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Take the 7-Week Time-Management Challenge

Take the 7-Week Time-Management Challenge

I have taught time management for over 14 years. I could argue my training is great. In earnest, it is probably just equal to other good trainers, the main difference being that I teach people to build their own system and to not use mine or the time-management gurus’, because we are all individuals. This led to a breakthrough for me on time management.

Making a Breakthrough in Time Management After Time-Management Training for 14 Years

Recently, I have stumbled on something that is a game changer in time management. It’s not mine. It’s not anyone’s. It feels a bit like how the internet grew: one piece at a time until it all came together.

This information just needed to be brought together. Most time-management tips, lessons and tricks, are about discipline, focus, or small pieces, like writing a daily to-do list, but at the heart of an effective time-management system are seven fundamental game-changing pieces. Get these right and the whole system just works, like the story of the internet.

If you can master these seven pieces, you will significantly upgrade your time-management system. Let’s be positive and call them hurdles, because when you start to jump them, the race to be a better time manager has begun. Find out more about each hurdle below.

Time Management Hurdles

    To Jump Each Hurdle Is Only One Exercise per Week for 30 Minutes

    Jumping these seven hurdles will significantly upgrade your time-management system.

    You can’t do part of it. You can’t do one hurdle. You can’t do a bit and come back to it. It’s take the challenge, do the race, or don’t.

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    My advice? Decide why you are going to spend 30 minutes per week doing these exercises. This is because when you need to “choose left or right” (deciding to do this or do something else), you need a compelling reason why. The answer cannot be “to be a better time manager.” To achieve that goal, find one easy and simple time-management tip on the web, e.g. start each task on your to do list with a verb. Job done. We know from Edwin Locke’s work on goal setting that challenging and specific goals work best.

    This goal setting requires some reflection. Decide why. What problem will it solve? Will it help you get home one night on time? Is the goal to be more calm, more in control?

    Then the goal is to hear people in the office unprompted saying, “He’s more calm/She seems much more in control.” Write your reason, your goal, on a sheet of paper and keep this close to you. Remember goals need to pack the three Ps, as Muhammad Ali did — “I am the Greatest” — Present, Positive, and Personal. For example, “I am much more in control. People have said so unprompted,” or “I am working on my big projects and my boss has noticed and commented positively to me.”

    Now it’s time to take the 7-Week Time-Management Challenge.

    Week 1 — Jumping the Capturing Hurdle

    How much do you capture of what comes into your world, and into your head?

    Jumping the “Capturing” hurdle is about being able to grab any time demand that comes into your world. The more obvious is your email inbox. The less obvious is capturing stuff that you think of when you are driving.

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    • Using a clean sheet of paper, write ALL the capture points (entry points) of your time-management system that you currently have. For example, email inbox, phone calls, and meetings.
    • If you have too many, delete one. For example, you have multiple notepads doing a similar job.
    • If you don’t have enough, for example, you are still relying on your memory in the car, in meetings, in corridor conversations, add one.

    Week 2 — Jumping the Listing Hurdle

    How well do you get things out of your head and onto a list?

    Jumping the “Listing” hurdle is about getting stuff out of your head and onto a list. “The most successful people are the ones with the emptiest heads.” Leaving room for thinking, decision making, and problem solving, not for remembering (storage).

    • Using a clean sheet of paper, write down ALL the lists that you currently have. For example a daily to-do list.
    • If you have too many lists remove one. Particularly the lists that you do not trust. For example, the Outlook reminders list.
    • If you don’t have all of the following lists, add one; particularly the daily to do list (not a stream of actions), or the call list, project list, waiting for list, weekly list, monthly list, or a some day maybe list.

    Week 3 — Jumping the Emptying Hurdle

    How good you are at emptying those capture points?

    Jumping the “Emptying” hurdle is a little like emptying the dishwasher. If you don’t, then it just builds up until you cannot see the dishes for the kitchen sink and then you have to load the dishwasher and wash-up what’s left. Emptying frequently and appropriately is key.

    • Using your list of “Capture Points” that you created in Week 1 decide when you will empty each one of your capture points. Add a column two. For example your email inbox will be assessed once an hour for 15 minutes, or after each major piece of work. Not continuously.
    • Add a column three and identify a trigger for each capture points that will help you to create the habit. The best way to form a habit is to “piggy back” another habit. For example, when I broke my foot, I had to do exercises everyday for 5 minutes. I piggybacked brushing my teeth. Your example might be emptying your in-tray once a day as you log off from work or with each cup of coffee.
    • Read this short post to help you, “Say Yes Wisely” because most people struggle to say ‘No’, which drains their time hugely. Use this learning to say, “No” to at least one task this week and each week from here on in.

