In Part I, we looked at time-defragmentation strategies. In this Part II are some strategies for recovering time by reducing planning effort and the time needed to deal with difficulties that arise from self-defeating patterns.
- Get help with micromanagement
- Micromanaging is an attempt to control what we cannot actually control. That's why it chews up so much time.
- Have you been micromanaging? If you have, you're in for a treat: you actually do have time to do your own job, and once you focus on it, it will be fun again.
- Get more space
- Cramped, cluttered quarters cost time. If you can't get a bigger office, compress the stuff you have.
- Strategies for compressing your stuff: get taller filing cabinets; throw stuff out; move things to storage; and acquire shelving, trays, or drawers.
- Harness the urge to perfect
- Stop doing the tasks
you shouldn't be doing.
They aren't your job.
- We spend way too much time ironing out details of components that we'll never actually use.
- Learn the meaning of "good enough." Situations change so rapidly that building for the future (that is, next week) is often a waste. Do what you're pretty sure you'll need — and no more.
- Spend less time searching for stuff
- Among the items most commonly lost are: cell phone, eyeglasses, documents, keys, and whatever you had in your hand a minute ago, until you set it down someplace.
- Organizing helps with the documents. For the other items, establish a standard "parking space" for setting things down temporarily.
- Get out of the swamp
- Sometimes we're so swamped that we don't have time to work on getting unswamped.
- Give priority to tasks that free you up. For instance, you might have an assistant, but he or she isn't cutting it, and you're tolerating that. Deal with it.
- Stop doing tasks you shouldn't
- Some things we do aren't really a part of the job. We took them on because we didn't know how to say no, or we liked them, or maybe we can't let go.
- Unload what you can, and then deal with causes. Learn to let go. Learn to say no. Learn to let others do the things you love that aren't part of your job. Get some coaching or help from a mentor.
And here are two suggested by reader Rodney Thompson:
- Shift your time
- Start your day an hour earlier to gain some uninterrupted time when no one is around.
- Clearing the delicate, frightening, or urgent tasks might keep them from nagging at you for the rest of the day.
- Monitor yourself
- Realistically write down your top priorities for the day, and set time aside to get them done.
- Put the list somewhere in easy view. Mobile devicess are nice, but index cards are always powered on.
The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More
- Ron Thompson, Eiscon Group, Ltd. (www.eiscon.com)
- Here's another one that I learned a while back. Be brave enough to leave when you are done. Staying around for "appearances" is a huge time waster!
Your comments are welcome
Would you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- Recovering Time: I
- Where do the days go? How can it be that we spend eight, ten, or twelve hours at work each day and get
so little done? To recover time, limit the fragmentation of your day. Here are some tips for structuring
your working day in larger chunks.
- FedEx, Flocks, and Frames of Reference
- Your point of view — or reference frame — affects what you see, and how you experience the
world around you. By choosing a reference frame consciously, you can see things differently, and open
a universe of new choices.
- Organizational Loss: Searching Behavior
- When organizations suffer painful losses, their responses can sometimes be destructive, further harming
the organization and its people. Here are some typical patterns of destructive responses to organizational
- How to Foresee the Foreseeable: Preferences
- When people collaborate on complex projects, the most desirable work tends to go to those with highest
status. When people work alone, they tend to spend more time on the parts of the effort they enjoy.
In both cases, preferences rule. Preferences can lead us astray.
- Planning Disappointments
- When we plan projects, we make estimates of total costs and expected delivery dates. Often these estimates
are so wrong — in the wrong direction — that we might as well be planning disappointments.
Why is this?
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming April 8: The New Virtual Meeting: Digressions
- The bane of meetings everywhere, even before the COVID-19 pandemic, has been digressions. But there are reasons to expect the incidence of digressions in meetings to increase now. What reasons could there be, and what can we do about digressions? Available here and by RSS on April 8.
- And on April 15: Incompetence: Traps and Snares
- Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 15.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.