Time Management - Marc Mancini

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Learning to Say No 83 What to Say No to Robert Moskowitz, author of How to Organize Your Work and Your Life (New York: Doubleday, 1993, 2nd edition), identified two vital questions to ask yourself before saying yes to something you might feel reluctant about: 1. What will this commitment mean? Let’s say you’ve been asked to serve on a committee. Before saying yes, you need answers to all the following questions: • When does it meet? • How often does it meet? • How long are the meetings? • What does it do? • What would my responsibilities be? • Are there any allied duties outside the meeting time? • How long would I be expected to serve on this committee? So, before you agree to do anything, try to anticipate any unvoiced or unexpected responsibilities that may emerge later on. 2. If you had to take on this commitment tomorrow, would it—considering what you’ve planned—be a good use of your time? Moskowitz considers this the litmus test of responsibility. When compared with your normal duties, does the project obligation seem worthy? If yes, then it merits your time. If not (and assuming tomorrow A Different Way Of course, you don’t have to do everything everyone wants you to do. But you also don’t have to do everything the way everyone wants you to do it, either. If you know there’s a better, less time-consuming way to produce the same results, you should learn to say no to the approach others typically use. Be confident in the way you work best. After all, once you find a method of producing satisfactory results in your own way, you might be able to say yes to a request you might otherwise have turned down. Saying no to the how may make it possible to say yes to the what.
84 <strong>Time</strong> <strong>Management</strong> is not the most critical day of the year), then maybe you should say no. How to Say No Psychologists have identified a four-step procedure that makes saying no safe, diplomatic, and effective: • Give a reason. To simply decline to do something seems arbitrary, lazy, or irresponsible. If you give a good, solid reason for your decision, it will show that you’re reasonable. • Be diplomatic. Saying no can hurt, upset, or even anger the person to whom you’re saying it. Tact is essential when turning down anything. Say No to Information Overload We live in an age of information overload. But you can control how you receive and process information by focusing on what you need and rejecting what you don’t. Here are a few tips: • When reading a report, read the executive summary first. Skim what follows only to sift out necessary details. If you can influence the people creating reports, insist that they have executive summaries. • Subscribe to publications that summarize facts, books, articles, etc. A few examples: Executive Book Summaries Wellness Letter (UC Berkeley) Kiplinger Washington Letter • Avoid real-time TV viewing. Tape TV shows and fast-forward past commercials. • Use the bookmark feature on your Internet browser to store information sites you use frequently. • Get a voice-mail system that limits messages to one minute and doesn’t record hang-ups. Whether or not you have a limiting feature on your equipment, warn callers in your outgoing message that they have 60 seconds to state their message. (Yes, they may call back and leave a continuation of their message, but the second attempt will be far more compact than the first.)
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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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Index A ABC system, for prioritizin
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