- What goals are, where do they come from, and why it’s important to have them
- Identify what stops you from setting and achieving your goals
- At least 7 different goal categories and why it’s important to have some in all categories
- How to write powerful SMART goals
- A 7 step process to help you identify what’s missing from your plan for accomplishment
- The 5 Step Planning Process to make sure your goals get turned into action steps every week
- Develop a 30 day action plan to move your goals closer to being achieved

Play Audio: Goal Setting and Accomplishment Workshop

Delegation- The Fine Art of Giving It Away

     I once heard Stephen Covey say, “There are only two ways to get work done.  Do it yourself or get someone else to do it.  Masterful delegation is a major leverager of time.”  Now we may not be as good as Huck Finn when he got those others to do his fence painting for him, but there are some specific strategies that you can employ when it comes to delegating appropriately.  And by the way, technically Huck did not delegate, which the dictionary defines as “…to assign responsibility or authority.”  He actually influenced, persuaded and convinced (one might even say tricked and manipulated) rather than delegated.  So let’s see what would be useful and powerful if we were truly to delegate to others.

     In my workshops on time management, the first thing I ask my audiences to do is to list the barriers and benefits to delegating.  The barriers go something like this:

“I don’t have the time to train them.”

“If you want something done right then do it yourself.”

“I don’t have anyone to delegate to!”

“It takes too much time to keep following up on them.”

“They’ll want more pay if they learn new skills or take on more responsibilities.”

“How can I be sure they’ll keep the information confidential?  If I do it myself, at least I’ll know our company secrets are safe.”

“I’ll lose control.”

“I won’t be recognized and acknowledged for the job anymore.  They’ll get all the credit.”

     On the flip side, here are some of the benefits:

It frees you up to do those aspects of the job you were hired to do (and love to do as well).

It increases team morale, job satisfaction, and teamwork.

Cross-trains people to fill in when someone is out sick or out on vacation.

After the initial investment of time to train somebody, you recoup that time over and over again whenever you delegate that task to them.

It demonstrates that you trust and believe in your people.

It forces you to define the task.

And best of all, you get acknowledged for the results! (Be careful, though, because you might also get blamed for the results if they mess up!).

     What it comes down to is this: what’s more important to you-that you do the job or that the job gets done?  If you answered that the job gets done, here are 7 tips for delegating appropriately:

1. Think through your decision very carefully.  Have I chosen the right person for this job or did I just pick the person closest to my office?  Or the one who I knew would offer the least resistance?  Do they have the time, resources, desire, etc.?  Are they trained?  What will they not be doing while they’re engaged in the task I’m delegating to them?
2. Think through possible training needs.  If they do need training first, can they self-instruct, either through a class, video program, observing others, etc.?  Can I delegate the training to someone else?  If I have to do the training myself, how much time will it take and by when will I recoup my investment?  For example, if it takes me eight hours to train someone for a task that they will do weekly and which will then save me ½ hour per week, I’ll recoup my time investment in 16 weeks.  After that, I’m saving that ½ hour per week of time.
3. Clearly define the task or project.  Put it in writing, with the objectives, the results you want, by when, etc.  Also let them know how important this task is, how it fits in with the overall company objectives, and how it will impact their career.  People are much more willing to do something if they know why they’re doing it.  And list out their scope of responsibility and authority.  Holding someone responsible for doing something but denying them the authority to get it done is self-defeating.  Be very clear about the level of authority as well.  Full authority is very different than make decisions and keep me informed which is different than check with me first before you do anything.  Just be clear about how much authority you’re willing to give them.
4. Continue to supply resources and support.  Be available, be on call, have an open door so they can check in for guidance and support.  Answer their questions (within reason; after all, you’re trying to empower them to think on their own), provide direction and coaching, but resist the temptation to do it for them.
5. Allow for maximum flexibility.  Focus on the results, not methods; ends, not means.  Let them do it their way.  They will make some mistakes, but that’s part of the learning process.  After the project is over, then go back and debrief, talk about what they learned and what they’ll do differently next time. 
6. Follow up.  Check in periodically to see how they’re doing.  Have specific milestones and deadlines to mark progress.  And I’ve noticed that follow up and trust are inversely proportionate: the more you trust them to complete the task, the less follow up is required.  
7. Acknowledge them.  Be sure to encourage, stroke and validate your people as they take on these new tasks that you’ve delegated to them.  A pat on the back and sincere praise will do wonders for their self-esteem and morale.  A final debriefing after the project’s over listing what you liked best and what they could do next time to improve will make them much more willing to take on new assignments in the future.

