First Generation of Time Management: Reaction

Wikipedia gives the first generation the following description:

Reminders [are] based on clocks and watches, but with computer implementation possible; can be used to alert a person when a task is to be done.

Let me add: post-it notes, coworker drop-ins, phone-calls, emails, and memory.

All of these tactics are reactive: They call your attention to something and give you a chance to react. With any luck, you’ll actually have enough time to react before the next task grabs your attention; but how do you know? Planning.

Second Generation of Time Management: Planning

Wikipedia gives the second generation the following description:

Planning and preparation based on calendar and appointment books; includes setting goals.

If you have a plan and are prepared to execute that plan, chances are you’ll get something accomplished. Within this generation of time management you are perhaps taking those post-it notes and putting them into a logically ordered to-do list and asking your next drop-in to schedule a meeting. To maximize the effectiveness of your plans, you should also be estimating the time each task will take to ensure your plans are realistic.

At this stage, your getting pro-active: You know what you are going to do, about how long it will take, when you’re likely to start, and when you’ll probably be finished. You’re also using tactics from the first generation of time management for things you haven’t yet planned. You’re getting things done, and not losing track of anything (or at least, not much!), but how do you know you’re getting the right thing done? Prioritization.

Third Generation of Time Management: Prioritization

Wikipedia gives the third generation the following description:

Planning, prioritizing, controlling (using a personal organizer, other paper-based objects, or computer or PDA-based systems) activities on a daily basis. This approach implies spending some time in clarifying values and priorities.

If you have a plan, the opportunity to execute that plan, and you know you’re working on the most important thing possible then chances are you won’t just get something accomplished, you’ll actually attain what you value most (often money, but not necessarily)!

At this stage you’re not just pro-active, you’re actually exerting some control over your destiny: You’re focusing where you need to focus, getting done what needs to be done. You aren’t just planning, you’re adapting to new circumstances and opportunities; re-planning and re-prioritizing as new knowledge comes to light. You are using the tactics from the second generation and fitting them into an overarching strategy, and utilizing the tactics from the first generation to manage day-to-day operations. You’re getting the right things done, eliminating what doesn’t need to get done, and staying organized along the way.

Chances are, if you’re managing your time using the first three generations of time management then you’re successful at what you do. You’re also stressed out. Planning, prioritizing, executing, and doing it all on schedule is hard work and any experienced planner knows that “no battle plan survives contact with the enemy.” How do you manage the stress? Do Easy.

Fourth Generation of Time Management: Do Easy

Wikipedia gives the fourth generation the following description:

Being efficient and proactive using any of the above tools; places goals and roles as the controlling element of the system and favors importance over urgency.

This is the point when the first three generations become intuitive, and are executed in the most efficient way possible. Each new circumstance that arises, every new prospect of opportunity, and each new bit of knowledge attained fits effortlessly into its proper place within The System.

I named this generation of time management “Do Easy” because it is well illustrated by the classic short film of the same name by Gus Van Sant:

To work with such effortlessness the mission, vision, and values you operate upon must be known intuitively and shared by those you work with; you must use tools to create leverage and execute not just effectively, but efficiently.

If you are operating within the fourth generation of time management then you have enough experience to both work efficiently now and to change the way you work when a better way comes along. You probably have strong relationships with those you work with; you can lead when its necessary and follow when its most effective. You’ve probably even automated a lot of what used to be (until you automated it) your work: Email, task tracking, status reporting, and so on. You don’t just use your time efficiently, you use it wisely; taking time to stay educated, to improve the overall efficiency of the system, to invest in and grow yourself and those around you, and even to relax when you need to.

Thinking through these four generations was helpful for my workshop, and I think represents a milestone in my own ability to manage time effectively. Do you have any tips or tricks for time management? Which of these four generations does it fall into?

Once upon a time there was a great famine in which people jealously hoarded whatever food they could find, hiding it even from their friends and neighbors. One day a wandering soldier came into a village and began asking questions as if he planned to stay for the night.

“There’s not a bite to eat in the whole province,” he was told. “Better keep moving on.”

“Oh, I have everything I need,” he said. “In fact, I was thinking of making some stone soup to share with all of you.” He pulled an iron cauldron from his wagon, filled it with water, and built a fire under it. Then, with great ceremony, he drew an ordinary-looking stone from a velvet bag and dropped it into the water.

By now, hearing the rumor of food, most of the villagers had come to the square or watched from their windows. As the soldier sniffed the “broth” and licked his lips in anticipation, hunger began to overcome the skepticism of the villagers.

“Ahh,” the soldier said to himself rather loudly, “I do like a tasty stone soup. Of course, stone soup with cabbage — that’s hard to beat.”

Soon a villager approached hesitantly, holding a cabbage he’d retrieved from its hiding place, and added it to the pot. “Capital!” cried the soldier. “You know, I once had stone soup with cabbage and a bit of salt beef as well, and it was fit for a king.”

The village butcher managed to find some salt beef . . . and so it went, through potatoes, onions, carrots, mushrooms, and so on, until there was indeed a delicious meal for all.

A much better telling of the story can be found here.

The moral of the story is that with everyone working together and contributing what they can, a greater good can be achieved. How then do you get people to contribute? What could be used as the equivalent of “stone soup” with your coworkers, your spouse, or your friends that would convince them to participate in your endeavor?

Much like the soldier, you can – usually with little effort – create something just compelling enough to get your audience personally involved. I recently accomplished this by creating a small website in which my coworkers could upload information to a reporting system they use. Prior to the website, they had to send me the information they wanted uploaded and that often meant they had to wait. Once I’d removed myself as a bottleneck, people started to think about what other bottlenecks this website could remove, “if only we could add…”. Now my little website is not so little, and I’ve gotten more support from my peers and from those in higher positions than I could have had I tried convincing them without first building something.

The number of ways to apply this strategy seems limitless. Use it to go on that vacation you can’t quite afford by getting your friends to come along and help pay; use it to tackle that home improvement project that your spouse isn’t into by making a few small improvements by yourself to inspire them; or use it to convince your boss that you have a good idea by showing her instead of telling.

As effective as this strategy can be, it can also backfire. Imagine if the the soldier in the story had brought out actual food instead of a rock to make soup with; the famished villagers, if they were honest, likely would have left him alone despite his need for “a little cabbage.” Or, if they were dishonest, they likely would have sought to steal his soup rather than contribute to it. I’ve overdeveloped more than a few ideas to the point that they were seen as not needing help, and I’ve even had a project or two taken away by upper management for “political” reasons (not at my current job, thankfully).

Have you ever used the Stone Soup strategy? Did it work? Please post your story in the comments.