TimeManagementTalk

nullTime ManagementTime ManagementRandy Pausch Carnegie Mellon University http://www.randypausch.comAt this talk you will learn to:At this talk you will learn to:Clarify your goals and achieve them Handle people and projects that waste your time Be involved in better delegation Work more efficiently with your boss/advisor Learn specific skills and tools to save you time Overcome stress and procrastination = really important pointnullRemember that time is money Ben Franklin, 1748 Advice to a young tradesmanIntroductionIntroductionTime must be explicitly managed, just like money Much of this won’t make sense until later (too late?): that’s why this is on the WWW Faculty vs. Grad Students vs. Undergrads Lightning pace, heavy on techniquesOutlineOutlineWhy is Time Management Important? Goals, Priorities, and Planning TO DO Lists Desks, paperwork, telephones Scheduling Yourself Delegation Meetings Technology General AdviceOne Good Thief is Worth Ten Good Scholars: One Good Thief is Worth Ten Good Scholars: Time Management for Teachers, Cathy Collins, 1987 Career Track Seminar: Taking control of Your Work Day 1990Why Time Management is ImportantWhy Time Management is Important“The Time Famine” Bad time management = stress This is life adviceThe Problem is SevereThe Problem is SevereBy some estimates, people waste about 2 hours per day. Signs of time wasting: Messy desk and cluttered (or no) files Can’t find things Miss appointments, need to reschedule them late and/or unprepared for meetings Volunteer to do things other people should do Tired/unable to concentrateHear me Now, Believe me LaterHear me Now, Believe me LaterBeing successful doesn’t make you manage your time well. Managing your time well makes you successful.Goals, Priorities, and PlanningGoals, Priorities, and PlanningWhy am I doing this? What is the goal? Why will I succeed? What happens if I chose not to do it?The 80/20 RuleThe 80/20 RuleCritical few and the trivial many Having the courage of your convictions Good judgment comes from experience Experiences comes from bad judgmentInspirationInspiration“If you can dream it, you can do it” Walt Disney Disneyland was built in 366 days, from ground-breaking to first day open to the public.PlanningPlanningFailing to plan is planning to fail Plan Each Day, Each Week, Each Semester You can always change your plan, but only once you have one!TO Do ListsTO Do ListsBreak things down into small steps Like a child cleaning his/her room Do the ugliest thing firstThe four-quadrant TO DO ListThe four-quadrant TO DO List ImportantNot ImportantDue SoonNot Due SoonnullPaperworkPaperworkClutter is death; it leads to thrashing. Keep desk clear: focus on one thing at a time A good file system is essential Touch each piece of paper once Touch each piece of email once; your inbox is not your TODO listnullMy DesknullnullnullnullnullnullnullnullSpeaker phone: hands are free to do something else; stress reduction when I’m on hold.TelephoneTelephoneKeep calls short; stand during call Start by announcing goals for the call Don’t put your feet up Have something in view that you’re waiting to get to next TelephoneTelephoneWhen done, get off: “I have students waiting” If necessary, hang up while you’re talking Group outgoing calls: just before lunch and 5pmnullnullnullnullnullnullnullnullReading PileReading PileOnly read something if you’ll be fired for not reading it Note that this refers to periodicals and routine reading, which is different than a research digOffice LogisticsOffice LogisticsMake your office comfortable for you, and optionally comfortable for others No soft comfortable chairs! I have folding chairs, some people cut off front legs Scheduling YourselfScheduling YourselfYou don’t find time for important things, you make it Everything you do is an opportunity cost Learn to say “No”Learn to say “No”Learn to say “No”Will this help me get tenure? Will this help me get my masters? Will this help me get my Ph.D? Keep “help me” broadly definedGentle No’sGentle No’s“I’ll do it if nobody else steps forward” or “I’ll be your deep fall back,” but you have to keep searching. Moving parties in grad school…Everyone has Good and Bad TimesEveryone has Good and Bad TimesFind your creative/thinking time. Defend it ruthlessly, spend it alone, maybe at home. Find your dead time. Schedule meetings, phone calls, and mundane stuff during it.InterruptionsInterruptions6-9 minutes, 4-5 minute recovery – five interruptions shoots an hour You must reduce frequency and length of interruptions (turn phone calls into email) Blurting: save-ups E-mail noise on new mail is an interruption -> TURN IT OFF!!Cutting Things ShortCutting Things Short“I’m in the middle of something now…” Start with “I only have 5 minutes” – you can always extend this Stand up, stroll to the door, complement, thank, shake hands Clock-watching; on wall behind themTime JournalsTime JournalsIt’s amazing what you learn! Monitor yourself in 15 minute increments for between 3 days and two weeks. Update every ½ hour: not at end of daynullnullnullFred Brooks’ Time ClocksnullnullUsing Time Journal DataUsing Time Journal DataWhat am I doing that doesn’t really need to be done? What am I doing that could be done by someone else? What am I doing that could be done more efficiently? What do I do that wastes others’ time?ProcrastinationProcrastination“Procrastination is the thief of time” Edward Young Night Thoughts, 1742Balancing ActBalancing Act“Work expands so as to fill the time available for its completion” Parkinson’s Law Cyril Parkinson, 1957Avoiding