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Time is the sparsest of all resources. Use it wisely. It’s not so much about time management as it is about strategic management. Management tends to focus on the issues of the day more often than on strategic application. Each person in an executive team has areas that they are accountable for and these demand attention. Operational issues rise to the top and need attention. The squeaky wheel gets the oil. Strategic issues develop no fires, no embarrassments, and no sudden breakdowns so it’s never an attention grabber. Many companies don’t get to see that they are missing strategic targets until the first quarter; even then they may dismiss the results as a blip in the economy and wait for the second quarter. It takes half the year to realize there is a problem. It will probably take longer to get back on track. Which means another year of underperformance? Can you afford it? So how does your team schedule strategic meetings. Do you even schedule strategic meetings? If you analyze where your top management teams time is spent, you may be surprised to see what they spend it on. Executive and management teams don’t need more than a few hours per month focusing on strategic direction but it needs to be quality time and it needs to be focused. As with dialogue and discussion, strategic action needs more decision making than discussion. Discussion leads to no further understanding but rather a delay in decision making. Discussions around areas that have already been strategically determined are counterproductive and waste time. It was determined to be of strategic importance when it was developed so let’s not refocus efforts in the wrong areas. Focus rather on making decisions. Make sure your strategy meetings are not hijacked by the most current fire that’s being fought. Have another forum for operational meetings. To ensure that you achieve the objectives of your strategy meeting: 1. Decide before the meeting which activities are valuable. This may be the team leader’s job or can be done in a quick whip around e-mail each manager assigning a point to each item. 2. Add a financial value to the ramifications of not doing anything. This will keep you focused on the important things. 3. Rapidly move items through the process of decision making. There is no point in having older items take valuable strategic time from the group. Avoid analysis paralysis and keep things moving forward. 4. Ensure there are alternatives available for the team to make. Just as in a sales presentation give the members a choice of three things to choose and let them understand the reasons behind their choices. 5. Develop a process for making strategic decisions. Let it be known and used to monitor and track outcomes. 6. Make sure that a decision once made is not reneged on by managers. Ensuring that your strategic direction remains on track is important to an Organization. Following the above guidelines can be achieved by following the 'Best Year Yet' program. For more information on time management read Stop Wasting Valuable Time by Michael C. Mankins, HBR September 2004 pp27 – 35. Read it to gain further insights. Type At Home - Converts All Traffic Ez. - www.type-at-home.com/affiliates.html - Stop wasting your time for Tiny Profits! Try it and See for Yourself! Beating Adwords. - Google & Yahoo Tracking Available. Stop Wasting Your Time Promoting Products That Pay $20. High Payouts and Conversions.
To listen to the interview, click on this MP3 file link DISCUSSION: Interview Time Index (MM:SS) and Topic Eileen, you have a promising history of significant impact and contribution to society, the community, education, research and the ICT industry as an undergraduate. Thank you for sharing your experiences and insights with our audience. :00:43: :01:40: :02:20: :04:02: :05:27: :06:08: :07:34: :08:27: :09:09: :09:41: :10:54: :11:45: :12:11: :14:12: :14:45: :15:38: :16:12: :17:07: :20:21: :20:53: Eileen’s Profile:Eileen Chen is a junior studying within the College of Information Sciences and Technology at the Pennsylvania State University at University Park Main Campus. She is also in the Schreyer Honors College. She expects to earn a Bachelor of Science degree in May of 2013 with a major in the option of Integration and Application in Information Sciences and Technology and a minor in Supply Chain and Information Sciences and Technology. She received the David Suarez Memorial Scholarship (a remembrance from his colleagues at Deloitte Consulting/Deloitte & Touche), the Dipple Trustee Scholarship, the Raytheon IST Scholarship, and the Delta Gamma Lamp of Knowledge as well as achieved Deans List all semesters. Eileen worked as a teaching intern for an introductory Java course during the Fall 2011 semester and a computer lab consultant for Penn State ITS Lab Consulting. She recently joined Dr. Brian H. Cameron, the Executive Director for the Center of Enterprise Architecture in the College of Information Sciences and Technology and the founding president of the Federation for Enterprise Architecture Professional Organizations (FEAPO), as a research assistant. She is currently working with FEAPO and the Communications Committee. She also assisted Dr. Cameron in preparing for the Center for EA at Penn State Meeting, which she attended in October 2011. While learning about the innovative subject of enterprise architecture, she is also gathering research for her honors thesis. Learning in the classroom and work environment is important to Eileen, but she also values the knowledge she gains outside her coursework. She is passionate about giving back to the community, and her main focus is bettering the quality of life for children. She currently serves as a Technology Captain for the Penn State IFC/Panhellenic Dance Marathon, affectionately referred to as THON. As the largest student-run philanthropy, THON raised $9.56 million in 2011 benefitting the fight against pediatric cancer. Eileen also serves as Administrator and Website Chair for Bee House, a special interest organization with the sole purpose of fundraising for THON. Her sorority, Delta Gamma, in which she serves as the Director for Electronic Communications, also fundraises for THON and other philanthropies. In addition to THON, she has participated in the LeaderShape Institute, the General Electric Student Leadership Conference, Role of a Resident Assistant Course, the National Collegiate Honor Society, Be Engaged House (a leadership and service special living option), and intramural volleyball. Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
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