THE TIME MANAGEMENT POCKETBOOK
By Ian Fleming
Drawings by Phil Hailstone
Based on a concept devised by Martin Terry of Lucas Industries Group Training Department.

“This splendid little book respects our intelligence and time. It also puts to shame all the gimmicks to which we have been subjected of late.” Abdulla Ali Uqba, Chief Executive, Al Atheer, Development & Management Consultancy, Dubai. “More than just a guide to better managing your time - it’s a collection of simple, yet effective, tips and reminders to help keep you on track.” Linda Harlow, Director, Brook Street plc “Contains a wealth of practical tips to help busy managers manage their time better.” Viv Clements, Training Officer, Aylesbury Vale District Council.

Published by: Management Pocketbooks Ltd 14 East Street, Alresford, Hants SO24 9EE, U.K. Tel: +44 (0)1962 735573 Fax: +44 (0)1962 733637 E-mail: pocketbks@aol.com Web: www.pocketbook.co.uk

MANAGEMENT POCKETBOOKS

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form, or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publishers. 1st edition 2nd edition 3rd edition 4th edition 1990 1991 1995 1997 Reprinted 1998, 1999, 2000.

© Ian Fleming 1990, 1997 ISBN 1 870471 53 9 British Library Cataloguing-in-Publication Data – A catalogue record for this book is available from the British Library. Printed in U.K. by Ashford Colour Press Ltd, Gosport, Hants.

CONTENTS
INTRODUCTION 1 MANAGING RELATIONSHIPS Working with your boss, secretary, team, dealing with interruptions, assertiveness 55

MANAGING WORK ACTIVITIES Taking action (for the right reason, at the right time, in the right way)

5 75 MANAGING COMMUNICATIONS Listening, asking questions, speaking, reading, writing, meetings and handling phone calls

MANAGING YOUR THINKING & REASONING Stress, creativity, problem solving, decision-making, memory

31

MANAGING YOUR WORK ENVIRONMENT Dealing with paper, e-mail, filing systems, travelling time

111

Author’s note There have been many changes in the way people work since this book was first published. Increased pressure, having to achieve more with less, and the impact of technology, have all had an effect on our lives and how we use time. To manage time effectively calls for skills in a number of areas. These are the ability to manage work activities, thinking and reasoning, relationships, communications and the work environment (see the model opposite). Whilst a diary is useful, it may not, by itself, bring about better use of time, without development of such skills. Acknowledgements To Martin Terry for the concept and to Dr David Worth for his support, both formerly of Lucas Industries Group Training.

TIME MANAGEMENT

THE MODEL
Managing Work Activities Managing Your Work Environment Managing Your Thinking and Reasoning

Managing Communications

Managing Relationships

1

INTRODUCTION

MANAGING TIME: MANAGING YOURSELF
NO MAGIC ANSWER
● ●

Time is passing us by; once it has gone it can never be replaced The older one gets, the quicker it seems to be passing

In truth there is probably no one skill or tool that will enable you to manage your time better. The time management model offers a useful range of skills; improvements in each will have an impact on how you spend your time. However, getting yourself organised and managing yourself will significantly improve your chances of managing your time ... so please read on.

2

INTRODUCTION

WHAT COULD STOP YOU
LINK EFFORT TO BENEFITS
Most of what is contained in this book is common sense - but, alas, not common practice. Why is this? One explanation is that our behaviour is often guided by the amount of pleasure we gain from doing something. For example, we enjoy being driven by events, crises, fire-fighting. Sound time management techniques such as planning and prioritising take effort and often are not associated with pleasure. If we really want to improve, then we need to make a mental link between the effort involved and the pleasure that will come from working effectively.

3

INTRODUCTION

MANAGING WORK ACTIVITIES
BASIC PRINCIPLES OF TIME MANAGEMENT
Taking action:

✔ For the right reason: making sure that what you do is linked to your job or an objective (pp 6-10)

✔ At the right time: because it is a priority (pp 11-13) ✔ In the right way: by getting yourself organised (pp 14-30)

4

Managing Work Activities
● ● ● ● Job Clarification Priority Setting Planning and Organising Delegation

Managing Work Activities Managing Your Work Environment Managing Your Thinking and Reasoning

Managing Communications

Managing Relationships

5

MANAGING WORK ACTIVITIES

FOR THE RIGHT REASON
JOB CLARIFICATION
Have you a clear understanding about your job and what’s expected? If not, how do you know what you should be spending your time doing? Job clarification can help improve your use of time by:
● ●

Concentrating on objectives and priorities Avoiding duplication and overlap of efforts

Job clarification is:
●

A -

shared understanding between job holder and manager about what the individual’s job is what they are expected to achieve where/how it relates to other jobs

●

A continual process reflecting changes both in the individual and their job, from which objectives can be set Not to be confused with job descriptions which describe what has to be done and not the results to be achieved.

Not
6

e

MANAGING WORK ACTIVITIES

FOR THE RIGHT REASON
JOB PURPOSE
Ask yourself - What’s the purpose of my job? ie: What are you there to achieve?

Example: Overall Purpose To make money by developing existing and new business within the region at a profit.

Try to keep it to a single sentence in length.

7

MANAGING WORK ACTIVITIES

FOR THE RIGHT REASON
IDENTIFYING KEY AREAS
Key areas are the main areas on which to concentrate time and effort in order to achieve the overall purpose. Ask yourself - into what parts can I divide my job? eg: staff management, finance, projects, planning, research, training, customers, etc Identify New Clients Develop Existing Clients Set and Achieve Targets Recruit and Train

Key Areas

Not
8

e

Aim for a maximum of 8 key areas.

MANAGING WORK ACTIVITIES

FOR THE RIGHT REASON
IDENTIFYING ACTIVITIES
Activities
● ●

Relate to each key area Are areas of activity/responsibility emerging from each key area, eg: Set and Achieve Targets Sales Targets Financial Targets Monitor Sales Performance Recruit and Train Internal Applicants External Applicants Induction
9

Key Areas Identify New Clients Activities Research Client Contact Client Visits Client Visits Monitor Business Performance Client Records Develop Existing Clients

MANAGING WORK ACTIVITIES

FOR THE RIGHT REASON
JOB CLARIFICATION - OVERVIEW
Overall Purpose Key Areas To make money by developing existing and new business within the region at a profit Identify New Clients Research Client Contact Client Visits Develop Existing Clients Client Visits Monitor Business Performance Client Records Set and Achieve Targets Sales Targets Financial Targets Monitor Sales Performance Recruit and Train Internal Applicants External Applicants Induction

Activities

10

Use job clarification at appraisal time to set objectives and agree priorities.

MANAGING WORK ACTIVITIES

AT THE RIGHT TIME
SETTING PRIORITIES
Decisions to make ● The order in which jobs should be handled ● How much time should be allocated to each Common mistakes ● Not distinguishing between urgent and important tasks ● Doing things you like doing - fire-fighting not fire prevention Urgent jobs ● Don’t always have the highest pay-off ● Often get priority over important jobs ● Are often unplanned Important jobs ● Are the ones that help you achieve your overall purpose (see job clarification)
11

MANAGING WORK ACTIVITIES

AT THE RIGHT TIME
PARETO (80/20 RULE)

20% of the Results 80% of Time Available 80% of the Results 20% of Time Available
This means:
● ●

20% of what you do produces 80% of your results 80% of your time is spent in being only 20% effective

Apply Pareto to the activities in job clarification.

Concentrate on high pay-off activities.
12

MANAGING WORK ACTIVITIES

AT THE RIGHT TIME
DEALING WITH THE UNEXPECTED
● ●

Unexpected events, happening throughout the day, will affect what you plan to do Every time you get a job to do ask: - Where does it fit into the matrix below? - What’s the effect on what you planned to do?

IMPORTANCE
Low High Do it later Do it now Do it yourself

URGENCY

Low High

Don't do it Ask someone else to do it

13

MANAGING WORK ACTIVITIES

IN THE RIGHT WAY
HOW TO SET PRIORITIES
● ● ● ● ● ● ●

Use job clarification to agree priorities and objectives Work backwards from deadline dates, identifying key stages to be achieved Plan to convert these into action, each with their own timescale Plans identify what needs to be done, by whom and when Don’t overplan as things will change Planning is a mental process that we often do as we go along; however, don’t ignore the many planning methods, from simple lists to diary and computer systems Do not forget that plans can always be changed; however ...

