July 29, 2025 • 35 mins
Are you constantly busy but never feel like you're actually leading?
You're not alone; many managers and small business leaders are stuck juggling execution, team issues, and strategic goals… without a clear system to manage it all.
In this episode of Leveraging Operations in Leadership, we walk through the P.A.C.E. Framework — a time management system built specifically for leaders who are feeling overwhelmed and want to lead with intention, not exhaustion.
Whether you’re a first-time people manager, a small business owner building a team, or a seasoned leader struggling with burnout, this episode gives you practical strategies to create capacity, improve team productivity, and lead without losing yourself.
Tired of feeling stuck between upper leadership and your team?
The Leadership Shift Coaching helps mid-level leaders lead with clarity, influence outcomes, and build teams that thrive without burning out. https://go.cignalpartners.com/leadershipshift
Get weekly leadership and team development tips straight to your inbox.
Subscribe at https://go.cignalpartners.com/leadnews
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Hello and welcome back to another episode of
Leveraging Operations andLeadership Podcast, the space
for business leaders and teambuilders who want to lead
smarter, not just work harder.
Today, we're talking about achallenge almost every leader
(00:21):
faces.
I know, I did and a lot of thepeople that I work with have.
We're talking about timemanagement and not just getting
through your task list, butactually managing your time in a
way that aligns with your goals, your role, your growth, the
(00:42):
growth of your team.
I'm talking about meaningfultime management.
This goes beyond the tactics.
We can employ a lot ofdifferent tactics in our day in
order to get stuff done.
However, at the core, you haveto assess are you getting the
(01:02):
right things done and are youdoing the things that you should
really be doing as a leader?
That is where we're going today, because the truth is, if you
don't have a system, your daywill be run by everybody else's
urgency or priorities and you'regoing to end up doing a lot of
(01:22):
stuff that does not align withwhere it is that you want to go.
So we're going to create a timemanagement system that's built
around leadership.
This is specifically for youit's not just productivity the
framework that I'm going toshare with you is called PACE,
and we'll get there in a moment.
(01:44):
But first, before we even talkabout prioritizing, blocking and
some of the other tools that Ihave for you that I want to
share, we need to start withsomething that often gets
overlooked, and this is wheretime management systems and
productivity goes off the rail.
(02:04):
Before you can manage your timewell, you need to be clear on
this.
What are you actually workingtowards?
I work with so many leaders andthey are stressed out about
getting things done, but it'snot actually moving the needle
(02:25):
in the direction that they wantto go, and that can be extremely
frustrating when you're doingall of this work and all of
these things only to find outthat you're still in the same
place or that you haven'tpositioned yourself and your
team for the next level.
That's why this work this isground zero that we have to do
(02:48):
before we even get into the PACEframework, and that's P-A-C-E
PACE framework.
We need to start here.
Like I said, most leaders arejuggling tasks.
They got emails and meetingsand follow-ups without stepping
back to ask what's the visionfor my team or business, if
(03:11):
you're a business owner, or whatis your role in making that
vision happen and what's thenext level I'm preparing myself
for and my team for?
We have to have a target.
Where are we going?
What are we heading towards?
What is all of this about,right?
(03:33):
If not, it's just mundane.
We're not going anywhere.
We just come into work andwe're doing the same things and
there's no traction.
We're not going anywhere, andwe don't want to put you in a
position where you're justcreating a prettier version of
overwhelm.
Now you've got things on yourcalendar they're all cute and
color-coded and all of thatstuff like that and again, like
(03:56):
I said, you wake up and youwonder why you're in the same
place.
You know, three years later.
You know three years later, wehave to have direction.
So, before you create orintegrate or implement another
productivity hack or take anyproductivity advice, I want you
to reflect on what does successlook like six to 12 months from
(04:19):
now?
You have to be able to definethat.
You have to be able to definethat.
What are the behaviors, skillsand responsibilities?
I need to grow, because usuallywhat happens is, if we're
talking about some big,audacious goals that we have in
mind, we have to alter somethings, and that could be
(04:43):
behaviors right.
Maybe we need to implement morediscipline or certain things.
You need to know what thatlooks like.
Do you need more skills?
Are there otherresponsibilities that you need
to take on?
We need to be able to blow thisout and look at this.
And then also, what does myteam need from me to be prepared
(05:03):
for the next level, in orderfor me to rise to the next level
?
I need to have a team that isprepared for that, because they
are going to help me get towhere it is that I want to go
and I'm going to help them getto where they need to go.
We are codependent and this isextremely important.
(05:23):
This is something that I workwith my clients.
When we're talking aboutcoaching, we get to the core of
what's your goals.
Where is it that you're tryingto go?
What do you want to accomplish?
And then we build on that overthe course of weeks and we set
out a plan of how we're going todo this.
(05:44):
And if this is something thatyou need assistance with,
definitely check out theLeadership Shift, and you can
find it at signalpartnerscom.
Slash the shift, signalpartnersC-I-G-N-A-L.
Partnerscom.
Slash the shift and you cancheck it out.
You can schedule a free 15minute call with me and we can
(06:06):
discuss what your goals are, tosee if we are a fit for each
other.
This is a filter that you aregoing to use for everything else
that we cover in this episodeEverything else.
When we're going through thePACE framework, you're always
going to be thinking about thequestions that I mentioned.
(06:29):
Right, and I know I didn'tmention this earlier, but you're
going to want to grab a pieceof paper and a pencil if you
haven't already.
So you can just go ahead.
Pause me, come back when you'reready, because I'm going to go
into detail about this, becausethis is something that I have
(06:53):
seen that has really buriedleaders, where they just find it
really hard to dig themselvesout because they know they're
productive, they know they'redoing things on a regular basis,
they know that their team isdoing things, but they just feel
like they're in quick sand.
I'm doing this, but I can't digmyself out, and a lot of times
(07:14):
it's because the upfront workhasn't been done.
So this is vital to yoursuccess as a leader in making
sure that you are moving forwardand moving your team forward
and getting the right thingsdone.
All right, let's dig in becauseI know that was a lot.
(07:35):
I get it.
I know that was a lot and ifyou need to go back and rewind
it, you go ahead and rewind it,but again, it's just that
important.
That is why this is one of thefirst things that we do in my
coaching program.
We need direction, all right,so let's go ahead and some of
these tools that I'm gonna besharing with you and resources
(07:57):
I'm gonna be sharing with youyou may have heard of before.
I am going to acknowledge rightup front that I have altered or
tweaked them in a way that theyare going to be really vital to
leaders, and I'm talking mainlymiddle management.
So if you supervise a manager,direct the level with a team, or
(08:19):
if you're a business ownerthat's building a team, those
are the main people that I workwith.
