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We know from talking to the many managers and Directors we meet how hard they find it to cope with all the demands made on their time. A management consultant once approached Schwab claiming he had an idea which would help him and his senior executives get more done with their valuable time. Every evening make a list of all the things that are on your mind, and on which you need to work the following day. I have used this system personally for years, and I have to say, of all the tactics I’ve ever used for managing my time, this is the most useful of the lot. When you do that, and without your doing anything active about it, you will find your subconscious mind begins to work on the items, both as you go home, and overnight too. Have you ever been working on an item, but something else you haven’t done keeps nagging away at the back of your mind, and you can't concentrate properly on what you are doing?
When you have finished with item number one, review your list and consider whether item two is still the next priority.
Because your lists are sometimes long, there will always be a tendency to 'knock off' a few of the trivial items first, just to make the list look shorter. Once you have used the system for a few weeks, you'll realize that some items are never going to rise to the top. There’s a great deal of satisfaction seeing yourself visibly getting through the work. Because everything you need to do is on the list, you will not feel guilty all day about the things you haven’t done yet - they will get done, but all in good time. Don't keep several things going at one time - it is confusing, it makes life complicated, and it takes longer to get any one thing done. Many people say they could arrange their time much better if it weren't for other people - they are the real problem. It is quite true that in organisations of any size, demands are made of you by your boss, colleagues, subordinates and others. Once you accept mentally that this is an essential and inescapable part of everyone's job, you will immediately feel less frustrated and less resentful that people are 'stealing' your precious time. Note : We are not interested here in all the activities required to produce the result, only the result. By the way, on this last item, don't promise the earth, but the goodwill you generate, and the pointers you get on how you could spend your time effectively, will be invaluable. This is all about your proactive time, identifying the real value you can deliver to your organisation; and in knowing how to allocate your time, there is nothing more important.
You may find it difficult ever to get enough uninterrupted time to get something major or worthwhile done. Being in the insurance business this group of managers found they had a big pile of mail every morning, and they often had minor questions and problems to sort out first thing. The arrangement means they all know when they can actually get some undisturbed time, and also when they can get their queries answered by their colleagues both morning and afternoon. Some eighty years ago a mathematician called Pareto discovered that 80% of the wealth in Italy was owned by just 20% of the population. Similarly, in doing your job it is important to identify the 'critical few' tasks which matter in your job, rather than be bogged down by doing the ‘trivial many'.
I once had a 2.30 appointment to meet a Senior Manager, but there was a queue of five people waiting to see him at his office when I arrived. The subordinate implements an action to solve a problem by themselves, then advises you what they have done to keep you up-to-date. Keep a time log for two weeks - it will show you what you actually do with your time, and help you see how you can use your time better. By the way, don't just record the events at the end of the day, you'll start rationalizing how you have spent your time. Buy a personal organizer or PDA, and use it for information you need constantly, which you can then locate quickly. When you have a major deadline to meet, create small deadlines in your diary along the way - you need to give yourself milestones to ensure you stay on track.
If you are not going to make a deadline, be sure you inform anybody who is affected before the event, and not after. David Drennan is Chairman and founder of Good People Management Ltd., the international consultancy company.

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Project management templates, template tools life cycle, Project management templates and tools for the project management life cycle. Covey’ time management grid - usgs, Covey’ time management grid live time pressured world common multiple overlapping commitments require attention .. Time management - wikipedia, free encyclopedia, Time management act process planning exercising conscious control amount time spent specific activities, increase. That's why we know you will find the piece from David Drennan that follows invaluable in helping you organize your time to focus on the things you most want to get done. In fact, if you follow the tips given here religiously, you will give yourself at least an extra hour of effective time every working day.
One extra hour a day amounts to over 20 extra hours a month, around 240 hours a year, or around six extra working weeks a year!
He said he did not want to charge Schwab any fee - he simply wanted him to try the idea for a month or so, and then pay him what he thought it was worth. He spent a lot less of his day on time-wasting trivialities; he really got major things done.
Then, having incubated them silently overnight, you will often find ideas popping out next day which will help you handle problems more effectively.
If you do that you'll find you are half-way through the morning and you still haven't started on your real number one. Keep it visible on your work surface all the time, and put a definite line through each item as you complete it. When I was involved some years ago helping to improve productivity in the docks, we conducted a computer study which demonstrated a simple truth which has influenced how I work ever since. Despite the aggravation he might get from one ship's master, the dock manager should allocate both gangs to one ship first. Most important : there is no disadvantage to task number two if you stick with number one until it is complete. They send you letters that need replies, they call you to meetings, they send you endless e-mails, they phone at the most inconvenient times, and generally disrupt your day. If you cannot say what these objectives or tasks are off the top of your head, you need to spend time getting clear in your mind exactly what they are. For example, a manager might be responsible for providing the right equipment and training to do a job, but the member of staff will be responsible for the quality of work they turn out. You know the syndrome - you rush about all day doing things but you feel you are 'not really getting anything done'.
Otherwise you imply that anything you are doing is much more important than whatever they want to see you about. Make sure you know which are the 20 per cent which matter and do some work on them every day. It's easy to be seduced by the idea that the place would fall apart if you weren't there, it's flattering to your ego. That's the first step : instead of it being their problem, it's now shared, it's become our problem.
That's a person who is always going to be short of time, who is not going to develop their people, who is going to stay merely a do-er rather than a manager.
They no longer have to advise you, they take on full responsibility, and implement their own problem solutions without reference. At the end of this piece you will find a simple Daily Time Record form you can use for the purpose. His clients include Barclays Bank, Coca-Cola, the Bank of England, General Motors, British Aerospace, Castrol, Her Majesty’s Treasury, Siemens, Volvo and many others.
Do you think if someone gave you an extra six weeks to use just as you saw fit, you could get some useful things done? He employed as his chief executive a man called William Schwab, whose ability in managing and motivating people he admired so much, he paid him a salary of $1 million a year!
Well, the act of writing everything down and applying numbers to your tasks forces you into deciding your priorities every day, to decide what is most important to get done, and in what order. If a manager like Schwab - already paid $1 million then because he was such a great manager - thinks this idea is worth today’s equivalent of $750,000, then it is clearly worth thinking about. In addition, you will find yourself preparing for a prompt start as you travel in to work, as you already know what you are going to be working on. Well, get it all down on the list - once you can see it down there, your mind will let it go, and you'll be able to concentrate much better on what you’re doing now. If you have an assistant, show them what needs to be done in detail, and let them handle these items permanently. Imagine that two ships enter a port at the same time, each with ten gang shifts of unloading work.
So you need to accept that much of your day will be taken up with reacting to other people's requirements of you. You need to spend at least part of every day devoted to doing the important parts of your job, to delivering the results for which you are being paid - that is called proactive time.

