Time management,planning and prioritization

TIME MANAGEMENT,
PLANNING,
AND PRIORITIZATION
JUDITH A. SIESS
INFORMATION BRIDGES INTERNATIONAL
4 November 2004
Wisconsin Library Association
Lake Geneva

The "Three Ps" of Effective
Time Management
Developed by Andrew Berner
1. Planning.
2. Priorities.
3. Procrastination.

Ten Myths about Time
1. Myth: Time can be managed.
2. Myth: The longer or harder you work the
more you accomplish.
3. Myth: If you want something done right,
do it yourself.
4. Myth: You aren’t supposed to enjoy work.
5. Myth: We should take pride in working
hard.

Ten Myths about Time
6. Myth: You should try to do the most in the
least amount of time.
7. Myth: Technology will help you do it
better, faster.
8. Myth: Do one thing at a time.
9. Myth: Handle paper only once.
10. Myth: Get more done and you’ll be
happier.

Time Wasters
 Attempting too much.
 Not saying no.
 Incomplete information.
 Management by crisis, fire fighting.
 Interruptions.

Making the Best Use
of Time
 Decide that you don’t have to please
everyone.
 Let go–don’t be a perfectionist.
 Resist the temptation to do small, insignificant
tasks too well.
 Outsource what you can.

Interruptions…
 If no one asked questions we wouldn't
have jobs.
 Anticipate the most common questions.
 Try closing your door or arranging your
office to discourage drop- ins.
 If all else fails, hide.

Why do we procrastinate?
 Don’t know where to start.
 To avoid an unpleasant task.
 We’re afraid to fail.
 Waiting for more information.
 You may think if you put it off someone
else will do it.
 You’re over-committed.

To overcome
procrastination:
 SWAP.
 You do not work best under pressure.
 List the things you have been avoiding.
Prioritize them. Try to do at least one of
them each day until you catch up.

Timing
 Knowing when not to work is as
important as knowing when to work.
 Save the easiest tasks for the end of
the day.

Get The Most Out Of the
First Two Hours of the Day
 Don’t eat breakfast at work.
 Don’t schedule meetings for this time.
 Start with the most important work of
the day.
 Do the things you don’t want to do first.

“Avoid meetings with time-
wasting morons.” (Dilbert)
 Make sure it’s a working meeting.
 Don’t attend unless there is a set
agenda.
 Can the problem be solved or decision
reached without a meeting?
 Does the meeting have a set ending
time?

Filing
 You can do only 4-1/2 things with any
piece of information:
1. T
2. R
3. A
4. F
½ r

“Logic-based disposal”
 Does it require action on my part?
 Does it exist elsewhere?
 Is it outdated?
 Will I really use it again?
 Are there tax or legal implications?
 What’s the worst thing that could
happen if I don’t have this info?
 Does anyone else need this info?

Other Filing Tips
 Never file envelopes unless the
postmark is significant.
 Write a keyword on the item when you
read it.
 File according to how you’ll use it, not
where it came from.
 Judy’s first law of filing…

Managing Your
To-Read Pile
 You will probably never be able to read
everything you would like to read.
 Read with a pen in your hand.
 Scan.
 Share your reading with a friend.
 Keep a reading file.

Managing Your Email
 Check only once a day.
 Filter and triage.
 Don’t print out messages.
 Weed.
 One major exception: addresses.

Why aren’t we organized?
 It takes too much time.
 You don’t know how.
 You want to do it “perfectly.”

The price of not being
organized?
 Missed deadlines.
 Overlooked opportunities.
 Wasted time.
 Lost customers due to poor or slow
service.
 Wasted money.

Using Your Calendar
 Add a meeting as soon as you know
about it.
 Write dates for follow-up on calendar.
 Include personal deadlines.
 Have one master calendar.
 If you use an electronic calendar, back
it up regularly.

Eliminating things
from your to do list
 What’s the worst that can happen if
don’t do this?
 Am I the only person who can do this?
 Must it be done now?
 Is there an easier way to do it?

STRATEGIC PLANNING
“If you don’t know where you’re going,
any road will get you there?”
“If you don’t know where you’re going,
how will you know when you get there?”
Strategic planning solves these problems.

Why Plan?
 It is a valuable management tool. It is
also about change management. It
strengthens the role of the library in the
organization. It can demonstrate the
librarian’s competence and improves
the image and visibility of the library.
(St. Clair)

Is Strategic Planning the
same as goals,
or mission statements,
or visions?
Sort of…

A vision is…
 what you want your library to be
 future oriented
 un-achievable
 has a lifetime of 5, 10, or more years
 My vision…
 What’s yours?

A mission is…
 what the institution does,
 for whom it does it,
 how it does it, and
 why.
 My mission.
 What’s yours?

Then set your goals…
 must be concrete
 must be measurable
 must be in writing
 must be achievable

List your tasks…
 Steps required to achieve the goals.
 Prioritize.
 Set deadlines.
 List resources needed.
 Keep your eye on your goals.

How Do I Plan?
 Beckwith’s Three Cornerstones of
Planning—Plus 1
 1. Predicting the future.
 2. Decide what you want your future to look
like.
 3. Analyze the results.
 4. Implement the plan.

1. Predicting the future
 This is hard
 Look at the environment.
 What did last year’s strategic plan say?
 What does your boss or organization
want?
 What do your users want?

2. Decide what you want
your future to look like
 Write your vision statement.
 Share your vision with the participants.
 Then write the mission statement.
 Remember to plan for alternative
futures.

3. Analyze the results
 Write the strategic plan to show how
you will respond to and flesh out the
mission statement.
 Figure out ways to make sure your
future comes out the way you want.

4. Implement the plan
 The process is important, maybe as
important as the product.
 BUT…
 the object of a plan is to change
something—so it MUST be implemented.

PRIORITIZATION
Just because you can do
something doesn’t mean
you should.

Question Things
 What is the objective?
 How will I know if I’m successful?
 How will I be rewarded?
 Is this task something I want to do?
 Do I have the time to do it?
 What have I got to lose?
 Is there a better way to do it?
 Should it even be done at all?
 Will the world come to an end if?

You Can—and Should,
Say “No”
Remember Ann Landers’s words:
People take advantage of you
only with your permission.

Be both efficient
and effective
 Efficiency is…
 Effectiveness is…
 Too many businesses spend lots of
time making sure they are doing things
right and not enough determining if they
are doing the right things.

Other Prioritization Tips
 You don’t have to do everything everybody
tells you to do.
 You don’t always have to do everything
yourself.
 Yes, you have to please other people. But
you also have to please yourself.

Give Yourself Permission
to Fail
 Failure is okay, if...
 If you have not failed, it means you
have not risked, not challenged
yourself.

THANK YOU!
 For more help:
 Join the SOLOLIB-L list
 Email: listserv@silverplatter.com

Message: subscribe SOLOLIB-L firstname
lastname
 Call a colleague
 Contact me
 Email: jsiess@ibi-opl.com

Phone: 1-216-486-7743

Time management,planning and prioritization

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