IF YOU FAIL TO PLAN THEN PLAN TO FAIL
14

MANAGING WORK ACTIVITIES

IN THE RIGHT WAY
HOW TO ORGANISE YOURSELF
●

● ● ● ● ● ●

Create a weekly plan to give yourself: - sufficient lead-in time for major tasks - an overall picture, in case you need to change what you do (in response to those days when you achieve nothing!) Translate this into a daily ‘To Do’ list - categorise tasks into ‘urgent’ and ‘important’ and then prioritise them Be realistic - you can only do so much in a day Review your list throughout the day Ask ‘Why me? Could someone else do it?’ Group related activities together to concentrate your efforts Work on key tasks every day - focus on pay-off instead of urgency

Get into the habit of doing a ‘To Do’ list for the following day before you leave work (you’ve prepared yourself mentally).
15

MANAGING WORK ACTIVITIES

IN THE RIGHT WAY
DIARY SYSTEMS
●

Most successful people have a system for managing their time

Diaries, once a fashionable trend, should not be dismissed. They do provide practical benefits, such as:
●

A record - of what you plan to do, and - what has been achieved A source of information and reference A way of keeping control over your activities and life! A prompt for those with poor memories

● ● ●

16

MANAGING WORK ACTIVITIES

IN THE RIGHT WAY
DIARY SYSTEMS
Many forms of diary systems are now readily available including: slim pocket diaries that basically include a record of dates formal time management systems that often include a range of techniques for managing projects hand-held electronic organisers software packages for both planning and analysing your time.

Beware Whatever you use, remember that it is an aid to managing time - do not let it rule your life! Remember, you still need the skills outlined in this book.

17

MANAGING WORK ACTIVITIES

IN THE RIGHT WAY
ESTIMATING TIME
This is probably the hardest activity to get right. Why?
● ● ● ●

We do not always know how long an activity will take until we get into it Because of interruptions (see pp 69-70 on dealing with them) People, on whom we are relying, let us down Times are dictated by others, eg: customers, bosses

So try:
● ● ●

Being realistic in your estimate (what does experience tell you?) Taking account of what’s happening elsewhere Being pedantic with your planning; and asking what could go wrong

Never underestimate how long things will take.
18

MANAGING WORK ACTIVITIES

IN THE RIGHT WAY
TIME LOGS
How do you find out how long jobs take or where your time has gone? Try keeping a time log, ie: a record of what you have been doing during a given time. At regular intervals, say 15 minutes, throughout a day, jot down all that you are doing - both work and non-work activities. Use this to analyse who or what interrupted you, how much of the day you were in control, and how much you achieved against your plan.
STAR T TIM E

TIME
ACT

LOG
DUR ATIO N

IVITY

19

MANAGING WORK ACTIVITIES

IN THE RIGHT WAY
TIME LOGS
Time logs can help identify:
● ● ● ● ●

How realistically you estimate time Whether you allow others to steal time from you Where the distractions come from Those times in the day when you were productive and when you were ‘pottering’ Just how long it takes to complete jobs

Furthermore, the very act of logging what you do usually makes you more aware of time.
● ●

Use time logs to identify where you need to make changes to what you do and how you operate Don’t try to conceal from yourself those times when you were unproductive, ie: having a break

Get into the habit of using them; they can be very revealing.
20

MANAGING WORK ACTIVITIES

IN THE RIGHT WAY
TAKING CONTROL
Time management involves taking more control over your day (and, indeed, your life). However, in your working day many things are out of your control, such as:
● ● ● ● ●

Demands of customers Meetings called by others People going on holiday Accidents Emergencies

● ● ● ● ●

Breakdowns Sickness Weather Traffic Acts of God

What is left is the amount of time to do your job. Is it enough?

21

MANAGING WORK ACTIVITIES

IN THE RIGHT WAY
TAKING CONTROL
The amount of time you can control is often dependent on: Your Job ● If you are there to provide a service to customers, then your day will be full of interruptions You
● ●

If you want to be everyone’s friend, then you will give time away to those who seek it (see pp 23-24 on monkeys) If you’re serious about wanting to take control over your life: complete a time log exercise learn to say ‘no’ (see pp 71-74) start to handle interruptions (see pp 69-70) learn to manage stress (see pp 32-38)

22

MANAGING WORK ACTIVITIES

IN THE RIGHT WAY
BEWARE OF MONKEYS!
Despite being a busy person, it is easy to get sucked into doing things for others. Often these tasks have nothing to do with your job (perhaps they interest you or you are flattered to be asked!). Each time we say ‘yes’ to these requests we collect another ‘monkey’, namely, a problem that started with someone else (who is working for whom?). Furthermore, ‘monkeys’ eat into our discretionary time; the amount of time left after meeting the demands of boss and job.
23

MANAGING WORK ACTIVITIES

IN THE RIGHT WAY
HANDLING MONKEYS
‘Taking the monkey’ often means that you are taking on a problem. Also, you are preventing others from taking initiative and dealing with it themselves. So, to handle monkeys: 1. 2. 3. 4. 5. Deal with them as they happen (say ‘yes’, you can help or ‘no’, you cannot). Do not allow them to become too many to handle. Feed them face-to-face only or by phone (avoid memos or e-mail). Feed them by appointment only; ‘Come and see me at ...’ Assign a next feeding time; ‘Try, and if you get a problem come back and see me’.

Never say ‘Leave it with me’.

24

MANAGING WORK ACTIVITIES

IN THE RIGHT WAY
LEARN TO DELEGATE
In these days of having to achieve more with fewer resources, it’s easy to neglect the skill of delegation. Why delegate?
● ● ●

To give you more time to do important activities To develop and motivate staff Because others may be more skilled than you

What stops you?
● ● ● ● ●

Unable or unwilling to let go Don’t want to; like to give the impression of being overworked Fear; others will make mistakes and show you up Enjoy doing the job; love to get your hands ‘dirty’ It takes time; it’s often easier to do it yourself
25

MANAGING WORK ACTIVITIES

IN THE RIGHT WAY
SHOULD YOU DELEGATE?
Answer 1. 2. 3. 4. 5. 6. Do you work longer hours than those around you? Do you spend some of your working time doing things for others that they could do for themselves? Do you have unfinished jobs accumulating or difficulty meeting deadlines? Do you spend more time working on details than on planning and supervising? Do you work at details because you enjoy them when someone else could do them just as well? Do you lack confidence in others’ abilities so that you are afraid to let them take on more responsibility? YES YES YES YES YES YES NO NO NO NO NO NO

If you’ve answered ‘yes’ to any of these, then take note of the following advice.
26

MANAGING WORK ACTIVITIES

IN THE RIGHT WAY
WHAT TO DELEGATE
YES:

✔ Routine tasks and the associated decision-making ✔ Complete jobs to give a sense of achievement ✔ Tasks that others could do better and possibly more cheaply
NO:

✘ ✘ ✘

Ultimate responsibility for the task Tasks without guidance Unpleasant tasks which are really your responsibility Delegation means giving people the freedom and authority to handle jobs on their own initiative together with the confidence to succeed.

r mbe eme R

27

MANAGING WORK ACTIVITIES

IN THE RIGHT WAY
HOW TO DELEGATE
● ● ● ● ● ● ● ● ● ● ●

Make a list of what could be delegated Select people who are capable, willing and interested Explain reasons why and the results expected Let go authority but maintain responsibility Let staff establish their priorities; you fix deadlines Follow up on the task Be available for help when needed but don’t spy Be prepared to invest time early on explaining/coaching; it will pay off in the end Demand finished work; don’t accept problems but do accept suggestions for solutions Always give credit for good work Remember - intelligent people learn from their mistakes

28

MANAGING WORK ACTIVITIES

IN THE RIGHT WAY
DO YOU PROCRASTINATE?
Are you in the habit of putting jobs off? These could be:
● ● ● ●

The boring or routine tasks that no longer challenge you The difficult phone call or decision that needs to be made A new job or project where you’re unsure where to start Facing up to the individual who is making life difficult for you

You know these jobs have to be done. Whilst recognising that it sometimes pays to delay and weigh up the options, it’s amazing how much time, energy and creative thought go into putting jobs off.

