"A project without a deadline is a wish"
- anonymous
Showing posts with label Strategic planning. Show all posts
Showing posts with label Strategic planning. Show all posts
Thursday, January 16, 2014
Tuesday, March 26, 2013
Strategic Planning Quote
If you do not know where you are going, you will end up someplace else
-Yogi Berra
Sunday, December 9, 2012
Dogen Roshi Quote
Don't work towards freedom, but allow the work itself to be freedom.
- Dogen Roshi
- Dogen Roshi
Monday, December 3, 2012
Thursday, March 25, 2010
Lost in the land of firefighting?
Please take a moment to watch this video. Although it is intended for creating awareness about possible traffic accidents, it also teach us a lesson about how easily we can get trapped in the firefighting (work or home) and lose sight of what is really going around us
Thursday, March 26, 2009
How to work with "to-do" lists
A "to-do" list is one of the simplest, and most commonly used, scheduling tools. It captures all of the tasks that you need to carry out on a given day. Many people use to-do lists in combination with a weekly or monthly schedule, and many planners and computer calendars have to-do lists built in. The lists allow you to break down the tasks on your schedule as specifically as you require. For example, where your schedule might direct you to "return phone calls" at a certain time on Tuesday, your daily to-do list would likely detail each person you need to call.
An effective to-do list includes the following:
An effective to-do list includes the following:
- tasks in priority order
- meetings you are scheduled to attend
- decisions you need to make
- information you are waiting for
- calls you need to make or expect to receive
- memos, letters, and e–mails you need to write
- any unfinished business.
Find a point in the day, possibly at the end of the day or first thing in the morning, to write down your to-do list. Periodically review your list as the issues of the day arise.
Here are some strategies for creating and using your list:
- Be realistic about how many things you can do. A rule of thumb is to include half the number of things you think you should be able to do.
- Include time required and completion date for each task.
- Don’t worry about putting items on the list in a particular order.
- Cross off each item as you complete it.
Save old lists in a box or drawer. You’ll enjoy seeing how much you’ve accomplished.
Time Management Series Post (7) How to handle interruptions
As a manager, you often are presented with interruptions that must be addressed immediately (for example, binders for your important meeting did not arrive).
You can often delegate the handling of the interruption. But in the cases where you are the only one who can address the interruption, handle it quickly, so you can return to your priority tasks. Even when handling the interruption takes half the day, focus your energy on the time in the day you have left.
Review the types of interruptions that tend to occur, and try to develop contingency plans. Then authorize others to deal with the problems if they happen again.
You do not always need to be open for visitors. In some cases, you may find it appropriate to refuse to see a visitor without an appointment.
Determine whether your unexpected visitor has an immediate crisis or an issue that has to be dealt with quickly. Schedule another time to meet with the visitor, if possible. (For example, "I think I can help you, but right now I’m in the middle of something. Can we meet after lunch about this?") Refer the unexpected visitor to another appropriate person, if possible. (For example, "I can’t pull away right now, but check with Bob and see if he can help. Let me know what the two of you work out.")
If you must meet with someone, make a note of where you are before you break away from your work. Quickly return to that task after the interruption.
Phone calls can be extremely distracting. You spend time not only in taking the call, but also in taking follow–up action, and then in recapturing your mental position before the interruption.
Some strategies for managing phone calls include the following:
screening telephone calls, using either an assistant or voice mail referring the caller to someone else, where possible keeping the call brief and focused if you must take it (determine the amount of time you want to spend in advance, and do not exceed it).
improving your phone skills to reduce the length of time you need to spend on the phone carving out a block of time in the day when you take phone calls and letting everyone know the schedule working in a room without a phone using e-mail instead of phone calls as much as possible
Try to handle paper only once. Respond to it, file it, pass it along, or toss it out.
For quick responses, communicate in person, by e-mail, or on the telephone. You can also respond directly on the memo you received. Avoid sending back a paper with the comment "let’s discuss." Instead, set up a specific time to meet.
