This is the 26th of a series of newsletters published on Business Management and Management Skills. Not all topics will apply to your business, but each section will be beneficial to establish company goals and objectives. By reading and studying these newsletter articles, you’re taking the first step in achieving your goals.

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Once you’ve made your plans and lists, cross out those things that are done. Carry items not finished to the next day. Eliminate items no longer needed. If at all possible, only handle a piece of paper once. Look at every action you take and determine if it is assisting you in obtaining your goals. If not, don’t do it!

The biggest time-waster is not being able to find information that you need when you need it. Some managers use a day-desk away from their office upon which nothing remains when they leave. The incoming mail and correspondence are processed and assigned to others each day. This allows the executive to determine what comes to them, and what is assigned to others. It provides them with timely and unfiltered access to written communications with the company, and to know first-hand what bills and checks have come in, along with other important documents. It also allows them to delegate the task of providing responses to others. A manager should:

Set objectives and deadlines.
Delegate responsibility and accountability.
Utilize commercially available organizers, such as computer calendars, and Personal Digital Assistants (PDA’s) to help make better use of their time.
Determine once a year what national and local activities they can and will participate in, and do the same for local business, social, and religious activities.

Resolve schedule conflicts as early as possible. If you have something to do and can’t get it done, plan to complete it the next day or at the next available opportunity. Never allow one missed appointment to cause a delay for the remainder of the day. Apologize, reschedule, and continue through the day. Organize your time and plan wisely. Staying busy and working very long hours do not equate with leadership effectiveness.

NOTE: Please also refer to the section on Time Management and Leadership in this series of articles on Business Management.

Mike Holt’s Comment: I would like to extend a special thank you to L.W. Brittian, a Mechanical & Electrical Instructor in Lott, Texas, for reviewing and editing the various articles in these newsletters. His comments and suggestions have been invaluable in the preparation of my Business Management and Management Skills’ Workbook. This newsletter article was extracted from that workbook. Watch for our next newsletter, and as always, we invite your comments and feedback. Send us your real-life experiences. We value your opinions and participation. Please respond to And… be sure to visit Mike Holt’s Website at

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