Who, What, and Why
Getting the right things done is hard. I have never met a professional who does not struggle with it. The pace of modern life and business has quickened, the margin for error is smaller, and the pressure to produce results has increased.
I have studied the subject of personal productivity extensively. Mostly because being focused and productive do not come naturally for me. I've joked since the 90s that "If it weren't for spell-check and my day-planner, I would have to push the hamburger buttons at McDonald's." FranklinCovey company has a great system for Daily Time & Task Management, and we have been sending our employees through their programs for almost two decades. But I have yet to find a fully "engineered" system for translating "big-picture" goals, project management milestones, and individual action steps, into a reliable system for getting the right things done in our business; so I created my own.
Living in a way that integrates our values, big picture goals, plans and projects with your daily time and task management system is hard. I hope this helps. It's the best I have come up with so far.
Everyone should agree that it is better to do the right thing slowly rather than doing the wrong thing fast, but how do we know if we are “digging in the right place” or not? The answer is Weekly Planning and daily focus on that plan. I have found that the best time for me to do this is the weekend before the upcoming week (except for Sunday night right before bed, which is a terrible idea if you're really busy), but any regularly scheduled time is probably OK.
All PFCS staff are obliged to come to our Weekly Staff Meeting with the following information:
- What you are doing during business hours for the following week
- What you have due (Deliverables) during the next week or in the near future
- How much time do you have available during the next week
Let's be clear: This is "a" system, not "THE" system. It is one way that works for some people. If it does not work for you, then this system should at least be some help in developing your own system that allows you to exercise dominion over your schedule, rather than being a victim to the million little pieces of our work lives that can enslave us. For PFCS, the measure of success is simple: Can you consistently show up to our Weekly Staff Meeting with a plan for the next week that includes a schedule of where you are going to be, a list of what you have due, and an estimate of your available time.
Definitions for Key Terms
- Milestone: An event that marks the completion of a Deliverable, a Hold-Point on a schedule, or a flag in the Project Plan to highlight completed work; often used to ensure project progress. 10.
- Deliverable: A measurable, tangible item produced during project execution. Some are external and subject to approval, but some are internal only.
- Big Rocks: The most important things you have to accomplish. If you have not watched the Big Rocks Video by Franklin Covey, do so. It's awesome and 10-minutes very well spent.
To use this weekly planning system, first set aside time to plan the week ahead, print the Weekly Planning form, and either print a Weekly Calendar or use your normal calendar. Quickly review and summarize your (1.) Values, (2.) Mission and big-picture (3.) Goals. (4.) Compile and review your previous Weekly Plan, calculate the percentage of success for the last period, Project Plans and (5.) Master Task List (MTL), adding critical activities, Deliverables and Milestones to your Weekly Planning form as you go. Make sure all your (6.) "Hard Calendar" appointments are blocked-out on your Weekly Calendar and calculate the amount of (7.) "Discretionary Time" available for completing your critical Deliverable and Milestone activities. (8.) Estimate the duration of time required to complete each of the Deliverables and Milestones identified on the Weekly Planning form, and prioritize each, first by categorizing with an A, B or C, and then sequentially numbering within each category. (9.) "Soft Calendar" (apply) each of the activities required to accomplish the Deliverables and Milestones identified on the Weekly Planning form, to the Weekly Calendar. Finally, exercise discipline on a daily basis to in taking (10.) action in working toward accomplishing what is most important.
How: More Details
- Values: Same every week. Write Values as a weekly reminder.
- Mission: Same every week. Write Mission as a weekly reminder.
- Goals: Annual and Quarterly goals.
- Plans: Project Plans and Goals / Plans with many Actions. Review the previous week's Weekly Plan. Calculate your percentage of successes based on completion of Milestones / Deliverables. Forward incomplete items to the Master Task List (MTL) for re-prioritization. As an example, you should have a Project Plan for every PFCS project under management. In addition, you might have a plan to get a certification or degree that has many incremental steps. You might have a Fitness Plan that has many steps. Any multi-step project that is worth doing is worth having a written plan. In order to make sure you decide well which tasks you will get accomplished, you need to collect all of your plans and review them from "above the game". Get perspective on where you can and should spend your valuable time.
- Master Task List (MTL): Keep a separate list of all the tasks you need to complete. This is not the same as your Daily Tasks or the Weekly Plan.
- Hard Calendar: Hard Calendar items are those which are set and would be considered unacceptable to miss. For us, hard calendar items are the Weekly Staff Meeting, a Quarterly Review, Inspections, Meetings, Testimony, etc...
- Discretionary Time: Calculate the number of work hours you have available, subtracting Hard Calendar items. For example, if Monday of next week is a holiday (40-8=32), you have an inspection all day Tuesday (32-8=24), a half-day meeting on Wednesday (24-4=20) and the Weekly Staff Meeting (20-1=19), you only have 19 hours of discretionary time.
- Milestones: Milestones, Deliverables or "Big Rocks" as Stephen Covey says: Add them to the Weekly Planning sheet. Include an estimate of how much time this task will take. Once you have all of the items you think you might be able to accomplish in the week, during your discretionary time, prioritize them; first with letters A, B or C. A is critical and you should not do any thing else until this is complete. B is a really important milestone or deliverable and should be completed but the world would not stop spinning if you did not. C would be really great to do, but not until all of the A and B items are complete.
- Soft Calendar: Put blocks of time (in pencil) on the Weekly Calendar to complete the activities from your Weekly Plan list of Milestones / Deliverables / Big Rocks.
- Action: Exercise the discipline to return often, at least once daily, to the Weekly Plan. Stay focused on the tasks as you prioritized them.
Weekly Planning Forms
Milestones/Deliverables/Big Rocks & Planning Steps