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Tips on Managing Your Time at Work
25/06/2008 - By Natalie van Veen
Time seems to race ahead of us, so how can we control it?
Here are the answers to some frequently asked questions about managing time and priorities at work.
But before we get to the Q&A consider these Australian Gov Stats (available from www.business.gov.au):
How long 1.1 million full-time small business operators spent working:
• 65.1% usually work between 35 and 50 hours each week
• 30.2% usually work between 51 and 75 hours each week
• 4.7% usually work more than 75 hours each week
If you fall into the above category, some of my tips below may well help!
Q&A:
What’s the biggest problem new managers face in managing their time?
You cannot successfully manage your time if you don’t know how you should be spending it. The biggest problem new managers face is understanding their goals and priorities. They are not really sure what they should be doing. Because of this uncertainty, new managers often spend time working on the wrong things or let others pull them into activities that aren’t directly tied to their priorities and goals. To better understand how you should be spending your time, work with your supervisor to clarify expectations and responsibilities. At the same time, start to get a handle on how long your new responsibilities take so you can better estimate and plan your time as you grow in your new role.
Does it ever make sense to delay important tasks?
It often makes sense to delay working on a task until you have key information or resources. It is also often best not to work on jobs that require sensitivity and clarity of thought when you are upset, angry, or tired. Just make sure that your impulse to delay an important task is not a form of procrastinating.
How do I learn to say no?
Once you’ve established clear priorities and created a schedule, saying no will become easier. You can set boundaries by explaining your priorities. Rather than putting out fires all day long, schedule a block of time each day to handle issues presented by your direct reports. Then defer all requests but emergencies to that time block. Become disciplined about running meetings, and train reports to recognise issues that can wait until meetings, so they can bring them up then.
Saying no to management can be a little trickier, but you can still use the same techniques. Clearly explain your priorities and the importance of your schedule. You can’t always say no when you want to, but if you are firm about boundaries, those times will be less frequent.
What if it is impossible to estimate how long something will take?
Typically difficulties with estimates result from lack of experience with a given task. Regardless of the task, a certain level of time management and estimation needs to be applied to control the costs from becoming unfeasible. Some tasks, such as hiring the right person or following creative pursuits, might seem impossible to estimate, but start by breaking the task down using best guesses. Guess how many people you will need to interview and how long each interview will take. Factor in other time on the pursuit, such as time spent checking references, reviewing resumes, rewriting a job description, and so on. Once you break down a task into its component parts, estimating the total time required will become more obvious.
Another way to estimate a task that you may be unfamiliar with is to ask for help. Find a co-worker who is knowledgeable about the job and ask for advice.
The better you become at estimating, the more likely you will be satisfied by your ability to accomplish your goals in the time you set for yourself.
I always forget my initial priorities because I get caught up in the day-to-day matters. How can I avoid this?
Sticking to your priorities is typically a matter of discipline more than anything else. If others constantly interrupt you, you need to lay down some ground rules – ask for no interruptions during a “closed-door quiet time”. If there is simply not enough time in the day, you need to review your time allocations with your manager or advisor and find an alternative solution. A common problem is that you simply have too much to do.
What should I do if I’m spending too much time on something I’m not very good at?
It depends. It’s always more comfortable to work on things you are good at, but don’t neglect your weaknesses completely. The key is to identify those weaknesses that are inhibiting your growth or success and work on them.
On the other hand, spending too much time on weak areas that you are not motivated to strengthen or that are not standing in your way can be frustrating and a waste of time. In these cases, you are better off figuring out a “work-around plan” and getting back to leveraging your strengths. You will need to judge whether the activities are the ones you want to spend time developing skills for yourself, or whether you need to delegate them.
