Time Management Techniques to optimise your work/life balance | Don Munro | Skillshare

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Time Management Techniques to optimise your work/life balance

teacher avatar Don Munro, International Training Consultant

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Taught by industry leaders & working professionals
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Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

9 Lessons (38m)
    • 1. Time Management Intro Video

      4:01
    • 2. 0 Introduction to Advanced Management Programme

      5:26
    • 3. 1 Time Management - Introduction and Objectives

      3:00
    • 4. 2 Time Utilization

      1:34
    • 5. 3 Discretionary Time

      5:21
    • 6. 4 Vocational Time

      4:59
    • 7. 5 Your Circle of Influence

      2:47
    • 8. 6 Vocational vs Management Time

      1:42
    • 9. 7 Time Management Project

      8:52
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About This Class

If you are working through your lunch hour or, even worse, taking work home with you, you definitely need this course.

If you need to help others to manage their time better, in everyday life as well as at work, then this online business course on Time Management will give you an easy method to teach them.

  • It will give you the time management skills and knowledge to take control of the hours in the work day.
  • It will easily enable you to spend more time on the important parts of your job and allow you sufficient time to handle the mundane and unimportant parts.
  • You will also learn the difference between important tasks and urgent tasks and how to hand jobs effectively and efficiently.
  • You will be taken through all the causes of time management problems, given time management tips and learn how to manage time.

Please do remember, it will help you enormously if you complete both this and the Delegation Course. True time management needs both management skills.

Why should time management skills be more important to a manager than the managing of any other resources, such as energy, budgets, personnel, tools, etc.? Well, because we can always increase or decrease all these resources - hiring employees, upgrade equipment, reduce energy costs, and so on. You cannot get more, or less, time. You can only use it or abuse (waste) it.

Time management versus resource management. This online business time management course teaches you how to distinguish between efficient and effective; between management time and vocational time. And why? To simply give you more time management skills to manage your job.

Meet Your Teacher

Teacher Profile Image

Don Munro

International Training Consultant

Teacher

Good day!  My name is Don. 

I offer this opportunity to work with you and to share my knowledge, international experience and skills with you.  Visit my website to learn more and read my blogs http://www.skills4business.co.za or like me on Facebook @Skills4Business.

I am from South Africa, however I have also trained in many southern African countries, including Swaziland and Namibia.  My international training experience includes a couple of years in the United Kingdom and time spent in America, training some of America’s top companies, including IBM, then Pan American Airlines, the New York Times newspaper, Cheseborough Ponds and the largest privately owned bank in the Southern States, The Atlanta Bank of Florida, where I trained their senior ex... See full profile

