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Key Concepts Of Effective Self-Management

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Key Concepts Of Effective Self-Management

  1. 1. Key Concepts of Effective Self-Management Thorsten SachtjePhoto courtesy of iStockphoto.com Linköping, 3. October 2011 Thorsten Sachtje I 1
  2. 2. Agenda Proactivity Effective Self-Management Definition Organization Linköping, 3. October 2011 Thorsten Sachtje I 2
  3. 3. Proactivity: Breaking the conditioning Stimulus Black Box ResponsePossible Conditioning: Activity Levels• Genetic determinism • Inactive (Evolutionary approach) (“wait & see”, letting things happen, no• Psychic determinism motivation to change the way things are) (Psychoanalytic approach) • Reactive• Environmental determinism (“crisis mode”, change only as a response to an (Behaviourist approach) event) • Active (doing what is expected, playing the game by its rules, not necessarily planned) Creativity • Proactive (anticipation & planning, changing the rules of + Problem-Solving the game, taking control of the situation, be = “MacGyver Approach“ “response-able”, get inspired & reflect) Linköping, 3. October 2011 Thorsten Sachtje I 3
  4. 4. Proactivity: Setting the right focus No Concern Levels of Control Circle of Concern • Direct Control issues (own behaviour) Circle of Influence • Indirect Control issues (people„s behaviour) • No Control issues (situational) Source: Covey, Stephen (2004): The 7 Habits of Highly Effective People; pp. 81-88. Linköping, 3. October 2011 Thorsten Sachtje I 4
  5. 5. Definition: Effectiveness needs goals“Problem-Solving“ (fix issue/reach goal):• Which situation do you want to solve? / What is the psychological strain? “If one does not know to• Elevator Pitch: 1-2 sentences which port one is sailing,• Include just 1 issue/goal no wind is favorable.”• Don‟t name possible cause or solution• Which resources (information, data, Lucius Annaeus Seneca contacts) do you need to solve the issue? (1 – 65 AD, Roman stoic philosopher and advisor of Roman emperor Nero)Smart goals:• S Specific• M Measurable• A Attainable• R Realistic• T Timed (Beware of Parkinson„s Law!) Linköping, 3. October 2011 Thorsten Sachtje I 5
  6. 6. Definition: Securing progress in reaching goals Shewhart Cycle/ Genba: Go and see (actual place) Genbutsu: Get the facts (actual thing) Deming Cycle/ Genjitsu: Grasp the situation (actual situation) PDCA Cycle Define, Six Sigma Measure, DMAIC Analyze Act Plan 3G„s of Kaizen Understand Goal Control situation Implement Check Do Improvement Current New Situation Standard Time Linköping, 3. October 2011 Thorsten Sachtje I 6
  7. 7. Organization: Effective Prioritization Eisenhower Matrix: Urgent Not urgent I II Important “What is important is seldom Do it yourself Schedule/ urgent and what is urgent is immediately monitor and seldom important.” do it yourself Dwight D. Eisenhower III IV Not important (1890 – 1969, US General and 34th president of the Delegate Trash USA) or do after the important tasksPareto Principle:• Principle of the vital few and useful many• Roughly 80% of the outcomes result from 20% of the causes Linköping, 3. October 2011 Thorsten Sachtje I 7
  8. 8. Organization: Reduction of external distractors• Regularly identify and constantly monitor the main distractors that take away focus for the activities that matter most• Try to remedy those distractors (e.g. with the PDCA Cycle)Analyze the “Stuff” and find outwho/what is stealing your focuswith this app from Xerox:http://www.businessofyourbrain.com/ Linköping, 3. October 2011 Thorsten Sachtje I 8
  9. 9. Organization: Reduction of internal distractors “Stuff” • Trash • Someday/Maybe • Reference In-basket No Yes Do it What is it? Is it actionable? One step action No Delegate it + less than 2 Yes minutes? Defer it: • Calendar What is the next • Next actions list action? • “Project” (Plan) Multistep • Project planSource: Simplified version of action? (Review)Allen, David (2001):Getting things done; p. 32. Linköping, 3. October 2011 Thorsten Sachtje I 9
  10. 10. Organization: Automation• Achieving focus for important tasks “The first rule of any technology by automating standard procedures (e.g. by software routines or personal used in a business is that habits) automation applied to an• Delegation/Outsourcing of reocurring efficient operation will magnify activities the efficiency. The second is that automation applied to anProducer*: inefficient operation will magnify the inefficiency.” Input Output Bill Gates (born 1955, Founder andManager*: Chairman of Microsoft) Input Output * Source: Covey, Stephen (2004): The 7 Habits of Highly Effective People; p. 172. Linköping, 3. October 2011 Thorsten Sachtje I 10
  11. 11. Key LearningsLinköping, 3. October 2011 Thorsten Sachtje I 11
  12. 12. Key Learnings “Everything can be taken from a man or a woman but one thing: the last of human freedoms to choose one‟s attitude in any given set of circumstances.” Viktor E. Frankl (1905 - 1997, Austrian Neurologist and psychiatrist as well as Holocaust survivor) “What gets measured gets managed.” Peter Drucker (1909 - 2005, business thinker and “inventor of Management”) Doing it all gets nothing done! So: Focus on your focus. Linköping, 3. October 2011 Thorsten Sachtje I 12

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