Ask yourself what you are avoiding doing at the moment.
29

MANAGING WORK ACTIVITIES

IN THE RIGHT WAY
PROCRASTINATION - WHAT TO DO
● ● ● ● ● ●

Do something (anything!) to make a start; associate the pleasure you would gain from doing the job If it’s a big job or project, do a little each day If it involves some form of creativity, do it when you are at your most energetic (see prime time on p 39) If it is a boring job (eg: filing), do it when you are at your least energetic Reward yourself at the end Get out of the habit of putting things off; problems are easier to handle when they’re small

Look at your ‘To Do’ list and tackle the worst thing on it - you’ll feel so much better afterwards!
30

Managing Your Thinking & Reasoning
● ● ● ● ●
Managing Work Activities Managing Your Work Environment Managing Your Thinking and Reasoning

Stress Creativity Problem Solving Decision-making Memory

Managing Communications

Managing Relationships

31

MANAGING YOUR THINKING & REASONING

STRESS
BEWARE OF THE DANGERS
● ● ● ●

Increasingly, evidence is emerging of people working long hours, thereby putting health and family relationships at risk Pressures to compete and meet ever-increasing demands of customers (as well as the need to hang on to a job) are forcing people to spend more of their time working Whilst stress does have its benefits, too much can cause errors of judgement, mistakes, accidents and damage to health Some people are more vulnerable to stress from overwork than others; American researchers identified two types of managers - Type ‘A’ who, though thriving on stress, are vulnerable to its effects, and Type ‘B’ who rarely let events disturb them Not only are there Type ‘A’ managers but Type ‘A’ organisations - is yours one?

●

32

MANAGING YOUR THINKING & REASONING

STRESS
TYPES A/B
Type A ● Try to do more and faster ● Concerned with speed, performance and productivity ● Tend to be aggressive, impatient, intolerant, hard driving and always hurried Type B ● Easygoing ● Take difficulties in their stride ● Spend time on what they’re doing ● Rarely harassed
● ● ● ● ●

Preoccupied with time Start early and finish late Strong competitive tendency Always want to succeed More likely to have heart attacks

● ● ● ●

Take time to ponder alternatives Usually feel there’s plenty of time Not as preoccupied with time Less prone to heart attacks

33

MANAGING YOUR THINKING & REASONING

STRESS
WHAT IS IT?
●

Popular definitions include: ‘the result of a person being pushed beyond the limit of their natural ability’ When used in physics, stress is defined as ‘the external pressure applied to an object’ Resultant change is called ‘strain’ Applied to people, we mix up the two terms, using ‘stress’ to refer to both the pressures we’re under and the effect it has on us

●

● ●

Not

e

Not all ‘stress’ is harmful.

34

MANAGING YOUR THINKING & REASONING

STRESS
CAUSES
●

Where you work Red tape, changes, demands from customers, uncertain future Your job Volume of work (too much/little), deadlines, pressures, being responsible for staff Your career to date Still not found your niche, no clear goals, reached your plateau Your relationships Colleagues, friends, partner, boss, staff, children and families Conflicts Unable to find a balance between work and home; worried about money Self-imposed Giving yourself a hard time, low self-image, poor self-management
35

●

●

●

●

●

MANAGING YOUR THINKING & REASONING

STRESS
SIGNS
●

Physical Headaches, indigestion, throbbing heart, allergies, infections, twitching, nausea, tiredness, weight loss/gain, vague aches and pains Mental Indecision, making mistakes, forgetfulness, poor concentration, easily distracted, worrying more, making hasty decisions Emotional Irritability, anger, alienation, nervousness, apprehension, loss of confidence, tension, cynicism, job/life dissatisfaction Behavioural Unsociable, restless, unable to unwind, appetite loss/gain, diminished/increased interest in sex, increase in drinking/smoking, taking work home, too busy to relax, poor personal management

●

●

●

36

MANAGING YOUR THINKING & REASONING

STRESS
TECHNIQUES FOR HANDLING STRESS
Remember, you have some choices - do nothing, fight it or learn to manage it by:
● ● ● ● ● ●

Identifying what causes you stress and how it shows itself (this will give you a clue about what you need to tackle) Concentrating on what must be done and cutting out all those non-essential meetings, phone calls and visitors Learning to delegate and trust others; none of us is indispensable Pacing yourself; have 10 minute breaks throughout the day Being tidy and organised; untidiness creates its own problems Learning to relax and switch off - DON’T take work home

37

MANAGING YOUR THINKING & REASONING

STRESS
TECHNIQUES FOR HANDLING STRESS
● ● ● ● ● ● ● ● ●

Learn to say ‘no’ - don’t take on everything that comes your way Get a balance between work and home; your life is important too! Eat properly, avoiding too much fat and sugar Improve your listening skills; many busy and energetic people are bad listeners Take breaks - make sure you use all your holiday entitlement Get yourself on an anti-stress programme if necessary Develop breathing and relaxation techniques, eg: yoga Keep fit - try swimming and/or walking Learn to manage your time more effectively

38

MANAGING YOUR THINKING & REASONING

PRIME TIME
WHEN ARE YOU AT YOUR BEST?
● ● ● ● ●

We all have a ‘prime time’ during the day when we’re at our best and fully alert The secret is to recognise this and do those activities that require energy, application and thought when you’re at your sharpest When energy is low, we are sluggish and tend to make mistakes Watch what you eat - a heavy meal and wine make a lot of people sleepy; a healthy meal can provide energy for hours Work in periods of time; a maximum of an hour before you give yourself a break - this way you’ll concentrate better

Don’t waste high-energy time doing low priority work.

39

MANAGING YOUR THINKING & REASONING

CREATIVITY
Increasingly, we need to be able to come up with new ideas to challenges that we face, both business and personal (eg: new ways of getting ourselves organised). What is creativity?
●

The thinking process that helps us to generate ideas

What stops people being creative?
● ● ● ● ● ●

Lack of encouragement Fear/risk (of being wrong/looking a fool) Safer to follow existing ways Cultural, ie: good/bad, right/wrong ways Not seeing/seeing wrong problem Inability to generate ideas

40

MANAGING YOUR THINKING & REASONING

CREATIVITY
MIND MAPS
What are they?
● ●

Ways of pooling thoughts and ideas on a topic without constraint Usually in diagrammatic form (sometimes known as spider diagrams, brain patterns)

Use them if you’ve got to:
● ● ● ●

Take notes from a meeting/lecture/phone call Produce reports/letters Plan presentations Solve problems

Advantages over ordinary list-making:
● ● ● ●

Aid recall Can be built on New information is easily added Links between ideas are easier to see
41

MANAGING YOUR THINKING & REASONING

CREATIVITY
MIND MAPS
How to draw one:
● ● ● ● ● ● ●

Large sheet of paper Put theme/topic in centre Branch out with ideas from the centre Jot down what comes into your head - until ideas dry up Print your words on lines Don’t worry about the order of presentation Use different colours for different ideas

Idea
Idea
42

Idea
TOPIC

Idea

MANAGING YOUR THINKING & REASONING

PROBLEM SOLVING
IDENTIFY THE PROBLEM?
Ask open questions to stimulate analysis
● ● ● ●

Who/what is the problem? What isn’t it? Where is the problem? Where isn’t it?

● ● ●

When is it a problem? When isn’t it? How big is the problem?

Effective problem solving involves tackling the cause of the problem and not just the symptoms (the ‘Why - Why’ and ‘Fishbone’ diagrams on the next pages show how this can be achieved). Each stage generates possible causes. Look for items that appear repeatedly - they could be a clue to the real problem.