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Transcripts

1. Time Management Intro Video: Hi, I'm done. I'm not going to work with you through an introduction to the time management program. Do you work through your lunch now? If you are working through your lunch or even worse, if you taking work home with you, then you definitely need this course. If you need to help others to manage their time better in everyday life as well as at work , then this online business course on time management will give you an easy method to teach these people. It will give you the time management skills and the knowledge you need to take control of the hours in the work day. It will enable you to spend more time on the important parts of your job and still allow you the sufficient time to handle the what we call the mundane the routine of an important tasks of the of the job, which are important for the organization. You'll also learn the difference between important tasks and urgent tasks and how to handle these jobs effectively and efficiently. You'll be taken through ALS, the causes off time management problems. You'll be given time management tips and you'll learn how to manage your time much more effectively. Please. Just to remember it will help you enormously if you complete both this and the delegation course in a pretty close time frame a true time. Management needs both management skills. It needs the time, unionization and the delegation. Now, why should time management skills b'more important to use a manager, then the managing off any of your other resource is such as your energy, your electricity or your budgets, the personnel, the people who work for you, the tools, etcetera, the equipment that is available to you well, simply, we can always increase or decrease all of these. Resource is the energy that budgets the personnel, the tools, equipment, etcetera. We can increase or decrease them. We can hire more employees, We can upgrade equipment, we can reduce our energy costs and some but you cannot get more all this of time. You can only use your time or you can abuse it or waste it. Time management versus resource is management. This online business time management course teaches you how to distinguish between efficient and effective between management time and vocational time doing the work and why , Well, to simply give you more time to actually manage the important areas of your job, do enjoy it. Goodbye 2. 0 Introduction to Advanced Management Programme: greetings. My name is Dawn and welcome to this particular court. Or listen before getting involved with the actual content of this particular listen. Let's take some time to review how it fits into the total process of management. Now management, as we know, is defined in the following way. It is that the process of obtaining organization or results with and through people and other resource is, and from this definition we can identify that there are three key concepts relating to management. The one is the input or the resource is available to you such as time and money. The second are the outputs or the results. The wanted outputs and the third is the process. And this is what you as a manager, say or do to achieve those required outputs with the resource is which you have available to you. So the process therefore refers to your managerial behaviour, the things you say or do now all managers and supervisors foreman. They have similar inputs, or resource is some have more than others, and these could be classified into the following. There is a labour staff. There's money in the budget is recall it. You have materials from raw materials to stationary. We have energy such as electricity, diesel, and then, of course, there is the equipment needed to actually perform the tasks. They are the tools for the job, the information and all the daughter required your facilities. Yes, your factory, your space, your office space. And of course, there is time. No. All can be managed by getting mawr or list. You can get more money, more budget. You can ask for more labour, or you can retrench and reduce your labor so or can be managed by increasing or reducing except one. The one resource you cannot really manage by reducing or increasing is time time you can only use or abuse. That's why many of us call it time utilization versus time management. No, the outputs. All the results required of a manager naturally depend upon the nature of his position. For example, a branch managers outputs could include market share, client or customer satisfaction. An output for a marketing manager could well be a marketing policy on a train. Staff could be the output for a training manager we're in for a computer manager, daughter could be his or her output now the process. All the actions would use a manager take to achieve the required outputs with the resource is or sometimes classified as the four functions of management, namely planning, organizing, activating and controlling what you have planned. Obviously, an appropriate process will lead to a desired result on output, and an in appropriate process will lead to undesirable outputs like rejects. Now, to be effective in your planning, your organizing, activating and new controlling, you need to create time to perform these functions. You cannot borrow it today and return it tomorrow. No time like these. Other resource is you must make the time yourself. This is called discretion retired. We'll talk more about it, but I'm managing your time effectively. You give yourself more time to do the important parts of your job the techniques, skills and lessons which I offer in my management training, such as the time utilization time management, the interviewing of leadership or delegation programs and moving into productivity performance problem analysis and a decision making both at supervisory and at management levels. These can be viewed simply as tools in a tool kit, and the tool would be used for the appropriate situation now. My management training, therefore, is intended to add to the variety of tools that you as a manager have in your two kids. 3. 