a new commitment to
make the change that day as well. The following day becomes a new commitment. And eventually the habit is
broken. Habits are broken or formed one day at a time. Goals are achieved one day at a time.
It takes desire and belief and commitment to get through that one day, but it's a lot easier than giving up

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something forever. One of my sons, who had tried unsuccessfully to quit smoking many times finally embarked
on the one-day-at-a-time technique. Each morning he would tell himself that he was not going to smoke that
day. He would repeat the same affirmation the next day and the next. If you asked him if he had given up
smoking he would reply, "No. It's too difficult to give up smoking. But I'm not smoking today." It was years
before he would admit that he had actually given up smoking and even then he was quick to add that there were
no guarantees for the future. He was still working on it one day at a time. But success breeds success. And as
his lungs cleared, his taste buds sharpened and his health improved, his motivation increased even more.
Having a goal is not good enough. There must be a reason for the goal. This provides the desire and the
resultant commitment. When I gave up drinking coffee there was a strong reason to do so. Suffering from
arthritis that threatened my speaking career and wanting to avoid taking anti-inflammatory drugs that attacked
my stomach (I had bleeding ulcers in the past), I did a lot of reading on the ailment. Discovering that diet could
have a profound effect on arthritis in some cases, I embarked on a diet, which included giving up coffee.
Ensuing headaches, which could have been quickly alleviated by a coffee fix, did not dissuade me, simply
because my motivation was high. And I only had to give up coffee for one day. Then one more day. Again and
again. Within three weeks the headaches and arthritis were gone. After three years I don't even miss the coffee
any more. And only on cold mornings when I smell a fresh brew am I even tempted.
There were others things I gave up at the time, such as red meat, salt and excessive sugar. And I took fish oil
supplement. But the tough thing for me to give up was coffee. Even if it is proven that the coffee did no harm
and my arthritis coincidentally went into regression at the same time, so what? Water is healthier anyway.
The next time you want to develop a good habit, rid yourself of a bad habit or achieve a goal that seems
overwhelming, try the one-day-at-a-time technique. It works.

The Age of the Workaholic

It's difficult to know whether a person is a workaholic, or simply a self-motivated individual committed to his or
her job. Richard Walters, in his book, Escape The Trap, suggests that workaholics must work while well-adjusted
individuals want to work. The difference would appear to be that workaholism is a compulsion. Dr. Barbara
Killinger, author of Workaholics:The Respectable Addicts, claims, "Like cocaine, work is extremely addictive, but
unlike drug addictions, overwork has society's blessing. Since it is so respectable, work dependency is one of the
most dangerous of all addictions."
Killinger believes that the root of work addiction is a compulsive drive to gain approval and success through the
exercise of control and power. And although it may be difficult to distinguish by sight between a workaholic and
a person simply finding expression through an avid interest in his or her work, the results are dissimilar. The
results of workaholism, according to Walters, include:

Disruption of family life

Neglect of spiritual growth and fellowship
Diminishing returns from effort
Physical tension
Loss of perspective about the larger issues of vocation or life. (Tunnel vision)
Misdirected resentment

According to Diane Fassel, author of Working Ourselves to Death (Harper, 1990), workaholism is the cleanest of
all addictions. "It is socially promoted because it is seemingly socially productive." Fassel claims that many
organizations are workaholic, fostering and promoting the disease.
It is up to the individual to take responsibility for his or her behavior and reassess priorities. Many of us are
involved in lifestyles that provide too little for the price we pay in terms of effort and sacrifice. We are exhausted
and stressed out. The answer to the time crunch is life balance. We must stop sacrificing the present for an
illusive future and start enjoying what we already have. As Julie Sokol, in her book, Life Without Balance, claims,
"When people tell you to reach for the stars, they don't mention that you might get hit by a meteor."
Since balancing life refers to spending time in all areas of your life that are meaningful to you, you must use
your time planner to schedule those people activities and quiet times. Forgetting about the pressures of the

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moment, schedule what you feel would be an ideal week. Which people are important to you? What activities do
you enjoy? What relationships do you want to build? What self-development courses do you want to take? The
only way you will spend time with that person you care about is to schedule time in your planner.
If you find that your job consumes all your time, extending into the evenings and weekends, question your job.
Are you relying on your job to provide your self-esteem? Self-esteem should come from within. We have value
as human beings regardless of what we do or don't do. Our careers are vehicles we use to travel through life.
We don't really need a Cadillac or a Lincoln; a less prestigious vehicle will still provide adequate transportation.
Too many people live for the future and sacrifice the present. Unfortunately, the present is always with us and
the future never arrives. If you find yourself in a constant time crunch, something's wrong. Take a good look at
where the time is going, and whether it is being directed where your heart is. Or as the Chinese proverb warns
us, "If we do not change our direction, we are likely to end up where we are headed."
Copyright, Harold Taylor Time Consultants Inc.

Balancing Your Life through

Time Management
A.L. Williams, head of a multi-million dollar life insurance company, does not believe you have to give 100
percent of your effort to your business to be successful. He claims the divorce rate for executives earning over
$59,000 per year is a staggering 85 percent.
Bertrand Russell said, "It is the pre-occupation with possession, more than anything else, that prevents men
from living freely and nobly." Linda and Richard Fyne, in their book, Life Balance (Random House, 1988) quoted
an old family doctor as saying, "You hear a lot of regrets from people on their deathbeds, but I'll tell you one
I've never heard. No one ever says, "If only I'd spent more time with the business."
There has been so much written and taught on the powerful technique of focus that it's easy to lose sight of
balance. Concentrating all your time, talents and energy on one activity will make you one of the top people in
the country in that particular area. You can be a winner in the Olympics, a champion in the arena, an expert in
any chosen discipline or profession. But you can't be tops at everything! You have to make a decision whether
you will be the best at one thing or good at everything.
Balance is the process of working at all areas of your life; work, family, social, personal, spiritual. You can be a
good parent, spouse, friend, boss, with a healthy outlook, healthy body and healthy mind. But you may have to
sacrifice greatness in any one area to do so. But balance has its rewards.
Author Glenn Bland, in his book, Chart Your Way to Success, claims you will find happiness and success through
balanced living. There is less stress and greater intrinsic rewards. Don Osgood, author of Surefire Ways to Beat
Stress, says that being disappointed in ourselves is a very real cause of stress, and it doesn't go away easily. A
balanced life allows us to spend time in all areas of our lives, giving us a sense of satisfaction and peace of mind
not possible through excessive struggle to excel in one area only. As Don Osgood claims in his book, "Success by
itself isn't wrong at all. It is only wrong when we let it get out of hand."
How can we achieve balance in our lives? By turning a large portion of our attention and time to aspects of our
lives aside from work-related activities. Dr. Ron L Fronk, in his book, Creating a Lifestyle You Can Live With,
suggests the following measures to reduce the negative impact of stress in our lives: develop optimistic
attitudes; improve your support systems; exercise regularly and vigorously learn to manage change; improve
your time management skills; improve rest habits; improve nutritional intake; reduce body weight; reduce
alcohol intake; stop smoking; and get a complete physical exam.
Most of the above suggestions involve the expenditures of time. And since time is in scarce supply, most people
resist stealing it from their work-related activities. As a result, critical support systems such as families and
friends are neglected. An important ingredient of life balance is therefore the management of time. Personal
organization, time efficiencies, techniques such as delegation and scheduling and the elimination of timedraining habits such as procrastination, perfectionism and worry become imperative.
Time management is really a process of freeing up time to use on the neglected areas of life, such as those
suggested by Fronk earlier. To ensure that this freed time is used as intended, and not reinvested in work, the
proper use of a planner is necessary. Blocks of time should be scheduled in the planner for these balancing

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activities and commitments honored as though they were meetings with a major client or the boss. Failure to do
so will make the following statement a reality in your life: "People work long hours so they can someday afford
to do the things that they'll never have time to do because of the long hours they work."

Cruising Along With E-Mail

Put a deadline on your e-mail sessions
During a cruise a few years ago, I was able to keep in touch, both socially and business wise, via the Internet.
But we were limited to a 15-minute session (measured by a timer.) With the lineup of people waiting, we either
had to complete our e-mail during that time period or wait until the next day. It's amazing how a deadline and
practice can increase your productivity.
By first deleting, unopened, any Spam, e-zines and trivia, then opening and responding to the obvious priority
messages and leaving the odd non-urgent documents until the next day, I was able to keep on top of my e-mail.
This was some feat considering that a similar volume of e-mail had been consuming between 30 and 60 minutes
each day back at the office.
It illustrates that with a deadline you can become a lot more efficient. Many of the e-zines that we receive (even
the ones to which we subscribe) are unnecessary. In most cases, correspondence can be answered using a
fraction of the words that we normally use. Skimming through many documents is sufficient. And printing or
saving, unread, a document that you feel is worth reviewing at a more convenient time, saves precious minutes.
Requests can be made using only a few words, sometimes in the heading itself. Much e-mail is informational and
need no reply. Boilerplate copy can be cut and pasted for routine enquiries. And longer back-up information can
be quickly added as an attachment.
An overwhelming amount of e-mail can also overcome the reluctance to delegate. Perhaps a staff member
cannot handle the items as effectively as you can, but at least it gets done without consuming an unreasonable
amount of time. You must be careful that the investment does not exceed the pay off. E-mail overload could be
hazardous to your health as well. An article in the October 25, 2000 issue of The Toronto Star reported that
small business owners feel overwhelmed by all the incoming messages and information. They reported receiving
up to 1500 e-mail messages each week!
Being on the receiving and of a deadline highlights the importance of a descriptive heading for e-mails, the joy
of brevity and the convenience of including shorter documents in the body of the e-mail rather than as an
attachment. I am thankful for those correspondents who don't thank people for thank you letters, never send email unnecessarily and rarely copy people who don't need the information.
The two-week experience of handling e-mail in a daily 15-minute time slot has sharpened my self-discipline and
motivated me to continue with this practice now that I'm back at the office.
To expedite the handling of e-mail, schedule a specific time period and stick to it. It can be once a day or several
times a day for ten minutes or forty minutes but always work to a deadline. E-mail is not immune to Parkinson's
Law. If you have more time, you will spend more time. Budget your time wisely and you will free up hours every
week that you can devote to other priorities.
Some of you may be thinking, "Why did he bother with e-mail at all? Wasn't he supposed to be on vacation?" In
fact, my son, who then managed the company, was asking the same question. There were only a few items
among the e-mail messages for which he needed my input. What happens when I'm away permanently? The
expression 'you can't take it with you' applies to e-mail as well. For an answer, I can only say that after running
my own business for 35 years, it's difficult to let go completely. And the 15 minutes of e-mail allowed me the
peace of mind that enabled me to enjoy my vacation.
This is a failing of many entrepreneurs. We have to realize at some point that we're not indispensable. What
does e-mail or the entire business, for that matter really amount to in the scheme of things? But then I
rationalize; if I had not handled my own e-mail, this article would never have been written.
Copyright, Harold Taylor Time Consultants Inc.

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Planning and the Sigmoid Curve

As late as 1929 the average life expectancy in the U.S. and Canada was less than fifty years. Fifty years earlier
than that it was around thirty-five! A book by Bob Buford [Half Time, 1994] reminded me of how fortunate we
are. On the average we live about a third of our lives after retirement. That fact alone makes it imperative to
plan now, regardless of our current age.
Bob Buford referred to the Sigmoid Curve from a book by Charles Handy [The Age of Paradox, 1995]. Handy
made an interesting case for launching a second career before the first one starts going downhill. Or a second
business before the first one starts to falter. Or a new product before the sales on the first one start to peter out.
Handy feels the Sigmoid Curve, an s-shaped curve tilted forward, sums up the story of life. We start slowly, take
off, then start to wane. The time to make a change is while we're approaching the crest of the curve, while
everything is going great At that point we have the energy and resources needed to get a new curve through its
faltering first stage. But we are reluctant to change when things are going great and tend to ride the first curve
down to oblivion.
Once work becomes a habit, and we're riding the crest of success represented by the peak of the Sigmoid Curve,
it's easy to overlook the fact that life may be ready to take us on a downhill slide. Age, health, business, product
sales may not remain on an upward swing. Some things we can prevent by making changes earlier; others we
can anticipate and be prepared. Planning should be more than deciding when to schedule tasks. It should
involve how we intend to spend the rest of our life. Charles Handy's more recent book [Beyond Certainty, 1996]
claims we are leaving full-time employment earlier, and living longer. The prerequisite of a good "third age" is
health, wealth and a good education.
Let's not be too satisfied with the status quo. If we're healthy now, lets use our stamina to launch a regular
exercise program, adopt a healthy diet and lifestyle - before our health starts going downhill. If we have a happy
good relationship with our family, let's put forth the effort necessary to improve relationships even more.
Perhaps we could initiate a "family night" or plan a cruise together or have a monthly weekend retreat with one
member of the family at a time. If retirement is ten or twenty years away, now is the time to put away some
money on a regular basis while we can still afford it. If our career is going well, perhaps now is the time to
review our plans for the future and make changes while we're performing at our peak level, with nothing but
great credentials and references.
Of course, we could be near the bottom third of the sigmoid curve in any of these areas and be struggling to
make a go of it. But we should not lose sight of the fact that when things are going well, it's not the time to sit
back, relax and assume we have it made. It may take a little effort on our part to keep the momentum going so
we can survive the next downswing in our sigmoid curve.
A little long-term planning never hurt anyone.