     Finally, here’s a great question to ask yourself periodically throughout the day: what’s the best use of my time right now?  If it’s to do the task yourself, then don’t hesitate and begin it.  If, however, the best use of your time is to do some other task, then see if you can appropriately delegate that other item to someone else.

Deciding where to start:  Why do we do what we do when we do it?  What criteria do we use for allocating our time?  We have many different ways of deciding what we are going to do at any given point during the day.  Following are twenty-one of the most common criteria we use to govern our time:

1.    We do what we like to do before we do what we don’t like to do.

2.    We tackle what we know how to do faster than we tackle what we don’t know how to do.

3.    We do the easy jobs before we do the difficult jobs.

4.    We do the quick tasks before we do those that require a lot of time.

5.    We do activities we have the resources for.

6.    We do things that are scheduled (for example, meetings) before we do nonscheduled things.

7.    We sometimes do things that are planned before we do things that are unplanned.

8.    We respond to the demands of others before we respond to demands from ourselves.

9.    We do jobs that are urgent before we do jobs that are important.        

10. We readily respond to crises and emergencies.

11. We do activities that are politically expedient or those that advance our personal goals.

12. We wait until a deadline approaches before we really get moving on projects.

13. We do things that are interesting before we do uninteresting things.

14. We do things that provide the most immediate closure.

15. We respond on the basis of who wants it.

16. We respond on the basis of the consequences to us for doing or not doing something.

17. We tackle small jobs before we tackle large jobs.

18. We work on things in the order of their arrival.

19. We work on the basis of the squeaky-wheel principle (the squeaky wheel gets the grease).

20. We work on the basis of consequences to the group.

21. We do things by habit, without thinking about the best sequence.

In the business work, it has been found that the principle could be applied to many areas, such as:

Applied to Meetings: 80% of decisions come from 20% of meeting time.

Applied to Managerial Headaches: Roughly 80% of your managerial problems and headaches are caused by just 20% of your problems.

Applied to time management and your daily To-Do List: 80% of your measurable results and progress will come from just 20% of the items on your daily To-Do list. The major problem is that most people are so busy fighting fires that they never get around to the most vital few activities that will lead to the greatest results.

Applied to Interruptions: 80% of a Manager’s interruptions come from the same 20% of people

Applied to product defects: Roughly 20% of the input errors typically cause the lion’s share of defects.

Applied to Salespeople: Roughly 20% of a sales force will develop 80% of the annual results.

Applied to Customer Complaints: Roughly 80% of customer complaints are about the same 20% of your projects, products or services.

Applied to Business Units: Roughly 20% of a company’s business units will produce 80% of the annual revenue.

Applied to Advertising: Roughly 20% of your advertising will produce 80% of your campaign’s results. If businesses could only determine which 20% of their advertising was really working, U.S. businesses could save literally billions in advertising costs each year. 

How many times have you heard someone say that before?  In fact, how many times were you the one saying it, either out loud or to yourself?  As someone who teaches time management principles for a living, and who coaches my clients on it as well, getting organized is one of the most frustrating, perplexing, and confusing subjects I can think of.  In fact, I would estimate that 80% of my clients spend 80% of their coaching time on this subject alone.  So what I will attempt to do in this article is give you some tips, tools, and techniques to help you become a master planner…well, at least a better one, how’s that?  And as a result of being better at planning and using a planning system, you can increase your productivity and effectiveness and become more efficient at utilizing your time.

     First let’s talk about the system itself, sometimes referred to as a system for accomplishment or an existence system.  By the way, don’t confuse activity with accomplishment.  What I will be suggesting here is a system for getting things done, not just thinking about getting them done or shuffling them around from day to day.  And please note, I don’t work for Dayrunner or Franklin Covey or the maker of the Palm Pilot.  In fact, I’m not here to promote any particular type of system, just that you have one.  I myself started out with More Time back in 1982, then switched to Dayrunner when they went out of business (I guess they had more time and decided to do something else).  My wife has been trying to get me to switch over to a Palm, but I’m technologically challenged, so I’ve stuck with the pen and paper variety.  Even though my remarks will mostly be based on my experience with my planning system, you should be able to adapt my comments to your system, whether it’s a Palm, Blackberry, another type of PDA, or even a computer program of some type, such as Microsoft Outlook.  I’ll always try to give you a tip or two on how to adapt.

