Hello my dear readers!

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Today you won??™t see any words like ???why don??™t you send me letters??? and so on. You don??™t write me messages ??“ thus my words are inefficient. The number of subscribers increases ??“ it indicates that content is all right. I just remind you my mailbox: time_management@mail.com, I didn??™t write it in a previous issue.

And now the next part of the article. You like it more than my reprimands.

??¦Here I??™d like to indicate two more principles, underlying these processes.

The third principle is the efficiency-oriented mentality. Change of mentality plays the paramount role. Time-management and personal work techniques are less important. A person who can distinguish the ineffective processes and improve them, can perfectly use existing techniques and develop his own ones. If a person is provided with a set of techniques but is not taught to watch effectiveness of his work ??“ he??™ll not benefit much from this knowledge. It??™s important to mention that the work on effectiveness just begins with personal time-management; further it can apply to all the spheres of one??™s activity.

The last but not the least principle: everything can be improved. No technique and method can compare to it. Proceeding from the assumption that effectiveness and development resources are inexhaustible, finding a necessary solution and developing a necessary method are the short-term and certainly solvable problems.

Appendix.?  Practice.?  How effective are you?

This test is aimed to analyze your style of work taking into consideration your time-expenses per day. This analysis will help you to find out the advantages and drawbacks of your own activity arrangement and plan the ways to increase your effectiveness. This test is different from the existing tests of the kind because you don??™t have to answer abstract questions like ???Can you depute well? Evaluate it using five-grade system???. You??™ll work with particular facts that directly show your time-expenses.

First of all, let??™s get these particular facts. Take a sheet of paper, squared paper gives the best fit. The left column will contain the ???picture??? of your workday. If you wish, you can take into consideration your off hours as well. It??™s better to analyze your yesterday events, but if it was not your usual workday, work with some other day you remember well. You even can figure out your typical workday as you imagine it, but it must be ???the usual day???, not ???the day I wish to have usually???.

Note that any analysis of your time requires extreme honesty; otherwise it is useless. It is your inner information accessible for you only; it should give you an unbiased picture of reality.

Choose the degree of accuracy. We advise you to begin with 15 or 30 minutes. Into each cell of the left column, write down the things that took place within a certain period of the day. Begin with the things you remember better and the events stamped on your memory. Then recall the things you remember worse, recollecting the logical connections and using different types of memory (picture the events, remember sounds and words etc.). You can use notes in your diary, etc. If you can??™t remember some parts of the day, tick them off in the first column. You can miss the corresponding ???blank spots??? in your future analysis and fill them with usual work you do at this time.? 

The first thing to be evaluated is how well you know your time-expenses. Count the ticked off cells in the first column and divide this number by the number of lines in the table, corresponding to the picture of the day. Imagine a person as a small business company (Mr. Smith, ltd) and you as the CEO, the number (percentage) you??™ll get characterizes your control over the informational aspect of the situation. I.e. how well you know the situation in your company. The rest is under a veil of secrecy and thereafter is uncontrollable.

Do you like this issue more? Do you think it??™s better than previous ones?

Pavel Nosikov