Listed Below Are A Few Ways On How To Work Smarter Not Harder So Later On You Can Earn Extra Cash

It's no wonder that there is raising demand for time management training, both out and in of the workplace.

A lot of companies don't have as many individuals as they used to but there are many other time challenges which can be stress filled.

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

Changing priorities as companies relocate themselves.

Stress from working long hours, missing kids' activities.

"We have to train individuals to work smarter not harder," Adler said.

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

Overcash, 36 and the mommy of two, works as a senior manager of finance for Merz Pharmaceuticals LLC in Greensboro, NC and is as well 4 courses away from earning a master's in business administration from the University of North Carolina 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 about it.

Some of the ideas she has gathered already include a new paperwork system because "now it's arranged in piles," suggestions for avoiding interruptions from co-workers as well as others while she's 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 higher worker productivity.

You could say that's a hardhearted method to view it, but 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.

Some workers are making things more challenging than they should be.

Most people, do a lot of stuff which doesn't really make an impact. It's kind of there and you feel you've to do it, perhaps because you've always done it. They don't understand the concept of how to work smarter not harder.

Take a good look periodically at how they spend their time and purge tasks that are no longer needed. Simultaneously, they have to be willing to adapt to changing work demands.

Anybody who is firm in today's work force should forget it, Fagiano said. Everything changes so fast that midcourse corrections are needed. You've to be prepared 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 can't work this relentlessly and be effective. And a few are concentrating on work-life balance - insisting that their people take vacations, get home to have dinner with their families, things like that - as it helps them retain good employees.

Morgenstern says that technological advances like e mail have pushed workers 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 want.

In training sessions and in her book, she suggests that employees not check e-mail first thing in the morning and, instead, use those early and fresh hours to deal with their most important projects.

Workers also can create more time for important work by "controlling the nibblers." This may be as easy as discouraging colleagues 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 set times, such as late morning or late afternoon, she said.

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