Develop Personal Policies To Guide

You Through Life
Corporate policies such as the customer is always right, we will not be undersold and satisfaction or money
refunded have been around for over a century. They serve as guidelines for employees to make tough decisions,
provide consistency and express the organization's philosophy. They also save time.
It is similarly effective for individuals to develop a set of personal policies or value statements to help guide
them through life. Policies help people make decisions regarding their personal use of time and prevent them
from getting involved in activities inconsistent with their beliefs. These policies will be different for different
individuals and may include statements such as:
I will not compromise my beliefs, values or personal mission.
I will not attempt to do two things in the same time frame or be all things to all people.
At no time will other peoples' lack planning become my crisis.
I will not become an activity packrat; for every new activity I take on, one of equal time value must be
subtracted.

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I will have as much respect for my own time as I have for other peoples' time.
Decisions or choices affecting my family will be discussed in advance with my family.
I will not be coerced into changing my priorities; they will be changed only if my heart is in it.
To establish personal policies you must first determine the values you want to protect and the image you want to
project. Once you are clear on your priorities and how you want to use your time, put your statements in writing
and post them where they'll be a constant reminder. This might be at the front of your planner or in your PDA or
other electronic organizer. Be sure to discuss your policies with family members or others who will be affected by
them. You could end up modifying them, but be sure that you end up with a set of guidelines that reflect your
beliefs, not those of others.
With your personal policies in place, you will be able to say no at the appropriate times, and use your
discretionary time wisely. For example, if someone asks you to serve on a volunteer committee, your policy
prompts you to say no unless you can free up time for it by releasing a current activity. You won't have to waste
time deliberating or taking it under consideration or giving the person false hope with a maybe. Or if you were
asked to do something unethical, you would quickly refuse. Policies speed up the decision-making process and
prevent you from straying from your life mission.
If you don't have a personal mission statement, develop one first, before you establish your policies. Policies
help to guide you but a mission statement determines your direction.
Policies are guidelines, not rules. They are flexible depending on the situation. For instance, you may not refuse
to work overtime if your job actually depended on it. However if you were consistently confronted with overtime
at the threat of losing your job, you would either start looking for another job or change your policy. You cannot
continue to live in opposition to your personal values. To do so would increase stress, diminish your self-esteem
and take much of the fun out of life.
Your policies can be modified as time passes. Your priorities may change as your situation changes. As people
grow older, for instance, they may have a greater respect for free time and less respect for money. Single people
may have different priorities if they marry and have children. The important thing is that we maintain control of
our lives by deciding our priorities and how we spend our time. Policies help us to live by design, not by default.

Extending Your Inefficiency

Working Overtime Can Be A Poor Investment Of Time
A study by Harvard University economist Juliet Schor revealed that employees are putting in the equivalent of an
extra month of work each year as compared to the hours put in by workers in the 1970's. Another American
study discovered that the percentage of workers who are regularly putting in 50-hour weeks has nearly doubled
since 1995. It may be even worse in Japan, where, according to the book, Sanity Savers, by Ann Douglas, each
year more than 10,000 Japanese workers die as a result of Karoshi - death by overwork.
It appears that these long hours are in many cases put in willingly by people who relate the amount of time
spent on the job to success, improved results and increased productivity. An article in the February 3, 1999
issue of the Financial Post quoted David Lunsford of Dell Computer Corp. as saying, "I often hear people proudly
claim they work 100-hour weeks." Unfortunately, much of the extra time spent on work, is extracted from sleep
time, family time and recreation. This in turn endangers our health as well as our relationships. According to an
article in the May 7, 1999 issue of The Toronto Star [Feeling Sleep Starved? Welcome to the Club, by Leslie
Papp.] "Lack of sleep makes people moody, impatient, unable to concentrate, less attentive. Over time it can
take a toll on their physical and mental health and significantly affect performance."
You don't manage time effectively by working longer hours, even though many successful and wealthy people
may have credited their success to their long hours of dedication to the job. Aristotle Onassis, the multimillionaire business tycoon was quoted as saying, "I have learned the value and importance of time; therefore, I
work two additional hours each day and in that way I gain the equivalent of one additional month each year."
It may be true that in the short term, longer hours will provide additional results proportionate to the results you
obtain during your normal working hours. But if you are only 50% effective during the day, you will only be 50%
effective during your extended day as well. Are you willing to sacrifice four hours of your personal time to obtain
two hours of additional results?

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It would make more sense to maximize your effectiveness during regular working hours, eliminating the
timewasters and using the time saved to work on key result areas. Effectiveness involves working on priorities. A
principal spending time with a teacher, for example, resulting in improved teaching, could influence a generation
of students. And a manager, devoting time each day to achieving a professional goal, could have a positive
impact on everyone within his or her area of influence. Effective workers recognize that it's more important to
utilize their time wisely than to attempt to get more time to utilize. It is not wise to extend inefficiencies. You
must eliminate them.
Once you become extremely effective during the day, with minimal wasted time, you can extend this effective
time into the evenings. That is, if you want to become an Aristotle Onassis. Most of us will settle for a successful
career and a satisfying and rewarding personal life. You may not even want to aim for the top for you will meet
many workaholics en route.
How many hours you work is up to you. We all have different personal objectives. But from a time management
perspective, it is unwise to extend your working hours until you are managing your present working hours as
effectively and efficiently as possible. It's not the number of hours that you put into your work that determines
your results. It's what you put into those hours.

How to Select a Planner

A planner, diary, calendar or whatever you wish to call it, should do more than simply tell you what day it is.
Basically, a planner should display your annual goals so you never lose sight of where you're heading, supply
enough space to actually schedule time to work on those goal-related activities, remind you of appointments,
assignments due, meetings and special events such as birthdays, list the multitude of things that you have to do
that day or that week so you won't forget them and provide space for scheduling evening and weekend activities
so your work won't crowd out personal commitments.
There are other things that planners could do for you. But don't choose a planner with all the bells and whistles
if you never use bells and whistles. The planner should fit your personal management style, not the reverse.
Some of the more analytical people prefer a day-at-a-glance, perhaps because they like detailed records of
everything. Others prefer a month-at-a-glance because they're more interested in the overall picture and longterm results and don't want to get locked into the daily nitty gritty. I prefer the week-at-a-glance, so I can
concentrate on detail, yet have an idea of how the week is shaping up. It provides space to schedule activities
without the constant flipping of pages necessary in the day-at-a-glance planners. A. Roger Merrill, in his book
Connections: Quadrant II Time Management, suggests, "The week is a complete little patch out of the fabric of
life. It has the weekend, it has the evening, and it has the workday." It's difficult to balance your life on a daily
basis, but a weekly schedule puts things in perspective.
You should give careful thought to the selection of a planner, since it's within its pages that you organize your
life. Select one you feel comfortable with. And don't be afraid to try different types and change part way through
the year -- until you find one that is compatible with your lifestyle.
I recommend you use a larger planner than the pocket size and schedule all activities and events; record all
birthdays, anniversaries, trips, vacations; include rough maps of how to get to places; list items to take to staff
meetings and conferences, etc. Then your planning calendar will also serve as a record of where you have been
and what you have done, complete with reusable information for the future.
Select one that has enough space for the entries yet is portable enough to toss into your briefcase or purse. It
should have time segments from 7:00 a.m. to 10:00 p.m. or later for recording personal commitments, evening
courses and meetings. It should contain the total year so you can plan well ahead. Also, have space for those
daily "things to do" that don't merit assignment to any particular time slot. Choose one that will work for you.
More important than the planner you select is the way you use it. Keep your goals highlighted there, as well as
your "to do" list, important telephone numbers, assignments due, commitments made, important events to
remember and scheduled blocks of time for yourself. Don't be afraid to record information in your planner,
including evening and weekend plans. People who simply use it as a calendar - to tell whether a holiday falls on
a Monday or a Tuesday - are making a mistake. The more you use it the more valuable it becomes and the more
organized you will be. To view the planner that I designed, go to our online catalog at
http://www.taylorintime.com/catalog/ and click on Planners.

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Make Time Management A Team Effort

Respect other people's time as well as your own
To maximize the benefits of time management, it is imperative that everyone cooperates. This includes the boss.
You can't manage people's time for them, but you can help them manage their own time by following a few
guidelines.
Communicate clearly. Have a brief stand-up meeting each morning. Always let your assistant know when
you're leaving the office and when you'll return. Have a number where you can be reached. Allow access to your
electronic planner or photocopy your hardcopy planning calendar indicating the times that you're free for
appointments Don't scrimp on instructions when assigning work, and always let your secretary know when you
expect the work to be completed.
Set realistic deadlines. Never scribble "ASAP" or "Rush" on assignments. Indicate a specific date that
assignments such as letters, reports and articles are to be completed. Be realistic. Record the due date in your
planner so you won't assign too many jobs for the same day. (And use this for follow-up). On longer
assignments consult with your staff; don't arbitrarily specify a due date. Never toss things on an employee's
desk just before quitting time. And don't procrastinate until jobs become urgent. Plan ahead and encourage
planning on the part of your staff.
Don't interrupt needlessly. This may be difficult since it becomes a habit for most people. Resist the urge to
shunt material back and forth between desks. Accumulate your assignments, questions, information, etc. and
limit your interruptions to two or three each day. This applies to personal visits, e-mail and telephone calls.
Encourage suggestions. Administrative assistants are on the firing line and are aware of problems and time
wasters that you don't even know about. Involve your assistant in planning, decision-making, and idea
generation. Don't go it alone. Be receptive to suggestions and ideas.
Here are a few more suggestions for helping others manage their time more effectively.

Ensure that there are written procedures for all tasks within your organization. Involve others in writing
these procedures.
Insist that employees question everything they do. Is it necessary? Can it be eliminated, simplified, or
combined with another task?
Discourage excessive visiting. Suggest "to review" lists to accumulate questions, etc.
Eliminate unnecessary trips through the office. Ensure that everyone has their own 3-hole punch, stapler,
pencil sharpener and other frequently used equipment and supplies.
Periodically ask your staff and co-workers how your habits waste their time, and take corrective action.
Set up a special time management suggestion box. Reward innovative shortcuts.
Provide training in time management concepts, techniques and methods.
Accept the fact that others need "quiet hours" as well. Don't interrupt them every five minutes. Let your
questions and assignments accumulate and interrupt them only once.

It's difficult to get organized without the cooperation of others. A team effort makes time management a lot
more effective. But don't wait for others to take the initiative. Set the example by organizing your office, files
and methods and do what you can to help others do likewise.

Our Internal Clocks

"Get up an hour earlier and get a head start on the day" is a common recommendation to those who have
trouble getting everything done. But researchers in the field of chrono-biology - the study of the body's natural
rhythms and cycles - now tell us that could be counterproductive. It depends upon whether you are a morning
person or a night person. And also what is meant by earlier. If it's before 6 a.m., forget it, according to
researchers. In general, that's the time we're least alert. Our ability to think clearly and react quickly is at its
lowest point between 3 a.m. and 6 a.m.

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The Secrets of Our Body Clocks by Susan Perry and Jim Dawson (Ballantine, 1988) reveals some interesting
information on how our internal clocks operate. For instance, most of us reach our peak of alertness around
noon. So perhaps delaying lunch until 12:30 or 1:00 p.m. might capitalize on our most productive period. But
there's a sudden drop in the early afternoon that lasts until about 3:00 p.m., at which time our mental alertness
once again begins to rise. There seems to be a good reason for the early afternoon siesta. Not good enough a
reason to convince the boss, but we could schedule the mundane, low-energy tasks for that part of the day. If
you are a morning person this early afternoon sag will probably be more evident.
According to the authors, your short-term memory is best during the morning hours, so studying for a test that
morning or reviewing notes of a meeting would be a good idea. But long-term memory is best in the afternoon,
so that's the time to study material for the following week - or for that training session for the new employee.
How well you remember things depends on when you learn them, not when you recall them.
Applied to meetings, mornings are a great time for creative sessions or meetings where tough decisions must be
made. But don't let them run into the early afternoon doldrums.
Everyone's clock is unique, and some may peak at 11 a.m. instead of 12 noon, but even extreme morning
people and extreme night people are no greater than 2 hours apart with their circadian cycles. Morning people
should do all their heavy thinking and creative work in the morning and reserve the late afternoons for the
routine. Night people, although similarly alert at 11 a.m., do not experience the same late afternoon sag.
Morning people, according to Perry and Dawson, tend to have less flexible circadian rhythms so they benefit
more from a structured daily routine. You could actually track your alertness and body temperature to determine
how much of a morning person you really are. A morning person will usually have a temperature that rises fairly
sharply in the morning, reaches a plateau by early afternoon, and begins its descent before 8:00 p.m. in the
evening.
Or more simply, reflect on your behavior. If you go to bed early and wake up early, jump out of bed in the
morning raring to go, do your best work early in the day and wake up just before your alarm goes off every
morning, you are probably a "morning person."
But don't expect everyone else to be the same way. These biological rhythms are innate, and we should organize
our lives so as to work with them, not against them.
Biological rhythms, as discussed in The Secrets of our Body Clocks, are not the same as biorhythms, which were
popularized some twenty years ago. These have subsequently been discredited. But as Perry and Dawson are
quick to point out, "Chrono-biology, considered an odd minor science just a few years ago, is now being studied
in major universities and medical centers around the world."
Now that we can justify our lack of early morning momentum, if only someone could prove that procrastination
is inherent in our genes.

