Living Your Life on Purpose

1. Living Your Life on Purpose Joan Gillman Executive Education School of Business 608-262-9982 Jgillman@wisc.edu

2. Success is more a function of consistent common sense than it is of genius. An Wang, founder of Wang Computers

4. Why are we here? Compared to the 1970�s business professionals: Work 20% longer today Have 32% less leisure time Stress has doubled Amount of stress-related illness causing time taken off of work today = 75% 50 years ago, only bridges were stressed, humans were nervous, worried or fearful. Since the 1950�s, �stress� hjas evolved from an engineering term to a cultural construct.50 years ago, only bridges were stressed, humans were nervous, worried or fearful. Since the 1950�s, �stress� hjas evolved from an engineering term to a cultural construct.

5. Why are we here? The average US executive wastes six weeks�a year retrieving misplaced information on desks or in files. At a salary of $75,000 per year, this translates into $ 9,225. Office workers spend 40-60% of their time working with paper. Despite visions of a paperless office, 95% of all information is still transmitted using paper. 80% of filed papers are never referenced again. Negative employees cost companies millions of dollars in lost productivity and sales.

6. Google Searchas of 10/9/07 - 56,600,000 entries containing �Time and Stress Management�- 1,130,000,000 containing �Time Management� - 79,600,000 containing �Stress Management�

7. Average life 83.3 years 1000 months 4332 weeks 30,324 days 727,776 hours

8. Average life � My Life as of today 83.3 years 20.5 years left 1000 months 246 months 4332 weeks 984 weeks 30,324 days 6888 days 727,776 hours 165,312 hours

9. Deciding Your Work Priorities- Finding Out What to Spend Your Time On Doing what you enjoy Concentrating on your strengths �Understanding how to be excellent at your job

10. My life is a fish bowl

11. ROLES Child Parent Lover Boss Colleague Coach Breadwinner Employee Caregiver Leader Follower Friend Volunteer Chief financial officer Exercise enthusiast Avid reader

12. Goals and Goal Setting Goals need to be: Meaningful, and achievable, Powerful, Reflect your individual values. Role: Long-term goal: Short-term goal:

13. Example:Role - ParentGoal - Better communication* Pay 3 compliments a week* Listen, paraphrase* 1 to 1 time every 2 weeks* Log communications (my habits for one week)

14. Pick one goal:Role - Goal - * * * *

15. �Understanding how to be excellent at your job What is the purpose of the job? What are the measures of success? What is exceptional performance? What are the priorities and deadlines? What resources are available? What costs are acceptable? How does this relate to other people?

17. Stress comes from�. Perception that you are not in control!! Conflict Expectations not being met.

18. Can some stress be good? Keeps life exciting and challenging Motivates people to take initiative Improves performance Helps you grow Increases your self esteem

19. High Technology of the 21st century Beepers Pagers Cell Phones Teleconferencing Videoconference E-mail Voice mail Call Forwarding Call waiting Palm tops Laptops Automated Operations Air phones Faxes

20. The Pareto Principle: The significant items in a given group normally constitute a small portion of the total items in that group. __% of the people control __% of the wealth __% of the people generate __% of the problems __% of the sales staff make __% of the sales __% of your activities give you __% of your results Questions which will help you identify your priority areas: � What gives you the biggest payoff? � �What one thing would my spouse or boss like me to do? �� What would happen if I didn�t do it? � Which one would make me feel best to be rid of? � What focus has the highest payoff? �� What is the one thing that if I did exceptionally well would make the biggest difference?Questions which will help you identify your priority areas: � What gives you the biggest payoff? � �What one thing would my spouse or boss like me to do? �� What would happen if I didn�t do it? � Which one would make me feel best to be rid of? � What focus has the highest payoff? �� What is the one thing that if I did exceptionally well would make the biggest difference?

