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How might people best prepare themselves to become better time managers? Doing so first requires figuring out where to focus. Taking a deeper dive into your current skill levels is the only genuine way to answer this question. There are three steps you can take to prime your improvement efforts.

Build accurate self-awareness of your time management skills. This can be accomplished by using objective assessments like a microsimulation, seeking feedback from others like one’s peers or boss, or establishing a baseline of behaviors against which gauge improvements.

Recognize that preferences matter, but not how you think. Self-awareness of one’s preferences or personality related to time management, such as multitasking or being proactive, can deepen an understanding of where you might struggle as your change efforts go against existing habits. But remember that skills, not personality, are the most malleable personal attributes and provide the greatest ROI on self-improvement efforts.

Identify and prioritize the skill you need to improve. Although this sounds obvious, the key point here is to avoid self-improvement that is an “inch deep, but a mile wide,” where efforts are spread too thin across too many needs. It is best to prioritize your skill development, focusing on the most pressing skill need first and then moving on to the next.

There are a number of evidence-based tactics for enhancing time management skills. Below are some examples. Again, it is critical to understand that tactics are for developing your underlying skills, which will ultimately improve your time management. Simply implementing these tactics is not the end-goal.

  • Developing awareness skills. Effectiveness is different than efficiency, with effectiveness being about doing things well and efficiency being about doing things fast. Both are critical. Pursuing efficiency for its own sake is counter-productive.
  • Find your peak performance time. Break your typical day into three to four time slots and, over the course of a week, rank-order these slots from your most to least productive (most productive is peak performance).
  • Treat your time like it’s money. Create a time budget that details how you spend your hours during a typical week. Categorize time into fixed time (“must do’s”) and discretionary time (“want to do’s”).
  • Try timing-up. Record how long you’ve spent on tasks with very clear deadlines, rather than how much time you have left.
  • Evaluate how realistically you assess time. After finishing a project, evaluate how long you thought it would take and how long it actually took.
  • Take a “future time perspective.” Think about how the tasks you are doing right now will help or hurt you in the future (e.g., how do today’s project tasks impact next week’s tasks?).
  • Avoid “sunk cost fallacy.” When you think you might be spending too much time on an activity, step back and evaluate its importance (e.g., how valuable is the outcome, who will be affected if it’s finished or not finished, etc.)
  • Developing arrangement skills. Unfamiliar but important tasks often have steeper learning curves and more unpredictable time requirements. Developing arrangement skills is not about organizing your work to better control your life – it’s about taking control of your life, then structuring your work around it.
  • Prioritize activities and obligations. It’s not enough to simply list out your tasks, to-do lists, and meetings.
  • Avoid the “mere urgency effect.” Urgency and importance are related but distinct concepts; urgent tasks require immediate action, whereas as important tasks have more significant and long-term consequences. Tasks that are both urgent and important should be done first.
  • Use a calendar app. Record due dates for tasks and appointments — and do this immediately when they are planned or requested. Label or color-code entries (e.g., work, school, life, etc.).
  • Schedule protected time. Make calendar appointments with yourself to ensure uninterrupted time to dedicate to your most important projects.
  • Reduce underestimation errors. When forming plans, ask a neutral party for feedback about your forecasted time requirements.
  • Try half-sized goals. When struggling to attain a goal that seems to be too challenging, set a less difficult version of the goal.
  • Developing adaptation skills. These skills are tested and developed in situations that naturally involve high pressure and sometimes even crisis – the challenge is to handle such situations without getting upset, anxious, or distracted.
  • Try “habit stacking.” Tie your time management behaviors to habits you already exhibit (e.g., track daily progress every evening when you sit down for dinner).
  • Use short bursts of effort. When tasks seem overwhelming, put forth maximum effort for 15- to 30-minute intervals to help avoid procrastination.
  • Experiment with time-tracker or checklist apps. Remember benefit must exceed cost when using these tools. Gains should outweigh the time spent using the app.
  • Don’t be a “reminder miser.” Reminders should have detailed explanations or descriptions, not one or two words that fail to describe the task’s importance, expected quality, and so forth.
  • Create contingency plans. Think about best case/worst case scenarios when you outline possible outcomes of your plans.
  • Seek to reduce time wasters. Create do-not-disturb time slots and block social media sites during critical work time.

Why does improving time management remain such a persistent, perennial goal for so many of us? The irony is that we need to become better time managers of our own efforts to improve time management — to prioritize our developmental efforts. This path begins with turning away from the alluring quick fixes and instead toward assessing and building our underlying time management skills before another new year’s resolution reaches its dissolution.

Portions of this article originally appeared on the HBR website.

 

The Sundance Company                                                                
Established in 1976, The Sundance Company has the experience to help you with your commercial real estate needs throughout the Boise Valley. If your requirements include property management, leasing, real estate development, project planning, construction or space planning then look to us. The Sundance Company has more than 1.5 million square feet of office and industrial space available in prime locations in the Boise metropolitan area. More information is available at www.sundanceco.com or 208.322.7300.

 

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