Good Time Management - Practical Techniques
It is not often straightforward to plan against many acts that squander time
. We deal with a couple of illustrations for a few of these.
Unforeseen issues:
Many concerns are not easily avoided and their nature will vary considerably. For instance, you may acquire a document from a co-worker and find that it holds a substantial amount of errors that you have to amend. Possibly a co-worker becomes unwell and you have to take over their duties with little notice. You might have to accept the present arrangement but suppose it happens again? Whenever you discover an unforeseen event, that consumes your time, consider what you might do to stop it.
If it is a frequent circumstance would coaching be helpful? Could appropriate cover have been arranged for a missing colleague? Could you develop your skills for saying, 'No' so that your time is spared?
Essentially, in this situation examine why the situation occurred, whether it is going to be common and think about a plan of action to eliminate a future incident.
Awareness of underperformance:
By this I mean the person who is performing less well might not be aware that they are. This may cause dissatisfaction for yourself but will carry on if you never do anything about it. In this situation there may be many explanations why the person underperforms. For example:
Do they lack the essential abilities or expertise? Did they totally grasp what was demanded of them? Did they really do it or was the action delegated? Has their commitment declined? (see below)
You must approach the person, privately, to determine the facts and then act from there.
For instance, a lot of reports could be improved factually by distributing a draft to involved parties first.
Motivation and empowerment:
Effectiveness, for good time management, is firmly associated with motivation. When absent time is wasted as effectiveness drops swiftly. Why might this be so?
Were they part of the decision making action or identification of the details required? Were you courteous when you asked for them to tackle the task? Did you offer vague information to an individual who is reluctant to ask questions to shed light on the situation? Does the individual have personal problems?
It might be easier to detect a decline in motivation for someone that you collaborate with directly. Be on the lookout for decreases in enthusiasm or a general uncaring attitude.
Coaching people:
Shortage of coaching may have many elements. It may be a contributing factor in many instances of unsatisfactory time management. When efficiency is poor generally consider if a shortage of training is at the center of it. Identify gaps and set a training plan into action. Be conscious that coaching takes time but ought to enjoy prolonged benefits.
In a worst case circumstance you may have used the wrong individual for the task.
Checking work:
Often errors occur due to unsatisfactory checking approaches. Have mistakes occurred through stress or just a lack of checking procedures? It might be useful, for good time management, to get someone else to check the work, as a fresh eye can be useful. This is a similar procedure to distributing a report for comment before it is finalized.
Input and output:
In some cases, requesting a particular item of information can be similar to the pastime of Chinese whispers. What you ask for and what is heard by the other person can be completely different. Translation of your instructions can be an issue.
Ensure precision by asking the individual to reiterate what you have asked for. This may include when, who, what, why and how? If required set it in writing. This can be a very useful approach when requesting estimates for jobs at home, for instance builders, plumbers, decorators or gardeners etc. Verbal demands are simply misunderstood and forgotten.
This topic has the potential to result in dissatisfaction and rancor if not dealt with effectively.
by: Arnold Monk
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