21. Taking Control of YOUR Life Let go of energy suckers. Get rid of negative, non-performing employees. Negative employees not only produce less, but they also cost more. Negative employees destroy morale and turn off potential customers. The person you go on break with and come back more exhausted than when you left. Adapted from Barbara Bartlein�s Newsletter, 10/2/07 When management at 3M laid off the bottom 10% (the poorest performers) at one facility their productivity skyrocketed up 18%. 3M learned thatWhen management at 3M laid off the bottom 10% (the poorest performers) at one facility their productivity skyrocketed up 18%. 3M learned that

22. Let go of meetings. The great corporate time waster. Aren�t really necessary and poorly organized and run. Conduct training for effective meetings for all management personnel. This should include: an evaluation checklist whether to have the meeting at all, an agenda, start on time keep control of the proceedings (notes) Adapted from Barbara Bartlein�s Newsletter, 10/2/07

23. Let go of filing. Make your office paperless by using some of the new on-line filing systems such as www.thepapertiger.com. Easy to implement, you can manage both paper and electronic files. Eliminates duplication of materials and does not require scanning. Adapted from Barbara Bartlein�s Newsletter, 10/2/07

24. Let go of crisis management. Avoid the tyranny of the urgent so that you can focus on what is important. Can be the result of someone else�s poor planning, and result in spending most of your day putting out fires. Let co-workers know that you plan your day and don�t jump from project to project. Insist on realistic timeframes for projects. Adapted from Barbara Bartlein�s Newsletter, 10/2/07

25. Know what is draining your resources. Take a careful inventory of where your time goes and with whom. What activities/people deplete your energy? Evaluate how you can handle them differently. How do you re-charge? Structure your week with some re-charging activities such as exercise and hobbies. Adapted from Barbara Bartlein�s Newsletter, 10/2/07

26. Build white space in your life. UN-schedule time on your calendar Schedule time to just think, read, walk, and relax. Have a weekend from time to time where you have nothing planned. Don�t schedule every hour of the day with no breathing room for the unexpected. Adapted from Barbara Bartlein�s Newsletter, 10/2/07

27. Perfectionism Perfectionism is paralysis and often 80% is more than good enough. Sometimes it is better to just complete something than obsess over details that won�t make a difference. Set time limits for projects and stick to them.

28. Overcoming Procrastination Admit it. List your excuses. Catch and correct yourself. Make deadlines. Schedule tasks for large projects. Don�t over-prepare. Match your energy level to your tasks. Deal with one problem at a time. Reward yourself. Useful question to determine if any activity is worth doing! if this activity is eliminated/minimized, will the quality of the output be affected? As a customer, am I willing to pay for this particular activity? Does it add value?Useful question to determine if any activity is worth doing! if this activity is eliminated/minimized, will the quality of the output be affected? As a customer, am I willing to pay for this particular activity? Does it add value?

29. Perfectionism-why we do it? We fear making mistakes. We want to be the best at everything. We worry what others think about us. We do things over and over to get them right. We�re afraid to let others do things.

30. Perfectionists� time consuming behaviors Don�t let anyone else clean our house. Rewrite things ad nauseum. Don�t file until the right supplies are available. Demand that only certain colors are used in certain areas, paint, ink, and clothes. Use only the best, hard to find products when more common solutions are readily available. Expect employees, spouses, and children to live up to impossible standards.

31. Overcoming Perfectionism List all areas where you�re a perfectionist. Lower your expectations. Focus on results. Just say no. Recognize when enough is enough. Consider the worst thing that could happen if something isn�t perfect. Accentuate the positive. Don�t let mistakes devastate you.

32. Let go of useless tasks. Do you really have to do all the stuff on your �to do� list? Do you type your own letters, do computer entry and other everyday jobs that could be easily delegated to someone else. Evaluate what you really need to do. Adapted from Barbara Bartlein�s Newsletter, 10/2/07

33. Tips for Effective Delegation Get over fear of losing control. Set realistic, achievable objectives. Let go of the easy stuff and face the tough stuff. Match the person to the task. Do it early.

34. Tips for Effective Delegation Provide training and resources needed. Set consistent standards for everyone. Give authority with the responsibility. Give specific instructions. Identify key review points. Focus on results not how it is being done. Develop a way to track progress on delegated projects. Praise achievement publicly.

35. 6 Levels of Delegation Investigate and report back, you make the decision. Investigate and recommend action. Investigate, plan and advise on plan, don�t act until you say so. Investigate, plan and take action unless you say no. Investigate, take action, short reporting time-line. Make assignment, doesn�t come back to you.