     Every system needs to have a yearly calendar, one that you can look at easily and know if February 2^nd of 2005 is a Monday or a Tuesday (actually it’s a Wednesday, but who cares?  I mean, does anyone really look that far out into the future?  Well, to be honest, yes, many people do).  In fact, the yearly calendar in my planner goes into 2006, and February 2^nd of that year is a Thursday.  So that’s first.

     Next, you need a monthly calendar, one where you can see the entire month at a glance.  With Dayrunner, it’s a two page month-at-a-glance system.  It’s not huge, but there’s enough space on it for me to schedule my meetings and appointments.  And that’s all I recommend putting on there (in pencil, by the way, because we all know stuff happens-appointments get changed, etc.).  Do not clutter up your monthly calendar with small stuff, such as phone calls, checking email, and taking out the garbage (wait, how did that get in there?  Oh, yeah, my wife’s been messing with my planner again).  By the way, this would be a good time for me to mention that I use my one planner for scheduling both business and personal items.  They say a man (excuse me, person) with two watches never knows the correct time.  If you have one planner at home, one at work, and carry around a little notepad to record stuff during the day, you’ll not only drive yourself nuts trying to remember where you put them, but you’ll double book appointments and/or miss appointments because you put it into one planner but not the other.  Some of my friends keep a calendar on the refrigerator and record their kids’ soccer games or piano lessons on it, only to wind up missing that event because they didn’t transfer that information to their calendar at work.  Or they miss an important business meeting or luncheon because they forgot to transfer that to the home calendar.  So only have one system (and don’t lose it!).  I do recommend backing up critical information some place else.  If you’re using a PDA in conjunction with a computer system, just make sure to sync them up every night.

     After the yearly and monthly calendars comes the weekly calendar (I bet you figured that one out on your own).  Some systems have a week-at-a-glance page and some don’t.  It’s not critical, and in fact I’ve done something a little different with this idea.  Since my seven daily pages actually function as a week at a glance for me, I’ve done something else to be able to capture things that I want to have happen during a specific week in the future, but at the time I’m not quite sure exactly which day it will be.  So what I’ve done is taken the cover page for the month, divided it into 4 or 5 sections, depending on whether there are 4 or 5 Mondays in that month (my planning goes from Monday to Sunday, but I’ll come back to that later) and labeled each section with Monday’s date.  For instance, for November of 2005, my cover sheet for the month says 11/1, 11/8, 11/15, 11/22, and 11/29.   Now if something crops up today and I know I want to do it during the week of November 22^nd but I’m not exactly sure which day that week I will do it, I’ll just capture the thought on the cover page, and when it comes time to plan out that week in more detail (again, more on that later) I’ll check the cover page for that week and then move those items to my daily to-do list for whichever day is appropriate.  This will become more clear when I talk about planning a week at a time, but for now just create a system for yourself to capture tasks that will take place in the future during a specific week.  For PDAs and Outlook, I think you can just go right to that week and enter in the data, and it will hold it for you until you get to scheduling that week in more detail.  That’s one of the advantages of the electronic versions over the pen and paper types.

     OK, so now we’ve got yearly, monthly, and weekly, so of course what’s next?  No, not a nap, for crying out loud!  Come on, you sales and marketing people, get with the program.  Yes, daily planning pages.  One page per day, 365 of them suckers.  Now I don’t recommend carrying around with you all 365 pages.  In fact, I only put this week’s seven daily pages and next week’s seven daily pages into my planner, and leave the rest on my desk at home.  If I’m at home when someone calls, and they say “Hey, Brad, can you call me on December 23^rd to remind me about such-and-so?” I’ll say “Hey, what am I, your secretary?”  No, no, I wouldn’t say that, especially if they’re a paying client.  What I’d say is, “Hold on, let me put that on my daily to-do page for that date” and I’d reach down and pull out the daily page for December 23^rd and I’d write the task down right then and there.  If I’m not at my desk and I get the request from someone at a meeting, for instance, I’d turn to the monthly cover sheet for December (yes, I do carry the monthly cover sheets for 2004 and all of 2005 with me), find the proper week for December 23^rd (which happens to be the week of 12/20) and I’d write in that section, “Call Mr. Lazy Butt on 12/23 to remind him of such-and-so.”  Then when I get to planning the week of 12/20, I’ll see the notation and transfer it to the daily page of 12/23.  Are you still with me?  I hope so.