Learn to get to the core of problems and not simply address/deal with the symptoms.
43

MANAGING YOUR THINKING & REASONING

PROBLEM SOLVING
‘WHY- WHY’ DIAGRAM

High staff turnover

Why

Poor selection

Nature of jobs

Working conditions

Why

• Panic recruitment • 'Gut' reaction • Untrained interviewers

• Boring • Too much to do • Quality of supervision

• Atmosphere • Physical layout • Lack of teamwork

Keep asking ‘Why?’ to get to the root of the problem.
44

MANAGING YOUR THINKING & REASONING

PROBLEM SOLVING
‘FISHBONE’ DIAGRAM OR ‘CAUSE-AND-EFFECT’ DIAGRAM
Design Quality Too ambitious Not thought out Does not suit machinery Suppliers Storage Delivery Materials

TOO MANY REJECTS
Inspectors Frequency Training Nature of work Quality of work Supervision Workers Environment

Inspection

45

MANAGING YOUR THINKING & REASONING

PROBLEM SOLVING
Problem statement A well-defined problem statement can save you time by giving you focus for your thoughts. It should be:
● ● ●

Stated in short and precise words Clear and unambiguous One that can be measured

If you’re stuck, try starting with the words ‘How to ...’ Criteria for success In simplest terms, ask ‘How will I measure success?’. When solving problems there are two types of criteria:
● ●

Musts - are conditions that must be met (essentials) Wants - are secondary after the musts have been satisfied (desirables)

46

MANAGING YOUR THINKING & REASONING

PROBLEM SOLVING
HOW TO GENERATE IDEAS
Try:
● ● ● ● ● ● ● ●

Talking to others Calling in experts Trying to look at the problem from a different angle Comparing it with something else; how was that tackled? Describing it in another way Forcing out the real issues by continually asking ‘Why?’ Leaving it 24 hours Using your experience; what does it tell you?
47

MANAGING YOUR THINKING & REASONING

PROBLEM SOLVING
HOW TO GENERATE IDEAS
In addition to brainstorming, techniques for groups include:
●

Trigger sessions - in which each individual is given a set of cards or ‘post-it’ pads, and encouraged to generate ideas to a stated problem. These are then shared with the group, who look for links to suggestions already made by others Analogy - where one tries to draw an analogy between a problem identified in one type of business and a proven solution in another Wildest idea or get fired - where individuals are encouraged to come up with answers that are so crazy that their colleagues would be seriously concerned about their sanity if they were mentioned in a meeting. From a daft starting point the group then try to develop potentially practical solutions Defect analysis - in which the group are encouraged to find what is wrong with a product, service or situation, and brainstorm a remedy for each defect listed

● ●

●

Save time and have fun by using ways other than brainstorming.
48

MANAGING YOUR THINKING & REASONING

PROBLEM SOLVING
COMPARING SOLUTIONS
Having generated ideas and possible solutions:
● ● ●

Compare them against musts and wants Your tentative solution is the one that meets all the musts, and scores highest on the wants. Next consider the adverse consequences of the tentative solution

49

MANAGING YOUR THINKING & REASONING

DECISION-MAKING
TYPES OF DECISION
●

Selective - where solutions to the problem exist and you need only choose between alternative courses of action Creative - problem solutions do not exist (or are not identified) and alternatives need to be created

●

Beware of personal factors of the decision-maker that may produce:
● ● ●

Tunnel vision A need to justify the decision by manipulation of the facts (emphasis on the pros, ignoring cons) A halo/horns effect, ie: - agreeing with the decisions of those we like and admire - vetoing the decisions of those we dislike or who seem to threaten us

50

MANAGING YOUR THINKING & REASONING

DECISION-MAKING
REQUIREMENTS
You can save time by having:
● ● ● ● ●

A clear picture of what you’re trying to achieve (see problem solving section) An understanding of the situation/problem As many facts as you are able to gather People prepared to take a risk (especially when you don’t have all the information) Sound judgement (you’ve weighed up all the pros and cons)

51

MANAGING YOUR THINKING & REASONING

DECISION-MAKING
POINTS TO CONSIDER
● ● ● ● ● ● ●

How much time do you have? Could you negotiate for more? Have you got all the facts/information? Who else do you need to speak to? What are the key issues? Are you committing yourself to a long-term decision or will a stop-gap solution do for the time being? Who else (in/outside your organisation) will be affected by any decision? What exactly have you and others got to do? How? By when?

Remember, you can learn from every decision you take.

52

MANAGING YOUR THINKING & REASONING

MEMORY
SOME FACTS ABOUT MEMORY
● ● ● ●

Every day we remember thousands of things - yet it is not uncommon for people to say they have a bad memory Memory can improve and not decline with age if it is used or developed Moderate drinking will not destroy brain cells; only excessive drinking will You can develop the skills to remember names, faces, phone numbers and what you’ve learnt; see ‘Use Your Memory’ by Tony Buzan (BBC Publications) for practical help

Learn techniques to improve your memory recall.

53

MANAGING YOUR THINKING & REASONING

MEMORY
HOW TO IMPROVE
1
● ●

The meaningfulness of what you hear/read Try mnemonics Colour coding, highlighting, underlining, mind maps, spider diagrams Lists of objects ‘Pegwords’ - choose 10 objects rhyming with the numbers 1-10, ie: one = sun, two = shoe, three = tree, etc Where you put things Have a parking space for everything Make visual associations based on images, symbols, tunes, letters, etc Relate what you want to remember to what you were doing at that time

2
●

3
● ● ●

54

Managing Relationships
● ● ● ● ●
Managing Work Activities Managing Your Work Environment Managing Your Thinking and Reasoning Managing Relationships

Working with your boss Working with your secretary Working with your team Dealing with interruptions Assertiveness

Managing Communications

55

MANAGING RELATIONSHIPS

WORKING WITH YOUR BOSS
INFLUENCING YOUR BOSS
Question: Do you waste time talking/moaning about your boss? Question: Do you believe there’s nothing/little you can do to change the relationship? If so, remember:
● ● ●

You’re 50% of the relationship, and 100% in control of your own behaviour You have a lot in common, eg: you both have: - a job to do and depend upon each other to do it - personal goals, needs, aspirations, strengths and weaknesses Your boss relies on you to produce results; if you’re good then he or she will often want others to see the product of your efforts

●

56

MANAGING RELATIONSHIPS

WORKING WITH YOUR BOSS
WHAT’S THE DIFFERENCE?
Boss has (arguably)
● ● ● ●

You (may) have
● ● ● ●

Greater status, eg: better car Easier access to power/influence More command of resources Broader vision

Greater knowledge of day-to-day issues More up-to-date information Closer contact with customer/client Easier access to team

57

MANAGING RELATIONSHIPS

WORKING WITH YOUR BOSS
THINGS TO CONSIDER
1
● ●

Aims and values What does he want for himself and others? How ambitious is he? Strengths and weaknesses What is she good at, likes/dislikes doing? Is she good at ideas or relies on others to do the thinking? Working style Does he prefer written or verbal reports, like or dislike formal meetings, like to be presented with solutions, prefer things simple and straightforward? Circumstances What are the pressures on her? How does she get on with her boss? What’s happening at home?

2
● ●

3
●

4
●

58

MANAGING RELATIONSHIPS

WORKING WITH YOUR BOSS
DEVELOPING THE RELATIONSHIP
The relationship you develop needs to recognise:
● ● ●

Your styles, goals, strengths, circumstances Need for a constructive exchange of information and ideas Dependence on each other for progress

Get involved and keep close:
● ● ●

Find out what your boss is working on Share strengths and remove or avoid sources of conflict Don’t rely on him or her for constant guidance; you can provide: - ideas and alternative ways of looking at situations - your views of the problems and solutions

Invest time getting to know how your boss operates and what he or she expects.
59

MANAGING RELATIONSHIPS

WORKING WITH YOUR BOSS
WHAT TO DO IF ...
1
● ● ●

She’s hard to get hold of: Use her secretary to find out when she’s free Seek other ways of getting information Drop her a note explaining that you’ve been trying to make contact He is slow to respond to requests: Explain why it’s important that a quick reply is needed Use colleagues to remind him Make it easy for him to say ‘yes’ She’s vague in some of her communications: Ask for clarification at the time Repeat back to her what you think she has said/asked for

2
● ● ●

3
● ●

60

MANAGING RELATIONSHIPS

WORKING WITH YOUR BOSS
WHAT TO DO IF ...
4
● ● ●

He makes unrealistic demands: Explain how you feel about it Remind him about your other current work load Try saying ‘no’ (see section on assertiveness) She doesn’t tell you what’s going on: Think why this might be (politics or something you have done) Try and find out elsewhere Confront her; again, be assertive - tell her how you feel He’s inconsistent: Remind him of the decisions/policies, etc Find out why - it may be an organisational problem/difficulty

5
● ● ●

6
● ●

61

MANAGING RELATIONSHIPS

WORKING WITH YOUR SECRETARY
Secretaries are becoming a rare breed in organisations. Where they do exist they very often work for a number of people who compete for their time, yet:
● ●

A well trained secretary can be a valuable member of your team A secretary can ensure that things are run efficiently and can take action if things go wrong

Recruiting a secretary:
● ●

Know exactly what you’re looking for Be honest about the job and what will be involved (you’re doing nobody any favours if you sell the job as something bigger than it is)

Remember, shorthand is a hard-earned skill. It needs to be kept in use or it will go rusty. If you don’t/won’t dictate, then a shorthand secretary will look for somebody who can.