Perfectionism Is Costly
A perfectionist is one who spends an inappropriate amount of time on a task. A perfectionist believes that "if a
job is worth doing at all it is worth doing well." Unfortunately the word "well" to a perfectionist means perfect.
The result in many cases is that more time and effort is expended than the end result justifies. In other cases
the job isn't even completed on time, if completed at all.
Many goals are never achieved simply because the individual waited for enough time to do a "good" job. Time is
at a premium for everyone and "enough time" for a perfectionist is rarely available. Therefore perfectionism and
procrastination frequently go hand in hand.
Recognize that every task has a point of diminishing return. Make up your mind in advance that you will only
devote a certain amount of time to the job. For example, don't wash your car until it is so clean it squeaks; wash
it as well as you can in the half hour you have allocated to that job. Let the time spent be in proportion to the
importance of the task.
The same process should be used in decision making. Don't spend $1000 in salaries making a $500 decision. An
agenda item could be discussed for hours without exhausting all the possibilities, but to what end? Let' not

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spend $500 in participants' wages deciding whether to buy a $200 piece of equipment.
Perfectionism is costly. And in most cases the cost is unwarranted.

Patience Is Just What The Doctor Ordered

Impatient people do not make good time managers
It's said that patience is a virtue and this certainly holds true in practice. It is even truer in this fast-paced
society where rushaholics are in the majority and companies seem to believe that faster is better. Although
patience is sometimes mistaken for sloth, it's the patient ones who are the most effective time managers. They
tend to think things through before they act and focus more on results than activity.
Patient people fully intend to accomplish all their goals but they don't expect it to happen overnight. They
recognize that time is their ally, not their enemy, and that all goals can be accomplished, given a realistic time
frame.
Patient people are not thrown off balance by momentary delays. They utilize idle time by working on other tasks.
For example, they set the table while the bread is toasting instead of peaking impatiently into the toaster every
few seconds to see how brown the bread is getting. They compose a memo while a report is printing, sign
documents while on hold and read a book while in a line-up.
Although patient people utilize idle time and waiting time rather than get frustrated by the delay, they seldom
perform two activities at the same time if both activities require their attention. So they don't drive while
applying make-up or read the paper while eating dinner or write a memo while listening to a speaker.
Patient people do not exhibit an extreme sense of time urgency. They don't push elevator buttons three or four
times, never run up up escalators and seldom rush to fill an empty space in a revolving door. They don't
interrupt others while they're talking, never tailgate when driving and seldom complain when someone is late for
an appointment.
What patient people may lose in physical speed, they more than make up for in mental agility. They plan before
they act, think before they speak and research before they report. Consequently they make good decisions, wise
choices and sound judgments, achieving above average results.
Patient people tend to exhibit the Type B personality style, a more laid-back, contemplative style characterized
by methodical goal setting, planning and delegation. They are competitive without seeming aggressive and goaloriented without seeming overly ambitious.
Being patient, they are good listeners and usually excel at personal relationships. Being calm, they exude
confidence and easily gain trust and loyalty. Patient people make good leaders as well as followers.
How can one gain patience? It's difficult since it involves changing behaviors - a slow process of acting out the
new behaviors you want to acquire. And if you're impatient, you might not have the patience to stick at it! But
small changes will lead to bigger changes and even those individuals exhibiting an extreme Type A personality
style can modify their behavior over time. Start small and let the success of those incremental changes motivate
you to persist.
For example, drive a little slower, pause before you answer, and occasionally be the last one off the bus. Let the
dryer go through its full cycle, resist the urge to open the microwave door before the buzzer sounds and let a
co-worker finish their explanation before answering your own question. Every so often, stay in bed until the
alarm goes off, sit quietly in the car for a few minutes before entering the house and relax before turning on the
TV set. Take a longer, more scenic route to work, walk up the stairs instead of taking the elevator and spend a
few minutes greeting other members of the staff before tackling those voice mail messages.
In other words, slow down. Change your routines. Take a break. And above all, realize that a wasted minute
does not lead to a wasted life.

Time Management Essentials

A refresher on gaining control of your time
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Every so often we should remind ourselves of the obvious. Time management may be common sense, but in
many cases, it's common sense that isn't practiced. Here are some reminders, in the form of an acronym,
spelling out the words TIME MANAGEMENT.

Take time for yourself. There will never be enough time for all the things you would like to get done. So carve
out some time for self-renewal, family and friends and other things meaningful to you - before it is consumed by
other activities.

Improve on current practices. There is always a better way to perform a task. For example, writing letters by
hand was replaced by typing, dictating to secretaries, dictating to recorders and finally dictating to computers
using voice-activated software. Be on the lookout for more efficient ways.

Make efficiency a way of life. Repetitive tasks and activities gobble up time. Recognize the value of a minute
saved when multiplied a hundred times or more. Encourage employees to find more efficient ways of doing
things.

Evaluate employees based on results. Delegation is a great time-saver; but it must be done correctly. The point
is to capitalize on the employee's creativity and not to insist they do the task the way you have been doing it.
Multiply yourself through others.

Master relaxation and stress management techniques. There will always be stress, and unmanaged it can wreck
havoc on your health as well as your time. Learn to recognize stress before it becomes excessive and deal with
it.

Attend to priorities first. Don't confuse urgency and importance. Important items are those that impact your
goals. Schedule specific times to work on priorities, and if some things are left undone, let it be those urgent but
relatively unimportant items.

Never waste other people's time. If everyone respected the time of others, everyone would benefit. Don't call,
write or e-mail needlessly. Reduce interruptions, call fewer meetings, set time limits on conversations and
deadlines on assignments.

Always reward timesaving ideas. What gets rewarded gets repeated, so be quick to praise employees who find
faster ways of getting the job done. The time you save personally is dwarfed by the potential savings of the
entire staff.

Go electronic. Embrace technology; don't avoid it. Computers, scanners, modems, the Internet, and software
have revolutionized the office. But typically people use only a small fraction of the timesaving technology
available to them.

End meetings on time. Meetings are one of the largest consumers of time. When the objective is reached, end
the meeting. If ten people earning $45 per hour delay a meeting by only one minute, the cost is $7.50 in wages
alone.

Move your computer, telephone, and in-basket. Arrange your work area so you are not facing the traffic when
you work. If it's easy to make eye contact, it's easy to be interrupted needlessly. Don't face an open doorway
and don't force people to approach your desk to deliver mail.

Emphasize effectiveness over efficiency. We have been mentioning the importance of efficiency, but don't lose
sight of the importance of effectiveness. Doing something well is efficient; but if we can eliminate it all together,
that's being effective.

No is an answer. Give it more often. Recognize that you can't be all things to all people. Don't feel guilty
because you do not have time to say yes to every request. By saying yes to something you are automatically
saying no to something else that may be more important.

Time is life; treat it with respect. Time management is more a philosophy than a strategy. Recognize the value
of time. Time management is life management, and there's nothing more valuable than life itself. Few people
want to squander life.

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The Changing Role Of Time Management

Too much to do and too much information forces a change of focus
Twenty years ago if you were talking on the telephone for ten minutes callers would
get a busy signal and either call you back later of get the information from someone
else. Today after hanging up you would be faced with several voice mail messages,
e-mails and faxes. You might even have messages on your cell phone, PDA or
beeper. Being unavailable at the time does not exempt you from having to handle the
task at a later time. Communications do not stop simply because you do. As a
consequence workload increases along with urgency, anxiety and stress.
As technology increases, so do expectations. People expect immediate responses,
instant action and multitasking. It's not unusual to receive 100 e-mails daily in
addition to the dozens of voice mail messages, faxes, hard copy memos and live
telephone calls or visits. In brief, we are in a continual state of overload.
To say that we are suffering from information overload is an understatement. One
Sunday edition of the New York Times contains more information than the average
person acquires in a lifetime. Perform an Internet search on the words information
overload and you can spend eight hours a day for the rest of your life reading the
material. A year 2000 study at the University of California, Berkeley revealed that we
produce 1.5 billion gigabytes of content each year.
Overload causes stress. A Reuter's study in the UK found that 42 percent of the
respondents attributed ill health to this stress. 61 percent claim they had to cancel
social activities because of the information overload, while 60 percent said they were
frequently too tired for leisure activities.
Too much information is counterproductive. Besides the stress, decision-making is
more difficult. The overabundance of conflicting information causes analysis
paralysis. Time is wasted and effectiveness decreases. And executives tend to work
longer hours in an attempt to cope with this overload.
Too much information is as bad as too little. We must draw the line at obtaining
enough information to make an intelligent decision and resist the urge to review
more data simply because it's available. Otherwise we may fall victim to the law of
diminishing returns. The cost of time spent analyzing the additional information may
exceed the value of any resulting benefit.
Time management has taken on a new meaning. It is no longer aimed at getting
more done in less time, but rather at choosing the best things to do while
maintaining a healthy lifestyle. It is no longer a productivity tool; it is a survival tool.
Where it used to focus on doing more things, it is now focused on doing more
important things. It no longer involves physical skill and dexterity as much as mental
skill and emotional intelligence.
Twenty years ago the dilemma was trying to gather enough information to solve a
problem, make a decision or complete a project. Today it is sifting through the
plethora of information obtained by a mere click of a mouse on a Google search
button. The information explosion continues to explode.
Time management is now self-management. It consists of coping skills and decisionmaking skills. We must make wise choices, deciding what to do and what to ignore.
We cannot do everything. We must be able to select the priorities without feeling
guilty about leaving the rest undone. We must also know our limitations and
recognize that our number one priority is not our jobs but our health.
Time management is still evolving. It is moving through self-management to life
management. The emphasis is shifting from personal productivity to life balance and
from tasks to relationships. The measure of success will no longer be about what a
person does but about who a person is and how he or she has impacted those
around them.

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The Importance of Punctuality

Lateness is a sign of poor time management skills
Dan Kennedy, author of No B.S. Time Management For Entrepreneurs, emphasizes the importance of
punctuality. He not only advises it from a time management standpoint, but also claims that everyone
he has met who is consistently on time is successful, while those ignoring this discipline fails. He goes
so far as to say, "Someone who cannot keep appointments on time, cannot keep scheduled
commitments and cannot stick to a schedule should not be trusted." He quotes statistics that claim
that more than 60 percent of employees in the U.S. frequently show up late for work. Does this mean
that 60 percent of employees in the U.S. can't be trusted and are failures? Perhaps Kennedy can be
accused of overkill when making this point, but the point is valid. When you are late for appointments,
meetings or work itself, you show a lack of respect for other people's time as well as your own. And
yet it is a problem for many people. How can we ensure that we keep appointments by arriving on
time? Here are a few suggestions:
1. Make up your mind that you will be punctual from now on. In many cases lateness is caused by a
lack of commitment to arrive on time. Have the right mindset.
2. Record the commitment in your planner and also record the time you must leave the house or
office in order to arrive on time.
3. In carrying out step two, plan to arrive 5 to 10 minutes early.
4. If you have a fair distance to travel, always allow more time than you think it will take. This is the
same as scheduling more time for a task than you think it will take.
5. Don't be trapped by the "one last thing" syndrome. If you're ready to leave and it's still early, leave
anyway. Utilize the time at the other end rather than trying to finish one more task before you leave.
6. If you are not a morning person, but have early morning commitments, set the alarm a little
earlier. Some of us may need to go to bed a little earlier to make this work.
When it comes right down to it, punctuality is a habit that can be developed. It takes great effort at
first, but eventually simply happens. Habits are formed by repetition. If you want to acquire the habit
of punctuality, you must repeat this behavior again and again.
How long does it take to change your behavior from one of tardiness to punctuality? The late Maxwell
Maltz, author of Psycho-cybernetics, is credited with saying it takes 21 days to form a habit. So you
will have to muster all the willpower at your disposal, take advantage of the above list of suggestions,
and persist until the habit is formed.
The habit of arriving on time does have its rewards. A quote attributed to speaker Ed Foreman in
Kennedy's book is probably not overkill: "You can advance in most business organizations by doing
three things: show up; show up on time; and show up on time ready to work."

