Leaders and professionals often complain about the long list of to-dos on their plate. There is a never-ending list of reports, phone calls, meetings, and projects to advance. Each of these responsibilities when added together can become overwhelming.
Even more frustrating is that as soon as we complete a task, there are three more added. This continuous cycle seems to be never-ending, leading to fatigue and burnout. What can a leader do to break this cycle?
First, we must realize that time is a fixed asset. We have 24 hours a day, 7 days a week. We can’t buy or borrow more time; that is the set amount we can utilize. Acknowledging this reality is important, so we don’t buy into the myth that we can do it all. Time management requires that we determine what merits our time and attention, because there are always more opportunities than time.
Leaders must distinguish between what is important and what is urgent. There are many urgent tasks that seem to require immediate attention. A client calls last minute with an urgent request, equipment breaks down, or a report that has to be completed. Typically, urgent tasks are those that have short term impact. Yes, they need to be completed, but perhaps we can delegate these tasks to others on the team.
Important tasks are those with long term impact. These tasks, when left undone, will limit our opportunities for growth or create a loss down the road. Truly important tasks when left undone are not felt today, but rather in the future. We often default to prioritizing urgent tasks, because they are usually more tangible and have a short-term reward. However, the impact of not prioritizing the important tasks is actually far greater and creates a loss of momentum.
Finally, it is important we leaders invest in planning our time the same way we plan out our projects. If we fail to plan our time, we will end up with results that do not reflect our priorities. For more information on how you can plan your time, contact us for suggested resources that make a difference!
