[originaltext]W: In the studio today we’ve got Roberta Wilson, who’s a time man

W: In the studio today we’ve got Roberta Wilson, who’s a time management consultant. Good morning, Roberta.
M: Good morning, Cindy.
W: Roberta, what exactly do time management consultants do?
M: Well, Cindy, it’s all about helping people to organize their work in an ef fective way: maximum efficiency; minimum stress.
W: Hah, sounds like something I need. Who are your clients?
M: Um, mainly business people, but I’ve also worked with politicians, civil servants and university lecturers.
W: Um, quite a range, then. And what sort of things help people to organ ize their time? I suppose punctuality is important.
M: Um, yes and no. It’s easier to finish a meeting on time if it starts on time. But in international contexts, you do have to be aware of cultural differences.
W: For example?
M: Well, in Britain big, formal meetings usually start on time, but less for mal meetings often begin a few minutes late. In Germany, on the other hand, people expect all meetings to begin on time; In some countries, er, for example, in Latin America, there’s a more relaxed attitude. So, you d6 have to adapt to circumstances.
W: Um, it sounds like even if you manage your own time very well, you still can’t control what other people do.
M. Well, you can set limits. If you’re meeting a friend who always arrives late, you can say, "Well, I’m going to wait for 15 minutes. If they aren’t there by then, I’ll leave,"
W: Hmm. I’ve got one friend who’s always late. I don’t think I’d ever see her if I did that.
M: Hah, but people who are always late are the ones you need to set limits with. If they know that you won’t wait, then, perhaps they’ll make an effort.
W: Isn’t that rather harsh?
M: No, not really. Someone who constantly turns up late is putting a low value on your time. Let them know you’ve got other things to do. And I’m not suggesting you do that with everyone   just the persistent latecomers.