How do the busiest people we know, hold time more as asset for opportunity than ax for hacking shortcuts?
Other busy leaders claim they’d love to rejuvenate broken systems, yet time runs out before they get to change initiatives. Have you seen time blamed as cause for chaos and confusion at work? Do you agree that time’s the culprit?
Good news is that time’s in your control – likely even more than you think. How so? Jackson Brown listed time on benefit side of the ledger for people who prepare their minds to optimize its advantages. How so?
People who claim to lack time, have the same hours daily as Helen Keller, Pasteur, Michaelangelo, Mother Teresa, Leonardo da Vinci, Thomas Jefferson, and Albert Einstein. The difference is in the delegation. Assign time to tasks and your brain will do the rest.
What will time toss back to your day? If assets appear too small, why not rewire your brain’s plasticity to manage time. Evidence that it works?
Far higher dividends come back with planned time tactics:
1. Race against your personal best time for those routine that gobble up minutes, and you’ll both reboot focus and avoid usual distractions that chomp up time.
2. Mix more intelligences into your work and enjoy more effective results in less time. At times that means tapping more of your own talents, and at times it involves moving a group’s multiple intelligences up a notch.
3. Remove stress to free up time for top priorities, and watch spaces appear for relaxation. You’ll relax – exercise – dine with friends – start a new hobby – laugh – listen to music – pet the dog – and sleep more, when time’s found for your well-being.
4. Toss in a mental workout and you’ll also reap time-saving benefits from brain warm-ups for quicker mental recharge. A sluggish mind is strengthened and moves more effectively with a few brain calisthenics geared to getting a brain in shape.
What mental tune up transforms your mind into a brain buster tool for busy days?
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Wally — what a book those 2 huge lessons would make! Imagine the strategies that would emerge to help others who face crisis today!
Hi Ellen. If you measure effectiveness by whether the initiative changed the entire organization in the direction desired, I don’t think there was any question that the change was effective on all of the four or six major initiatives. You can debate whether it was a good strategic choice, but the change was driven into the culture. I think there’s a lot you can debate about Jack Welch’s tenure at GE, but I think two huge lessons that nobody talks about are how to handle a crisis and how to bring about real cultural change in a huge organization.
Thanks Wally, you are so right about the time to see change to its fruition! Thanks for the insight.
I’d written on the Welsh 4 only change initiatives, and yet one could also ask What the change effective? How did Jack Welsh build in ongoing change for his firm, so that it led to onward reflection? These are questions I still wonder about as I consider his leadership in current lights:-) You?
On the other side of the change issue, many major corporate initiatives never take because the people in charge don’t give them enough time. Big changes take time to absorb, but we Americans have an “instant success” and “put my own stamp on it” culture that works against simply taking enough time. Jack Welch was considered one of the most successful CEOs of all time. It’s worth noting that in his 24 years at GE he only had (depending on whose writing) four or six major initiatives.