Lemanskills.com

5 Time Management Myths You Need to Stop Believing

Most of us want to spend those 24h we all have in the best possible way. We try to be good at time management, more efficient, cut the “time wasters” or use Pomodoro technique. And with all that we are still surprised that we are not as good with time as we want, we don’t achieve as much as we want, personally or professionally.

It’s happening mostly because we have many convictions and false believes in our heads about the right approach to the time itself. We’ve read or heard something without deeper reflection on the idea, we put it in the brain and sticked to it. Now is the time to challenge 5 of the most crucial statements that we have in our heads and that are stopping us from being successful.

1. Being always busy is a sign of your high value

Being busy makes us feel important, needed. We often have this impression that if our calendars are fully packed, we are more valuable. And when we see free slots, we feel guilty, sometimes scared of “not doing anything”. It is a symptom of modern times that assesses the usefulness and importance of an employee by level of their calendar’s “busyness”.  

And that’s crazy, since we know how many of those meetings are pointless and could’ve been an e-mail or a Teams message. And on the flip side, we know how much we can do when we are undistracted, focused, when we have time and space for taking a step back and actually THINK about what we want to achieve and how.

So I would like to encourage you to reflect on what you are thinking about being busy all the time – advantage or disadvantage? Be honest with yourself, nobody is going to judge you. Then think to which meeting you can say “no” to, to gain some of your time back to build a real value?

2. People always understand “I don’t have time” answer

Speaking of saying “no” to things. This subject was discussed in a more detailed way in this article, but this excuse is being treated as a universal sentence on every situation when we don’t want or don’t know how to deal with something. When a manager has a conflict in a team, she/he often says: “I don’t have time for that right now, we have more urgent business cases to cover”. When a person doesn’t feel very good, has headaches or feels tired all the time, he/she just takes a pill or have another cup of coffee. “I don’t have time for that right now, I need to take care of work/home/kids/parents”. You name it.

“I don’t have time” is a false friend. As mentioned many times on this blog, we are not victims or slaves of the time, we are its owners. And as owners, it’s our decision what to do with the time we have – every single minute that we spend on this planet is in our scope of control. It’s our choice what we do with it and with whom. Put some effort in and find the time you’ve lost when you started using “I don’t have time” excuse. What can you do differently to stop saying that?

3. Scheduling the hardest tasks first is always a good time strategy

How you schedule your day should be connected with your internal level of energy, named the circadian rhythm. Each person on the planet at 9:00AM has different body temperature, heart rate, metabolism or blood pressure. The time of the day will affect behavior and intellectual performance differently regarding each of us. Till Roenneberg created a set of chronotypes that describe our energy cycle throughout the day, taking into consideration how we differ and what can we do about it to live a better live.

We do know that it’s not possible to wake up whenever we fell like it, work when we feel the most effective and go to bed when we feel asleep (including naps during the day). We have 9-5 jobs, we need to get up at a certain time to work, take care of other things in the morning, afterwork etc.

So for those of us who are Wolfes (going to bed around 12AM, waking up around 7:30-9AM) the deep or creative work will be the most efficient around 12-2PM. On the other hand, for those of us who are Lions (going to bed around 10PM, waking up around 6-7AM) the highest efficiency will be around 8AM-12PM. You can read more about where you land on the scale in this article.

Regarding that, the idea of working on the biggest task first thing in the morning is not applicable or healthy for everyone. For some of us it’ll work, for some of us it’ll be the worse thing you can do. Check which type you are and decide what can you do differently to live more in harmony with your natural cycle. Maybe it’s just one little thing, like scheduling time for deep work in the different time during the day?

4. Multitasking is a good way of getting done more faster

Several years back, multitasking was a skill listed in the job advertisements as a requirement of a good candidate. Doing more than one thing at the same time appeared as a “competence of the future” and was a real thing that employers was looking for regarding increasing number of tasks in the workplace.

Nowadays we should be smarter about it, since we have more research that tells us that there is no such thing as multitasking. It’s impossible to do two things at the same time, we can only switch between the tasks, sometimes really quickly. But each time we get distracted, we lose focus, and we need more and more time to get back to where we were a minute ago. So in a consequence of that, we think we save some time and do things faster, but really we waste time getting back to the focus mode.