62

MANAGING RELATIONSHIPS

WORKING WITH YOUR SECRETARY
● ● ● ● ● ● ●

Delegate as much as you can Involve him/her in meetings and what’s going on Brief fully and regularly and give reasons for doing things Offer training/learning opportunities Show appreciation/interest, eg: thanks, praise, flexitime and time off Look for ways of making job bigger and more stimulating Build confidence, ie: more trust and involvement, responsibility as well as feedback

Don’t:

✘ ✘

Expect your secretary to do things that will waste his/her time (eg: making coffee and running errands) Forget others in the office (clerks, audio); they too have a view on how things could/should run

63

MANAGING RELATIONSHIPS

WORKING WITH YOUR SECRETARY
HOW TO DICTATE
● ● ● ● ● ● ● ●

Have set times and don’t make them too long Avoid late afternoon - especially if work has to go out same day Make sure you don’t get interrupted If phone rings, ask secretary to say you’ll call back Have any necessary files and relevant documents to hand Deal with priorities first Give special instructions when necessary, eg: layouts, copies Speak clearly, without shouting; avoid walking around room

64

MANAGING RELATIONSHIPS

WORKING WITH YOUR TEAM
WHAT’S A TEAM?
●

A team is a group of people united by a common purpose

Do you need to be a team?
●

There is much made of the notion of teams (especially top teams) in organisations; people assume that, even if they aren’t in practice, they ought to be a team; seldom do they ask if they need to be a team Team-building takes time - it’s an on-going process requiring feedback and review Teams can’t be formed overnight Teamwork becomes necessary when attempting to tackle real problems, ie: when nobody knows what to do

● ● ●

Don’t waste time ‘team-building’ if you don’t need to be a team.

65

MANAGING RELATIONSHIPS

WORKING WITH YOUR TEAM
WHAT MAKES A GOOD TEAM?
● ● ● ● ● ● ● ●

Common goals/objectives agreed by all members Sound procedures and ways of working Appropriate leadership Openness and confrontation Co-operation and conflict Regular review: ‘What are we trying to achieve?’ Get on well with others in and outside the organisation Opportunities for individual growth

Good teams (in practice) also:
● ● ● ●

Display plenty of energy, activity, laughter and humour Are loyal to each other and don’t run down others Take initiative and show enterprise Listen to each other and outside views

66

MANAGING RELATIONSHIPS

WORKING WITH YOUR TEAM
CREATING A TEAM THAT WILL GROW
1
● ● ● ● ●

Try to get a balanced team Use individual abilities (known and unknown) Bring in new skills and abilities Identify individual/group strengths and shortcomings Define the task clearly Provide objectives that inspire people Generate energy Involve all the team Share responsibilities Aim to create loyalty and confidence Encourage creativity and ideas (avoid ‘Yes ... butting’)

2
● ● ● ●

67

MANAGING RELATIONSHIPS

WORKING WITH YOUR TEAM
CREATING A TEAM THAT WILL GROW
3
● ●

Meet individual needs, eg: Get the stronger to help the weak Rotate jobs, give people a chance of new experiences Provide leadership Give people a meaningful and stimulating challenge - one that will stretch their skills and abilities Explain decisions as a way of keeping everyone involved Learn as you go along From failures and successes Look to cut out time-consuming and unproductive ways of working

4
● ●

5
● ●

68

MANAGING RELATIONSHIPS

INTERRUPTIONS
WHERE DO THEY COME FROM?
Boss ● Who often has the power when it comes to setting priorities Subordinates ● The more accessible you are, the more they’ll use/abuse you Fellow workers ● Interrupt for many reasons from social to work-related Clients and customers ● These you can’t ignore Phone ● Sounds familiar

Interruptions blow you off course, but they can be managed. Read on ...

69

MANAGING RELATIONSHIPS

DEALING WITH INTERRUPTIONS
● ● ● ● ● ● ●

● ● ●

When you’re interrupted, ask yourself what’s more important: the interruption or what you’re working on? Keep a ‘To Do’ list to re-focus on what you should be doing Try to keep interruptions short - ‘What do you want, why, when, etc?’ Keep a log of who/what interrupts you; a pattern may emerge Be assertive; learn to deal with ‘Have you got a minute?’ Invent a deadline Continue to look busy - stand up to interruptions - remove the chair in front of your desk - reduce eye contact - collect your papers, check your watch Go to them - this way you can leave any time Learn to say ‘no’ Plan a quiet hour

70

MANAGING RELATIONSHIPS

ASSERTIVENESS
WHAT IS IT?
‘Assertive behaviour is self-expression through which one stands up for one’s own basic human rights without violating the basic rights of others.’ Why be assertive? In order to:
● ● ●

Be fair to yourself and others Stand up for yourself/point of view Form closer working relationships

When to be assertive?
● ● ● ● ●

You’re confident that assertiveness will work You’ve developed the skills You are not afraid of revealing yourself/feelings You wish to achieve a win/win situation If people are stealing your time
71

MANAGING RELATIONSHIPS

ASSERTIVENESS
ALTERNATIVES
Aggression, ie: putting the other person down, showing anger and acting out your feelings, leads to:
● ● ● ●

An immediate emotional release Sometimes a sense of power Delayed retaliation by others in the long-run Often a loss of trust and friendship from others

Non-assertiveness or passive behaviour, ie: putting yourself down, being quiet, saying ‘yes’ when you want to say ‘no’, leads to:
● ● ● ●

Loss of identity, self-esteem and confidence Others forming a view that you’re unsure of yourself Being trampled on by others In extreme cases depression and physical illness

72

MANAGING RELATIONSHIPS

ASSERTIVENESS
THREE BEHAVIOUR TYPES
You Do Assertiveness
● ● ●

You Don’t
● ● ● ●

Ask for what you want directly and openly Have rights Ask confidently Try to get what you want in any way that works Threaten, cajole, manipulate Hope you’ll get what you want Sit on feelings Hope others will pick your views

Violate others’ rights Expect others to know what you want Freeze up with anxiety Respect that others have a right to get their needs met Look for win-win situations Ask for what you want Express your feelings Upset anyone or get noticed
73

Aggression

● ●

● ● ● ●

Non-assertiveness

● ● ●

MANAGING RELATIONSHIPS

ASSERTIVENESS
DEALING WITH CRITICISM
Realistic criticism (accurate and refers to real errors/mistakes)
● ●

Accept it without expressing any guilt or emotion Ask for information; this involves accepting the criticism as valid but asking for clarification from the other person

Unrealistic criticism
● ● ●

Disagree with criticism Ask for information (as above) Use fogging - means become like fog, offering nothing for the critic to get hold of; use expressions like ‘Perhaps you’re right’, ‘Sometimes I may be’, ‘You could be right’ (the critics will wear themselves out having hit the wall of fog!)

74

Managing Communications
● ● ● ● ● ● ●
Managing Your Thinking and Reasoning

Managing Work Activities Managing Your Work Environment Managing Communications

Listening Asking questions Speaking Reading Writing Meetings Handling phone calls

Managing Relationships

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MANAGING COMMUNICATIONS

LISTENING
WHAT IS IT? Receiving
● ● ●

&
●

Transmitting
Encouraging the speaker: To show you are listening To show you are interested Paraphrasing To show you understand

Hearing words and tones Seeing behavioural non-verbal cues Perceiving feelings

●

Interpreting the message

& Helping them to communicate

Skilful listening can save you time.
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MANAGING COMMUNICATIONS

LISTENING
WHY IS IT IMPORTANT?
Research indicates that we spend 80% of our days communicating - about half the time is spent listening.

