27 May 2008
The Managing Management Time(tm) Seminar: Key Points
From The William Oncken Corporation. For more information contact authorized representative, Jack Yoest at 202.215.2434, Management Training of DC, LLC, Arlington, VA
Managing Management Time(tm) Seminar - Key Points
Most of us were hired for our creativity, originality, imagination, innovation, and zeal. That is: our competence.
But Bill Oncken’s First Law states, “What you know will not get off the ground without the active support of who you know.” So, we must have two things to be effective:
1. Discretionary time: which is needed to make the judgments you were hired to make, and,
2. The active support of key power brokers and stake holders inside and outside of the organization.
The Managing Management Time(tm) program lays out the organizational problems we all face in this regard and how to implement the necessary solutions.
UNDERSTANDING THE PROBLEMS
Why “Plan-your-work, then work-your-plan” doesn’t work in management.
Bosses Are Time-Management Problems
Though not necessarily the most frequent or
the most severe disrupter of your time, your boss can be the principle one, because he has final say as to your priorities.
Peers Are Also Part Of The Problem
Unless you get three-point landings — what you want, when and where you want it — from your peers, you have time-management problems.
Subordinates Are Also Part Of The Problem
When you are victimized by “upward-delegation” — when your subordinates’ monkeys wind up on your back — you have one more thing to do, they have one less, throwing you behind in their work as well as your own.
The amateur boss takes on so much of the subordinates’ work that he eventually runs out of time for everyone and everything.
You Are In The Middle
It is your job to arrange for your boss, peers and subordinates to support you. If higher management has to do it for you, then why do they need you?
Self-Inflicted Problems
It is sometimes tempting to do things that other people are paid to do because you do them well, you like to do them, doing them is often easier than managing them, and doing them gives your subordinates the chance to watch genius-in-action.
IMPLEMENTING THE SOLUTIONS
A new formula for managers: “Get control of the timing and content of what you do!”
Managing Your Boss
Right or wrong, your boss’ anxieties are the source of his impositions on your time. The best strategy is to maximize your discretionary time by minimizing his anxieties concerning not just what you are doing but also how you are going about it.
Managing Your Peers
Since you are an integral part of a complex intra-organizational administrative and economic system, you can recapture more of your discretionary time by getting the system to work for you before it succeeds in enslaving you.
Managing Your Subordinates
Since your subordinates are charged with carrying out your decisions, you can recapture even more discretionary time by increasing your dependence on them and lessening their dependence on you.
Managing Your External Peers
Since most managers must deal directly or indirectly with outsiders, you can also recapture the last of your lost discretionary time through anticipation. For instance, a satisfied customer uses less of a sales manager’s time than a dissatisfied one and an informed shareholder needs less of the president’s time than an neglected one does.
It is better to act now at your own discretion than to react later to someone else’s agenda.
The William Oncken Corporation 972.613.2084
www.onckencorp.com
The William Oncken Corporation (WOC). All Rights Reserved02/17/99
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