| TASKS |
WAYS TO SHARE SKILLS |
| Prioritizing work |
Talk through the principles of dividing work in
to A-, B-, and C-tasks and allocating a set number of each to do every day.
Use examples from your colleagues’ workload. |
| Using Diaries and Planners |
Ask your colleagues to keep a time log, then review and analyze it with them to discover their various working patterns.
Help your colleagues to set up an appropriate planning system |
| Filtering Information |
Encourage your colleagues to assess every item of information they receive to decide what action is required.
Provide hints on faster reading based on your own experience. |
| Delegating and Following Up |
Discuss specific, related examples from the past to determine the best course of action in
this instance.
Be prepared to review any new systems that are set up. |
Managing Your Manager
Everyone should know how to manage their managers if they want to be able to make the best possible use of their own time. Learn to do this discreetly so that your seniors do not feel as though they are being undermined or manipulated.
“Be aware of your boss’s working patterns, and try to adapt to them.”
Building a Relationship
The first thing you need to know is exactly what your manager expects of you. Do you have the sort of manager who delegates a task to you and then gives you the freedom to get on with it, or are you expected to report back every day and to wait around until they are free to hear you ? Discuss this matter tactfully with your manager early on. That way you can tailor the way you work to fit in with your boss’s expectations.
If you decide you would like more autonomy, persuade your seniors to trust you by establishing a strong relationship with them. When you have a good relationship with your manager, you can be less formal, and communication becomes easier, more direct, and therefore more efficient.
Sorting out Queries
Take the initiative and arrange a time to see your manager, rather than waiting for your manager to come to see you. They may be so involved with their work that they do not realize that you need help from time to time.
Communicating Efficiently
In any relationship with your seniors, there is an implicit assumption that they are busier than you, and that the claims on their time are more pressing than the claims on yours. When you have something to discuss, make your communication brief. Get to the point quickly, and try to anticipate any queries that your seniors may raise. Keep your conversations high on factual content and low on your personal opinions.
Getting Your Own Way
As you build up a personal relationship with your manager, you will learn what it takes to get your own way – and thus work more efficiently and with a greater amount of satisfaction. Of course, the priorities of your manager will alter all the time (as will your own), and it is your job to keep abreast of those changes and adapt sensitively to fluctuating demands. Remember that there is little to be gained in being abrasive towards your seniors. This will simply irritate them, making them feel defensive, less willing to listen to you, and unsympathetic to your viewpoint. Try to be aware of the pressures that your manager is under, and be sympathetic.
Do’s and Don’ts
Do arrive at meetings well prepared and with any relevant documentation.
Do take relevant notes, and give your boss a copy.
Do gather together queries to avoid constantly interrupting your manager.
Do work out whether your manager prefers written or spoken information, and supply it in that way.
Don’t volunteer your opinions unless they are requested or you feel they are important or relevant.
Don’t present any problems without offering some viable solutions to them.
Don’t be late for meetings with your manager.
Don’t mistake your boss’s occasional thoughtless action for maliciousness.
Knowing when to offer Advice
It is a useful tool to think of communication with your manager in terms of the AID acronym : Advice, information, and Decision. Offer your boss advice either when it is asked for, or when you feel it would be welcomed. However, you should give relevant or important information without constraint. It is often possible to influence your boss to make a different decision to the one he or she was going to make. Remember, though, that there may be reasons behind a decision of which you are unaware.
“Doing more thing faster is no substitute for doing the right things.”
“Write a mission statement.”
“Work while you work, play while you play,
one thing each time, that is the way.
all that you do, do with you might;
thing done by halves, I am not done right.”
Time Management (Part 1)
The 24-hour schedule (Part - 2)
MANAGING LEISURE TIME (Part - 3)
TIME USE SCHEDULE (Part 4)
ASSESSING YOUR ABILITY (Part 5)
SHARING YOUR TIME-MANAGEMENT SKILLS (Part 6 - last)
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