In Part I, we looked at time-defragmentation strategies. In this Part II are some strategies for recovering time by reducing planning effort and the time needed to deal with difficulties that arise from self-defeating patterns.
- Get help with micromanagement
Micromanaging is an attempt to control what we cannot actually control. That's why it chews up so much time.
- Have you been micromanaging? If you have, you're in for a treat: you actually do have time to do your own job, and once you focus on it, it will be fun again.
- Get more space
- Cramped, cluttered quarters cost time. If you can't get a bigger office, compress the stuff you have.
- Strategies for compressing your stuff: get taller filing cabinets; throw stuff out; move things to storage; and acquire shelving, trays, or drawers.
- Harness the urge to perfect
- Stop doing the tasks
you shouldn't be doing.
They aren't your job. - We spend way too much time ironing out details of components that we'll never actually use.
- Learn the meaning of "good enough." Situations change so rapidly that building for the future (that is, next week) is often a waste. Do what you're pretty sure you'll need — and no more.
- Spend less time searching for stuff
- Among the items most commonly lost are: cell phone, eyeglasses, documents, keys, and whatever you had in your hand a minute ago, until you set it down someplace.
- Organizing helps with the documents. For the other items, establish a standard "parking space" for setting things down temporarily.
- Get out of the swamp
- Sometimes we're so swamped that we don't have time to work on getting unswamped.
- Give priority to tasks that free you up. For instance, you might have an assistant, but he or she isn't cutting it, and you're tolerating that. Deal with it.
- Stop doing tasks you shouldn't
- Some things we do aren't really a part of the job. We took them on because we didn't know how to say no, or we liked them, or maybe we can't let go.
- Unload what you can, and then deal with causes. Learn to let go. Learn to say no. Learn to let others do the things you love that aren't part of your job. Get some coaching or help from a mentor.
And here are two suggested by reader Rodney Thompson:
- Shift your time
- Start your day an hour earlier to gain some uninterrupted time when no one is around.
- Clearing the delicate, frightening, or urgent tasks might keep them from nagging at you for the rest of the day.
- Monitor yourself
- Realistically write down your top priorities for the day, and set time aside to get them done.
- Put the list somewhere in easy view. Mobile devicess are nice, but index cards are always powered on.
If you were to implement just one of these strategies this week, which would it be? First issue in this series
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Related articles
More articles on Personal, Team, and Organizational Effectiveness:
Shooting Ourselves in the Feet
- When you give a demo to a small audience, there's a danger of overwhelming them in a behavior I call
"swarming." Here are some tips for terrific demos to small audiences.
Appreciate the Moment
- Often, we focus our awareness where we aren't or when we aren't. Whether we're in a heated meeting,
or blowing out the candles of a birthday cake, being fully present can make our experiences more positive
and memorable. Why are we so often someplace else? When we are, how can we come back? Or better, how
can we stay fully present when we want to?
Creating Toxic Conflict: II
- Some supervisors seem to behave as if part of their job description is creating toxic conflict among
their subordinates. It isn't really, of course, but here's a collection of methods bad managers use
that make trouble.
The Artful Shirker
- Most people who shirk work are fairly obvious about it, but some are so artful that the people around
them don't realize what's happening. Here are a few of the more sophisticated shirking techniques.
Cooperations That Need to Be Collaborations
- Modern products and services are so complex that many people cooperate and collaborate to produce them.
When people are cooperating but the work actually requires collaborating, risks arise that can threaten
the success of the effort.
See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.
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And on April 9: Defining Workplace Bullying
- When we set out to control the incidence of workplace bullying, problem number one is defining bullying behavior. We know much more about bullying in children than we do about adult bullying, and more about adult bullying than we know about workplace bullying. Available here and by RSS on April 9.
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