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Time Management - Marc Mancini

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130<br />

<strong>Time</strong> <strong>Management</strong><br />

Drop-in Visitors<br />

If you don’t have an administrative assistant or secretary to<br />

intercept visitors who turn up unexpectedly, here are a few<br />

techniques you can try to minimize the time they can steal from your day:<br />

• If you have a door, keep it closed whenever you need to avoid<br />

interruptions.<br />

• If you work in a cubicle, post a sign asking not to be interrupted.<br />

• Try taking your work elsewhere—an empty conference room, a<br />

nearby library, even a restaurant.<br />

• Indicate that you have a minor emergency and ask for a time to<br />

meet that would be more convenient.<br />

• If it’s a colleague in your company who needs to see you, suggest<br />

you confer in his or her office. It’s much easier to leave someone<br />

than to get that person to leave you.<br />

• Say,“Can we wrap this up in just a few minutes?” This should provide<br />

a clue to your visitor that you’re pressed for time.<br />

your office; it will usually make someone else feel uncomfortable<br />

about staying too long.<br />

• Outline your time limitations from the outset. (In essence,<br />

you’re delivering a “time contract.”)<br />

• Stand up when you’re ready to finish.<br />

• Keep your body somewhat angled to the other person.<br />

This body language will convey your need to get back to<br />

something else.<br />

• A surefire strategy: get up and ask the person to accompany<br />

you somewhere close by (e.g., the photocopier).<br />

Continue your discussion while doing your work there.<br />

When done, simply say you’re glad you two talked, then<br />

leave the person there. For extremely persistent types, tell<br />

them you’re going to the rest room ....<br />

Conclusion<br />

The phrase time leak certainly has a pejorative connotation.<br />

Each time waster, however, offers a corresponding opportunity.<br />

Those opportunities are accessible, though, only if you possess<br />

the right tools—and that’s the subject of Chapter 10.

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