Time Management For Excellent Managers

In fact, as long as we can effectively use time, we can improve work efficiency, do more things in the same time, and do better, become an excellent manager.

How can we effectively use time?

Broadly speaking, pactions can be divided into four types: how much time managers spend, depending on their type.

It includes discussing business with customers, failing to deliver on time, equipment failure, product quality problems and so on.

Managers will not be careless about such urgent matters. They must spend all day to deal with them until they are resolved.

It includes vision planning, product innovation, personnel training, organization and coordination, etc.

This kind of business does not seem urgent at all, and can be done with ease. But it is a matter for managers to work hard and exert great energy to do.

If you don't spend most time on such matters, the manager is "not doing the right thing".

It includes checking daily documents, working regular meetings, receiving calls, etc.

This kind of affairs also needs to be handled quickly by managers, but it is not appropriate to spend much time.

It includes social gatherings, lengthy and thematic meetings, etc.

For this kind of business, the manager can think first: "what will happen if you don't pay attention to it?"

If the answer is, "nothing happened."

Then we should stop doing these things immediately.

Generally speaking, managers have to deal with many matters every day.

Many managers mistakenly believe that they can deal with the most important things themselves first, and finally face the most important tasks.

This is actually an uneconomical way to make use of time.

When it is dragged to the last stage, managers will be exhausted after a day's work, so it is hard to have enough energy to think about it. There will be not much time.

As a good manager, we must overcome such psychological tendency. First, we should start with the most important work and use enough time and energy to deal with it and run it well.

It is easy for managers to make such a mistake: using various activities to schedule a day's schedule, so that there is no "maneuvering time" to deal with all kinds of unexpected events that may arise.

If there is an accident, the manager will have to give up the planned work to deal with emergencies, and today's unfinished work must be added to tomorrow's work schedule.

A job is a marathon, not a sprint, so that managers can't hold on for so long.

In this way, managers can finish the day's work with ease and without loss, and face the future calmly.