03 Self Management Flashcards
(24 cards)
key insights Wolfgang Grupp (The crucial need for decisions)
- Employees ask for decisions
- Decisions are needed to solve problems
- Sometimes decisions have to be taken under complete uncertainty
- Not taking decisions harms your reputation of a manager
- Decisions are needed to avoid uncertainty induced non-productivity
Aussage “The Consequences Model”
Be courageous and make decisions based on minimal information, because
- not making a decision leads to uncertainty in the team
- still, if you want to delay a decision you have to inform everyone about it
The Binary Decision Sheet
= Pro/Con-list
The Crossroads Model is inspired from
… the Personal Compass
5 Questions (Crossroads Model)
- What is hindering you?
- What is really important to you?
- Where have you come from?
- Which people are really important to you?
- What are you afraid of?
6 roads (Crossroads Model)
- the beckoning road (what have you always wanted to try?)
- the road back
- the familiar road
- the road not travelled (one you never considered before)
- the dream road
- the sensible road
14 requirements goal (The John Whitmore Model)
SMART
PURE
CLEAR
SMART
Specific Measurable Attainable Realistic Time Phased
PURE
Positively Stated
Understood
Relevant
Ethical
CLEAR
Challenging Legal Environmentally sound Agreed Recorded
KISS
Keep It Simple, Stupid!
Question John Whitmore Model
Am I pursuing the right goal?
final goal (John Whitmore Model)
want to run a marathon
performance goal (John Whitmore Model)
helps you to achieve the final goal
“I will go jogging every morning”
The Eisenhower Matrix (2 dimensions)
importance vs urgency
Prio A (EM)
urgent and important
do it immediately
Prio B (EM)
important, but not urgent
decide when you will do it
Prio C+ (EM)
urgent, but not important
delegate to somebody else
Prio C- (EM)
not important, not urgent
do it later
Options, if you cannot delegate (EM)
- interact with “delegator” (create transparency of all tasks assigned to you; ask to re-schedule/re-prioritize (deadlines ; priority ); a tricky but possible option: reject a task)
- Increase efficiency (i.e. do it quick&crisp(w/t ))
- Reduce quality ((i.e. do it quick&dirty (quality ))
- Increase time budget (i.e. work overtime (t )
Don’t do it – i.e. leave things undone and hope this won’t matter (usually not a good choice, but of course this is an option)
Eisenhower Matrix = …active
= reactive, as urgency and importancy are assumed to be pre-defined
Is it likely, that “urgent” & “important” are simultaneously applicable? (EM)
- usually can/should avoid important tasks to get urgent
but still, outer factors may suddenly require immediate attention
What should drive your priorities? (EM)
importance
Effect EM on sub-ordinates
- > only delegate urgent, but non-important tasks
- will always be super busy
- will think you don’t appreciate their work (bc never delegate important tasks)
- if you are not available, your unit will be unable to operate
