Tyme Management
Volume XIV, Number 10
Improve Your
Output on the Job
Working longer hours won’t
guarantee productivity. The longer
you work, the more your concentration and stamina diminish and
the less time you have left for your
family and yourself. To maximize the hours you do work:
◆ Plan top-priority work for your
peak time. Tackle difficult and
important projects during the
time of day that you’re the
most productive and alert.
◆ Schedule projects in blocks of
time. Complete at least one
step before moving on to something else. This saves the time
it takes to refocus when picking back up where you left off.
◆ Organize your work area. By
getting and staying organized,
you’ll be able to work more
efficiently with less hassle.
◆ Stay focused. Take regular
breaks to give your brain a
chance to recharge. Avoid excessive socializing and office
gossip. It’s a tempting excuse
to procrastinate that eats up
valuable work time.
◆ Set boundaries. Set yourself a
deadline, and honor it. When
you’re serious about getting
things done, you’ll make better use of the time you have.
™
October 2010
Urgent Tasks: What Do You Do?
o do or not to do – that is the question
you must answer for the tasks before
you each day. While many people
may plan and make “to do” lists, their time
often remains preoccupied with urgent, but
not necessarily important, activities.
So how do you avoid falling prey to the urgency trap?
By learning to distinguish
merely urgent tasks from
the important ones. Daily
activities can be divided
into these categories:
▲ Urgent and Important –
valuable, necessary activities that demand
your attention now. Crises, deadlines and productive tasks with instant results fall into
this category. Responding to them may
seem unavoidable, but many are the
result of poor planning or procrastination.
▲ Important, Not Urgent – meaningful
pastimes that accomplish your ultimate
goals and objectives, including planning, preparation, relationships, relaxation, new opportunities and self-development. While these activities are the
most worthwhile, they’re seldom urgent.
▲ Urgent, Not Important – tasks that may
appear important because they call for
an immediate response. Many faxes, Emails, phone calls, letters and drop-in
T
▲
▲
▲
▲
visitors are of this type. Catering to
them may make you feel productive,
but you’re often reacting to other
people’s priorities and not your own.
Not Urgent or Important – items that
are simply a waste of time,
such as busywork, excessive socializing, and some
mail and phone calls.
People do them to avoid
the challenge of their important work.
Here’s how to focus
on important work
during your day:
▲ Examine how you currently use your time. For
each activity in your day, label it
according to its urgency and importance. Do urgent, unimportant items
dominate your time?
Prioritize the items on your agenda
based on importance. Block out substantial time for important, nonurgent
activities, and do them before your
urgent, unimportant ones.
Reduce the necessity for urgency. By
devoting time to the important things,
you’ll limit the amount that develop
into urgent demands.
Ask the tough questions. What one
activity would produce the most significant results if you stuck with it? If
you aren’t doing it, why not?
MANAGEMENT
Confronting with Class
hen people’s performance or conduct isn’t satisfactory, the manager’s job
is to call them on it. Although confrontation may be unpleasant, the
frustration that erupts from not dealing with the issue can be even more
so. Without communicating about it, your employees remain unaware of how to
improve their behavior. Confrontation allows you to arrive at a solution rather than
stay focused on the problem. To confront your employees with class:
● Initiate a meeting time. Avoid approaching people
to discuss a problem without forewarning
them. Instead, tell them what you want to talk
about, and arrange a meeting time to talk
about it later. This gives people a chance to
collect their thoughts and prepare.
● Determine your objectives. Before you
meet, make a list of your reasons for the
meeting and what you want to accomplish.
● Share your concerns without accusation.
Describe the specific aspects of people’s performance that you’ve been concerned about rather than attacking the individuals themselves. Explain the exact
things you need and expect from them, and ask what they in turn need from you
to help make this happen.
● Listen. Allow people to give their side of the story – including excuses – without
interrupting. Take notes to show that you’re really listening to what they have to
say. Then return to each point, and ask what can be done to make improvements.