1 Time Management - Introduction and Objectives: greetings. It's just done again. Another. Listen. We've done the interviewing program on the leadership, and now we move to the time management or is often called at the time utilization program. No, the objectives of this particular time management or time utilization cause is to give you the opportunity as a manager to utilize your own time more effectively. It can, and I stress that, be used also to help subordinates to manage their time or effectively. Now, in order to do this, we need to identify what are the causes off the time management problems. Once we've identified the courses as per a doctor who's identified the cause of the pain we can then look at how do we control the content and the timing of our jobs? If we do that, we moved to our third objective, which is to make forbid the use of not only our own time but also the time off our subordinates. The program itself. The time utilization program does not concentrate on what we call efficiency techniques like a sorting out your in tray or having your secretary screen calls for you, and it certainly doesn't encourage you to rush off and buy a very expensive diary to help you. If you do have a problem with your time management now, these techniques, like diaries and screening calls that are useful but only if you are in control of your time in the first place. So no matter, huh? No matter how efficient you are, you are not effective in your job. If you are doing the wrong things, things that somebody else should be doing now the largest and the most enduring time games that you can make will be are making sure that you are doing the right things first. In other words, you are being effective. And then do them well, do them efficiently. So while efficiency and your job is important, in other words, how well you do something efficiency alone can cause you to lose sight off the content of your job, the effectiveness of what you should be doing. And in this basin we're going to concentrate on how to get control off the timing and the content of our job. This is what time utilization is all about. 4. 2 Time Utilization: okay, In this section, we're going to be talking about three different types of time. First of all, we're gonna cover discretionary time. What it means, the impact it has on your time utilization. And then later in the listen, we will be talking about vocational time versus management time. So let's start now with the discretionary time. Discretionary time is the time that you, as a manager, create for yourself or to call self directed time you need. This time you need to create it in order to plan to organize or to activate or control the vital aspects of your job. There are other kinds of time which are not self directed, and they severely impact your this discretionary time again, which prevents you from planning and controlling etcetera. And they eat up your time. And these are what we call what's imposed subordinate imposed and system imposed. How much time you spend on the bus subordinate or system in past time will affect your output? No. How do you control these three? So that you give yourself the necessary discretionary time to work on the most important areas of your job. 5. 3 Discretionary Time: Okay, so we spoke about the boss systems and subordinate imposed time. This look at the upward leaping assignments. These are assignments that you get from your subordinates. If you are subordinate, comes to you with a problem, and he says, and you say to him, Leave it with me and let me think about it. I'll get back to you. What has happened is that you have the next move upward leaping assignments or sources are generally bad. Why? Because they leave you with one more thing to do and your subordinate with one less. Do you remember? Not all all bad. However, your time's, the subordinate will come to you looking for advice or help. And the way to manage that time is to help him and to help him quickly and not to waste a lot of time on it. The majority off these upward leaping sources or assignments that you get $10. We were to leap onto your back when they don't belong there. So these are the ones that you really need to watch out for upward leaping assignments. They eat into your discretionary time. We'll see later on how you actually manage them But for now, if it is, if you can help the tip, do so. If it is not his job, do not end up are saying I'll come back to you. Rather ask him to go away and think about the problem and to come to you with possible solutions, right? The subordinate imposed assignment begins with a source where it makes the successful jump leap from the subordinates back onto yours. Now this eats up your time because you end up doing things for your subordinate, which he actually should be doing for himself. You are guilty off procrastination if or wasting your subordinates time. If you don't handle those things, so decide on the ones. Yet you must hand back to your subordinate and do so those were you. He needs your advice or assistance, as I've said handled him quickly and spend a little time as possible, your downward leaping assignments or ones which, unfortunately, you are going to get from your boss and they result in boss imposed time. In other words, the time that you spend doing things to satisfy your bosses requirements. If you don't do these, it's not progressed. The nation it's called insubordination, and that's what you're guilty off. If you postpone working on a downward leaping assignment now, every job has a certain amount of boss imposed time. It's necessary to keep the organization running smoothly, but and remember, if the bosses imposed time comes to you, it is invariably urgent. So do them immediately and do it correctly the first time you're sideways leaping or your system imposed time problems. Our jobs that you get from your peers, whether they are internal peers, like a fellow manager or sales report something. All they can't come from outside the organization, a buyer or a vendor or trade union official. And they resolved in system imposed time. The time you spend doing things to satisfy the requirements of the system as opposed to your job. This recorded red tape that you have to deal with in in getting support from internal peers like request for authorization, some forms that need to be done in triplicate, etcetera. They are sideways leaping assignments. When external piers exercise their claims on your life, customers are said well shareholders. They are also giving you these sideways leaping assignments or tasks to perform. Now these sideways leaping assignments like the downwards and the upward ones. They eat up your discretionary time. However, the sideways leaping assignments, like the ones that come from your boss, the downward ones there are necessary to keep that organization running. You're always going to have them there. There's nothing you can do about them. But what you have to do is to get control of them, to get control of both the contact and the amount of time that you're going to spend on them. The content and the time is so important. Handle these sources and assignments correctly, and you will give yourself the discretionary time you need in the next civilization. With the next graphic, we're gonna look at ways in which you can actually managed to control the content and the time of your job. 6. 