So I have tweaked some of these.
The P in the PACE framework.
The first step is prioritizeand now that you've anchored
yourself in a bigger vision anda goal, it's easier to identify
(08:40):
what actually matters on yourto-do list.
Now let me just warn you, whenyou go through, after you do the
first part, the groundworkafter you go through your to-do
list, you're gonna wonder whysome of this stuff is on there,
which is fine, we can delete it,right, but that's exactly what
you want to get to.
So the first part is the Pprioritize and in this I use the
(09:11):
Eisenhower matrix, and you canlook this up online.
It's also called the urgentimportant matrix, and this is a
decision making framework thathelps you prioritize tasks based
on urgency and importance.
You're not just reacting, butyou're acting with intention,
which is what we want to get to.
It's divided into fourquadrants.
(09:32):
It's a square and it's dividedinto four quadrants Urgent and
important, important, not urgent.
Urgent but not important.
Urgent, urgent but notimportant.
Neither urgent nor important.
And I'm going to talk abouteach one of these quadrants and
how you're going to fill this in.
(09:52):
So you have your task list andyou're going to take the task
and you're going to put them inone of these four quadrants, and
this is something that you'regoing to do over and over and
over again, right, because newtasks are being added to your
list.
They're being added, they'rebeing taken off, they're being
moved around.
Okay, so these tasks in thefirst quadrant, quadrant one,
(10:13):
this is your urgent andimportant, this is your do it
now box and I know many of youare going to say, oh, all of my
stuff is in the do it now?
No, it's not.
No, it's not.
These are tasks that are timesensitive and critical to your
goals or team performance.
They don't include everything.
(10:34):
They are things that are like acrisis or emergency.
Say, for instance, you have aclient issue that requires
immediate attention your client,your immediate attention.
That would be something thatyou would need to handle.
Or maybe you have to address acritical performance issue,
(10:56):
something that cannot wait.
Those are going to be in thatbox.
Or maybe you have a team memberthat was supposed to do a major
presentation and they call outwhen the presentation is due or
the day before it's due.
That may be something that youhave to handle or be involved in
(11:17):
.
So those are the ones that aregoing to fall in this.
They are both time sensitiveand critical.
Both those are the qualifiers,and let me just say the first
quadrant, these are the fires.
These are the things that youmust handle, but your goal is to
reduce how often they happen,because if they are time
(11:42):
sensitive, is it something thatyou could have done ahead of
time?
And those are the things thatyou want to start thinking about
as a leader so that you haveless that are in that first
quadrant.
The second quadrant this isimportant but not urgent.
These are the ones that you areactually going to schedule on
your calendar.
This is your sweet spot as aleader.
(12:04):
These are high impact tasksthat move you and your team
forward, but they don't comewith all of the alarms and the
blinking lights and all of thephone calls and all of the stuff
.
But this is your sweet spot, soyou want to hang out here as
much as possible as a leader,especially if you want to be an
(12:27):
effective leader.
These are going to includethings like your one-on-ones and
your coaching Schedule.
It Put it on your calendar.
Skill building or professionaldevelopment for you and your
team.
Let's put it on there.
Process improvements thesethings are important Now.
(12:49):
They're not urgent, they're notcoming with alarms, but they are
important, even setting goalswith your team.
So you have a goal.
Now you want to roll that outto your team so that everyone is
on the same page and understandthe direction.
These are things that fall intothat category and most leaders
(13:09):
neglect this quadrant, notbecause it's unimportant, but
because it's not screaming forattention.
But I want to say it is Ifyou're not spending enough time
with your team, you're not goingto get to where it is that you
want to go.
Plain and simple, plain andsimple, plain and simple.
This is where the leadershipactually happens, when you plan
(13:36):
your time and you prioritizethis quadrant.
Okay.
So that is quadrant number twoimportant but not urgent.
These are the ones, the tasksthat you're going to schedule.
This is your sweet spot.
This tasks that you're going toschedule, this is your sweet
spot.
This is where you're going tobe hanging out.
I want you to change yourmindset and want you to think
(13:56):
about this is where I belong asa leader Doesn't mean that the
others aren't important.
It just means that this iswhere you're going to grow and
grow your team.
Quadrant three urgent to growand grow your team.
Quadrant three urgent but notimportant.
These are going to be some tasksthat you can delegate because
(14:18):
for you, they are interruptions,right.
So these, these tasks, they areurgent, but they don't really
require your involvement.
For instance, when we talkedabout the example of a
presentation that someone wassupposed to do and they call out
the day of or the day before.
It may require minimalinvolvement from you, but is
(14:42):
that something that somebodyelse can take over?
Can you assign that?
Can you delegate that tosomeone else where they can take
a couple hours a day, whateveris required, to get up to speed
so that they can do thatpresentation.
Again, these tasks feel urgent,but they're they don't involve
you.
It's not something that youhave to do, and that's a big
(15:05):
qualifier as well.
Right, understanding the thingsthat you have to do versus the
things that you can delegate andthis may look like last minute
requests from somebody higher up.
Do you have to do it or can youdelegate it to somebody else?
Maybe questions that can befiltered through a team lead or
(15:29):
somebody else on the team?
Do you have to answer thequestions or can somebody else
answer the questions?
Can somebody else filter thesequestions and then the things
that they can't answer?
Then they come to you andhopefully you're connecting the
dots to see why you need tospend your time in quadrant two,
(15:52):
because one of the things thatyou're going to be working on is
process improvements and thatmay mean standard operating
procedures to answer some ofthese questions so that you
don't have to be as available oryou don't have to assign
someone to answer them, becausethey will be answered within the
standard operating procedure.
Hopefully, the dots arestarting to connect, all right.
(16:18):
Quadrant four these are noturgent and not important, so
these are the ones that we'regonna delete.
We need to eliminate it.
These are time wasters.
These are activities that theydon't move your leadership
forward, nor require immediateattention, and this could be
like overchecking email emailsinstead of sitting on top of
(16:55):
your inbox.
If you have people that arereally heavy with sending emails
and looking for updates viaemails, you may schedule it more
frequently, like for you.
You may schedule it every hourinstead of every three hours,
but schedule it so you're notsitting on top of your inbox.
This could also look likeattending meetings out of
obligation or attending meetingsthat you don't need to be in.
(17:16):
Is there an opportunity todelegate that to somebody else?
Or if you don't need to be init, then you talk to whoever it
is that is hosting the meetingand have that conversation so
that they can understand why youfeel that you don't need to be
a part of it and you take it offyour calendar.
These are just some ideas thatyou know of things that would
(17:38):
fall in quadrant four.
