POWER MOTIVE
TYPICAL
THOUGHTS
Giving help, advice, support
(especially unsolicited)
Developing strategies about
how to control people and
shape situations
Thinking about the impact
of actions and how others
will feel or be influenced
Thinking about status, re-
putation, or position
TIME MANAGEMENT
An effective leader makes the best use of time.
Watch standing,
competing demands, and
paperwork duties are just a few examples of the
time robbers that tend to take time away from
your job.
Use your time efficiently. Use time manage-
ment practices for day-to-day work schedules and
long-term goals. Here are some time management
practices that will get you off to a good start:
1. Set goals and arrange them in their order
of importance.
2. Make a daily “to do” list.
3. Start with the most important goals.
4. Handle each piece of paper only once.
5. Decide which task to perform; then do it.
Set goals; then arrange them into long-term
goals, lifetime goals, 2- or 3-year goals, or
6-month goals. Short-term goals are those we
develop for a week at a time. Rank your goals
in their order of importance; for example, A, B,
C, or 1, 2, 3; today; this week; or this month.
Make a to do list at the beginning of each day.
Sit down and list all the tasks you plan to do that
day starting with the most important and going
TYPICAL
BEHAVIORS
Collecting and displaying objects
of prestige
Influencing people through con-
trol or persuasion, or offering
help or aid
Seeking positions of leadership
Developing subordinates toward
task performance
Seeking, withholding, and using
information to control others
to the least important. Make this list regularly and
at the same time each day. Rank each item on
the list based on its importance; for example
A = high value, B = medium value, C = low
value, and CZ = no value at all. Avoid listing too
much; your to do list should be challenging but
realistic.
Make a decision about a piece of paper the
first time you read it. Each additional time you
handle the same piece of paper is a time waster.
Ask yourself, What is the smallest step or task
I can or am willing to do right now? Then do it.
Delegate as many of your tasks as possible, resolve
issues quickly, and face people and problems
immediately. Goal setting and action planning are
important activities for effective leaders and
supervisors.
Goal Setting
Goal setting in a work situation often begins
with a recognition of critical equipment and
systems problems or lack of resources in a work
center. That can give you an idea of the actual
(or real) operating condition of the work center.
Next you should identify the ideal conditions
and needs of the work center. The ideal means
the work center has high productivity with fully
working systems and equipment. Looking at the
ideal helps you see the operating condition of the
work center as it should be.
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