Personal Software Process Lecture 4 Developing an Effective

Personal Software Process Lecture 4 Developing an Effective Personality Jerzy. Nawrocki@put. poznan. pl www. cs. put. poznan. pl/~nawrocki/mse/psp/ J. Nawrocki, PSP, Lecture 4 Copyright, 1999 © Jerzy R. Nawrocki

Introduction ? J. Nawrocki, PSP, Lecture 4 “. . new hires do not know how to communicate, they have insufficient (. . ) preparation for working as part of a team, they lack ability to manage their individual work in an effective and productive manner. . ”

Introduction • Balanced self-renewal: sharpen the saw • Creative co-operation: synergize • Empathic communication: seek first to understand, then to be understood • Interpersonal leadership: think win/win • Personal management: put first things first • Personal leadership: begin with the end in mind • Personal vision: be proactive J. Nawrocki, PSP, Lecture 4

Plan of the lecture • Introduction • Personal vision • • • Personal leadership Efficient time management Effective time management Delegation Public victory principles J. Nawrocki, PSP, Lecture 4

Personal vision • Genetic determinism Your grandparents did it to you. • Psychic determinism Your parents did it to you. • Environmental determinism Your boss did it to you. J. Nawrocki, PSP, Lecture 4

Personal vision Freedom to Choose Stimulus Selfawareness Imagination J. Nawrocki, PSP, Lecture 4 Response Independent will Conscience

Personal vision Proactivity > taking initiative Proactivity ~ responsibility Responsibility = response-ability REACTIVE PEOPLE. . PROACTIVE PEOPLE. . are affected by the weather are value driven when people treat them well are still influenced by they behave well external stimuli but their response is value-based J. Nawrocki, PSP, Lecture 4

Personal vision Reactive language Proactive language There’s nothing I can do. Let’s look at our alternatives. I can choose a different approach. That’s just the way I am. J. Nawrocki, PSP, Lecture 4

Personal vision Reactive language Proactive language He makes me so mad. I control my own feelings. I must. . I decide to. . J. Nawrocki, PSP, Lecture 4

Personal vision Reactive focus Circle of Influence Concern J. Nawrocki, PSP, Lecture 4

Personal vision Circle of Influence Concern J. Nawrocki, PSP, Lecture 4 Proactive focus

Personal vision Three kinds of problems: • direct control (personal victories) • indirect control (public victories) • no control J. Nawrocki, PSP, Lecture 4

Personal vision Lord, give me • the courage to change things which can and ought to be changed, • the serenity to accept the things which cannot be changed, and • the wisdom to know the difference. - Alcoholics Anonymous prayer J. Nawrocki, PSP, Lecture 4

Plan of the lecture • Introduction • Personal vision • Personal leadership • • Efficient time management Effective time management Delegation Public victory principles J. Nawrocki, PSP, Lecture 4

Personal leadership Leadership management “Management is doing things right; leadership is doing the right things. ” - Peter Drucker & Warren Bennis Leadership: defining the aims and setting the goals J. Nawrocki, PSP, Lecture 4

Personal leadership: who I would like to be ? In 3 years from now, in 10 years, . . Begin with the end in mind Effectiveness vs. efficiency The visualisation technique All things are created twice J. Nawrocki, PSP, Lecture 4

Personal leadership A personal mission statement • What you want to be ? (character) • What you want to do ? (contributions and achievements) • What are the values and principles upon which being and doing are based ? J. Nawrocki, PSP, Lecture 4

Personal leadership Identifying roles and goals • A husband / wife • A father / mother • A son / brother • A worker • A citizen • A friend. . . J. Nawrocki, PSP, Lecture 4

Personal leadership Leadership > writing a mission statement Visualisation & affirmation A good affirmation is It is deeply satisfying (emotional) that I (personal) respond (present tense) with wisdom, love, firmness and self-control (positive) when my children misbehave. J. Nawrocki, PSP, Lecture 4 • personal • positive • in present tense • visual • emotional

Plan of the lecture • Introduction • Personal vision • Personal leadership • Efficient time management • • • Effective time management Delegation Public victory principles J. Nawrocki, PSP, Lecture 4

Efficient time management Read selectively Have a place for everything and keep everything in its place J. Nawrocki, PSP, Lecture 4

Efficient time management • Reserve some time during the day when others don’t have access to you • Do one important thing at a time but several trivial things simultaneously. • Do something productive while waiting. • Make a list of some 5 - or 10 -minute discretionary tasks. • Save your best time for important matters. J. Nawrocki, PSP, Lecture 4

Efficient time management Read a book Attend two lectures Make a list of things to perform today Meet Adam !!! Very important ! Important ? Not so important ? ? ? Unimportant J. Nawrocki, PSP, Lecture 4 Prioritise you tasks

Efficient time management • • J. Nawrocki, PSP, Lecture 4 Keep track of time use. Don’t put things off. Set deadlines. Finish at least one thing every day. Divide up large tasks. Don’t worry about anything continually. Don’t over-schedule the day.