● Work toward a solution. When responding to people’s suggested solutions, make
sure you express your respect before making your own, and use “and” instead of
“but.” To foster a team mentality when offering solutions, say, “What if we...?”
or “What do you think about...?”
● Reiterate your agreement. Make sure both parties understand each other and what
has been agreed upon. What goals did you set together, and when do you want
them accomplished by? What does everyone need to do, and how will each
person go about doing this?
W
Reduce Your Employees’ Stress Levels
Whether a result of conditions on or
off the job, helping your employees to
reduce the amount of stress in their lives
is one of the most effective things you
can do for them. Here are some tips:
• Allow flexible work options. • Promote
a “family friendly” atmosphere. • Feature a stress-reduction seminar for your
employees. • Keep communication lines open. Host lunches for employees to talk
with upper management, and walk around your department regularly to chat
informally with your staff. • Prevent potential conflicts. To avoid misunderstandings, ensure that expectations and job descriptions are clearly spelled out to
employees. • Pamper them with perks. In addition to encouraging people to take
regular vacations, give them mini-breaks within the work week.
2
Pat Answers
Dear Pat: I would like to get suggestions on how to address a co-worker
who shares too much personal information. He shares details about his ex-wife
and their marriage. He’s constantly saying negative things about her and calls
her names. I don’t want to be rude to
him, but I really don’t care and don’t
want to know about his personal issues.
He begins telling his “stuff” whether
you want to hear it or not, and it doesn’t
matter who is around. It’s getting to a
point that I just want to get up and leave
the minute he starts. What can I do?
Pat Answers: Many of us are subjected
to more personal information about our
co-workers’ lives than is necessary or
comfortable. And it’s a problem for organizations when it interferes with harmonious working relationships, as it
seems to be doing in your case. Your coworker is doing what's called “venting”.
He’s apparently feeling a lot of strong
emotions regarding his marriage and divorce. If he were writing me, I’d suggest
that he talk to a trained counselor who
might actually help him move on. But as
it is, he’s trying to get support by talking
to anyone who will listen. You don’t
have to be one of those people. But you
will need to tell him that. He’s probably
so caught up in his own drama that he has
no idea of how his “sharing” is affecting
others. Talk to him privately. Tell him
you’re sorry for his troubles, but that it
makes you uncomfortable hearing so
much personal information. Tell him
you’d prefer to keep the conversation
more professional. Then, if he starts discussing his personal life again, simply
say “Excuse me,” and politely walk away.
Letting him know that his behavior is
alienating his co-workers isn’t being rude;
it’s doing him a favor.
Are co-workers driving you
crazy? Is your boss out of
touch? Complex personnel
problems demand Pat
Answers! Send questions
to: [email protected].
Pat Grigadean is a professional mediator,
trainer, and employee-relations specialist. She writes Pat Answers in consultation
with Haven Street-Allen, SPHR. © 2007
Pat Grigadean.
FAMILY TIME
Making the Right Move
lthough you probably can’t take all
the stress out of moving, there
are several practical things you
can do to simplify the process. Here’s
how to make an efficient move:
▲ Shop around. If you plan on renting a
moving truck, call for the price and
mileage offered for the size truck and
car trailer you’ll need to travel to your
destination. Many companies will
match competitors’ prices, and some
dios to communicate. The vehicle
rates may be cheaper during the week
driver can stay in back to report any
or on the Internet.
traffic buildup behind the van or can
▲ Do follow-up work ahead of time.
go up ahead to tell what the road
Arrange for your utilities to be both
conditions are like.
disconnected and hooked up. Notify ▲ Stop overnight if you have a long
the post office to forward your mail to
drive. You’ll eventually be too worn
your new address.
out from packing to concentrate on
▲ Schedule time for clean-up. Rememdriving. Check ahead of time to make
ber that you may need time to clean
sure the hotel has a place for you to
appliances, floors and fixtures in the
safely park your belongings.
place you’re leaving.
