There will never be enough time. . .in light of that, it is our duty to make the best stewardship of the time we have available - you need time to do the really important tasks as well as have a sensible work/life balance. Candidly, that probably requires that you cut your current workload. Ask yourself these questions:
Am I perpetuating an issue, whether in person or via e-mail, over minutia? I've seen this over and over, individual complains about the number of meetings and/or e-mails regarding a certain issue. Fact of the matter is that the individual is perpetuating the meetings by their desire for ultimate control. "Well, I really think the break room should be painted a deeper blue." "The wording of the third paragraph doesn't seem to quite fit the occasion." "Maybe the next time I see the document you could increase the margins by an eighth of an inch."
Got news for you - nobody cares. So give yourself, and everyone else, a big, fat break and don't spend time dwelling over the inconsequential. Your job is to make sure that everyone gets the point, not what font the point is printed in.
Am I trying to do other people's jobs? If you are, stop it. If you really (REALLY) can't trust them to do the job - they are the wrong fit. Chances are, however, they are perfectly capable and if you're doing the work for them, you're guilty of deliberately underutilizing a human resource.
Do we really need this meeting? Just because you've blocked out a meeting a week for the next 37 years doesn't mean it is still viable. Really challenge yourself if a meeting is still required.
Do we really need this report? The principle outlined above for meetings also applies to reports. Also consider the issue of duplication - does another report do the same job as the report you are about to work on?
Am I wasting my time, and other people's times, by inserting myself into a discussion? Maybe you need to be part of the discussion - but there's a good chance you should just let it go. Again, if people understand the strategy, you should feel comfortable letting them execute the tactics.
And that is the key - your job as a leader is to outline the strategy - clearly and concisely - to a team that you trust. When you do that well, not only have you reduced your own potential workload - but also the workload of every individual on your team.
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Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for I-Pads, e-readers, PCs on Amazon Kindle.
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