To drive higher team productivity, managers need to reconsider how their own time is being spent and how it can be improved upon. According to McKinsey, high-skill knowledge workers, including managers spend 28% of their time reading and answering emails, 19% searching and gathering information, 14% communicating and collaborating internally and 39% with their role-specific tasks.
In this article, we look to provide pragmatic knowledge on tools and practices that may assist managers and individuals to conduct their daily tasks more efficiently.
As highly productive managers start to reconsider their time allocation, some may find a few advices to have a small impact on their time allocation. To challenge that assumption, it is important to note that changes to habits and approaches can enhance the quality of work and accumulate to countless saved hours after a few months. This will allow managers to repurpose their time towards other value-added areas such as coaching, networking or fine-tuning relevant projects and programs.
To help balance priorities while being effective, GPetrium has compiled a management toolkit that aims to cover major areas of managerial work.
Many institutions such as HBR, Forbes, and the NY Times, have reported on how to curb and control information overload caused by excessive emailing in organizations. As 28% of a manager’s time is spent on email (McKinsey), building a structure to prioritize and support e-mail processing can lead to greater productivity. Below are a few areas that should be considered to better manage emails:
Estimates have shown that senior managers attend roughly 23 hours of meetings weekly, that is roughly 58% of a 40-hour week. To help managers and their departments/ teams with their meeting habits, GPetrium has written a 3-part series that covers steps prior to a meeting, at the meeting and what to do after the meeting. When good meeting habits are engrained into the organization’s culture, everyone stands to benefit.
Metrics play an important role in assessing the performance in individuals, teams, and organizations. Measurements such as Key Performance Indicators (KPIs) and Customer Performance Indicators (CPIs) allow for managers to track organizational, team and individual achievements and goals with its results. What is considered important can often differ in each department and teams. Strong PIs frequently rely on a good understanding of the drivers of success. Although it can serve as a baseline to the health of an organization, managers should be cautious with regards to the veracity of the numbers at hand and the obsession over metrics. Fixation over KPIs may create the wrong incentives not only for the managers, but also for the team and individuals.
Therefore, when introducing metrics programs, it is best to think of the incentives that it may create and continue to closely monitor behavior to look for outcomes created by such metrics. Organizations that fail to create and oversee their incentive mechanisms may risk regulatory, career and reputational damages similar to the Wells Fargo cross selling scandal.
Managers have to balance competing priorities at all times and be mindful of the fact that they have direct impact on employee’s experience and organizational success. Continuous self-improvement in a managerial position is essential. There are several tools and practices that can assist managers to better manage their time and activities in order to ensure the success of their daily operations and that of its employees. GPetrium has shared a toolkit that can help current and future managers be better positioned for long-term success ranging from e-mail, meetings, financial to operational management.