You can often delegate the handling of the interruption. But in the cases where you are the only one who can address the interruption, handle it quickly, so you can return to your priority tasks. Even when handling the interruption takes half the day, focus your energy on the time in the day you have left.
Review the types of interruptions that tend to occur, and try to develop contingency plans. Then authorize others to deal with the problems if they happen again.
You do not always need to be open for visitors. In some cases, you may find it appropriate to refuse to see a visitor without an appointment.
Determine whether your unexpected visitor has an immediate crisis or an issue that has to be dealt with quickly. Schedule another time to meet with the visitor, if possible. (For example, "I think I can help you, but right now I’m in the middle of something. Can we meet after lunch about this?") Refer the unexpected visitor to another appropriate person, if possible. (For example, "I can’t pull away right now, but check with Bob and see if he can help. Let me know what the two of you work out.")
If you must meet with someone, make a note of where you are before you break away from your work. Quickly return to that task after the interruption.
Phone calls can be extremely distracting. You spend time not only in taking the call, but also in taking follow–up action, and then in recapturing your mental position before the interruption.
Some strategies for managing phone calls include the following:
screening telephone calls, using either an assistant or voice mail referring the caller to someone else, where possible keeping the call brief and focused if you must take it (determine the amount of time you want to spend in advance, and do not exceed it).
improving your phone skills to reduce the length of time you need to spend on the phone carving out a block of time in the day when you take phone calls and letting everyone know the schedule working in a room without a phone using e-mail instead of phone calls as much as possible
Try to handle paper only once. Respond to it, file it, pass it along, or toss it out.
For quick responses, communicate in person, by e-mail, or on the telephone. You can also respond directly on the memo you received. Avoid sending back a paper with the comment "let’s discuss." Instead, set up a specific time to meet.
Wednesday, March 25, 2009
Time Management Series Post (6) How to get rid of time waters
Do you have a colleague that always come to talk to you when you are in the middle of something, do you always get that unexpected phone call from your boss asking you to do something, or simply your stress does not let you get to do the things you need to do?
If your answer is yes to any of this questions, that means that your are dealing with time wasters.
A time waster is anything that keeps you from doing things that have more value and importance to you.
Identify your time wasters, and then develop strategies for dealing with them. For example, instead of personally handling certain emergencies, set procedures in place for others to handle them or to prevent them in the future.
For each time waster, brainstorm strategies that match your personal style. That means, don’t commit yourself to making 10-minute call backs if you enjoy making personal contact in a relaxed manner. Instead, spend your energy on organizing your thoughts before a call, so you complete all your business in one call and don’t need to make additional ones.
Experiment with the strategies you develop and keep the ones that are effective. And, let your colleagues and direct reports know that you are working on managing time wasters. Enlist their support and ask for feedback. Remember, though, that only you can determine whether you are using your time wisely.
Some common time wasters include
- interruptions
- unexpected visitors
- telephone calls
- paperwork
- procrastination
- meetings
- travel
Next: How to handle interruptions
If your answer is yes to any of this questions, that means that your are dealing with time wasters.
A time waster is anything that keeps you from doing things that have more value and importance to you.
Identify your time wasters, and then develop strategies for dealing with them. For example, instead of personally handling certain emergencies, set procedures in place for others to handle them or to prevent them in the future.
For each time waster, brainstorm strategies that match your personal style. That means, don’t commit yourself to making 10-minute call backs if you enjoy making personal contact in a relaxed manner. Instead, spend your energy on organizing your thoughts before a call, so you complete all your business in one call and don’t need to make additional ones.
Experiment with the strategies you develop and keep the ones that are effective. And, let your colleagues and direct reports know that you are working on managing time wasters. Enlist their support and ask for feedback. Remember, though, that only you can determine whether you are using your time wisely.
