Productivity and time management are discussed extensively and yet one simple principle stands out:
“Accomplishment beats busyness”
It is not about how busy you are, but what you accomplish. Interestingly, busyness often becomes part of leaders’ identity. So, consider these questions:
Q: Given the choice, would I prefer to be known for being hard-working or for accomplishing more with less effort?
Q: How might this shift in perception change my approach to my work?
Tom’s Reflections on These Questions
This theme is really close to my heart. In my first leadership roles, the workload severely outstripped the time and energy that was available to me. I therefore bought a number of books on Time Management at my local store and looked for ways of being more effective. Of maximizing my impact whilst minimizing inputs.
All of the books I read claimed to have the answers. And yet, none of them had experienced what I was experiencing. My challenges were unique and I’m pretty sure yours are too. As a result, I developed a whole series of systems and processes that worked for me, and I continue to do so.
The culmination of this a number of decades later is the Time Academy Podcast. The 20 episodes consist of short reflections and shifts our thinking from providing answers to asking questions. It nudges listeners to think about how they perceive time. It encourages them to think in terms of accomplishment rather than busyness. And yet, it can be so tempting to be busy in our culture. It is the norm. You don’t have to explain why you are busy but you may have to explain why you aren’t. Think about that!
This short clip of Warren Buffet and Bill Gates on Charlie Rose may illustrate the point.
Ask yourself: What do I expect of my time?
Programme Overview
The Curious Leaders programme is designed to foster a deep sense of curiosity about who you are as a person and as a leader. It challenges you to reflect on what you can do each day to become a more effective leader. The premise is that before we can truly lead others, we first need to lead ourselves.
It thus ultimately starts with self-leadership. This is about building a practice of reflection and action whereby we become increasingly curious about how our thinking is impacting our actions. This is the first step in building a world in which curiosity shapes leadership.
In this world, leaders aren’t boxed in by traditional thinking or established playbooks. They are open to fresh ideas and diverse perspectives, fostering a culture of exploration and learning. In truth, nurturing curiosity in leadership is essential if we are to address the key challenges of the 21st century.
