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A set of interactive lists, planners, schedules, and worksheets to help you manage your time and get more done. Time Management Worksheets is a set of interactive lists, planners, schedules, and worksheets to help you manage your time and get more done. As well as goal lists, to-do lists, and various schedules, there are also worksheets for identifying time wasters and brainstorming time savers. Try them for 30 days, and if you're not completely satisfied simply contact Customer Support for a full refund.
More than 80,000 people around the world use our programs to get rid of clutter, be more productive, take charge of business or career, and manage their life. Testimonials"Because LGO maintains both comprehensiveness AND specific task-setting, it has enabled me to make sense of my messy life. Do you feel like time is constantly slipping through your fingers – like no matter what you do there seems to be too few hours available for everything you need to get done? The course is designed to familiarise you with the various time management strategies, tools, and tips that enable you to take initiative for organising your time and suitable courses of action to prevent time robbers from slowing you down. This course is primarily designed for those who work in an office-like environment, but is also suitable for anyone who is looking to improve their use of time at work. If you wish to try this course then register for a demo by clicking the 'interactive demo' button.
Introduction - what is time management?, poor time management, time management skills, time management case study, evaluating how you use your time, workload analysis, week analysis, and reflection exercise.
Planning and Prioritisation - effective planning, the 5 Ws, effective scheduling, batching, reward schemes, time management matrix, working towards goals, and working SMART. Delegating Tasks - effective delegation, what to consider before delegating, what to do when delegating, and what to do after delegating. Organise Yourself, Organise Your Time - organising your area, organising your documents, organising your emails, and keeping organised. The importance of time management for maximising efficiency and productivity, which with good strategies can be achieved. How to evaluate your usage of time so you can then determine which areas of your life need to be better managed.
How to deal with time robbers, both self-inflicted and imposed by others, especially by being assertive. How to effectively delegate tasks that are overloading you or can be done better by others to another person. How to prevent meetings from disrupting your schedule and how to get involved in their set-up to improve their time usage. How to improve your usage of time by keeping your personal space organised, including your desk, documents, and emails. This Level 3 Award in Health and Safety in the Workplace course aims to provide managers and supervisors with a thorough understanding of the health and safety risks and their relevant control measures in the workplace. The Risk Assessment course teaches candidates how to identify hazards and produce a thorough risk assessment that is appropriate to your workplace. Time management workshops and stress is to develop among the participants a renewed sense of personal time and gain new techniques for the effective use of time management and stresem.Warsztaty uses?
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To stop wasting a finite resource, companies should tackle time problems systematically rather than leave them to individuals. When a critical strategic initiative at a major multinational stalled recently, company leaders targeted a talented, up-and-coming executive to take over the project.
Extreme as this case may seem, the perennial time-scarcity problem that underlies it has become more acute in recent years. Our research and experience suggest that leaders who are serious about addressing this challenge must stop thinking about time management as primarily an individual problem and start addressing it institutionally.
The survey results, while disquieting, are arguably a natural consequence of the fact that few organizations treat executive time as the finite and measurable resource it is. Leadership time, by contrast, too often gets treated as though it were limitless, with all good opportunities receiving high priority regardless of the leadership capacity to drive them forward. Aaron De Smet describes the four types of executives who are dissatisfied with their use of time. The myth of infinite time is most painfully experienced through the proliferation of big strategic initiatives and special projects common to so many modern organizations. Many dissatisfied executives, particularly firefighters and online junkies, struggle to devote time and energy to the personal conversations and team interactions that drive successful initiatives. Another unintended consequence of our cavalier attitude toward this supposedly infinite resource is a lack of organizational time-management guidance for individual managers.
Our survey suggests that a laissez-faire approach to time management is a challenge for all four types of dissatisfied executives, but particularly for the schmoozers (CEOs are well represented) and cheerleaders (often C-suite executives one level down). When we arrived early one morning for a leadership meeting with the director of operations at a large manufacturing company, we found her staring in frustration at her laptop. While the average span of control might still work out at seven, applying simple rules in an overly simplistic way can be costly: managers with too few direct reports often micromanage them or initiate unnecessary meetings, reports, or projects that make the organization more complex. So where should leaders hoping to make real progress for their organizations—and themselves—start the journey? Of the time executives in the satisfied group spend interacting with others (externally and internally), 40 percent involves face-to-face meetings, 25 percent video- or teleconferences, and around 10 percent some other form of real-time communication.
The satisfied executives identified four key activities that take up (in roughly equal proportions) two-thirds of their time: making key business or operational decisions, managing and motivating people, setting direction and strategy, and managing external stakeholders. In our experience, all of those dissatisfied leaders stand to benefit from the remedies described below.
Rather than add haphazardly to projects and initiatives, companies should routinely analyze how much leadership attention, guidance, and intervention each of them will need.



Establishing a time budget for priority initiatives might sound radical, but it’s the best way to move toward the goal of treating leadership capacity as companies treat financial capital and to stop financing new initiatives when the human capital runs out.
