A mindcubate product
Time Planner 2013

"The biggest sin is sitting on your ass"

- Florence Kennedy

Focus On Results

result

Use this section to plan your output for the week. The Weekly Results section helps you to focus on RESULTS rather than on ACTIVITIES.

Managers often get caught up in their day to day work and lose focus on why they are doing a particular task. Training yourself to focus on output and developing the discipline to remain focussed is essential if you want to achieve results.

A week is a useful time frame for setting results. Weekly targets make you work towards an imminent deadline A week is short enough to allow you to plan concrete activities, yet not too long to tempt you to procrastinate.


Training yourself to work towards deadlines is a habit you should develop. As part of your personal development, bring in a sense of urgency in everything you do. This is one of the most powerful attitudes to have in the workplace.

The Weekly Results page is divided into four sections. Each section is a planning tool which helps you to achieve your output.

1. Training for Results

Use this section to list the results you want to achieve during the week.

Ask yourself : 'What is my contribution ?'

Many people get so caught up in their day to day work, that they often lose sight of why they are doing a job. Learn to distinguish between results and activities.

Examples of Results versus Activities

Completing a report is an activity
Using the report to take a decision is a result

Making a sales call is an activity
Making a sale is a result

A meeting is an activity
Taking actions based on the meeting is a result

Conducting a training program is an activity
Improved performance is a result

A sales promotion campaign is an activity
Increased sales is a result

2. Influence (H/L) - Identify what is important

When you are planning the results for the week, make sure you work on what is important. For this you need to understand the overall goals of your division or company. You then gain a perspective of how your work influences the overall goals.

Understand the business

Executives at junior and middle management levels usually have a narrow focus - they concentrate on their immediate tasks. They have a limited understanding of how their work affects the overall goals of their division. Consequently, they do what is asked of them, literally, but don't look for ways to do things better.

Executive training and development programs focus on processes, concepts and tools.But understanding the business and the impact of your work calls for business acumen.

Network for information

Most organisations do not have a system for training people to understand the larger picture.Yet this is a key requirement for development of executives. One of the best ways for executives to gain a perspective of the business is through informal networking. To understand the goals, opportunities and challenges of your division, talk to people across multiple functions. Wherever possible, talk to customers or to the people who deal with customers.

One of the ways to identify important results is to understand how your output impacts other people in your company - your boss, your colleagues and your subordinates.

Ask yourself :

Who will use my output ?

How will it help them ?

How does my work impact the rest of the division ?

Is there anything else I can do to help them ?

3. Personal development - Proactive/Reactive (P/R)

Learning to be proactive is a key aspect of personal development. Training and practise can help you to develop this powerful attitude so that it becomes a way of life.

For every result you want to achieve, mark whether it is a proactive choice you have made or whether you are following instructions. Ask yourself :

a. Do I work independently ?

b. Am I an instruction taker ?

People have more discretion in their work than they realize. Learn to move towards becoming more proactive.

Examples of Proactive and Reactive behaviour

Proactive people see opportunities everywhere
Reactive people see problems

Proactive people seek challenges that stretch them
Reactive people are comfortable with routines

Proactive people take risks and like to experiment
Reactive people avoid risks or take them without
responsibility

Proactive people set high standards
Reactive people accept low standards

4. Reward Zone

Be good to yourself. Identify things you enjoy and reward yourself when you achieve your results. Write down the specific rewards in the Reward Zone section and reward yourself for successes.

Some of the ways you can do it are :

a. Eat out at your favourite restaurant

b. Buy yourself a gift

c. Watch your favourite movie

d. Wake up late

Management concepts

A summary of some of the 60 articles on key management concepts included in the planner.

The 6 tasks of a CEO

There are specific tasks that are the primary responsibility of the CEO. Unless he initiates these activities, the organisation will be at risk. The CEO’s responsibilities are complicated by the fact that his tasks are always long term, have uncertain outcomes and are difficult to measure in terms of effectiveness.

Your defense mechanisms

Defense mechanisms are techniques used by people to cope with stressful situations. People are usually unaware of their defense mechanisms or find it difficult to modify or control them. Many of the defense mechanisms we use have negative consequences. Recognising them can help you to develop the right responses to difficult situations.