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Management, and Execution
Skills
Presented by:
Jishnu Roychaudhuri - 11BM60010
Prasenjit Barik - 11BM60014
Aveek Mukhopadhyay - 11BM60056
Pritam Datta - 11BM60107
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Concepts of Self Discipline
Self-discipline is self-leadership. It is the ability to consciously take control
of all those typical human propensitieswhich are always easier, morecomfortable.
Its there in yourself. You just need tolearn the execution style and practice it
over and over. Self disciplined people are self-
disciplined because they choose to beso.
Self-denial is implicit in self-discipline.
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Importance of Self-discipline
Time Management
Stewardship
Execution
Followership
Leadership
If you could kick the person responsible for most of your
troubles, you wouldnt be able to sit down for weeks. John C
Maxwell
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Self-discipline and Time
Management Stress (on you and on others) Lost credibility with followers Missed appointments Poor follow through on commitments Inattention to detail Ineffective execution Poor Quality
Decreased Productivity Declining Customer Satisfaction Performance stagnation
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10-points to assess SD
Quotient Arrive work on time or not? Arrive on time for meetings or not?
Submit assignments on time or not?
Keep up with your domain developments or
not? Keep up with work-readings or not?
Promptly return telephone calls or not?
Promptly return mails or not?
Begin meetings on time or not? End meetings on time or not?
Follow through your promises or not?
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TIME MANAGEMENTPROBLEMS ANDWHAT TO DO ABOUT
THEM
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The most common causes of time management problems are
predictable:
1.Unexpected Crisis:
Crises go with the job for most technical professionals. Even with good
planning, crises will happen.
Events over which you have no control can create unexpected circumstances
The following strategies can minimize the amount of time
devoted to putting out fires:
Do not become an adoption agency for the unrelatedproblems of others:
Leaders should take the initiative and solve the problem but not always
Offer advice and make helpful referral for the problems which are personal in
nature.
Do not become an adoption agency for the personal problems of your direct
report
Problems that relate to your job and area of responsibility should receive
your full attention.
Do not overbook:
Problem of overbooking is commonly seen in doctors office
All it takes is one crisis with a patient. and the rest of the day is thrown offschedule
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2.Telephone Calls:
Telephone can rob you of valuable time.
Wastage of time because of seemingly unending options available oncomputerized answering machine
The following strategies will help us to minimize the amount of time that istied up by the telephone:
Increase your use of email:
Use of email will help us to avoid wasting time on hold or listening toendless array of irrelevant options.
Preliminary research shows that people are better about promptlyreturning email queries than they are about returning telephone calls.
Separate important, routine, and unimportant calls:
Time invested in helping secretarial personnel learn to distinguishbetween important and unimportant calls and between important androutine calls is time well spent
Train him/her to take comprehensive ,detailed telephone messages andgive them the priority list.
Return telephone calls between meeting and during breaks:
Time can be saved by taking telephone messages to meetings andusing your cellular telephone to return them during breaks and betweenmeetings.
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Block out call-return times on your calendar:
To minimize the amount of time you waste playing tag, block out times onyour calendar for returning calls, and let the times be known to callers wholeave messages(like scheduling two 30 minutes blocks in each day)
In this way the caller will make a point of being available during one ofthese times
Get to the point:
Save time on the telephone by simply getting to the point and by tactfullynudging callers to do the same.
Stay focused, stay on task, and help callers learn to follow suit.
3. Poor Planning
The more effort you put into planning, the less effort you will waste dealingwith crisis. The following strategies can help improve the planning:
End each day planning for the next Devot just 10-15 minutes to review and plan for the next day.
Forgotten meetings, overlooked obligations, and missing documentationare three of the most persistent causes of crises.
End each day by making a quick review of the next days meetings andobligations, documentation that will be needed, and creating a to dotomorrow list with the items listed in priority order.
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Consider that most tasks take longer to complete than youthink they will:
No matter what it is you have planned to do, experience shows that it willprobably take longer than you think it will.
If extra time is left then put that to good use by returning telephone calls or
getting a head start on other obligations.
4.Trying To Do Too Much Leaders are people who take the initiative and seek responsibility.
It is also the reason for one of those ironic situations in which the goodnews and the bad news are the same.
When you take the initiative and seek responsibility, it is easy to take on toomuch and get out of balance. So the following strategies can help you :
Write down all current and pending tasks, projects andobligations:
Make a list of commitments and prioritize them and for each entry each thequestion: What will happen if I dont do this?
Once you have eliminated obligations you dont really need to do, prioritizethe rest.
Eliminate all outside activities:
Participation in the outside activities is an excellent way to grow as a leaderand benefit your organization .However balance is the key
Certain amounts of the right types are essential, but too mucheven ofright types-can be bad for the leader.
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5. Unscheduled Visitors
People who just drop in unannounced can rob you of valuable time. The
following strategies can help minimize the time lost in your day to drop-in
visitors: Do not allow drop-in visitors during peak times:
During peak hours, it is best to tell drop-in visitors to come back at another
time when you can give them your undivided attention-unless it is very
important to attend them.
Train secretarial personnel to rescue you:
Work out an arrangement with secretarial personnel to rescue you after a
set amount of time(say 5 min) Example: Whenever a drop-in visitor has
been in your office, the secretary looks at you and says "It time for your
next meeting. This will tactfully get the drop-in visitor on his way.
Remain standing
One way to convey the message that you are busy without having to
actually say it is to remain standing when an unannounced visitor walks
into your office.
In this way we convey the message that, "I can give you a few minutes,but only a few.
