15 Secrets Successful People Know About Time Management pdfdrive com

In Their Own Words…
The default length of a meeting or call—both internally and externally—should be 20 minutes; anything
longer should be an exception…Even if you're just moving from 30-minute meetings to 20-minute
meetings, you can fit in 4-6 more meetings, calls, or appointments in a day.
–Ryan Delk leads growth at Gumroad.
No Smartphones Allowed
Do you check your phone for text messages or emails during business meetings?
If you answered yes, research from the University of Southern California’s
Marshall School of Business suggests you are annoying your boss and
colleagues. Their study found:
86 percent think it’s inappropriate to answer phone calls during
formal meetings.
84 percent think it’s inappropriate to write texts or emails during

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formal meetings.
75 percent think it’s inappropriate to read texts or emails during
formal meetings.
66 percent think it’s inappropriate to write texts or emails during
any meetings.
At least 22 percent think it’s inappropriate to use phones during any
meetings.
Why do so many people—especially more successful people—find
smartphone use in meetings to be inappropriate? It’s because when you access
your phone, it shows:
Lack of respect. You consider the information on your phone to be
more important than the conversation in the meeting; you view
people outside of the meeting to be more important than those
sitting in front of you.
Lack of attention. You are unable to stay focused on more than
one item at a time; the ability to multitask is a myth.
Lack of listening. You aren’t demonstrating the attention and focus
that is required of truly active listening.
Lack of power. You are like a modern day Pavlovian dog who
responds to the beck and call of others through the buzz of your
phone.
To make the most of valuable time spent in meetings, participants should
mute and pocket their devices and leave them in their pockets.
Daily Huddles Eliminate Other Meetings
Can more meetings lead to fewer meetings?
I’ve worked with a lot of consultants over the years, but only Verne Harnish
ever gave me the secrets to building highly successful, fast-growing companies.
Harnish is the founder of the legendary Entrepreneurs Organization, the CEO of
Gazelles and also the author of Scaling Up.
One of the big aha moments I had from his work is that an organization can
only move as fast as the leadership team. As goes leadership, goes the rest of the
company. To make sure everyone is moving fast and staying in sync, it’s critical
to establish a rhythm or cadence of meetings—the most important being the
daily huddle.
Initially I was very skeptical.

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Daily huddles are quick stand-up meetings with you and your team members.
No longer than 15 minutes, always scheduled at the same time each day.
What I quickly discovered is that once daily huddles were in place, they
eliminated the need for many other longer one-off meetings, reduced the number
of phones calls and emails, and had a dramatic impact on other variables
including employee engagement and cross-selling.
The agendas of daily huddles include three things:
What’s up—highlights from the last 24 hours, especially anything
relevant to other team members
Numbers—this is to review any daily metrics, whether sales,
conversion rates, or widget production
Stuck—are you “stuck” on anything, whether it’s a problem to
solve, red tape to cut, or a question that needs an answer