Time is the main resource of every person, and our fate largely depends on how we treat every hour and minute of our lives. Time management, or the science of time management, offers all sorts of techniques and techniques that allow you to save precious time, distribute it more rationally, and thus achieve your goals faster. The book describes ways to effectively plan time at the personal, team and corporate levels, as well as methods and rules for achieving personal effectiveness through self-motivation and prioritization. You will be able to study the concepts, essence, tasks of time management techniques, in order to then apply them in practice.
Book:
Exercise 1. Read the manager's reflections on the day ahead and the plan for the day below.
Well, today is the day! It is only nine o'clock in the morning, and there are so many things to do that it seems that there will not be enough time.
An angry customer called: he did not receive the order on time. You should call him back, find out all the questions, calm him down. Materials for the exhibition need to be prepared: the opening is in two weeks, but there are no slides or text for advertising booklets yet. Yes, and about printing, it’s time to be puzzled, call and order the production of materials - all sorts of calendars, leaflets, booklets, souvenirs, posters, otherwise, as always, at the last moment we catch ourselves, and again - a bare stand and two miserable leaflets. Shame!
Negotiations with the supplier are scheduled for 13.00 - this is a sacred matter, you have to go yourself. Just wondering what? The car from the service did not find time to pick up, but it would be necessary. Metro? Or order a taxi? Wow - so we still have a presentation today! Well, of course, the beginning is at 18.00, and the team is neither sleep nor spirit. We urgently need to collect everyone for briefing. It would be nice to edit the text of the article in the Economic Bulletin, otherwise it has been lying around somewhere in the table for a month. By the way, about the table, it would not hurt to sort out this chaos, otherwise you always dig for half an hour, while desired document find. And so I wanted to go to the gym today, warm up! Well, it's unlikely. If we also take into account the accumulated volume of information on clients not included in the database ... But this is the potential profit of the company.
Well, the secretary called - in half an hour a meeting with the boss, the presence is mandatory. You need to have time to at least sketch out a plan for the day, otherwise half of the tasks will fly out of your head again. So, what is the most important thing for us today?
1. Analyze your thoughts and plan. Note the mistakes that were made. What principles and rules of planning the day do they violate?
2. Analyze how accurately the day planning algorithm was performed.
3. Make your plan for the day for this manager. Explain why you planned things and tasks the way you did? Support your answers with links to chapter material.
Task 2. Read the stories below. Answer in writing the questions at the end of each text.
1. Once David Curtin, sitting in a hotel room, held a glass of water in his hands. He was in a terrible mood, and in addition he was very thirsty. He had already raised the glass to his lips, but then he remembered that because of poorly washed glasses, many people get sick ... And why are there no disposable glasses? Probably because there is nothing cheaper than glass. And suddenly it dawned on him - paper! Disposable paper cups! He spent all day trying to make a cup that was simple and held water. Finally he succeeded. So in 1910, David Curtin invented the disposable paper cup and earned the equivalent of € 1 million.
Answer the questions:
What helped Curtin make his discovery?
To what type of contexts can this circumstance be attributed? Justify your answer.
2. Wally Amos, entrepreneur, "king of chocolate biscuits", could not start his own business for a long time. But one day at a party, his friend said that she knows people who are ready to invest in the production of sweets. With this money, Amos began to make biscuits and opened the first store. His friend and neighbor, artist Tony Christian, helped Amos design the new store, creating a unique interior design that gave the store a distinctive and memorable look. To attract buyers, Amos hired girls who handed out free biscuits to passers-by in Beverly Hills and Hollywood and took orders to make them. Wally Amos and his biscuits quickly became well-known. Within five years, he opened a chain of stores in Los Angeles, Santa Monica and Hawaii.
Answer the questions:
What helped Amos start and grow his business?
What type of contexts can these circumstances be attributed to? Justify your answer.
3. In the late 1980s. for some US airlines, this is a time of significant upheaval. During this period, there were changes in the policy of state regulation of air travel. The state has reduced its interference in the activities of airlines. Many of them, having lost valuable rights and benefits, having lost a significant share of state funding and support, suffered greatly. But there were also those who managed not only to maintain the previous volumes of air transportation, but also to increase them, having achieved success.
Answer the questions.
What influenced the collapse of some companies and the success of others?