The Perceptible Patterns of Proactive People

Taking action in the present will influence things in the future
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Proactive people are always looking ahead at future activities, projects and events and anticipating
needs, problems and possible outcomes. For example, if they are attending a conference in a different
city, they go beyond actually booking air travel, arranging ground transportation and booking a hotel
room. They mentally walk through the three-day event, deciding in advance what they will wear at the
various functions, which presentations they will attend, and who they will seek out in order to
maximize their networking opportunities. In the process, they might decide that they will need
business cards, writing materials, an empty carry-on bag to house the information that they will be
collecting and casual clothes for the Saturday night barbecue.
It's no accident that a few people always seem to have a spare pen to loan, a safety pin to offer, a
Band-Aid or pain killer when someone's in distress and shampoo when there's none in the hotel room.
These are the people you turn to when you need a hair dryer or a list of meeting rooms or change for
the hotel vending machine. They are also the people who are frequently selected as project managers,
management trainees and group leaders. They are organized, punctual, productive and respected by
their managers and peers alike.
What is their secret? How are they able to be prepared for almost any situation? Here are a few of the
tools that they use.
Planners. Proactive people use planners as they are supposed to use them - to record future events
and scheduled activities. By being able to view the future, they are able to anticipate possible
problems and act before they can occur. Just looking at an event such as a meeting, in writing, sets
your mind thinking about things you will need for that meeting.
Checklists. Proactive people make up checklists for all repetitive events or activities, such as
meetings, travel, conferences, sales calls, workshops and interviews. These checklists are updated
after every event. If anything was missed, it is added to the list so that it won't be forgotten the next
time.
Goals. Proactive people hold planning sessions with themselves and set specific goals for the future.
They not only put them in writing, along with deadline dates, they schedule time in their planners to
actually work on them. By doing this, they are helping to create their own future as opposed to
reacting to unplanned events.
Long-range planning. Proactive people recognize that it's never too early to plan and that planning
too late causes crises and time problems. If the Titanic had started turning sooner, it never would
have hit the iceberg. Small adjustments made earlier avoid large adjustments having to be made at
the last minute.
Attitude. Although there are certain tools and techniques that proactive people use, it is mainly an
attitude or state of mind. In fact, it could be called a way of life. Proactive people wouldn't think of
making a telephone call without first jotting down the items for discussion or going to the
supermarket without first making a list of the items they need. They don't resent looking at a map
before taking a trip or reading the instructions before assembling a swing set.
This attitude or way of life can be developed and nurtured. Practice with little things, such as deciding
before going to bed what clothes you will be wearing the next morning. You may discover that
something needs pressing. In the morning, mentally walk through the day. What time will you leave
the house, where will you park, what jobs will you do first etc. The more times you think ahead, the
more comfortable you will become with planning. As you see your days running smoother, with fewer
crises and problems, the more you will be encouraged to become proactive in everything you do.
Proactive means to act beforehand. Taking action in the present will influence things in the future,
perhaps even the future itself. So practice those habits exhibited by proactive people. Think ahead.
Set goals. Schedule time for activities. Plan daily. Use checklists. Review results. And continually make
adjustments to improve future outcomes. There is power in being proactive.

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Combating Absentmindedness
Don't waste time wondering where you put it
People with excellent memories can still be absentminded. Absentmindedness is simply inattention. If
the mind is absent when you are doing something, how can you expect to remember it? Consequently,
people forget where they set their glasses because they were preoccupied with other thoughts at the
time. Or they couldn't recall where they filed that letter because they were carrying on a conversation
with someone else when they were doing the filing. Or they forgot that they had not opened the vent
valve and tried to open the filter while it was still under pressure.
Your mind cannot focus on more than one thing at a time. So if you want to cure absentmindedness,
follow these suggestions:
Get organized. Plan your day in advance and don't run in three different directions at once.
Think about what you are doing at the time. Concentrate on where you are placing that document, for
instance. Realize that haste makes waste.
Tell yourself aloud what you are doing. Your mind remembers the sound of your own voice. For
instance, "I'm filing the insurance papers with the legal documents."
Make sure that what you are doing makes sense. Example: "I am putting my safety glasses in the
bottom cabinet because that's where the other personal protective equipment is stored."
Remind yourself afterwards what you have done. Repetition increases the power of recall.
Don't be negative. Never make disparaging remarks about yourself, such as "I'll never be able to
remember anything." Instead, make up your mind that your power of recall will improve. A positive
attitude yields positive results.

Age of Rage
Relieve anger by using the CALM technique
The November 8, 2000 issue of the St. Petersburg Times quoted the following statistics. Air rage
incidents around the world increased from 1,132 in 1994 to 5,416 in 1997. Road rage took the lives of
218 people from 1992 to 1997 and left 12,610 people injured. Workplace violence costs businesses
more than $36 billion a year. In Canada, road rage incidents doubled between 2001 and 2004.
We can blame the increase on a myriad of factors from increasing population density to time
pressures and stress. But the fact remains that anger is a legitimate emotion that has always been
with us. It is now more important than ever to be able to manage it. Here are four suggestions, in the
form of an acronym spelling out the word CALM that will help you to maintain control of your
emotions.

Consider others.
Acknowledge that you have a problem.
Learn new responses.
Manage your own life.
Consider others. If we were not so self-absorbed, we wouldnt interpret every action and gesture of

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others as a personal insult. The person who cut us off on the highway might have been rushing to the
hospital to be with his wife. The woman who elbowed her way off the subway train may have been
preoccupied with a financial problem. The snippy sales clerk may have recently discovered that he has
cancer. Always give the benefit of the doubt to others. Imagine what they might be going through at
that moment.
Research indicates that road rage is higher during fair weather and decreases when the weather is
bad. In the latter case we are either too busy trying to cope with poor road conditions to get upset
with anyone or we excuse the bad drivers because of the poor weather. Regardless, we should realize
at all times that others might have an even better reason for their erratic behavior than poor weather.
Empathize with the other person.
Acknowledge that you have a problem. It seems that we have been conditioned to deny our anger.
According to Leon James, professor of psychology at the University of Hawaii and author of Road Rage
& Aggressive Driving, the first step to beating a problem is admitting that you have one. James claims
that many adults have no interest in, or intention of, learning to manage their anger. If simple things
enrage us that neither threaten our safety nor inconvenience us in any way, we do have a problem.
Once we admit to ourselves that we are reacting irrationally, we are able to do something about it. If
you want to measure your hostility on the road, take the driver stress profile at the AAA website,
www.aaafoundation.org/text/aggressive.cfm. On the same website is a forty-page report on
controlling road rage.
Learn new responses. Arnold Nerenberg, a Whittier, California, psychologist says that angry drivers
express their rage an average of 27 times a year. According to the newspapers, the methods of
expression are sometimes extreme. People have been shot for driving too slowly or playing the radio
too loudly. Different responses could include singing or laughter or deep breathing things that would
distract you from the stress of the moment. Remind yourself of the impact that anger could have on
your health. Make a joke about the situation. Talk to yourself. Or assess the situation logically, putting
it in its proper perspective. An online brochure, filled with suggestions for controlling anger, is
available at the American Psychological Associations website, http://helping.apa.org/daily/anger.html.
Manage your own life. The key to self-control is recognizing that you are the one who controls your
reaction to anything that happens to you. No one can make you angry or force you to react violently
or manipulate you in any way without your consent. As Arnold Nerenberg suggests, Its like putting a
sign on your car saying, Ill let anyone of you turn me into a raving idiot. Refuse to play that game.
Life is short enough as it is. Take charge of your life and decide right now that nobody is going to ruin
your day or your life by getting you to tie yourself up in emotional knots.
Although traffic congestion, number of vehicles on the roads and increasing time demands all help to
produce an environment conducive to road rage, the responsibility rests with the driver to maintain
control of his or her emotions. Concentrate on making time good rather than making good time. For
courses on Making Time Work For You, visit www.taylorintime.com or call Harold Taylor Time
Consultants Inc. at 1-800-361-8463.

Are You Wasting Time in Meetings?

An article appearing in the Tampa Bay Business Journal suggests If the people who attend the more
than 11 million meetings held on any given day were laid end to end, they would doubtless be much
more comfortable and not lose much productivity. This may be a bit severe; but the fact is, meetings
do consume a lot of time and money. Shaving an hour off a weekly meeting of ten executives earning
$80,000 per year will save the company $20,000 annually. Some people may argue that theyre not
really saving any money because the employees would still be paid their salary whether they attended
meetings or not. This is faulty thinking. If they wasted the hours shaved from meetings, this might be
true. But these are responsible people with goals, deadlines and more opportunities to pursue than

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they could possibly find time for. Any additional time at their disposal could be used to generate more
revenue, decrease costs, improve customer satisfaction, decrease unit costs, explore new markets,
participate in self-development, to name a few. If invested wisely, that time could generate results far
exceeding the cost of the time itself.
There is only so much work you can cram into an hour. What we need are more hours. In order to get
more hours we have to find out where the bulk of the time is being spent right now. If meetings
consume ten hours per week, for instance, thats a prime target for examination. Are they adequately
planned, managed and followed up? Do they start on time, have a timed agenda, end on time? Are
they controlled or do they wander, with meetings within meetings? Does everyone contribute? If
people dont participate in the discussion, its cheaper to give them a tape of the session that they
could listen to on the way home!
If your meetings dont consume more time than necessary, you had better convince the attendees.
Surveys at my time management seminars continue to reveal that over 80 percent of managers feel
their meetings consume more time than necessary. Common complaints include side conversations,
lack of focus, long-winded attendees, late arrivals and so on. Less than 10 percent of the managers
surveyed have had any formal training in managing meetings. If managers spend up to 80 percent of
their time in meetings [including one-on-one meetings], how could any company justify not having
formal training?
There could be areas besides meetings that account for a large portion of a managers day. Telephone
conversations, traveling, correspondence, word processing could also be labor-intensive areas that
warrant scrutiny. It isnt difficult to pinpoint the areas that consume large chunks of time. The
challenge is to determine how efficiency can be increased without decreasing effectiveness. This could
involve a change in procedures, techniques or technology. Or it could entail reorganizing to utilize the
natural abilities of the people. It most likely will include training programs for the people involved.
I read that downsizing has resulted in employees doing the work previously performed by 3 people. I
wont defend that figure. But I will defend my belief that downsizing only becomes rightsizing when
the current employees are able to perform the work without putting in additional hours, working faster
or becoming overstressed. For companies to survive, productivity must increase, not at the expense of
the health or well being of employees, but at the expense of inefficiencies in activities such as
meetings.

Attitude is Important in Making

Time Management Ideas Work
Some people feel that they have no control over their time - that their lives are completely controlled
by external events. Those people will likely gain little, if anything, from attending time management
seminars or reading books on the subject. Not because their lives are controlled by others, but
because they think they are. Attitude is an important consideration when attempting to improve a
person's time management skills.
The most important part of any time management program is not the list of ideas or techniques
imparted to the participants. It is the portion that convinces the individuals that they do, in fact, have
choices. That they can control certain aspects of their job and life, and that they are the ones
responsible for initiating that control.
If people are convinced that time management training won't help them, it won't. It's a self-fulfilling
prophecy. Great ideas can be within their grasp, but they won't even reach for them because they're
convinced that they won't do a bit of good. There was an experiment conducted long ago that involved
a large pike swimming around in a tank surrounded by minnows which he gobbled up as he became
hungry. Then a glass partition was introduced, separating the pike from his food. Every time he'd grab
for a minnow, he'd only succeed in banging his snout against a glass wall. Soon he came to realize
that going after the fish was futile, and he stopped trying. Then the glass partition was removed, and

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the minnows were allowed to swim about in the tank as before. The pike knew better than to try to
eat them, however, and slowly starved to death in the midst of all that food.
The pike's reality was in his mind, but it prevented him from taking advantage of all that food.
Similarly many people have an incorrect view of reality and it results in failure to take advantage of
opportunities that may be obvious to others. If they believe they have no control over their lives,
they're right.
Feeding time management techniques to someone who won't use them is futile. You must first show
by example how they do have a degree of control over their lives. The ideas, techniques and systems
are secondary.

Time Management for Creative People

Left-brain and right-brain thinkers can be equally effective
Although some people may claim that an organized desk is the sign of a sick mind, it is merely the
sign of a left-brain thinker. An analytical, left-brain thinker thrives on lists, schedules and alphabetical
files tucked neatly out of sight in organized desk drawers much to the delight of those time
management experts who promote structure and order to the nth degree. And although organization
is not only efficient, but also viewed as a virtue by many, we are not all left-brained thinkers.
Keeping detailed lists in daily journals, cross-referencing with monthly goals and scheduling every task
from window displays to bank deposits, to me at least, is bordering on torture. I like to splash my life
across a week-at-a-glance planner [that I designed for myself] scheduling only the top priorities, and
limiting my list to things that should be done that week. I like my working materials splayed in front
of me on my desk and my active projects housed in step files in full view. To me, interruptions are
opportunities, not hindrances, and quiet hours are figments of time management writers
imaginations. I suppose Im a right-brain thinker. In my opinion, there are no points for neatness, and
the goal of business is not only to make a profit, but also to enjoy the process.
Having said that, Im not against left-brain thinkers. We can learn from them. In fact I have a leftbrain myself, albeit not as prominent. It tempers my emotions with logic, keeps me from making a
complete fool of myself, and helps me to cope with all the forms, reports and other paperwork that I
detest. But some of the same time management suggestions that help left-brain thinkers increase
their personal productivity serve to drive me up the wall. We must recognize that there is no one best
way to manage time. We must select those ideas that match our style. Right brain, creative people
should not feel guilty if left brain ideas dont feel comfortable.
If youre a right-brain thinker, you can practice left-brain ideas. [After all, you do have a left
hemisphere as well.] But select only those ideas that are worth the effort. Make notes while talking on
the telephone, for instance. Use a follow-up file to house future projects. Record due dates of
assignments in your planner.
If youre a left-brain thinker, you should have no problem incorporating timesaving ideas from books
and seminars. But leave time for relaxation, keep your life in balance, and above all, have fun.

