c n ro w th Is It Urgent Or Is It Important? s t l u s e R G +
+ Is It Urgent Or Is It Important ? Our goal To not just juggle the calendar each day, but to ensure activities are aligned with goals, and the most important parts of life are at the center of those goals. + Agenda
1. 1. 2. 3. 4. 2. 1. 2. 3. 4. Part 1 Assessing Whole Person Concept Time Audits Your style Tech traps Part 2 - Progressing Big rocks Eisenhower Matrix Your daily time cycle
Two weeks to greater productivity + Is It Urgent Or Is It Important ? ASSESSING + 5 My Story Where are you? Why are you still here?
Where do you want to go? How do you get there? + Your top 10? 1. ________________________________________________________ 2. ________________________________________________________ 3. ________________________________________________________ 4. ________________________________________________________ 5. ________________________________________________________ 6. ________________________________________________________ 7. ________________________________________________________ 8. ________________________________________________________ 9. ________________________________________________________ 10. ________________________________________________________ +
7 The Whole Person Concept + 8 The Whole Person Concept + 9 The Whole Person Concept + 10 Your Weekly Time Audit Week of:
Activities Goal-Focused Work Internal Meetings Admin and Email Receiving Coaching and Training Unplanned Interruptions HOURS SPENT EACH DAY Monday
Tuesday Wednesday Thursday Friday Saturday Sunday Total Weekly Hours Per Task Other Other Other TOTAL HOURS Is your style getting in the way?
Doer Thinke r Talker Guardia n People-Oriented BCI: 2017 Baker Communications, Inc Easy Going Dominant Task-Oriented + DOER
Primary Emotion: Impatience Primary Fear: Failure Primary Need: Control Power Bottom line Low detail Controlling
Quick decisions + Correct Analytical Linear thinking High detail
Persistent/organized Power Bottom line Low detail Controlling Quick decisions
THINKE R Primary Emotion: Worry Primary Fear: Making a Mistake Primary Need: Details lots + Primary Emotion: Happy Primary Fear: Rejection Primary Need: Acceptance TALKER
Power Recognition Bottom line Social and outgoing Low detail Risk taker Controlling Big picture Quick decisions Low detail Emotional +
Power Emotion: Amiable Bottom line Fear: Change Need: LowStability detail Controlling GUARDIAN Quick decisions Dont let others get in your way
Doer Thinke r Talker Guardia n People-Oriented BCI: 2017 Baker Communications, Inc Easy Going Dominant Task-Oriented are all Overtasked
Over-informed Overscheduled Over-communicated 17 Technology Tools can be traps Internet Texting Email Social Media Always on 18
+ Is It Urgent Or Is It Important ? PROGRESSIN G Multi-Tasking Multitasking How long will this take?
Is this really worth my time? Are there bullet points I can scan instead? Hows my to-do list growing right now? What else could I be doing now? + Big Rocks + TIME/FOCUS Where do you fall
currently? Putting Out Fires Focusing on the Big Stuff Where do you want to fall? Urgent vs. Important Not Important Urgent Important CRISIS TRIVIA Not Urgent
+ 23 FOCUS WASTE Your Time Cycles Time Cycles Quarterly There are 3 time cycles you must control in order to truly impact your productivity. Weekly Daily
24 + Root of the Problem Cide caidere From the Latin = to kill / to cut Root of the Problem Root of the Problem
Root of the Problem Root of the Problem 1.Plan for prime time 2.Prepare the people around you 3.Prepare your tasks so you can concentrate 4.Make sure your workspace is ready at prime time Setting Smart Goals S - pecific M - easurable A - chievable R - ealistic T - ime specific + 29 To-Do Lists
Go running Call wife Pick up dry cleaning Lift weights Get current closed sales numbers Detail plan for overcoming obstacles Board meeting Call daughter Take dog to vet Schedule massage Update CEO
Outline obstacles for next qtr. Get projected closed numbers Meet with marketing director Buy running shoes List needed additional resources Change oil in car Prepare for stockholders meeting + 30 Chunking Go running Call spouse
Pick up dry cleaning Lift weights Get current closed sales numbers Detail plan for overcoming obstacles Board meeting Call daughter Take dog to vet Schedule massage Update CEO Outline obstacles for next qtr. Get projected closed numbers
Meet with marketing director Buy running shoes List needed additional resources Change oil in car Prepare for stockholders meeting Do any of these action items relate to a similar result? ABC Prioritization ABC Items which must be done first (highest priority) Items which
should be done soon Items that must be done eventually (secondary priority) (third priority) 31 The 4 Ds Principle 4 Ds Principle Do It Immediately actionable (Use the 5 MINUTE rule: if it can be done in less than 5 minutes, do it NOW!) Delegate It Pass responsibility to someone else
Defer It Actionable at a later time Delete It Non-actionable or unnecessary 32 Saying No gracefully Steps Admit you have a problem saying no. Decide your priorities and limits Plan out and rehearse Commit
33 Gracefully in 4 Two Weeks to Greater Productivity Two weeks to greater productivity 1. Review the next two weeks of your schedule 2. Identify a task or tasks that might be most suitable to delegate, defer or delete: How valuable is this task; does it contribute to your success? Can you postpone it? Do you get any personal value out of it would you do it if you didnt have to? Can this be delegated if you were pulled away could someone else do this, or are you the only one who can do it? 34 +
_________________________ _________________________ _________________________ _________________________ _________________________ _________________________ Avoid Avoid _________________________ _________________________ _________________________ _________________________ _________________________ _________________________ c n a Pe
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Is It Urgent Or Is It Important? s t l u s e R G +
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