     After yearly, monthly, weekly, and daily come some other sections that you, personally, might find useful, such as your goals, particular projects you’re working on, a section for expenses and travel and credit card purchases, phone and mileage logs, etc.  I even have a section on books that includes what I’ve read and books I’m going to read (some day, when I have the time).  Then a notes section so you’ll always have blank pages to doodle on, I mean, take important notes on, during those wonderful sales and marketing meetings you go to.  Finally, a telephone and address section to keep all of your clients, family, and friends’ (uh, you do have friends, don’t you?) information handy so you can reach them if needs be.  Again, back up this section somewhere safe.  The worst thing that can happen is having to send out that dreaded email (if you still have that information) saying “Hi!  Could you please send my your contact information again because by Palm crashed and I lost my entire address book?”  If you have a paper planner like me, you can add a small, zippered pouch in the back for carrying an extra pen, pencil, spare change, stamps, aspirin, thin calculator, etc.  That tip is mostly for the guys, since I’m assuming most women would carry that kind of stuff in their purse…unless you’re a guy with a purse, in which case…oh, enough with the politically correct stuff.  I just can’t help myself being from California.  My apologies.

     A couple of additional tips: when you think it, ink it.  As soon as you have a thought, especially a good thought, ink it somewhere in your planner (Stay calm, put it in the Palm.  I haven’t yet been able to come up with the equivalent jingle for Outlook).  How many times have we had a great idea, only to lose it because we didn’t write it down?  If the thought comes up to call your Mom whom you haven’t spoken to in weeks (years?) write it down immediately into the planner or you’ll forget.  Likewise, make your planner a constant companion.  Take it everywhere, to meetings, to appointments, etc.  The worst thing I’ve seen is smart business people going to a business meeting and having to get up to leave the room with the rather feeble excuse of “Oh, I’m sorry, I left my calendar on my desk.  I’ll be right back.”  Have it with you all the time.  If you’re using Outlook or some other computer planning system, just print out that day’s or week’s agenda and carry that to take notes on.  Then when you’re back at your computer, enter in all the new dates and promises you made it the meeting.  But the most important tip I can think of is have a planning system that works for you!  Don’t buy a fancy Palm with all the bells and whistles or a Franklin Covey Planner if you’re not going to use it.  Buy one that you’ll use, or create one for yourself. 

     OK, now you’ve got your system, so how do you use it to maximize effectiveness?  Here’s how I use mine: every Sunday for the last 22 years, I’ve blocked out 30-45 minutes for planning the upcoming week.  I first spread out in front of me the seven daily pages for that week.  I then go to my monthly calendar, and transfer all of the set appointments and meetings that are already scheduled.  Those I refer to as my rocks, my boulders, big things that are set in place and can’t be moved (unless a client calls and says “I can’t make it to the meeting, let’s reschedule.”).  Next I look at the cover page for that month, locate the appropriate week, and move all of the accumulated items for that week to an appropriate day.  These are pebbles, smaller than the rocks and more movable and flexible.  From our previous example, if it were the week of December 20^th, now is when I’d take that phone call to Mr. Lazy Butt, move it to December 23^rd, and place it on that daily page in a time slot in between the boulders of that day.  After I’d scheduled all the pebbles from the weekly page, I’d plan out all the sand- the seemingly hundreds of smaller items, such as opening the mail, returning phone calls from the previous week, taking out the garbage (Dang!  There goes the wife again, adding things to my to-do list!), checking emails, paying bills, etc.  I might even schedule in some more rocks, such as blocking out an hour or two to do some writing (much like I had to do for this article) or some more pebbles, like 15 minutes to read one chapter in a book, or 30 minutes to practice my script for the next sales call.  By the end of that planning time on Sunday, I’ve now got my entire week scheduled out, including time to be spontaneous (Ha!  Ha!  Gotcha, didn’t I?).  I’ve actually discovered that by planning out my week in advance, I am able to be more spontaneous because I know I’ll get things done in due time.  You might even consider blocking some time for nothing, so that when an emergency arises in the middle of a major rock, you’ve got an hour squirreled away with nothing scheduled, so you can deal with the emergency right then and complete that interrupted project later in the unscheduled time. 

