Three Absolute Principles of Time Management And Productivity.

What are the time-tested principles of better time management and productivity? That’s what I’m exploring in this week’s episode. 

 

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Script | 337

Hello, and welcome to episode 337 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development and goal planning. My name is Carl Pullein, and I am your host of this show.

If you have read books on time management and productivity, you may have picked up that there are a few basic principles that never seem to change. 

Things like writing everything down, not relying on your head to remember things, planning your day and week, and writing out what is important to you. 

These are solid principles that have remained unchanged for hundreds of years. The tools we use may have changed, but these principles have not and never will. 

What is surprising are the attempts to reinvent time management. New apps and systems seem to come out every month claiming to be “game-changing”—I hate that phrase—or more ways to defy the laws of time and physics and somehow create more time in the day than is possible. 

Hyrum Smith, the creator of the Franklin Planner, an icon of time management and productivity, always said that time management principles have not changed in over 6,000 years. What has changed is the speed at which we try to do things. 

Technology hasn’t changed these time management principles; all technology has done is make doing things faster. 

Today, I can send an email to the other side of the world, and it will arrive instantly. Two hundred years ago, I would have had to write a letter, go to the post office to purchase a stamp, and send it. It would arrive two or three months later. 

Funnily enough, I read a book called The Man With The Golden Typewriter. It’s a book of letters Ian Fleming sent to his readers and publisher. He often began his letters with the words “Thank you for your letter of the 14th of February,” yet the date of his reply was in April. 

Not only were things slower fifty years ago, people were more patient. 

So, with all that said, let me hand you over to the Mystery Podcast Voice for this week’s question. 

This week’s question comes from Lisa. Lisa asks, Hi Carl, I’ve noticed you’ve been talking about basic principles of productivity recently. Are there any principles you follow that have not changed?

Hi Lisa, thank you for your question.

The answer is yes, there are. Yet, it took me a long time to realise the importance of these principles. 

The first one, which many people try to avoid, is establishing what is important to you. This is what I call doing the backend work. 

You see, if you don’t know what is important to you, your days will be driven by the latest urgent thing. That’s likely to come from other people and not from you. 

Stephen Covey wrote about this in his Seven Habits of Highly Effective People, with his Time Management Matrix, also called the Eisenhower Matrix. This matrix is divided into Important and urgent, important and not urgent, urgent and not important, and not urgent and not important. 

The goal of this matrix is to spend as much time as possible in the second quadrant—the important but not urgent. This area includes things like getting enough sleep, planning, exercising, and taking preventative action. 

The more time you spend here, the less time you will spend in the urgent and important and urgent and not important areas. 

Yet, unless you know what is important to you, the only thing driving your day will be the things that are important to others. That includes your company, your friends and family. They will be making demands on you, and as you have no barriers, their crises will become yours. You, in effect, become part of the problem instead of being part of the solution. 

When you have your life together, you can offer calm, considered solutions to those you care about. You also know when to get involved and when to stay well away. 

Yet, you can only do that when you know what is important to you. 

Many authors and time management specialists refer to establishing what is important to you in different ways; Hyrum Smith calls this establishing your governing values, Stephen Covey calls it knowing your roles, and I call them your areas of focus. 

These are just names for essentially the same thing. Get to know what is important to you as an individual. Then, write them down in a place where you can refer back to them regularly so you know that your days, weeks, and months are living according to the principles that are important to you. 

It’s these that give you the power to say no to things that conflict with your values. 

Without knowing what they are, you will say yes to many things you don’t enjoy or want to do. 

The next principle is to plan your week and day. Again, this is another area so many people avoid. I remember hearing a statistic that less than 5% of Getting Things Done practitioners do any weekly review. 

If you’ve read Getting Things Done by David Allen, you’ll know that he stresses the importance of the weekly review in almost every chapter. 

People who don’t plan are often driven by the fear of what they might learn, such as a forgotten project deadline, an important meeting that needs a lot of preparation, or a lost opportunity. 

Yet, these are the results of not planning. If you were to give yourself thirty minutes at the end of the week to plan the next week and five to ten minutes each evening to plan the next day, many of the things you fear will never happen. You will be alerted to the issues well before you need to act. 

For me, consistently planning my week and day has been life-changing. This simple activity has ensured I am working on the right things, dealing with the most important things, and ending the week knowing that the right things were completed. 

Prior to becoming consistent with my planning, I was all over the place. I spent far too much time on the unimportant and saying yes to many things I didn’t want to do. I was also procrastinating A LOT. 

A huge benefit of planning is that you get to see data. In other words, you learn very quickly what is possible and what is not. When you begin planning the week, you will be overambitious and try to do too much. The more you plan, the more you learn what can be done. 

No, you won’t be able to attend six hours of meetings, write a report, reply to 150 emails, go to the gym and spend quality time with your family. 

When you know what is important, you will ensure you have time for it because you plan for it (can you see the connection?). You will start to say no to some meetings (and yes, you can say no by offering an alternative day and time for the meeting) and renegotiate report deadlines. 

A third principle is to manage your time ruthlessly. By that, I mean being very strict about what goes on your calendar. Never, ever let anyone else schedule meetings or appointments for you. 

Your calendar is the one tool you have that gives you control over your day. Allowing other people to control it essentially turns you into a puppet. No, never ever let that happen. 

Now, before Google Calendar, Outlook and Apple Calendar, we carried our own diaries around with us. No one else could have control of it. If you were fortunate enough to have a secretary (now called an “executive assistant”), you would meet with her (secretaries were largely female in the 60s, 70s and 80s) each week and explain when you were and were not available. 

Your secretary would then gate keep your calendar. The best secretaries were pretty much impossible to get past. They protected their boss’s time. 

People knew that time was important and for anyone to do their work, they needed undisturbed time. Your calendar was respected. 

A person’s diary was so important that the courts would accept it as evidence they were in a particular location. I doubt very much they would do that today. 

A mistake is to say yes to a time commitment too quickly. This is how we get conflicts in our calendars. You cannot be in two places at the same time—that’s another law of physics—so you either say no and offer an alternative date, or you have to waste time renegotiating with someone later. 

I am shocked at how often I see conflicts on people’s calendars. Clearing these up should be the first thing you do during your weekly planning. 

Information you need to know about the day should go in the all-day section of your calendar, not in the timed area. Only committed timed events go in the time area of your calendar. 

When your calendar truly reflects your commitments, you can then set about planning a realistic day. If you have six hours of meetings and thirty tasks to complete, you will know instantly that you have an impossible day, and you can either move some of your appointments or reduce your task list. 

Ignoring it only diminishes the power of your calendar, leaving you again at the mercy of other people’s crises and issues. 

This is about being strict about your time. Wake up and go to bed at the same time each day so you have solid bookends to your day. Ensure you protect time for your important work and your family and friends. And never let other people steal your time. 

The final principle is the tool you use won’t make you more productive or better at time management. Tools come and go. In the 1980s, it was the Filofax. In the 90s, it was the Franklin Planner. Today is the latest fashionable app. It doesn’t matter. None of them will ever make you more productive. 

What will make you more productive is knowing what is important to you. Having a plan for the day and week so you know what must be accomplished that day, and week. And being in complete control of your calendar. 

Get those three things right, and you will feel less stressed, more in control of your life and have a sense of purpose each day. Isn’t that what we all want? 

I hope that has helped, Lisa. Thank you for your question. 

And thank you to you, too, for listening. It just remains for me now to wish you all a very, very productive week.