So these things drain yourenergy and they add no value.
When you filter your to-do listthrough this matrix, you stop
asking what do I feel like doingand you start asking what
actually deserves my time as aleader, and that's a mindset
(17:58):
shift.
Now let's go on to part two, orsection two, the A in PACE, and
this is where we're going toallocate our time, because
knowing your priority meansnothing if your calendar doesn't
reflect them, and this is why,for me, I'm a big advocate of
(18:23):
actually putting it on thecalendar, not writing it down or
just writing it down, becauseyou could write it down but you
need to schedule it, just foryour information, right before
we get into the allocation oryou know, to allocate time on
your calendar.
Research shows that the mosteffective leaders spend a
(18:44):
significant portion of theirtime developing their team,
portion of their time developingtheir team thinking
strategically and intentionallylimiting how much time they
spend on admin or firefightingtasks.
In fact, mckinsey found thatcompanies whose leaders manage
their time deliberately aretwice as likely to outperform
(19:06):
their peers in productivity andperformance.
I'm going to give you some timeallocations If you work
probably don't work a 40 hour aweek.
But let's just say you are oneof those lucky people that work
40 hours a week, cause I know alot of the people that I work
with work more than 40 hours aweek.
(19:27):
But let's just say, forinstance, you are someone that
works 40 hours a week, 16 to 20hours per week should be spent
in team development and support.
That's 40 to 50% of your week.
So you should be having thoseone-on-ones that you can't find
(19:50):
time for.
You should be coaching yourteam.
You should be, if it requiressitting next to them and
training them on something.
Most of your time should bespent in that area.
The sooner you get your team upand going, you will see these
numbers flip.
So for me, you get your team upand going, you will see these
(20:12):
numbers flip.
So for me, that was one of thethings that I found.
I found that when I figured itout because sometimes you have
to figure it out if you don'thave somebody to tell you I
figured it out.
I started investing more timein my team and then what
happened was later on, Irealized that I didn't have to
spend as much time on my team.
Then it became when somebodyleaves and I have to replace
(20:33):
somebody and get them up andgoing or have somebody get them
up and going.
But I realized that once I putthat time in up front, it helped
me on the back end.
It helped me in a couple ofdifferent ways.
Number one I was building mybench, because when you're
spending time with people andyou're getting to know them and
you're understanding what theirskills are, and then you're
(20:55):
helping them to develop, whatyou're going to find is you're
going to have people that aregoing to be promoted, whether
it's within your own departmentor into another department, and
while that can feel like, oh mygosh, I'm going to be losing all
my good people or whatever, itdoesn't hurt you as bad because
you're building your bench.
I've spent all of this timedeveloping my entire team, so I
(21:19):
have want someone that couldfill that role without going
through this entire elaborateprocess, because I've done the
work up front.
And then, if you have to hirein, you're hiring in at a more
entry level position, which forme, was more easier to feel than
(21:40):
some of the higher levelpositions.
I'm not saying that youshouldn't ever hire out from the
higher level positions, becausethere are times when I had to
do it.
However, there's solace inknowing that I had somebody that
could step up and do thatwithout me having to go to the
outside.
That, to me, was a goodreflection on me that I had done
(22:02):
my job as a leader.
Number one, that people wereable to elevate within the
organization, whether it waswithin my department or another
department.
And then, number two, that Ihad people that could step in
and fill the shoes.
That's less work on me, that'sless work on the team.
(22:23):
This is why you want to spendthat time in team development
and support.
It's going to pay off.
And then the second allocationis 15 to 20%.
This is strategic thinking andplanning.
Yes, you need time to think.
Yes, you should be schedulingwhite space on your calendar to
think, yes, yes, it's important.
(22:45):
And again, planning because wewant to make sure that we are
understanding the direction ofthe organization, that we are
able to break that down in a waythat our team understands it
and we are working with them toimplement that plan.
So we want to roll out the planand then we want to make sure
(23:05):
that we have measures in placeto to track how we're doing.
And then 15 to 20 percentshould be execution.
So this is your individual work.
These are the things thatyou've identified that you have
to do, and this is outside ofteam development and support,
and then 10 to 15 percent inoperations and admin and 5 to
(23:30):
10% in professional development.
How do you develop yourself?
What are you doing to advanceyourself, to advance your career
, to take you to the next level?
What does that look like?
So, spending nearly half ofyour time on team development,
like I said, it may sound like alot, but think about this.
(23:52):
Your team is your forcemultiplier.
The more time you invest inclarity and coaching and
collaboration, the more capableyour team becomes, which, in
turn, like I said, frees you tofocus on higher level work,
frees you to focus on higherlevel work.
One of the other things that Ido and this is just something,
(24:14):
it's not a big deal, but it isto me I actually color code my
calendar.
If I am doing things that arerelated to, say, team time, I
use a color.
It could be blue, whatever thecolor is.
If I'm doing admin work, itcould be orange.
If it's something related toprofessional development, you
(24:35):
know, or growth, it could begreen, but color coding it, it
lets me know, when I look acrossmy calendar, if I'm using blue
for team time.
Most of my calendar should beblue and that kind of helps me.
And one of the things I do isis that at the end of every day
I'm already prepping for thenext day.
So I go through my calendar forthe next day, I'm able to see
(25:00):
what meetings I'm going to be inand then I can start blocking
my time in between thosemeetings.
Ok, so that, just a littlesidebar of something that I do
that works.
And again, you can look at yourcalendar at a weak glance and
see if you're spending enoughtime in each of these these
categories.
And it doesn't mean that rightoff the bat you're just going to
(25:23):
be like, oh, I'm only spending20 percent of time and time and
totally reverse that andeverything goes haywire.
This is something that you'regoing to implement incrementally
, and what I mean is you'regoing back to the beginning,
understanding what thosepriorities are and what they're
not, and cleaning up your to dolist first before you start
(25:44):
going into these allocation, andthen you can kind of go from
there.
The third, third, third stepthis is C, this is communicate
and delegate.
Now you know, managing yourteam.
This means managingexpectations, especially with
your team.
You've got to be clear aboutwhen you're available, what your
(26:10):
priorities are and what otherscan take off your plate.
So think about I used to havequiet time where there were
certain times where I wouldblock it on my calendar.
I didn't take any questions, Ididn't take anything from my
team and then after a while theygot to understand that you want
(26:33):
to get to a point where peoplearen't just walking up and
interrupting you all day.
They come in for a one minutequestion, usually at least to 30
minutes.
Now we're talking about theweekend, the kids and the family
, and I'm not saying that thosethings aren't important.
