| Time management is not simply about making the | | | | Contingency arrangements can be varied, but |
| best use of your time here and now,and in the | | | | normally includes building in flexibility on an on-going |
| foreseeable future. It is also about planning to | | | | basis - this can be a good opportunity to |
| ensure that the unexpected doesn't leave you | | | | encourage the routinely efficient use of assets |
| sitting on your hands waiting for someone else. It | | | | and good time management. |
| also means making sure that your time and | | | | How would your business function if you, or key |
| efforts are not totally consumed dealing with an | | | | employees, were out of action? What would be |
| emergency. | | | | the effect of losing say all power to your |
| Life has a habit of catching you out - no matter | | | | premises? Have you considered which are the |
| how well prepared and organised you feel you | | | | key components in your business - and have you |
| are, there is always the risk that you have left at | | | | thought about alternative means of supply? |
| least one base uncovered. | | | | Are you well prepared? Would your employees be |
| Time Management and Contingency Planning | | | | left kicking their heels and wasting their time? Or |
| It is times like this that you fall back on your | | | | would your staff use their time profitably - and |
| contingency arrangements and find if they work | | | | do so quickly, efficiently and effectively? |
| as well in practice as you hoped for. Contingency | | | | Worse still, would your customers go elsewhere? |
| arrangements should be clear, yet sufficiently | | | | Contingency Planning - Advantage from Adversity |
| flexible and adaptable to cover the unexpected. | | | | Do not restrict your contingency planning to |
| With "swine flu" in the news and a widespread | | | | coping with disaster - although this should be your |
| outbreak perhaps imminent, now is a good time | | | | immediate focus. It is also wise to be prepared to |
| to make or review these plans - but of course | | | | handle a sudden increase in business. |
| you should think also about other disasters that | | | | Someone else's disaster may be your opportunity, |
| you might be called to cope with. | | | | and whatever your attitude to taking advantage |
| Unless yours is a one-person business, then you | | | | in this way, their situation might be terminal, or |
| should ensure that as much as possible it can | | | | beyond you ability to assist. If you do not take |
| function well without you, which in turn means | | | | advantage of the situation, then it is almost |
| testing that it can do so when you are present. | | | | certain someone else will. |
| You should be confident that your plans will allow | | | | An all-inclusive and tested contingency plan is a |
| the continuation of core tasks. A high priority is | | | | characteristic of good time management. It can |
| making sure that your customers do not feel | | | | even be about making sure that you, amongst |
| disadvantaged - very often they have the lowest | | | | your competitors, make the best use of such |
| tolerance level. | | | | times. Are you ready for that? |