4. Henry Ford was an authoritarian entrepreneur prone to loneliness, headstrong, disdainful of theory and "nonsensical reading of books." He considered his employees "helpers". If the “assistant” dared to argue with Ford or made a decision on his own, he immediately lost his job. In 12 years, Ford has turned a tiny company into a giant industry. However, loyalty to the tradition of the Ford Corporation, according to which only one person can command and make decisions - the head of the company - in the end let down. The needs of Americans have changed, and Ford's empire simply could not keep up with the situation, could not flexibly respond to ongoing changes, implement new concepts, and implement new ideas. Ford Motor's market share declined sharply, and by the end of the 1920s. it began to occupy only 10% of the automotive market.
Answer the questions.
What influenced the change in the position of the Ford company?
What type of contexts can these factors be attributed to? Justify your answer.
Task 3. Read the problem statements below.
Go to the gym.
Institute, credit.
Find the keys to the apartment.
Call the client.
Talk to Ivanov.
Checkout title page for an abstract.
Discuss the project with the team.
Make a plan of action for tomorrow.
Time management assignment.
Interview at 14.00.
Give the CD to a neighbor.
Have lunch.
Mail. Inbox folder.
Project work.
Diploma questions.
Arrange a consultation time with the teacher.
Solve five difficult math problems.
Mobile. Money.
Job, resume, agency.
Complete the following tasks.
Divide a sheet of paper into two parts.
In the left column, write out those tasks that are written in a result-oriented way. Explain what tasks and why you considered appropriate for the result-oriented form? Support your answer with references to the text of the chapter.
Reframe tasks that you think are not results-based to fit the results-based planning formula. Write them down in the right column. Explain what tasks you reformulated. Why? Support your answer with references to the chapter section text.
The modern frantic pace of life dictates its own rules: if you want to be successful, learn to manage time. Time management today is more than appropriate not only at work, business, but also in private life. Far from everyone knows the science of high-quality, productive time spending.
The essence of time management
Ignorance of the law does not exempt from responsibility. For example, being late for work will be immediately followed by a disciplinary action, and showing up at the workplace on time, but without makeup or in wrinkled clothes, will cause a feeling of embarrassment and dissatisfaction with oneself.
That is why time management training is so popular today. They are designed to solve several tasks combined into an algorithm and sequentially performed:
- First of all, a detailed analysis of the time spent is carried out. The circumstances preceding the appeal to are taken into account. As a result of the lesson, it is supposed to model the lines of behavior that help to eliminate mistakes and correct the situation for the better.
- Definition priority areas. It is clear that it is impossible to have time to do everything at once. Therefore, you need to arrange the goals according to the importance of their implementation. As a result, a plan of action for each day will be “born”.
- Implementation of the plan. At this stage, it is important to clearly follow what is planned, and not be led by spontaneously arising desires.
- Summarizing. This task is most often realized independently without the help of a psychologist. A person who learns to manage his time voluntarily and involuntarily notes his own successes and failures.
- Work on bugs.
Time management exercises
There are several particularly popular time management exercises. One of them " Values and Priorities”, designed to help the participants of the training to determine for themselves the order of goals according to the importance of their achievement. The time spent on the exercise is on average 20-30 minutes. The facilitator (trainer) prepares sheets of paper in advance for each member of the group. He then asks the participants to write down on sheets of paper the 10 core values on which life is based (health, career, love, etc.).
Nothing really belongs to us
except for the time we own even then,
when we have nothing else
Baltasar Gracian
Time management is the process of exercising conscious control over the amount of time spent on specific activities in order to specifically increase efficiency and productivity.
The venue is a spacious office.
The age of students is 14-16 years old.
Materials needed: tables, chairs, exercise sheets, pens, whistle/bell, colored pencils
Purpose of the lesson: To teach high school students practical time management tools
- to teach effective planning and time management tools;
- practice basic time management skills.
Course progress.
- Introduction.
Acquaintance.
Exercise diary.
Purpose: acquaintance of group members with each other, introduction to the topic, awareness of their personal resources.
Materials needed: sheets of paper, pens.
Source: Tyushev Yu.V. Choice of profession: training for teenagers.
Exercise "Sense of time".
Purpose: Participants test themselves - how accurately they feel the passage of time.
Materials needed: bell or whistle, stopwatch, sheets of paper, pens.
