Newspaper Page Text
The tyranny of the urgent
Your for the week looks
reasonable. top priority item
— that clien} proposal, good for
approximately a half day’s work,
you will first thing in the
morning. Knowing that Mondays
are always hectic, what with the
staff meeting to kick things off,
followed by a sea of voice mail
messages and vendor appoint
ments, followed by the weekly up
date, you plan for Tuesday morn
ing.
Tuesday rolls around and what
happens? There are a couple of
lingering things from Monday that
will just take a few minutes. So
you do them. Then you check your
voice mail, a couple of calls are
urgent, so you return those. Just
as your computer beeps to alert
you to an incoming e-mail mes
sage, a co-worker sticks his head
around the cubicle to ask a quick
question. Following him to his
work station, you get grabbed by
your boss requesting an update.
Oh yes, there is also that docu
ment to fax. Suddenly, you realize
it’s 9:45 and you have a 10:00 meet
ing. No time to start that proposal
now. Well, there is always tomor
row.
Sound familiar? You have just
been sandbagged by the “little
things.” The “Tyranny of the Ur-/
gent” refers to the seemingly end/
less stream of little things th7t
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pegift with purchase
This Spofif watch is yours with any
$25 o, myre purchase of men'’s Pierre
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sugges] 1.5 oz. cologne spray, $25
Odette Pollar .
ON INCREASING| S
take up so much of your time.
They are generally low-priority.
Urgent tasks are often “C” priori
ties which arrive attached to a
memo with the word “Rush” or
“Urgent” onit. It may be a person
with a question, a survey to com
plete, a phone or e-mail message,
or a delivery. Individually, the
urgent things tend to be quick,
fairly obvious and can be taken
care of with little time or effort.
However, no matter how many
you djspatch, more arrive,
unendingly. Before you know it,
the d:;lig gone.
“C”tasks can be seductive, but
;::;vby’at acost. They crowd out the
igh pay-off items. “B” priority
are critical to successful per
formance. Since a “B” task can
wiait if necessary, it is easy to get
apped. Just because it can wait
oes not mean that it should wait.
Anorder tofree up breathingspace
'so you can concentrate on high
pay-off activities, here are ways to
get “C” priority tasks done more
quickly:
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Time Out bath & body
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Bubble bath, shower gel and body
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Come see the merry side of Sears
©1997 Sears, Roebuck and Co. Satisfaction Guaranteed or Your Money Back
Killing low-payoff tasks:
®Delegate them if possible.
®@Put them in writing. Reduce
thl;ctlutter inyour head by keeping
a list.
WSet deadlines on each of the
tasks. Force them into a shorter
time frame.
®Systematize them. Use check
lists to help do routine things more
easily and quickly.
®Lower your standards. What
is the minimum acceptable level of
quality which can get by for this
task?
®Group them together. Return
calls or do paperwork at a set time.
Take care of little things by using
bits and pieces of time effectively;
while you are waiting for a meet
ing, for your next appointment, or
on hold.
®Use shortcuts: A handwritten
response on correspondence re
ceived; usinga three-part memo; a
phone call instead of a letter.
®Honor your priorities as you
dothose of others. Do not let these
little things destroy your sched
ule.
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ift!
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®Never get up from your desk
for a single item. Always bunch
yu?iur questions, errands or copy
ps.
®Use the DIM-5 Principle. Con
sultant Ron Blohowiak suggests
that you think about the long-term
impact of the work you are felling
behind on.
@DIM stands for “Does it mat
ter in five” (years, months, weeks,
days or hours). You choose the
time frame that best applies to
your situation. In the overall
scheme of things, the “Cs” rarely
matter more than the “Bs.” After
all, no one received an achieve
ment award for the number of
meetings attended, forms com
pleted or calls returned.
Odette Pollar is a nationally
known speaker, author, and con
sultant. Her book, 365 Ways to
Simplify Your Work Life, is avail
able at bookstores. Her company,
Time Management Systems, is
based in Oakland, Calif. Call 1-
800-599-TIME or e-mail at
Opollartms@aol.com.
free bonus gift
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Receive this chrome platter with star
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Fragrances shown not included. Bonus gift boxes available in the
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please. While quantities last.
Columbia Augusta Medical Center 3
Burn Center receives verification .
AUGUSTA
The Burn Center at Columbia
Augusta Medical Center has been
verified as a burn center by the
Committee on Trauma (COT) of
the American College of Surgeons
(ACS) and by the American Burn
Association (ABA). This achieve
ment recognizes the Burn Center’s
dedication to providing optimal
care for its patients.
Established jointly by the ACS
and the ABA in 1995, the Burn
Center Verification/Consultation
Program for the hospital promotes
the development of burn centers
in which participants provide the
hospital resources necessary for
optimal care ofburn patients. This
spectrum of care extends from the
prehospital phase through the re
habilitation process.
Verified burn centers must meet
criteria that ensure burn care ca
pability and the institutional per
formance, as outlined by the ACS’
Committee on Traumain the Burn
Care chapter of its “Resources for
Optimal Care of the Injured Pa
tient” manual (current edition).
These criteria were developed in
cooperation with the ABA.
In order to receive verification,
each hospital undergoes an on-site
review by a team of experienced
surgeons, who use the current
Burn Care chapter in the ACS’
“Resources for Optimal Care of
the Injured Patient” manual as a
guideline in conducting the sur
vey.
The ACS is a scientific and edu
cational association of surgeons
that was founded in 1913 to raise
the standards of surgical educa
tion and practice and to improve
MEAL DEALS!
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AUGUSTA FOCUS DECEMBER 18, 1997
the care of the surgical p.thnt.§
Long-standingachievements have
Mthwfl.hthofm'wnd
of American surgery have .
made it an important advocate for ‘-
all surgical patients. g
The ABA is a multi disciplinary
not-for-profit organization first
organized in 1967 to stimulate and
sponsor the study and research in
the treatment and 'pmvntiw of
burns, to provide a forum for pr
sentation of such knowledge, to
foster training opportunities for
individuals interested in burns,
and to encourage publications per- :
taining to the foregoing activities. -
Care of the burn patient is truly
multi disciplinary, requiring ex- -
pertise provided by physicians, sci
entists, nurses, and therapists in
critical care, infection, metabolism,
nutrition, wound care, reconstruc
tion and rehabilitation. It is es
sential that those who care for
burn patients be well informed in
these areas, especially since tre
mendous advances in the care of .
the burn patients are being made
at a rapid pace in many scientific
fields.
The Burn Center at Columbia
Augusta Medical Center was
opened 20 years ago under the
direction of Joseph M. Still Jr.,
M.D. Dr. Still remains the medical
director of the Burn Center. Itisa
25-bed unit, self-contained with
itsown operating rooms, pharmacy
and physical therapy. The Burn
Center has always had a multi
disciplinary approach to patient
care thus enhancing the care the
patients receive. Only one burn,
center in five has received this
prestigious verification.
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