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Key Concepts of Effective Self-Management
 Thorsten Sachtje



Photo courtesy of iStockphoto.com

 Linköping, 3. October 2011           Thorsten Sachtje I   1
Agenda


                                 Proactivity




                                  Effective

                              Self-Management

                 Definition                     Organization




 Linköping, 3. October 2011                              Thorsten Sachtje I   2
Proactivity: Breaking the conditioning


                     Stimulus        Black Box               Response


Possible 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
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
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
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
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
                                                        tasks

Pareto 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
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 out
who/what is stealing your focus
with this app from Xerox:
http://www.businessofyourbrain.com/



    Linköping, 3. October 2011                                      Thorsten Sachtje I   8
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 plan
Source: Simplified version of                 action?
                                                                      (Review)
Allen, David (2001):
Getting things done; p. 32.

 Linköping, 3. October 2011                                                              Thorsten Sachtje I   9
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 an
Producer*:                                      inefficient operation will magnify
                                                the inefficiency.”
    Input                         Output
                                                Bill Gates
                                                (born 1955, Founder and
Manager*:                                       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
Key Learnings



Linköping, 3. October 2011   Thorsten Sachtje I   11
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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Key Concepts Of Effective Self-Management

  • 1. Key Concepts of Effective Self-Management Thorsten Sachtje Photo courtesy of iStockphoto.com Linköping, 3. October 2011 Thorsten Sachtje I 1
  • 2. Agenda Proactivity Effective Self-Management Definition Organization Linköping, 3. October 2011 Thorsten Sachtje I 2
  • 3. Proactivity: Breaking the conditioning Stimulus Black Box Response Possible 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. 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. 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. 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. 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 tasks Pareto 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. 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 out who/what is stealing your focus with this app from Xerox: http://www.businessofyourbrain.com/ Linköping, 3. October 2011 Thorsten Sachtje I 8
  • 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 plan Source: Simplified version of action? (Review) Allen, David (2001): Getting things done; p. 32. Linköping, 3. October 2011 Thorsten Sachtje I 9
  • 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 an Producer*: inefficient operation will magnify the inefficiency.” Input Output Bill Gates (born 1955, Founder and Manager*: 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. Key Learnings Linköping, 3. October 2011 Thorsten Sachtje I 11
  • 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