Transcript Learning That Last - Association for Accounting Administration

Learning That Lasts
How can I move
from Motivation to
a lasting change
Emotional Intelligence
Quick book
• We are what we repeatedly do. Excellence,
then, is not an act , but a habit. (Aristotle)
• Darren Lacroix-Chump to Champ
• In order for a new behavior to last , you have to
practice it enough to make it permanent. You
have to train the brain to adopt the behavior,
and that comes only from practice.
• Routine behaviors last because you no longer
have to think about them; you enjoy them years
later because they become a normal part of you
repertoire.
Examples
• January 1st Resolutions-sustain
motivation by putting on calendar
• Blood Drive-once per month watch the
video
Time Management
• Time Management is really Priority
Management
• Prioritize –Plan and execute-repeat this
habit
Planning
• For every hour planning you save three
hours in execution time.
• 20% of goals produce 80% of results
• Focus on the important goals-better off
having fewer goals
• Set aside 30-90 minutes per week to plan
Determining Priorities
• Dave Allen-Getting Things Done
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50,000 ft level: Life Goals
40,000 ft level: 3-5 Yr vision
30,000 ft level: 1-2 Yr goals
20,000 ft level: Areas of responsibility
10,000 ft level: Current projects - outcomes that
you want
• Runway: action items
Planning Process
1. Purpose: ask why and what is the
purpose
2. Outcome visioning
3. Brainstorming
4. Organizing
5. Identify next actions
Don’t Manage Time ,
Manage Yourself
by David Beardsley
• We clutter our minds with vague promises
of shoulds and coulds that we don’t
complete and this creates frustration.
• Need to set up a system to identify these
incompletes and develop action steps to
complete .
Goals Setting and
Organizing/Steven Covey
• Long Term–Mission statement-Roles
Goals
• Weekly Organizing-Roles –GoalsPlans(schedule or delegate)
• Page 166/167 Covey
• Getting to Quadrant 2
Not Important
Important
The Time Management Matrix
Urgent
Not Urgent
I ACTIVITIES:
Crises
Pressing problems
Deadline – driven projects
II ACTIVITIES:
Prevention
Relationship building
Recognizing new opportunities
Planning, recreation
III ACTIVITIES:
Interruptions, some calls
Some mail, some reports
Some meetings
Proximate, pressing matters
Popular activities
IV ACTIVITIES:
Trivial, busy work
Some mail
Some phone calls
Time wasters
Pleasant activities
Freeing up time for Quadrant
two
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Document all processes
Document all responsibilities by person (Grid)
Move as many out of your area and into others.
Go thru and ask the question why on all the processes.
Eliminate unnecessary steps,(Toyota –lean thinking)
• simplify , automate and improve any area that you can.
• Have each person write up and review their
responsibilities. You will end up with a workflow
procedure manual.
• Be sure you are doing the right things right that add
value. Nothing worst than doing with perfection
something that didn’t need to be done in the first place.
Duties and Responsibilities
DESCRIPTION
Admin: Directors
Collection Calls
Reception
Misc for MPSF Fin Svc
Billing
Budgets
Staff Advisory Committee Member
Company Functions/Client Meetings
Read& Add
Proposals
Vendor Invoices
Write Checks
Staff Expense Reports
Review & Verify PR
Reconcile PR & JE
Reconcile Bank Accts
Reconcile GL Accts 132-134-139
Publish firm FS on Directors Intranet
KML
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b
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b
JJR EML
X
b
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Management Time:
Who’s got the monkey?
• Management Time
– Boss Imposed
– System & Peer Imposed
– Self Imposed-Like Cholesterol (Good & Bad)
• Good is discretionary time
• Bad is subordinates imposed time
» Goal is to decrease subordinate controlled time to
free you up to work on getting better control over
boss and system imposed time.
Where is the Monkey
• Page 76 & 77
Managing Workflow on a
daily basis
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Workflow Diagram (Dave Allen)
Two Minute rule
One item at a time
Don’t look at second item until you have
determined an action for the first
• Never put anything back in the basket
“stuff”
In- basket
What is it?
Trash
No
Some Day / maybe
Is it actionable?
Yes
(tickler file; hold for review)
What’s the next action?
Reference
(retrievable when required)
No
Defer it
Will it take less than 2 min.
Delegate it
Yes
Calendar
(to do at a specific time)
Waiting
Next actions
(to do as soon as I can)
(for someone else to do)
Do it
What’s the next action?
Multistep projects
Project Plans
(review for actions)
Projects
(planning)
“stuff”
In- basket
What is it?
Trash
No
Some Day / maybe
Is it actionable?
Yes
(tickler file; hold for review)
What’s the next action?
Reference
(retrievable when required)
No
Defer it
Will it take less than 2 min.
Delegate it
Yes
Calendar
(to do at a specific time)
Waiting
Next actions
(to do as soon as I can)
(for someone else to do)
Do it
Meetings
• Dale Carnegie
– Meetings: Quicker and Better Results
• Executive eliminated 75% of his time trying to resolve business
problems.
• Everyone that wishes to present a problem must draft a
memorandum answering these four questions.
– What is the Problem» state it as a fact not a question
» Limit it
» Clarify terms
» Give some background
– What are the causes of the problem
» Accept as many as possible
» Don’t evaluate
Meetings Continued
–What are the possible solutions
»Be specific
»Give evidence
–What is the best solution
»Review solutions and evidence
»Vote
»Action to be taken
The Ten Mistakes Are:
1. Keeping too many things in your head
2. Doing whatever grabs your attention
next
3. Doing very efficiently that which need
not be done at all
4. Not spending enough time on your top
priorities
5. Poor planning
The Ten Time Management
Mistakes Are:
6. Working in a disorganized and
distracting work environment
7. Attempting to do too much
8. Always saying yes
9. Not managing your inflows
10. Confusing your activity with productivity
Articles
• 50 Timewasters
• 10 Time Management Mistakes
• Books– One Minute Manager & Meets The Monkey
– Getting Things Done
– 7 Habits of Highly Effective People
Conclusion
• Change Behavior of how you work and
develop the habit of Priority Management
• Prioritize ,Plan and Execute (repeat to
develop the habit)
• Increase Planning Time by eliminating
1st,3rd and 4th quadrant .Keep Monkeys
off your back
• Document / Simplify / Eliminate and be
sure you are doing the right things right.
7 Keys to Managing People
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Drive Results not time and place
Flexibility only works with Accountability
Low performers like to hide
Lack or direction ,guidance , monitoring
& coaching equals mediocre or low
performance
• Star today may not be star tomorrow
• Don’t manage by special occasion