SKILL
Make Your Time Management More Effective THOMAS P. REILLY
If the average salesperson were to become a half-hour more “time-effective” during the day, this would mean an additional $4,800 in personal income annually. These are cold facts based on national statistics. What would you do with the extra money?
One cannot be totally effective in sales unless time is used as an ally rather than an adversary. Effective salespeople understand time and its three contingencies:
Good time management is good self-management. One does not manage time; rather, we manage our- selves within the constraints of time. Good time management is sub- stituting one habit for another. We
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currently do things either efficiently or inefficiently. Time management is then a function of substituting effec- tive habits for ineffective behaviors. These habits must be consistently applied. They must become part of one’s everyday life. You do not prac- tice time management one day and not the next. One day’s good habits do not bring lasting results. It is no different than fueling your car or body.
One meal does not last forever. One tank of gas takes you only so far. Time management must be practiced daily to enjoy any substantial benefits.
TRACKING YOUR TIME There are three things effective sales- people do to better manage them- selves and, hence, their time. First, they perform an analysis of their cur- rent practices – a “time log.” Before one can suggest ways to improve, it is necessary to determine how time is being misused. This way, adjustments in habits are based on insight rather than guesswork. Here are some suggestions for the log. Use a three-week time span. This will balance any atypical days. Begin from the time you leave the house in the morning and conclude when you arrive home in the evening. Develop
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