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Delivering Time Management for IT Professionals: A Trainer's Manual

You're reading from   Delivering Time Management for IT Professionals: A Trainer's Manual Tools, methods, and strategies for delivering effective time management training

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Product type Paperback
Published in Mar 2015
Publisher
ISBN-13 9781783000920
Length 260 pages
Edition 1st Edition
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Author (1):
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Jan Yager Jan Yager
Author Profile Icon Jan Yager
Jan Yager
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Table of Contents (19) Chapters Close

Delivering Time Management for IT Professionals: A Trainer's Manual
Credits
About the Author
Acknowledgments
About the Reviewers
Preface
Introduction
1. Why Time Management Is More Important Than Ever FREE CHAPTER 2. How Efficient Are You? Self-Awareness of Your Body Clock and Work Style 3. Setting Goals and Prioritizing 4. Getting Organized 5. Identifying and Overcoming the Top 15 Time Wasters 6. Dealing with Distractions, Interruptions, and Handling Change 7. Enhancing Your Verbal and Written Communication Skills for Efficiency 8. Setting and Meeting Deadlines 9. Improving Your Work and Personal Relationships 10. Cultivating a Work-Life Balance 11. Closing the Training Appendix

Over-valuing or under-valuing your worth


This time waster is based on an exaggeration of your worth or a devaluation of your value which causes you, or others who have these traits, to feel like you're entitled to more attention or more of everything than everyone else, or, conversely, if you under-value your worth, less of it. Those who have either version of this time waster are unrealistic in their self-evaluations.

Possible causes

Feelings of inadequacy can cause you to over-compensate by either over-valuing or de-valuing your worth. Either of these extremes are a poor alternative to having a healthy but realistic self-assessment. There are early childhood and school roots of this time waster in that you probably had parents or other authority figures that either over-valued or under-valued your worth. If for programming you did in elementary school you were told that you were as good as a pioneer at IBM or, the opposite, that you couldn't draw for beans, you could have internalized those...

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