Instructions to the participants: You must be able to control the time allotted for work and rest, mentally learn to give yourself "calls" (the leader rings the bell, attracting the attention of the participants, and quietly turns on the stopwatch). This will help you develop a sense of timing. A person who has such a feeling always knows what time it is, always calculates his time and therefore manages everything, he is not late for anything.
Do you have a sense of time? How is it developed?
Of course, every person has a sense of time, only for some it works to the nearest minute, while for others it is disordered - plus or minus half an hour (the host rings the bell a second time and stops the stopwatch).
And now, without discussing aloud, write down on pieces of paper (participants receive them at the beginning of the lesson) how much time has passed from the moment of the first call to the second? Just do not try to calculate, estimate, but evaluate your sense of time.
And here is the real result (the presenter announces the stopwatch readings)
Discussion: what is the meaning of the sense of time for a person.
- Main part
Eisenhower Matrix Exercise
Purpose: to teach to prioritize things.
Materials needed: Eisenhower Matrix forms, pens, to-do list.
Carrying out procedure:
Participants are invited to independently distribute cases from the list into 4 categories. Group work 5 minutes.
Exercise "Rigid and flexible."
Purpose: to teach to identify flexible and rigid cases.
Materials needed: green and blue cards, to-do list.
Instruction for participants: In order to effectively plan your day, you need to get acquainted with such concepts as hard and flexible things.
Hard tasks in the day are tasks that have a clearly defined start time. What examples can you name? (school lessons, cool watch, circles and sections, the beginning of a movie session, etc.)
In addition, we still have a lot of things that do not have to be done at certain hours, we just need to have time to do it. Such cases are called "flexible".
You have a green circle (soft cases) and a blue square (hard cases). I will pronounce on the 1st case. Raise the blue square if it's "hard" and the green circle if it's "flexible".
Exercise "Plan a Saturday"
Purpose: To work out the technology of rigid-flexible planning.
Materials needed: forms with text, sheets of paper, pens
Instructions for Participants: Read a high school student's thoughts about the coming Sabbath and make a plan for the day. To do this, underline all the things that need to be done and determine which ones are hard and which are flexible. Then split Blank sheet in half vertically. On the left, draw a clock grid and write down the tough things. On the right, write down the flexible cases, starting with the most important. Calculate the time it will take to complete large tasks and figure out what time of the day it is best to do them.
Group work 10 minutes. Discussion.
- Final part
Variant of the analysis "Hours of my achievements".
Purpose: to analyze how useful the time spent at the training was for each participant.
Required materials: forms with a clock, pens.
Instructions to the participants: Our lesson was 1 hour long. I invite you to evaluate how useful the time spent at the training was. To do this, on the “Hours of my achievements” form, indicate the time that you spent on a particular type of activity during the lesson. If you have your own option, mark it in the free box.
The technological map of the lesson is given in Appendix Appendix 1.
2. Exercise “Associations”
Target: introduction to the topic, activation of the group.
Students are invited to name their associations with the word “Time” Performed in a circle.
3. Working with metaphorical cards “Fire flickering in a vessel”
Target: awareness of problems in the organization of one's time.
Time: 15 minutes
Cards with images of vessels are laid out on the table.
Stage 1. Instructions: Have you heard the expression “time vessel”? Imagine your life, your time as a vessel. Go to the table and choose a vessel that seems closest to you, about which you can say "It's me."
Circle discussion:
What emotions did you experience when choosing a vessel?
How is he like you?
Stage 2. Instructions: Now come back to the table. It has a lot of picture cards on it. Silently look at them. Choose one or more cards to fill your time bottle.
Place the selected picture (or several pictures) under the vessel card. Thus, your vessel of time was filled.
Discussion:
What is your time filled with?
How does this filling of the vessel manifest itself in your life?
Tell me, how do you feel with such filling of your vessel of time?
Is the filling of the vessel of your time harmonious?
What is missing for harmony?
Stage 3. Go to the table again and find a card that could bring harmony to your vessel?
How can this manifest itself in the distribution of your affairs during the day, week, year? What do I need to do?
What emotions are you experiencing now?
4. Exercise “Merchant and time”
Students are invited to listen to a fairy tale:
“It was a long time ago...
Once upon a time there was a merchant. He worked very hard, he did not have a minute of free time. The merchant traveled to different cities in which he traded, but he did not have time either to look at the beautiful buildings in these cities, or to talk with the townspeople. The merchant had a family, but, preoccupied with important matters, the merchant did not play with his little sons, did not raise them when they grew up. The merchant had friends, but over the years everyone got lost somewhere, and only business partners remained.
