Taking Time To Manage Time Is Definitely Time Well Spent

Time is an absolute constant - but what you choose to do with it is an absolute variable. You can’t really manage, convert or change time. But contrary to what is most often felt, you can be master of it.

Contrary to what you probably think there are some aspects of your day which you can plan. Even within a limited time frame you can become far more productive, work more efficiently and actually achieve set objectives.

Why take the time to manage?

Effective time management means taking time to have more time; regaining control of your time and your life; and becoming a more efficient operator.

There are no exceptions - no matter how busy your business is, and how limited your free time is, you must be in control, rather than let time control you.

Analysing your time

If you want to be able to plan more effective use of your time, no matter how limited that free time may end up being, you will need to analyse how you utilise your time now. How?

Over a reasonable period of time (say a month) you will need to keep a log of your activities no matter how small or trivial you believe them to be. This will give you a more accurate picture of:

How much free time you actually have
What you do with this time
If there is any consistency about the day or the hour of the slower period
Your time wasters.

Now analyse your log:

Indicate whether you did the right thing at the right time
Indicate whether you did the right thing, but at the wrong time
Indicate whether you did the wrong thing, ie. Should it have been done by someone else?
Did you have a plan for each day with clear priorities in writing?
What could be done in a better way? Faster; more simply; with less detail?
How often were your interruptions and for how long?
How important were the interruptions? Phone calls; your secretary?
How long did it take to return to what you were doing before the interruptions?
How many tasks which were interrupted were left unfinished at the end of the day?
How important were the contacts you had with others in terms of your priorities?
How often, how long and how appropriate were these contacts?
To what extent did you reach your goals?

Eliminating Time Wasters

An essential step in regaining control of your time is the identification and elimination of those things which rob you of time on a daily basis.

Listed below are common business time wasters. Consider which of these cause problems for you:

Planning
Lack objectives / priorities / planning
Crisis management, shifting priorities
Attempting too much at once / unrealistic time estimates

Organising
Personal disorganisation / cluttered desk
Duplication of effort
Paperwork / reading
Poor filing system

Staffing
Untrained / inadequate staff
Under / over staffed
Staff absenteeism / tardiness / turnover
Staff with problems
Over-dependent staff

Directing
Ineffective delegation / involved in routine details
Lack coordination / teamwork

Controlling
Telephone interruptions
Drop-in representatives
Inability to say "NO"
Lack self-discipline

Communicating
Meetings – lack of, or too many
Lack of / unclear communication, instructions
Socialising / idle conversation
Staff memos / over direct communication
Failure to listen

Decision-making
Procrastination / indecision
Snap decisions

Other possible reasons:
Visual distractions / noise

For each of the time wasters you have identified, consider the causes, effect on others and results.

With these time wasters identified you can now make a start to being more in control of your time, your day and your life.

Now its time to make the necessary changes.

Consider the following the strategies below which will also improve the way you work.

All planning is thinking forward in time. What vary in plans is how far ahead they stretch, how precise they are, and whether they are limited to how far ahead it is feasible to plan. A good plan will always answer the questions: What? Why? How? Who? When? Where?

Planning your work
Goal setting	Setting goals helps you think strategically about your life and your practice. Ask yourself: “What am I trying to achieve in the short term, and in the longer term?”
Time management	Organising for activities to be completed within a given time and within the free time you have identified. Or alternatively the time you will now allocate in order to achieve that goal.

Prioritising and scheduling activities

You will find that you have:

Active tasks – those that you must do to achieve the objectives of your job.
Reactive tasks - everything else that lands on your desk, and must be dealt with to keep things running.

Prioritise in light of:

Importance - depends on how long you need to spend on the task.
Urgency - determines how soon the task has to be completed.

Code your activities so that their priority is readily identifiable eg:

must be completed today, should be completed today, must be completed this week, or should be completed this week,
or
a more finite deadline - eg. complete by midday, complete by 4.00pm ,complete by 5.00pm or complete by Wednesday end of day.
When determining actual times required don’t overlook those tasks that are unplanned and build all time frames of adequate chunks of time.
Remember that this is still a plan, and needs to be tempered with a few realities.
Review priorities periodically.
Interruptions can and will occur.
Be aware of your businesses' peaks and flows.

Why should you keep a “To Do” List

Keeping a diary of priorities has the advantages of:

Eliminating the chance of forgetting small but important details.
Enabling you to keep track of what you have achieved.
Helping you to focus on one thing at a time.
Acting as a self-motivator. It’s like setting a goal and when you cross it off, having done the task, there is a sense of achievement.
Knowing where to pick up after interruptions.
Identifying clearly where and when you need extra help or when you don’t have time to take on extra tasks.

Improve your office work practices

Sort paperwork into following categories:

Action - give them priorities and assign a time.
Opinion - you need someone else’s opinion or expertise before you can act.
Information - material which you are required to note and/or comment upon.
Reading - does not need to be read at once. Save it for marginal time.
WPB - no further action. Put it in the waste paper bin.

Remember:

If you have a secretary or PA, get them to deal with routine correspondence.
Handle each piece of paper only once.
Reply to complaints immediately.
Respond to problems immediately.
Read smarter - not faster.
Devise standard letters/proformas.
Keep staff memos short, factual and to-the-point.
Use dictating machine, if possible.

Telephone Calls

Plan what you want to say, or find out.
Set aside a period each day for making or receiving calls.
Set a time limit, and stick to it, without introducing a sense of haste or a tone of brusqueness.
Have your secretary screen calls.
Set aside special times for you to receive calls.
When possible get your secretary to fax back your answer.

Finally ... in the interest of time well spent

Meetings can be time-wasters if you don’t keep them in check. Try some of these initiatives:

If one of your staff requests a meeting with you, refrain from idle chat as soon as they are seated. Be friendly but get straight to the point of their visit. Ask: “How can I be of help Steven? Or “Is there something I can help you with Steven?”
Be ruthless with time, but gracious with your staff member. Give him/her your full attention. Listen well.
Indicate clearly when the visit has ended or is coming to an end: Say: “Before we finish, I would–”

Reprinted with permission of NSW Business Chamber. For more information about this article or NSW Business Chamber, its products, services and membership, please call 13 26 96 or visit the web site: www.nswbusinesschamber.com.au
First published: 22 July 2002.
Last updated: 8 March 2006.