Listening Order in which skills are learnt as children % use as adults Order in which we are taught

Speaking

Reading

Writing

1 45% 4

2 30% 3

3 16% 2

4 9% 1

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MANAGING COMMUNICATIONS

LISTENING
BLOCKS TO LISTENING
● ● ● ● ● ● ● ● ● ● ● ● ●

Not trained to listen Speed of thought (we think faster than we talk) Outside distractions Making inferences, interpretations and judgements Wanting to speak and therefore interrupting Preparing a reply whilst the other person is talking Holding a different view Hearing what you expect to hear rather than the intended message Different backgrounds, cultures, experiences Wrong/inappropriate language, eg: jargon Inconsistency between words and (non-verbal) behaviour Fear of being exposed, shown up Heard it all before - switch off

78

Remember that most people you deal with aren’t good listeners, so you will have to work harder at getting your message across.

MANAGING COMMUNICATIONS

LISTENING
DIFFERENT KINDS OF LISTENING
● ●

Listening is an active and not a passive skill We listen for a variety of reasons, eg: - to be polite to obtain precise information (eg: directions or instructions) out of interest for the person or the topic to help our understanding of the other person’s situation or ideas to find fault in what’s being said for new ideas and approaches

Be clear as to why you’re listening.
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MANAGING COMMUNICATIONS

LISTENING
HOW TO LISTEN
Recognise it’s hard work and a skill which most people are not very good at. So try to:
● ● ● ● ● ● ●

Take notes, eg: mind maps (they aid retention) Listen now - report later; plan to tell someone what you’ve heard - you will remember it better Be present: watch the tendency to daydream Be a ‘whole body’ listener; listen with your ears, your eyes and your heart Build a rapport by pacing the speaker; approximate the speaker’s gestures, expressions and voice patterns, to create comfortable communications Control your emotions; if not they will prevent you from listening effectively Avoid distractions

Listening is a skill and a gift - give it generously.

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MANAGING COMMUNICATIONS

ASKING QUESTIONS
QUESTION TYPES
Closed
●

A question where there is only one answer, eg: ‘Are you finding this book useful?’

Open
●

●

A question to which there are many possible answers, eg: ‘How useful are you finding this book?’ Usually start with ‘Who, what, why, when, where or how?’

For a comprehensive guide to questioning techniques, see ‘The Interviewer’s Pocketbook’ by John Townsend, published by Management Pocketbooks.

Good quality information comes from asking quality questions.

81

MANAGING COMMUNICATIONS

SPEAKING TO GROUPS
PLANNING
Why Who What Where When are you doing it? will you be talking to? are you trying to do? will you be talking? early, mid, late morning/afternoon/evening?

When planning a presentation, start by asking some basic questions.

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MANAGING COMMUNICATIONS

SPEAKING TO GROUPS
CONTENT
● ● ● ● ●

After the presentation what do you want the audience to: Think? Feel? Do? How can you make this happen? Distinguish between opinion, facts, ideas Be accurate about your facts Don’t be too ambitious; in a 10 minute talk you can only realistically expect people to remember three or four main points

Be clear about the main messages that you want to get across.

83

MANAGING COMMUNICATIONS

SPEAKING TO GROUPS
MESSAGE
● ● ● ● ● ●

Put into a logical order Use cards to summarise main points of your talk Emphasise key points Beware of jargon Ensure you relate the talk to the audience’s needs - remember K.I.S.S. (see page 93) Use visuals; remember, 80% of learning is achieved visually

Organise what you want to say.

84

MANAGING COMMUNICATIONS

SPEAKING TO GROUPS
STRUCTURE
●

Introduction - start with a bang designed to get attention - tell them what you’re going to tell them Middle - tell them End/Summary/Conclusion - tell them what you’ve told them - end with a bang

● ●

Use a simple structure for getting over your message.

85

MANAGING COMMUNICATIONS

SPEAKING TO GROUPS
STYLE
● ● ● ● ● ●

Dress smartly and comfortably Project your voice louder than normal Be enthusiastic - if you’re not, how can you expect others to be? Use eye contact to involve your audience Stick to schedule Be confident but beware of being overconfident, or else you could be heading for a disaster

86

MANAGING COMMUNICATIONS

READING EFFICIENTLY
BENEFITS
Improves: ● Concentration ● Note-taking and memory; leads to better comprehension and retention of facts ● Use of time Deciding what to read ● Business reading is governed by job priorities (managers typically read everything in detail and waste time) ● Up to 80% of what is read is often unimportant, so - examine what’s on your desk; how much do you need to read? - be ruthless; if you don’t have to read it, then don’t - set up a separate file for reading

87

MANAGING COMMUNICATIONS

READING MORE QUICKLY
There are two ways to do this: 1 2 Rapid reading techniques (see following pages) Effective reading techniques ● Know the way your eyes function ● Understand how written text is constructed ● Know why you are reading ● Decide what to read/what not to read ● Decide how to read ● Improve your personal organisation, ie: clear your desk of distractions, get yourself comfortable

88

MANAGING COMMUNICATIONS

READING MORE QUICKLY
HOW TO PROGRESS
●

Preview to prepare the mind and categorise material; skim and assess if it is: - important; if so, read it thoroughly - less so; skim and file/pass on - unimportant; reject and discard Decide your intentions, eg: will you: - Read it and file the copy for future use? - Expect to be questioned on the contents? - Have to write about it? This decides your motivation and reading style. Decide your attitude, eg: are you motivated to want to read it? Have you enough time to read and understand?

●

●

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MANAGING COMMUNICATIONS

RAPID READING
●

Eye movements - don’t fix on every word - fix on verbs, nouns and omit most other words - read spans (groups of words) and not individual ones Don’t go back over what you’ve read - use a card to cover the text after you’ve read it Overcome mental blocks - you can read faster, it is possible - pace your reading with your fingertips or pencil

●

●

90

MANAGING COMMUNICATIONS

RAPID READING
●

Use different techniques - rapid reading (300-800 words per minute) 60/70% comprehension, fixing on words/phrases - skimming (600-1,000 words per minute) very low comprehension; used to get overall ideas and locate information Practise - the more you read, the better you become and the better your vocabulary

●

(See section on ‘Reading’ in ‘Use Your Head’ by Tony Buzan, published by BBC Publications).

Rapid reading techniques can dramatically improve your reading speeds.

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MANAGING COMMUNICATIONS

GOOD READING HABITS
● ● ● ● ● ●

Maintain a good posture - don’t get too comfortable Hold book/papers at 45˚ in front of you/equidistant from eyes to desk Keep a clear workplace - or else your eyes will be distracted Set time limits on your reading Prioritise your reading Look for key ideas in first and last sentences of paragraphs

Get your name taken off unnecessary mailing lists.
92

MANAGING COMMUNICATIONS

WRITING
WHY WE WRITE
● ● ● ● ● ●

To transmit ideas and information Change ideas Sell, persuade or influence Get ideas (in response) Record ideas and facts Amuse or impress

K.I.S.S. rule (Keep It Short and Simple), ie: short sentences (less than 20 words) simple words, short, no jargon avoid unnecessary words short paragraphs, each linked to a main thought write short letters/memos/reports

Be clear why you’re writing in the first place.
93

MANAGING COMMUNICATIONS

WRITING
ORGANISING YOUR WRITING
● ● ● ● ● ● ● ●

Decide what you want to say Put it into a logical sequence Use a paragraph for each step Immediately identify the subject Use short, simple sentences End by pointing the way ahead Use punctuation to help understanding Use simple words and few of them

94

MANAGING COMMUNICATIONS

WRITING REPORTS
BASIC RULES
Things to consider
● ● ● ● ● ● ●

What’s the purpose of the report? Who are the readers? (Who else might read it?) What do they know about the subject? What will prevent them understanding/accepting the report? Why will they be reading it? When/where will the report be read? Finally - is it worth the time and effort?

Don’t underestimate the time needed to put together reports.

