Time ManagementTime Management

Jennifer Peel, PhDJennifer Peel, PhDDirector of Education, Director of Education,

Graduate Medical EducationGraduate Medical Education

(How much can you cram into your life (How much can you cram into your life and how much more can you handle?)and how much more can you handle?)

First things first…First things first…

You can’t You can’t manage time!manage time!

TimeTime

Management

SelfSelf

Purpose of Time (Self) Management

Stress=Managing time well can prevent much of the stress we are subject to.

Balance=Good time habits can enable us to achieve a more balanced life, with adequate time and energy for work, home, family, self.

Mackenzie, 1997

Purpose of Time (Self) Purpose of Time (Self) ManagementManagement

Productivity=If you can become more Productivity=If you can become more effective with your time, you automatically effective with your time, you automatically increase your productivity.increase your productivity.

Goals=To make progress toward Goals=To make progress toward achieving your personal and professional achieving your personal and professional goals, you need available time. Nothing goals, you need available time. Nothing can be done when you’re out of time.can be done when you’re out of time.

Mackenzie, 1997

Misconceptions about Time Management

“Time management is nothing but common sense.”

“I work best under pressure.” “I use an appointment calendar and a to-

do list. Isn’t that good enough?” “I’m a spontaneous person. Time

management will take all of the fun out of life.”

“I don’t have time to learn how to do all of this.”

Building Blocks of Time Building Blocks of Time ManagementManagement

GoalsGoalsTask ListTask ListTime Management Time Management

ToolToolScheduled Scheduled

Planning SessionPlanning Session

Planning Puts You in ControlPlanning Puts You in Control

1.1. Set long-range Set long-range goalsgoals and objectives and objectives linked to them.linked to them.

Effective GoalsEffective Goals

SSpecificpecific MMeasurableeasurable AAchievablechievable RRealisticealistic TTimedimed

SMART

Planning Puts You in ControlPlanning Puts You in Control

1.1. Set long-range Set long-range goalsgoals and objectives and objectives linked to them.linked to them.

2.2. Establish Establish prioritiespriorities among those goals among those goals and objectives based on their long-range and objectives based on their long-range importance and short-range urgency.importance and short-range urgency.

PrioritiesPriorities

Five Priority-Setting TrapsFive Priority-Setting Traps

1.1. Whatever hits firstWhatever hits first

2.2. Path of least resistancePath of least resistance

3.3. Squeaky wheelSqueaky wheel

4.4. DefaultDefault

5.5. InspirationInspiration

Vaccaro, 2001

PrioritiesPriorities

Priority MatrixPriority Matrix

Mackenzie, 1997

LowLow HighHigh

LowLow HighHigh

ImportanceU

rgen

cy

The 80/20 Rule (Pareto Principle)

Theory of predictable imbalance The relationship between input and output

is rarely, if ever, balanced. 20% of your efforts produce 80% of the

results.

Vaccaro, 2000

The 80/20 RuleWhere are you?

You’re in your 80% if you’re: Working on tasks other people want you to,

but have no investment in them Frequently working on tasks labeled “urgent” Spending time on tasks you’re not good at Complaining all of the time

The 80/20 RuleWhere are you?

You’re in your 20% if you’re: Engaged in activities that advance your

overall purpose in life Doing things you have always wanted to do or

that make you feel good about yourself Working on tasks you don’t like, but you’re

doing them know they related to the bigger picture

Smiling

Implementing the 80/20 Rule

Read less. Identify the 20% of the journals you get that are most valuable.

Keep current. Make yourself aware of new technological innovations.

Remember the basics. Let your ethics and values guide your decision making, and you’re bound to end up focusing on your 20%.

Planning Puts You in Control

1. Set long-range goals and objectives linked to them.

2. Establish priorities among those goals and objectives based on their long-range importance and short-range urgency.

3. Learn your personal energy cycle and sketch out an “ideal day” based on your best working times.

The Ideal DayThe Ideal Day

Mackenzie, 1997

A Template for Your Daily Plan

5:30-6:00 am Commute

6:00-6:30 am Review Patient Charts

6:30-8:30 am Rounds

8:30-11:30 am

11:30-noon Lunch

Noon-

Planning Puts You in Control

1. Set long-range goals and objectives linked to them.

2. Establish priorities among those goals and objectives based on their long-range importance and short-range urgency.

3. Learn your personal energy cycle and sketch out an “ideal day” based on your best working times.

4. Use the above three to create a plan for the day and write it down!

Putting it All Together

Mackenzie, 1997

1.Start with long-range goals and objectives.

2.Relate the day’s activities to those goals.

3.Assign priorities to the day’s tasks according to their contribution to your overall goals.

4.Schedule tasks according to priority and to the degree of concentration required.

5.Stay on track, using the plan to guide you through crises and interruptions.

Time Wasters

Leaving tasks unfinished

Inadequate staff Socializing Confused

responsibility or authority

Poor communication

Inadequate controls and progress reports

Incomplete information

Travel

Time Wasters Management by

crisis Telephone

interruptions Inadequate

planning Drop-in visitors Ineffective

delegation

Personal disorganization

Lack of self-discipline

Inability to say no Procrastination Meetings Paperwork

Just say “no”

Why is it so hard? Most of us have been taught that “no” is

disrespectful and even insulting. We tend to value other people’s time more

highly than our own. We have a need to cooperate and a desire

to be liked. There are often unconscious concerns of

being thought of as lazy or selfish.

Just say “no”

How do you say it? “I can’t do it right now, but I can fit it in

later.” “I am not the best qualified person for that

job, how about asking…” “I just don’t have any room in my schedule

for the next few weeks.” “I can’t focus on that right now.”

Just say “no”

How do you say it? “I have made a commitment to complete

my current project/task ahead of any other.”

“Normally I would say yes, but I’ve had a few things come up unexpectedly and I have to deal with those first.”

“I would rather say no than end up doing a second rate job for you.”

Procrastination

There’s a recognizable pattern to procrastination.

There are ways to stop:1. Set meaningful goals.2. Don’t believe in magic.3. Make good choices.4. Deal with the unpleasant.

Do it. Don’t do it yet. Ditch it. Delegate it.

Vacarro, 1999

Categories of Time Wasters

The Crisis Manager The Undisciplined Procrastinator The Easily Distracted The Perfectionist Resitern The Systematically Inefficient The Non-Communicator The Impulsive Wanderer

Getting Started

1.Begin each week by using your time management device to examine your task list/schedule and plan the coming week.

• Prioritize your tasks!

2.Carry your planning device with you and start each day by checking your task list and your schedule for the next 3 days.

3.Mark recurrent dates in your planner for the entire year.

Getting Started

4.Use retrograde planning to assure that you don’t forget special projects or deadlines.

• Projects should be broken into components and retrograde planning should be done from the due date.

5. “What is the best use of my time right now?”

6.Take advantage of small bites of time.

7.Plan activities according to your physiology.

8.Build in time for exercise.