4 Vocational Time: as mentioned earlier, there were three types of time the discretion retire, the vocational time and the management time. Let's focus now on the vocational time doing rather than managing. So even if you solve the external problems all the interruptions that come from the boss or from the systems or from your subordinate, there is still an internal problem which can affect your job. And that is the temptation to do things when you should be managing. Vocational time is the time which you, as a manager, spend doing something rather than getting it done through others. All managers have to do some vocational tasks, but some doom or than they should, and they were rationalize it by saying or too much quicker. No one else knows how to do it like I, but the long term effects of their behavior is to hold themselves and the subordinates back . It would appear that the main reason for doing too much vocational work is the tendency to retreat to the familiar. And this is what people do in faced with a course of action involving things that they do not yet do well and therefore do not like to do It particularly applies to the newer manager as he moves up the management chain. Vocational work also offer some very tangible rewards. You can see them, you can measure them, and the boss can see and measure them to very tangible. How many people do not like to give it up as they progress through the management ranks when faced with a conflict between doing the vocational work which they actually love, and the minute managerial work that is part of the job? What many managers attempt to solve this by is keeping the same amount of occasional work even as they managerial work. Lad gets larger that Hillary No more hours in the week. I'm going to illustrate this on a cross for you. If you are a person who enjoys management work, let me repeat this. If you are a person who enjoys management work but does not want to give up the vocational work entirely, and it's up to you to see the point at which you should stop taking more managerial responsibility, let's have a look at this vocational viruses Management time on the top horizontal axis is your managerial time. It's for example, take a 40 hour week. Very senior management. Let's assume 35 hours of management and five hours off vocational, actually answering the telephone or writing a Mima, etcetera. On the bottom access horizontal axis is the vocational work. And again, with a vocational work you need to leave. Plan your job, said this a couple of hours. They of actual management work. But the majority is actually doing physically the work and, as we can see, moving up from supervisory level at the vertical access into middle management into senior management. So the amount off vocational work decreases the amount of management work increases. That's the idea. If, however, as I mentioned earlier, you love the vocational side of it and you're not prepared to give it up. But you want to take on more management work. Let's look at an example in the middle management position. Let's say in the 40 hour week you should be doing 20 hours management and 20 hours of occasional work. But now, if you have brought up from your previous position, let's say 30 hours of occasional work and you bring it up, plus the 20 hours of management work you are now going to require to do. You are moving into a 50 hour week. The result here is the person the man who gets home at night with work to do or who works through his lunch hour. This is a sign of somebody who is not working according to their correct amount of management and vocational time. 7. 5 Your Circle of Influence: the next. Every I'd like to touch on is referred to as the management circle of influence. But because each circle of influence is unique, I've called this one your circle of influence. You the person who is listening to me and sharing their views with me. Now, on this time management course, your circle of influence is the people you deal with in your job as we saw earlier on we've got the bus. We've got subordinates. We have internal and external piers or the system. It is the same here, in the center of the circle is you. And then you have the boss above you, your internal and external piers. And below you are the subordinates. You are the nucleus of your circle of influence. And you depend on all the other elements of your circle to support you. If you are to be successful and this is so important because nothing says that they have to support you, you have authority over your subordinates. If you off asked him to carry out the lawful reasonable instruction that have to do it. This does not apply to your external piers, nor do your internal piers and certainly not to your bus. There is nothing that says that they have to support you other than the subordinates, so you have to work for their support. And that takes some of your discretionary time. Now the people in your circle of influence will interrupt you, and your job can be adversely affected if they interruptions become too disruptive. Interruptions are inevitable, and the solution to the problem is not to get rid of the interruptions but to minimize their disruptive effect. How, by getting control of your job, Caritas principle of which I'm sure you are familiar. It's also called the 2018 rule. It states that about 20% off the internal and external piers that you deal with will have the greatest effect on your job and your career. The 20% of the internal and external piers you deal with will have the greatest effect on your job and career. So if you have limited time, give top priority to those vital 20 8. 6 Vocational vs Management Time: your overall control of the content and the timing of your job depends on a mixture of three different things. The one is doing your job. Oh, doing somebody else's job when you do your own job. We call this a positive, active task, but discuss it later. So doing your job or a signing work means giving the work to the person who should be doing it. You shouldn't be answering the telephone if your secretary is sitting there, for example, otherwise delegation. And this means giving up some of your managerial work to give you to give you mawr discretion retired and did, I guess, will be on exhibition. How do you go about delegating effectively? The important thing to remember as on the screen here is in order to get a much discretionary time as possible in every given situation, you need to plan your work and work your plan. Plan your work and work your plan on all the vocational work that you have to do when it's your management work. What you need to do, they is. You need to number one. Get control of the timing and the content of your job, and then you plan your work and you work your plan 9. 