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MANAGING COMMUNICATIONS

WRITING REPORTS
STRUCTURE
● ● ● ●

Collect all materials Plan main parts of your report Select facts and group them under main headings Decide on layout - title - contents - summary of recommendations - main body of report - conclusions - appendices

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MANAGING COMMUNICATIONS

WRITING REPORTS
REMEMBER
● ●

If it’s worth writing, it’s worth writing well Use appropriate language (eg: don’t use jargon if it will be read by non-specialists)
●

A pictures’s worth a thousand words; so consider diagrams where appropriate: graphs charts pictures flow charts

97

MANAGING COMMUNICATIONS

MEETINGS
A WASTE OF TIME?
Why they cause frustration
● ● ● ● ● ● ●

Potential benefits Run properly they can be an effective means of: ● Communicating to a group ● Meeting people face-to-face ● Improving the quality of decisions ● Getting to know people ● Drawing from a variety of different experiences ● Building teams

Too many of them No real purpose Too long Platform for the talkative Few decisions come out of them Make straightforward issues complicated Often slow things down

Avoid holding meetings simply for the sake of it.

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MANAGING COMMUNICATIONS

MEETINGS
COSTING YOUR TIME
The following figures are based on a working year of 288 days, with one working day equal to 7 hours. Remember that ‘on costs’ (pensions, benefits, car, etc) can add up to 50% of an annual salary. Salary p.a. £30,000 £25,000 £20,000 £18,000 £15,000 £10,000 £8,000 £5,000 1 min 30p 25p 20p 18p 15p 10p 8p 5p 5 mins £1.50 £1.25 £1.00 £0.90 £0.75 £0.50 £0.40 £0.25 10 mins £3.00 £2.50 £2.00 £1.80 £1.50 £1.00 £0.80 £0.50 30 mins £9.00 £7.50 £6.00 £5.40 £4.50 £3.00 £2.40 £1.50 1 hour £18.00 £15.00 £12.00 £10.80 £9.00 £6.00 £4.80 £3.00 1 day £126.00 £105.00 £84.00 £75.60 £63.00 £42.00 £33.60 £21.00

Time is expensive - make meetings your last choice, not your first.

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MANAGING COMMUNICATIONS

SUCCESSFUL MEETINGS
●

Only hold meetings if they are really necessary - Could people be told any other way? - Consider the cost; meetings aren’t cheap - time away from job, salaries of those attending (see page 99). If they are needed then plan for them What do you want to achieve? What are you going to discuss? What decisions will need to be made/actions taken? Who needs to be there? How are you going to tell them what it’s about and why they are invited? - How long can you allocate to the meeting?

●

Remember, if you fail to prepare, then prepare for your meeting to fail.

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MANAGING COMMUNICATIONS

SUCCESSFUL MEETINGS
●

Prepare an agenda - include only relevant items - put them in order of importance - decide who will lead the input on each - allocate time for each item (don’t forget to allow for a 5 minute break at least once an hour) - what could go wrong and what will you do? Collect all information - if it’s lengthy, summarise it, outlining key points - send out agendas and key points in advance Prepare the room - ensure that there are sufficient tables and chairs - if you want equipment (eg: flip charts, overhead projectors) make sure it is available and working - arrange refreshments
101

●

●

MANAGING COMMUNICATIONS

RUNNING THE MEETING
Achieve faster, more efficient results by:
● ● ● ● ● ● ● ● ●

Telling everyone the purpose Setting the scene for each item, eg: open discussion by inviting specific contributions from those present Letting everyone who has something to say make a contribution Summarising what’s been said Watching for signs of non-participation Sticking to time (always start on time and don’t be afraid to finish early) Agreeing actions to follow Not being afraid to critique the meeting, ie: - was it worth it? After the meeting: - circulating minutes promptly to those attending and interested parties - monitoring and reviewing progress of any actions decided

102

MANAGING COMMUNICATIONS

HANDLING PHONE CALLS
HOW LONG DO YOU SPEND?
● ●

Phone is an integral part of our lives Time builds up, eg: 10% of your day on the phone equates to: - 6 seconds every minute - 6 minutes every hour - 40 minutes a day - 3.5 hours a week - over 2 days a month - 24 days a year

Work out how long you spend on the phone and how productive you are.
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MANAGING COMMUNICATIONS

HANDLING PHONE CALLS
PROS AND CONS OF THE PHONE
Pros ● Good medium ● More personal than writing ● Immediate feedback ● Can be more economical Cons ● Lacks non-verbal aspects of face-to-face communication ● Receiver often unprepared ● Can be costly/time consuming ● It can interrupt/rule your life! ● Mobile phone - your conversation can be overheard, so beware of giving away business information to strangers/bystanders

104

MANAGING COMMUNICATIONS

USING THE PHONE
MAKING CALLS
●

Develop a positive attitude - you may represent your company - consider the receiver’s perception of you - batch process; group your calls together and set aside time to make them Be prepared - have a clear objective plus all relevant information to hand - know what strategy/tactics to employ Speak clearly and slowly Be prepared for an answer machine/voice mail Use the phone to persuade when you have a stronger case than the other person (it minimises emotion and maximises objectivity when discussing the task at hand); in the case of a weak argument, the telephone should be avoided

●

● ● ●

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MANAGING COMMUNICATIONS

USING THE PHONE
DEVELOP GOOD TECHNIQUES
● ● ● ● ● ● ●

Use a greeting - identify yourself and your location Don’t just say ‘Hello’ or ‘Hold on’ Watch your manner - avoid signs of talking to others when you’re meant to be listening Use your voice to add meaning through tone, pitch, inflection, etc Don’t be afraid to tell people they only have a fixed time and stick to it Avoid answering the phone whilst you’re eating or drinking Remember, people can’t see you; your message can only be conveyed by your words and tones

106

MANAGING COMMUNICATIONS

USING THE PHONE
DEVELOP GOOD TECHNIQUES
● ● ● ● ● ● ● ●

Sit up or, better still, stand up (this way you become more alert and attentive) Don’t put pens in your mouth Smile (it’s reflected in your voice) Concentrate on what’s being said Make notes on key points (use mind maps to jot down what’s said) Don’t do other things, avoid the temptation to doodle Answer phone quickly; don’t let it ring and ring Make difficult calls sooner rather than later - thereby reducing your anxiety

107

MANAGING COMMUNICATIONS

USING THE PHONE
DEVELOPING A CALLBACK SYSTEM
●

If -

you have a secretary then brief him/her on how to handle calls, eg: who don’t you want to talk to who are the important people who needs to be put through right away

● ●

Tell people to call back at certain hours You return calls only to find that the other person isn’t there so: - ask people who answer phone/take messages to obtain reasons for call and times to call back - don’t feel obliged to return calls if they’re never in Investigate technological developments such as call waiting, message pager and ring-back services

●

108

MANAGING COMMUNICATIONS

USING THE PHONE
REDUCING COSTS
● ● ● ● ●

If you’re asked to hold, ask for how long Have a system for dealing with all incoming calls (helps the image) Know before you call what you are going to say and get straight to the point Avoid weather reports, eg: ‘What’s it like up there?’; limit social chat If you have several non-urgent calls to make or return, save them up/group them together and make them just before lunch or towards the end of the working day, when people are more conscious of the time Mobile phones - though convenient - aren’t cheap Finally, if you’ve finished your business but the other person keeps going on and on (about the job, their home, their problems) then try cutting yourself off while you are talking (honest it works!!)

● ●

109

MANAGING COMMUNICATIONS

DON’T REST ON YOUR LAURELS
KEEP DEVELOPING
How good a communicator are you? Most of us would probably rate ourselves quite highly; after all, the problem is always with the other person!
● ● ●

It’s been estimated that we spend up to 80% of our day in some form of communication activity, so we need to be good at it Even if we are good, we can sometimes be casual or not bother If you or your staff need reminding of the key skills, have a look at the following pocketbooks: Business Presenter’s, Business Writing, Communicator’s, Meetings, Negotiator’s and Telephone Skills

110

Managing Your Work Environment
● ● ● ●
Managing Work Activities Managing Your Work Environment Managing Your Thinking and Reasoning

Dealing with paper E-mail Filing systems Travelling time

Managing Communications

Managing Relationships

111

MANAGING YOUR WORK ENVIRONMENT

DEALING WITH PAPER
DO YOU HAVE A CLUTTERED DESK?
● ● ●

On average people spend 45 minutes every day looking for lost papers or documents ‘Cluttered desk = cluttered mind’ Cluttered desks aren’t conducive to clear and creative thinking, so - clear your desk of everything not related to what you’re currently working on - resist the temptation to leave your current work on your desk - once you’ve finished a task, put all the papers relating to it away in a drawer or file - always leave a tidy/clean desk when you go home at night - adopt a system of dealing with paperwork (read on) - group papers together and put them in files

Start by clearing your desk of all unwanted items.
112

MANAGING YOUR WORK ENVIRONMENT

DEALING WITH PAPER
● ●

Handle it only once; read it/decide what you want to do with it Apply ‘GUTS’ technique

G ive it away U se it T hrow it away S end it
● ●

Have a waste bin within easy range Finally, when it doubt - throw it out!

