(1) If possible, have a subordinate screen all of your calls or use call display and call waiting display. Likewise have a subordinate screen all visitors. See if you can improve on the average length of time for a manager's uninterrupted work span, eight minutes.

(2) Avoid upward delegation. Don't take on the tasks of a subordinate who really just wanted your opinion about something.

(3) Diligently practice delegation, and then don't interfere unless there is clear evidence of a crisis. Managers should be primarily interested in results, not details.

(4) If your staff refuses to accept delegation, either train them or replace them.

(5) Don't ignore the resources of your peers; yell for help when you really need it. But be ready to reciprocate some other time.

(6) Make sure all members of your staff are fully occupied. A person with little to do will do little, except interrupt you and others.

(7) Concentrate on high payoff activities such as learning, seeking out new opportunities, creating new systems, and developing people. Delegate low payoff activities such as putting out fires, day-to-day checking, and routine operations.

(8) Try to handle a piece of paper only once. Throw it away, act on it, or forward it to someone for action but try not to file it for future action.

(9) Consider taking an effective or speed reading course. In addition, be selective about what you read and how much of it. If possible, have a subordinate cull the material and provide summaries or recommend subjects.

(10) Have a subordinate screen your incoming mail (including e-mail) and let him/her handle routine requests without your assistance. Have him/her stack the remaining mail on your desk in two or three piles in order of importance. If you only get through the first stack that day, you will have done what had to be done.

(11) Have a subordinate keep a work diary for you, reminding you of upcoming events, and arranging for travel reservations. Make sure you have a good working relationship, with duties understood and accepted on both sides.

Again we remind you that these are only suggestions and that Stewart-Hay Associates is in no way responsible for any direct or indirect action or actions taken for or against any individual as a result of the enactment of one, many, or all of these suggestions. This is because each company has its own culture and its own methodology for doing things. If you are going to enact any or all of these suggestions, we strongly recommend that you first discuss your concepts and/or plans with your supervisor and clearly obtain his/her concurrence before starting.

Freeway Street Lighting Cable
Near Sudbury, Ontario.