03 Self Management

Question 1

key insights Wolfgang Grupp (The crucial need for decisions)

Answer 1

• Employees ask for decisions
• Decisions are needed to solve problems
• Sometimes decisions have to be taken under complete uncertainty
• Not taking decisions harms your reputation of a manager
• Decisions are needed to avoid uncertainty induced non-productivity

Question 2

Aussage “The Consequences Model”

Answer 2

Be courageous and make decisions based on minimal information, because

• not making a decision leads to uncertainty in the team
• still, if you want to delay a decision you have to inform everyone about it

Question 3

The Binary Decision Sheet

Answer 3

= Pro/Con-list

Question 4

The Crossroads Model is inspired from

Answer 4

… the Personal Compass

Question 5

5 Questions (Crossroads Model)

Answer 5

• What is hindering you?
• What is really important to you?
• Where have you come from?
• Which people are really important to you?
• What are you afraid of?

Question 6

6 roads (Crossroads Model)

Answer 6

• the beckoning road (what have you always wanted to try?)
• the road back
• the familiar road
• the road not travelled (one you never considered before)
• the dream road
• the sensible road

Question 7

14 requirements goal (The John Whitmore Model)

Answer 7

SMART
PURE
CLEAR

Question 8

SMART

Answer 8

Specific
Measurable
Attainable
Realistic
Time Phased

Question 9

PURE

Answer 9

Positively Stated
Understood
Relevant
Ethical

Question 10

CLEAR

Answer 10

Challenging
Legal
Environmentally sound
Agreed
Recorded

Question 11

KISS

Answer 11

Keep It Simple, Stupid!

Question 12

Question John Whitmore Model

Answer 12

Am I pursuing the right goal?

Question 13

final goal (John Whitmore Model)

Answer 13

want to run a marathon

Question 14

performance goal (John Whitmore Model)

Answer 14

helps you to achieve the final goal

“I will go jogging every morning”

Question 15

The Eisenhower Matrix (2 dimensions)

Answer 15

importance vs urgency

Question 16

Prio A (EM)

Answer 16

urgent and important

do it immediately

Question 17

Prio B (EM)

Answer 17

important, but not urgent

decide when you will do it

Question 18

Prio C+ (EM)

Answer 18

urgent, but not important

delegate to somebody else

Question 19

Prio C- (EM)

Answer 19

not important, not urgent

do it later

Question 20

Options, if you cannot delegate (EM)

Answer 20

• interact with “delegator” (create transparency of all tasks assigned to you; ask to re-schedule/re-prioritize (deadlines ; priority ); a tricky but possible option: reject a task)
• Increase efficiency (i.e. do it quick&crisp(w/t ))
• Reduce quality ((i.e. do it quick&dirty (quality ))
• Increase time budget (i.e. work overtime (t )
  Don’t do it – i.e. leave things undone and hope this won’t matter (usually not a good choice, but of course this is an option)

Question 21

Eisenhower Matrix = …active

Answer 21

= reactive, as urgency and importancy are assumed to be pre-defined

Question 22

Is it likely, that “urgent” & “important” are simultaneously applicable? (EM)

Answer 22

• usually can/should avoid important tasks to get urgent

but still, outer factors may suddenly require immediate attention

Question 23

What should drive your priorities? (EM)

Answer 23

importance

Question 24

Effect EM on sub-ordinates

Answer 24

• > only delegate urgent, but non-important tasks
• will always be super busy
• will think you don’t appreciate their work (bc never delegate important tasks)
• if you are not available, your unit will be unable to operate