Companies typically look at managerial spans of control from a structural point of view: the broader they are, the fewer managers and the lower the overhead they need. At one leading professional-services firm, a recent analysis revealed that the senior partners were spending a disproportionate amount of time on current engagements, to the exclusion of equally important strategic priorities, such as external networking, internal coaching, and building expertise. Executives are usually surprised to see the output from time-analysis exercises, for it generally reveals how little of their activity is aligned with the company’s stated priorities. Of course, if you measure and manage something, it becomes a priority regardless of its importance.
The inclusion in performance reviews of explicit, time-related metrics or targets, such as time spent with frontline employees (for a plant manager) or networking (for senior partners at a professional-services firm), is a powerful means of changing behavior. To create time and space for critical priorities, business leaders must first of all be clear about what they and their teams will stop doing. While many large companies create a master calendar for key meetings involving members of the senior team, few take the next step and use that calendar as a tool to root out corporate time wasting. In our experience, companies can make even more progress by identifying which meetings are for information only (reporting), for cross-unit collaboration (problem solving and coordination at the interfaces), for managing performance (course-correcting actions must be adopted at such meetings, or they are really just for reporting), or for making decisions (meetings where everything is approved 99 percent of the time don’t count, since they too are really for reporting). The time pressures on senior leaders are intensifying, and the vast majority of them are frustrated by the difficulty of responding effectively. Frankki Bevins is a consultant in McKinsey’s Washington, DC, office, and Aaron De Smet is a principal in the Houston office.
June 2012 – As the economic spotlight shifts to developing markets, global companies need new ways to manage their strategies, people, costs, and risks.
June 2012 – The structures, processes, and communications approaches of many far-flung businesses have been stretched to the breaking point.
June 2012 – Six global leaders confront the personal and professional challenges of a new era of uncertainty. Create a profile to get full access to our articles and reports, including those by McKinsey Quarterly and the McKinsey Global Institute, and to subscribe to our newsletters and email alerts. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Testing?2 types of users ? Commonly used new technologies ? Do not use new technologies? Results of the second case: ? 82% considered that they could use it in their job easily ? There are different results in the timing needed for the usage of the product. Keeping on top of everything going on in your day doesn't have to feel like an uphill battle. By applying the techniques and strategies discussed throughout this course, you will be fully capable of making time for every task you need to do – without the accompanying feelings of dread and stress. Anyone at any level of their company will benefit from the strategies and techniques discussed throughout this course; it will be useful to those who are looking for proven methods of time management.
You will be given the option to purchase and continue with your course at the end of your demo!
Developed by Chartered Members of the Institute of Occupational Health & Safety (CMIOSH) with many years experience in the delivery of training solutions, the result is an accessible interactive high quality training package. The impact of always-on communications, the growing complexity of global organizations,1 1. They also represent powerful levers for executives faced with talent shortages, particularly if companies find their most skilled people so overloaded that they lack the capacity to lead crucial new programs. The online survey was in the field from November 8 to November 18, 2011, and garnered responses from 1,374 executives at the level of general manager or above. The online junkies spend the least time motivating employees or being with their direct reports, either one on one or in a group; face-to-face encounters take up less than 20 percent of their working day. The not-so-good performers are often highly fragmented, spending time on the wrong things in the wrong places while ignoring tasks core to their strategic objectives. These individuals seem to be doing valuable things: schmoozers spend most of their time meeting face to face with important (often external) stakeholders, while cheerleaders spend over 20 percent of theirs (more than any other dissatisfied group) interacting with, encouraging, and motivating employees.
Cheerleaders spend less time than other executives with a company’s external stakeholders.
General managers accounted for the largest number of people in this category, which is characterized by the amount of time those in it spend alone in their offices, micromanaging and responding to supposed emergencies via e-mail and telephone (40 percent, as opposed to 13 percent for the schmoozers). On average, executives in the satisfied group spend 34 percent of their time interacting with external stakeholders (including boards, customers, and investors), 39 percent in internal meetings (evenly split between one on ones with direct reports, leadership-team gatherings, and other meetings with employees), and 24 percent working alone.4 4.
Less than a third involves e-mail or other asynchronous communications, such as voice mail. None of these, interestingly, is the sort of transactional and administrative activity their dissatisfied counterparts cited as a major time sink. That said, just as the principles of a good diet plan are suitable for all unhealthy eaters but the application of those principles may vary, depending on individual vices (desserts for some, between-meal snacks for others), so too these remedies will play out differently, depending on which time problems are most prevalent in a given organization. One large health system we know has established a formal governance committee, with a remit to oversee the time budget, for enterprise-wide initiatives.
