Time Leadership: Maximise Management Impact

Learn about each 'stream' of time Leadership. This is the structure (or 'filter') through which we aim to claim back 20% of your time.

If we are going to save or claim back time, it is imperative to identify what it is we spend our time actually DOING.

Some things that happen during the working day literally suck time away from us... could we address any of these Time Thieves?

Urgent tasks are subject to an imminent deadline. Important tasks are crucial to the business but don't have to be done today. Combined (Urgent AND Important) they indicate firefighting and stress... but there is an answer...

A quick reason why we now deal with each letter of the acronym out of order.

Let's look at the circumstances under which we could eradicate something we currently do. We learn a set of robust questions to ask of a task to check its value or even its overall validity.

It's been said that if you find yourself doing a task for the third time - it's probably time to automate it. Let's look at some tools and techniques for automating tasks or activities.

Under what circumstances might we consider sub-contracting a task?” In other words, what is it about a task, project, or output that makes it a suitable contender for subcontracting?

Where you have no authority to subcontract, then it's still possible to get your paymasters to invest in the resource you need. The trick is to show how the issue is ALREADY a cost to the organisation, and how your solution delivers better value.

We need to present our business case – not in terms of how much it will cost which can feel like a loss to the business – but in terms of value or return - how much the business will gain. Find out how.

We look at what delegation really is; when delegation should take place (and when it certainly should NOT); and why people DON'T delegate.

This lecture takes you through some of the answers to the three questions we asked in the previous lecture. What is delegation; when should we do it; and why we don't!

If a leader claims that they can’t delegate, then we must establish why. And all the blockers we heard in the previous lecture can be addressed by management or leadership action.

Ultimately, it’s a question of TRUST. Without trust, then how can you give someone permission to act with your authority?

Using the six C's as a backdrop, understand these four stages which naturally lead to trust - and effective delegation.

Let’s check your understanding of the material so far with a short quiz based on the material you have learned so far.

If, as a result of committing to taking action using these Time Leadership principles, you invest some time and find yourself with a return of time in the future… what will you do with it? It's incredibly important to decide!! And here is where your plan becomes the most useful element of your learning so far.

Here, we take a genuine Time Leadership plan (produced by a previous delegate) and talk through the elements in turn. This will act as a guide for when you write up your own plan.

Just a quick THANK YOU - and a suggestion as to what you could do next.