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Sometimes people find that they are spending a lot of their time in repetitive and uninspiring tasks when their real talents aren’t being used to the full by the organisation. Or that their time is continually wasted by others.
Whatever your situation, if you want to make changes, then you need to set objectives!
You may well be familiar with the concept of setting SMART objectives but how often do you actually do it? We cover setting SMART objectives in detail on our Time Management training course, but this short summary should prove useful as a reminder.
Remember: Before you set yourself an objective ask yourself the question:
Is this a SMART objective?
- S Specific (and stated in non-ambiguous terms)
- M Measurable (by the person who has to achieve it)
- A Achievable (and aligned with the objectives of the organisation)
- R Realistic (but challenging)
- T Time-bound (and defined in time)
An example of a normal (non-SMART) objective would be:
Our goal is to improve the way we handle customer complaints
An example of a SMART (that is, effective) objective would be:
Our goal is to handle all customer complaints efficiently and courteously within 72 hours of receiving them starting from January 2005
If your objectives are not clear, then they cannot be measured and if they cannot be measured, you will never know when you have reached them! Neither can interim monitoring and assessment take place, nor really useful follow-up action. You will end up wasting time yet again!!
Consider the objectives of your job. Invest some of your precious time in checking to see if they are SMART or rewriting them if they are not.
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Posted by Faye Binfield in Time Management Training on October 26th, 2007 | No Comments »
A key area for improving time management is delegation. When you keep a time log, you may find that many activities, which are eating into your time, should not be done by you at all!
For more in-depth coverage of delegation, we can arrange Effective Delegation Skills course with content tailored to meet your requirements.
It is important that you ask three questions in relation to each of your activities.
- What am I doing that need not be done at all?
- Which of my activities could be done by somebody else as well, if not better?
- What am I doing that wastes the time of others?
Why delegate?
Many managers see delegation as the answer to all their time management worries and almost as the quick fix we are all seeking. It isn’t!!
Successful and effective delegation involves giving a task to someone else ensuring that they know what’s expected and when it’s expected. Delegation is not the dumping of an unwanted task on unsuspecting members of staff with no instruction!
The result of effective delegation should be a saving of your own time so you can reallocate that time for more developmental tasks as well as:
- a saving of other people’s time
- developing the people you manage
- developing your competencies as a manager
See delegation as an investment of time now to save time later!
Delegation skills
- Know the strengths and limitations of your people
- Delegate responsibility not accountability
- Delegate WHOLE tasks
- Delegate in a fair way even if it means taking more time with individuals to develop skills
- Always check that an individual knows what’s expected. Be sure to be clear and specific
- Give as much responsibility as you can, making sure to take into consideration who, what, why and how
- Ensure the necessary resources are available to do the task
- Indicate that you are available for support whilst also allowing people get on with the task
- Be prepared for the fact that the task may not be carried out as you would have done it
- Give the person feedback on his/her work
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Posted by Faye Binfield in Time Management Training on October 26th, 2007 | No Comments »
Time management is a combination of MACRO and MICRO strategies:
MACRO : involved, looks more complicated, involving others, needing thought and time investment, far-reaching, bringing long term success, effective (planning, delegating, prioritising and so on)
MICRO : tips and tools, immediate results, looks easier, bringing short term success, effective
Learn in greater detail how to develop you own micro-strategies on our comprehensive 1-day Time Management Course in Brighton, Sussex.
These are the quick fix ideas that make day-to-day time management more organised and effective. You will already be using some systems. Which techniques work well for you?
Remember the three’s:
Get these three under control and you are well on your way to being organised (and saving time).
People
Others:
- Don’t have an open door policy but let people know when you will be available
- Keep interruptions short.
- Always let colleagues know where you are – ensure you have an efficient tracking system
- Only involve those in meetings who really need to be there and only for those items which involve them
- At start of meetings state objectives and time constraints clearly
- Make sure minutes of meetings record decisions, actions agreed and completed and actions outstanding.
- Use effective listening skills to summarise points made at meetings, face-to-face discussions or on phone calls.
Self:
- Don’t procrastinate – given the choice of doing it now or later do it now – time is cheaper now (when you have a choice) than later (when you don’t).
- Be clear what you want, do you really want to say “no” – say it.
- Reward yourself for doing things you don’t like doing
Papers
- Handle each piece just once reply to it, file it or destroy it
- Deal with emails at a given time each day
- Skim read to see if something is worth reading.
