People have “too much to do.” Ask anybody, they will tell you. And now with continuous Zoom meetings and home schooling added in, it can easily seem as if there is more to do than you could possibly ever get done.
However, consider this ~ you’re only going to do what you’re going to do today. That sounds obvious, right? But in reality, most people don’t relate to what they have to do as if that’s the case. For many, to-do lists have become lists of unrealistic expectations to accomplish in one day; they are full of things we feel we should do or have to do, which sets us up for failure by thinking that if it’s on the “list,” we’ll get to it.
The truth is, you’re not going to do all the things you have to do just because it’s on a list. You’re really only going to do what you actually do. Clear as mud? The key to what you’re going to do is knowing that actions take place in time. Anything you’re going to do takes a certain amount of time, therefore if it’s not on your calendar, it’s not going to get done and it won’t happen.
Spoiler alert: Here is the one simple trick to successfully tackling your to-do list
Schedule real time on your calendar to do the task, including scheduling an appropriate amount of time to do it in. Make a habit out of doing this one simple trick and you get ahead of the game in actually crossing that item off your to-do list.
Everyone has a long list of things they want to do, should do, and ‘have’ to do. But when you get into that list, most of the items on it never get done, which causes many of us a lot of stress. Giving up the myth of the unending list of things to do, which occurs as a burden, is a powerful step forward in productivity.
Being selective and rigorous about what goes into our calendars is the key. Plan and schedule the things you’re committed to doing ~ distinct from the things you want to do, should do, or ‘have’ to do. When you schedule items, be honest with yourself by allocating the proper amount of time for every aspect of the task. Otherwise it won’t get done. And while adding it to your calendar doesn’t guarantee the item will get done, it will significantly raise the likelihood if it’s “in existence.” Simply put – what is on the calendar has the highest likelihood of getting done.
I am impeccable about my calendar. Given what’s on my plate, I have to be. Here is an example on my calendar of this practice I’ve put in place where I schedule what I’m going to do and give myself enough time to get it done; say I have a meeting at 10:00 am downtown. On my calendar is:
- “9:15 – 9:30 pre-meeting briefing”
- “9:30 – 10:00 drive time to meeting” (it only takes 15 minutes to get there)
- “10:00 -11:00 attend and participate in meeting”
- “11:00 – 11:30 drive back to office”
- “11:30 – 11:45 debrief meeting”
That gives me the time to 1) brief, 2) travel, 3) sit down (as opposed to rushing in at the last moment), 4) participate fully in the meeting, 5) return to the office and debrief my notes from the meeting, and 6) send a follow-up to the client. So, while I am only going to a one-hour meeting, in reality ~ in real time ~ it takes two and a half hours to complete everything about that meeting.
Of course, in COVID-19 times this schedule looks different, but the principles are the same. Instead of drive time, schedule time in to get up from your desk, move, stretch, get some water, and allow for any technical difficulties logging in. For those working from home, putting your to-do list on your calendar may be even more important, as the structure of the office changes as we balance new responsibilities and environments.
We are paid to produce results with our time. Therefore, relating to and managing our time is a valuable asset that will make us more effective and more productive. Use your calendar as your best tool for effectiveness and productivity. I believe it is an essential skill for anyone in today’s workforce or otherwise, and a strong habit of successful leadership.
The bottom line is, you’re only going to do what you do. And if it’s on your calendar, there’s a much higher likelihood you’ll get it done.
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Kevin Cullen is President of Leadera Consulting Group, specializing in producing breakthrough business results. For more information on this topic or other business challenges we can help you solve, contact us at Leadera Consulting Group.
Kevin Cullen: kcullen@leaderacg.com, cc: acook@leaderacg.com
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Most leaders got into the position they are in by being competent managers, making things happen, solving problems, and getting the trains to run on time. However, simply managing the present is insufficient when one is a leader. A leader’s job is really to focus on the future and create a vision for the future that inspires their people to make it happen.
Job #1 of a leader is to have a vision that is compelling, inspiring, and achievable. Job #2 is to share that vision with their constituents in such a way that their people see that future has their name on it and not only want to be a part of it, but also will own it in such a way that it comes to fruition.
People want to make a difference – they want to have their lives matter. As George Bernard Shaw said,
“This is the true joy in life, the being used for a purpose recognized by yourself as a mighty one; the being thoroughly worn out before you are thrown on the scrap heap; the being a force of nature instead of a feverish, selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy.”
Creating the vision to engage others is tricky, because the vision needs to be articulated in such a way that people can hear it, identify with it, and want to participate in it. There are many examples from leaders in the last decade; Steve Jobs at Apple declared there would be “an Apple on every desk,” Jeff Bezos of Amazon had the originating mantra of “Get Big Fast,” and Elon Musk at Tesla is known for his vision of “Anywhere on earth in under one hour.” Each of them has demonstrated the importance of this vital aspect of leadership by stepping way out into the future, creating a vision for their company for what’s possible, and then going after it with gangbusters.
Part of this brilliance has to do with the way they are able to present this vision to their employees, such that it’s almost tangible and certainly doable. By doing this, a leader ensures that people in their company become a part of implementing the vision. Most people know that 70% of strategic initiatives fail in corporations. Getting your people to buy into the vision gives you a huge advantage for success.
So, how do you do this? By walking people through the vision ~ what it will take, how it will unfold, and underlining the benefits and rewards.
At Leadera, part of our ‘Being a Leader’ course teaches participants a 9-point, step-by-step formula in which we train leaders on how to deliver a powerful leadership message focusing on the future. When leaders design a message using these 9 points (in order), they find that their people are able to connect with the vision, making it tangible for them so that they want to participate in delivering it.
The 9 points (in order) include:
- Background connection
- The vision
- Strategy
- Implications
- Actions needed
- Sense of urgency
- Benefits and rewards
- Hardball issues
- Appreciation and acknowledgement
Use these 9 points to get your people to “buy in” to your message and want to fulfill it. When done well, inspiration leads others into action. But keep in mind that message and that inspiration has no shelf life on its own. A successful leader will build regular and consistent reminders into the workplace that reinforce the message. Inspiration must be shored up with actions. Consider designing how to get your people “on board,” and how to keep them there.
Interested in learning more? Let us bring this 9-point formula to you and your leadership team. For more information, reach out to us at the emails below.
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Kevin Cullen is President of Leadera Consulting Group, specializing in producing breakthrough business results. For more information on this course or other business challenges we can help you solve, contact us at Leadera Consulting Group.
Kevin Cullen: kcullen@leaderacg.com, cc: acook@leaderacg.com
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