Going With The Flow

Its okay to relax and enjoy the moment
The number of registered cars in the province of Ontario alone skyrocketed from 843,731 in 1960 to
over 5 million in the late 1990's, according to the Natco Auto Leasing newsletter (Winter, 1999). With

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more cars on the roads, traffic gets congested. In fact, if you live in Toronto, you can expect another
one million vehicles and five million daily car trips by 2019.
The end result will be a lot of time spent in traffic tie-ups. If you have the options of telecommuting or
even flexible work hours, you might be able to alleviate it somewhat. Or if you have the option of
rapid transit you might be able to pass the time more productively. But for most of us, we had better
resolve ourselves to an hour or more of travel time each day.
How can we use this time wisely? Cell phones have been shown to contribute to accidents. And if
they're already being banned from cars in Germany, who knows whether they'll still be allowed here in
ten or twenty years from now. Listening to audiotapes is a possibility, but being attentive to tapes
while constantly turning in traffic could be tricky.
The most useful coping mechanism is one that is foreign to most of us - going with the flow. We seem
to be so conditioned to utilize every minute productively that we have lost the ability to simply relax
and enjoy the moment. Delay a flight for half an hour and watch people grab for their cellular phones
or whip out their laptops. Like swimmers fighting the current we wear ourselves out in activity while
making little progress. What's wrong with drifting downstream a little? Perhaps we could do with a
change in scenery and we might as well conserve our energy for the long haul.
Time does seem to fly for most of us. And the more we fight it the faster it seems to go. Ironically,
time doesn't move at all; we do. Time will be the same one hundred years from now long after we
have passed through it. Why struggle against the natural flow when we could use our energy directing
our course?
How many famous people throughout history, whether it is Michelangelo, Joan of Arc or Martin Luther
King would say that they owed their success to utilizing every minute of idle time? It's more likely
they would tell us they had a purpose in life and they steered towards their goal in spite of the
unavoidable delays along the way. When Isaac Assimov, a science fiction writer with over a hundred
books to his credit, was asked how he could write so relentlessly and so prolifically, he replied that he
was blessed with plenty of interruptions. Successful people go with the flow.
Fighting the flow can breed impatience and lead to anger and even rage. The U.S.-based Insurance
Institute of Highway Safety found fatal vehicle crashes at traffic lights increased 19% between 1992
and 1996. The change is attributed to red light runners. A Toronto Star article (August 29, 1998)
quoted British Airways as saying there had been a 400% rise in air rage incidents globally over the
past three years. Among the reasons cited for air rage in more recent articles were delays in boarding,
postponed takeoffs and giant lineups at check-in. An article in the Markham Economist & Sun (July 15,
1999) summed it up well by saying, Rage is the product of life in the fast lane where everyone wants
to even the score.
Fighting the flow can dampen our creativity, dull our thinking and distort our reasoning. It can affect
us physiologically, causing stress, high blood pressure and headaches. It can even change our
personality, converting us into no-nonsense, fast-talking, fast-moving individuals with a distorted
sense of time urgency.
The next time you drive to work, pay attention to the people in the cars next to you. Are they relaxed,
enjoying the moment? Or are they applying make-up, fixing their hair, reading the paper, eating
breakfast, talking on the telephone or sorting something on the seat beside them? Those are the
people who will have difficulty coping with gridlock. They are the ones who will have to learn how to
relax, to let go, to go with the flow.

Whats All the To Do about To Do Lists?

Getting things done is more important than writing things down
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There are more suggestions for keeping To Do lists than there are things to do. Some experts suggest
that you write your list of things to do on a sheet of paper and then mark them A, B or C according to
their importance. Then you would work on the As first, followed by the Bs and then the Cs. Others
suggest you copy over the list so they are in descending order of importance, start with the top item
and then work your way down the list. Still others suggest that you start your list in the middle of the
page, adding the more important items above and the less important items below. This way you
wouldnt have to mark the items or copy them over in order to identify the priorities.
Some experts suggest that the priorities be written in red so theyll stand out. Some suggest multiple
colors depending on the type of thing thats to be done. Some claim that To Do items should be listed
in your planner and not on a separate sheet. Some advise that the items be written in pencil to
facilitate change. Others advise ink to facilitate commitment. There are those who promote traveling
To Do lists on sticky notes that can be moved from one day to the next if they arent completed, those
who promote electronic lists in a Palm or other handheld computer and those who recommend audio
To Do lists, dictated into a pocket recorder while traveling. Occasionally you even see human To Do
lists where items are scribbled on arms or wrists.
Experts have suggested you spread your To Do list over several days or weeks so you are not
overwhelmed. Experts have also suggested you schedule To Do items at specific times in your planner,
break the To Do lists into different categories such as write, see and phone or keep a master To Do
list that organizes all the individual To Do lists.
There are magnetic To Do lists for the refrigerator, pin-on To Do lists for corkboards and self-adhesive
To Do lists for a variety of surfaces. There are even Not To Do lists, which many people consider to be
more realistic. Yet in spite of all the good, bad and conflicting advice, the basic problem of having too
many things to do still remains. We can never seem to complete everything on our To Do list. Through
the ages the To Do list problem has persisted, whether chiseled into a stone tablet or scribbled on
parchment with a quill pen. You can only imagine what the earlier To Do lists contained. Probably such
things as clear out spare cave for mother-in-law, sharpen spear, kill boar for dinner and take out
garbage. (Some things never change.) Regardless, there were no doubt things on our great great
grandparents lists that never got done either.
More important than the methods for keeping To Do lists are the methods for keeping commitments.
A To Do list does little more than keep track of our intentions. They do nothing to further the
completion of a task, nor do they strengthen our resolve to get things done on time. Time
management training should have less to do about To Do lists and more to do about getting things
done. This involves prioritizing, focusing on the more important tasks, saying no to the trivial,
budgeting time and building self-discipline and maintaining motivation. Next to these things, whether
we write our To Do lists on index cards, enter them into our computer or jot them on the back of an
envelope pales in significance. All this to do about To Do lists is much ado about nothing.

Too Much of a Good Thing

The ease of communications can encourage inefficiency
The trouble with communications today is that theres too much of it. By the time you hang up the
telephone, you could have a dozen voice mail and e-mail messages waiting for you. There seems to
be no way of stopping people who want to contact you. The convenience of voice mail and e-mail
encourages people to leave messages rather than think through the problems themselves, get the
information elsewhere or delay until you are available.
One seminar participant told me it takes two hours each day to review voice mail messages. Another
said that he replied to e-mail messages at night when he got home. A third person claimed that they
received over one hundred voice mail messages daily.

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How do they cope? Something has to suffer. It could be the quality of their work, their family life or
their health. Perhaps they are putting important projects on hold, infringing on their creativity or
planning time or overlooking opportunities. One person told me that they deleted most e-mail
messages unread and ignored voice mail messages altogether. An extreme measure to say the least.
The ease of communications encourages far too much of it. When it is necessary to leave a message,
we must tell the receiver not to respond if we have already explained everything in the message.
According to one set of statistics, 80% of telephone calls require only one-way communication. If this
is true, there should be fewer messages that say, "Please return my call," and a lot more that say,
"Not necessary to call me back. Just want to update you on the XYZ account."
When you leave a message, respect the other persons time. Be brief, speak clearly and slowly, repeat
your name and telephone number and tell them when you can be reached. A little time invested in
planning your calls could save a lot of time at the other end.

Toward the One-Minute Meal

Should we be carving less time and more turkey?
According to an article in Goodlife Magazine, families that eat together do so in approximately twenty
minutes with minimal interaction. The traditional family meal has been reduced to a maintenance
function. Of course, many families don't even eat together. Some are on staggered schedules, some
eating in the car on the way to and from work, and others grabbing a bite at a fast-food outlet
between jobs.
The above article referred to a Naisbitt Group study of leisure lifestyles in Western Europe and the
United States in which the average amount of time spent in the kitchen per day was three hours in
France, one hour in the United Kingdom, and thirty minutes in the United States. This varied directly
with the availability of microwaves.
Where is all the time that is saved through accelerated meals? According to writer John Elkins of the
Naisbitt Group it is spent on the job - working to pay for those microwaves. Heres an example he
uses:
"Ostensibly, a home-cleaning service saves time because the family is not engaged in those tasks. But
the cost of the cleaning service requires more work time than would be spent otherwise. Thus the
time saved in cleaning is re-allocated to employment."
Statistics quoted from the Federation of German Employers' Association indicated that the average
number of vacation days taken varies from a high of thirty in West Germany to a low of twelve in the
United States. At the time, Elkins predicted that people would be spending 50 hours per week at work,
with 59 percent of the women joining the workforce.
Do timesaving appliances, services, equipment, and gadgets free up discretionary time? Yes. But they
will not increase leisure time as originally anticipated. In fact, many of the activities they are speeding
up could be classed as "leisure" in themselves. Don't you miss that leisurely meal, that leisurely stroll
down the supermarket aisles, that leisurely evening reading the newspaper and magazines, or that
leisurely drive in the country?
We are being smothered by the hectic pace of modern society, with more information than we can
possibly assimilate, more books and magazines than we can possibly read, and more goods and
services than we can possibly use. To survive the onslaught we must revert to zero-base living. What
are our basic values? What is important to us as individuals? What is our purpose in this life? What are
our goals and priorities?

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Time is more than seconds ticking away on a clock; it is life itself. It's time we changed the term time
management to life management and became more sensitive to the things we are speeding up. Time
should be added to some activities, not subtracted. Peel away the rind but not the orange itself.
John Elkins summed up the current situation with this comment: "It is not surprising that the United
States is the most successful country for direct-mail sales. After all, where else would you guarantee
a full refund knowing that most of your customers will not apply for one because they don't have the
time."

Carve Time From Your Meetings

Meeting management can save money as well as time
Executives spend anywhere from one to six hours per day in meetings, indicating there is time to be
saved by keeping any meetings essential, efficient and brief. Shaving an hour off a weekly meeting of
ten executives earning $160,000 per year will save the company $40,000 annually. Some people may
argue that they're not really saving any money because the executives would still be paid whether
they attended meetings or not. This is simply not true. If they wasted the hours shaved from
meetings, there might be something to this argument. But these are responsible individuals with
goals, deadlines and more opportunities to pursue than they could possibly find time for. Any
additional time at their disposal could be used to generate more revenue, decrease costs, improve
customer satisfaction, decrease unit costs, explore new markets, participate in self-development, to
name a few. If invested wisely, that time could generate results far exceeding the cost of the time
itself.
Assuming you are only scheduling meetings that are essential to the success of the organization, here
are a few suggestions to reduce their length and make them more effective.
Choose the time carefully. If it's a routine meeting that requires little creative input, don't schedule it
in the morning when prime time can be better utilized elsewhere. Use morning meetings for
brainstorming sessions or meetings where important decisions need to be made. Most people are
more mentally alert and productive in the morning.
Invite only those who are essential to the success of the meeting. Forget protocol, pecking order or
business etiquette. If people are unlikely to contribute to or benefit from the meeting, don't include
them. Try to keep the total number of attendees below eight people.
Plan the meeting in advance. Go beyond outlining an agenda. Actually anticipate which topics will
generate the most discussion and conflict. Leave the contentious issues until the end, when most
people will be anxious to leave. Put the priority items that will generate the least discussion near the
start of the meeting. Allocate time limits to each agenda item.
Hold stand-up meetings. For shorter meetings, take away the chairs. Research indicates that people
think better and make faster decisions standing up.
Schedule off-site meetings at the beginning or end of the day. This will avoid breaking up the day's
momentum.
Start on time. Don't make exceptions. If someone arrives late, explain to him or her that you are now
on item two or whatever. Don't apologize for starting on time and resist the temptation to summarize
the progress to date for every late arrival. If they ask, tell them you'll update them after the meeting.
Make notes at every meeting and encourage others to do likewise. Record decisions reached, actions
required, individuals responsible for the various actions and the expected completion dates.

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Summarize this information at the end of the meeting to ensure that everyone is clear as to who is
responsible for follow-up on the various items.
Don't waste the group's time on an individual's responsibilities. If you have made a group decision and
provided input, assign the action to someone and leave it with that person. If a few people have some
strong feelings about how something should be done, ask them to submit the suggestions in writing to
the person to whom you have delegated the job.
End the meeting promptly. Never ask the question, "Is there anything else we should discuss before
we adjourn? Instead, ask if anyone wants something added to the next meeting agenda.
Always take a few minutes after every meeting to evaluate how it went. Jot down what you will do
next time to improve the process. Keep a running total of the time spent each month in meetings.
Continually strive to reduce lost time and increase the value of every meeting you schedule.