Choose one thing, turn off notifications, focus only on that thing. When you are done, start doing the next one. It’s the key to being truly effective, instead of living in an illusion of it.

5. Perfectly planned day is a key to be effective

What is perfection anyway? It can mean something completely different for each of us, there is no one definition applicable to everyone. But let’s say that a perfectly planned day is the day with a list of tasks to do at work, planned calendar and scheduled time before/after work. Everything looks so good that we can be internally motivated to this day only by looking on the plan.

But we also know that life happens. Extra super-important-task that needs to be done RIGHT NOW, sudden colds, phone that wasn’t ringing and it’s ringing like crazy just today. In that scenario we feel like failing, guilty, weak that we weren’t able to stick to the plan.

Treat plan as a tool. Not the only factor of your success, just one of the options to structure your day, week or month. Keep it adaptive, flexible since the circumstances change all the time, and it’s not going to end anytime soon. Don’t be a prisoner of your plan, it should serve you, not the other way around. But keep your boundaries straight – flexibility doesn’t mean that anything or anyone should ruin your plan just because they have a need that is extremely urgent for them at the moment.

The bottom line

We are owners of our time. It’s the first thing we should acknowledge, before we start learning how to deal better with all of those things we need to cover every day. This is crucial, without that even the most beautiful plans, tools and strategies won’t be useful, and our frustration will be higher and higher. See which of those myths you believe in and what you can do to get rid of them. You’ll see how your live improves after few small changes in your way of thinking.

Udostępnij

Komentarze

0 0 votes
Article Rating
Subscribe
Notify of
0 komentarzy
Oldest
Newest Most Voted
Inline Feedbacks
View all comments