▲ Get shifts of helpers. If possible, set
▲ Check your truck first. Before you
up one group of people to help you
start loading, make sure the brakes,
pack and a different group to help you
lights and horn work and that there’s
unload. Call your second crew at some
enough oil and gas. Ask the rental
point along the way to update them on
company if they provide emergency
your arrival time.
roadside service, and get a copy of the ▲ Keep a record of your expenses. Save
company’s packing guidelines.
all of your receipts. If you’re moving
▲ Keep in touch. If one person will be
because your job has been relocated,
driving a vehicle and another the
your moving expenses will be tax
moving truck, consider using CB radeductible.
A
Helping Kids Adjust to Change
Moving can be traumatic for little ones.
Here are some suggestions for helping
children adjust to a move: • Involve them
in the process. Let kids do little things to
help pack and prepare for the move. Talk to
them about what will happen on moving
day, and describe to them what the new
place will be like. • Pack toys last. Make sure
to put toy boxes in a place that you can get
to as soon as you arrive. Let them keep one
special toy with them during the move. • Place familiar items in the new environment. Before your kids see their new rooms, put their favorite toys inside to welcome
them as they walk in.
Boxes, Boxes and
More Boxes!
You don’t have to go at the pace
of a box turtle when packing. The
following are tips for packing
boxes:
◆ Use boxes of the same size. Uniform boxes are usually easier to
pack and stack on top of each
other than boxes of different sizes.
◆ Protect breakables with other
items that go in the same room.
Wrap bedroom items in clothes
and dishes in dishtowels. This not
only makes them easy to find, but
also eliminates waste from extra
packing materials.
◆ Label clearly. Put items that belong in the same room inside the
same box. Label the box with the
name of the room it goes to in
large letters on each side of the
box.
◆ Identify necessary items. For each
room, pack a box of the things
you’ll need as soon as you arrive.
Put a special sticker on these boxes
so you can find them.
◆ Avoid overdoing it. Putting more
things in larger boxes may cut
down on the number of boxes you
have, but they may be so heavy
that no one can carry them.
Enjoy Messy Time
The next time you have to cook,
why not allow your kids to make
something fun at the same time?
The kitchen will already be a mess,
so you may as well give them the
opportunity to enjoy it! Choose a
craft or activity requiring food ingredients, and let them work while
you do. Try making homemade finger paints or homemade Playdough,
or make stamps from potato wedges.
3
PERSONAL TIME
Go with the Flow of Good Stress
energy toward something useful inelieve it or not, stress isn’t necesstead of draining it.
sarily bad for you. In fact, good
stress, known as eustress, can be ● Breathe deeply. When you’re anxa positive factor in your personal develious or agitated, your breathing tends
opment. Stressful situations challenge
to be shallow. Lie down, place your
you to grow and keep life interesting.
hands on your stomach, and feel how
The following are tips for maximizing
the muscles in your diaphragm move
the positive benefits of stress:
up and down deeply. Practice breath● Know your limit. Stress is only good
ing this way when standing, keeping
when it doesn’t last indefinitely. Learn
your upper body
to recognize when
and shoulders stayou’re crossing the
tionary.
line from eustress
● Focus your
into distress. Ask
mental energies. If
yourself whether
you start to panic
you’re
being
or feel overhealthily chalwhelmed, calm
lenged or whether
down and shift
you’re beginning to
your thoughts
overextend yourback into focus.
self into exhausVisualize yourself
tion.
confidently handling the situation.
● Go with the flow. People experience
Realize that your feelings don’t have
the same stress reaction to good
to make you out of control.
changes and situations as they do to
bad or difficult ones. When you learn ● Listen to yourself. Go to a quiet place
away from the chattering sounds of
to adapt to changes, you’re more likely
the TV, radio, or traffic. Sit still, and
to come out a winner regardless of the
listen to the underlying thoughts makcircumstances.
ing you feel stressed. Identify which
● Reprogram to a positive approach.
thoughts are true and which ones
Aim to cope with stressful situations
aren’t. Decide what you can do to
rather than try to eliminate them. Demake a change for the better. Then,
velop a “can do” attitude. Put things
make that change.
in perspective. Channel your mental
B
What Stress Stage Are You At?