Augmenting that structural frame of reference with the time required to achieve goals is critical to the long-term success of any organizational change. Excessively lean organizations leave managers overwhelmed with more direct reports than they can manage productively. In particular, the company revamped complex decision-making structures involving multiple boards and committees that typically included the same people and had similar agendas and unnecessarily detailed discussions. Today individual partners have a data-backed baseline as a starting point to measure how well their time allocation meets their individual strategic objectives. If intimacy with customers is a goal, for example, how much time are the organization’s leaders devoting to activities that encourage it?
At one industrial company, a frontline supervisor spent almost all his time firefighting and doing unproductive administrative work, though his real value was managing, coaching, and developing people on the shop floor.
So is friendly competition among team members and verbal recognition of people who spend their time wisely. Organizationally, that might mean reviewing calendars and meeting schedules to make an honest assessment of which meetings support strategic goals, as opposed to update meetings slotted into the agenda out of habit or in deference to corporate tradition.


There are exceptions, though: one global manufacturer, for example, avoids the duplication of travel time by always arranging key visits with foreign customers to coincide with quarterly business meetings held overseas. Executives at the highest-performing organizations we’ve seen typically spend at least 50 percent of their time in decision meetings and less than 10 percent in reporting or information meetings. Of those who deemed themselves effective time managers, 85 percent reported that they received strong support in scheduling and allocating time.
While executives cannot easily combat the external forces at work, they can treat time as a precious and increasingly scarce resource and tackle the institutional barriers to managing it well. In this interview, Don Tapscott explains why blockchains, the technology underpinning the cryptocurrency, have the potential to revolutionize the world economy. This Time Management course will train you to efficiently utilise your time so that you know how to strategically dedicate it to activities and tasks that are most beneficial for your business’ and your professional growth. Leaders can pay more attention to time when they address organizational-design matters such as spans of control, roles, and decision rights.
Respondents represent all regions, industries, company sizes, forms of ownership, and functional specialties. Say that a company has $2 billion of good capital-investment opportunities, all with positive net present value and reasonably quick payback, but just $1 billion of capital readily available for investment. The communication channels they most favor are e-mail, other forms of asynchronous messaging, and the telephone—all useful tools, but often inadequate substitutes for real conversations.
For schmoozers, more than 80 percent of interaction time takes place face to face or on the phone.
It forgot that different types of managerial work require varying amounts of time to oversee, manage, and apprentice people.
Such executives also complained about focusing largely on short-term issues and near-term operational decisions and having little time to set strategy and organizational direction. But the responses of the relatively small group of satisfied executives in our survey (fewer than one in ten) provide some useful clues to what works.
The committee approves and monitors all of them, including demands on the system’s leadership capacity. The hours needed to manage, lead, or supervise an employee represent a real constraint that, if unmanaged, can make structures unstable or ineffective. Yet delayering can be a time saver because it strips out redundant managerial roles that add complexity and unnecessary tasks. But most companies allocate their leadership time in exactly the reverse order, often without knowing it: the way people spend their time can be taken for granted, like furniture that nobody notices anymore.
The starting point is to get clear on organizational priorities—and to approach the challenge of aligning them with the way executives spend their time as a systemic organizational problem, not merely a personal one. Companies can ensure that individual leaders have the tools and incentives to manage their time effectively.
To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. The only options are either to prioritize the most important possibilities and figure out which should be deferred or to find ways of raising more capital. They say they have difficulty connecting with a broad cross-section of the workforce or spending enough time thinking and strategizing. In some cases (such as jobs involving highly complicated international tax work in finance organizations), a leader has the bandwidth for only two or three direct reports. In other words, how much leadership capacity does the company really have to “finance” its great ideas? Initial proposals must include time commitments required from the leadership and an explicit demonstration that each leader has the required capacity.
Once leaders start tracking the hours, even informally, they often find that they devote a shockingly low percentage of their overall time to these priorities. Do you need to schedule a visit before the end of the year?” Or, “Are these the right things to focus on?
And they can provide institutional support, including best-in-class administrative assistance—a frequent casualty of recent cost-cutting efforts. What determines the things she does, her schedule, the decisions she gets involved with, where she goes, whom she talks with, the information she reviews (and for how long), and the meetings she attends? The same challenge confronts cheerleaders, who spend less than 10 percent of their time focused on long-term strategy. In others (such as very simple call-center operations, where employees are well trained and largely self-managing), it is fine to have 20 or more. If not, the system takes deliberate steps to lighten that leader’s other responsibilities. Since you’re already going to Eastern Europe, what else should we schedule while you’re out there?
Nine out of ten times, we find, the top two drivers are e-mails that appear in the inbox and meeting invites, albeit sometimes in reverse order. Nearly half admitted that they were not concentrating sufficiently on guiding the strategic direction of the business. Approving this, managing that, signing off on time sheets, on sick leave, and on budget items in excruciating detail.
These last two data points suggest that time challenges are influencing the well-being of companies, not just individuals. Every time there is one of these efforts to cut costs in a function, work that had previously been done by a small group of clerks and administrators gets pushed out to executives and managers to do themselves, reducing the clerical department by five or six FTEs.1 1.



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