A Checklist for Time Management & Executive Endurance

Categories: Amy Jen Su, Leading Self, Paravis Partners

Do you look at your calendar and dread the number of back-to-back meetings you see? Are you always running short on time? Do you often wonder if what you are doing is sustainable? These are the types of things we hear from our clients everyday in a 24-7, global business environment, where resources are often constrained but deliverables and priorities are significant.

Below, find a checklist we put together based on observing the practices employed by “best-in-class” executives who manage big scope and spheres of influence while enjoying the ride and sustaining themselves along the way.

At the Ground Level

When we work with clients, we start by looking at what’s happening at the ground level, the day-to-day of how they operate. These often provide “low-hanging fruit” opportunities for increasing productivity and energy.

How is your focus?

  • Present to what you are doing; not distracted by the next to-do item
  • Can transition well between activities. Shifts focus, does not “split” focus
  • Has a way to signal to others not to interrupt you
  • Holds blocks of time for highest priority work. Uses EA as gatekeeper
  • Closes and completes on things. Knows when and how to put a forcing function in place when needed

How purposeful are you in how you start your day or week?

  • Spends first 15 minutes of each day going over calendar.
  • Knows what day will look like, which meetings to prepare for, which will need less prep, and what else needs to get done
  • Has both a global system for tracking all to-do’s and a daily system
  • Minimizes being in back-to-back day meetings on Mondays to ramp into the week

How do you schedule yourself to optimize energy?

  • Schedules for similar type of activities in chunks (to minimize shifts)
  • Schedules in blocks of time (especially if after a string of back to back days)
  • Blocks in vacation, days off, or family activities first – manages by exception
  • Tries to set up recurring meetings and manages by exception
  • Has some block of time either evening, early morning or weekend to catch up on things
  • Has an EA who knows preferences of optimal day: % of time in meetings etc.

How do you manage email?

  • Does one-to-two line responses; clears out box quickly
  • OR Checks email at only prescribed times or responds only at prescribed times (we’ve seen either of these strategies work)
  • Uses auto-responses to manage expectations

What rituals have you set up to stay in physical shape?

  • Has a regular exercise time set
  • Manages sleep
  • Manages diet to match energy needed for the job

At the 15,000 ft Level

After looking at the day-to-day habits of our clients, we also helicopter up a notch and look at their overall way of setting priorities, how they make decisions around time, and ultimately how they communicate with others.

What drives your yes’ and no’s?

  • Has the appropriate strategic screening system and criteria for prioritizing for self
  • Has the appropriate strategic screening system and criteria for prioritizing for the business
  • Is clear on the trade-offs amongst yes’ and no’s
  • Is clear on what the critical path is

How skilled are you at conversations?

  • Manages up, aligns, and socializes around expectations with others
  • Lets others know how to engage you and what your boundaries are

At the 30,000 ft Level

For many, even with the gains made at the ground and mid-level of looking at time management or endurance issues, the underlying root causes stem from lack of clarity around vision and purpose as well as your own internal alignment as a leader to the role you’re in. Digging deep on these high level questions often provides the largest gains.

Are you clear on the end game?

  • Is clear on value proposition for self, team, function, and organization
  • Is clear on 6 month, 1 year, 3 year, and 5 year goals
  • Has clear understanding of vision and purpose

How much do you “own it”; feel alignment to the role you are in?

  • Really wants to be in the executive position they’re in
  • Has a clear understanding of and accepts the benefits, trade-offs, and exception points around work and its place within the greater context of life purpose and vision

Have you built a high performance team?

  • Has set a clear vision for the function/team and has the right structures in place
  • Has a strong direct report team with clear development plans for each to ensure succession and bench
  • Uses a chief of staff or has a great EA to help triage or serve as gatekeeper

– Amy Jen Su