Tips on time management & decision making
social work leadership:
Tips on time management & decision making Ronica Patel, LCPC Amber Rakoczy, LCSW
social work leadership:
Tips on time management & decision making Ronica Patel, LCPC Amber Rakoczy, LCSW
Today’s Agenda: ● ●
● ●
Analyzing your own style and how to maximize efficiencies Use of data to make informed decisions related to agency/fiscal management, staffing patterns, staff supervision, strategic planning, etc. Development and implementation of KPIs Guidance on organization/time management to help ensure focusing on right things
Connection
“Human beings change their behavior based on their bonds and relationships.” ~Author: John Braithwaite
Write and Reflect List all the different ways/strategies you use to entice your staff to do their very best.
The Fundamental Unifying Hypothesis “Human beings are happier, more cooperative and productive, and more likely to make positive changes in their behavior when those in position of authority do things with them, rather than to them or for them.”
Leadership Styles - Social Discipline Window
Challenge
Where do you fall?
Data Denial
Data Indifferent
Data Informed
Data Driven
You distrust data and avoid using it
You don’t care about data and have no need for it
You use it only when it supports your opinions or decisions
You use it to shape and inform all your decisions
Incorporating data into decision making ● ● ● ● ● ●
If you’re not using data to make decisions, you’re flying blind This is about a process, not scientific technology: How’s business? How do you know it? And what can you do to improve it? Will require investment--time, energy, resources Get ready to feel threatened: data makes people accountable, nowhere to hide; it’s a culture shift Garbage in, garbage out: make sure you have good, clean systems in place to gather and interpret data Know what questions you want answered before you take off
Write and Reflect ● List 1-3 things that you would like to improve with your practice/team/agency ● Add the measureable indicators that you could track to demonstrate progress
What does it look like?
Time Management
The eisenhower principle/urgent-important matrix ➔ Supports you in prioritizing tasks by urgency and importance ➔ Sort out less urgent or less important tasks ➔ For each item on your “to do” list, consider: ● ● ●
Is this urgent? Is this important? Is this essential?
Prioritizing your “to do” list ●
“Do First”: ○ ○
●
●
○
Less important, but still urgent
Delegate these to others, so they get done timely; follow-up via email, meeting to check progress Example: interruptions, some meetings/emails
“Don’t Do”: ○
Tasks important, but less urgent
Put in your calendar Example: relationship building, long-term development
“Delegate”: ○
●
Important for life and career; needs done immediately Example: deadline-driven project
“Schedule”: ○ ○
Important and Urgent
Not important, not urgent
Example: busy work
Put it into practice OPTION #1 Review your existing “to do” list and sort into appropriate grid; assess time to accomplish, reallocate if needed OPTION #2 Make copies of the grid, 1 per work day; fill-in activities for each day in grid and time spent. Calculate weekly time spent, and reorganize as needed.
Connection + Challenge Change
Tips on time management & decision making Ronica Patel, LCPC Amber Rakoczy, LCSW
social work leadership:
Tips on time management & decision making Ronica Patel, LCPC Amber Rakoczy, LCSW
Today’s Agenda: ● ●
● ●
Analyzing your own style and how to maximize efficiencies Use of data to make informed decisions related to agency/fiscal management, staffing patterns, staff supervision, strategic planning, etc. Development and implementation of KPIs Guidance on organization/time management to help ensure focusing on right things
Connection
“Human beings change their behavior based on their bonds and relationships.” ~Author: John Braithwaite
Write and Reflect List all the different ways/strategies you use to entice your staff to do their very best.
The Fundamental Unifying Hypothesis “Human beings are happier, more cooperative and productive, and more likely to make positive changes in their behavior when those in position of authority do things with them, rather than to them or for them.”
Leadership Styles - Social Discipline Window
Challenge
Where do you fall?
Data Denial
Data Indifferent
Data Informed
Data Driven
You distrust data and avoid using it
You don’t care about data and have no need for it
You use it only when it supports your opinions or decisions
You use it to shape and inform all your decisions
Incorporating data into decision making ● ● ● ● ● ●
If you’re not using data to make decisions, you’re flying blind This is about a process, not scientific technology: How’s business? How do you know it? And what can you do to improve it? Will require investment--time, energy, resources Get ready to feel threatened: data makes people accountable, nowhere to hide; it’s a culture shift Garbage in, garbage out: make sure you have good, clean systems in place to gather and interpret data Know what questions you want answered before you take off
Write and Reflect ● List 1-3 things that you would like to improve with your practice/team/agency ● Add the measureable indicators that you could track to demonstrate progress
What does it look like?
Time Management
The eisenhower principle/urgent-important matrix ➔ Supports you in prioritizing tasks by urgency and importance ➔ Sort out less urgent or less important tasks ➔ For each item on your “to do” list, consider: ● ● ●
Is this urgent? Is this important? Is this essential?
Prioritizing your “to do” list ●
“Do First”: ○ ○
●
●
○
Less important, but still urgent
Delegate these to others, so they get done timely; follow-up via email, meeting to check progress Example: interruptions, some meetings/emails
“Don’t Do”: ○
Tasks important, but less urgent
Put in your calendar Example: relationship building, long-term development
“Delegate”: ○
●
Important for life and career; needs done immediately Example: deadline-driven project
“Schedule”: ○ ○
Important and Urgent
Not important, not urgent
Example: busy work
Put it into practice OPTION #1 Review your existing “to do” list and sort into appropriate grid; assess time to accomplish, reallocate if needed OPTION #2 Make copies of the grid, 1 per work day; fill-in activities for each day in grid and time spent. Calculate weekly time spent, and reorganize as needed.
Connection + Challenge Change
