Many managers have a time problem. During a recent coaching session, a manager at a large IT service provider asked: "How can I make better use of my time? As a manager, I am often looking for a balance between employee management, strategy work and operational business?" Creative ideas are needed here.

Most managers operate an "open door" principle and often complain that they hardly ever really get anything done. You are probably familiar with the phrase: "Do you have a minute for me?" A "yes" can cost you valuable time.

I advise managers to only answer employees' questions once a day, e.g. for an hour, and only if they cannot be discussed in a regular team meeting.

Another time-saving option is to close the office door, which then means: "Do not disturb - except in the event of an escalation!"

Managers who really concentrate without being disturbed save up to 50% of their time. As a positive result, the employee also learns to develop themselves by accepting the challenge and solving the "problem" themselves.

Separate the important from the urgent

You are probably familiar with the Eisenhower principle, which divides importance and urgency into four levels. An extended view is to focus only on important and not yet urgent tasks (fulfillment level). However, most people work on important and urgent tasks (level of demand) and are externally controlled as a consequence. As soon as we focus mainly, around 40% of the time, on tasks that are not important and not urgent, we move into the level of distraction. The level of distraction (so-called urgent and not important) also prevents us from doing what is really important.

Working according to the Pareto model

As a final idea, the manager and his employees should accept that not everything can be done. Concentrate 20% of your time on the main issues and get 80% done. The Pareto model remains relevant for you too.

Let's dive into this topic a little more: In my 10 years as a senior coach with Tony Robbins, the most influential inspirational strategist from the US, I have learned that in order to work on our goals, we should not only put our focus on only 20% of the actions, but beyond that, we should understand the reason why we want to achieve such goals. What is the feeling that arises when we have achieved our goal? Who benefits when we have achieved it? What is your new identity after achieving the goal?

These questions often come up during a coaching session, especially from very busy executives or business owners. In my coaching sessions we explore the how - the solutions - and the what - the tools - but most importantly the who - the new identity. What is the identity that needs to change? What are the empowering beliefs we need to take a step into solution mode. My experience is that the how and the what will not work if the who is not explored.

The author

Roel C. Schaart , sparring and executive coach

© ICF

Born in the Netherlands, Roel Schaart is an ICF MCC-certified sparring and executive coach and lives with his family near Bremen. As a former Tony Robbins Master Coach, he has supported 800 clients worldwide with more than 7,000 coaching hours in over 10 years of coaching. He is an active member of the German International Coaching Federation (ICF) and served as a board member for six years. In addition to coaching entrepreneurs, executives and leadership teams, Roel is also an accredited Master Certified Practitioner in DISC & Motivators and helps coaches and trainers with their certification as an International ICF Mentor.

Schaart completed several marathons, mud and extreme obstacle runs and participated in extensive Navy SEALs trainings. He plans to participate in the Spartan Race Word Championship in Dubai at the end of 2021.