Some common time wasters include
- interruptions
- unexpected visitors
- telephone calls
- paperwork
- procrastination
- meetings
- travel
Next: How to handle interruptions
Time Management Series Post (6) Creating your schedule
In times where lay offs are in the news everyday, no wonder if you are faced with doing more things with the same amount of time that you had before some of your people or colleagues were laid off. Therefore here are some tips to create your schedule taking in consideration the different things that we had already discussed. The KEY, your priorities should come first.
To build your schedule, take your top priority tasks and block them into time slots over several weeks or months, using a scheduling tool that allows you to take a daily, weekly, and monthly perspective.
Keep in mind what you have learned about the times during the day when your energy is at its peak. Important work or activities that need creativity and intelligence should be scheduled for the time when you are most alert. Routine or mundane tasks should be carried out during the periods of low energy.
Schedule only part of your day, leaving time to deal with crises and the unexpected.
Combine tasks, where possible. You might be able to open mail while you’re booting up your PC.
Consolidate similar activities, such as returning phone calls, appointments, paperwork, and meetings, to one block of time. For example, make all your phone calls at one scheduled time during the day.
Identify tasks to work on when you have unexpected free time.
Try scheduling backward. Determine what time you have to leave that day and then work backward. Put in the most important things first.
As the week progresses, move uncompleted priority tasks to the days still left in the week. When your schedule changes, be sure to record what really occurred. If you begin to see a trend, rework future portions of your schedule to reflect what you have learned.
Once you have created your schedule, keep it easily accessible. A wall or desk calendar should always be in view; a computer-based calendar should always be open on your desktop. Check on your progress throughout the day to see if you are on target.
To build your schedule, take your top priority tasks and block them into time slots over several weeks or months, using a scheduling tool that allows you to take a daily, weekly, and monthly perspective.
Monday, February 16, 2009
Why vision statemets fail to deliver results? The use of a Blue Sky
Why do vision statements fail to deliver results?
Let's start with the definition of a Vision statement.
But How do we get there?
One methodology that can help us develop such a plan is called: Blue Sky.
A Blue Sky is the link between the vision and the operational improvements that a company wants to achieve. A blue sky aligns the functional areas to create momentum for change. A blue sky serves a the mecanism to cascade down all the tactical actions required while serving as an excellent mean to communicate the direction that the company is going.
Since the blue sky helps set the vision the operational objectives and the strategy, it is always use withing a policy deployment process or Hoshin Kanri.
It is worth noting that a blue sky is a pictorial representation of the key operational goals.
The process to create a Blue Sky for your company looks like this:
1- Organize a brainstorming event
Once you have created your blue sky, you will have to develop a plan to achieve the blue sky. This is going to be discussed in a later blog.
Tomorrow we will go into detail about how to generate the Blue sky following the steps mentioned before
Let's start with the definition of a Vision statement.
Simply put a vision statement is the inspiration, the framework for all the strategic planning that a company does.
The vision statement answers the question about where does a company wants to go.
Having a vision statements is a great start for any company, but having one does not mean that you know how to get to the place you describe in your vision.
Having a vision statements is a great start for any company, but having one does not mean that you know how to get to the place you describe in your vision.
But How do we get there?
Well, you have to develop a plan to get there and today in this article I will try to help you get started with this.
One methodology that can help us develop such a plan is called: Blue Sky.
A Blue Sky is the link between the vision and the operational improvements that a company wants to achieve. A blue sky aligns the functional areas to create momentum for change. A blue sky serves a the mecanism to cascade down all the tactical actions required while serving as an excellent mean to communicate the direction that the company is going.
Since the blue sky helps set the vision the operational objectives and the strategy, it is always use withing a policy deployment process or Hoshin Kanri.
It is worth noting that a blue sky is a pictorial representation of the key operational goals.
The process to create a Blue Sky for your company looks like this:
1- Organize a brainstorming event
2- Present the Blue Sky Goals and process
3- Brainstorm elements of the company blue sky
4- Create pictures to describe the elements
Once you have created your blue sky, you will have to develop a plan to achieve the blue sky. This is going to be discussed in a later blog.
Tomorrow we will go into detail about how to generate the Blue sky following the steps mentioned before
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