The 4 levels of the Eisenhower time management matrix are detailed

Nowadays, understanding how to use the time management matrix is extremely necessary for managers. Thereby, the Eisenhower Matrix helps arrange priority work items to complete the set goals. So what is the time management matrix? Join 1C Vietnam to learn about the Eisenhower time management matrix in the article below!

1. What is the Eisenhower Time Management Matrix?

The time management matrix is a method to help manage and use time more effectively, by skipping unnecessary tasks to focus on solving important tasks. The time management matrix is named after the 34th president of the United States Dwight D.Eisenhower. Currently, the Eisenhower matrix is widely applied and is becoming increasingly popular because of the benefits this method brings. Specifically:

• Helps organize work more scientifically: Time management matrix helps arrange work in a more disciplined and organized way. Managers applying this method can gain a deeper understanding of the work that needs to be done and know how to arrange each item in the most reasonable order.
• Focus on the most important things: The Eisenhower time management model helps managers determine which tasks are urgently needed to prioritize their implementation.
• Develop planning capacity: Having a list of tasks arranged by clear priority will make it easier for managers to plan. From there, skills will be developed and job opportunities enhanced.

2. Levels in the Eisenhower time management matrix

The Eisenhower time management matrix is divided into 4 simple cells with two axes representing urgency and importance. To make it easier for managers to arrange tasks into each box, 1C Vietnam has summarized the meaning of the boxes in the section below. Specifically:

2.1 Level 1: Important and urgent

The first quadrant is called “Deal immediately”, this is the box for tasks that are both urgent and important. These tasks usually take up 15-20% of the time budget and need to be prioritized immediately, otherwise they can cause serious consequences, affecting the overall goal.

Some examples of tasks in this group may include:

• Important work is due but not yet completed.
• Unexpected work is unpredictable.
• Work that is periodic or repetitive in nature.

To manage the tasks in this group well, the implementer needs to specifically plan each day, week, and month in advance and can coordinate with the "Eat That Frog" principle - complete the difficult tasks first to increase efficiency. Being proactive in making arrangements in advance will help work be handled effectively and avoid work overload and missed deadlines.

2.2 Level 2: Important but not urgent

The second quadrant is for important but not urgent tasks, called “scheduling.” The results of these tasks have an impact on long-term goals, but the completion deadline is not urgent and usually takes about 60 - 65% of the time. Managers can plan to do these tasks later, but make sure they are completed on time.

Examples of tasks included in the “scheduling” section:

• Build a plan for the future.
• Invest in friendly managers, improve health, improve skills.
• Build quality relationships.

These are the tasks that are recommended to be performed immediately after completing the tasks in quadrant one. The reason is that these tasks often have no time pressure and are easily delayed, affecting development plans and the ability to succeed in long-term goals. Managers can prioritize right in this box to ensure the most effective use of resources and work.

2.3 Level 3: Not important, urgent

The third quadrant, also known as the “delegate” box, is where managers place urgent but not important tasks. These are tasks with urgent deadlines that need to be completed immediately, but the results do not greatly affect long-term goals. This quadrant usually only accounts for about 10-15% of managers' time.

Examples of tasks that managers can delegate:

• Book movie tickets, plane tickets...
• Translating managers' texts.
• Replying to emails is not important.
• Launder.

Because these tasks do not have much personal involvement and do not require too much skill to complete, managers can delegate them to others. Delegating tasks is also an important skill for administrators to be able to handle huge workloads and manage the company's operations well.

2.4 Level 4: Neither important nor urgent

The remaining tasks in the second quadrant are not important but not urgent, and can even be annoying and hinder the process of achieving long-term goals. That's why this area is also called "Erase" or spending up to 5% of the time to complete.

Although not important, actions in this group are often easy to encounter in life such as:

• Text and chat with the friend manager.
• Surfing social networks aimlessly.
• Go drink coffee and chat.

To focus on sustainable values and long-term development, managers should eliminate the above resource-wasting tasks. In case the administrator wants to maintain leisure activities, put them in the lowest priority group in the time management matrix .

3. How to apply an effective time management matrix

After understanding what the time management matrix is, its specific meaning and practical examples, managers can begin to apply this method to life through the steps below:

3.1 Determine work completion time

First, managers need to clearly determine the completion deadline of assigned tasks by making a list of tasks to be done by day, week, and month to arrange them into a time management matrix . This will help improve planning skills as well as limit missed tasks.

3.2 Difficulties in implementation

The next thing to do when applying the work arrangement matrix in practice is to identify the barriers managers may encounter during implementation. Normally, jobs with high difficulty and requiring many specialized skills will consume a lot of manager's energy. Therefore, these tasks need to be handled in advance to ensure there is enough space, time and health to complete in the best way.

3.3 Don't waste time on unimportant things

Once the time management matrix has been applied to life, managers must be willing to let go of useless tasks that waste time and resources. Managers should focus on the problems that need to be solved, instead of trying to do things that are out of control.

3.4 Evaluate for weekly improvement

For long-term goals, managers need to conduct regular assessments to know if they are on track or if the plan is being implemented according to the set roadmap? Breaking down goals and evaluating each week is the way for managers to do that. Regularly checking implementation progress also helps managers see the problems they are facing and come up with timely solutions.

Hopefully through the above article, managers will better understand the time management matrix, its meaning and how to apply it. This method is extremely important when applied in work to help control progress and level of completion. If you have any questions related to this issue, please contact 1C Vietnam for support.