Czytaj także

Leadership

Communication Intelligence (CQ): A Key to the Effective Leadership

In the ever-evolving landscape of work, where collaboration and innovation are necessary to survive on the demanding market, one skill stands out as a game-changer: Communication Intelligence (CQ). As a tech leadership expert and someone deeply invested in helping leaders and teams create environments where people thrive, I cannot stress enough the importance of mastering CQ. It’s not just about talking or listening; it’s about understanding, tailoring, and connecting. Let’s dive into what CQ is, why it matters, and how we can build this skill: both as leaders and team members.   What Is Communication Intelligence (CQ)?   At its core, Communication Intelligence (CQ) is the ability to adapt your communication style to connect effectively with others. It’s about being aware of your own communication tendencies while recognizing and responding to the diverse preferences of those around you. Think of it as emotional intelligence (EQ) but focused specifically on how we exchange information, ideas, and emotions. CQ involves empathy, adaptability, and clarity. It’s not just about what you say but how you say it—and how it’s received. Mastering CQ means being intentional in your interactions and ensuring that your message resonates with the person or people on the other side.   Why Is CQ Essential for Leaders and Team Members?   In my work with leaders and teams, I often see how miscommunication can ruin even the best intentions. A lack of CQ can lead to misunderstandings, conflict, and disengagement. On the flip side, strong CQ fosters trust, collaboration, and alignment: key ingredients for both thriving teams and great business results. Here’s why CQ is crucial: #1 For Leaders: they set the tone for communication within their teams. If a leader lacks CQ, they risk alienating team members, failing to inspire, or unintentionally creating a culture of fear or confusion. Leaders with high CQ can tailor their messages to motivate diverse individuals, navigate difficult conversations with grace, and build an environment where everyone feels heard and valued.   #2 For Team Members: in a team setting, CQ helps individuals collaborate more effectively. When team members understand each other’s communication styles, they can avoid unnecessary friction and build stronger relationships. High CQ also empowers individuals to voice their ideas in ways that resonate with others, fostering innovation and mutual respect. Understanding what high CQ looks like (and what it doesn’t) is key to developing this skill. Let’s explore some examples and anti-examples.   Examples of High CQ Behaviors: – active listening: truly hearing what someone is saying without interrupting or jumping to conclusions to soon, – tailoring messaging: adapting your tone, language, or delivery based on the audience. For instance, explaining a technical concept in simple terms for a non-technical stakeholder, – understanding in action: acknowledging someone’s emotions and needs before moving to problem-solving. For example, saying, “I can see this situation has been frustrating for you” before diving into solutions, – clarity in feedback: providing constructive feedback that is specific, actionable, and framed positively. And what’s even more: giving people space to take it in and make a decision what they want to do with it (take or discard), – proactive negative conflict resolution: addressing misunderstandings early rather than letting them grow and eat people alive. And remembering that not all conflicts are bad (actually a fear of conflict is one of the 5 Dysfunctions Of The Team by Patrick Lencioni).   Anti-Examples of Low CQ Behaviors: – interrupting or talking over others: this signals a lack of respect and can shut down meaningful dialogue. It also means that you don’t care about the other person, or anything they say or think, – one-size-fits-all communication: using the same approach for everyone without considering individual preferences or needs. There’s only 17% of chances that the person next to you prefers your communication base. That’s why listening and tailoring is so important: to get the stakes higher than that, – ignoring non-verbal cues: overlooking body language or tone that suggests someone is uncomfortable or disengaged. We have 4 things we can observe: mimics, ton of voice, gestures and posture. Ignoring those non-verbal imformation is going to cost us a lot, – defensiveness in feedback: reacting negatively when receiving constructive criticism instead of seeking to understand, ask more questions, be curious about what the other person wants to say to me, – avoiding difficult conversations: failing to address issues directly, leading to confusion or resentment. And the further it goes, the worse it becomes: it’s really difficiult to stop the huge snowball. So what we can do to avoid those anti-examples?   Use PCM to Build it!   One of the most effective tools I use when working with leaders and teams on CQ is the Process Communication Model (PCM). PCM provides a framework for understanding different personality types and their communication preferences. It’s like having a map that helps you navigate the complexities of human interaction. So why PCM is a good idea to support buildling a high CQ level? It gives you bigger self-awareness: start by identifying your own dominant personality type. This helps you understand your natural communication style and potential blind spots. With whom it’s super easy to go with and when it will be a bigger challenge. It equips you with higher ability of observation: pay attention to the verbal and non-verbal cues of others to identify their preferred communication style. For example: – A Thinker might appreciate detailed agendas and logical arguments. – A Harmonizer may respond better to warmth and emotional connection. It gives you a reason to adapt more: tailor your communication to match the other person’s style. If you’re a Promoter speaking with an Imaginer, slow down and give them time to process rather than pushing for immediate action. It shows you how to practice under stress: PCM also teaches us how stress impacts communication. For instance, under stress, a Thinker might become overly critical, while a Rebel might resort to sarcasm and manipulation. Recognizing these patterns helps us respond constructively rather than

