Time Management - Marc Mancini

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The Art of Anticipating 105 time management writer Michael LeBoeuf, seems a little drastic. Yet it’s probably a very effective way for some to discipline their conversations. • Buy a phone that tracks time spent on a conversation. There’s something persuasive about that LCD screen on phones that clicks off elapsed time. It’s almost like a taxi meter. And like a meter, it reminds you that this call is costing you, both in time and money. Setback 2: Forgetting what was said. Once spoken, words tend to evaporate. You think you’ll remember what was covered, then later you realize that you have no reference to the points made or actions required. The solution is a telephone communications record, like Figure 8-1 on the next page. The use of this form is rather self-explanatory. One clarification: in the “by” columns, put “me” or the initials of the other person. Make copies of the document: keep them in a ring binder for future reference. They can serve to track a call’s content, as well as map out a call in advance. Setback 3: Misunderstanding the message. You’ve outlined your conversation, clarified each point, and even summarized to the other person what you agreed on. What are the odds that your message was fully and accurately comprehended? One study’s conclusion: there’s a 90% chance that your message will be understood incompletely. You can do only so much to prevent misunderstandings. First, as discussed, outline the conversation, keep it brief, and make a record of it. But the best solution is to create a short follow-up note, letter, fax, or e-mail from your telephone communications record and send it to the other person. If there’s any miscommunication (and if the person is responsible enough to read your follow-up), you’re sure to get a call to straighten out the misunderstanding. Setback 4: Being stuck on hold. The average person is kept on hold for 15 minutes a day and 60 hours a year. If you liberate
106 Time Management Date: _________ Person(s): ___________________ Incoming Call? _________ With: ___________________ Outgoing Call? _________ Address: ___________________ Conference Call? _________ ___________________ Time Begun: _________ Phone No.: ___________________ Time Ended: _________ Fax No.: ___________________ Topic Discussed ______________________ ______________________ ______________________ ______________________ ______________________ ______________________ ______________________ ______________________ Follow-up actions required: By _____ _____ _____ _____ _____ _____ _____ _____ Response ______________________ ______________________ ______________________ ______________________ ______________________ ______________________ ______________________ ______________________ Action To/With Regarding ❏ Letter ❏ Memo ❏ Fax ❏ Meeting ❏ Additional Calls ❏ _____________ ❏ _____________ ❏ _____________ TEAMFLY By _____ _____ _____ _____ _____ _____ _____ _____ Figure 8-1. Telephone communications record yourself from the receiver, however, you’ll be free to work on other things while you’re waiting. A speakerphone or headset is useful here. Try to call during what you predict to be an off time. (Mondays, for example, are not the time to contact your insurance company or most other businesses.) This is also a way to avoid that related phenomenon, the busy signal. (An automatic redial feature can help you defeat this latter problem.)
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TEAMFLY
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Copyright © 2003 by The McGraw-Hil
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iv Contents What Are You Procrastin
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viii Preface can reside in a cool,
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x Preface But be ready for moments
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xii Acknowledgments/About the Autho
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Other titles in the Briefcase Books
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2 Time Management Making It Up in V
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4 Time Management Something to Thin
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6 Time Management The Value of Time
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8 Time Management ❏ Do you take w
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10 Time Management Taking Control M
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12 Time Management your business ac
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2 A Few Myths About Managing Your T
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16 Time Management • Raise the be
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18 Time Management important that y
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20 Time Management blocks of time f
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22 Time Management Here’s an exam
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24 Time Management least—of your
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26 Time Management Active Structure
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28 Time Management ❏ What you lea
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30 Time Management The ABC System P
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32 Time Management What’s Importa
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34 Time Management The Index Card/P
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36 Time Management WIIFM “What’
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38 Time Management emerge from that
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40 Time Management The Pareto Princ
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4 Procrastination: The Thief of Tim
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44 Time Management Combating Perfec
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46 Time Management What Are You Pro
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48 Time Management Break It Down He
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50 Time Management deal to do with
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52 Time Management Waiting for Othe
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Index A ABC system, for prioritizin
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160 Index L Lakein, Alan, 30 Langol
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162 Index Time (Continued) analyzin
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