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All this time management stuff reminds me of a cartoon by Scott Stantis called The Buckets It shows a man in an of ce sitting in front of his computer while talking on the phone and surrounded by technology The man is saying to himself: I have e-mail and voice mail a fax machine and an answering machine two phone lines and a cellular a beeper and an electronic notepad a laptop and a desktop So where s all the time I ve supposedly saved
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Don t Respond to the Urgent 159
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Starting today, cut all meeting times by 25 percent Trust me, you will still get everything done as before Have all meetings that are longer than 30 minutes driven by an agenda that is time-, task-, and people-speci c Start and stop every meeting on time If it cannot be accomplished in the allocated time, ask for a small team to work on it and bring back recommendations to consider at a future meeting Starting tomorrow and continuing for three months, pick a day of the week when you commit to scrutinizing everything you do by asking: What will happen to the bottom line if I no longer do this If the answer is nothing, quit doing it For the next 90 days, pick one task per week and delegate it to someone on your team Religiously record your time usage for the next three to ve days, and then analyze it and gure out what practices you can: Chunk or combine for greater ef ciency Give up altogether Delegate to someone else on your team Automate or routinize Scrutinize every crisis for the next 120 days, and gure out what can be done so that the crisis will not ever recur as a crisis If you can t gure it out, get help Figure out which time of the day you are the most productive Block this time out on your calendar for at least the next 21 working days so that it becomes habit Now do your most important and longest projects the WRAs during this time
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160 Don t Oil the Squeaky Wheel
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End of Continued
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If you have trouble with procrastination, take your top priority and, if it is a long project, break it down into self-contained chunks Estimate how long it will take you to complete chunk one Block out this time on your calendar during one of your designated productive times Clearly mark on the calendar what is to be accomplished during this time When the time comes, start and commit yourself to not doing anything else, including going home, until the designated chunk is done During the next six months, reduce all policies and procedures by half Repeat this process every six months until you are down to those which are required by a regulatory agency or are used extensively (The way you can tell the latter is to see if the pages are torn and worn If not, they exist only for show)
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Don t Be Committed
The Rat Race There are those who say life is a rat race Yet they want to come in rst place So they run faster and faster To become a fat cat And even if they win They re still only a rat UNKNOWN
Professor Sydney Finkelstein, author of Why Smart Executives Fail,1 says that even though being committed appears to be a positive attribute who wouldn t want a leader who is totally committed to the company it s a handicap because these unsuccessful leaders see themselves as an extension of the company This private empire mentality causes the leader to behave as if she owns the company As a result, the leader carries out personal ambitions and takes extraordinary risks Since there is no boundary between the leader and the company, such leaders spend the company s money as if it were their own and never quite see what the problem is when