Zero-Base Time Management

Many of us reach a point when we have so many activities and so much clutter in our lives; we lose
track of what is really important. At this stage, we must take a lesson from zero-base budgeting and
start from scratch.
Take a day off. Do nothing but reflect on what is really important in your job and your life. Review
your goals. List the jobs and activities that are absolutely essential if you are to achieve those goals.
Determine how much time you should devote to those activities each week. Then actually block off
time in your planner to work on them. Plan two weeks ahead -- just far enough in advance to get
those priorities into your planner before everybody else fills it with their priorities.
The amount of time your real priorities consume will not necessarily be the same as someone else's.
But you should have at least half your working hour still available to others and yourself. List your
low-priority activities on a things to do list in your planner. Work at them when you can. But don't feel
guilty if they are continually pre-empted by crises, rush jobs and newly created priorities. If nothing
else gets done, it's simply because there's not enough time for it. But at least you will be spending the
time where it counts the most.
Use the same approach with your personal time, determining what is important and scheduling time
for them. You will find that you are spending more time on the things that really matter, and less time
on the non-essentials such as TV.
Use the zero-base approach on your possessions as well - the clutter in your life. How many suits or
pairs of shoes do you really need? Which clothes do you actually wear? How many items in the
storage room can you live comfortably without? Assume you were just starting to set up a home for
yourself. How many glasses, pans, plates, blankets, pillows, etc., would you buy? You'll probably agree
that you wouldn't think of buying twenty kinds of ointment, pills or prescriptions. Or six baseball hats,
five pairs of gloves or seven scarves. Pretend you're starting from scratch. Get rid of the items that
you don't need or aren't important to you. Store the remaining ones in the spaces you have in closets,
cupboards or drawers.
Most of us seem to be not only packrats, but activity packrats as well. We collect jobs as well as things
to the point where we can no longer distinguish between the essentials and the nice to haves. We
juggle jobs and squeeze as many as we can into our limited time frame, just as we cram yet one more
container into our medicine cabinet. We lose track of the fact that time and life management does not
refer to doing more things in less time, but rather doing fewer things of greater importance in the
time that we have.

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If you go back to basics and de-clutter your life, you will experience less stress and fewer crises. It
will be easier to get organized, with fewer activities and objects to organize. And your
accomplishments will increase. You will actually experience Pareto's Principle - working on the 20
percent of the activities that produce 80 percent of the results. And you won't be too busy living to
have a life.

Your Money Or Your Time

People may lack time but they still prefer money
In spite of complaints that we don't have enough time, the majority of people, when given a choice,
prefer money. According to a survey by Roper Starch Worldwide, as reported in the June 17, 2000
issue of The Toronto Star, 52% of the 30,000 individuals interviewed indicated that if they had to
choose one, but not both, they would opt for more money.
One thousand individuals aged 13 to 65 were interviewed in each of 29 countries, plus Hong Kong.
And no, Americans were not the highest group preferring money. It was more important in Russia,
where 73% chose money and 13% chose time. Next came France, Poland and Argentina, followed by
Canada. 61% of Canadians chose money, while 32% chose time. In the United States, 57% said they
wanted more money and 37% preferred more time.
Did any group choose more time? Yes. Although the entire study was not reported in The Toronto Star
article, it did indicate that in India, 66% of those interviewed said they wanted more time, while 31%
opted for more money.
You might think that young people have a lack of respect for time simply because they seem to have
so much of it ahead of them. But the survey revealed that teenagers would rather have more time,
while older people chose more money.
The New York-based marketing research firm conducted the interviews between November 1999 and
February 2000.

Ten Commandments Of Poor Delegation

Respect your assistant's time as well as your own
Some managers fail to consider how their behavior impacts their staff member's effectiveness on the
job. Poor time management practices reverberate throughout the organization. If you are obeying
these ten tongue-in-cheek commandments from an administrative assistant, you could be in trouble.
1. When you give me a time-sensitive assignment, leave it until the last minute. I love the adrenalin
rush of an unrealistic deadline.
2. Interrupt me every few minutes to ask how a project is going. I hate the feeling of neglect that
trust can produce.
3. When you leave the office, don't tell me where you're going or how long you'll be gone. Not
knowing stimulates my creativity when others ask.
4. Don't share the company's mission statement and goals with me. I love the challenge of prioritizing
jobs without knowing how they relate to overall objectives.
5. Don't put deadline dates on any assignments you give me to do. Not knowing their relative

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importance allows me to hone my psychic skills.

6. Give me things to do just before quitting time. I am always looking for excuses to work late.
7. If I do a good job, keep it a secret. If word gets out it could mean a raise or heaven forbid, a
promotion. And I love everything just the way it is.
8. Search for minor errors in any documents that I create. (The ones that normal people would never
notice.) It doesn't matter that they are simply for internal discussion purposes or not. Everyone
appreciates a perfectionist. And constant criticism keeps me humble.
9. If I make an obvious mistake, be sure to criticize me in public. I'd hate to have my fellow workers
think I'm perfect.
10. Keep interrupting me throughout the day with trivial chitchat. Those constant breaks in my
concentration are stress relieving and keep me from finishing projects too quickly.
Your administrative assistant is the key to your success as a manager. But he/she is probably already
the dumping ground for a myriad of tasks and victim of countless interruptions. The desperate
salesperson fighting to get through to the boss, the harried employee looking for a copy of a
misplaced memo, a courier dropping off a package and wanting a signature, the irate customer,
convinced he had ordered something different than he received. Your assistant sits precariously in the
line of fire. It is essential that you meet with him or her early in the day to discuss one another's
schedules and set priorities. Make your assistant a part of the management team. Provide the
necessary time management tools and training. Delegate challenging and meaningful tasks and
encourage suggestions for improving current procedures, tasks and reports.
Don't be a perfectionist. While it's important that such things as client proposals be top quality,
remember that by spending unnecessary time on a task, other high pay-off activities may be shortchanged.
Communicate. The more your assistant knows, the more he or she will be able to help you. A
knowledgeable assistant can save you hours each week by providing information to callers and visitors
without having to disturb you. When you attend a conference or take a vacation, spend some time
briefing your assistant on matters that are likely to occur during your absence.
Above all, set a good example and show respect for your assistant's time. Plan your day. Accumulate
the non-urgent requests to eliminate constant interruptions Keep a folder to house assignments of
lesser importance for later review. Place realistic deadlines on all tasks that you assign. Respect your
assistant's time as well as your own.

E-mail is a great time saver, but...

It could also become too much of a good thing
E-mail should enhance, not replace, personal communication. Don't use it to create a wall between
you and your staff or to skirt around issues that should be tended to immediately. Keep the usual lines
of communication open, including telephone calls and personal contact.
Some things simply shouldn't be handled by e-mail. You wouldn't use it to discipline employees,
deliver bad news, and communicate confidential information or anything else that you would not you
to be seen by others. As Nancy Friedman, known as the Telephone Doctor, says, "You are better off
not putting anything in E-mail that you wouldn't want in tomorrow's newspaper."
One thing that e-mail should be used for according to Marilynne Ruddick and Leslie O'Flahaven, in
their article, E-mail for Good, Not Evil (T+D, May 2001) is to give praise. It's common sense to
congratulate staff at the time of their accomplishment, and the writers claim that it's one way to get

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your staff to read their mail. Certainly nobody should mind if those e-mails fall into the hands of the
public!
E-mail is replacing most day-to-day correspondence and memos. As such, it should reflect good
grammar, clarity and brevity. Put the important information in the header and first paragraph and
make sure you tell the reader the action that you want them to take. Where possible discuss only one
topic per e-mail and stay clear of ambiguous abbreviations and confusing emoticons.
There is little doubt that e-mail is a timesaver. It takes about 30 minutes to write and send a business
letter compared to 5 minutes to write and send an equivalent e-mail message, according to the book,
E-mail @ Work by Jonathan Whaler. But it can also be a time waster to others if they receive needed
and unwanted information. Ruddick and O'Flahaven claim there were an estimated 3 billion e-mails
sent in 1999 and a projected 269 billion for 2005. Don't be tempted to send information to people
simply because it's easy to do so. And don't send copies to others unless you know that they need it.
Write your e-mails with the readers in mind. 76% of executives in one survey (reported in
Management Review, September, 1999.) spend an average of 1 hour each day reading and
responding to e-mail. 12% spend more than 3 hours per day. Avoid attachments and graphics that
slow e-mail downloading. Use your spellchecker if necessary and read your final product before you
send it.
Helen Buttigieg, a professional organizer and president of We Organize U in Oakville, Ontario,
suggests that if you begin writing an e-mail but don't have time to finish it, save it in your outbox. But
initially, address it to yourself, so if it happens to be sent accidentally, the unfinished e-mail comes to
you, not to a major client. Quality e-mails reflect quality companies.
Manage your incoming e-mail as well. 79% of users look at their messages as soon as they receive
them. Continual interruptions such as those plays havoc with your effectiveness. Have set times to
review your e-mail, such as first thing in the morning and again after lunch. Delete obvious Spam
without opening them. The headers reveal a lot about the content.
Generally, the same principles apply to electronic mail as hard copy mail when it comes to dispensing
it. Once you have scheduled time to handle it, do it, delegate it, delete it, file it or arrange for it to be
done later.
E-mail is on the increase. And although it can be a great time saver, if mismanaged, it can also be a
time waster. Consider having a consultant or professional organizer review your current procedures
and guidelines to ensure that everyone in the organization is using it as effectively as possible.
Professional Organizers in Canada, an association of consultants who specialize in organizing homes
and offices, including electronic filing systems, can be reached through their website at
http://www.organizersincanada.com. In the U.S you can contact the National Association of
Professional Organizers at http://www.napo.net.
If we don't take action to curb unnecessary e-mail, we'll have little time for anything else. According
to Ferris Research Report (quoted at PCWorld.com,) we will soon be spending 4 hours each day
reading and answering an average of 50 work-related messages per day, and spam will occupy 40% of
our mailbox. Some people in my time management workshops are reporting figures close to this
already. The time to take action is now.

Waste Time but Not Life

With all the little timesaving tips being published in articles, books and newsletters, as well as those
being disseminated in speeches, audiocassettes, videos, and seminars, there's a danger of being
distracted from what's really important in life. It's great to be able to shave two minutes from your
travel time or take fewer trips to the supermarket or reduce photocopies by 10 percent. But how
important is that in the scheme of things? Will it make much difference ten years from now that your

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color-coded files allowed you to retrieve last month's financial statements 30 seconds faster than
normal? Or that a laundry basket in every closet saved your kids from having to make unnecessary
trips up and down the stairs? Seems to me it's more important that you're still in business or earning
a good living ten years from now. And that your kids have grown up to be successful contributors to
society.
There's a difference in having lumps in your gravy, lumps in your throat and lumps in your breast. We
should be careful not to focus so much on the little things that we neglect the big stuff. Our focus
should be more on making our life meaningful than on making our minutes productive. There's no
sense in saving time if we have nothing meaningful to spend it on.
I sometimes think we spend too much time saving time and not enough time living it. Some of my
most memorable times were when I wasted it. Like the time I spent most of the day fishing with my
brother in a lake where there were no fish. Or that afternoon sunbathing at the beach with my wife
when it was so cold we had to stay huddled together under a blanket. Or those mornings when I
watched my son skate in circles during an endless chain of hockey tryouts.
Life is not measured in minutes and seconds, but in activities and events. Now that I'm over seventy I
don't think of my past as a series of minutes well utilized, but as a series of activities well spent. My
memories are not of time but of times. I'm more concerned with being than doing.
This is not to say that time management is not important; but the emphasis should be on managing
our lives, not our minutes. This involves having a personal mission, setting life goals, and freeing up
time for the meaningful areas of our lives such as God, family and friends.
Sure, all those little timesavers will help free up time for the meaningful activities; but not if we
become so obsessed with saving time that we lose sight of the reason for saving it. Don't put yourself
on a guilt trip just because you can't account for every minute. And don't feel inferior simply because
you haven't bought into the latest laborsaving device. Modern technology will never succeed in saving
time; only in changing the way we spend it. Those of you who were born before the advent of the
microwave will remember that it may have taken two hours to cook a roast; but we didn't sit for two
hours watching it cook!
Relentlessly crossing off items on a things to do list could eventually condition you to believe that the
objective of the exercise is to cross off items. People have been known to complete items that were
not on their "to do" lists and quickly add them on so they could cross them off.
Similarly, if we become so obsessed with the minutes, we may not enjoy the hours. Don't let the
means become the objective. It's better to waste time than to waste life.

Are You An Effective Listener?

Poor communications is one of the time problems identified by workshop attendees. Poor listening
habits are a major component of poor communications. The onus is on the listener to avoid prejudging, daydreaming, interrupting, criticizing the speaker's delivery, reacting to emotional words, or
being distracted by the environment. Effective listening can be learned. It requires greater mental
application, because it is an active skill. Try this evaluation of your listening habits to see if you
already qualify as a good listener:
In the midst of a busy and noisy plant or office, can you concentrate enough to understand everything
that is said to you?
When someone is presenting a lengthy proposal, can you keep your attention focused on the
speaker's ideas instead of letting it wander?