If you are a manager with a number of subordinates or colleagues with whom you have to interact, then perhaps less than 50 per cent of your time can be put in the 'proactive' category.
Otherwise you will definitely not be in control of your time or your life - you will simply be letting events and circumstances buffet you around willy-nilly. If you don’t know exactly, you will get a lot of useful credit if you go and ask them.
The only way you can regularly get some undisturbed time ( UDT) is to make some agreements with your boss, colleagues and subordinates.
Because you can get something useful done if you don't get disturbed for an hour-and-a-half. In business this shows as a tendency for a relatively small proportion of factors to have the greatest impact on results. Never go home any day without having done something to advance your work on these, the key outputs of your job. They all thought it was marvellous to be able to come to Norman and get quick answers, and he secretly felt it was a daily demonstration of how important he was to the company i.e.
Then decide what are the first three things you will work on, and write the numbers 1, 2, 3 against them.
Instead of going home at night thinking: 'I really should have got that done today', you will know you got down to the really important things first.
That way you spend less time on office chatter and other distractions and get down to work straight away. If you have no subordinates, speak to your boss or colleagues about how you can find a different way of dealing with them. With only two gangs available, the dock manager would normally allocate one gang to each ship - that way no ship gets an unfair advantage, and each ship departs at the end of day ten.
But someone can be getting the benefit of your first piece of completed work while you are working on the second. This is what is called reactive time, and just accept that in any organisation of any size, it is inevitable. The more senior you are the less likely you are able to control the amount of proactive time you get. And there is seldom anything so urgent that a colleague can't wait for that length of time to speak to you without any real problem. If all you put in your diary is meetings with other people, you imply that time for yourself is less important than attending to everyone else's needs. The better solution is to make agreements with them about when you will be regularly available, and about respecting each other's UDT. For example, many companies find that 80 per cent of their sales are accounted for by only 20 per cent of their product lines. What happens, as in this case, is that your people feel it's easier to get you to provide an answer to all their problems, and it's safer too - because if they do what you say and it happens to go wrong, then it's obvious who will be to blame. So, don't ever agree to talk about any problem unless your people come with a recommended solution. It proved so effective for Bill Schwab, he paid a consultant thousands of dollars for that one idea alone.
Just add the new item to your list, reconsider your 1, 2, 3, and start again on number one. Because you get to choose your next three items, you can use a mixture of both the urgent and the important.
Better still, if nothing much has happened as a result of going undone, consider dropping them altogether!
It would not depart until day ten, of course, but under the old system it was always going to depart on day ten anyway!
Then again, if you are serving customers face to face, more than 90 per cent of your time may be spent 'reacting' to their needs.
That is what the company is actually paying you for, and is what you should spend important time on. Since this group adopted the system, they find they can get all their little issues dealt with at three different times during the day, but they also find they can get much more done with their personal time. Similarly 80 per cent of their sales may come from only 20 per cent of their customer list, and so on.
That means all of the thinking time will be theirs, and importantly, you will be helping them develop their management skills in the process. The advantage is that by putting all his resources on to one vessel at a time, Ship A can depart much earlier, and the second ship is completed in the same time as before. But that is the important part of the job - administration and working alone will come second. These 20 per cent are the critical few customers on which any business would want to concentrate to maximize its results.

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