T I m e m a n a g e m e n t

Keep on Track
A second question with regard to key result areas is: “What
can only I do that, if done really well, will make a real differ-
ence to my organization?”
As it happens, there is a specific answer to this question
for virtually every hour of every day.
In your work, there are things that only you can do. If you
don’t do them, no one else will do them for you. If you do
them well, it will make an extraordinary difference to your
job and to your company. These are the specific activities
that contribute the greatest value to your work. For you to
perform at the highest level, you must be absolutely clear
about what those activities are that are more valuable than
any others, and which only you can perform to distinction.
Remember, there are always a hundred little things that
you can do that, if done well, will make very little difference
to your success or to your contributions. 
Focusing on key result areas is the most direct way to
unleash effectiveness, power, persuasion, enthusiasm, and
energy. You always get a tremendous feeling of self-confi-
dence and personal power from completing something that
is significant and important both to you and your company. 
On the other hand, in the age of distraction, you actually
experience feelings of low self-esteem, frustration, stress,
and often depression when you are doing something that, in
your heart of hearts, you know makes very little difference to
achieving your major goals.
D E T E R M I N E Y O U R K E Y R E S U LT A R E A S
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American Management Association / www.amanet.org

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Define Your Key Result Areas
There are seldom more than five to seven key result areas
in any job. Each KRA is a specific task that you must do if
you are to complete the overall output responsibilities of
your work.
For example, if you are a salesperson, your key result
areas are: