Below Are Some Techniques On How To Work Smarter Not Harder So In The Future You Can Make More Money

It's no surprise that there's increasing demand for time management training, both in and out of the work area.

A lot of companies don't have as many individuals as they used to but there're a number of other time challenges that can be stressful.

Info overload, thanks to barrages of e-mails, voice mails, letters and faxes.

Changing priorities as companies relocate themselves.

Stress from working long hrs, missing kids' activities.

"We must teach people to work smarter not harder," Adler said.

That is what drew Tammy Overcash to a recent time management course taught by Adler.

Overcash, 36 and the mum of two, is working as a senior manager of finance for Merz Pharmaceuticals LLC in Greensboro, North Carolina and is also four courses away from earning a master's in business administration from the University of NC at Greensboro.

The company has grown and my responsibilities have grown Overcash said. I need to be more organized and meet deadlines by working effectively and not stressing regarding it.

A few of the ideas she's collected previously include a new paperwork system because "now it's arranged in piles," suggestions for avoiding disturbances from fellow workers and others when she is working on a big project, and ways to better delegate tasks. That helps her to work smarter not harder.

We Think there's been a permanent shift in the business world to pushing for greater worker productivity.

You could say that is a hardhearted way to look at it, however in the bloated '80s, companies put so many people on payroll, added people willy-nilly, that they went under or could not compete with foreign companies.

Few employees are making things harder than they need to be.

Almost all people, do a lot of stuff which doesn't actually make an impact. It is kind of there and you feel you have to do it, maybe because you have always done it. They don't understand the concept of how to work smarter not harder.

Take a good hard look periodically at the way they spend their time and purge tasks which are no longer necessary. At the same time, they have to be prepared to adapt to changing work demands.

Anybody who is non-flexible in today's work force should forget it, Fagiano said. Everything modifies so quick that midcourse corrections are necessary. You have to be ready to go with the flow.

The 'instant response culture'

Both companies and workers benefit when employees have good strategies for managing their work loads.

Companies are aware that people cannot work this insistently and be effective. And some are focusing on work-life balance - insisting that their people take vacation trips, get home to have dinner with their families, things like that - as it helps them retain excellent workers.

Morgenstern says that technological advances such as e-mail have pushed employees into what she calls the "instant response culture." As they work in "staccato" mode, they don't ever slow down to "legato" and set aside time blocks to do the thoughtful, complex projects that companies require.

In training sessions as well as in her book, she recommends that workers not check email first thing in the morning and, instead, utilize those early and fresh hours to deal with their most important projects.

Workers also can make more time for significant work by "controlling the nibblers." This can be as simple as discouraging fellow workers from dropping in to chat by closing the office door or activating their telephone answering machines to capture calls. The return calls can be bunched at fixed times, like late morning or late afternoon, she said.

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