3 Put first things first

The time management matrix

 

Urgent Non-urgent
Important

I

Activities

  • Crises
  • Pressing problems
  • Deadline-driven projects

Results

  • Stress
  • Burnout
  • Crisis management
  • Always putting out fires

II

Activities

  • Prevention, PC activities
  • Relationship building
  • Recognising new opportunities
  • Planning
  • Recreation

Results

  • Vision, perspective
  • Balance
  • Discipline
  • Control
  • Few crises
Not important

III

Activities

  • Interruptions
  • Some calls, mail, reports, meetings
  • Popular activities

Results

  • Short term focus
  • Crisis management
  • Reputation-chameleon character
  • Sees goals and plans as worthless
  • Feels victimised, out of control
  • Shallow or broken relationships
  • Total irresponsibility
  • Fired from jobs
  • Dependent  on others or institutions for basics

IV

Activities

  • Trivia
  • Some calls, mail
  • Time wasters
  • Pleasant activities

Results

  • Total irresponsibility
  • Fired from jobs
  • Dependent  on others or institutions for basics

Criteria for a quadrant II planning tool

  • Coherence between vision and mission
  • Balance
  • Quadrant II focus
  • Effectiveness when dealing with people, efficiency when dealing with things
  • Flexibility
  • Portability

Becoming a quadrant II self-manager

  • Identify roles
  • Select goals
  • Schedule weekly
  • Daily adaptability

Stewardship delegation

  • Focus on results instead of methods
  • Needs mutual understanding and commitment regarding expectations in 5 areas
    1. Desired results
    2. Guidance
    3. Resources
    4. Accountability
    5. Consequences

Paradigms of interdependence

The emotional bank account

Deposits

  • Understanding the individual
  • Attending to the little things
  • Keeping commitments
  • Clarifying expectations
  • Showing personal integrity
  • Apologising sincerely when you make a withdrawal

Every P problem is a PC opportunity

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