People generally go through the following stages when faced with a
stressful situation: • Optimal performance – At first, you’re at your peak in
creative energies, problem-solving skills and productivity level. This is eustress.
• Danger zone – Eustress is good because the stress doesn’t continue indefinitely.
When you keep pushing yourself, however, you overextend your energy and
become irritable, losing the positive effects of stress. • Breakdown – When
pushed too far, eventually everyone reaches a point of emotional exhaustion. At
this point, people experience listlessness, depression, hallucinations, or even
psychosis and are more vulnerable to sickness and heart disease.
4
Seeking Solitude
Once sought as a means of finding wisdom and serenity, solitude is
today usually considered something
only for monks and shipwrecked
travelers. However, spending time
alone with yourself may be the key
to being able to handle a hectic schedule. Recent research indicates that
being alone is an important human
need at almost every stage of life and
has restorative benefits.
You may not have time for countless hours of quiet contemplation,
but there are several little things
you can do to wedge a moment of
solitude into your day:
◆ Reflect with music. Listen to
something soft and instrumental.
Spend some time reflecting on all
the good things in your life.
◆ Go on a walk. Take your dog, or
put your child in a stroller during
naptime. Tune into the sights,
smells and sounds of nature.
◆ Make a secret garden. Try growing your own tomatoes or planting your favorite flowers.
◆ Designate a story time. Keep
handy a book that inspires your
musings. Look at a picture book,
or read a collection of stories.
◆ Express yourself with a musical
instrument. Play in your spare
moments.
◆ Write in a journal. Keep a notebook with you for writing
down passing thoughts and
observations.
FAMILY TIME
Let Deadlines Work for You
eadlines were once a matter of life or death. If a military prisoner stepped
across the boundary line on the prison floor called the “deadline,” he was
shot immediately. Although deadlines marked on your planner may not be
as extreme, they can provide the sobering motivation necessary for you to act. To
be more effective, use deadlines to:
▲ Add immediacy to a request. Without
a deadline, people will give little
thought to your request to do something for you. When you give a fixed
time, they begin to think in terms of
time and what they must do.
▲ Improve employee performance. Teaching those you supervise to note and meet
deadlines is an important part of measuring their progress and of encouraging
them to improve their results.
▲ Challenge yourself when given a deadline. Assigned deadlines may not motivate
you as much. To spur yourself on, set your own deadline for a date that’s before
the one given.
▲ Give urgency to your important, but not urgent goals. Often, you know what the
important goals for your life are, but you never do anything about them because
there’s always something urgent that needs to be done. By setting deadlines for
your important goals, you give them the sense of urgency they deserve.
D
Mastering List-Making Mayhem
The Right Vocation
“What do you want to do with the
rest of your life?” can be a daunting
question. Finding an occupation that’s
right for you doesn’t have to be intimidating, but can instead be an exciting adventure in self-discovery.
Questions for helping you discover
your vocation may include:
◆ What excites and motivates me?
◆ What dream can I not give up on
no matter what?
◆ What gives me lasting pleasure
and satisfaction?
◆ What do I find purpose in?
◆ What things do I do well and produce good results in?
◆ What things seem to come naturally to me?
◆ What qualities and abilities do others see in me?
◆ What do others want to join in on
helping me to do?
◆ What do I want to give all of
myself to for the rest of my life?
◆ What is the deepest desire of my
heart?
