Executive’s Time Management not as good as you thought?
Time management isn’t about finishing everything on your desk or To do list, or those issues that arise during the day, not passing on the workload to your employees, your managers and leaving the buck with them. It’s about managing, about setting the right example, about being realistic!
The key points of leadership?
1. Strategic planning
2. Motivating the team to follow him into a positive, bright future for all
3. Awareness of the environment they work in/want to be in – networking (internal, external)
4. Managing the whole organisation via their direct reports such as directors and support staff including delegation
How much do you spend on each, every day of work (Monday – Friday assumed)
Long hours perhaps is part of the deal, the income, the prestige, and benefits and the workload but make sure that is the best balance of your time.
What are these and whose responsibility then?
- Support staff are there to do just that – support managers and leaders of the organisation. Let them
- To do lists – we have these written down, in our heads, imposed on us, problems arising and these need to be prioritised regularly throughout the day/week/month and year(s)!
- Troubleshooters (staff, manages, directors, consultants) are responsible for managing issues and problems arising in the everyday events of a company’s working day. Allow them that and ask for updates. That’s all. Not sharing ideas or having a look, but just aware and a finger on the pulse of the business.
Your responsibilities include managing the overall business – setting a good example and maintaining the good practices of the business lie with you (top down) and be seen to be well-organised is one of these.
Meet people in your organisation regularly as a finger on the pulse of the company, the organisations heart and soul – all departments e.g. Timpsons Shoe Repairs (Upside-Down Management). Pop in and say hello, ask what’s happening and whose who when you’re in the area (localities, departments, offices and meetings)
Network externally – know who’s around, what is going on in your locality, nationally and chat by phone internationally where appropriate. Maintaining relationships is essential to any business life e.g. Simply Networking (northern England) – tips, ideas, collaborations, threats, developments, changes and implications are just some of the reasons to network!
Strategic planning relies on your business objectives of course – but also the outside world, directions and objectives, needs and opportunities or threats. You can see the big picture – can everyone? How do you know? Even if you can’t or don’t want to see the details of process, you can hear about it and keep an eye/ear on it – briefings, updates, report summaries. You can probably spot problems and potential issues better than most – with the big picture you have and the path you are leading them down.
You are a leader but also a manager – dual roles, responsibilities, needs. A balancing act!