Books, Management Thinking, Productivity

Time According to Drucker’s Watch

qtq80-KJjZNvI just finished reading The Essential Drucker. If you don’t know who Peter Drucker was, you probably should, because he was a leading thinker on organizations and management. He also coined the term knowledge worker more than fifty years ago. He wrote about how the advent of the knowledge worker would change the nature of executive and managerial work, along with the structure of organizations. Drucker – Wikipedia

I find all of his writing instructive. The Effective Executive (for example) is a 50-year-old treatise on the job of an executive in the modern corporation and one of the handful of nonfiction books that I reread occasionally.

Essential includes a chapter titled “Know Your Time,” which describes practices for time management. While decades old, it is particularly useful. In this post, I’ll summarize the main points.

Summary

Time is a unique resource. It is completely perishable. In the “accomplishment” process, there is no substitute for time as an input. It takes an instant to have the “aha” solution to a problem, but it takes time to get to the point of understanding the problem well enough to have the “aha”.

We are terrible judges of how we have used time in the past. Invariably, we need a time log, an audit, to tell us how we have spent our time over the last few weeks or months.

The time demands

Much of what we spend time on is unproductive, even if it is work. Our organizations require communication, which is rarely done efficiently. We must build relationships with each other, which cannot be done in an urgent manner.

However, knowledge work requires large chunks of time. Creating a presentation from scratch needs a fairly large chunk to get started, then editing can be done in smaller time increments. Strategic thinking and problem solving need large chunks. Getting work done through other people, the primary task of an executive, requires chunks. Any deep work, by definition, needs sizable chunks.

Time diagnosis

While we have been recording time for manual work since the start of the 20th century, we do not normally record time for knowledge work. But time is more important for the knowledge worker than it is for the manual worker. It is simply easier to record for manual workers.

So, effective knowledge workers track their time. The details of the method are not important, but the act of recording time is the first essential step in analyzing how we use it. Time tracking needs to be done for fairly long periods, weeks or a month, in order to account for daily and weekly variation. And our time drifts toward trivia, so tracking needs to be done routinely, at least a couple of times per year. Once we have recorded our time use, we analyze it for three areas of time use:

  1. Identify and eliminate things that don’t need to be done at all. There are probably more of these things than your memory will let you see. Some thought is usually required as our default is to be lazy and simply declare that things “have to be done”. It is fairly easy to test the assumption – stop doing it for a while and see if anyone notices.
  2. Identify and assign things that could be done by others. This is not exactly delegation, but a complete giving over of authority to another person. Again, we have to be tough on ourselves here as the lazy way out is to default to “I have to do it”. Perhaps the task needs to be tweaked or better automated before we completely hand it off.
  3. Identify and eliminate things that we do that waste others’ time. The only way to do this is to ask the honest question of our peers and direct reports. As leaders, when we ask for reports and status meetings, we must be ruthless with ourselves about the need for them. Again, our default is the enemy here. People likely need less oversight than we think and will ask for it if we don’t offer.

Pruning the time wasters

Having dealt with the things we have individual authority over, we now turn to those things that are organizational in nature. Organizational misalignment and poor structure waste everyone’s time, but primarily the time of leadership. Now we analyze our time record for four areas of concern:

  1. Identify the “routine crises”. These represent a lack of system or a lack of foresight. After the second occurrence of a crisis, we should assume that it will become routine if we don’t do something systemic to prevent it. Budget cycles, seasonal sales, release cycles, and recurring external events, such as employee turnover may trigger these broken processes that need to be fixed. Well-designed work and organizations should normally lack drama.
  2. Over-staffing wastes time. In an overstaffed organization people collide with each other too often. This results in jurisdictional disputes, politics, and other signs that people are in each others’ way. Knowledge workers need to be able to do their work with a minimum of explaining to others and asking permission. If the leadership of the organization spends more than a small fraction, say 10%, of their time on these kinds of issues, overstaffing may be the cause.
  3. Poor organization shows up in excess meetings. Meetings are caused by a need to exchange information. In a perfect world, everyone would know what they need to know to get their job done. However, we live in an imperfect world. Nevertheless, good meeting discipline requires severely limiting the number of meetings. I would add that some meetings may be caused by having hired staff that are unequal to their task and consistently require the help or advice of others to get anything done.
  4. Poor distribution of information wastes time. Routine calls for information and “bystanding” in meetings to see if there’s “something I need to know” can be eliminated by setting up proper distribution channels and creating meeting discipline.

Solutions to these seven kinds of problems may be obvious once they are noticed. Or they may require a long, disciplined effort. But the result of this work is useful for the entire organization, especially in terms of time recovered.

Consolidating discretionary time

The key to consolidation is to move things around to create the needed chunks of time. The problem is that this is a perpetual need. Non-discretionary time expands; new meetings are called; new crises pop up. Therefore, effective knowledge workers need to be consistently vigilant over their schedules.

Finally, it is difficult to know when knowledge work tasks, done during the chunks of discretionary time, are finished. We all have perfectionist tendencies and overdo. If we create 10 hours of discretionary time per week, but use it poorly, we are really no better off. Think in terms of deadlines for discretionary projects. Time box efforts and stick to the time allotted. Understand what is the minimum effective product and move on when it has been achieved.

I would add that attention management is a requisite skill in time management. If we can’t stay focused on tasks we set ourselves during discretionary time, we are not using it well. After, perhaps, decades of fragmented attention use, our ability to focus intently for periods of time may be weak. Don’t forget to defend your attention when entering into periods of discretionary time.

Time is more scarce than any other commodity. So it should be used more carefully than any other. The first step is a time audit.

Question: Have you ever audited your time? If so, let us know one key insight you gleaned. If not, perhaps now would be a good time to start. If you do, come back and share your insights.

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