7 Time Management Project: Let's look now at a project that you can handle in order to make sure that you have the ability and the skills now to either manage your own time more effectively or to help a subordinate who maybe is struggling with time problems. The first thing you do when you return to work and you're going to be faced with a large variety of tasks to do so. Number one. Make a list of all the things that need to be done. This must include all the tasks you have to get done. Everything not only the immediate things that are at hand, but even the longer term projects. Make sure, though, that when you do these to include those tasks which help you to achieve the primary purpose of your job, its objectives and developments and remember they to do list does not have to be in any particular order. Now, once you've done this, number two identify what we call the active positive tasks and the reactive tasks, and I'll explain these because you will undoubtedly be faced with a mess off large and small tasks. Some of them are going to be urgent, non urgent, some will be an important word important, and some will be less import. Some might well be very interesting, and some might be boring. These tasks will fall into two key categories. The active positive tasks and the reactive tasks. Now the active positive task. That is something the toss that you must do in order to achieve the objectives of your job . These are the tasks that would assist the organization in meeting its objectives. Active positive tasks. These are important tasks. Then you have the reactive tasks. These are the tasks which land upon your disk and have to be dealt with to keep things running smoothly. Remember, with systems. In past time, the boss imposed time to keep the organization running smoothly. There will be they must just be dealt with effectively, and they are called the reactive tasks. Now the danger is that many managers spend a lot of their time on these reactive tasks, but therefore they're always terribly busy. But they never seem to meet their object. We call this apparent effectiveness. The third thing to do is now is to prioritize last tasks and to do that you look at your list of tasks and you list them in terms off how much time you want to spend on them, and this is determined by its importance. The greater the importance of the task, the more time should be allocated to it. How soon you have to complete the task. This is determined by its urgency, so important an urgency are not the same. An urgent task need not be important. It may be urgent but trivial, in which case deal with it immediately, but devote only a small amount of time to it. If you have an urgent and an important task, do it as soon as you can. Bearing in mind, you need to plan in a fair amount of time because it is important. If it is not important and it's not urgent, then leave it. Leave it for much later. So as a general Gardas I've mentioned here your active positive tasks are most often the important ones. So next to the those important ones, you would put an active Pete positive task or a P T. Those are more more than likely important. The reactive ones often not import. Some of the reactive ones can actually be urgent. Okay, so for a time point of view, we would do it early. But give it this time. If something is important and it's urgent, it must be assigned a high priority. Important active positive tasks must be allocated sufficient time so that the work can be completed on deadline sales report, marketing report training. Uh, reports, etcetera. The unimportant but urgent tasks should be done immediately, but a sign only a limited period of time to them. Once you've done that, you can Ellicott, Tom in your diary. Allow the time for those active positive tasks Number one, during which you do not wish to be disturbed. And you allowed time to deal with the reactive tasks half a now before lunch or whatever it might be put aside. Time to deal what there's reactive tasks. You should also allow time to practice management by walking around. This is where you have created discretionary time time that you can use on your own to walk around, plan organized, have a look, monitor, motivate people. It is important to remember that one reactive task is dealing with visitors from your circle of influence. Now you could schedule some drop in times when your door is open and you happy to be interrupted, you could also has violent your stuff. At these times, some people do it. Some people don't. That is up to you. But people then know when you when you cannot be interrupted. The first thing to got back when you go back to your job is to actually action. This diary now the shade you very important work on one thing at a time and finish it to muddy. Major problems in time utilization occur when somebody starts something which is important . And then they get interrupted and then they come back and pick it up. Sooner or later No, you work on one thing at a time and you finish it. That is the ideal. You avoid jumping from task to toss. It looks busy, but you are not going to achieve your time and you are not going to achieve. Um, the objectives of your organization always developed that compulsion to closure. I have something which is important. I need to close it and I need to close it. Well, remember, the final thing number six is priorities change. Things which are important today might not be as important tomorrow, there might be something even more critical and emphasis much. Therefore, your list and your time plan need to be updated on a daily basis. I hope you enjoy doing your project. And I hope it works as well for you as it has for me. And I can assure you for many other people that I've worked with, the next lesson that I have prepared is a little on delegation. Why? Well, time management cannot be accomplished completely effectively without true delegation. Now that you can manage your time and the content of your time and your job, you have mawr discretionary. Time to work through on a quite confident you would enjoy the delegation. Listen to follow, I thank you.