{"id":279337,"date":"2025-06-07T12:43:53","date_gmt":"2025-06-07T12:43:53","guid":{"rendered":"https:\/\/peraltafinancing.com\/uncategorized\/taking-control-of-your-time-when-to-work-when-to-delegate\/"},"modified":"2025-06-07T12:43:53","modified_gmt":"2025-06-07T12:43:53","slug":"taking-control-of-your-time-when-to-work-when-to-delegate","status":"publish","type":"post","link":"https:\/\/fivemor.com\/?p=279337","title":{"rendered":"Taking Control of Your Time: When to Work, When to Delegate"},"content":{"rendered":"


\n<\/p>\n

Imagine if every minute of your day was tracked, categorized, and analyzed\u2014not just meetings and calls, but every interruption, every email, and every moment of reflection or lack thereof. This was the reality for 27 CEOs who participated in a comprehensive study<\/a> by Harvard Business School’s Michael Porter and Nitin Nohria. Over 60,000 hours of their time were meticulously documented, revealing not just how they spent their days but also how their choices impacted their organizations.<\/p>\n

The Harsh Reality of Misused Time<\/h4>\n

The findings were startling. On average, these executives spent 36% of their time on things that were not a good use of their time. However, the most effective leaders were the ones who focused on what only they could do. They were ruthless about investing their limited time in high-leverage areas.<\/p>\n

I do a similar exercise with the executives I coach. I start by asking them to write out how they would spend their time in an ideal world. If they truly optimized their calendar, what would that look like? Then, we track their time for two weeks. After 14 days, we compare what they said they should be doing versus what they were doing. It\u2019s usually an ugly picture.<\/p>\n

A Case Study in Work Overload<\/h4>\n

One executive discovered that he worked an average of 78 hours per week. Into the office early, head home late at night, and block one full day on the weekend for work. He never saw his kids, had no time for exercise, or did anything for relaxation. He was involved in every decision in the organization. Because of that, he taught his staff not to make any decisions. Unfortunately, because of his schedule, it often took a week or more for a staff member to get a decision. This pushed back projects, led to cost overruns, and created a sense of helplessness and frustration for his people. His lack of discipline with this time created significant issues for the organization.<\/p>\n

What Control Looks Like<\/h4>\n

On the other hand, another executive I coach decided to take control of her time. She made a rule that no one could put a meeting on her calendar without her approval. This did not mean she wasn\u2019t accessible. It made people more prepared. They came with clearly defined problems, options outlined, and a recommendation in hand. She also determined the things that only she could do. The list was short: high-stakes decisions, meeting with key customers and stakeholders, working on strategy, interacting with her executive team, and staying connected to employees. Everything else was delegated or eliminated.<\/p>\n

As an executive, how you spend your time sends a strong signal. It indicates your priorities and lets people know what they should focus on. It\u2019s a lesson to everyone about delegation and trust. It teaches people to respect their own time and that of other people. It is also an essential skill for successful leaders.<\/p>\n

\n

Six important ideas to make you more successful. I\u2019m confident you\u2019ll find it valuable.<\/strong><\/h5>\n

This video<\/a> is here to help you make 2025 a standout year. In it, I share six key insights about what you should focus on that will have a strong positive impact on your organization. In addition, I included my new frameworks for organizational excellence, winning culture, high-performance teams, and leadership.<\/p>\n

\"\"<\/a><\/figure>\n

The post Taking Control of Your Time: When to Work, When to Delegate<\/a> appeared first on John Spence<\/a>.<\/p>\n\n","protected":false},"excerpt":{"rendered":"

Imagine if every minute of your day was tracked, categorized, and analyzed\u2014not just meetings and calls, but every interruption, every email, and every moment of reflection or lack thereof. This was the reality for 27 CEOs who participated in a comprehensive study by Harvard Business School’s Michael Porter and Nitin Nohria. 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This was the reality for 27 CEOs who participated in a comprehensive study by Harvard Business School’s Michael Porter and Nitin Nohria. 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