Objectives of the workshop

Time and stress management: Upon completion of this part of the workshop, participants will have built a good awareness of the need for self-discipline, learnt how to manage time as a resource, how to use tools and techniques that assist in this task and how to research this topic further until they feel confident in their ability to effectively manage their time and themselves.

Crisis Communications: Upon completion of this part of the workshop, participants will have built a good awareness of the elements of crisis management and the role of effective communication in all its forms. The workshop is an awareness building exercise of the fact that one cannot rely on anything that has not been tested and that “practice makes perfect”.

  
Content

Time (stress) Management

1. What is the problem of time management? 

This section discusses how to increase awareness of the value of time, the impact of planning and preparation to avoid becoming overwhelmed by tasks, and to avoid the bad habit of procrastination. It also discusses two potential obstacles to successful time management: “the boss” and the work environment. 

Two exercises are included in this part: the first is used to illustrate the participants’ awareness (or lack of it) on how they use their time on a daily and weekly basis, and the second is to encourage individuals to make a list of the things they would like to do “if only they could find the time to do them”.

2. Working more efficiently

People don’t plan to fail. They fail to plan. This section covers techniques to manage oneself by identifying priorities (urgent vs important) and by concentrating on one key task at a time. Also included are issues of bio-dynamics and the role of delegation to get more done.

3. Creating more time I: dealing with interruptions and distractions

People never find more time to do the things they need to. They need to create this time. The first of three sections dealing with creating more time, this discusses how to deal with interruptions and distractions: visitors, phone-calls, e-mail, the large volume of documents to be handled, etc. 

4. Creating more time II: the art of saying “No”

Part of creating more time is knowing when and how to say “No” and, very particularly, understanding when this is not an acceptable answer. This section provides tips and techniques for saying no in various circumstances while, at the same time, causing no offence and enabling a negotiated agreement on how to resolve the issue. The subject also introduces means for people to understand why they find it difficult to say “No” and what options they have.

5. Creating more time III: Tools that help in time management

There are several tools that can be of great help in planning and managing the use of time, ranging from a handwritten “to do list” to electronic personal digital assistants with many functions. There is no single right choice and whatever tools are selected must be appropriate for each individual. Among the topics covered will be introductions to speed reading and mind-mapping. 

6. Balancing personal and work life and introduction to stress management

SMART goals (Specific, Measurable, Achievable, Rewarding, Timely) and how to manage energy drainers. Introduction to stress management and things that can be done to diagnose negative stress and deal with it.

 
Crisis Communications

1. When does a problem become a crisis

Bad things happen. When these can be contained within a closed environment they are best described as “problems”. However when these are seen by external parties such as shareholders, trade unions, politicians and, particularly, the media, the interest they attract and the need to respond effectively become matters of the utmost importance and urgency.

Several examples of what constitutes a “crisis” will be used to illustrate how events that should be anticipated, expected and dealt with can ruin the reputation of an organisation and/or its senior management. 

2. The elements of crisis management 

A major problem or a crisis is not the time to improvise – the chances of corporate survival are greatly improved by having a structured and tested approach to dealing with a crisis. All crises follow a lifecycle pattern – just like a storm – and each stage requires co-ordinated action to minimise damage to the organisation’s ability to operate finances and reputation.

This module examines in detail how to develop an emergency (or crisis) response plan and the responsibilities of various entities in the organisation.

3. Creating effective crisis communications plans

Once a crisis has developed, it is necessary to ensure that information flows with staff, customers, vendors and other stakeholders. Other parties that will require information may include law enforcement, environmental groups, politicians and even the military – depending on the nature of the crisis. In every case, the media will also be asking for information.

To ensure that these information flows are effective, a communications plan needs to identify a) who can provide information on behalf of the organisation, and b) that the information provided is truthful and consistent, and that it reassures rather than raise more issues and questions.

Lessons drawn from Business Continuity planning and tests are included in the discussion of this topic.

4. Crisis Communications

Challenging communications situations arise in unstructured situations such as meetings, team discussions and particularly encounters with the media. 

The special cases of conveying bad news and reporting on a crisis are central to this module, which includes a description, discussion and exploration of the most commonly found traps and pitfalls.

 
Target participants

The training programmes are aimed at business executives and professionals in the private and public sector who wish to improve their crisis and time management skills.

 
Documentation

The material will be provided in one copy of a CD-ROM containing:
• All the presentation material in ready-to-print format (pdf files)
• Additional material and quotations on “time” and its value