Personal Development › Time Management and Delegation Skills

Time Management and Delegation Skills

Developing strategies to help your people manage their time, priorities and delegate effectively

This is a sample learning overview that we can design and deliver specifically for your organisation.

Poor time management can obstruct growth and efficiency for any organisation. Let us tackle the management issues time faced by your busy managers and employees. With years of expertise and experiences to draw upon, we will work with your people to build a realistic and high impact action plan that, once implemented, will help your people create more free hours in their working day.

Such a programme can directly contribute to your organisational aims and objectives. While we can design and deliver it as a stand-alone workshop (or series of workshops), it can also be part of a larger project that addresses other personal development, communication and management issues facing your people.

Participants will:

  • Be clear about what they are paid to do and where their priorities lie
  • Have reviewed how they currently spend their time – what is on their desk and why?
  • Have identified the challenges to managing their time proactively and have discussed ways to resolve this using techniques and time saving wonders
  • Have identified what causes them stress and pressure and identified techniques to help manage this
  • Understand the importance of delegation to high performing leaders and how to delegate effectively
  • Have decided what to delegate, to whom and when and to have decided on an approach
  • Create a time management application plan to create extra hours per day

View typical programme content

Programme

A typical programme may cover:

Welcome, objectives and agenda

  • Setting a clear objective for the workshop – to help you manage time and priorities in the most effective way
  • Responding to individual questions and concerns – and to what people have written in their pre-training questionnaire
  • Setting individual objectives – and linking these to your organisation appraisal and performance management process
  • Agreeing how we will work together – in a collaborative and supportive way. Living up to the your organisational values. Committing to excellence
  • Reality check. What gets in the way? What are the challenges in managing our time effectively? Why is it so hard to make time management tools work?
  • Response to the reality check – a holistic, inclusive approach that moves us away from deficit thinking and towards the concept of personal leadership

One core theme – increasing personal power

  • Talking through what this means in the reality of our work. The extent to which we can be in control, the driver and not the driven, at choice and not in survival
  • Icebreaker – the iceberg exercise. Identifying all the factors that affect our time at work
  • Identifying those things we can directly control, those things that we cannot control but can influence, those things that lie beyond our influence and our control
  • The stimulus/response model. Exerting influence and taking control in the way we respond to all the things that happen at work
  • Pro-activity, making choices, breaking the dictatorship of the in-box and the in-tray
  • Transforming time management into personal leadership. Defining what this concept means

Role analysis

  • Breaking down our job into different roles
  • Individual exercise – using a diagnostic tool to look back over the past four months at work and mapping out how we allocate time and effort to our different roles
  • Identifying imbalance and disproportionality – differentiating between cyclical and structural imbalance
  • Using the tool in a planned and forward looking way. Taking a conscious decision to allocate time in the way we decide

Setting priorities

  • Urgency and importance. Distinguishing between these two key dimensions
  • Categorising what we do in the four quadrants of the urgent/important matrix
  • Defining those four quadrants – reaction, judgement, waste and leadership
  • Getting the balance right between chargeable and non-chargeable time, between ‘the day job’ and project work
  • Each individual commits to diarising two quadrant activities in the next fortnight

Time bandits

  • Review of the personal time logs people completed in the week prior to the workshop
  • Looking for ‘leakage’ – when time has slipped away unproductively
  • Identifying personal time bandits
  • Developing strategies to prevent that leakage and to arrest those bandits

Delegation

  • Recognising the barriers to delegating work to others
  • Defining the benefits
  • Understanding when work should be delegated
  • Clarifying what should be delegated
  • Who can you delegate work to?
  • The importance of effective delegation in project planning
  • How to delegate effectively
  • Looking for a win-win

Communication

Exploring this key skill and its impact on time management - focusing on:

  • Email – how to prevent it dominating our lives
  • Communication protocols – how time can be wasted through low value communication
  • Clarity – how fuzziness destroys effective time management
  • Meetings – bringing rigour and discipline to those time-expensive events

Planning – tools and techniques

Practical work in using a time management tool kit including:

  • Task definition – the one page summary
  • Key stages and milestones
  • Estimating and costing – the work breakdown structure
  • Keeping control – three lenses
  • To do lists – listing the work and working the list

The impact of behaviour and personal preferences

Practical work in understanding and addressing the impact of personal conduct and of our ingrained preferences and habits including:

  • Procrastination – delay and putting off
  • Controlling interruptions  – walk-ups, distractions, self-interruptions, focus, and concentration, getting in the zone
  • The complete finish  – no loose ends or rework
  • Discipline and order – keeping chaos at bay
  • Delegation – balancing autonomy and control, micro-managing, accepting diversity – that different people do things differently
  • Assertiveness  – respecting yourself and your time, respecting other people and their time, knowing how to say no
  • Motivation  – maintaining application and effort

Goal setting

How to set and achieve goals in an effective way including:

  • Long medium and short term goals
  • SMART objectives
  • Monitoring progress
  • Linking todays 'to do list' with bigger picture objectives

Work life balance

  • Pressure, stress and the difference between the two
  • Defining boundaries and setting limits
  • Taking a holistic approach to fulfilling every aspect of who we are

Action planning

  • Putting it all into practice
  • Linking your action plan to your personal goals
  • Personal triumphs and public victories

 

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A wide range of learning methods ensures we deliver learning that is appropriate, specific and drives sustainable change.

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