| | | | | these pending folders so you eventually catch |
| In Part 1 of Time Management Techniques | | | | them all up completely following the priorities you |
| Guaranteed to Cure or Kill, we covered the first | | | | have set. |
| three “Ds of the “4Ds” for handling | | | | There is another action that will help you save a |
| your traffic – DO IT; DUMP IT; and | | | | bunch of time. Remember, you can only do one |
| DELEGATE IT. | | | | thing at a time. The smart thing to do is on any |
| Here is a quick review of that article before we | | | | complex tasks, lay out the steps that need to be |
| take up the final “D.” If you are following | | | | done, and mark a line after it that you can write |
| this system you have already taken these steps. | | | | “done” on as soon as that step is done. |
| 1. Stacked all your unhandled communications, | | | | Now you have a small project that you can |
| large and small, gathered from drawers, trunks of | | | | systematically follow, and you will find that |
| cars, bedroom bureaus, closets, etc., on your | | | | breaking up the overall cycle into a series of |
| desk, or as near as possible in the vicinity of your | | | | steps that can be done one by one is most |
| desk. | | | | rewarding. |
| 2. Then you have taken each item one by one | | | | Nothing is more satisfying than taking out one of |
| and done one of four things with it | | | | these project sheets and being able to scrawl |
| DO IT. | | | | “done” on that line. Many people start |
| DUMP IT. | | | | finding that they can knock out several steps of |
| DELEGATE IT. | | | | a project when they proceed this way. The really |
| DELAY IT. | | | | proficient ones even put dates on the line to |
| | | | | challenge themselves to get the steps done on a |
| It possibly has taken you considerable time to | | | | certain timetable. After awhile, this becomes the |
| plow through all your stacks. Now you are left | | | | most natural way in the world of operating, and |
| with a quite small (by comparison) stack of items | | | | believe me, if things are bugged, you will know it |
| that you did not dump, could not delegate, and | | | | right away if you see no progress, so you can |
| that you could not knock out in about 10 minutes, | | | | take the necessary steps to debug the project. |
| so you have DELAYed IT. | | | | That is another very distinct advantage – not |
| What remains should be about 1% - 10% of what | | | | to mention always knowing exactly where things |
| you began with. These are the more complex | | | | stand if you are asked. |
| matters, but there are a few things that you can | | | | The final piece of the puzzle is to schedule your |
| do to get on top of even the most resistant of | | | | day so you have designated slots for the various |
| your traffic. | | | | hats that you are wearing. It is even better if you |
| Remember you initially procured a stack of file | | | | can set up different desks or areas where you |
| folders. The next step is to start by sorting each | | | | work on different hats. This also has the |
| DELAYED item into one of the folders establishing | | | | advantage of setting things up for easy turnover |
| categories of functions as you go. As each new | | | | to new staff, which you are probably going to be |
| function appears, label the folder according to that | | | | bringing on as your efficiency increases. If you |
| various “hat” (or job), such as finance, | | | | can’t do that, discipline yourself so you only |
| family, hobbies, personal, computer, production, | | | | work from one folder at a time when you are at |
| sales, marketing, future plans, etc. If an item does | | | | your desk; and as much as possible, stick to the |
| not fit in one of your already existing folders, | | | | schedule. A number of very bright people have |
| make a new one. It is very important that each | | | | taken to using auto-responders on their email to |
| folder only deals with one area, “one hat.” | | | | inform people of when they will next be dealing |
| As you put the items into the folders, put them | | | | with this or that cycle, to avoid continual |
| into the sequence in which you want to do them. | | | | harassment. |
| The items on top will be handled first and at the | | | | If you organize your work this way, you will be |
| bottom, last as you decide. | | | | amazed at how much more you can get done. If |
| You may also find there are things you just want | | | | your entire office operates this way, you will find |
| to do for which you don’t have a piece of | | | | production soaring. And like I said, we are really |
| paper. Don’t skip these, make a note and put | | | | only scratching the surface of all that can be done |
| them in proper sequence in the appropriate | | | | to increase productivity. Don’t be surprised if |
| pending folders. | | | | someone suggests you should be promoted. |
| The next step is vital, or all will be wasted. You | | | | Copyright© 2009 Creative Business Strategies, |
| must set aside some time regularly to work on | | | | Inc. All Rights Reserved. |