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And parents that we're joined by Peter -- talking about new approach sit time management and how that might be not just -- -- turbulence but having the rights to.
To do -- sort of the right Gillis booklet.
I don't mind share.
Hey did not -- -- subtype.
That the challenge with.
To do this in the context of accompanying.
Is that what where you're spending your time actually matters to the organization right -- -- so that you know the way we generally try to handle that an organization.
With using and yes -- management by objectives.
Did you make up no no it's -- -- well -- term that I this idea that.
You have certain objectives and -- you managed to them.
-- and -- a lot of organizations use management by objectives.
And what they do is at the beginning of the year during the performance review process they articulate these -- the things we want you to get done.
You're gonna be -- -- weighted.
Based on these at the end of the year we talk about your compensation.
And and an in between you should work on right now.
Usually the problem is those are discussed at the beginning of the year.
And at the end of the year.
Right and no one ever looks at ever talk about them in the middle of the year right and ultimately that's the challenge we always have this kind of like you know it personally in terms of a New Year's resolutions you look at at the beginning and then you sort of you know admonished herself for not having done anything about them at the end of the year.
But there's nothing has really happening in the middle of the year and that's the part that we don't really care about.
So the AD.
To take your.
Management by objectives to take the objectives that you have for organization.
And to integrate them into your time management system.
So -- would give the type management system is this is what you use every day right to the extent that you have a time management systems we have that I have one.
We look at in the morning we work you know -- have to do listen to calendar -- whatever system happens to.
And that's our working document for the day for the week for the month.
And the -- is often totally disconnected from what it is that we're trying to accomplish.
Because we do it based on -- yeah because the big break precisely.
Because we've got these things we want to achieve.
I'm probably the reason we want to achieve -- this is we haven't achieved them in the past and and so that means that our habits are to not work on achieving that.
OK and so in the morning you go okay what is -- that I want to accomplish that you don't think in terms of well you know I have this big goal that has been established at the beginning of the year.
What happens as you say what -- -- well let me see what's holding up and let me see who's asking me for things let me see what phone calls -- -- -- -- And suddenly get caught up in his day to day work that's oftentimes -- related to what it is you're actually trying to accomplish.
This is worsen an organization because as a leader and CEO of an organization.
I need all of you every one of the organization that could be between two people and 200000.
People -- depending on the size of your company.
I need all these people working and moving in the same direction to achieve the objectives that we've sat as an executive leadership to.
That's the big challenge -- here's the very very simple answer to tell I'm curious.
You take your objectives -- you're asking people to focus on.
And you make it there to do -- so let's say you have five objectives you wanna work on for the year five objectives.
You take a piece of paper you write each one of those objectives and different box in the newspaper and and that is your to do -- your tasks anything you need to get done has to go to one of those boxes.
If it's not going one of those -- it's not moving forward in the objectives.
If the objectives have been -- in a way that they trickle down from the CEOs objective that the CEOs objectives.
-- to grow the company -- to you know solidify the branding of the company or whatever the CEOs objectives are.
Every single person in that organization should have objectives that connect to the -- -- effective.
And if they do it and -- those objectives.
Are the structure of your to do list right means every single day you're looking at those objectives every single day you're deciding what to do based on -- objective.
Everything of that you're evaluating the success.
Of your accomplishments based on those particular -- -- Right track and staying on the right track their pregnant thanks so much we're gonna put your your article up on the screen.
And of course as always you are leadership expert CEO advisor and author.
Thanks thing they -- for you willingness to see you are you gonna --
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