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Knowing that you can think about four times as fast as a speaker can talk, do you use the extra time
to ponder what is being said?
When listening, can you block out the speaker's delivery and physical appearance?
If a talk is boring and of little value, do you concentrate on listening for something of value to come?
When the speaker makes disparaging comments, can you suppress your emotional response enough
to hear what is being said?
If you have answered yes to each question, then you are already a competent listener. If not, you
might want to work on your listening skills.

Coping With Line-ups

A health hazard as well as a waste of time
According to an article in the Rocky Mountain News [November 21, 1989] people spend about five
years of their lives waiting in lines. This includes supermarkets, banks, post offices and motor vehicle
offices. Staff writers at the newspaper actually stood in lines all day and timed the various waits. They
found that using the drive-through windows at fast food restaurants took longer than going inside to
place your order. And surprise! Express lines were actually faster than the other lines in supermarkets,
although I challenge that conclusion.
Line-ups do consume time, and much of the long waits could be avoided if we planned better. For
example, avoiding rush times like lunch hours, having others line up for us, and making fewer visits.
But let's face it, there will always be line-ups and we should be prepared to cope with the odd wait
without becoming anxious, frustrated or furious. Type A individuals, those with a keen sense of time
urgency - the clock racers - are particularly prone to distress when confronted with an unexpected
delay. For those impatient people, waiting is a definite health hazard. The fight or flight response is
elicited, yet they stand there while their temper comes to a boil, stomach muscles tighten, blood
pressure rises, and they are prepared for a conflict that never comes. It's no wonder that Rosenman
and Friedman found in their studies that people exhibiting Type A behavior were over twice as prone
to heart attacks.
It's not the line-ups that cause the mental and physical ailments; it's the personality of the people in
the line-ups. Ambitious, competitive and aggressive people who anger easily should avoid line-ups if
they can. If they can't, they must remain active while in the line-up, either reading, planning,
dictating, or writing. Working while waiting is not injurious to health, and if we're going to spend five
years in line-ups, we might as well be accomplishing something while we're there.

Time Management Essentials

A refresher on gaining control of your time
Every so often we should remind ourselves of the obvious. Time management may be common sense,
but in many cases, it's common sense that isn't practiced. Here are some reminders, in the form of an
acronym, spelling out the words TIME MANAGEMENT.
Take time for yourself. There will never be enough time for all the things you would like to get done.
So carve out some time for self-renewal, family and friends and other things meaningful to you before it is consumed by other activities.

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Improve on current practices. There is always a better way to perform a task. For example, writing
letters by hand was replaced by typing, dictating to secretaries, dictating to recorders and finally
dictating to computers using voice-activated software. Be on the lookout for more efficient ways.
Make efficiency a way of life. Repetitive tasks and activities gobble up time. Recognize the value of a
minute saved when multiplied a hundred times or more. Encourage employees to find more efficient
ways of doing things.
Evaluate employees based on results. Delegation is a great time-saver; but it must be done correctly.
The point is to capitalize on the employee's creativity and not to insist they do the task the way you
have been doing it. Multiply yourself through others.
Master relaxation and stress management techniques. There will always be stress, and unmanaged it
can wreck havoc on your health as well as your time. Learn to recognize stress before it becomes
excessive and deal with it.
Attend to priorities first. Don't confuse urgency and importance. Important items are those that
impact your goals. Schedule specific times to work on priorities, and if some things are left undone,
let it be those urgent but relatively unimportant items.
Never waste other people's time. If everyone respected the time of others, everyone would benefit.
Don't call, write or e-mail needlessly. Reduce interruptions, call fewer meetings, set time limits on
conversations and deadlines on assignments.
Always reward timesaving ideas. What gets rewarded gets repeated, so be quick to praise employees
who find faster ways of getting the job done. The time you save personally is dwarfed by the potential
savings of the entire staff.
Go electronic. Embrace technology; don't avoid it. Computers, scanners, modems, the Internet, and
software have revolutionized the office. But typically people use only a small fraction of the timesaving
technology available to them.
End meetings on time. Meetings are one of the largest consumers of time. When the objective is
reached, end the meeting. If ten people earning $45 per hour delay a meeting by only one minute,
the cost is $7.50 in wages alone.
Move your computer, telephone, and in-basket. Arrange your work area so you are not facing the
traffic when you work. If it's easy to make eye contact, it's easy to be interrupted needlessly. Don't
face an open doorway and don't force people to approach your desk to deliver mail.
Emphasize effectiveness over efficiency. We have been mentioning the importance of efficiency, but
don't lose sight of the importance of effectiveness. Doing something well is efficient; but if we can
eliminate it all together, that's being effective.
No is an answer. Give it more often. Recognize that you can't be all things to all people. Don't feel
guilty because you do not have time to say yes to every request. By saying yes to something you are
automatically saying no to something else that may be more important.
Time is life; treat it with respect. Time management is more a philosophy than a strategy. Recognize
the value of time. Time management is life management, and there's nothing more valuable than life
itself. Few people want to squander life.

Are You Plagued By Rush Jobs,

Unrealistic Deadlines Or Crises?
A checklist of ideas for the time-stressed
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Rush jobs are mentioned more than any other time problem when seminar participants are asked to
share their time management setbacks. Here's a checklist of ideas that could help in this area.

Question the importance of all rush jobs. They may be urgent but not important.
As soon as you get a rush job, question the deadline. The time to negotiate an extended
deadline is the moment you receive the assignment.
For each rush job, ask yourself the question, "What's the impact on my job, my career or this
company if this task is not completed on time?"
Recognize that you can't do two things in the same time frame. Do one thing at a time, starting
with those that seem most important. Stress aggravates the situation.
Get in the habit of scheduling the priority tasks in your planner. These tasks can only be
displaced by more important tasks, regardless of their urgency.
Remember that it's not how many things you do but what you accomplish that counts. Don't
lose sight of your goals. Concentrate on the 20% of the activities that produce 80% of the
results.
Don't hesitate to ask for help. You can't be all things to all people. If you're in a position to
delegate, do so.
Say "no" more often. Be assertive. Recognize that by saying yes to a rush job, you are
automatically saying no to something else of greater importance.
Don't procrastinate. Many jobs become urgent because of delay. Immediately upon receiving a
priority assignment, break it into smaller segments and schedule time in your planner to work
on them.
Always plan ahead. Don't take one day at a time. Determine what you will be working on in the
next two weeks or so.

Does TV Stand for "Time Vaporizer?"

Perhaps it's time to kick the television habit
Watching TV has outdistanced any other leisure activity, taking up 37 percent of the average American
woman's spare time and 39 percent of a man's, according to statistics quoted in Marshall J. Cook's
book, Time Management: Proven Techniques For Making The Most Of Your Valuable Time. [Adam's
Media, 1998.] At the same time, findings by the American Demographics magazine [June, 1996]
indicates 45 percent of the people surveyed reported "less free time than five years ago."
Is TV now in the same category as a car, and considered a necessity? Are people too tired after work
to do anything else? Or are we being brainwashed into spending what little leisure time we have
parked in front of the boob tube? Whatever the reason, we have a choice. If we want to build
relationships, expand our knowledge, participate in new ventures and experience more of what life
has to offer, we should question how we spend our time.
I'm really not excited about freeing up time through time management techniques, only to have it
gobbled up the one-eyed monster in our family room. Did I say family room? Here are a few
suggestions that might keep TV from devouring your life.
Keep a record of the number of hours you watch TV during a typical week. You may not have a
problem. Then again you may be surprised. It may motivate you enough to make some changes.
Plan your TV viewing for the week, block out that time in your planner, and stick to your plan. This will
avoid impulse viewing.
Change your mindset so that you view programs, not TV. Pick and choose carefully. That hour
between your two favorite shows could be better used on something else.
Tape the shows you want to watch and view them at a time that doesn't compete with family time,
sports activities, exercise etc. You can fast-forward through the commercials and save more time.

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Take a one-week vacation from the TV set. If you don't go into withdrawal, you may find that you are
actually enjoying life more.
Intentionally schedule activities with family, friends so they'll conflict with your normal TV viewing
time. It's easier to resist when you have something else planned.
The important thing is to be in conscious control of your time. Don't be seduced into watching TV
simply because it's the easiest thing to do at the time.

Coping With Stress

The best way to beat stress is to work it to death
You're summoned to the boss's office. A major client insists that a project be completed within two
hours. It normally takes four. "It's critical, you're told. We could lose the account." You feel your
heartbeat quicken and your muscles tense. You get angry.
"Who does he think he is," you mutter under your breath. "He probably doesn't need it until the
morning anyway." You're unaware of the rise in blood pressure or the release of stress hormones into
your bloodstream or even your sharpened senses as you react negatively to this unrealistic demand.
You are aware of the panic in your stomach as you recall the other unfinished projects that are due
today as well. Your appeal is hopeless since the boss never heeds your complaints, and you slam the
palm of your hand against a filing cabinet as you round the corner to your office.
Frustrated as you shuffle through the papers on your desk, you snap at your assistant when she asks
if there is a problem. You immediately regret it, but the mood has been set and you bark out
instructions as you continue the search for the data needed to tackle the project.
You're well aware of the negative aspects of stress. It weakens the immune system, raises cholesterol
levels, accelerates hardening of the arteries and disrupts the digestive system. But how are you
supposed to relax when you're pressured by an unreasonable client, an inflexible boss or an
impossible deadline?
Hold on a minute. You're not supposed to relax. The "flight or fight" response that you're experiencing
is not under your control. It's a product of your automatic nervous system, which regulates the
release of adrenaline, blood pressure, heart rate, hand temperature etc. It's an automatic response to
perceived danger. If it were someone chasing you with a butcher knife, the response could save your
life. Your increased strength and heightened awareness could get you out of danger. The adrenaline is
used up as you take action.
But with the unrealistic deadline, you're not engaged in much activity. The excess adrenaline causes
you to feel terrible. You experience palpitations, dry throat, trembling. You're nervous and upset. You
weren't meant to feel the adrenaline; you were supposed to be too busy to feel anything.
Relaxing is not what you should be trying to do. Relaxation is something you acquire when you're not
under stress. It's preventative medicine, so to speak. It makes stress easier to handle. What you need
now is stress management. You need to take control of the situation, change your attitude, be
assertive and accept life's challenge.
Your behavior, when faced with the stressful situation, was inappropriate. You reacted with anger,
hostility, pessimism and dismay. Anger is the most damaging stress-related personality trait that
precedes a heart attack. A long-term study of graduates, for instance, showed that 20 percent of
those exhibiting high hostility were dead by age fifty. This compares to only 4 percent of those in the
low hostility group. A study of Harvard graduates revealed that those with the most negative attitudes
at 25, suffered the most serious illnesses in their forties, fifties and sixties. It has also been observed

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that chronic complainers get sick a lot.

On the other hand, a positive attitude, laughter, and assertiveness are healthy attitudes. Combine
healthy attitudes with action and you have stress management. The next time you are faced with a
stressful situation, look at it as a challenge. Don't worry about the prospect of not completing it on
time. Worry is simply fantasizing about failure before it happens. Take a positive approach and look at
the bright side. You can't do the impossible, but if it happens to be possible, you have a chance to
shine. The important thing is to be active, take control and be assertive. Activity dissipates the
adrenaline, and along with it, the worry and ravages of stress.

Ways To Overcome Procrastination

We all procrastinate occasionally under certain circumstances. Its a natural tendency and theres no
need to feel guilty. But if you habitually and intentionally put off important tasks that should be done
now, you are a chronic procrastinator. This could seriously hamper your effectiveness as well as your
self-image. Here are a few suggestions from my book; Procrastinate Less and Enjoy Life More (Harold
Taylor Time Consultants Inc., 1999) that could help you defeat the procrastination habit. Choose those
ideas that you feel comfortable using. All of them have been found helpful to some people.
Set a goal for the thing youve been putting off. Pick a specific date to do it, and schedule time in
your planner to get it done.
List the advantages of doing the task and compare them with the consequences of not doing it. The
result may convince you that it should be done.
List the things you have been putting off, choose the simplest task and do it. This small success
should motivate you to tackle other, more difficult tasks that you have been delaying.
Decide on a reward for finishing a task that you have been delaying. Example: a coffee break, new
dress, a night on the town. Provide yourself with an incentive to get it done.
Break down the overwhelming tasks into chunks, and do them a little at a time.
Schedule the task in your prime time when you are at your peak mentally and physically. For most
people this is first thing in the morning.
If the task youve been putting off is work-related, put the appropriate paperwork or other material
on your desk when you go home so it alone will be visible when you arrive the next morning.
Commit yourself to do the task at a definite time and tell others of your plans. Many of us will act to
avoid embarrassment with our peers.
Get help. Delegate some of the distasteful tasks, or share the task with others willing to help.
Do absolutely nothing. Some people find they get bored and will tackle anything rather than remain
idle.
Place deadlines on all tasks that you have been putting off.
Keep telling yourself, "If its unpleasant, Ill do it now and get it over with."
If you tend to be a perfectionist, recognize that good is good enough and that its better to get it
done than to delay until it can be perfect.