I'm saying that there's a timeand a place for it, because
during my one-on-ones I wouldhave those conversations with
(26:55):
people where I'm getting anupdate of how they are
holistically and that includestheir family life, if that's
something that they want toshare, because it's never
required.
So you want to be careful.
You want to be cognizant ofthose interruptions where people
are just walking up to yourdoor asking you questions all
(27:18):
day long.
You want to be really clearabout your availability, also
what your priorities are.
This happens during teammeetings, where you are sharing
what the priorities of thedepartment are.
And a lot of times they are apart of that, because you have
gotten the vision or thedirection from higher up and
(27:40):
that is translated into the partthat you and your team plays
and what you need to do.
And that needs to be aconversation that you have with
your team.
They understand what thepriorities are and what you need
to do, and that needs to be aconversation that you have with
your team.
They understand what thepriorities are, so if they're
going off on a tangent orsomething that doesn't matter,
you have to be able to reel themback in and realign them.
(28:02):
And then also, you have to knowwhat others can take off your
plate, and we kind of talkedabout that earlier.
What are the things thatrequires your involvement versus
the things that can bedelegated, even if you have to
take a little time to trainsomebody train them, I know, I
know, I know, I know.
The first thing people say isoh, it's quicker for me to do it
(28:24):
myself, but you're doing ityourself every time, whereas if
I train somebody now, every timethat comes up, they can do it.
I don't have to do it, but Itrain them once.
Delegation is one of the biggestroadblocks for leaders,
especially those who've recentlystepped into the new level of
responsibility.
And again, if this is somethingthat you are struggling with,
(28:48):
know number one that you are notalone struggling with.
Know number one that you arenot alone.
And this is one of the areasthat I work with people in,
because this is a core challenge, and this is something that I
work with people during theleadership shift coaching
program, because it's not amatter of just how to delegate,
but it's how to build trust andclarity and accountability that
(29:13):
make delegation successful.
There's a couple of things thatkind of go into it and so,
again, if you need help withthat, you can go to
signalpartnerscom, slash theshift and check it out and
schedule an appointment andlet's talk about it.
Now.
I want to leave you with aquick challenge from this
section.
Identify one task you'reholding on to that someone else
(29:38):
could own, and then I want youto delegate it with clarity, not
just dump it.
I want you to delegate it.
I want you to tell them whyyou're giving it to them, what
it is that you expect when it'sdue, all of the things.
So I want you to tell them whyyou're giving it to them, what
it is that you expect when it'sdue all of the things.
So I want you to delegate itwith clarity.
Let go of something this weekthat you've been holding on to
(30:00):
All right.
Four, step four this is the EEvaluate and this is the last
one.
So you need a rhythm ofreflection.
You need a rhythm of reflection, even if it's just 15 minutes.
At the end of the week, youneed to go back and evaluate how
you are doing, what worked,what didn't work, what do you
(30:20):
need to shift?
You know what you can do better.
This is your weekly check-inand is where you're going to
zoom out and realign with yourrole and your goal.
You can do it on Fridayafternoon or first thing Monday,
but the key is to build it in,don't just hope reflection
happens.
You have to build it in andschedule it on your calendar.
(30:43):
One of the big changes I see inleaders I coach is when we stop
measuring success by how busythey are and start asking did I
lead well this week and did Iaccomplish the things that I set
out to accomplish?
It's not a matter of justmoving from task to task because
, as we identified at the top ofthis episode, you can have
things on your to-do list thatare not moving the needle in the
(31:07):
direction that you want to go.
They have no relevance, they'rejust on your list.
A lot of times, these thingsare carried over, or these are
things that you think that youshould be doing, or somebody
else was doing them and you justkept doing them, so there's
really no rhyme or reason as towhy you continue to do it and
there's no benefit to it either.
This is your time to go backand reflect, and also you can
(31:31):
check out a podcast episode thatI did specifically on this.
It's called Pause, reflect,lead the Leadership Secret
Weapon.
You're probably ignoring.
This is episode 30.
You could go back and checkthat out, and I share not only
the importance of reflecting butthe benefits of reflecting.
This is truly a leader's secretweapon.
Go back and check that out andthen and let me know if you have
(31:55):
any questions and your feedbackRemember your time system
should serve you.
It's not about feelingrestrictive.
It is about making sure thatyou're staying focused on the
right things and if you need toadjust it, you adjust it.
That's what these reflectionsessions are for.
That's what they are set asidefor.
(32:17):
It's an opportunity for you togo back and see how you did over
the course of the week and ifthere is any adjustments that
need to be made, and againadjust it.
If you see that you're notspending enough time in a
specific area, adjust it for theupcoming week.
If you feel like there are somethings that you should have
(32:38):
gotten done, that slippedthrough the cracks, that you
didn't get done, adjust it.
Was it scheduled on yourcalendar?
What overrode it?
Why didn't you get it done Like?
This assessment really needs tohappen.
It's only going to help you tobecome a better leader, it's
going to help you build a highperforming team and it's going
(33:01):
to help to push you in thedirection of your goals.
So let's quickly recap.
We got the PACE framework,p-a-c-e framework.
The P is for prioritize whatmatters most.
A is allocate your timeintentionally.
C is communicate and delegateto protect your priorities.
And then E is evaluateregularly to stay aligned and
(33:26):
lead with intention.
Leadership isn't about workinglonger hours.
It's about leading at the rightpace.
When you implement these things, you're going to see that you
can get more work done in lessamount of time.
You're going to be amazed.
You're going to be amazed and Iwant you to track how many
hours you're working now versushow many hours that you're going
(33:49):
to be that you're working overtime.
Give it at least 90 days inorder to start to see it,
because part of this is not justyou, but it's developing your
team and you need time to helpthem get up to speed and going.
I would recommend giving it atleast 90 days.
Implement this and see how itgoes and you will definitely see
the shift.
(34:10):
If you need help implementingthis or the delegation piece or
any of the other challenges thatyou're working on, I encourage
you to go and check out theleadership shift.
This is the specific thingsthat I work with leaders on.
If we are a fit, I would loveto walk beside you and work with
you Again.
(34:31):
That is Signal PartnersC-I-G-N-A-L partnerscom.
Slash the shift.
You can go ahead and schedule acall with me and we can kind of
talk through what's next.
Also, if this episode helpedyou think differently about how
you lead your time, I'd love foryou to do two quick things.
(34:52):
Number one tap, follow so youdon't miss what's next, and if
you've got 30 seconds, leave areview.
It helps more leaders like youfind the show.
And, of course again, if youare looking for support, you can
always check out the ship, theLeadership Shift Coaching.
Thanks for tuning in andremember you don't rise by doing
(35:15):
more, you rise by leadingbetter.
