This Is Your Time

Last week I gave a talk about Time Management to an audience of business owners. Specifically it was about the importance of prioritising effectively.

When I do a short presentation like this there are usually a few questions at the end.

Most are along the lines of “Sorry, but how did you get in here?” “Security! Where is the damned security?” followed by the inevitable “Can you follow me please sir?”  

You get used to it.

But amongst all of that there was also a question about access. How much of yourself, and your time, should you give to others?

For senior management it’s a common issue. If you’re in a position of responsibility it can be a vexing question.

You want to be available to support your team. You want to be there for them, to advise, to listen, to model and to motivate.

When I'm All Alone

Some people adopt an ‘open door’ policy, making themselves accessible to whoever needs them, whenever they’re needed. 

This can appear to be supportive but the reality is that you’re sacrificing your own needs in order to support - and that’s not going to end well.

The role of an owner, partner or senior leader is less about doing ‘the work’ and more about ‘working the vision’. Or it should be.

As a leader you should be building a ‘machine of people’ that gets the work done. Your role is to create a model that can work effectively and efficiently and maintain the health of that ‘machine’.

To do that effectively you’ll need uninterrupted blocks of time. Time where you can consider how the organisation is currently running, reflect on the strengths and weaknesses, and strategise about the next steps.

That’s impossible to achieve with an open door policy.  People who do this are always responding to emails, calls and the many heads popping round the office door.  Always being reactive.

Open door policies don’t work. Well, they work in as far as the people wanting your support will get it, but as a long term model it’s not great for the senior person and the organisation as a whole.

What to do?

My Finest Hour

Creating set times for access can be a good way to go about things. Or by setting ‘do not disturb’ times.

When these times actually occur will be entirely up to you. They will be dictated by the nature of your organisation and the activities you choose to do.

One useful way of thinking about when to schedule them is to consider that you only really do four things.

1 - Speak 

2 - Listen

3 - Read

4 - Write

The first two are done in public. You speak with your colleagues. You listen to your colleagues. Dialogue, discussion, ideas and healthy conflict all need other people to take place. You can’t do these things alone.

Leaders need to be seen and heard. They need listen but they also need to be seen to listen. There is a distinction but the crux is that you can’t lead from a secluded office.

Thinking about when other people are around, or when you want to be around them, can help you to decide when to do these sort of activities. 

I've Been Wondering Lately

You can set a routine and ensure that when you say you’re available, you’re available. Creating a clearly defined time that you are accessible actually works as a filter and as an empowerment tool. 

People will initially think “I’ve got a problem I better go and see Darryl for some advice.”

But then when they realise that their problem has occurred in your ‘sacred’ time they will most likely consider more deeply how they can solve it on their own. 

That's great. This allows them to climb a rung or two further up the Freedom Ladder. They can either solve the problem themselves or at least consider a few solutions. They can then come to you with ideas about how to solve the problem.

The Books That You Read

Meanwhile you will be able to read and write with uninterrupted focus. That's two benefits for the price of one. By saying "No" at a previously determined time, you've created more than one "Yes".

You’ll be able to read your company data, industry articles and reports you’ve asked for. You’ll have time to read inspiring books and reflect on new ideas. It’s a chance to think deeply and consider what’s going on. 

You’ll be able to write plans for the next quarter, think of ideas to discuss with colleagues, consider answers for your team and then write new questions in return.

You can do all of this on your own. Give yourself time to read and write without interference and without interruption.

We Are Who We Are

How we choose to use our time is a big question. It might well be the biggest question there is. Scheduling according to these four activities can be a good starting point.

It won’t mean that you get everything important done in exactly the way you want to, but it will allow you the opportunity to work on your most important priorities.

I’ve framed these ideas around the needs of organisational leaders but in truth it’s good advice for anyone who wants to prioritise their time more effectively. For anyone who wants time to reflect and time to share.

The truth is that we’re all leaders of something or someone, if only of ourselves. And leading yourself effectively is probably the hardest job of all.

Stay safe.