‘Time Management’ has been around a long time. For almost as long, there have been people quite ready to point out that you can’t manage time – it just is. Instead, what we’re really about is the somewhat harder challenge of managing ourselves and our minds. The holy grail is ‘productivity.’
The abiding thought is always, “If I could just, ….. ” then I could achieve more, be more, succeed more, contribute more etc. The second thought that soon follows is a conviction that others are doing more, achieving more, succeeding more and I really ought to be doing so as well. And so, the rat race is perpetuated.
In the end, my view is that indeed we can’t manage time, but can get better at managing ourselves if we keep some focus on it, practice honest reflection about what we do with our time and whether we could be more effective and keep our big goals at the forefront to determine how wee should be spending our time. The latter point is vital if we are to spend enough time on things which are important, but perhaps not urgent.
The tougher part is that if we’re to make real progress, part of the solution lies in better management of other people. The richer/ higher title/ higher status of an individual enables the person to have much more power over how they use and allocate their time. The more others are determining what is important for us to do and the more others have the right to impose upon us what they perceive to be ‘urgent’, then the less we can really impact the effectiveness of how we allocate our time. It’s not altogether fair when writers and commentators hold up people like Richard Branson, Bill Gates or Elon Musk as examples of people who are able to achieve so much out of the same 24 hours a day available to us all.
Many organisations have instigated practices over the last 10-20 years that may have been right from a communication and collaboration perspective, but were really quite undesirable from a personal efficiency/ productivity perspective. Open offices, open doors etc. may mean that people have more access to each other, but it plays havoc with productivity. Worse, in my experience in different types of organisations, when some are imposing their time agenda on others, it’s not even particularly about work, meaningful quality communication or collaboration, but just some employees seeking company/ companionship. However, all the data on the impact of interruptions is pretty damning. Haven’t we all had those occasions when we were really in flow on some complex and involved task, got interrupted and spent the rest of the day anxiously aware that some of our best ideas we were holding in our heads whilst doing that task have been lost for good – they’re not coming back!
Here’s a Fast Company article to spark a few more ideas. it looks at seven myths that are commonly bandied around on the subject of time management, with suggestions for better ways of thinking;