    Week 4 — Jumping the Deleting Hurdle

    How much you ask yourself the right question: “What is the impact if I don’t do this?”

    Jumping the “Deleting” hurdle is about getting rid of more of the time demands that enter our world. Plus, it is about not accepting every time demand. Being clear on what we are here to achieve and eliminating more of what does not achieve that.

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    • Understanding how to use advanced search is the key to finding emails quickly. Learn how to use advanced search.
    • Unsubscribe from a minimum of four external email lists that you are on and that you do not use. And unsubscribe from a minimum of three internal distribution lists that you are on.
    • Commit from this week to dealing with copied-in emails more quickly. Do this with the ABC tool: A. A CC email?, B. Briefly read it, and C. Clear it. Delete, unless you reply, but this must be by exception.

    Week 5 — Jumping the Storing Hurdle

    How effective you at storing the right information in the right places for later?

    Jumping the “Storing” hurdle is about having the right information where you need it, when you need it, and keeping it easily accessible, a little like the documents at home. For example, the house insurance: is it in a big pile of important stuff? Or the next business trip tickets — where are they kept?

    • Using a clean sheet of paper, write down ALL the storage points that you currently have. For example, the wall by your desk is a storage point and your “day notebook” and your desk.
    • If you have too many storage points remove one. Maybe you don’t use or rely on the reading pile storage point. Decide how you will manage now that this storage point has been removed (Combine with another storage point?). If you don’t have all of the following storage points, add one; especially for physical documents (e.g tickets), and then consider books to read, websites to refer back to, or papers to read, book shelf, reference folder, tickets, or tickler file.
    • Identify for each storage point the frequency and the trigger and add these in as columns to your list of storage points above.

    Week 6 — Jumping the Scheduling Hurdle

    How great do you schedule, beyond using your diary just for meetings?

    Jumping the “Scheduling” hurdle is about having one diary and using it for more than just booking meetings. Scheduling important work on big tasks that we shy away from because they are big frogs.

    This is the toughest hurdle. Maybe the highest. Some fail here.

    • Identify why you are on the payroll. This is your “Key Result Area (KRA).” Here’s some help — it is not the long list of stuff, from managing clients, to meetings, to presenting, dealing with queries, managing your team, etc. It is one to three things. In a commercial company, your reason for being on the payroll will be to increase sales and profit. For sales people, it is easier; they have a budget. This is their KRA. For others, it will take a little thought to identify a few measurable things that you do that proves that you are worth your salary. For example, for a waiter it might be the TripAdvisor scores.
    • Identify the three projects/large chunks of work that will have the biggest impact on the reason you are on the payroll/KRA’s.
    • Get “stealth mode.” Find a way to get away. Book a meeting room, work from home, or close the door. Whatever you can do to be in stealth. Schedule into your diary 90 minutes next week, and a recurring appointment where you will do only those projects in that time.

    Week 7 — Jumping the Acting Hurdle

    How awesome you are at choosing left or right?

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    Jumping the “Acting” hurdle is the key one. It is why you are paid to do what you do. This is where decisions are made: choosing left or right a thousand times a day, knowing what you are worth. Divide your salary by 2,000. This is your hourly worth. Don’t do stuff that is worth less than this value per hour.

    • Decide on the length of your “short amount of time.” The “Do It Now!” piece of time. It might be 5 minutes, 4 minutes, or 3 minutes. The difference might not be much, but you decide what it is. For every time demand/task that comes into your system, do it now if it can be done in less than your short amount of time. Commit to this. Do not kid yourself that you can do a task in the short amount of time and still be doing it 20 minutes later. This is because your brain will soon know what you are doing and stop you doing it.
    • For longer amounts of “doing” time, learn the Pomodoro technique (2.2 minute video) to help you focus and use it once per week. Maybe during your scheduled project work.
    • Place the reason you decided that you are on the payroll (KRA/’s) in Week 6 in a place that will disrupt your behavior. For example, a post-it note on your laptop/screensaver/desktop image. Not on the wall because we go blind to what is on the wall — “Corporate wallpaper.”

    Pulling It All Together

    This is how the seven pieces of an effective time management system fit together:

    Time Management Hurdles Overview
      Finished the Race? Congratulations!

