It’s about time
Appears in Print As: It’s about time
Edited by Leslie Gordon
leslie.gordon@penton.com
You’ve read countless time-management books, blogs, and workbooks. You’ve been to seminars and workshops. You’ve attended Webinars. But you’re still overwhelmed. There’s too much happening in your day to simply let things take their course. It’s time to regain control. Recently, my time started to get away from me. So I reviewed some of my favorite books and blogs and came up with a list of potentially helpful tools.
Your most basic tool is your calendar. I use Google calendar; I can access it via computer, telephone, and iPad. If an event isn’t on my calendar, it’s not going to happen in my life. I use the calendar for both business and personal appointments.
Next, you need a list. Whether you call it your “task” list or your “to-do” list, it’s where you record promises you make to others or yourself. The list must be easy to use, or you won’t employ it consistently.
Whether you use paper or computer, you should be able to enter a new item into the list quickly. Your list should have places to note the importance or priority of each item, as well as when the task should start and end. The fewer of these attributes your list has, the more effective it will be. I just started using a Web site called ToodleDo.com. It syncs with my smartphone and iPad and has all the features I need.
Keep today’s list visible. Store the long list of all your tasks where you can see it should you want to, but where the list doesn’t show up when you are not looking for it. Seeing the long list all the time induces unnecessary stress.
Third, adopt the planning habit. If you don’t have the habit, it’s easy to acquire. Either as the first task in the morning, or the last thing you do before leaving work, set aside some time — say, 15 minutes — to go over your list. Rank each task by importance; you can use “A” for the most important tasks, “B” for those of medium importance, and “C” for low importance, for example. Then select the top three tasks by importance, and plan to accomplish them during the day. Don’t forget to include at least one B task and one C task each day, or those lower-priority tasks will never get done.
That’s the daily planning process. You might also consider weekly, monthly, and annual processes. And don’t omit goals: You’ve probably heard the stories about people who set long-term goals and put them away, then months or years later find that they actually accomplished them without thinking about them. It’s worth a shot.
As you go through your list, be mindful of the fact that most of our decisions are made on the basis of emotions. That’s not necessarily bad; our emotions can be good guides, but only if we are aware of being swayed by them. For example, there are some tasks that do not appeal to me emotionally, but I know I need to get them done. When I am aware of my reluctance, I can compensate for it and choose to do things that I find distasteful anyway. And when I do that, I usually promise myself a small indulgence or reward for motivation.
Common wisdom says it takes three weeks to change or adopt a habit. I recommend you try these behaviors for at least three weeks. This might be all you need to regain control of your time.
Let me know how it works out for you. — Joel Orr
Joel Orr, Principal of Orr Associates International, and Chief Visionary Emeritus of Cyon Research Corp. Write him: joel.orr@gmail.com
© 2012 Penton Media Inc.

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Comments
It’s about time
It’s about time
I have been a devotee of the Franklin Planner since it was in vogue in the 80's. It is a great way to track elements of workscope that need to be done, according to some priority, document meetings, and schedule your world.
As a senior level manager, it was relatively easy to set my own priorities; I only had the VP of Engineering to answer to.
However, at other organizational levels, setting priorities is mostly out of one’s control, almost on an hourly basis.
I plan the week on Sunday's, based on “accomplishments” of the previous week with a focus on hard points that are coming up within the next two weeks and organize my calendar accordingly. Then Monday morning comes and the reshuffle begins. Some new requirements popup from an email, phone call or a work flow that has to be addressed in the next few days. So new priority A's replace old priority A's, that now become B's. Then Tuesday comes, and the process repeats itself.
In other jobs this is a cycle that leads to 60 to 70, sometimes upwards of 100-hours weeks.
Job delegation works to some degree, as long as everyone else you trust to do the assignment isn’t in the same boat that you are in.
My experience has led me to fix a 50-hour limit on any given week - with very few exceptions, and never exceeding 60-hours, especially during golf season. During test cycles however, all bets are off.
The problem of prioritizing is that long term assignments, usually they get priority C until they are finally pushed into the 2-week box that they have to be completed in, and some other priority suffers. My list of incomplete tasks is very impressive and finally gets prioritized during vacations and holidays. After all, there is only so much time you can sit at the beach, hold a fishing rod or golf club, and go shopping with the wife and kids. Here again, the exception is grandkids. “Gampa come here” immediately sets my priority A items.
Sure glad I love what I do; otherwise it would drive me nuts.
Southwest OH Center for Entropy Research
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