Czytaj dalej
Leadership

3 Lessons on How I’ve Wasted Time as a Leader

As leaders, time is one of our most valuable resources, yet it’s one we often misuse without even realizing it. Reflecting on my own leadership journey, I’ve identified three significant ways I’ve wasted time (at least, so far). These lessons and the things I’ve started to do differently as a positive consequence of them have not only shaped how I lead today but have also helped me become a more effective and focused person. My goal by sharing these lessons is to help you avoid some of the same pitfalls and grow as a leader. Regardless of where you are on your leadership path.   Lesson 1: Waiting for Perfection   One of the earliest and most persistent mistakes I made as a leader was waiting for perfection before making decisions or moving forward. Whether it was launching a new product, rolling out a process change, or even sending an email to the team or organization, I would delay action until I felt everything was flawless. My belief was that perfection equaled success. However, especially in tech world, where innovation moves at lightning speed, waiting for perfection often means missing opportunities or waisted time. I remember one situation vividly when my team had developed a very promising growth program for the leadership team. Instead of releasing an MVP and iterate based on peoples’ feedback, I insisted on refining every detail before launch. By the time we released it, some of the needs where already covered and part of the program was pointless. Solution? My turning point came when I embraced the concept of “progress over perfection.” I began to prioritize speed and adaptability over getting everything right the first time. One of the tools that helped me was implementing agile tools within my team. By breaking projects into smaller, iterative cycles, we were able to deliver value faster and make improvements based on real-world feedback. I also adopted a mindset shift: I stopped seeing imperfection as failure and started viewing it as an opportunity to learn and grow. Now, I encourage people I work with to release early and often, knowing that we can course-correct along the way. This approach has not only saved us time but has also fostered a culture of innovation and showing people that adaptability is the most important thing when we want to achieve a lasting success.     Lesson 2: Looking for an Ideal Candidate   Another way I wasted time as a leader was obsessing over finding the “perfect” candidate for open roles on my team. I would spend months searching for someone who checked every box on the job description: SME skills & knowledge, cultural fit, growth potential. It was only to realize that this person rarely exists. I recall one hiring process where I was looking for a senior facilitator to lead a critical growth project. I turned down several qualified candidates because they didn’t meet my impossibly high standards. In the meantime, the project has begun, I needed to deliver most of the things on my own. I was exhausted, my other tasks were put on hold since it was impossible for me to do everything. I finally made a hire, and it became clear that many of the “must-have” qualities I’d been fixated on weren’t as critical as I thought. Solution? I learned to focus on potential rather than perfection when hiring. Instead of searching for someone who ticks every box, I now look for candidates who demonstrate a growth mindset, strong problem-solving skills, and the ability to adapt to the changing needs of the business.  To make this shift, I changed a little the hiring process to include scenarios and problem-solving exercises that reflect real challenges that we face. This gives me better insight as a leader into how candidates think and approach problems rather than just their resume qualifications. Additionally, I started investing more in onboarding and training. By providing new hires with the tools and support they need to succeed, we’ve been able to develop talent internally instead of waiting for the “perfect” external hire. This not only saves time but also builds loyalty and engagement within the team.   Lesson 3: Focusing on the Wrong Things   As leaders, it’s easy to get caught up in tasks that feel urgent but don’t actually move the needle. For me, this often-looked like micromanaging or spending too much time on operational details rather than strategic priorities. I remember a period when my calendar was packed with meetings about minor issues: approving small budget requests, troubleshooting technical things on the e-learning platform, or reviewing every slide of the training deck. While these tasks felt important in the moment, they distracted me from higher-level responsibilities that nobody can do, but me. The result? Burnout for me and frustration for my team, who felt stifled by my constant involvement in their work. Solution? The first step to breaking this cycle was learning how to delegate effectively. Even if I teach others how to delegate, I sometimes struggle with giving things away since I know exactly how to do them on my own. I realized that by holding onto tasks that others could handle, I was not only wasting my own time but also robbing my team of opportunities to grow and take ownership. I started by identifying tasks that didn’t require my direct involvement and assigning them to team members who were capable (or could become capable with some guidance). To ensure success, I provided clear expectations and allowed space for mistakes. The real space, not only on the paper. If team doesn’t make mistakes that means that they never try doing something new or different. And I don’t want that kind of stagnation and fear in my team. I also adopted a strong system for prioritization. Always using the check point on how this task makes an impact on our goals, we all know how to choose when the task list is endless. This helped me stay aligned

Czytaj dalej
Leadership

Why Leaders Quit Learning and How to Overcome It?