     Well, that’s it.  I hope you have found this valuable, or at least entertaining.  Let me close with a few of my favorite quotes about time.  This one from Benjamin Franklin:  If we take care of the minutes, the years will take care of themselves.  And form E.B. White:  I awake each morning torn between a desire to save the world and a desire to savor the world.  This makes it hard to plan my day.  Good luck!

Brad Warren, MA, owner of Bradley K. Warren and Associates, Inc., has been a seminar leader and business coach for over 20 years.  As a coach, he specializes in working with entrepreneurs and sole proprietors, enhancing their productivity and effectiveness through structure, support, and accountability.  As a seminar leader, he custom designs half and full day training programs in the people skills arena: customer service, time management, conflict resolution, communications, team building, and negotiations.  A former Fred Pryor Seminar leader, Brad has spoken in front of over 27,000 people across the United States and in 17 foreign countries.  He can be reached in California at 510-537-0107, or email at brad@bradwarren.com.  Brad offers a complimentary one-hour coaching session on a business issue of your choice.  Call today to set up an appointment- and put it into your planner!  

Play Audio: Time Management 1

Play Audio: Time Management 2

Play Audio: Time Management 3

Play Audio: Time Management 4

That’s right, you can’t manage time.  Despite all the workshops, software programs, PDAs and personal planners available today, you can’t really manage time.  I say that what you do manage are people’s promises and commitments (your own as well) made in time.  A co-worker promises to have a report to you by three o’clock on Tuesday, you make a commitment to attend your daughter’s soccer game on Saturday, and so on.  We make promises and commitments to do something within a certain time frame, and that’s what we manage, not time itself.  So if that’s true, how do we manage our promises?  How do we organize ourselves to get more done in less time, and with less stress as well?  Here are five general principles that I have found extremely useful in my life to help me be really productive and effective:

 1.     Have a planning system and use it religiously.  And by system I mean something more that just post-it notes and scraps of paper.  It can be a personal digital assistant, a computer based software program, or a pen and paper planner such as Day Timer or Franklin Covey.  It needs to work for you, it needs to be relatively simple to use, and you should have only one system (just don’t lose it!).  Having one planner at work and one at home is confusing, not to mention that we always forget to write down our promises in one or the other and wind up missing an important event (either business or personal.  Oh, I forgot to ask: you do have a personal life, don’t you?). 

 2.     Set goals, both short term (daily, weekly and monthly) and long term (quarterly, annually and beyond).  The best goal setting formula I have seen is the SMART system: specific, measurable, attainable and action oriented, realistic and time bound.  Non-jargony so that anyone can understand your goal, measurable so you can tell if you reached it or not, able to be accomplished by you (with possibly some assistance from others) and action oriented meaning sub-goals or milestones along the way, a stretch or challenge but not so unrealistic that you’ll fail, and a due date, a specific deadline, a by when.  Your goals should also be written down, shared with supportive others, challenging and positively stated.  Brain research shows that the mind would rather move towards a positive goal than run away from or avoid a negative one (“I put healthy, nutritious food into my body” is better than “I will stop eating jelly doughnuts.”). 

3.     Determine your priorities.  You can’t do it all, no matter what they say.  So what’s most important to you (not most urgent)?  Some questions I use to help me sort this out are:  “What’s the best use of my time right now?” or “If I could only do one of these things on my list today, which one would it be?”  Then I work on that one until it’s done (completion frees up energy) and then begin on the next.  In the words of Goethe, “Things which matter most must never be at the mercy of things which matter least.”  Or in the words of Dr. Steven Covey, ”Remember that the main thing is to keep the main thing the main thing!” 

