T I m e m a n a g e m e n t
If I could only do three things on this list, all day long, what would be the third activity that would contribute the 44
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If I could only do three things on this list, all day long, what would be the third activity that would contribute the 44 T I M E M A N A G E M E N T American Management Association / www.amanet.org most value to my business? When you analyze your answers, you will clearly see that only three things you do account for almost all the value that you contribute. Starting and completing these tasks is more important than everything else you do. Here’s an important point: If you do not know the answers to these three questions, you are in serious trouble. You are in great danger of wasting your time and your life at work. If you do not know the answer to these magic ques- tions, you will always end up working on lower-value and often no-value activities. If you are unclear for any reason, go to your boss. Ask what your boss thinks are the three most important things that you do to make your most valuable contribution at work. Ask your coworkers. Ask your spouse. But whatever you do, you must know the answers to these three questions. Pass It Along Once you are clear about your “big three,” you must help all the people who report to you gain clarity about their “big three” as well. There is no kinder or more generous thing that you can do for your staff members than to help them become absolutely clear about the most important things that they do to make the most valuable contribution to your business. In a well-managed department or organization, employ- ees know exactly what the most important things are that they could do to make the greatest contribution. At the same time, every worker should know what every other worker’s S E T C L E A R P R I O R I T I E S 45 American Management Association / www.amanet.org big three are. All day, every day, everyone should work, both alone and together, to complete one or more of those three big tasks. People who are dominated by “fast thinking” naturally react and respond to the demands and pressures of the moment. They continually veer off track and away from working on their highest-priority tasks. But this practice is not for you. Before you begin work, take some time to think slowly, select your most important task, and then start work on that task to the exclusion of everything else. 46 T I M E M A N A G E M E N T American Management Association / www.amanet.org |