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 If youre afraid of failing, acknowledge the fear and do it anyway. Recognize that successful people
fail more because they try more.
Disorganization breeds procrastination, so get organized.
Tackle the distasteful tasks when youre on a high when you have just accomplished something
significant and feel good about yourself.
Accept full responsibility for the task; dont allow excuses to lull you into procrastination.
Engage in positive self-talk. Be optimistic. Attitude can make a difference.
Force yourself to start. Once started, youll build momentum. Keep starting, and youll develop the
do it now habit.
Dont wait until you have more time; you will probably have no more time in the future than you
have right now.
If you dont feel like working on the task, do something small that will take you in the right
direction. Getting started is the hardest part of doing.
Recognize that you have a choice to either do something or not to do it. Take full responsibility for
how you spend your time.
Dont put yourself on a guilt trip if you do procrastinate once in a while. Its okay not to be perfect.

Goals Can Keep Us Young

Youre only as old as you think
Regardless of your age, whether youre nine or ninety, goal-setting will work for you. Never use the
excuse that youre too old. LeRoy (Satchell) Page, who played professional baseball in his 60s, once
asked the question, How old would you be if you didnt know how old you were? Which is another
way of saying that you are only as old as you feel. Unfortunately, in our society we tend to pigeonhole
people at arbitrarily selected ages. Were an adult at 21, middle aged at 50, old at 70 and ancient at
80. Some seniors actually believe what they hear and start acting and talking accordingly. Im too old
for sports, You cant teach an old dog new tricks, My memorys going, are common remarks made
by people in their sixties and seventies. They hear that theyre supposed to be old, they think it, the
self-fulfilling prophecy takes over, and soon they are old. At least, mentally. But we dont suddenly
become old. Life is a gradual aging process that starts the day were born. And living one day at a
time until we die will prevent us from categorizing ourselves as middle aged or old.
One study of high achievers revealed that 64percent of their accomplishments were attained after age
60. So were certainly not over the hill as far as our careers are concerned. Here are a few examples
of people who were successful in their senior years: Ronald Reagan was president of the United States
while in his seventies. Winston Churchill became Prime Minister of Great Britain at age 65. Oliver
Wendell Homes, Jr. became U.S. Supreme Court Justice at age 61 and served until he was 92. Pablo
Picasso continued painting until his death at 92. Comedian George Burns was making people laugh in
his nineties and lived to see 100. Grandma Moses turned to oil painting at age 78, and continued until
her death at 101.
Based on your enthusiasm, energy, skills, accomplishments, mental agility, (and forgetting about false
indicators such as gray hair or wrinkles) how old would you think you were right now if you didnt
know how old you really were? Then use that age, and conduct yourself accordingly.
Gone are the days when retirement meant being put out to pasture to spend your final days rocking
on the front verandah. Retirement today usually means the start of a second career, whether that be

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starting a business or tearing up the golf courses. People are beginning to recognize that 65 or 70 is
no longer old and that it's not unusual to be active into their 90's and beyond.
As advertising messages by United Technologies urged: "Don't go fishing when you retire. Go hunting.
Hunt for the chance to do what you've always wanted to do. Then do it!"
Second career executives have been an emerging phenomenon of the 1990's. According to the book,
America's Changing Workforce (Nuventures Consultants Inc. 1990): "With more executives having
good pension fund benefits, paid mortgages, and children out of school, it is likely that many will
retire in their 50's and work several years in another endeavor."
Many people are bursting at the seams to experience those things that time, money or opportunity
previously denied. With risk now possible, retired executives and others are beginning to do their own
thing.
Although consultants may claim that we should enjoy our jobs or get one that we find fulfilling, it's
frequently not that simple. Some of us may find ourselves locked into jobs for financial reasons, family
or peer pressure, lack of qualifications, or outright fear of change or risk. Add to that the fast paced
environment of work, and most of us never stop to consider whether we could actually do something
else, let alone plan how to do it.
But with retirement comes a whole new perspective on life. With the pressures of job responsibilities,
financial commitments and lack of time lifted, retirees are free to reflect on personal values,
smothered ambitions of the past and dreams for the future. Creativity is unleashed, and retirees
become entrepreneurs, consultants, writers, inventors. They turn to jobs and activities they really
enjoy. They self-actualize. Hobbies become businesses and businesses become hobbies.
George Crone, owner of a gravestone company, claimed that "people in the fast lane don't take the
time to write their epitaphs" anymore. Perhaps if they did, they might be forced to reflect on how they
would want to be remembered. And that could lead to new directions and goals.
Although it would be great if everyone would evaluate their lives earlier in their careers, an increasing
life expectancy, combined with early retirement, make it possible to fulfill lifelong dreams after
retirement. James E. Buerger, writing in Quote magazine, stated that if a person speaks mainly of the
past he is old. If he talks of today, he is middle-aged. But if he is always talking about the future, he is
young no matter what the calendar may indicate. Goal setting can help keep us young.

Dont Be A Worry Wart

Worry consumes time but accomplishes little
Dont worry, they tell you. Easier said than done. Your son is already an hour late getting home, you
were supposed to meet the Smiths fifteen minutes ago, and your telephone is out of order. As if
tonight's events aren't enough, you anticipate the announcement of a massive layoff at the office on
Monday, your mortgage is coming due next month, and you have already decided you have to cancel
the non-cancelable trip to Florida and lose your deposit.
Worry for some people is a way of life. There seem to be so many things to worry about nowadays.
And they get totally caught up in an emotion that not only wastes time, but also damages their
health. It could result in migraines, ulcers, burnout, emotional breakdown or worse.
Think back for a moment over the events of this past week. Then ask yourself a question: "How much
time did I spend worrying?" Once you have the estimate, ask yourself another question: "What did my
worrying accomplish?"
Nothing positive is ever accomplished through worry. Concern is a different matter. There's nothing
wrong with being concerned when your son is an hour late getting home, or your car won't start, or

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you don't have enough money to pay the mortgage. Concern prompts you to take action to rectify the
situation. Concern shows that you're human. Concern is justified. But a person who blows a real or
imagined problem way out of proportion and allows it to control their thoughts to the point that they
can never get it out of their mind, is not only concerned, but is worried.
If worry doesn't accomplish anything, how can we stop ourselves from worrying? The first thing we
have to do is recognize that we tend to think the worst. Studies indicate that 40 percent of our worries
are about things that never happen. Another 30 percent of our worries concern things that are in the
past and we would be unable to do anything to change them anyway. Twelve percent of our worries
are needless concerns about our health, probably due to our overactive -- and pessimistic -imaginations. Ten percent of our worries are petty, miscellaneous worries. Only eight percent of our
worries are about real, legitimate concerns.
So put your problem into perspective. Recognize the fact that some of your fears could be unfounded.
Which brings us to the next suggestion -- think positively. Nothing is as defeating as a negative
attitude. Sure, your son could be late because of a car accident. But he also could have run out of gas,
or stopped for a pizza, or decided to drop in on a friend on the way home. A client may not have
returned a telephone call because he's not interested in doing business with your firm anymore. But
he also could have been called out of the office unexpectedly or be tied up in a meeting or have
forgotten about the message. Whenever youre confronted with something of concern, immediately
think of three or four positive possibilities. You might as well approach life with a positive attitude,
since 92 percent of the worries are unnecessary anyway.
What if there's nothing positive about the situation? What if it's a definite disaster? In that case, worry
is still futile. You must distinguish between what you can and cannot control. If there's something you
can do to change the situation or prevent something from happening, do it. Action dissipates worry.
Alternatively, worry tends to debilitate us. It inhibits productive activity and drains our resource of
energy. So take action immediately. If it's impossible to take action, if it's completely beyond your
control, worry is still futile. Take solace in the fact that it's not the end of the world. Deal with today's
problems today, but don't make it harder on yourself by taking on tomorrow's problems as well.
Whatever you do, don't let worry fester inside you. Talk it out. Discuss it with a close friend or your
boss. It's surprising how much lighter a burden becomes when you vocalize it.

The Hazards of Hurry Sickness

Get your life off fast-forward and live longer
Hurry sickness is an addiction to speed to the point where the afflicted person attempts to perform
every task in the shortest period of time even when theres no logical reason to do so. A person who
stops the clothes dryer before it completes its cycle, manually stops the microwave before the time is
up, takes their laptop to the hospital, skips breakfast in order to get to work earlier and races through
an orange traffic light in order to get to the next one before it turns green is probably suffering from
hurry sickness. This obsession with speed frequently results in frustration and stress when delays are
encountered or errors result. It can also waste time, decrease productivity, threaten safety and
negatively impact quality.
Those who have hurry sickness usually know it, but they prefer to refer to themselves as being
efficient, not sick. If youre in doubt, check off those statements below that are true.

You
You
You
You
You
You
You
You

find that overnight courier is too slow.

always answer your phone on the first ring.
work on two computers at the same time.
take the cordless phone to the bathroom with you.
check your e-mail before you get dressed in the morning.
leave home at 5 AM to avoid traffic.
push the elevator button every ten seconds until it arrives.
walk on escalators and moving sidewalks.

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You eat breakfast while driving to work.

You view multitasking as a normal way of life.
You constantly exceed the speed limit.
You would rather not eat than line up at a restaurant.
If a person pauses in conversation, you finish the sentence.
You habitually check your watch even when youre not interested in the time.
High-speed Internet access is too slow for you.
You keep your cell phone in your gym bag or golf bag.
You eat lunch at your desk.
You shower in less than three minutes.
You become impatient with the time it takes for your computer to boot up.
You seldom wait for the toast to pop up on its own.

If five or more of the above statements are true, you probably have hurry sickness, a common
affliction suffered by people exhibiting a keen sense of time urgency. If more than ten are true, your
obsession with saving time could cause serious health problems and you should launch a personal
time management program to get your life back on an even keel.
The essence of a successful time management program is not speed, but wise choices. A good time
manager would not circle a shopping mall parking lot for 15 minutes in order to find a parking space
close to an entrance in order to save a 5 minute walk. A good time manager would immediately park
in the farthest corner and use the 15-minute walk as part of an exercise program. A good time
manager would leave the house earlier instead of speeding, have something to read while in line-ups
and get up earlier rather than skip breakfast. Speed is the enemy of time management, which
involves working smarter, not faster. People with hurry sickness have difficulty planning, delegating,
and setting goals. They begrudge spending time on anything and see themselves as being action
oriented. Unfortunately action without purpose is wasted motion.
If your addiction to speed is firmly entrenched, you may have to modify your behavior before
attempting to put a time management program into place. Take one thing at a time until you master
it. Stop reading at the kitchen table while youre eating, get up a half-hour earlier, count to three
before answering a question, deliberately chew each mouthful of food, leave your computer bag at the
office during week nights, and consciously reduce the speed at which you walk, talk and drive. It
takes weeks to change a behavior so try to be patient even though you are not so inclined. Small
successes lead to satisfaction and additional changes. With time you will be operating independently
of our fast-forward society. Then you can make a lifetime commitment to managing your time and
your life, reducing stress, slowing the speed at which you do things and increasing the results you
achieve, both at work and in your personal life.

In Defense of Junk Mail

Ive heard of some innovative ways to get off mailing lists, such as scribbling Deceased across the
envelope and returning it, or sending the mailer a change of address form with the mailers own
address as your new address. The more traditional ways involve notifying the Direct Mail Marketing
Association or simply advising the mailer to take your name off their list.
But regardless of your efforts, chances are you will still be swamped with junk mail. Don't lose any
sleep over it. And don't allow it to pile up and waste your time. Instead, take a positive approach as
you quickly scan the material. Does it contain an idea you can use? Millions of dollars are spent
creating pieces that capture the reader's interest, communicate clearly and generate action. Pick the
brains of the experts by spotting the "gems" and seeing whether you could adapt the idea to your own
needs. You might get an idea for a brochure of your own. Or a new product. Or a new market.
By sorting through junk mail with a purpose in mind you are less apt to be enticed into buying the
product if you don't need it, although you might spot something that would make your job or life
easier or save time and money.

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Spending ten minutes a day scanning the junk mail and relegating it immediately to the recycle heap
might be a good investment of time. It's certainly more effective than getting all upset, letting it
accumulate, and occasionally going on a junk mail binge.
But what's wrong with simply tossing it out unopened as soon as it comes in? Nothing. That's another
approach. But a ten-minute investment of time could pay big dividends. Not only in terms of the ideas
generated. But in the awareness of the various products on the market. It's an education in itself.
Personally, I have spotted pocketsize photocopiers, miniature digital recorders, book abstracts and
office supplies that have saved me more time than I ever spent sifting through junk mail.
Time management experts tend to oversimplify everything. And the trite advice to throw out all junk
mail is just another example. It's a trade-off. You must determine whether the rewards are greater
than the investment of time. And how can you ever make this determination if you simply toss
everything out unopened? Try it for a few weeks. Allocate a specific amount of time you will spend.
Scan the material quickly before discarding. If you receive no value, nothing of interest, then you can
revert to your return to sender mode.

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