Do you have so many “to do” lists
scattered around that you don’t know
what to do? One simple solution to list
overload is to make a single “master list”
Decide what to do with each new
that contains everything to be done. A
paper that crosses your desk. Either
master list stays with you at all times and
write it down on your list and file it,
changes to reflect the new tasks that
pass it on, or throw it away.
come your way. The following are tips
❖ Put the date at the top of your list. This
for creating your own master list:
is a simple method for keeping record
❖ Use a full-sized pad of paper. If you
of how long an item on your list has
it. Drawing a line through a project is
use small pieces or scraps of paper,
remained unfinished.
a great way to reward yourself for
you’ll run out of room and end up
❖ Avoid rewriting your list every day.
putting it behind you.
making a pile of lists. Your list may
Lists are a means to help you work
be more than one page, but at least the ❖ Update your list periodically. When
more efficiently and shouldn’t take
pages will stay intact.
half of the items on the page have
away from doing the work itself.
been completed, transfer the rest of
❖ Write down each item on a separate
❖ Keep your list visible. Place it somethem onto the next page. Cross the
line. You don’t have to put them in
where that you can refer to throughtransferred items off, and double
order of priority. The goal is to get
out the day. Examine it at the begincheck to make sure you didn’t miss
everything on paper, so you won’t
ning and end of each day to remind
any.
have to juggle it all in your memory.
you of both your progress and of the
❖ Cross out each item as you complete ❖ Add items to your list as they arrive.
work ahead.
5
PERSONAL DEVELOPMENT
Recognize Faulty Reasoning
hether it’s a business proposal,
sales presentation, or an informal conversation, people are
always trying to persuade you. Being
able to discern faulty logic in people’s
statements can give you a distinct advantage when doing business with them.
Common errors in reasoning include:
◆ Vague terminology. When arguments
are shrouded in poorly defined terms
and ambiguous phrases, they can
cloud sound judgement and create
multiple interpretations. To clarify
what’s being said, ask the person to
define the terms used.
◆ Limited cases. Sometimes people focus on a few examples that support
their argument and fail to mention the
cases that don’t. Always seek to base
your decision on a broad foundation
of facts that will substantiate it.
◆ Reiteration. When a statement is repeated over and over by several people
at different times and places, it gives
it a sense of credibility even if it’s
untrue. Be aware of this effect, and
examine whether or not the statement
itself is true.
◆ Loaded words. Some words can trigger a strong emotional reaction and
sway a person without satisfactory
reasons to back it up. Detach these
emotional words from the statement
to identify weak areas of the argument that lack substance.
◆ Generalization. Sweeping all-inclusive statements using words like “always,” “never,” “all,” or “none” may
be appealing, but they often ignore
significant exceptions. Examine these
claims for any exceptions that would
contradict their assumptions.
◆ Irrelevant information. Points that
are unrelated to the topic can be used
W
◆
◆
◆
◆
to distract the listener from thinking
clearly. Stay focused on the real issues involved, and bring the discussion back to relevant information.
Unconfirmed sources. The speaker
may make references to sources of
information that sound impressive,
but that can’t be verified. Make sure
that the facts and statistics used can
be corroborated before you become
thoroughly convinced.
Name dropping. Mentioning that a
certain expert, celebrity, or person of
influence endorses a particular stance
doesn’t automatically prove that it’s
correct. Decide whether or not the
argument would still stand regardless
of this person’s opinion.
Slandering rivals. Putting down
people who hold the opposing viewpoint is one way to dismiss their arguments, but it doesn’t prove that their
reasoning is incorrect. Put the person
presenting the position aside, and investigate the argument itself.
Erroneous insertions. The presenter
may begin with several statements
that you agree with and then follow
them with a false statement to accept
along with all the rest. Test each part
of the argument before you agree
with the conclusion.
If you think you can or you think you can’t, you will be right.”
– Henry Ford
6
Life Questions
Life’s most important answers can
be found in asking the right questions. Ask yourself the following:
▲ Do you tackle problems bigger
than you?
▲ Do you leave others better than
you found them?
▲ Is your favorite letter “I”?
▲ Do you believe your doubts and
doubt your beliefs?