ProcrastinationAvoiding ProcrastinationDoing things at the last minute is much more expensive than just before the last minute Deadlines are really important: establish them yourself!Comfort ZonesComfort ZonesIdentify why you aren’t enthusiastic Fear of embarrassment Fear of failure? Get a spine!Quit Making Excuses…Quit Making Excuses…DelegationDelegationNo one is an island You can accomplish a lot more with help Most delegation in your life is from faculty to graduate studentDelegation is not dumpingDelegation is not dumpingGrant authority with responsibility. Concrete goal, deadline, and consequences. Treat your people well Grad students and secretaries are a faculty member’s lifeline; they should be treated well!Challenge PeopleChallenge PeoplePeople rise to the challenge: You should delegate “until they complain” Communication Must Be Clear: “Get it in writing” – Judge Wapner Give objectives, not procedures Tell the relative importance of this taskSociologySociologyBeware upward delegation! Reinforce behavior you want repeated Ignorance is your friend – I do not know how to run the photocopier or the fax machineMeetingsMeetingsAverage executive: > 40% of time Lock the door, unplug the phone Maximum of 1 hour Prepare: there must be an agenda 1 minute minutes: an efficient way to keep track of decisions made in a meeting: who is responsible for what by when?TechnologyTechnology“Computers are faster but they take longer” --Janitor, UCF Secretaries are better than answering machines; where are the costs & benefits of a technology? (transcription)TechnologyTechnologyLaptop computer (and docking station) You can scavenge time & work anywhere At CMU, you still have internet access one machine in your life is the right number WWW; only do things once (post them) Google (now with image search!) ACM Digital Library (I haven’t been in the library in over five years)Randy’s Magic E-Mail TipsRandy’s Magic E-Mail TipsSave all of it; no exceptions If you want somebody to do something, make them the only recipient. Otherwise, you have diffusion of responsibility. Give a concrete request/task and a deadline. If you really want somebody to do something, CC someone powerful. Nagging is okay; if someone doesn’t respond in 48 hours, they’ll probably never respond. (True for phone as well as email).Care and Feeding of AdvisorsCare and Feeding of AdvisorsGet a day timer or PDA Write things down When’s our next meeting? What’s my goal to have done by then? Who to turn to for help? Remember: advisors want results !Time Management AdviceCare and Feeding of AdvisorsCare and Feeding of AdvisorsThey know more than you do They care about you They didn’t get where they are by their social skills -> take the initiative in talking with them! Life AdviceGeneral Advice: VacationsGeneral Advice: VacationsPhone callers should get two options: If this can’t wait, contact John Smith at 555-1212 Otherwise please call back June 1 This works for Email too! Vacations should be vacations. It’s not a vacation if you’re reading email Story of my honeymoon…General AdviceGeneral AdviceKill your television (how badly do you want tenure or your degree?) Turn money into time – especially important for people with kids or other family commitments Eat and sleep and exercise. Above all else!General AdviceGeneral AdviceNever break a promise, but re-negotiate them if need be. If you haven’t got time to do it right, you don’t have time to do it wrong. Recognize that most things are pass/fail. Feedback loops: ask in confidence.Recommended ReadingsRecommended ReadingsThe One Minute Manager, Kenneth Blanchard and Spencer Johnson, Berkeley Books, 1981, ISBN 0-425-09847-8 The Seven Habits of Highly Effective People, Stephen Covey, Simon & Schuster, 1989, ISBN 0-671-70863-5 Action ItemsAction ItemsGet a day-timer (or PDA) if you don’t already have one Start keeping your TODO list in four-quadrant form or ordered by priorities (not due dates) Do a time journal, or at least record number of hours of television/week Make a note in your day-timer to revisit this talk in 30 days (www.randypausch.com). At that time, ask yourself “What behaviors have I changed?”Time ManagementTime ManagementRandy Pausch Carnegie Mellon University http://www.randypausch.comnullAppendix: Stephen Covey’s “Seven Habits” Advice I have for working in groups. The Seven HabitsThe Seven HabitsFrom “The Seven Habits of Highly Effective People: Restoring the Character Ethic” by Stephen R. Covey, Simon and Schuster, 1989 BE PROACTIVE: Between stimulus and response in human beings lies the power to choose. Productivity, then, means that we are solely responsible for what happens in our lives. No fair blaming anyone or anything else. BEGIN WITH THE END IN MIND: Imagine your funeral and listen to what you would like the eulogist to say about you. This should reveal exactly what matters most to you in your life. Use this frame of reference to make all your day-to-day decisions so that you are working toward your most meaningful life goals. The Seven HabitsThe Seven HabitsFrom “The Seven Habits of Highly Effective People: Restoring the Character Ethic” by Stephen R. Covey, Simon and Schuster, 1989 PUT FIRST THINGS FIRST. To manage our lives effectively, we must keep our mission in mind, understand what’s important as well as urgent, and maintain a balance between what we produce each day and our ability to produce in the future. Think of the former as putting out fires and the latter as personal development. THINK WIN/WIN. Agreements or solutions among people can be mutually beneficial if all parties