If there is something that we should appreciate in our work, it is time. Appreciating it, for its importance and because its incorrect management, can negatively influence decision-making, the work done, addressing new issues and ultimately, the overall progress of the company.
Time is uncompromising, it passes and it does not stop, although sometimes we have the feeling of the opposite (Who has not been to the dentist on some occasion?).
It is, apparently, a variable that we cannot modify. We cannot lengthen, stretch, buy or stop it. However, we can control it.
Surely any one of us knows excessively busy, work-laden people who exclaim over and over "I don't have time", "I'm missing hours" and similar expressions.
Is it time that controls us or can we control it? That is the question that any manager should ask himself.
Many authors and experts have written on this topic. And most of them tend to agree that incorrect time management is due, among other factors, to:
The absence of previously defined objectives. Or theory to jump of kills.
Not distinguishing between what is important and what is urgent.
The incorrect management of the work schedule itself.
Denial of own evidence. Do not accept that we cannot do everything.
Insufficient delegation of tasks.
Excess information to analyze. Or disorderly, imprecise, or late information.
Obviously, it is essential that in order to organize our time, we must first determine which actions or tasks are the most important. By important we understand those tasks that somehow affect the strategic areas of the company, the objectives, the costs or the income.
Once the objectives have been established, we will start by prioritizing each of the daily activities. Sometimes it is usually assigned a maximum time for each activity so that we are not too busy on a task that is not too important, subtracting time from others that are.
Learn to say no to tasks that are not important or that other people can do. Eliminate the possibility that we can be pestered with unforeseen visits or poorly planned meetings, with a start time but no departure time.
Spend a few minutes a day planning our own agenda. In this way we can always have a work program prepared before starting the day. Be ourselves the managers of our time. Do not let others do it. Obviously as long as our position and position allows it.
Learn how to use the telephone correctly. Both when we make calls and when we receive them. Establish filters for calls and visits through our / or secretary.
Group actions or issues that may have a certain relationship with each other. In this way we can increase our concentration on certain tasks and therefore avoid dispersion. (Carlson's Law: "All interrupted activity is less effective and more time consuming than if it is carried out continuously").
Therefore, time is relative, as is the use we make of it in our work. Some tasks that we consider very urgent or important sometimes are not so (again "relativity") and we must learn to identify them.
It is said that generally only 20% of our time contributes to 80% of results. The rest are usually unforeseen, emergencies, interruptions, corrections and ultimately disorder.
Do each thing on time, do not do more than one thing at a time and of course do it well.