Hello and welcome back to another episode of
Leveraging Operations andLeadership Podcast, the space
for business leaders and teambuilders who want to lead
smarter, not just work harder.
Today, we're talking about achallenge almost every leader
(00:21):
faces.
I know, I did and a lot of thepeople that I work with have.
We're talking about timemanagement and not just getting
through your task list, butactually managing your time in a
way that aligns with your goals, your role, your growth, the
(00:42):
growth of your team.
I'm talking about meaningfultime management.
This goes beyond the tactics.
We can employ a lot ofdifferent tactics in our day in
order to get stuff done.
However, at the core, you haveto assess are you getting the
(01:02):
right things done and are youdoing the things that you should
really be doing as a leader?
That is where we're going today, because the truth is, if you
don't have a system, your daywill be run by everybody else's
urgency or priorities and you'regoing to end up doing a lot of
(01:22):
stuff that does not align withwhere it is that you want to go.
So we're going to create a timemanagement system that's built
around leadership.
This is specifically for youit's not just productivity the
framework that I'm going toshare with you is called PACE,
and we'll get there in a moment.
(01:44):
But first, before we even talkabout prioritizing, blocking and
some of the other tools that Ihave for you that I want to
share, we need to start withsomething that often gets
overlooked, and this is wheretime management systems and
productivity goes off the rail.
(02:04):
Before you can manage your timewell, you need to be clear on
this.
What are you actually workingtowards?
I work with so many leaders andthey are stressed out about
getting things done, but it'snot actually moving the needle
(02:25):
in the direction that they wantto go, and that can be extremely
frustrating when you're doingall of this work and all of
these things only to find outthat you're still in the same
place or that you haven'tpositioned yourself and your
team for the next level.
That's why this work this isground zero that we have to do
(02:48):
before we even get into the PACEframework, and that's P-A-C-E
PACE framework.
We need to start here.
Like I said, most leaders arejuggling tasks.
They got emails and meetingsand follow-ups without stepping
back to ask what's the visionfor my team or business, if
(03:11):
you're a business owner, or whatis your role in making that
vision happen and what's thenext level I'm preparing myself
for and my team for?
We have to have a target.
Where are we going?
What are we heading towards?
What is all of this about,right?
(03:33):
If not, it's just mundane.
We're not going anywhere.
We just come into work andwe're doing the same things and
there's no traction.
We're not going anywhere, andwe don't want to put you in a
position where you're justcreating a prettier version of
overwhelm.
Now you've got things on yourcalendar they're all cute and
color-coded and all of thatstuff like that and again, like
(03:56):
I said, you wake up and youwonder why you're in the same
place.
You know, three years later.
You know three years later, wehave to have direction.
So, before you create orintegrate or implement another
productivity hack or take anyproductivity advice, I want you
to reflect on what does successlook like six to 12 months from
(04:19):
now?
You have to be able to definethat.
You have to be able to definethat.
What are the behaviors, skillsand responsibilities?
I need to grow, because usuallywhat happens is, if we're
talking about some big,audacious goals that we have in
mind, we have to alter somethings, and that could be
(04:43):
behaviors right.
Maybe we need to implement morediscipline or certain things.
You need to know what thatlooks like.
Do you need more skills?
Are there otherresponsibilities that you need
to take on?
We need to be able to blow thisout and look at this.
And then also, what does myteam need from me to be prepared
(05:03):
for the next level, in orderfor me to rise to the next level
?
I need to have a team that isprepared for that, because they
are going to help me get towhere it is that I want to go
and I'm going to help them getto where they need to go.
We are codependent and this isextremely important.
(05:23):
This is something that I workwith my clients.
When we're talking aboutcoaching, we get to the core of
what's your goals.
Where is it that you're tryingto go?
What do you want to accomplish?
And then we build on that overthe course of weeks and we set
out a plan of how we're going todo this.
(05:44):
And if this is something thatyou need assistance with,
definitely check out theLeadership Shift, and you can
find it at signalpartnerscom.
Slash the shift, signalpartnersC-I-G-N-A-L.
Partnerscom.
Slash the shift and you cancheck it out.
You can schedule a free 15minute call with me and we can
(06:06):
discuss what your goals are, tosee if we are a fit for each
other.
This is a filter that you aregoing to use for everything else
that we cover in this episodeEverything else.
When we're going through thePACE framework, you're always
going to be thinking about thequestions that I mentioned.
(06:29):
Right, and I know I didn'tmention this earlier, but you're
going to want to grab a pieceof paper and a pencil if you
haven't already.
So you can just go ahead.
Pause me, come back when you'reready, because I'm going to go
into detail about this, becausethis is something that I have
(06:53):
seen that has really buriedleaders, where they just find it
really hard to dig themselvesout because they know they're
productive, they know they'redoing things on a regular basis,
they know that their team isdoing things, but they just feel
like they're in quick sand.
I'm doing this, but I can't digmyself out, and a lot of times
(07:14):
it's because the upfront workhasn't been done.
So this is vital to yoursuccess as a leader in making
sure that you are moving forwardand moving your team forward
and getting the right thingsdone.
All right, let's dig in becauseI know that was a lot.
(07:35):
I get it.
I know that was a lot and ifyou need to go back and rewind
it, you go ahead and rewind it,but again, it's just that
important.
That is why this is one of thefirst things that we do in my
coaching program.
We need direction, all right,so let's go ahead and some of
these tools that I'm gonna besharing with you and resources
(07:57):
I'm gonna be sharing with youyou may have heard of before.
I am going to acknowledge rightup front that I have altered or
tweaked them in a way that theyare going to be really vital to
leaders, and I'm talking mainlymiddle management.
So if you supervise a manager,direct the level with a team, or
(08:19):
if you're a business ownerthat's building a team, those
are the main people that I workwith.
So I have tweaked some of these.
The P in the PACE framework.
The first step is prioritizeand now that you've anchored
yourself in a bigger vision anda goal, it's easier to identify
(08:40):
what actually matters on yourto-do list.
Now let me just warn you, whenyou go through, after you do the
first part, the groundworkafter you go through your to-do
list, you're gonna wonder whysome of this stuff is on there,
which is fine, we can delete it,right, but that's exactly what
you want to get to.
So the first part is the Pprioritize and in this I use the
(09:11):
Eisenhower matrix, and you canlook this up online.
It's also called the urgentimportant matrix, and this is a
decision making framework thathelps you prioritize tasks based
on urgency and importance.
You're not just reacting, butyou're acting with intention,
which is what we want to get to.
It's divided into fourquadrants.
(09:32):
It's a square and it's dividedinto four quadrants Urgent and
important, important, not urgent.
