| Is a fever a symptom or a disease? If you go | | | | actions so that you can focus on things that really |
| the emergency room with a pain in the chest, | | | | need your focus. |
| would you be given a painkiller or would the | | | | 2. Self-discipline (including avoiding distractions and |
| doctors check for any underlying heart problems? | | | | checking overconfidence): The Merriam-Webster |
| Similarly, poor time management is not the | | | | Dictionary defines self-discipline as "correction or |
| problem. It is only the symptom of a small | | | | regulation of oneself for the sake of |
| number of underlying problems, manifested in | | | | improvement." Self-discipline can only come from |
| various forms such as being late for | | | | within, and is possible only when the desire to |
| appointments, not completing tasks on time, | | | | improve is very strong. Keep the goal fixed in the |
| having no time for yourself, etc. Yes, it is only a | | | | mind - time management is a very essential tool |
| small number, and solving these underlying | | | | to get ahead in life and to succeed in everything |
| problems will make your life ever so much better. | | | | that you try your hand at. Time is the basis of |
| What are the underlying problems? What are the | | | | life, and we control our lives by controlling the |
| root-causes of the visible symptoms? Let me | | | | events in our lives. Use these goals to strengthen |
| show you how I arrived at a representative mix. | | | | your need to regulate yourself for the sake of |
| For example, I analyzed why people are late for | | | | improvement. |
| appointments. These are some of the causes | | | | 3. Estimation: You need to have a guess as to |
| (not the whole list but a representative sample): | | | | how long the task will take in order to be able to |
| | | | allow enough time for the task. This will allow you |
| 1. Not allowing enough time. This stems from poor | | | | to create realistic schedules and to start things |
| estimation and not taking into account delaying | | | | well in time. Estimation is a very important part of |
| factors such as traffic, traffic lights, accidents, | | | | managing expectations and putting things in |
| construction/detours, and acts of God including | | | | perspective. You can estimate the duration of a |
| the weather. | | | | task by checking how long a similar task has |
| 2. Not moving fast enough. This comes from | | | | taken you in the past, by asking an expert, or by |
| inefficiency and the tendency to give in to | | | | using the "divide-and-conquer" technique (break up |
| distractions. | | | | the task into constituent units, estimating the |
| 3. Having to go back for something. This comes | | | | parts and summing up to the whole). |
| from being disorganized, poor planning or being | | | | 4. Efficiency: Parkinson's Law states "Work |
| unprepared. | | | | expands so as to fill the time available for its |
| 4. Starting without proper directions. Same | | | | completion." With efficiency, the task can be |
| reasons as in 3 above. | | | | completed in less time. The most efficient |
| 5. Starting too late. This may be because the | | | | approach to any task is to address the most |
| previous task or appointment took too much time | | | | critical or most difficult part first so that what |
| (another symptom), because the schedule was | | | | remains can be easily handled. |
| stuffed more than it should have been (poor | | | | 5. Planning: The old adage is "If you fail to plan, |
| planning), or lack of self-discipline. | | | | you plan to fail." Planning allows you to set your |
| 6. Overconfidence. This is seen in the false sense | | | | ducks in a row so that you can knock them |
| of security and the belief that despite everything, | | | | down one by one. In the context of time |
| the deadline will be met. | | | | management, planning includes keeping track of |
| When I analyzed any other "symptom" of poor | | | | your appointments, meetings and deadlines, and |
| time management, I found similar underlying | | | | making a list of things to do. The list of things to |
| factors. Obviously, these "similar factors" are the | | | | do must be prioritized and pruned - eliminate |
| root causes of what appears to be poor time | | | | tasks that do not have any value, delegate things |
| management. | | | | that do not depend on you, defer non-urgent |
| Here are tips to address each of these factors: | | | | tasks, and do the rest. |
| | | | 6. Preparation: If everything is in readiness before |
| 1. Organization: Two simple rules can get you | | | | you undertake a task, the task will proceed |
| started in this area. i) A place for everything and | | | | smoothly. Preparation includes getting together the |
| everything in its place. ii) A time for everything | | | | parts, pieces and people you need and preparing |
| and everything in its time. If things are in place, | | | | the place where the task will be performed. |
| you won't spend time searching for parts and | | | | These six tactics will address the root causes |
| pieces you need for your task. If things are set in | | | | identified above and help you improve your time |
| time, you will get into the rhythm of routine | | | | management abilities. |