      Excellent news. You did it. You jumped all seven hurdles and nailed the 7-Week Time-Management Challenge.

      You now have a significantly upgraded time-management system. To download the whitepaper, “Take the 7 Week Time-Management Challenge,” with tables to complete and more advanced exercises, check out my bio.

      Featured photo credit: Viktor Hanacek via picjumbo.com

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      Darren A. Smith

      Founder of Making Business Matter - Training Provider to the UK Grocery Industry

      The Reason Why You File Emails is Not What You Think 3 Tips to Organise Your Dropbox Folders The Ultimate Guide to HBDI – Herrmann Brain Dominance Instrument Infographic 14 Time Management Templates to Help You Get Organised Man about to run Take the 7-Week Time-Management Challenge

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      Last Updated on September 30, 2019

      How To Write Effective Meeting Minutes (with Examples)

      How To Write Effective Meeting Minutes (with Examples)

      Minutes are a written record of a board, company, or organizational meeting. Meeting minutes are considered a legal document, so when writing them, strive for clarity and consistency of tone.

      Because minutes are a permanent record of the meeting, be sure to proofread them well before sending. It is a good idea to run them by a supervisor or seasoned attendee to make sure statements and information are accurately captured.

      The best meeting minutes takers are careful listeners, quick typists, and are adequately familiar with the meeting topics and attendees. The note taker must have a firm enough grasp of the subject matter to be able to separate the important points from the noise in what can be long, drawn-out discussions. And, importantly, the note taker should not simultaneously lead and take notes. (If you’re ever asked to do so, decline.)

      Following, are some step-by-step hints to effectively write meeting minutes:

      1. Develop an Agenda

      Work with the Chairperson or Board President to develop a detailed agenda.

      Meetings occur for a reason, and the issues to be addressed and decided upon need to be listed to alert attendees. Work with the convener to draft an agenda that assigns times to each topic to keep the meeting moving and to make sure the group has enough time to consider all items.

      The agenda will serve as your outline for the meeting minutes. Keep the minutes’ headings consistent with the agenda topics for continuity.

      2. Follow a Template from Former Minutes Taken

      If you are new to a Board or organization, and are writing minutes for the first time, ask to see the past meeting minutes so that you can maintain the same format.

      Generally, the organization name or the name of the group that is meeting goes at the top: “Meeting of the Board of Directors of XYZ,” with the date on the next line. After the date, include both the time the meeting came to order and the time the meeting ended.

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      Most groups who meet do so regularly, with set agenda items at each meeting. Some groups include a Next Steps heading at the end of the minutes that lists projects to follow up on and assigns responsibility.

      A template from a former meeting will also help determine whether or not the group records if a quorum was met, and other items specific to the organization’s meeting minutes.

      3. Record Attendance

      On most boards, the Board Secretary is the person responsible for taking the meeting minutes. In organizational meetings, the minutes taker may be a project coordinator or assistant to a manager or CEO. She or he should arrive a few minutes before the meeting begins and pass around an attendance sheet with all members’ names and contact information.

      Meeting attendees will need to check off their names and make edits to any changes in their information. This will help as both a back-up document of attendees and ensure that information goes out to the most up-to-date email addresses.

      All attendees’ names should be listed directly below the meeting name and date, under a subheading that says “Present.” List first and last names of all attendees, along with title or affiliation, separated by a comma or semi-colon.

      If a member of the Board could not attend the meeting, cite his or her name after the phrase: “Copied To:” There may be other designations in the participants’ list. For example, if several of the meeting attendees are members of the staff while everyone else is a volunteer, you may want to write (Staff) after each staff member.

      As a general rule, attendees are listed alphabetically by their last names. However, in some organizations, it’s a best practice to list the leadership of the Board first. In that case, the President or Co-Presidents would be listed first, followed by the Vice President, followed by the Secretary, and then by the Treasurer. Then all other names of attendees would be alphabetized by last name.

      It is also common practice to note if a participant joined the meeting via conference call. This can be indicated by writing: “By Phone” and listing the participants who called in.

      4. Naming Convention

      Generally, the first time someone speaks in the meeting will include his or her name and often the title.

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      For example, “President of the XYZ Board, Roger McGowan, called the meeting to order.” The next time Roger McGowan speaks, though, you can simply refer to him as “Roger.” If there are two Rogers in the meeting, use an initial for their last names to separate the two. “Roger M. called for a vote. Roger T. abstained.”

