Time management principle 40

Time management principle 40

1. Expected. Activities that are prepared in advance are generally more effective than activities that are remedy afterwards. The small hole does not make up, the big hole suffers. The best way to avoid accidents is to anticipate those unexpected incidents and develop emergency measures for them. We assume that if things go wrong, they cannot be avoided.

2. Unrealistic time budget. Managers tend to be optimistic about the time required to complete the task. They also often want others to be able to complete tasks faster than they actually are. So with Murphy's second law: "Everything is done more time than originally thought." It can be seen that managers are easy to accept and expect others to make unrealistic time budgets.

3. The possibility of realization. The likelihood of an expected event is directly accompanied by an effort to implement it.

4. Emergency mission autocracy. Managers are often in a state where emergency tasks and important tasks are squeezed together. Urgent tasks require immediate action, leaving them with no time to consider important tasks. Managers are so unknowingly swayed by emergency missions and endured the endless pressure of time, which makes them eager to see the more serious long-term consequences of holding important tasks.

5. Crisis management. Managers tend to underestimate problems, misunderstand the complexity of the problem, or react to all problems in an overreaction, as if they are in crisis. This tendency toward crisis management and firefighting work often creates excessive anxiety, weakens judgment, leads to hasty decisions and wastes time and effort.

6. Choose to ignore. Responses to a variety of issues and needs are realistic and subject to the needs of the situation. Some problems disappear if you ignore them. By selectively ignoring problems that can be solved by yourself, a lot of time and effort can be saved for more useful work.

7, the plan. Most of the problems are caused by actions that have not been carefully considered. Every hour spent in developing an effective plan can save 3-4 hours in the implementation of the project, and will get better results. If you don't plan seriously, then you are actually planning to fail.

8, daily plans. The daily plan is essential for the effective use of the individual's time. It should be developed on the afternoon of the previous day or at the beginning of the day and is consistent with recent goals and activities.

9, mobility. The degree of personal time should be motivated to cope with the power that individuals cannot control. In short, the schedule should not be too full, and not too loose.

10. Problem analysis. Without distinguishing the causes and phenomena of the problem, the result will inevitably lose the substantive problem, and the energy and time will be spent on the surface.

11, choose the room. In any given case, it should be possible to provide some feasible solutions to choose from, otherwise it will reduce the possibility of choosing the most effective direction of action.

12. Hesitating. When managers need to make decisions, many managers are undecided for no reason. They are uncertain or refuse to make decisions. Judging indefinitely should also be seen as a decision-making – determined not to solve the problem.

13, the goal. More effective outcomes are generally achieved through deliberate pursuit of a given goal rather than an opportunity. The basic concept of goal management comes from this proven principle.

14. Priorities. Time budgeting or allocation of tasks should be prioritized. The difference is that the amount of time spent by many managers is often countered by the importance of their tasks.

15. The last time limit. By setting a deadline and self-discipline, you can help managers overcome indecisiveness, hesitation, and delays.

16. Concentration. In an organized effort, a few critical efforts often produce the vast majority of results. This principle is also known as the Palerto principle, the 20/80 law. Effective managers always focus their efforts on “key minority activities” that produce significant results.

17. Equal distribution. No one has enough time, but everyone has their own time. This is the famous "time paradox." Time is a resource that is equally allocated to everyone.

18, the feeling of error. The manager's time is rarely spent on where he wants to spend. This idea tricks the owner of time and makes him mistakenly believe that his time is being used where it should be used, not where it is actually used.

19. The necessity of time analysis. Daily activity records last at least 1 week and are written once every 15 minutes, which is necessary as a basis for effective time analysis. This activity should be repeated at least once every six months to avoid a poor time management.

20. Performance and efficiency. If you perform the wrong task, or put the task at the wrong time, and no purpose action, no matter how efficient, it will eventually lead to invalid results. Efficiency can be understood as doing the job correctly. Performance can be understood as doing the right job correctly. The so-called effective activity means to use the least resources, including time, to get the most effect.

21. Activities and effects. Managers tend to ignore goals or forget the expected results, while focusing on the activities. Being busy all day long has gradually become their goal. These managers tend to be active rather than effect. They are not going to dominate their work, but they are often dominated by work. They mistake the motive for achievement and misuse the activity.

22, the best results. Get the most out of your efforts with minimal effort, which is the best result.

23. Procrastination. Decisions that should be made immediately are postponed, and actions that should be taken are postponed repeatedly. Over time, they develop a habit of procrastination, making you lose time. Missing opportunities. Increasing the pressure of the last time limit and generating various crises.

24. Complete subordinate work. Managers should authorize the simultaneous assignment of responsibilities and powers required to complete a “complete mission”. This saves time and allows you to do more work on your own; it also makes workers in your own country more willing to accept the assigned work and improve the effectiveness of the entire organization.

25, used to. Managers often become victims of their own habits. They tend to follow the old habits of the organizations they manage. It is very difficult to break these deep-rooted old habits and require constant self-disciplined training.

26. Work expansion. Work is easy to expand to take advantage of all the time available.

27. Implementation and continuity. Implementing a time plan to make it continuous is the necessary foundation for effective time management every day.

28. Accept. Managers should have the courage to change things that can be changed... I am willing to follow things that cannot be changed... seek wisdom to know different things.

29. Authorization. The decision-making power should be given the lowest possible level of ability to make accurate judgments and facilitate access to relevant facts.

30, turn in the problem. Managers often like their subordinates to rely on them to solve problems, which unwittingly encourages subordinates to turn over issues, which unwittingly encourages subordinates to turn over the issue. The reason for this may be to unconsciously teach subordinates: the result of "doing nothing without my consent."

31. Routine business. All routines that have little value to the target should be given a merger, cancellation, authorization or reduction to the lowest possible extent. Managers should free themselves from unnecessary trivialities and selectively ignore unnecessary materials.

32. Merger. When scheduling work hours, similar work should be concentrated to eliminate repetitive activities and try to reduce interruptions, such as calls and calls. Doing so will make economical use of resources, including personal time and effort.

33, feedback. Regular feedback on the implementation of the target is a prerequisite for ensuring the smooth progress of the project. The progress report should identify the various issues in order to correct them in a timely manner.

34. Exception management. Only when there is a large deviation in the actual results of the implementation plan should the report be reported to the supervisor so that he can stay in time and ability. Related to the concept of "exceptional management" is the concept of "no need to understand" that refuses to intervene except for the basic facts.

35. Interrupt control. Regardless of any activity, you should try to reduce the number of interruptions, impact and duration to a minimum.

36. Plan to avoid. Managers must try to arrange some uninterrupted, concentrated working hours. “Closed Doors”. The Secretary’s blocking of calls and unexpected visitors. And a hidden place of work is the three most effective ways to get this valuable time. The misconception that managers should be "easy to approach" has led many to develop the habit of "always opening the door." They opened the door to the office as if they were constantly inviting passersby and corridor rovers to visit.

37. Visibility. The things you are going to do are visible and improve the reliability of your goals. You can't do what you can't remember. This visibility control principle exists in many time management methods, such as the economic laboratory's plan table, the workday timing bag and the schedule on the desk, and the engineering control chart.

38, time is clear. Simple and clear. Clear language is the guarantee of correct understanding and time saving.

39, concise. The simplicity of the text and plot can save time and promote understanding.

40. Management needs. Time is the most important resource of all management resources and cannot be replaced or remedied. As Ben Franklin pointed out: "Your time is running out, and your mission is over." Effective ability cannot be managed.