Urgent but not important.
Urgent, urgent but notimportant.
Neither urgent nor important.
And I'm going to talk abouteach one of these quadrants and
how you're going to fill this in.
(09:52):
So you have your task list andyou're going to take the task
and you're going to put them inone of these four quadrants, and
this is something that you'regoing to do over and over and
over again, right, because newtasks are being added to your
list.
They're being added, they'rebeing taken off, they're being
moved around.
Okay, so these tasks in thefirst quadrant, quadrant one,
(10:13):
this is your urgent andimportant, this is your do it
now box and I know many of youare going to say, oh, all of my
stuff is in the do it now?
No, it's not.
No, it's not.
These are tasks that are timesensitive and critical to your
goals or team performance.
They don't include everything.
(10:34):
They are things that are like acrisis or emergency.
Say, for instance, you have aclient issue that requires
immediate attention your client,your immediate attention.
That would be something thatyou would need to handle.
Or maybe you have to address acritical performance issue,
(10:56):
something that cannot wait.
Those are going to be in thatbox.
Or maybe you have a team memberthat was supposed to do a major
presentation and they call outwhen the presentation is due or
the day before it's due.
That may be something that youhave to handle or be involved in
(11:17):
.
So those are the ones that aregoing to fall in this.
They are both time sensitiveand critical.
Both those are the qualifiers,and let me just say the first
quadrant, these are the fires.
These are the things that youmust handle, but your goal is to
reduce how often they happen,because if they are time
(11:42):
sensitive, is it something thatyou could have done ahead of
time?
And those are the things thatyou want to start thinking about
as a leader so that you haveless that are in that first
quadrant.
The second quadrant this isimportant but not urgent.
These are the ones that you areactually going to schedule on
your calendar.
This is your sweet spot as aleader.
(12:04):
These are high impact tasksthat move you and your team
forward, but they don't comewith all of the alarms and the
blinking lights and all of thephone calls and all of the stuff
.
But this is your sweet spot, soyou want to hang out here as
much as possible as a leader,especially if you want to be an
(12:27):
effective leader.
These are going to includethings like your one-on-ones and
your coaching Schedule.
It Put it on your calendar.
Skill building or professionaldevelopment for you and your
team.
Let's put it on there.
Process improvements thesethings are important Now.
(12:49):
They're not urgent, they're notcoming with alarms, but they are
important, even setting goalswith your team.
So you have a goal.
Now you want to roll that outto your team so that everyone is
on the same page and understandthe direction.
These are things that fall intothat category and most leaders
(13:09):
neglect this quadrant, notbecause it's unimportant, but
because it's not screaming forattention.
But I want to say it is Ifyou're not spending enough time
with your team, you're not goingto get to where it is that you
want to go.
Plain and simple, plain andsimple, plain and simple.
This is where the leadershipactually happens, when you plan
(13:36):
your time and you prioritizethis quadrant.
Okay.
So that is quadrant number twoimportant but not urgent.
These are the ones, the tasksthat you're going to schedule.
This is your sweet spot.
This tasks that you're going toschedule, this is your sweet
spot.
This is where you're going tobe hanging out.
I want you to change yourmindset and want you to think
(13:56):
about this is where I belong asa leader Doesn't mean that the
others aren't important.
It just means that this iswhere you're going to grow and
grow your team.
Quadrant three urgent to growand grow your team.
Quadrant three urgent but notimportant.
These are going to be some tasksthat you can delegate because
(14:18):
for you, they are interruptions,right.
So these, these tasks, they areurgent, but they don't really
require your involvement.
For instance, when we talkedabout the example of a
presentation that someone wassupposed to do and they call out
the day of or the day before.
It may require minimalinvolvement from you, but is
(14:42):
that something that somebodyelse can take over?
Can you assign that?
Can you delegate that tosomeone else where they can take
a couple hours a day, whateveris required, to get up to speed
so that they can do thatpresentation.
Again, these tasks feel urgent,but they're they don't involve
you.
It's not something that youhave to do, and that's a big
(15:05):
qualifier as well.
Right, understanding the thingsthat you have to do versus the
things that you can delegate andthis may look like last minute
requests from somebody higher up.
Do you have to do it or can youdelegate it to somebody else?
Maybe questions that can befiltered through a team lead or
(15:29):
somebody else on the team?
Do you have to answer thequestions or can somebody else
answer the questions?
Can somebody else filter thesequestions and then the things
that they can't answer?
Then they come to you andhopefully you're connecting the
dots to see why you need tospend your time in quadrant two,
(15:52):
because one of the things thatyou're going to be working on is
process improvements and thatmay mean standard operating
procedures to answer some ofthese questions so that you
don't have to be as available oryou don't have to assign
someone to answer them, becausethey will be answered within the
standard operating procedure.
Hopefully, the dots arestarting to connect, all right.
(16:18):
Quadrant four these are noturgent and not important, so
these are the ones that we'regonna delete.
We need to eliminate it.
These are time wasters.
These are activities that theydon't move your leadership
forward, nor require immediateattention, and this could be
like overchecking email emailsinstead of sitting on top of
(16:55):
your inbox.
If you have people that arereally heavy with sending emails
and looking for updates viaemails, you may schedule it more
frequently, like for you.
You may schedule it every hourinstead of every three hours,
but schedule it so you're notsitting on top of your inbox.
This could also look likeattending meetings out of
obligation or attending meetingsthat you don't need to be in.
(17:16):
Is there an opportunity todelegate that to somebody else?
Or if you don't need to be init, then you talk to whoever it
is that is hosting the meetingand have that conversation so
that they can understand why youfeel that you don't need to be
a part of it and you take it offyour calendar.
These are just some ideas thatyou know of things that would
(17:38):
fall in quadrant four.
So these things drain yourenergy and they add no value.
When you filter your to-do listthrough this matrix, you stop
asking what do I feel like doingand you start asking what
actually deserves my time as aleader, and that's a mindset
(17:58):
shift.
Now let's go on to part two, orsection two, the A in PACE, and
this is where we're going toallocate our time, because
knowing your priority meansnothing if your calendar doesn't
reflect them, and this is why,for me, I'm a big advocate of
(18:23):
actually putting it on thecalendar, not writing it down or
just writing it down, becauseyou could write it down but you
need to schedule it, just foryour information, right before
we get into the allocation oryou know, to allocate time on
your calendar.
Research shows that the mosteffective leaders spend a
(18:44):
significant portion of theirtime developing their team,
portion of their time developingtheir team thinking
strategically and intentionallylimiting how much time they
spend on admin or firefightingtasks.
