2. the clock the compass
commitments vision
appointments values
schedules principles
goals conscience
activities direction
What we do and how What we feel is
we manage our time. important and how we
lead our lives.

3. “Why
energy have a
time log?
memory

5. first generation—notes and checklists
second generation—planning and
preparation
third generation—planning, prioritizing
and controlling

6. life leadership
 puts people ahead of schedules,
compasses ahead of clocks
 uses the best of generations 1, 2, and 3
 you want to lead a life of meaning and
contribution, with balance

7. elements Why is there a need for
the fourth generation of
 effectiveness
time management?
 principles
 leadership Well, one definition of
 relationships insanity is to “keep
doing the same things
 puts first things first and expecting different
results.”

8. “A no uttered from the deepest conviction is
better than a yes merely uttered to
please, or what is worse, to avoid trouble.”
Mahatma Gandhi

9. Consider the big  What is most
picture. The key important?
to this connection  What gives your life
lies in the clarity meaning?
of your vision  What do you want
around such to be and do in
questions as: your life?

10.  we have important roles at work, in the
family, in the community, or other areas of
our lives
 Roles represent
responsibilities, relationships, and areas of
contribution

11.  what is the most important thing I could do
for each role this week that would have the
greatest positive impact?
 consider the relationships for each role
 review a “perhaps” list for ideas
 identify the steps that need to be taken to
achieve long-term goals

12.  translating high leverage quad II goals
requires a framework
 most people are always trying to find time
in their overflowing quad I/III schedules
 They move, delegate, cancel, and
postpone—all in hopes of “putting first
things first”
the key is in scheduling your priorities, not
prioritizing your schedule

13. Distinctive Elements of Effective Weekly
Goals
 they can be either an area of focus or a
specific activity
 they are usually quad II goals rather than
typical “to-do’s” or daily action items
 they are driven by conscience

14. Should I carry out my plan or make
conscience directed changes?

15. To be successful, you  What goals did I
must make achieve?
successes of one  What challenges did I
week the foundation encounter?
for the next. At the  What decisions did I
end of the week, ask make?
yourself some
 Did I keep “first things
questions:
first?”

16. different ways to evaluate
 mark accomplished goals on weekly
compass
 keep a journal or daily log and review
 review past weekly compasses
 ask specific questions about your
performance and actions

17. weekly evaluation
 What did I learn from the week as a whole?
 Am I setting goals that are realistic but
challenging?
 Have I been effective in work related
communications?
 Have I been successful in maintaining a
Quad II perspective?

19. A journey of a thousand miles
must begin with a single step.
Lao-Tzu