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6. Poor Delegation
Some leaders find it difficult to let go of work they are
accustomed to doing themselves. Some suffer from nobodycan do it right but me "syndrome.
These two phenomenon can result in poor delegation
Task that do not require your level of expertise should be
delegated.
If Subordinates cannot perform the task satisfactorily, you haveeither a training or a human resource problem, neither of which
should be solved by refusing to delegate work.
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Personal Disorganization
One should carefully check ones desk & pending basket & get rid ofthings that are no longer pertinent
Keeping ones desk clean
Work is often stacked in the order it comes. Thus irrelevant work canbe placed on top of important work, causing the latter to go unnoticed& wastage of time going through the former. So, all incoming workshould be screened & organized according to priority before puttingthem in pending files, inbox, to-do-stack etc.
Screening & prioritizing incoming work
Different work with differing requirements should be organizedseparately in different folders, allowing one to get right at the neededwork without wasting time sorting through stacks of paperwork. E.g.Paperwork only requiring ones signature can be put in a folder namedsignature whereas paperwork which only reads reading but no otheraction can be put in a read folder.
Using categorized work files
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Inefficient Use of Technology
One should be well-acquainted with the various functions on ones regular & cellular telephone
One should learn to dictate correspondence using microcassette recorder
One should know the use of all icons on ones computer
One should be able to operate ones fax machine
One should be aware of the time-saving functions on ones copy-machine
One should know to use all features of ones electronic calendar
One should be able to do certain basic office work from ones car
Technology can help save time only with efficient usage. Without proper
knowledge and use of the technology, even the best of technologies cannot be
of any help
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Unnecessary & Inefficient
Meetings
Poor preparation, idle chit-chat, comic remarks, interruptions, coffee,goodies & social interaction, loss of focus, no agenda, no priorbackup material distribution are some of the major causes of timewastage in meetings
Understanding the cause of wasted time in meetings
At times, regularly scheduled meets continue more out of habit thanto serve any real purpose. These meets can be done away with orbe held less frequently or replaced by other forms of communication
(email, written updates)
Carefully examining regularly scheduled meetings
Brief meets called to quickly convey information to a select groupcan be held standing up
Holding impromptu meetings standing up
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Unnecessary & Inefficient
Meetings
The purpose of the meet, the start & end time, a list of agenda itemswith a responsible person for each item & relevant backup materialsshould be provided to all the participants well in advance. All participantsshould be required to read the agenda & backup material beforeattending the meeting
Preparing before meetings
The meeting should begin on time. Minutes of the last meeting to betaken up as the first item on the agenda, to follow up on assignments &commitments made during the last meeting. The meeting should stick tothe agenda without distraction. The last agenda item should becomments from the floor , enabling participants to bring up critical &
bona fide emergency issues not on the agenda, without getting themeeting sidetracked before agenda items have been disposed of.Participants cellular phones to be switched off to avoid distractions
Staying focused during meeting
Action items from the minutes of the meeting should be followed up after
allowing enough time for participants to act
Following up quickly after meetings
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Effective Execution & Self-
Discipline
Knowing oneself, ones people & ones business
Being realistic, having clear goals & priorities
Following through
Rewarding the better performers
Expanding peoples capabilities
Maintaining focus
Developing tracking systems
Timely knowledge of how implementation is going & where problemsexist, is critical
Establishing regular, formal interviews
Assigning selected responsibilities to key people & periodic status
updates in their areas of responsibility
Execution of a plan often sees unforeseen difficulties which were
overlooked during the planning stage. The following strategic leadershipbehaviors promote effective execution:-
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LESSONS OF SELFDISCIPLINE FROMSELECTED LEADERS
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Franklin D. RooseveltThrough selfdiscipline a leader can
overcome even the most challenging
obstacles between him and success
32nd president of USA served for 12years (4 terms) during WWII
Endured one of the most difficult times as
president. Was crippled by polio and led from a
wheelchair.
Faced immense day to day challengesbut never uttered a word.
Travelled round the world meetingleaders and troops at a time when therewas no special arrangements for aperson on wheelchair.
Courage, determination and calmendurance were his hallmark.
Born: January 30,
1882
Died: April 12,
1945
Presidential term:Mar 1933
Apr1945
Party: Democrati
c Party
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Born: May 29,
1917
Died: November
22, 1963
Presidential term:
Jan 1961
Nov1963
Party: Democrati
c Party
John F. KennedyThrough selfdiscipline a leader can
overcome even debilitating health problems
and do what is necessary to inspire hisfollowers to excel
Youngest American president to die in
office. He was only 46.
Projected an image of youthfulness, vigor
and vitality despite having a poor healthand debilitating injuries.
Very few new about his chronic and
incapacitating back pain. Result of an
injury that he suffered wile playing football
at Harvard. Underwent two surgeries in1955.
PT boat commander in WWII. Decorated
for courage under fire.
Dealt with the Cuban missile crisis.
Under constant public scrutiny and media
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Joined Caterpillar
1956
Chairman &
CEO: 1990
1999
MBA form MIT
Sloan School of
Management -
Class of 1971
Donald V. FitesExecution lessonHaving a good plan is
important, but effectively executing the plan is
more important. Japanese earth-moving equipment
manufacturers were pushing Americancompanies out of business.
CAT was under immense pressure.Business analysts wrote off CAT.
Thanks to the dynamic CEO - Don Fites,CAT not only survived, but took the fight tothe Japanese.
Knew his company and competition (both)in and out.
Goal outperform the Japanese in theglobal marketplace
Methods corporate restructuring,aggressive cost cutting andcomprehensive cost improvements.
Decentralized CAT. Empowered his
personnel. Effective Execution!
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THANK YOU