Written by: Dr. Marla Gottschalk | Marla Gottschalk
Time.
It's a sticky workplace problem to solve.
As our work lives become filled with more and more items on the "input" side of the equation, we seem to have less and less time to slog through them. Our work lives have become increasingly crowded — and yes, it seems that something simply has to give.
But what?
I've noticed the tendency to place the time blame entirely on external forces (such as the ever-growing presence of technology). However, it is important to identify problems that we alone bring to the time management table. Our own unique relationship with time is a major contributor to time management issues — and the consequences of our dysfunction can cause a world of pain.
Identifying our own time management weaknesses can help us recover lost time and increase both meaning and productivity.
Here are a few things to consider:
We set the stage. The bottom line? No one else will value your time if you do not. We have to teach others (and ourselves), through words and actions, that our time is valuable. That may sound as if I’m characterizing our colleagues and clients as disrespectful. It’s not that. They simply have their own work lives to worry about and we need worry about our own. If you feel someone is taking advantage of your time (or good nature), be kind — but honest. Let them know you’ve spent as much time as you possibly can on the task. Offer solutions. Point them in the right direction for more help. Be polite but firm. As you go through this once or twice, the process will become easier. Cut the cord. Here’s the thing — a time-management problem is usually not a time issue — it's a task issue . Specifically, we are not sorting through our work lives to decide which tasks matter and which should be jettisoned. This is like keeping old shoes in your closet that you don’t wear (but they continue to take up valuable space). Sometimes you have to give useless tasks the old “heave-ho.” Do you compile a report that nobody utilizes? Attend a weekly meeting that isn’t beneficial or necessary? Talk to your boss. Write the eulogy and cut the cord. You’re a bit of a control freak. I'm familiar with this hesitation: “I don’t like to delegate.” However, if you are a manager (or aspire to be one), the fact is that if you cannot delegate confidently, you will have trouble moving forward. Why? Because you won’t have the time to lead. You may not entirely trust others to do a job as you would. But a surefire way to build resentment is to show your staff that you don’t trust them. You may need to give up a little control to “mine” time, which you then can devote to the “bigger picture.” Focus. We can waste a good deal of time spinning our wheels. If a task seems to elicit stress and avoidance behaviors — deal with the issues that surround it, so you can focus. Do you require more information? Another perspective? It's not a sin to ask for help. Evaluate time spent. Ultimately, not all projects or tasks are created equal. What separates the winners from the losers are the outcomes associated with the investment of time. Often we fail to look back and evaluate the time investments we are making — but this is a vital step. If we aren't completing a thorough post-mortem analysis, we can't affect our schedules for the better.
Here are a couple great tools:
The Minus-One Rule. This method from LinkedIn Influencer Bruce Kasanoff involves eliminating a task from your calendar and observing whether it impacts your work life. (For example that weekly meeting that feels like a waste.) You'll be surprised as to what you don't miss. The Calender Exercise. Completing a calendar "audit" may lend perspective to how you are actually spending your time. Discussed here by Anthony Tjan at HBR, look back at your calendar and evaluate the entries. Which were productive? Are there tasks or events which you should avoid going forward? Make some decisions.
Do you find yourself wasting time on non-productive tasks? Have you jettisoned the dead weight? Share your strategies with all of us.
