You,Have,The,Time,amp,#63,You, business, insurance Do You Have The Time?

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Do You Have The Time?By Arthur Cooper(c) Copyright 2003 How often do we hear the complaint in the workplace“I haven’t got time” ?“I haven’t got time to explain it to you. You will have to workit out for yourself.”“I haven’t got time to discuss that. You will just have toaccept my word for it.”“I didn’t have time to prepare for this meeting.”“I can’t stop for lunch. I have too much to do.”“ I never take all my vacation. I have too much work on.” You must have heard every one of these statements at some timeor another. You have probably made some of them yourself. Andevery one of them is a result of failure on someone’s part toorganise their time or the time of their staff correctly.Time is a resource like any other and it must be managed. If itis wasted, it is gone forever. Once it has been used, it cannotbe re-used. It is finite and limited. You cannot make more ofit, but you can use it better.But let’s start by being realistic. In any business there willbe times of overload. Activity within businesses is determinedby the customer and customers are not all predictable. Youcannot always plan ahead and anticipate every singlefluctuation of workload. So times of stress and overwork willoccur from time to time. This is normal. This is acceptable.What is unacceptable is a general and sustained atmosphere offrenzy and crisis and lack of time to do things properly. So ifyou hear yourself or your colleagues or your staff repeatedlymaking the sort of complaint illustrated at the start of thisarticle, you must, you absolutely must do something about it.Let’s look again at these statements. You will see that theyfall into three main types.No time to co-operate.No time to prepare.No time for rest.Considering each in turn:No time to co-operate.The first two statements more or less say “I haven’t got time tohelp you because I have too much to do myself”. This is anabsolute killer of team spirit and co-operative working. A newmember joining a team will naturally enough ask how certainthings are done. He will ask once, twice, three times maybe.But after repeated brush-offs he will stop asking. The resultwill be at best a long protracted learning period of low workoutput, and at worst work that is of a poor standard or evenfaulty.A team by its nature is not a group of isolated individuals. Itis, or should be, an integrated group together producing morethan the sum of each individual working on his own. If you aremanaging the team it is your vital responsibility to allocatethe tasks and the rewards in such a way as to fosterco-operation. And above all make sure that they have the timeto co-operate. You will get more out of your team in the longrun by not overloading them.No time to prepare.This is demonstrated by the statement “I didn’t have time toprepare for the meeting”. It is a feeble excuse and completelyunacceptable. Unless summoned at the last minute by someonewhose authority cannot be defied, no-one has the right toarrive at a meeting unprepared. It inevitably wastes time inthe meeting, which means the time of everyone present. It showsa lack of respect and concern for the others at the meeting. Itshows that you don’t care.You must make time to arrive prepared for all meetings, whateverthe type or subject. Whether it is a large formal meetingcalled to discuss a major topic, or a one-to one meeting withyour boss or a member of your staff. Time spent in preparationis repaid later in time saved, knowledge and authoritydemonstrated, and increased likelihood of getting yourhoped-for result.And what goes for meetings goes for whatever job you have to do.Preparation always pays off. Make the time to prepare.No time for rest.The last two statements at the beginning of this articleillustrate this. There is something seriously wrong when staffof a company consistently and regularly feel they have to worktheir breaks, or when a manager cannot take his vacations yearafter year. No-one can work continuously and unremittingly attheir top efficiency. Inevitably productivity will drop. It istherefore in everyone’s interest that proper rests are taken.It is in the interest of the individual, of his colleagues, andhis company.So how to ensure that this is done? Give the vacations a levelof priority in your planning. Stick to the planning. Don’timagine that you are indispensable. You will be wrong. You willbe surprised perhaps ( even disappointed ) to discover that thecompany continues to exist and function during your absence. Dothe same for your team. Make sure that they are rested andrefreshed for peak performance.And now, in conclusion, just a few general rules for making themost of your time.Don’t put off unpleasant tasks.Don’t put them to one side because they are unpleasant. Do tasksin the order dictated by the importance of the result. Dounpleasant tasks early in the day to provide an incentive tofinish them before moving on to something more attractive.Chop up big tasks into small manageable ones.A huge task lasting several days or weeks can be depressinglydaunting. Divide it up into smaller sub-tasks of short duration( a few hours, say ). Each time you finish one of the sub-tasksyou will get a boost and a feeling of satisfaction. The overallhuge task will be whittled away steadily and with relative ease.Allocate time for specific minor tasks (phoning, messages, etc.)These are the sort of things that can eat away at your day untilyou do little else. Give yourself a strictly limited time atthe same time every day to deal with your mail, for example.Stick to the time, and stop when time is up. Then get on withsomething more productive. Apply this to anything that for youis routine, necessary, but not the principal object of yourwork.Keep an organised desk.This avoids the paper shuffling familiar to many people as theysearch amongst the documents strewn all over their desks, andit allows you to concentrate in a more effective way on whatyou are doing.Try to keep on the desk at any one time just those papersrelevant to the task on which you are working. Don’t let youreyes be distracted by piles of papers related to some otherunfinished job. It will only make you think of the other jobinstead of the one in hand. Don’t let your desk become yourfiling cabinet.If you really have to keep papers for several separate jobs onthe desk together at the same time (maybe you are expecting aphone call concerning one of them), then put them neatly to oneside away from your immediate line of sight.Remember. Time that has gone has gone forever. Make the most ofwhat you have got.