But the merchant accumulated a huge multi-million dollar fortune. And so, he finally decided that he could afford to take a year off and live this year in luxury with his family. As soon as he thought about it, the angel of death descended to him.
The merchant was a very good merchant, so he decided to bargain with the angel for some time, decided to buy him at any price:
I will give you a third of my fortune if you let me live for at least three more days.
However, the angel stood his ground.
Okay, I'll give you three million for just one day of my life. I need this day so that I can visit my family, whom I do not see all the time because of eternal employment. And I also want to enjoy the beauty of the Earth for the last time.
However, the angel did not agree.
Then the merchant began to beg to give him one minute, he wanted to write farewell words to his son...”
(and now in two minutes everyone has to come up with an ending to this fairy tale).
Next, the participants take turns telling their options. The coach takes notes. There is a discussion by the participants. The trainer gives feedback on the individual strategies of the participants, acting as an expert.
The story actually ends like this:
“... The angel decided to satisfy this desire of the merchant.
The entrepreneur wrote to his son: Treasure your precious time, I could not even buy an hour with all my earned millions.”
5. Exercise “Time management”
Target: time cost analysis.
Time: 7 minutes
The following diagram represents a period of time equal to one day. The form is given in Annex 3.
Color in the sectors of the diagram with colored pencils according to your time. The dial reflects the time of day. What do you usually do during one day? For example, I advise you to take not a training day, but a day off.
Now count and write down how much time you devote various areas life. How many hours a day, i.e. out of 24 hours do you usually devote to each of the areas of activity? In each case, put down the approximate number of hours at the end:
- relationships and family ___________ hours
- health and sports ___________ hours
- money___________ hours
- study, career ___________ hours
- personal growth ___________ hours
- friends and environment ___________ hours
- brightness of life ___________ hours
- spiritual growth and creativity ___________ hours
Total= 24 hours
Now calmly look at the resulting diagram.
- Are you satisfied with how you allocate your own time?
- What would you like to have more time for?
- What would you like to spend less time on?
- What can you realistically do to achieve appropriate change?
6. Exercise “Chronophages”.
Target: search for personal chronophages.
Time: 4 minutes.
But there are things that do not bring any benefit to a person, but only “devour” his time in vain. These are the so-called chronophages. For example: inability to end a telephone conversation on time, sitting “just like that” in “Contact”, postponing things for later, etc.
A soft toy is used. It is passed around in a circle, each student, upon receiving the toy, calls “his chronophage”.
7. Final exercise.
Target: reflection
Time: 5 minutes.
What do you feel now? What surprised? What do you remember? What did you like? What were the difficulties? What will you apply in life?
The final word of the psychologist.
The technological map of the lesson is given in Appendix 1 .
1. Organizational moment. Introduction by psychologist. Topic voicing.
Reminder of the rules of work in the training mode. Removing expectations.
2. Exercise “Squirrel in a wheel”
Target: group warm-up
Time: 3 minutes.
The host calls for a volunteer. He asks him if the participant has a lot of routine things in his life that are not very pleasant, boring, but necessary. As the participant names these cases, the facilitator writes them down on separate sheets of paper. Having finished the list of routine tasks, the presenter lays out the sheets in different corners of the audience with the inscriptions up. Next, the facilitator raises the participants and invites them to “live the life” of this volunteer. The host randomly names the cases, and the participants must all move together to the card on which the case is written, stand next to it. As soon as all participants are grouped near this place, the facilitator calls another thing, gradually accelerating the pace of the exercise.
Having run, the participants sit down in their places. The cards are removed.
The exercise is repeated with another volunteer.
Discussion :
Did you manage to feel at least a little “in the shoes” of another person?
What were your emotions while running?
What are the emotions now?
How is it better to live so as not to remind yourself of a “squirrel in a wheel”?
Exercise number 2 “Stopwatch”
Purpose: individual features of the perception of time.
Performance. The exercise will be done by the whole group. Students must close their eyes. You can't count seconds to yourself. After a minute, open your eyes and immediately look at the screen. On the screen is a stopwatch ( Appendix 4). It is necessary to remember the time on the stopwatch.
