1. Time Management

2. 2 hours wasted per day
• Messy desk
• Can’t find things
• Miss appointments
• Unprepared for meetings
• Tired/unable to concentrate

3. Today’s Agenda
• What is time management
• How to set goals
• How to make To-Do list
• What is time matrix
• Case Study-common time robbers

4. What is
Time Management?

5. What is your
worth per hour?

6. Worth per hour
• 10,000 RMB per month
• 20,000 RMB in value per month
• 1,000 RMB per day
• 120 RMB per hour
• 2 RMB per minute

7. ∞
Opportunity Cost
Economists just call it
The things you COULD do are infinite,
while your time and attention are FINITE.

8. 3
How to
Set your goals?

9. 3
How to
Set your goals?
Specific
Measurable
Achievable
Realistic
Time bounded

10. Goals on multiple levels
• Goal today
• Goal this month
• Goal for this year
• Goal for next 5 years
• Goal for next 10 years
• Your dreams

11. Goals on multiple levels
• Goal today
• Goal this month
Failing to plan
• Goal for this year
is planning to
• Goal for next 5 years
fail
• Goal for next 10 years
• Your dreams

12. From Goals to Tasks

13. From Goals to Tasks
• Break each goal into manageable tasks (WBS)
• Set priority to each task
• reorder your task list

14. From Task to To-Do List
• To-Do list captures all the tasks you need to do in a given day.
• It can includes other stuffs that are not your tasks or goals
• Set priority to each items on the list
• Tools

15. Tips for To-Do List
• Only schedule a part of your day
• First things first
• Do the ugliest thing first
• Use block of times
• Kill small things in a batch

16. Time Matrix
Urgent Not Urgent
Important
Not
Important
1. List the priority of each quadrant
2. How much time you want to put on it?

17. NOW?
WHO GETS ACCESS
Group Discussion

18. Understanding Time
Urgent Not Urgent
1 2
Important
3 4
Not
Important

19. Understanding Time
Urgent Not Urgent
1 2
Important
Quadrant of Manage
3 4
Not
Important

20. Understanding Time
Urgent Not Urgent
1 2
Important
Quadrant of Manage Quadrant of Leadership & Quality
3 4
Not
Important

21. Understanding Time
Urgent Not Urgent
1 2
Important
Quadrant of Manage Quadrant of Leadership & Quality
3 4
Not
Important
Quadrant of Deception

22. Understanding Time
Urgent Not Urgent
1 2
Important
Quadrant of Manage Quadrant of Leadership & Quality
3 4
Not
Important
Quadrant of Deception Quadrant of Waste

23. “Scheduling your priorities,
not prioritizing your
schedule”
--Stephen Covey

24. Don't prioritize your schedule, schedule
your priorities. This is one of my favorite bits
of wisdom from Stephen Covey's The
Seven Habits of Highly Effective People. If
something is really important to you, simply
make the time for it. Sure, some stuff will
give way - you're only human, and you can
only do so much. Set aside time for product
development, marketing, personal
development, exercise, rest, etc. Whatever
disappears wasn't really that important.

25. Time Robbers
Case Study

26. We will discuss
What’s the problem in the case?
Do we have similar problems in our work?
What’s your solutions?

27. NOW?
WHO GETS ACCESS
Group Discussion

28. Case Study 1
Max has been working on a long, two part report
for the past two hours, he has managed to draft
the first part and is ready to begin the second.
Feeling that a little reward is in order, Max gets up
and heads for the coffee room, where he refills his
cup and chats briefly with two colleagues,. Settling
back into his desk, Max soon notice that he has
two new emails, “I’d better check these out” he tell
himself.
After he replies to those messages, Max revisits his
report. But he can’t start where he left off—he has
lost his train of thought.

29. 28% OF EACH DAY
“Interruptions by things that aren’t
urgent or important, like
unnecessary e-mail messages —
and the time it takes to get back on
track.”
“Lost in in Emails, TechFirms Face Self-Made Beast”, June 14, 2008
“Lost E-Mail, Tech Firms Face Self-Made Beast,” June 14, 2008
Interruptions are a huge pain. Intel estimates
that interruptions cost them US$1B last year.

30. 6-9 minutes, 4-5 minute
recovery – five
interruptions shoots an
hour

31. ASK YOURSELF
At what time do you feel most energetic in a day?

32. Expel
Interruptions?
1. Form a group,
the skeletons
2. list 5 things
that would
interrupt your
• Remove compromising pics
So what is your
normal work?
3. discuss together
how to avoid these
interruptions.