4.     Schedule a week at a time.  Again quoting one of Covey’s Seven Habits of Highly Effective People: Begin with the end in mind.  Look at what you’ve got planned for Friday.  How does that impact what you’ll do on Thursday?  On Wednesday?  Tuesday?  Today?  Look into the future and plan backwards to the present.  And rather than prioritizing your schedule, try scheduling your priorities.  Efficient is doing things right, but effective is doing the right things.  The greatest leap in my productivity and effectiveness (and satisfaction, too) was when I went from daily, seat of the pants planning on the run to a very focused process every Sunday evening of planning the entire week.  Try this weekly planning process for the next three weeks and if you don’t see a dramatic improvement in your productivity, I’ll refund your money.

5.     Complete the day before you go to sleep.  Look at your to do list.  Check off all the things you accomplished and congratulate yourself for doing what you did, not lamenting what you didn’t.  Re-schedule those things that need doing by transferring them to another day, see if there are any that can be delegated to someone else, and check to see if any of them can be dropped (maybe they’re no longer relevant).  Then go to sleep with a clear mind, uncluttered by thoughts of all the things you have to do.  They’ll still be there in the morning.  You’ll be much more refreshed and capable of handling them after you’ve gotten a good night’s sleep. 

     There’s a lot more I could say about this subject (and in my half day and full day seminars I do!) but for now that should be sufficient to get you started.  The key is to make and keep your promises and hold others accountable for theirs.  I promise you a richer, more rewarding life if you do, and you will become a Master of Time Management in the process. 

     Brad Warren is a business coach and creator of custom designed training programs in a wide variety of people skills.  He can be reached at Warren and Associates, 5320 Proctor Lane, Castro Valley, CA  94546, 510-537-0107, brad@bradwarren.com

“After all is said and done, more is usually said than done.”

                                                                             Old proverb

            Why do we procrastinate?  Over the years, here are some of the things I’ve heard people say in my workshop on time management:

“Because we can.”

“The project is too big, too boring, too difficult, too…”

“I don’t have the resources.”

“I don’t like the people I’ll have to work with.”

“By procrastinating, it gives me a reason to come into work tomorrow.”

“I don’t know how to do this project.”

“I’m afraid I’ll fail.”

“I’m afraid I’ll succeed and then they’ll give me more to do.”
”I’m not in the right mood.”

“When I get around to it.”

            Any of these sound familiar?  If so, here are 10 tips to help you overcome your procrastination and get down to work:

1. Schedule it into your planner.  When it’s written down in your book, you’re much more likely to begin to work on it.
2. Delegate it to someone.  If it’s causing you so much headache, give it away to someone else.
3. Trade it with someone.  If you can’t give it away, maybe you can trade it to someone for whom your item isn’t such a big deal, and you take on one of their items that for you isn’t such a big deal.
4. Fractionate it.  This means break it into smaller, bite-sized chunks.  After all, how do you eat an elephant?  One bite at a time.  Take a large project and fractionate it into more doable pieces, then tackle just one of those pieces.  After that one’s done, the others will be easier to do.
5. Take a random start.  Begin with the middle, or start with the end.  It doesn’t really matter as long as you just get going.  For instance, this works when packing up to move.  People have told me that it’s just too big a task that they feel so overwhelmed they wind up doing nothing.  I tell them to get a box, walk into any room in the house, and fill that one box.  Then later get another box, etc. 
6. Plan a reward or a consequence.  Are you more motivated by carrots or sticks?  Tell yourself that you’ll go out for an ice cream when you finish the project.  Or tell a friend you’ll donate $50 to their favorite charity if you don’t complete the project on time.
7. Plan an event.  For how many of you your house doesn’t get cleaned until company comes over?  So invite your friends for dinner this weekend and watch how fast you’ll overcome your procrastination about cleaning up the house.
8. Work with a buddy.  It’s harder to procrastinate on a project if you have a friend over to help you with it.  Unless, of course, they are real good at procrastinating, too!  Then the two of you wind up doing absolutely nothing.
9. Tell others.  Making yourself accountable to others by telling them you’re going to do something boxes you in and makes it harder to avoid doing it.  This could be your boss, partner, coach, etc.
10. Set deadlines, especially interim ones.  By specifically setting a short-term, targeted deadline, it creates a sense of urgency around the project.  And by meeting that deadline, it provides impetus and momentum to keep working.

So there you have it, my 10 tips on overcoming procrastination.  Now let’s see, what do I do next with this article?  Send it to friends?  Nah, too hard.  Send it to a magazine for publication?  Nah, takes too long.  Oh, I’ll just deal with this later.

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