36. Let go of interruptions. Train yourself and co-workers to stop frequent interruptions that block creativity and flow. Every time you are interrupted, it will take an average of 15 minutes to get back into the task at hand. Make sure you are not interrupting yourself with frequent breaks, cups of coffee or chatting in the hall. Adapted from Barbara Bartlein�s Newsletter, 10/2/07

37. Interruptions- Why We Allow Them Can�t say no. Need to feel important and needed. Welcome distraction. Like to socialize. Like to be liked. Like to be polite. We�re bored, curious, and lonely. We like working under pressure of deadlines.

38. Overcoming Interruptions:Drop-in Visitors If it isn�t a good time, say so. Avoid storing things that others need in your office. Discuss things in someone else�s office. Don�t bring outsiders into your office. Schedule quiet work time.

39. Overcoming Interruptions: The Telephone Use voice mail to screen calls. Return all calls at once later in the day. Get to the point by asking, �How can I help�? Don�t talk if it�s not a good time. Leave complete information on voice mail.

40. Overcoming Interruptions:Self Distractions Get your work area organized. Schedule a time to eat. Schedule a time to walk . Check and return e-mail one or two times per day. Set up, and automate if possible, an e-mail message storage system. Touch all papers and e-mail messages once.

41. There are four ways to deal with impossible deadlines: Get the deadline extended Scream for more resources Get the Deliverable redefined to something practical State the position clearly so that your boss (and his/her boss) have fair warning Move to a company with realistic schedules

42. Start plugging the leaks. Start letting go of the problem areas. Get rid of clutter. Let go of your bottom feeding employees. Control access to your time. Adapted from Barbara Bartlein�s Newsletter, 10/2/07

43. Keys to Success Try new techniques at least 6 weeks to make them �your own� Your plan should be tied to your goals Use tools that fit your style and feel natural Do the right things, do things right Be patient and stay focused.

44. Weekly Worksheet Plan for �Sharpen the Saw� activities Identify your roles Set goals (for the week) Translate goals into an action plan Plan time to prepare Plan and prioritize on a daily basis Adapted from S Covey, Connections Plan for �Sharpen the Saw� activities � enhance our abilities to handle our many life roles. Take classes, read, listen to tapes, exercise � increase our physical, mental and social/emotional capabilities each week. Identify your roles � where are you going to place your energies this week. Set goals (for the week) � �What are the one or several things I could do this week to move ahead in this role?� What is the one thing that I could do that would make a significant difference to the people who count!! Translate goals into an action plan- Assign a specific day and time during the week. If goals, time must be allocated. Ex �telephone Gail Plan time to prepare � what do we need to do to prepare for our goals? Plan and prioritize on a daily basis- Each day, finalize plans and priorities, what�s highest on your listPlan for �Sharpen the Saw� activities � enhance our abilities to handle our many life roles. Take classes, read, listen to tapes, exercise � increase our physical, mental and social/emotional capabilities each week. Identify your roles � where are you going to place your energies this week. Set goals (for the week) � �What are the one or several things I could do this week to move ahead in this role?� What is the one thing that I could do that would make a significant difference to the people who count!! Translate goals into an action plan- Assign a specific day and time during the week. If goals, time must be allocated. Ex �telephone Gail Plan time to prepare � what do we need to do to prepare for our goals? Plan and prioritize on a daily basis- Each day, finalize plans and priorities, what�s highest on your list

45. Daily Planning permits me to.. Review my personal work goals Establish priorities for the day Schedule when I plan to do work/non-work Establish reasonable goals Feel a sense of control and direction. How much time do you spend planning?

46. Daily to-do list Start with regular tasks. Be realistic about the time available. Include all items in your calendar. Include any master list items for the day. Never have more than 10 items. Prioritize list and complete them in that order. If you need a block of uninterrupted time, schedule it.

47. Dave�s Top Ten Tips to Manage Your Workload and Your Life 10. Do one thing at a time. 9. Accept the things you can not change. 8. Accept only achievable deadlines. 7. Schedule - time to plan, drive, think, play. 6. Say �NO� and mean it. 5. ASK for help. 4. Simplify, simplify, simplify. 3. Dare to mess up. 2. Affirm yourself 1. Vacation and don�t call the office.

48. What is the one thing that if you did it extremely well would make a significant impact on your work-life?

49. A journey of a thousand miles must begin with a single step. Ancient Chinese proverb