In today’s fast-paced world, the importance of continuous learning cannot be overstated, especially for leaders. However, many leaders find themselves ceasing to learn over time, which can have huge (and negative) effects on their organization, team and their personal growth. Understanding why leaders quit learning and finding solutions to these challenges is crucial for sustained success. Here are five essential reasons why leaders stop learning and how they can overcome these obstacles. 1. Success is already achieved, right? Many leaders become satisfied after achieving a certain level of success. They feel that their current knowledge and skills are sufficient to maintain their position and continue leading effectively. This state can lead to stagnation and a lack of innovation: can be a fog that stop us from seeing things clearly. Sometimes it’s also connected with: “I’ve learned something 2/5/10 years ago and it worked. Why should I bother learning something new?!”. Sure thing, we can use the knowledge and experiences from the past. But we also know that the world changes all the time. And the speed of those changes is extremely high. Solution? Leaders should cultivate a mindset of lifelong learning. Embracing the idea that there is always more to learn can keep them motivated. One practical approach is setting personal learning goals each year, quarter, month (or even a day), such as reading / listening to a certain number of books, attending workshops, or enrolling in online courses. For instance, Bill Gates is known for his habit of reading 50 books a year, which keeps him informed and inspired. 2. Overwhelmed by Responsibilities Leaders often juggle multiple responsibilities, leaving them with little time or energy to focus on learning. The demands of their roles can make it challenging to prioritize personal and professional development. AKA: “I don’t have time or energy”. This sentence barely goes through my throat since for me, there’s no such thing as lack of time. It’s only a lack of priority. Solution? Task and energy management is a key. Leaders should schedule dedicated time for learning activities, just as they would for any other important meeting. This might include setting aside an hour each day for reading or listening to educational podcasts during commutes. Additionally, delegating tasks and empowering team members can free up time for leaders to focus on their growth. The key is to get the time back, not to use constantly the old excuse. Einstein said that the definition of insanity is doing the same thing over and over again and expecting a different result. I couldn’t agree more. 3. Fear of Vulnerability Admitting a lack of knowledge or skill can make leaders feel vulnerable, especially if they believe it might undermine their authority. This fear can prevent them from seeking new learning opportunities. Also, it’s necessary to step into the uncomfortable while learning. It might mean making mistakes, that… other people can see! (OMG, that’s the end of the world!). We have so many limiting beliefs in our brains and this on should be on the top of our lists to exchange with a new one immediately. Solution? Embracing vulnerability as a strength rather than a weakness is essential. Leaders can create a culture of learning within their organizations by openly sharing their own learning journeys and encouraging others to do the same. For example, Satya Nadella, CEO of Microsoft, promotes a “learn-it-all” culture rather than a “know-it-all” approach, which has been instrumental in transforming the company. 4. Lack of Feedback Without regular feedback, leaders may not be aware of areas where they need improvement. This lack of insight can lead to a false sense of competence, discouraging further learning. And there are so many new skills (technical / SME-oriented, and social / leadership) that sometimes we simply don’t know what to choose. It’s not surprising! And when we don’t know where to focus, we often choosing not doing anything at all. Solution? Seeking feedback from supervisors, peers, mentors, and team members can provide valuable insights into areas for growth. Leaders should actively solicit constructive feedback and use it as a foundation for their learning plans. Implementing a regular asking mode, even if it’s just sending a short e-mail to 10 people once per quarter with the note: “Hi! I just wanted to ask you for 2 things. What I do well when we work together? What can I do better?” This way we actively seek information with examples from people that can really answer those questions. Easy, simple and doable: how does it sound as a quick implementation idea? 5. Rapid Technological Changes The rapid pace of technological advancements can be intimidating, especially for leaders who are not tech-savvy. The fear of not keeping up with the latest trends can discourage them from trying to learn about new technologies. 2 weeks ago, I’ve started a new growth path in one of the companies I work with. I included some AI tools to show them how they can use the tech tools so they get their time back that they spend right now on repetitive, easy tasks, so they can invest it somewhere else. A bunch of people at the end of the workshop said: “You know what, Alex? It’s all great, extremely useful. But after this workshop I see how big of a gap I must fill out.”. It wasn’t my intention at all! I gave them 3-4 tools + one platform that they can use as a browser if they want to cover a specific need. And that was all! But the feeling or a though in themselves was so strong that we needed to spend a while on addressing that properly. Solution? Leaders should focus on building digital literacy by starting with the basics and gradually advancing their skills. Enrolling in beginner-friendly courses or workshops can help demystify technology. Additionally, partnering with tech-savvy team members or hiring digital consultants can provide guidance and support. The most important thing? Start small. You don’t need to be an expert

Czytaj dalej
0
Would love your thoughts, please comment.x
()
x

New Leadership Online Course!

Do you want to be a leader that people don’t quit?

Check out a Brand New Leadership Online Course!