About Dan Markovitz
Dan Markovitz is the founder and president of TimeBack Management. Prior to founding his own firm, Mr. Markovitz held management positions at Sierra Designs, Adidas, CNET and Asics Tiger. Learn More...
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Leveling; smoothing out the flow; e.g., doing two performance evaluations a day for 3 weeks, rather than ten a day for three days -- and then needing to take a vacation because you're so burned out.
Overburdening people, process, or equipment; e.g., people working 100 hour weeks for months on end -- come to think of it, like most lawyers and accountants.
Uneveness or variability; e.g., leaving work at the normal time on Thursday, but having to stay at the office till midnight on Friday because the boss finally got around to giving you that project...at 4:30pm.
Waste; activities that your customer doesn't value and doesn't want to pay for; e.g., billing your customer for the really expensive 10am FedEx delivery because you didn't finish the document on time.
If you take a look at most
If you take a look at most people's calendars, however, you don't see their work. You see their meetings. And that's not good enough. Where is the visible reminder of the work testking 70-647 they're supposed to do and the next milestone they have to meet? Where is the indication that they have to spend four hours this week analyzing competitors' product line in preparation for the overhaul of their own product pricing? Where is the prep time for the first draft of the market research survey?