Plan of the lecture • • Introduction Personal vision Personal leadership Efficient time management • Effective time management • Delegation • Public victory principles J. Nawrocki, PSP, Lecture 4

Effective time management Things which matter most must never be at the mercy of things which matter least. - J. Goethe Effective vs. efficient time management Effective time management: put first things first J. Nawrocki, PSP, Lecture 4

Effective time management Four generations of time management 4. The focus should be on ourselves instead of things and time; what really matters is relationships and results 3. Prioritisation, setting goals (long-, intermediate- and short-term), daily planning, scheduling the tasks 2. Calendars and appointment books 1. Notes and checklists J. Nawrocki, PSP, Lecture 4

Effective time management Not urgent Important I II Crises, pressing problems, deadline-driven projects Prevention, relationship building, planning, recreation, recognising new opportunities Not important Urgent III IV Interruptions, some calls, some mail, some reports, some meetings, pressing matters, popular activities Trivia, busy work, some mail, some phone calls, time wasters, pleasant activities J. Nawrocki, PSP, Lecture 4

Not important Important Effective time management Urgent I Results: Not urgent II Results: Stress, burnout, crisis management, always putting out fires Vision, perspective, balance, discipline, control, few crises III Results: IV Results: Short-term focus, crisis management, see goals and plans as worthless, out of control, feel victimised Total irresponsibility, fired from jobs, dependent on others or institutions for basics J. Nawrocki, PSP, Lecture 4

Effective time management No, thank you Let’s go for fishing J. Nawrocki, PSP, Lecture 4 To say “yes” to important Quadrant II priorities, you have to learn to say “no” to other activities, sometimes apparently urgent things.

Effective time management Requirements for a quadrant II organiser • Coherence (mission and goals, priorities and plans) • Balance (between the roles) • Quadrant II focus (a weekly basis) • A “people” dimension • Flexibility (tailoring the tool) • Portability (palmtop ? ) J. Nawrocki, PSP, Lecture 4

Effective time management Quadrant II activities • Identifying roles • Writing the mission statement • Selecting goals • Scheduling • Daily adapting J. Nawrocki, PSP, Lecture 4

Plan of the lecture • • • Introduction Personal vision Personal leadership Efficient time management Effective time management • Delegation • Public victory principles J. Nawrocki, PSP, Lecture 4

Delegation increases our production capability Two kinds of delegation: • gofer delegation • stewardship delegation J. Nawrocki, PSP, Lecture 4

Delegation Five aspects of stewardship delegation • Desired results • Guidelines • Resources • Accountability • Consequences J. Nawrocki, PSP, Lecture 4

Plan of the lecture • • • Introduction Personal vision Personal leadership Efficient time management Effective time management Delegation • Public victory principles J. Nawrocki, PSP, Lecture 4

Public victory principles • Think win / win (or no deal) • Seek first to understand, then to be understood • Synergize J. Nawrocki, PSP, Lecture 4

Summary • • J. Nawrocki, PSP, Lecture 4 Be proactive Begin with the end in mind Efficient / effective time management Put first things first Delegate tasks Think “win/win or no deal” Seek first to understand. . Synergize

Further readings Stephen R. Covey, The Seven Habits of Highly Effective People, Simon & Schuster, London, 1992. David Whetten, K. Cameron, M. Woods, Developing Management Skills for Europe, Addison-Wesley, Harlow, 1994. J. Nawrocki, PSP, Lecture 4

Homework • Define your roles • Write your mission statement • Design your planning tool • Prepare your plan for the next week J. Nawrocki, PSP, Lecture 4

Quality assessment 1. What is your general impression ? (1 - 6) 2. Was it too slow or too fast ? 3. Did you learn something important to you ? 4. What to improve and how ? J. Nawrocki, PSP, Lecture 4