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Master Four Kinds Of "Time Wisdom"

2008/8/9 14:52:00 41788

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Editor's note: time is the common enemy of managers.

Most of the discussions on how to deal with this enemy are attributed to "time management".

However, leaders who have a deep understanding of time will show their "time wisdom".

They believe that there is no question of how to manage time, but rather a question of grasping the leadership opportunities they give.

What do you think of time?

Is your schedule your best friend or enemy?

Can your time concept be carried out smoothly to the daily schedule without interruption too often?

It is not enough to just consider these.

Those leaders who have a deep understanding of time will reveal their "time wisdom" at this time.

They believe that there is no question of how to manage time, but rather a question of grasping the leadership opportunities they give.

Take Paul Charron, chairman of Liz Claiborne, as an example. He advising his senior executives not to be so busy, to cherish the precious free time in the compact schedule, which he called "white space" (Claiborne space).

Charren asked his senior executives to slow down in these extra hours to think.

He asked them to focus their attention on effectiveness rather than efficiency.

Even if time is pressing, ask "why" as often as "when".

He understood that to make things happen, to innovate and to broadcast the seeds of change, we must take the time to think.

Like master Charen, his leadership strategy is based on the following four points: "time wisdom":

Use "smooth time"

Grasp strategic time

Application of mutual citation theory

Benefit from the vitality of time

Using "smooth time"

Like other managers, the time master has to bump along with the schedule and move from one conference to another. He plays different roles every day on different occasions.

However, they will not add every minute and second of the day to the schedule, nor will they live strictly on schedule.

For continuous and smooth pactions, time masters do not divide them.

They regard time as a seamless and indivisible thing.

Every day, they can create time when they need it, purposefully participate in various activities, and turn disorder into order.

Leaders with time and wisdom never believe the end.

On the contrary, they will continue the discussion.

They will deliberately keep things in an open state, or even an uncertain state.

They know that process is as important as action.

They will carefully assess how to make good use of the next time period, for example, even if they want to rearrange the rest of the day, and decide that although the hall and the people concerned are improvised, they are constructive.

They will connect everything they do to ensure that those seemingly unrelated meetings and conversations are integrated rather than fragmented.

The master of time can handle deadlines with a rational skepticism.

Of course, they understand that deadlines sometimes work.

For example, people may be interested in making a "critical moment" in negotiations, so as to suppress their tactics of procrastination.

But when working with others in a team, time masters often avoid deadlines, because forced halting will stifle people's creativity.

Research on the role of deadlines also confirms the idea of time masters.

Ama Bell, a professor at Harvard University, and her colleagues studied the impact of time pressure on innovative thinking. She pointed out: "when you want people to come up with new ideas within a limited time, their creativity is often smothered by Teresa Amabile".

Ama Bell and her colleagues found that deadlines and greater time pressure would make people fall into a state of never ending work, which made them feel upset, leading them to attend more meetings, and the daily affairs were always sporadic.

In short, the greater the time pressure, the more frequent the deadline, the lower the creativity of the employees.

Such a result deviates from the original intention when the enterprise set the deadline.

The advocates of time wisdom firmly believe that working and living according to the clock and schedule will greatly restrict our ability to manage change in a smart and intelligent way.

They think that many times people think of time as one-dimensional, thinking that time is a device that can be set and modified.

People erroneously interpret events as a series of frozen moments.

The advocator of "time wisdom" is concerned with "flow time".

Fluency refers to a state of concentration that allows you to concentrate on an activity.

All things can be carried out smoothly without too much trouble.

The key factor is that you must be able to meet challenges.

"You can experience this unusual state when you face great challenges and your personal skills are at the top."

Csikszentmihali, a professor of management and psychology, said (Mihaly Csikszentmihalyi).

He also pointed out that "the first characteristic of fluency is to focus attention on a clear, clear goal."

When you enter such a state, you will devote yourself wholeheartedly to an activity, and everything else seems to be irrelevant to you.

You will have a strong sense of satisfaction.

A clear goal, a challenge that you are capable of coping with, and the meaning of the activity itself are key to getting into the flow.

When you get into fluency, you are totally out of the orbit of time.

For many people, such an experience is the best moment in their lives.

You can use the following smooth times:

Don't worry about how to win the competition, but start thinking about how to improve the competition.

For example, quit the mature market and open up new markets.

* eliminate some work from your work list and experience the pleasure of doing less.

Create fluency.

Create a sense of fluency for your team and use your abilities to meet challenges.

Grasp strategic time

Since Einstein put forward his theory of relativity, we know that everything is relative, and so is time.

Reconstructing time from absolute meaning to relative meaning enables the two professors of Arkalgud Ramaprasad and Stone (Major Wayne Stone) to examine organizational strategies from a new perspective.

They call it "strategic time".

They used the ship's navigation equipment radar to describe the concept of time.

Radar enables sailors to "see" other ships and islands.

The coverage of the radar is circular. On the radar screen, the crew can see the cursor extending from the center to track the echo of each scan.

Each rotation is scanned once, and slight changes in other ship locations are displayed on the screen.

According to their location changes, the crew can master the trajectory of these vessels.

However, the track of the ship you are in is nowhere to be found.

As a matter of fact, it remains inactive at the center of the display, and only in this way can we see the relative position of the ship from the target ship.

In other words, radar scanning coverage is a strategic clock.

Imagine that the center is not a ship, but your company.

The target of constantly moving is your competitors, employees, shareholders, customers, suppliers and government. Every activity in them is meticulously tracked down.

Every scan of the cursor reveals their relative movement.

A new product is on the market. A new alliance has been established. Some new regulations have been passed and come into effect. A senior executive of the competition has left, and some new models have begun to take shape.

These points come together and begin to show important intelligence, not just some raw data.

Its inherent logical relationship began to emerge.

Time masters know that when to attack is most appropriate, it is often determined by competition and market.

They always ask, "how fast are the competitors?

In which direction are they attacking?

Instead of asking, "will they launch new products in the third quarter?"

In short, what matters is not the time shown on the clock, but the strategic time, that is, the way in which various activities relate to other activities.

You can use strategic time like this:

Don't confine yourself to "clock time" - plan your life in minutes and hours.

The important thing is "event time", that is, the time of meaningful events, which are more important than clock time.

Remember, events take precedence.

Be aware of the differences in team members' view of time, and admit that everyone has his own "time personality".

Just as teams can benefit from the different personalities of members, if they have different time horizons and time urgency, they can also support team work better.

Slow down.

High speed is not necessarily the most appropriate step.

Spend more time doing research or asking more questions.

Do not rush into the market before impulsively, or make some decisions that are not yet mature.

Application of mutual citation theory

In Ravel's (Joseph-Maurice Ravel), the main melody is repeated eighteen times, but the rhythm remains unchanged.

Imagine the challenge faced by a conductor of a symphony orchestra in directing Ravel's Zubin dance. The famous conductor Mehta (Mehta) has said that playing the music is easy to get into the situation of faster and faster rhythm.

"This is a challenge that has not been encountered in directing other tracks, because this is the way of the dance.

To maintain a precise rhythm and not follow the direction of your intuition, though your instincts are constantly urging you to speed up your pace, you have to restrain it. This is the most difficult part.

I once heard a performance of the BL era dance. The drum has reached its climax in the tune, and there is nothing you can do anymore.

The conductor could not push down the drum and bring it up again.

Therefore, you must be very careful when you play. "

This is called entrainment.

When the interplay effect occurs, different rhythms will finally achieve the same pace.

How do we apply the idea of mutual citation?

There are two groups.