Teacher's comments:
If you open your eyes earlier than 55 seconds, it means that you are in too much of a hurry, there is a danger of rapid exhaustion. Time actually moves slower than you think.
If more than 66 seconds - you prefer to take your time, but sometimes you still need to speed up the perception of time, otherwise you may not have time to do anything.
3. Exercise "Goldfish"
Target: demonstration of mistakes in setting goals.
Time: 5 minutes
Instruction
A volunteer is called. The host starts talking to him at a fast pace to create a moment of confusion. As if in passing, you need to turn to the audience: “Look carefully what will happen now.”
Sample text for a volunteer: “You caught a goldfish. You have 15 seconds to make her three wishes.”
If the participant made a wish, but did not say it, how will Rybka guess about them? If said, the host repeats them as it was said. For example:
Participant: House...
Leading: (draws a house).
Here is your home. Get it! Or: Okay, I'll have a house next year. You didn't say who you wished for a house, did you?
Participant: loads of money.
Leading: Throw off the ruble! Here's a bunch of coins. Get it.
Participant: I want to be happy!
Leading: sure: next month you will be happy, even several times. Or you will always be happy, starting in 2050.
You can repeat the game with one or two more participants.
Participants should be encouraged to set SMART goals.
Information block. SMART.
So, you need to be able to set goals correctly. Even the ancient Roman thinker Lucius Annei Seneca said that “for a ship that does not have a pier, not a single wind is fair”, ancient navigators said: “I’m not sailing like the wind blows, but I’ll set a sail.” Setting a goal means looking to the future. Clearly, clearly, specifically, realistically formulated goals encourage actions aimed at achieving them. You need to not only think through your goals and give them the most realistic look, but also write them down. (Slide 6. Appendix 2).
In the science of management, a special technology has been developed that helps to set goals correctly. This is SMART technology. SMART is an acronym for:
- Specific - specific
- Measurable - measurable
- Agreed - agreed (with higher level goals)
- Realistic - realistic
- Timed - defined in time
In order to better remember, you can use the domestic version of the SMART theory. This is the principle of BLOOD (Slide 7. Appendix 2).. Goals should be:
- K - specific
- R - realistic
- O - time limited
- B - important
- And - measurable
4. Goal setting exercise
Target: learn to set goals
Time: 15 minutes.
Work to complete the table. Task: formulate goals that would correspond to the principle of “BLOOD”. Time to work: 5 minutes. ( Annex 5).
After 5 minutes, those who wish to read out their goals. The group analyzes whether the participants succeeded in completing the exercise.
5. Information block. The Pareto rule and the Eisenhower matrix.
There is a so-called Pareto law, which says something like this: 20% of everything we do brings us 80% of the result. All the other 80% of our efforts create only 20% of the result (Slide 8. Appendix 2). In other words, only 1/5 of our activities are effective, only 1/5 of the time we spend justifiably. Where do the other 4/5 of our resources and time go? And here's what:
To maintain the current level of comfort;
To perform unimportant and non-urgent tasks;
To perform tasks that, in principle, someone else can perform;
To perform tasks that you can refuse altogether.
How to organize your time to increase your efficiency?
In his book Focus on the Main Things, Stephen Covey described Eisenhower's method of helping us in the flow of things to identify the most important things to which our efforts should be directed. The very idea of this method belongs to the 34th President of the United States, D.D. Eisenhower. As a result of the experience of organizing his time, he concluded that urgent matters are rarely important and at the same time, important matters are rarely urgent. Eisenhower proposed a time management tool called the Eisenhower Matrix. (Slide 10. Appendix 2).
The matrix helps to quickly navigate the flow of affairs and determine which tasks are important and which require urgency.
Important can be called those things on which a successful, healthy, emotionally rich life depends. Urgent - things that cannot be postponed.
Eisenhower developed a matrix for clarity. Its meaning is that at the beginning, you need to evaluate each case or task by priority in one of four groups:
A - Important and urgent, this BUT lied!
B- IN important and not urgent
C- FROM fateful but not important
D - Not urgent and not important. D- "stupid" things.
For clarity, we denote them by letters: A, B, C, D.
A - Important and urgent.
Only unplanned, force majeure, sudden cases. Often they appear as a result of a crisis or emergency. These things are very important and should not be put off. If a person is properly organized, then this part of the case is minimal.
B - Important, but not urgent.