In fact, mckinsey found thatcompanies whose leaders manage
their time deliberately aretwice as likely to outperform
(19:06):
their peers in productivity andperformance.
I'm going to give you some timeallocations If you work
probably don't work a 40 hour aweek.
But let's just say you are oneof those lucky people that work
40 hours a week, cause I know alot of the people that I work
with work more than 40 hours aweek.
(19:27):
But let's just say, forinstance, you are someone that
works 40 hours a week, 16 to 20hours per week should be spent
in team development and support.
That's 40 to 50% of your week.
So you should be having thoseone-on-ones that you can't find
(19:50):
time for.
You should be coaching yourteam.
You should be, if it requiressitting next to them and
training them on something.
Most of your time should bespent in that area.
The sooner you get your team upand going, you will see these
numbers flip.
So for me, you get your team upand going, you will see these
(20:12):
numbers flip.
So for me, that was one of thethings that I found.
I found that when I figured itout because sometimes you have
to figure it out if you don'thave somebody to tell you I
figured it out.
I started investing more timein my team and then what
happened was later on, Irealized that I didn't have to
spend as much time on my team.
Then it became when somebodyleaves and I have to replace
(20:33):
somebody and get them up andgoing or have somebody get them
up and going.
But I realized that once I putthat time in up front, it helped
me on the back end.
It helped me in a couple ofdifferent ways.
Number one I was building mybench, because when you're
spending time with people andyou're getting to know them and
you're understanding what theirskills are, and then you're
(20:55):
helping them to develop, whatyou're going to find is you're
going to have people that aregoing to be promoted, whether
it's within your own departmentor into another department, and
while that can feel like, oh mygosh, I'm going to be losing all
my good people or whatever, itdoesn't hurt you as bad because
you're building your bench.
I've spent all of this timedeveloping my entire team, so I
(21:19):
have want someone that couldfill that role without going
through this entire elaborateprocess, because I've done the
work up front.
And then, if you have to hirein, you're hiring in at a more
entry level position, which forme, was more easier to feel than
(21:40):
some of the higher levelpositions.
I'm not saying that youshouldn't ever hire out from the
higher level positions, becausethere are times when I had to
do it.
However, there's solace inknowing that I had somebody that
could step up and do thatwithout me having to go to the
outside.
That, to me, was a goodreflection on me that I had done
(22:02):
my job as a leader.
Number one, that people wereable to elevate within the
organization, whether it waswithin my department or another
department.
And then, number two, that Ihad people that could step in
and fill the shoes.
That's less work on me, that'sless work on the team.
(22:23):
This is why you want to spendthat time in team development
and support.
It's going to pay off.
And then the second allocationis 15 to 20%.
This is strategic thinking andplanning.
Yes, you need time to think.
Yes, you should be schedulingwhite space on your calendar to
think, yes, yes, it's important.
(22:45):
And again, planning because wewant to make sure that we are
understanding the direction ofthe organization, that we are
able to break that down in a waythat our team understands it
and we are working with them toimplement that plan.
So we want to roll out the planand then we want to make sure
(23:05):
that we have measures in placeto to track how we're doing.
And then 15 to 20 percentshould be execution.
So this is your individual work.
These are the things thatyou've identified that you have
to do, and this is outside ofteam development and support,
and then 10 to 15 percent inoperations and admin and 5 to
(23:30):
10% in professional development.
How do you develop yourself?
What are you doing to advanceyourself, to advance your career
, to take you to the next level?
What does that look like?
So, spending nearly half ofyour time on team development,
like I said, it may sound like alot, but think about this.
(23:52):
Your team is your forcemultiplier.
The more time you invest inclarity and coaching and
collaboration, the more capableyour team becomes, which, in
turn, like I said, frees you tofocus on higher level work,
frees you to focus on higherlevel work.
One of the other things that Ido and this is just something,
(24:14):
it's not a big deal, but it isto me I actually color code my
calendar.
If I am doing things that arerelated to, say, team time, I
use a color.
It could be blue, whatever thecolor is.
If I'm doing admin work, itcould be orange.
If it's something related toprofessional development, you
(24:35):
know, or growth, it could begreen, but color coding it, it
lets me know, when I look acrossmy calendar, if I'm using blue
for team time.
Most of my calendar should beblue and that kind of helps me.
And one of the things I do isis that at the end of every day
I'm already prepping for thenext day.
So I go through my calendar forthe next day, I'm able to see
(25:00):
what meetings I'm going to be inand then I can start blocking
my time in between thosemeetings.
Ok, so that, just a littlesidebar of something that I do
that works.
And again, you can look at yourcalendar at a weak glance and
see if you're spending enoughtime in each of these these
categories.
And it doesn't mean that rightoff the bat you're just going to
(25:23):
be like, oh, I'm only spending20 percent of time and time and
totally reverse that andeverything goes haywire.
This is something that you'regoing to implement incrementally
, and what I mean is you'regoing back to the beginning,
understanding what thosepriorities are and what they're
not, and cleaning up your to dolist first before you start
(25:44):
going into these allocation, andthen you can kind of go from
there.
The third, third, third stepthis is C, this is communicate
and delegate.
Now you know, managing yourteam.
This means managingexpectations, especially with
your team.
You've got to be clear aboutwhen you're available, what your
(26:10):
priorities are and what otherscan take off your plate.
So think about I used to havequiet time where there were
certain times where I wouldblock it on my calendar.
I didn't take any questions, Ididn't take anything from my
team and then after a while theygot to understand that you want
(26:33):
to get to a point where peoplearen't just walking up and
interrupting you all day.
They come in for a one minutequestion, usually at least to 30
minutes.
Now we're talking about theweekend, the kids and the family
, and I'm not saying that thosethings aren't important.
I'm saying that there's a timeand a place for it, because
during my one-on-ones I wouldhave those conversations with
(26:55):
people where I'm getting anupdate of how they are
holistically and that includestheir family life, if that's
something that they want toshare, because it's never
required.
So you want to be careful.
You want to be cognizant ofthose interruptions where people
are just walking up to yourdoor asking you questions all
(27:18):
day long.
You want to be really clearabout your availability, also
what your priorities are.
This happens during teammeetings, where you are sharing
what the priorities of thedepartment are.
And a lot of times they are apart of that, because you have
gotten the vision or thedirection from higher up and
(27:40):
that is translated into the partthat you and your team plays
and what you need to do.
And that needs to be aconversation that you have with
your team.
They understand what thepriorities are and what you need
to do, and that needs to be aconversation that you have with
your team.
They understand what thepriorities are, so if they're
going off on a tangent orsomething that doesn't matter,
you have to be able to reel themback in and realign them.
(28:02):
And then also, you have to knowwhat others can take off your
plate, and we kind of talkedabout that earlier.