▲ What would happen if you changed
the words you spoke about your
biggest problem? Your biggest opportunity?
▲ Are you becoming ordinary?
▲ How much of
you does
your dream
have?
▲ Is it a long
way from
your words to
your deeds?
▲ If you try to be like someone else,
who will be like you?
▲ Do you give up control of your life
to something other than what you
believe?
▲ If you don’t take action now, what
will this ultimately cost you?
▲ Are you a person who says, “My
decision is maybe – and that’s
final!”?
▲ Are you making dust or eating
dust? (Bill Grant)
▲ Do you count your blessings or
think your blessings don’t count?
▲ Do you need a good swift kick in
the seat of your “can’ts”?
▲ Would the boy or girl you were
be proud of the man or woman
you’ve become?
▲ Are you already disappointed with
the future?
John Mason, author and speaker, is the
founder and president of Insight International. For more information, contact him at:
John Mason, Insight International, P.O. Box
54996, Tulsa, OK 74155.
COMMUNICATION
Dealing with Disruptive Audience Members
o matter how eloquent your delivery or how riveting
your content, from time to time you will have to deal
with disruptive audience members – those who arrive
late, leave early, carry on side conversations with their teammates, or disagree wholeheartedly and loudly. When that’s
the case, try these tips and techniques for crowd control:
N
Side Conversations
● Call for more audience involvement. If you suspect that
your talkers have lost interest in your presentation, change
your game plan and call for more audience involvement.
Take an opinion poll on your current point and reflect on the
results. A moment for input and open discussion from
everyone will generally break up the small pockets of side
conversations as people tune in to see what they’re missing.
Members of your audience may talk to each other for any Latecomers
number of reasons. Someone arrives late and asks a colleague
Never hold or stop your presentation to accommodate
for an update. Perhaps the customer’s technical
latecomers, or you’ll lose the rest of your group.
representative wants to know where to find your
Always start on time, letting them ask others what
diagrams in the printout. Or, someone complains
they missed later. Otherwise, you’ll teach attendees
to a colleague that the room is too hot or cold. If
that you don’t mean what you say about the stop and
you can determine the reason for a side converstart times. In fact, some organizations have “trained”
sation, you can handle it more appropriately.
their entire employee population not to take meet● Ignore helpful distractions. If someone is
ing or training class times seriously.
explaining something to a peer or “catch● Use a buffer if you must. On certain occaing up” a late arriver and the conversation
sions, you may decide to deviate from the startgives signs of coming to an end, try to
on-time rule so that a key decision-maker who is
ignore the distraction. In fact, the person
still out of the room won’t miss an important
engaged may be saving the larger group
point. A good technique for “having it both
the distraction of a “replay” should the
ways” is to begin on time but start with a buffer,
confused person ask you questions personally.
such as a cartoon or humorous anecdote related to your
● Acknowledge the body language of those who disagree.
point, so the latecomer arrives in time to hear your “real”
Many side conversations erupt from disagreement left
topic opening.
to smolder under the surface. If audience members make it ● Refer to a common clock. When announcing a break,
a point with their body language to tell you that
clearly state the restart time and point to the wall clock; this
they disagree – such as obvious head wagging, disgusted
helps attendees remember the time better. Or, rather than
shuffling in their seats, glancing around the room trying to
giving an exact time to return and confusing everyone
catch others’ eyes – they’re dangerously close to exploding
whose watch isn’t in sync with yours, say, “Please look at
verbally.
your watches. We’ll start again in 12 minutes.”
