POWER   MOTIVE TYPICAL THOUGHTS Giving help, advice, support (especially  unsolicited) Developing  strategies  about how  to  control  people  and shape situations Thinking  about  the  impact of  actions  and  how  others will  feel  or  be  influenced Thinking   about   status,   re- putation,  or  position TIME   MANAGEMENT An effective leader makes the best use of time. Watch   standing, competing   demands,   and paperwork duties are just a few examples of the time  robbers  that  tend  to  take  time  away  from your   job. Use your time efficiently. Use time manage- ment practices for day-to-day work schedules and long-term  goals.  Here  are  some  time  management practices  that  will  get  you  off  to  a  good  start: 1. Set goals and arrange them in their order of   importance. 2.  Make  a  daily  “to  do”  list. 3.  Start  with  the  most  important  goals. 4.  Handle  each  piece  of  paper  only  once. 5.  Decide  which  task  to  perform;  then  do  it. Set  goals;  then  arrange  them  into  long-term goals,   lifetime   goals,   2-   or   3-year   goals,   or 6-month  goals.  Short-term  goals  are  those  we develop  for  a  week  at  a  time.  Rank  your  goals in  their  order  of  importance;  for  example,  A,  B, C,  or  1,  2,  3;  today;  this  week;  or  this  month. Make a to do list at the beginning of each day. Sit down and list all the tasks you plan to do that day starting with the most important and going TYPICAL BEHAVIORS Collecting and displaying objects of  prestige Influencing  people  through  con- trol  or  persuasion,  or  offering help  or  aid Seeking  positions  of  leadership Developing  subordinates  toward task  performance Seeking,  withholding,  and  using information  to  control  others to the least important. Make this list regularly and at  the  same  time  each  day.  Rank  each  item  on the  list  based  on  its  importance;  for  example A  =  high  value,  B  =  medium  value,  C  =  low value, and CZ = no value at all. Avoid listing too much;  your  to  do  list  should  be  challenging  but realistic. Make  a  decision  about  a  piece  of  paper  the first time you read it. Each additional time you handle the same piece of paper is a time waster. Ask yourself, What is the smallest step or task I can or am willing to do right now? Then do it. Delegate as many of your tasks as possible, resolve issues  quickly,  and  face  people  and  problems immediately.  Goal  setting  and  action  planning  are important   activities   for   effective   leaders   and supervisors. Goal Setting Goal setting in a work situation often begins with   a   recognition   of   critical   equipment   and systems problems or lack of resources in a work center.  That  can  give  you  an  idea  of  the  actual (or real) operating condition of the work center. Next you should identify the ideal conditions and  needs  of  the  work  center.  The  ideal  means the work center has high productivity with fully working systems and equipment. Looking at the ideal helps you see the operating condition of the work  center  as  it  should  be. 2-5