cooperate and begin with a belief in the “third alternative”: a better way that hasn’t been thought of yet.The Seven HabitsThe Seven HabitsFrom “The Seven Habits of Highly Effective People: Restoring the Character Ethic” by Stephen R. Covey, Simon and Schuster, 1989 SEEK FIRST OT BE UNDERSTANDING, THEN TO BE UNDERSTOOD. Most people don’t listen. Not really. They listen long enough to devise a solution to the speaker’s problem or a rejoinder to what’s being said. Then they dive into the conversation. You’ll be more effective in you relationships with people if you sincerely try to understand them fully before you try to make them understand your point of viewSeven HabitsSeven HabitsFrom “The Seven Habits of Highly Effective People: Restoring the Character Ethic” by Stephen R. Covey, Simon and Schuster, 1989 SYNERGIZE. Just what it sound like. The whole is greater than the sum of its parts. In practice, this means you must use “creative cooperation” in social interactions. Value differences because it is often the clash between them that leads to creative solutions. Seven HabitsSeven HabitsFrom “The Seven Habits of Highly Effective People: Restoring the Character Ethic” by Stephen R. Covey, Simon and Schuster, 1989 SHARPEN THE SAW. This is the habit of self-renewal, which has four elements. The first is mental, which includes reading, visualizing, planning and writing. The second is spiritual, which means value clarification and commitment, study and meditation. Third is social/emotional, which stress management includes service, empathy, synergy and intrinsic security. Finally, the physical includes exercise, nutrition and stress management. Tips for Working in GroupsTips for Working in GroupsBy Randy Pausch, for the Building Virtual Worlds course at Carnegie Mellon, Spring 1998 Meet people properly. It all starts with the introduction. Then, exchange contact information, and make sure you know how to pronounce everyone’s names. Exchange phone #s, and find out what hours are acceptable to call during. Find things you have in common. You can almost always find something in common with another person, and starting from that baseline, it’s much easier to then address issues where you have difference. This is why cities like professional sports teams, which are socially galvanizing forces that cut across boundaries of race and wealth. If nothing else, you probably have in common things like the weather. Tips for Working in GroupsTips for Working in GroupsBy Randy Pausch, for the Building Virtual Worlds course at Carnegie Mellon, Spring 1998 Make meeting conditions good. Have a large surface to write on, make sure the room is quiet and warm enough, and that there aren’t lots of distractions. Make sure no one is hungry, cold, or tired. Meet over a meal if you can; food softens a meeting. That’s why they “do lunch” in Hollywood Let everyone talk. Even if you think what they’re said is stupid. Cutting someone off is rude, and not worth whatever small time gain you might make. Don’t finish someone’s sentences for him or her; they can do that for themselves. And remember: talking louder or faster doesn’t make your idea any better.Tips for Working in GroupsTips for Working in GroupsBy Randy Pausch, for the Building Virtual Worlds course at Carnegie Mellon, Spring 1998 Check your egos at the door. When you discuss ideas, immediately label them and write them down. The labels should be descriptive of the idea, not the originator: “the troll bridge story,” not “Jane’s story.” Praise each other. Find something nice to say, even if it’s a stretch. Even the worst of ideas has a silver lining inside it, if you just look hard enough. Focus on the good, praise it, and then raise any objections or concerns you have about the rest of it. Tips for Working in GroupsTips for Working in GroupsBy Randy Pausch, for the Building Virtual Worlds course at Carnegie Mellon, Spring 1998 Put if in writing. Always write down who is responsible for what, by when. Be concrete. Arrange meetings by email, and establish accountability. Never assume that someone’s roommate will deliver a phone message. Also, remember that “politics is when you have more than 2 people” – with that in mind, always CC (carbon copy) any piece of email within the group, or to me, to all members of the group. This rule should never be violated; don’t try to guess what your group mates might or might not want to hear about. Be open and honest. Talk with your group members if there’s a problem, and talk with me if you think you need help. The whole point of this course is that it’s tough to work across cultures. If we all go into it knowing that’s an issue, we should be comfortable discussing problems when they arise – after all, that’s what this course is really about. Be forgiving when people make mistakes, but don’t be afraid to raise the issues when they come up. Tips for Working in GroupsTips for Working in GroupsBy Randy Pausch, for the Building Virtual Worlds course at Carnegie Mellon, Spring 1998 Avoid conflict at all costs. When stress occurs and tempers flare, take a short break. Clear your heads, apologize, and take another stab at it. Apologize for upsetting your peers, even if you think someone else was primarily at fault; the goal is to work together, not start a legal battle over whose transgressions were worse. It takes two to have an argument, so be the peacemaker. Phrase alternatives as questions. Instead of “I think we should do A, not B,” try “What if we did A, instead of B?” That allows people to offer comments, rather than defend one choice.