If the talker wants to express an opposing view, offer the ● Remove the dropout zone. Having extra empty chairs at the
opportunity or at least acknowledge that position. For
back of the room for latecomers solves the distraction
example, say, “I know that some of you have experiences
problem for the short term, but prolongs it for the long term.
and ideas to the contrary, and you’ll be welcome to express
Those who arrive late at the beginning or after breaks can
those at the end of the presentation.” Such comments
sit there and not traipse down front, distracting everyone in
remove the urge for naysayers to begin their comments too
the middle of your presentation. On the other hand, in the
early to those seated nearby.
long run, others observe that latecomers are accommodated
● Stroll closer to the talkers without looking at them. If you
– that these extra chairs allow attendees to arrive late and
can tell that two people are simply catching up on corporate
leave early with minimal (they think) distraction. So as the
gossip or are chatting about personal issues, stroll in their
session drags on, more people do just that – arrive late and
direction as you speak, but without looking at them specifitake a seat in the dropout zone.
cally. As all eyes follow your movement and your voice
By Dianna Booher, author, speaker, and CEO of Booher Consultants, a Dallas-based communications training firm. Her programs
grows louder and louder in their ears, the talkers will soon
include communication and life balance/productivity. She has
feel all attention focused on them – a pressure tactic that
published more than 40 books, including Communicate with Conusually stops such conversations.
fidence®, Speak with Confidence®, and Your Signature Work®.
Call (817) 868-1200 or visit www.booher.com.
7
Tyme Management® is published by
Rutherford Communications, 7570 FM 1123
#19B, Belton, Texas, 1-800-815-2323,
www.rutherfordcommunications.com.
Copyright © 2010 Rutherford Communications. All rights reserved. Material may not
be reproduced in whole or part in any form
without the written permission of the publisher. Printed subscription price (12 issues), $49.95 per year in U.S. Electronic
subscription price (12 issues), $24.95 per
year in U.S.
Publisher: Ronnie Marroquin
Managing Editor: Kimberly Denman
Illustrations by RMS Graphics
ISSN 1074-3006
Expedite Your
Banking Routine
To have the checks you deposit
clear as quickly as possible:
◆ Verify that all information on the
check is accurate. Make sure that
the written dollar amount matches
the numerical amount.
◆ Double-check that the back of the
check is endorsed. If it’s not, it
will be held up a couple of days.
◆ Avoid receiving postdated checks.
This can further hold up how long
it will take for you to be able to
access the money.
◆ Deposit checks before 2 p.m. Otherwise, they won’t be posted until
the next business day.
◆ Bypass the ATM. ATMs require
an extra day or two to clear or even
longer if the machine isn’t owned
by the bank.
◆ Investigate direct deposit options.
Paychecks deposited this way are
often available the same day.
The person who removes
a mountain begins by
carrying away small stones.”
– Chinese proverb
8
TIMESAVERS
Maintain a Long-term “To Do” List
any times, “to do” lists are a short-term compilation of all the things
you must accomplish in a day. While they’re an invaluable tool for
keeping track of priorities and details, they can also leave you somewhat
nearsighted when it comes to your overall workload. A comprehensive “to do” list,
on the other hand, maintains a record of all your tasks so that you can stay aware of
both your short- and long-term priorities. To create a “to do” list that incorporates
both short- and long-term tasks:
● Write down absolutely everything you want
and need to do. Include every task, goal
and project you want to complete both now
and in the future. Your list may be several
pages long, but it will give you a better
picture of the work ahead of you.
● Categorize your list according to your priorities. Rank items based on their level of
importance and when they must be completed. Some items may be activities that
you do on a regular basis every day, week, month, or year.
● Move today’s tasks to the front of your list. These are the short-term items that
you will want to tackle first. No matter how long your entire list may be, this is
the only page that you’ll have to refer to on a given day.
● Update your list continually. Move items to the front page when the time comes
to do them. You may want to update your list using a computer, so you can print
out fresh copies of it and search for items more easily.
M
Legitimate Reasons to Put Off Work
The following are legitimate reasons to put off doing a job: • When you
could be working on a more challenging task. Difficult and complex tasks
require more time to complete. Put off easy and simple tasks to get started on
them instead. • When you can delegate parts of the job to others. Have others
begin working on the most important parts of the task first and then do the less
productive parts later.