{"id":8765,"date":"2021-10-27T03:48:05","date_gmt":"2021-10-27T03:48:05","guid":{"rendered":"https:\/\/www.managementcenter.org\/?post_type=resources&p=8765"},"modified":"2025-07-14T21:36:43","modified_gmt":"2025-07-14T21:36:43","slug":"how-to-manage-time-systems-effectively","status":"publish","type":"resources","link":"https:\/\/www.managementcenter.org\/resources\/how-to-manage-time-systems-effectively\/","title":{"rendered":"How to Manage Time and Systems Effectively"},"content":{"rendered":"\n

If you\u2019re like most managers we know, it probably feels like <\/span>stuff<\/span><\/i> is constantly coming at you\u2014emails, meetings, materials to review, people popping into your office (or inbox) with questions. This feeling of overwhelm is all too common\u2014and it\u2019s exacerbated when the world is on fire.<\/span><\/p>\n\n\n\n

While much of the burnout and overwork we see in our sectors is beyond any individual person\u2019s control (and outside the scope of this article\u2014sorry!), we do<\/em> have control over how we manage our time and systems so that we can achieve great results, avoid unnecessary chaos, and minimize fatigue. And as managers, we have influence over how we support our staff and contribute to a culture of sustainability.<\/p>\n\n\n\n

This article covers personal practices that can help you and your team get your most important work done sustainably. This advice is based on what we\u2019ve seen work many of our clients, but there\u2019s no one-size-fits-all approach or some magical, universal tool for keeping your work life organized (no matter how much you may swear by your favorite workflow app or to-do list!).<\/p>\n\n\n\n

As you\u2019re reading this article, keep in mind two core concepts for equitable management:<\/p>\n\n\n\n

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  1. Preferences, traditions, and requirements.<\/a> Setting up systems that support you to accomplish what you set out to do is the requirement. How<\/em> you do that should be up to you. At the same time, recognize that our preferences and traditions don\u2019t exist in a vacuum\u2014they are shaped and often reinforced by culture and experience. When our preferences or traditions rub up against dominant culture (in our organizations or in society at large), this can create tension or marginalization. On the other hand, when we have positional or cultural power, our preferences and traditions can become the default requirement for those we manage. Keep this in mind as you think about how you both manage your own time and systems and support your staff to manage theirs.<\/li>\n\n\n\n
  2. Choice points.<\/a> How you allocate your time, energy, and resources is a choice point, especially if you\u2019re managing or working across lines of difference and power. Much of our advice encourages managers to discern what\u2019s really important and weed out what\u2019s not. As you declutter your calendar and email inbox, renegotiate meetings, reprioritize, and set boundaries, check for equity implications and problematic patterns. Inbox zero isn\u2019t worth it if you got there by disregarding all emails from your most junior staff.<\/li>\n<\/ol>\n\n\n\n

    Learn more about managing work effectively<\/strong> by signing up for our <\/em>Manage Successful Projects training package for managers<\/a> and staff<\/a>! Gain the confidence, strategies, and hands-on experience you need to deliver results and lead projects with impact. <\/em><\/p>\n\n\n\n

    Managing priorities<\/h2>\n\n\n\n

    1. Choose your big rocks.<\/h3>\n\n\n\n

    A prioritization framework popularized by author Stephen Covey, \u201cbig rocks\u201d are the things you must to accomplish to drive your work forward. Think about what parts of your job create the most impact and consider your comparative advantage<\/a>. Also, consider Eisenhower\u2019s urgency versus importance matrix<\/a> and focus on importance and impact over volume or urgency. We recommend identifying 1-3 big rocks for each week and day. Put your big rocks somewhere (on a post-it, in your calendar, or in your check-in document<\/a>) you can see them and encourage your staff to do the same.<\/p>\n\n\n\n

    2. Distinguish between gold star vs. good enough.<\/h3>\n\n\n\n

    Getting clear on the degree of excellence that you expect helps you use your time wisely. Decide what needs to meet a gold-star standard (your strongest work or best efforts) and what can be good enough (solid work that hits the must-haves without going above and beyond). Using the language of gold star vs. good enough can help your team move away from perfectionism and toward strategy and sustainability.<\/p>\n\n\n\n

    3. Let go.<\/h3>\n\n\n\n

    Every task is a commitment of your time and energy. The less you start with, the less you have to manage and organize. For managers, this means you need to:<\/p>\n\n\n\n