What are the things thatrequires your involvement versus
the things that can bedelegated, even if you have to
take a little time to trainsomebody train them, I know, I
know, I know, I know.
The first thing people say isoh, it's quicker for me to do it
(28:24):
myself, but you're doing ityourself every time, whereas if
I train somebody now, every timethat comes up, they can do it.
I don't have to do it, but Itrain them once.
Delegation is one of the biggestroadblocks for leaders,
especially those who've recentlystepped into the new level of
responsibility.
And again, if this is somethingthat you are struggling with,
(28:48):
know number one that you are notalone struggling with.
Know number one that you arenot alone.
And this is one of the areasthat I work with people in,
because this is a core challenge, and this is something that I
work with people during theleadership shift coaching
program, because it's not amatter of just how to delegate,
but it's how to build trust andclarity and accountability that
(29:13):
make delegation successful.
There's a couple of things thatkind of go into it and so,
again, if you need help withthat, you can go to
signalpartnerscom, slash theshift and check it out and
schedule an appointment andlet's talk about it.
Now.
I want to leave you with aquick challenge from this
section.
Identify one task you'reholding on to that someone else
(29:38):
could own, and then I want youto delegate it with clarity, not
just dump it.
I want you to delegate it.
I want you to tell them whyyou're giving it to them, what
it is that you expect when it'sdue, all of the things.
So I want you to tell them whyyou're giving it to them, what
it is that you expect when it'sdue all of the things.
So I want you to delegate itwith clarity.
Let go of something this weekthat you've been holding on to
(30:00):
All right.
Four, step four this is the EEvaluate and this is the last
one.
So you need a rhythm ofreflection.
You need a rhythm of reflection, even if it's just 15 minutes.
At the end of the week, youneed to go back and evaluate how
you are doing, what worked,what didn't work, what do you
(30:20):
need to shift?
You know what you can do better.
This is your weekly check-inand is where you're going to
zoom out and realign with yourrole and your goal.
You can do it on Fridayafternoon or first thing Monday,
but the key is to build it in,don't just hope reflection
happens.
You have to build it in andschedule it on your calendar.
(30:43):
One of the big changes I see inleaders I coach is when we stop
measuring success by how busythey are and start asking did I
lead well this week and did Iaccomplish the things that I set
out to accomplish?
It's not a matter of justmoving from task to task because
, as we identified at the top ofthis episode, you can have
things on your to-do list thatare not moving the needle in the
(31:07):
direction that you want to go.
They have no relevance, they'rejust on your list.
A lot of times, these thingsare carried over, or these are
things that you think that youshould be doing, or somebody
else was doing them and you justkept doing them, so there's
really no rhyme or reason as towhy you continue to do it and
there's no benefit to it either.
This is your time to go backand reflect, and also you can
(31:31):
check out a podcast episode thatI did specifically on this.
It's called Pause, reflect,lead the Leadership Secret
Weapon.
You're probably ignoring.
This is episode 30.
You could go back and checkthat out, and I share not only
the importance of reflecting butthe benefits of reflecting.
This is truly a leader's secretweapon.
Go back and check that out andthen and let me know if you have
(31:55):
any questions and your feedbackRemember your time system
should serve you.
It's not about feelingrestrictive.
It is about making sure thatyou're staying focused on the
right things and if you need toadjust it, you adjust it.
That's what these reflectionsessions are for.
That's what they are set asidefor.
(32:17):
It's an opportunity for you togo back and see how you did over
the course of the week and ifthere is any adjustments that
need to be made, and againadjust it.
If you see that you're notspending enough time in a
specific area, adjust it for theupcoming week.
If you feel like there are somethings that you should have
(32:38):
gotten done, that slippedthrough the cracks, that you
didn't get done, adjust it.
Was it scheduled on yourcalendar?
What overrode it?
Why didn't you get it done Like?
This assessment really needs tohappen.
It's only going to help you tobecome a better leader, it's
going to help you build a highperforming team and it's going
(33:01):
to help to push you in thedirection of your goals.
So let's quickly recap.
We got the PACE framework,p-a-c-e framework.
The P is for prioritize whatmatters most.
A is allocate your timeintentionally.
C is communicate and delegateto protect your priorities.
And then E is evaluateregularly to stay aligned and
(33:26):
lead with intention.
Leadership isn't about workinglonger hours.
It's about leading at the rightpace.
When you implement these things, you're going to see that you
can get more work done in lessamount of time.
You're going to be amazed.
You're going to be amazed and Iwant you to track how many
hours you're working now versushow many hours that you're going
(33:49):
to be that you're working overtime.
Give it at least 90 days inorder to start to see it,
because part of this is not justyou, but it's developing your
team and you need time to helpthem get up to speed and going.
I would recommend giving it atleast 90 days.
Implement this and see how itgoes and you will definitely see
the shift.
(34:10):
If you need help implementingthis or the delegation piece or
any of the other challenges thatyou're working on, I encourage
you to go and check out theleadership shift.
This is the specific thingsthat I work with leaders on.
If we are a fit, I would loveto walk beside you and work with
you Again.
(34:31):
That is Signal PartnersC-I-G-N-A-L partnerscom.
Slash the shift.
You can go ahead and schedule acall with me and we can kind of
talk through what's next.
Also, if this episode helpedyou think differently about how
you lead your time, I'd love foryou to do two quick things.
(34:52):
Number one tap, follow so youdon't miss what's next, and if
you've got 30 seconds, leave areview.
It helps more leaders like youfind the show.
And, of course again, if youare looking for support, you can
always check out the ship, theLeadership Shift Coaching.
Thanks for tuning in andremember you don't rise by doing
(35:15):
more, you rise by leadingbetter.
Popular Podcasts
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
New Heights with Jason & Travis Kelce
Football’s funniest family duo — Jason Kelce of the Philadelphia Eagles and Travis Kelce of the Kansas City Chiefs — team up to provide next-level access to life in the league as it unfolds. The two brothers and Super Bowl champions drop weekly insights about the weekly slate of games and share their INSIDE perspectives on trending NFL news and sports headlines. They also endlessly rag on each other as brothers do, chat the latest in pop culture and welcome some very popular and well-known friends to chat with them. Check out new episodes every Wednesday. Follow New Heights on the Wondery App, YouTube or wherever you get your podcasts. You can listen to new episodes early and ad-free, and get exclusive content on Wondery+. Join Wondery+ in the Wondery App, Apple Podcasts or Spotify. And join our new membership for a unique fan experience by going to the New Heights YouTube channel now!
24/7 News: The Latest
The latest news in 4 minutes updated every hour, every day.