![]() Time analysis exercises can yield surprising results-and can inspire time management that more closely aligns with organizational priorities. Ensure that individuals routinely measure and manage their time.But having too many managers can cause redundancies and unnecessary complexity. Getting this balance right can be tough-having too few managers could lead them to feel overwhelmed, with more direct reports than they can manage. The hours needed to manage, lead, or supervise an employee can leave managers with little time left over. Understanding the time required to achieve goals is critical to the long-term success of any organizational change. Consider time when you introduce organizational change.In our experience, this is the best way to move toward the goal of treating leaders’ time as a finite resource-one that is as precious as a company’s financial capital. When adding a project or initiative, companies should analyze how much leadership attention, guidance, and intervention each will need. Have a ‘time leadership’ budget-and a process for allocating it.Here are five ways to achieve optimal balance in allocating time: Executives in one McKinsey survey who reported being satisfied with the way their time is allocated spent 34 percent of their working time interacting with external stakeholders (including boards, customers, and investors), 39 percent in internal meetings (including one-on-ones with direct reports, leadership team meetings, and other employee gatherings), and 24 percent working alone. Unsurprisingly, the solution seems to be balance. Increasingly, time management is an organizational issue with roots deeply embedded in corporate cultures. McKinsey’s experience shows that leaders may want to stop thinking about time management as primarily an individual problem and start addressing it institutionally. How can leaders address the problem of time scarcity? Good time management means you feel empowered to turn down unnecessary meetings-and better meetings mean you spend the rest of your time feeling more purposeful in carrying out your work. The reality is that effective meetings and good time management exist in a virtuous circle. What should they do with all that unstructured time? One typically cheeky suggestion from Peters is to read more. Half of leaders’ time, he says, citing an idea from the Israeli executive Dov Frohman, should be unscheduled. Find something more important, please.’ But something more important doesn’t exist.”Įndless, diffuse meetings, according to Peters, take up far too much of executives’ precious working time. But when you use that term, people think, ‘Here’s an adult with a brain. “That’s why I’m a fanatic on the topic of time management. “The only thing on Earth that never lies to you is your calendar,” says renowned business author and McKinsey alum Tom Peters. What does time management have to do with effective meetings? Learn more about McKinsey’s People & Organizational Performance Practice. For tips on how to put a stop to video call fatigue and restart your team’s productivity, read on. When meetings are run well, they not only foster better decisions but also leave attendees feeling energized and motivated to carry the momentum forward independently. In other words, you guessed it, ineffective meetings. Rarely, in McKinsey’s experience, do they see the real issue at hand: poor design and execution of collaborative interactions. ![]() What’s more, when leaders try to solve for inefficient decision making, they too often look to organizational charts and vertical-command relationships. ![]() And, in a different survey, 80 percent of executives were considering or already implementing changes in meeting structure and cadence in response to the evolution of how people worked during the pandemic. Just 37 percent of respondents said their organizations’ decisions were both timely and high quality. According to one McKinsey survey, 61 percent of executives said that at least half the time they spent making decisions-much of it surely spent in meetings-was ineffective. When meetings aren’t run well-or when there are too many of them- decision making becomes slower and the quality of decisions suffers. While interacting might be easier than ever, value-creating collaboration isn’t-and its quality seems to be deteriorating.Įffective meetings aren’t just about keeping ourselves from going around the bend. “This meeting should have been an email.” Emblazoned on coffee mugs, endless memes, and your colleagues’ faces on their ninth video call of the day, this sentence may end up being a catchphrase of the modern era.Īs the pandemic rewrote the rule book for coworking and office culture, new processes and untested systems allowed inefficiencies to creep in-inefficiencies that included meetings scheduled for the sake of unstructured discussion or even basic human interaction rather than for productivity.
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