33. How to avoid interruptions?
• Turn off the audible “New mail • sound-isolating headphones
alert”.
• organize your work area and keep it
• Check your mail once a hour clean
• turn off RM flash • Establish Procedures—Put the
information in writing and
encourage everyone to abide by it.
• say gentle “No”
• Make sure everyone understands
• let everyone know your schedule
his or her level of authority.
• offline in a meeting room alone
when you really need to get things
done

34. Tips for phone calls

35. Tips for phone calls
• Keep calls short; stand during call

36. Tips for phone calls
• Keep calls short; stand during call
• Group calls: 11:50 a.m. and 5:50 p.m.

37. Tips for phone calls
• Keep calls short; stand during call
• Group calls: 11:50 a.m. and 5:50 p.m.
• Start by announcing goals for the call

38. Tips for phone calls
• Keep calls short; stand during call
• Group calls: 11:50 a.m. and 5:50 p.m.
• Start by announcing goals for the call
• Don’t put your feet up

39. Tips for phone calls
• Keep calls short; stand during call
• Group calls: 11:50 a.m. and 5:50 p.m.
• Start by announcing goals for the call
• Don’t put your feet up
• Have something in view to do next

40. Tips for phone calls
• Keep calls short; stand during call
• Group calls: 11:50 a.m. and 5:50 p.m.
• Start by announcing goals for the call
• Don’t put your feet up
• Have something in view to do next
• Review, what we have agreed.

41. Tips for Effective Meetings
• Punctuality
• Focus on meeting agenda ONLY
• Clear objectives, if not please chase up
• Manage specific topics individually
• Check agreement and action items at the end of meeting

42. Case Study 2
Paula arrives at her desk at 9:00 am every business
day, once her laptop is up and running, her first act is
to check her mails, “I have missed feelings about it”
she confesses, “on one hand, I look forward to
updates on company activities that concerns me
directly. And I also enjoy findings message from my
personal friends. On the other hand, I dread facing
the 20 or 30 emails that are either misdirected or
irreverent to me, and another 20 or 30 messages will
hit my inbox before the day is over, Worse, I have to
open most of them to find out they are irrelevant. Also
as my mail box get bigger, it’s extremely hard for me
to find my desired emails.

43. 1. Deal with Emails at scheduled time during
the day. Don’t check the mail once it arrives in
your mail box
2. Put personal mails into a separate folder
3. Action based email box
4. Use category instead of folders
5. Filter by rules
6. Sort by importance
7. Educate your correspondents; let the sender
know your concerns

44. HowInbox Zero
to deal with
Email overload?
action-based email
1. ask how many ppl here have more than
200 mails per day?
2. how many emails will be deleted or
ignored once you see the title?
what are they ?
3. how do you deal with it?
4. how many ppl are using Outlook Rules
to control the mails?
first of all, how many ppl know your size
Merlin Mann
of your mailbox?
--give a quick snap
Google Tech Talk

45. Tips for overload emails
• Use Prewritten Responses
• Use Auto-Responders
• Avoid ambiguous title

46. Tips for overload emails
• Use Prewritten Responses
• Use Auto-Responders
• Avoid ambiguous title
• Use Rules to control your email flow
• Use Category instead of creating folders
• Use Search folders

47. Folders, sub-folders and sub-sub-folders

48. Folders, sub-folders and sub-sub-folders

49. Action Based Inbox

50. Action Based Inbox

51. Action Based Inbox
“Empty”

52. Inbox Zero
Inbox Zero
Email!s just a medium
One place for anything
Process to zero
Convert to actions

53. What is
Processing?
More than checking
Less than responding
Answers: “So what?”

54. What is Action?
Delete
Delegate
Reference
Respond
Defer
Do

55. The
Processing
Habit
“We are what we
frequently do”
— Aristotle

56. Case isStudy 3 is highly motivated staff. He is also
Harvey a hard worker and
willing to do whatever is necessary to help his team to accomplish
its goals. When Mary, the team leader says, “Someone should
develop a proposal for the next stage of our project,” most people
hunch down in their seats or start looking at their notebooks,
“Can some one take care of this”? Mary asks again. Seeing that
no one else will volunteer, Harvey steps up to the task, as he
always does.
His behavior is also predictable, in fact that his teammate know
that if they resist the urge to volunteer long enough, Harvey
eventually will step forward to do it. And when he get the work
done, it’s always done well, because he is a dedicated
perfectionist. But the problem is that Harvey has trouble to get
things done on time, because he has overloaded himself with
commitments.

57. Knowing the responsibility and goals, don’t
overtake the tasks
Don’t assume that everything must be done,
remember the time matrix
Learn to say no to your boss, negotiating with
your boss
Delegate, delegation is not dumping, do the
ugliest thing by yourself.

58. Thanks