113

MANAGING YOUR WORK ENVIRONMENT

DEALING WITH PAPER
MANAGING YOUR MAIL
Incoming ● Look at the way you’re organised and how productive you are ● Stop unwanted items reaching you - remove your name from circulation lists (either internal or external) ● Action all mail that arrives on your desk - deal with it; write comments and pass it on - delegate it, or - dump it ● Handle your mail in a batch and deal with it accordingly ● Avoid pending/miscellaneous trays ● Develop a system for allocating priorities, eg: A/B files (A: for action, B: to be read) Outgoing ● It pays to check all mail bearing your signature

114

MANAGING YOUR WORK ENVIRONMENT

E-MAIL
Advantages ● Speed - allows for an instant response ● Direct - goes to the people who matter ● Effective way of talking across time zones Disadvantages ● Abused ● No substitute for talking face to face (to encourage people to talk face to face, some organisations only allow its use during certain hours) ● People use it to cover their backs, and for dumping ‘monkeys’ ● Can delay decision-making as people keep asking questions or raising issues (phone conversations cover a wider range of topics and issues) ● No control over how many are received ● Expensive; managers are now keyboard operators, often with little skill ● They are distracting, especially if the computer bleeps every time a message arrives
115

MANAGING YOUR WORK ENVIRONMENT

MANAGING E-MAIL
●

To avoid being overwhelmed by e-mail you need to apply the same principles as you would do with managing paper To store your documents, set up electronic directories that parallel your working and reference files Use e-mail only when it’s the most effective way of reaching people (never use it to avoid talking to someone) Don’t forget the rules of good writing and grammar; keep your message short but include all the information necessary for others to act or respond (beware of sending too much)

●

●

●

116

MANAGING YOUR WORK ENVIRONMENT

FILING SYSTEMS
●

Set up working files to include: - projects you are working on - routine jobs you perform daily, weekly, monthly - information required for meetings with key customers/staff - information needed at your fingertips (names, addresses, phone numbers, etc) For long-term pending or follow-through items, set up a ‘tickler’ file; a separate file represents each day of the month, behind are 11 folders for the months that follow As a rule of thumb, if you come across a piece of paper and you: - can’t remember the last time you used it, and - don’t know when you’ll need it next - BIN IT!

●

●

117

MANAGING YOUR WORK ENVIRONMENT

TRAVELLING TIME
PRACTICAL TIPS FOR THE REGULAR TRAVELLER
● ● ● ● ● ● ● ●

Is the trip really necessary - or would a letter/phone call do? Have a checklist for all you’ll need Leave a copy of your itinerary in the office/at home Work out alternative travel plans Carry important phone numbers with you Jot down credit card numbers in a safe place Take care with any equipment you may have Make sure you’ve got any adaptors that may be necessary for using electrical equipment overseas

118

MANAGING YOUR WORK ENVIRONMENT

TRAVELLING TIME
PRACTICAL TIPS FOR THE REGULAR TRAVELLER
● ● ● ● ● ● ● ●

Set up a portable office; take your diary, laptop, phone, stationery, stamps and envelopes with you Investigate telephone/fax check-in facilities at airports Take advantage of frequent traveller schemes Try to avoid the herding instinct on trains and planes Use the services of hotels for sorting out any problems Take the right clothes for both business and pleasure Minimise stress; after travelling eat a light meal, get some exercise and, above all, try to relax Finally, never assume - anything!

119

MANAGING THE TIME OF YOUR LIFE

WHERE NOW ...?
● ● ●

Acknowledge that you’ll never have all the time you need to do what you want Recognise that lack of time is often a symptom of other problems (eg: poor planning, inability to prioritise, taking on too much) Remember that if things are really important you’ll find the time - from somewhere

So ... ● Build on what works for you
● ● ●

Don’t set out to make dramatic changes to the way you operate - try new ideas gradually Try working smarter and not simply harder Above all, if managing time is a problem for you, do something with the help of this book

120

INFORMATION

FURTHER READING
● ● ● ●

Getting Things Done, by Roger Black (published by Michael Joseph) gives an excellent overview of the skills needed to manage time Ten Minute Time and Stress Management, by David Lewis (published by Piatkus) The Personal Efficiency Programme, by Kerry Gleeson (published by Wiley) The following titles in the Pocketbook series: The The The The The The The The Manager’s Pocketbook Managing Change Pocketbook Creative Manager’s Pocketbook Learner’s Pocketbook Appraisals Pocketbook Assertiveness Pocketbook Challengers Pocketbook Customer Service Pocketbook The The The The The The The The Teamworking Pocketbook People Manager’s Pocketbook Business Presenter’s Pocketbook Business Writing Pocketbook Communicator’s Pocketbook Meetings Pocketbook Negotiator’s Pocketbook Telephone Skills Pocketbook

121

THE MANAGEMENT POCKETBOOK SERIES
Pocketbooks Appraisals Pocketbook Assertiveness Pocketbook Balance Sheet Pocketbook Business Planning Pocketbook Business Presenter’s Pocketbook Business Writing Pocketbook Challengers Pocketbook Coaching Pocketbook Communicator’s Pocketbook Controlling Absenteeism Pocketbook Creative Manager’s Pocketbook Cross-cultural Business Pocketbook Cultural Gaffes Pocketbook Customer Service Pocketbook Decision-making Pocketbook E-Commerce Pocketbook Empowerment Pocketbook Export Pocketbook Facilitator’s Pocketbook Improving Efficiency Pocketbook Improving Profitability Pocketbook Induction Pocketbook Influencing Pocketbook Interviewer’s Pocketbook Key Account Manager’s Pocketbook Learner’s Pocketbook Managing Budgets Pocketbook Managing Cashflow Pocketbook Managing Change Pocketbook Managing Your Appraisal Pocketbook Manager’s Pocketbook Manager’s Training Pocketbook Marketing Pocketbook Meetings Pocketbook Mentoring Pocketbook Motivation Pocketbook Negotiator’s Pocketbook Networking Pocketbook People Manager’s Pocketbook Performance Management Pocketbook Personal Success Pocketbook Project Management Pocketbook Problem Behaviour Pocketbook Quality Pocketbook Sales Excellence Pocketbook Salesperson’s Pocketbook Self-managed Development Pocketbook Stress Pocketbook Teamworking Pocketbook Telephone Skills Pocketbook Telesales Pocketbook Thinker’s Pocketbook Time Management Pocketbook Trainer Standards Pocketbook Trainer’s Pocketbook Pocketfiles/Other Leadership: Sharing The Passion The Great Presentation Scandal Hook Your Audience Trainer’s Blue Pocketfile of Ready-to-use Exercises Trainer’s Green Pocketfile of Ready-to-use Exercises Trainer’s Red Pocketfile of Ready-to-use Exercises Audio Cassettes Tips for Presenters Tips for Trainers

About the Author
Ian Fleming, MA DMS Dip Ed, works as a freelance management trainer. His approach is to work mainly in-company helping managers and their teams tackle real issues and situations. He has a preference for coaching rather than lecturing. The Time Management book was developed for Lucas Industries to support their in-company programme entitled ‘Using Business Time Effectively’. Should you want to talk to Ian about his ideas and approach, then he can be contacted at 2 Robins Orchard, Chalfont St Peter, Buck SL9 0HQ. Tel: 01494 873623 Fax: 01494 875959 E-mail: ian@creativelearning.demon.co.uk

About the originator
Martin Terry is a production engineer by discipline, and has spent the majority of his career in the aerospace and automotive industries. During his early career he became increasingly involved in the training of engineering and production managers. Until recently Martin worked for Lucas Industries as Management Development & Training Manager. He was responsible for developing learning initiatives to meet a wide variety of business needs. It was in response to such a need that the Time Management model was developed in 1988, and subsequent training was provided for managers and staff from all disciplines throughout the Lucas Group. Martin now works with Smallpeice Enterprises, an engineering & management training consultancy.

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