3 Put first things first

The time management matrix

 

	Urgent	Non-urgent
Important	I Activities Crises Pressing problems Deadline-driven projects Results Stress Burnout Crisis management Always putting out fires	II Activities Prevention, PC activities Relationship building Recognising new opportunities Planning Recreation Results Vision, perspective Balance Discipline Control Few crises
Not important	III Activities Interruptions Some calls, mail, reports, meetings Popular activities Results Short term focus Crisis management Reputation-chameleon character Sees goals and plans as worthless Feels victimised, out of control Shallow or broken relationships Total irresponsibility Fired from jobs Dependent  on others or institutions for basics	IV Activities Trivia Some calls, mail Time wasters Pleasant activities Results Total irresponsibility Fired from jobs Dependent  on others or institutions for basics

Criteria for a quadrant II planning tool

• Coherence between vision and mission
• Balance
• Quadrant II focus
• Effectiveness when dealing with people, efficiency when dealing with things
• Flexibility
• Portability

Becoming a quadrant II self-manager

• Identify roles
• Select goals
• Schedule weekly
• Daily adaptability

Stewardship delegation

• Focus on results instead of methods
• Needs mutual understanding and commitment regarding expectations in 5 areas
  1. Desired results
  2. Guidance
  3. Resources
  4. Accountability
  5. Consequences

Paradigms of interdependence

The emotional bank account

Deposits

• Understanding the individual
• Attending to the little things
• Keeping commitments
• Clarifying expectations
• Showing personal integrity
• Apologising sincerely when you make a withdrawal

Every P problem is a PC opportunity