      5. What, and What Not, to Include

      Depending on the nature of the meeting, it could last from one to several hours. The attendees will be asked to review and then approve the meeting minutes. Therefore, you don’t want the minutes to extend into a lengthy document.

      Capturing everything that people say verbatim is not only unnecessary, but annoying to reviewers.

      For each agenda item, you ultimately want to summarize only the relevant points of the discussion along with any decisions made. After the meeting, cull through your notes, making sure to edit out any circular or repetitive arguments and only leave in the relevant points made.

      6. Maintain a Neutral Tone

      Minutes are a legal document. They are used to establish an organization’s historical record of activity. It is essential to maintain an even, professional tone. Never put inflammatory language in the minutes, even if the language of the meeting becomes heated.

      You want to record the gist of the discussion objectively, which means mentioning the key points covered without assigning blame. For example, “The staff addressed board members’ questions regarding the vendor’s professionalism.”

      Picture a lawyer ten years down the road reading the minutes to find evidence of potential wrongdoing. You wouldn’t want an embellishment in the form of a colorful adverb or a quip to cloud any account of what took place. Here’s a list of neutral sounding words to get started with.

      7. Record Votes

      The primary purpose of minutes is to record any votes a board or organization takes. Solid record-keeping requires mentioning which participant makes a motion — and what the motion states verbatim — and which participant seconds the motion.

      For example, “Vice President Cindy Jacobsen made a motion to dedicate 50 percent, or $50,000, of the proceeds from the ZZZ Foundation gift to the CCC scholarship fund. President Roger McGowan seconded the motion.”

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      This vote tabulation should be expressed in neutral language as well. “The Board voted unanimously to amend the charter in the following way,” or “The decision to provide $1,000 to the tree-planting effort passed 4 to 1, with Board President McGowan opposing.”

      Most Boards try to get a vote passed unanimously. Sometimes in order to help the Board attain a more cohesive outcome, a Board member may abstain from voting. “The motion passed 17 to 1 with one absension.”

      8. Pare down Notes Post-Meeting

      Following the meeting, read through your notes while all the discussions remain fresh in your mind, and make any needed revisions. Then, pare the meeting minutes down to their essentials, providing a brief account of the discussion that summarizes arguments made for and against a decision.

      People often speak colloquially or in idioms, as in: “This isn’t even in the ballpark” or “You’re beginning to sound like a broken record.” While you may be tempted to keep the exact language in the minutes to add color, resist.

      Additionally, if any presentations are part of the meeting, do not include information from the Powerpoint in the minutes. However, you will want to record the key points from the post-presentation discussion.

      9. Proofread with Care

      Make sure that you spelled all names correctly, inserted the correct date of the meeting, and that your minutes read clearly.

      Spell out acronyms the first time they’re used. Remember that the notes may be reviewed by others for whom the acronyms are unfamiliar. Stay consistent in headings, punctuation, and formatting. The minutes should be polished and professional.

      10. Distribute Broadly

      Once approved, email minutes to the full board — not just the attendees — for review. Your minutes will help keep those who were absent apprised of important actions and decisions.

      At the start of the next meeting, call for the approval of the minutes. Note any revisions. Try to work out the agreed-upon changes in the meeting, so that you don’t spend a huge amount of time on revisions.

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      Ask for a motion to approve the minutes with the agreed-upon changes. Once an attendee offers a motion, ask for another person in the meeting to “second” the motion. They say, “All approved.” Always ask if there is anyone who does not approve. Assuming not, then say: “The minutes from our last meeting are approved once the agreed-upon changes have been made.”

      11. File Meticulously

      Since minutes are a legal document, take care when filing them. Make sure the file name of the document is consistent with the file names of previously filed minutes.

      Occasionally, members of the organization may want to review past minutes. Know where the minutes are filed!

      One Caveat

      In this day and age of high technology, you may ask yourself: Wouldn’t it be simpler to record the meeting? This depends on the protocols of the organization, but probably not.

      Be sure to ask what the rules are at the organization where you are taking minutes. Remember that the minutes are a record of what was done at the meeting, not what was said at the meeting.

      The minutes reflect decisions not discussions. In spite of their name, “minutes,” the minutes are not a minute-by-minute transcript.

      Bottom Line

      Becoming an expert minutes-taker requires a keen ear, a willingness to learn, and some practice, but by following these tips you will soon become proficient.

      Featured photo credit: Unsplash via unsplash.com

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