The cases and tasks that we attribute to this category and perform are most often effective. The lack of haste helps to plan things: outline the timing and ways to complete the task. These are the biggest cases. If a person focuses his attention on these tasks, then he most often achieves success. But if such cases are constantly put off, then they can go into the category of emergency!
S - Not important, but urgent.
Most often, these are unplanned minor matters that do not affect our lives in any way, but require urgent attention. Many rank them mistakenly as important. Therefore, you need to learn to understand whether this is really an important matter for you or not.
D (D) - Not important and not urgent.
They are time wasters. They take a lot of time, but do not bring any result. It is often advised that you just need to get rid of them. But since they are easy and interesting, it can be difficult to refuse them. And therefore, you can allocate time for them according to the residual principle.
An exercise in the distribution of tasks according to the principle of the Eisenhower matrix.
Time: 15 minutes.
Individually: distribute the proposed cases in the list according to the Eisenhower matrix (4 minutes). List of tasks in Annex 3.
Students are grouped into groups of 4. Task: come to a common solution in 3 minutes.
Discussion . Each group presents results on one of the four quadrants of the matrix.
Let's see if these cases could have been avoided and put on the list of important and urgent.
Thesis defense - deadlines are running out, but the project is not ready. - Proper planning and organization of work on the project would ensure timely preparation of the project without emergency work.
Appendicitis attack - call an ambulance. - Nobody is safe. But, regular medical examination and a healthy lifestyle might have helped to avoid this problem.
Illness due to fatigue. – The organization of rest and spending free time is of great importance in maintaining health.
As you can see, a lot depends on the organization of a person, his ability to anticipate troubles and plan preventive measures. And this already applies to tasks that are important, but not urgent. (Annex 6).
In conclusion, it should be said that this distribution of cases works. When we learn to highlight important things, give them all our energy, then our life will be full. The ability to plan and anticipate will help to avoid emergency cases. And not important and non-urgent things will not interfere with our lives. (Slide 11. Appendix 2).
Final exercise
Target: reflection
Time: 5 minutes.
The group is divided into 3 subgroups of 4-6 people. Each subgroup receives A3 sheets of paper, colored pencils and markers.
The task: use pictures to depict what you learned in the lesson. You can reflect your mood. Recordings can be used, but no more than 7 words.
The exercise is carried out instead of reflection.
The final word of the psychologist.
Bibliography.
- Arkhangelsky G. Time Drive. How to manage to live and work. - M., 2016. - 272p.
- Kopeikina I., Merkulova T. Time management [electronic resource] / Classroom management and education of schoolchildren. - No. 2. - 2016. URL:// http://ruk.1september.ru/view_article.php?ID=200900207 (date of access: 18.09.2016)
- Time management training by Oleg Lyalik. Video lessons. URL: // http://androidmafia.ru/video/Vobn467pwh8 (Date of access: 09/12/2016)
- Exercises for training Time management / Training technology [electronic resource]. URL: // http://trainingtechnology.ru/category/tajm-management/ (date of access: 18.09.2016)
- Ushakova T. Metaphorical cards “Fire flickering in a vessel...” - M.: Genesis. - 2016
Time management, time management, time management- these are identical concepts, implying technologies for organizing working and personal time and increasing the efficiency of its use.
Corporate training "Time management. Time management" designed for management team companies to effectively coordinate and control the actions of employees, and the employees of the company who want to effectively use working time to achieve maximum results.
Program
- The concept of time management.
- Concentration and purposefulness.
- Rule of the Six Rs: Proper upfront planning prevents poor performance.
- The most important thing is to determine the most important thing.
- The Pareto Principle in Time Management.
- The law of forced efficiency.
- Trash can.
- The principle of balance.
- Creative laziness.
- "Time Eaters", identification and elimination.
Format corporate training "Time management. Management of working time":
- intensive training based on the practical development of skills and abilities;
- individual approach;
- role-playing games;
- group and individual exercises;
- theoretical and methodological materials;
- use of audio and video equipment.
As a result corporate training "Time management. Time management" You and your employees:
- learn to understand what is important and necessary to achieve your goals;
- will have a clear and concise work plan;
- become more organized, reduce the time spent on trifles and distracting things;
- you can better focus on the most important issues, increase the effectiveness of your decisions;
- you will achieve more in less time, and use the saved time to achieve other goals;
- will be able to implement new ideas and activities, since you will free up enough time for this.
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