Executive PA Magazine Summer 2021 Executive PA Magazine Summer 2021 | Page 19

FLASHBACK

“ Executive secretaries carry out many management functions and planning is the primary one .”

TIME MANAGEMENT Time is a valuable commodity , the importance of which is recognised by every busy PA . But how to make the best use of your working hours ?

“ Dost thou love life ? Then do not squander time for that ’ s the stuff life is made of .”

BENJAMIN FRANKLIN

When we think of resources in an organisation we usually think of three , namely , physical , financial and human . The physical resources consist of the buildings , plants , machinery , equipment , office furniture , computers , word processors , fax machines , etc . The financial resources consist of the company ’ s bank account , stocks , shares , bonds , etc . Human resources , the people who work in organisations are regarded as the most valuable resources . All of these resources require proper attention for an organisation to operate effectively .

There is another resource that is not normally regarded as a resource because it is invisible , intangible and does not appear on a company ’ s balance sheet , and that is time . Peter Drucker , the Management guru , said , “ Time is the scarcest resource and unless it is managed nothing else can be managed .”

We differ with respect to our intelligence , height , weight , looks , aptitudes and so on but we are all treated equally when it comes to the distribution of time . We all have 24 hours in each day whether we happen to live in London , Cardiff or Edinburgh , and on whatever rung of the socioeconomic ladder we happen to be located . These 24 hours cannot be expanded or contracted .

Even though time is such a scarce resource , we all waste it . We don ’ t waste it intentionally . It ’ s just that many of us don ’ t realise we could be using our time more effectively . To manage your time effectively , you must first ascertain your timewasters . What are the factors that waste your time ?

A time waster can be defined as anything that interferes adversely with your attempts to achieve your objectives in the most effective way possible . It is important that you are clear as to what a time waster is . For example , if part of your job is to screen telephone calls for your boss , then a telephone call where you do that screening is not a timewaster as it is part of your job function . However , if a telephone call consists of someone who just wants idle chat then that telephone call is a timewaster .

Let us now have a look at the major timewasters and see how we can identify with them . In the new version ( 1990 ) of the classic book on time management , ‘ The Time Trap ’ by Alex Mackenzie outlined the twenty biggest timewasters .

w Management by crisis w Inadequate planning w Drop-in visitors w Telephone interruptions w Attempting too much w Ineffective delegation

In this article we will look at the top three timewasters . We will examine these timewasters from two perspectives i . e . causes and solutions . Not all solutions will be appropriate in all situations as some executive PAs have people to whom they can delegate while others do not . Executive PAs also differ in the amount of authority and responsibility they have .

CRISIS MANAGEMENT This is at the top of the list . We must first define what we mean by a crisis and then decide if a crisis actually exists . Many people tend to be sensationalists and blow things completely out of proportion , when they ’ re minor problems . At the other extreme are the people who downplay the problem and adverse impact of a real crisis often leading to disastrous results . It is a well-known fact that Winston Churchill liked a nap in the afternoon . His instructions are reported to have been , “ I will be awakened only in the event of a crisis . I further define a crisis to be the armed invasion of the British [ enemies ].” Our definition will be somewhat less drastic . We can define a crisis as an unexpected event of such big proportions that it requires our immediate attention , thereby applying a lower priority to the task at hand .

There are many reasons why crises occur . The first one is a lack of planning by you or by your boss . By planning properly you are not leaving things to chance . Planning encompasses prioritising . It is important to know not only what to do but also in what order . Sticking to priorities helps to alleviate many crises . It is human nature to postpone the unpleasant tasks . The unpleasant tasks are often the most difficult ones and the most difficult ones are often the most important . By postponing the important , you become prone to crises . It is important that a consensus exists between you and your boss as to the priorities of the work to be handled .

Some crises occur because of the old adage – “ If anything can go wrong , it will .”

Many people think there is nothing we can do about this but there is . It is called anticipatory action : expect the unexpected or be proactive instead of being reactive . Make an exhaustive list of the things that could possibly go wrong and draw up contingency plans for dealing with these events . This will require communication and clarification with your boss . The corollary of the above adage for the executive PA is , “ If anything does go wrong , it will happen when the boss is away .” Because of this possibility you should be clear as to your responsibilities and authority when your boss is away .

Another reason for crises is the confusion between the urgent and the important , as the urgent often pushes the important aside . Urgent matters demand immediate attention and have an aura of legitimacy , whereas important matters can often be postponed . The following diagram ( Diagram A ) will clarify the distinction . j

Summer Issue 2021 | Executive PA 19