- Pieces of paper that you don’t need to do anything with, file in the waste paper basket.
- Destroy paper once it has reached the end of its useful life.
- Take fewer and better notes.
- Log your time on the phone, – see how long you spend.
- Limit the time you spend answering emails.
- Organise your papers; for example, different coloured folders for different projects
Planning
- Take quiet time to review your day at the start and at the end of the day.
- Work from a clear and tidy desk
- Set yourself achievable goals and monitor them.
- Do one single job at a time: don’t break off or give in to interruptions.
- Plan your telephone calls and your email reading – do all in one period of the day
- Make regular and frequent backups of your own computer data.
- Eliminate multiple copies of files from you discs – keep your computer files well-organised
- Use directory structures or folders on your PC.
- Record all actions – what is to be done, when by whom
- Start meetings strictly on time
- Limit time strictly – stick to your time commitment
- Circulate minutes of meetings as soon as possible after the end of the meeting. Write first draft within 24 hours – at least.
- Write to do lists
- Have a time plan on your wall so you can see immediately your commitments for the next month
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Posted by Faye Binfield in Time Management Training on October 26th, 2007 | No Comments »
We offer a complete range of Six Sigma Management Training Courses in Brighton, Sussex.
The benefits of the Six Sigma Management system are:
- process flows are improved
- defects are reduced
- communication is Improved as the whole organisation works towards common goals
- cycle times are reduced
- customer satisfaction improved
- employee satisfaction improved
- productivity is increased
- capacity and output are improved
- quality is improved
- reliability of products and processes are improved
- unit costs decreased
- designs improved
- time to market is quicker
- better delivery time
Six Sigma enables organisations to become more effective and efficient. Organisations using the Six Sigma Management System improve their processes, efficiency, products, services and customer experience.
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Posted by Aaron Charlie in Six Sigma Training on June 26th, 2008 | No Comments »
We offer a comprehensive range of Six Sigma Courses in Brighton, Sussex.
Roles in a Six Sigma Organisation
The success of the Six Sigma management process is dependant on senior executives, master black belts, black belts, and Six Sigma green belts working towards the same goals and understanding and implementing the process throughout the organisation.
A senior executive should bring the whole organisation into alignment and instigate changes necessary for Six Sigma’s ultimate success. The most successful Six Sigma projects all share in common clear, and committed leadership from top management. Six Sigma processes initiated at lower levels may show benefits but not dramatic and sustainable changes.
Managers who have been trained as Six Sigma Champions have a vital role to play in conducting and implementing Six Sigma projects. Champions will work closely with the executive committee including the assigned Six Sigma black belt and the master black belt.
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Posted by Aaron Charlie in Six Sigma Training on October 12th, 2007 | No Comments »
Six Sigma Black Belts are usually full-time change agents and lead by making improvements to processes across multiple Six Sigma projects. He or she will be in charge of a team of Green Belts and will be mentored by a Master Black Belt.
To attain Six Sigma Black Belt level, we recommend that you first take Six Sigma Green Belt training, and then run at least one project at this level. If you are required to go on to Black Belt level, you can then take a Six Sigma Black Belt Conversion training course in Brighton, Sussex.
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Posted by Aaron Charlie in Six Sigma Training on October 12th, 2007 | 1 Comment »
We provide a comprehensive 5-day Green Belt Course in Brighton, Sussex.
Six Sigma Green Belts usually work on large projects part-time. In many successful Six Sigma Organisations most of their managers have been trained to Six Sigma Green Belt level. In complicated Six Sigma projects, Green Belts work closely with the project SIx Sigma Black Belt to keep the team functioning together and monitor progression through the Six Sigma project.
Simpler projects may be lead by Six Sigma Green Belts and it is their responsibility to:
- Create or refine a project charter
- Discuss the project charter with the project champion
- Select project team members
- Liaise with the champion, master black belt, black belt, and process
- Facilitate the team through all phases of the project.
- Schedule meetings
- Coordinate logistics.
- Analyse data
- Train team members
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Posted by Aaron Charlie in Six Sigma Training on October 12th, 2007 | 1 Comment »
The DMAIC model is the foundation of all Six Sigma projects.
DMAIC is an acronym for:
View our full range of Six Sigma Courses in Brighton, Sussex.
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Posted by Aaron Charlie in Six Sigma Training on June 26th, 2008 | No Comments »
