Re-Engineering Productivity: Strategies for Effective Time and Energy Management
By Dr Kumaran Rajaram
“Time is a vital capital and investable resource that needs to be managed mindfully and effectively to achieve success and happiness.”
– Dr Kumaran RAJARAM
As a project manager leading a team, one of the fundamental and imperative skills and ‘know-how’ is knowing the correct mix of strategies to be adopted for effective time and energy management. Let us focus on three vital strategies, namely how to (a) Prioritize your priorities (b) Managing your energy with laser focus mindset and (c) Deal with Procrastination.
Strategy 1: Prioritize your Priorities
Let’s reflect on a quote by Prof Kumaran RAJARAM… “Time is a vital capital and investable resource that needs to be managed mindfully and effectively to achieve success and happiness”. As project managers, it is important to be aware of the limited and valuable time at hand and how the resources are carefully and mindfully deployed in achieving the outcomes. The ability of the project manager to have this done will be shown from the team’s work satisfaction, morale and commitment that they show in the projects they are assigned. This has a spill over effect in the quality and efficiency of the project outcomes to be attained.
We need to understand that 20% of your activities account for 80% of your success, so give this 20% of tasks your highest priority. So, the action step to take is to ‘prioritize your tasks with absolute precision and clarity’. For example, as a project manager you will have to manage multiple projects with varying complex demands and deadlines. It is crucial for you have these tasks carefully evaluated with a clear plan acknowledging the constraints, hence prioritise by having to deploy the right amount of resources to attain the deliverables accordingly.
Zero in on the high-ticket items or tasks at hand. First, focus and prioritize action items of high value. High value could be tasks is urgent that needs to be done and delivered immediately or perhaps tasks that requires much efforts, time in terms of accuracy, precision and detailed oriented. It is vital for project managers to reflect and identify what is high value to them based on the context of operation. Hence, project managers are to define the context where questions such as for example the urgency of response; the scope of what is promised to be delivered; the specific requirements and so on are to be duly considered.
Some guiding pointers to reflect on: First, what would have the most positive impact? This could be in terms of quality, efficiency and so on. Second, resist the temptation to clear the not-so-vital, smaller tasks first. As a lead to your team, you are required to allocate the right resources to the projects that requires more attention at that phase so that the essential and timely deliverable could be attained. Third, make it a habitual practice to remind yourself to start with what is the most crucial. This will again enable you to manage both yours and the team’s energy and focus to deliver quality outcomes efficiently. Let’s reflect on the time-saver questions that potentially guide you to focus on the right tasks at hand. Which task do I need to address first today to stand me in a good stead tomorrow? Which task would get me into trouble or cause a negative effect if I do not get it done? What do my boss, colleagues, teacher, project group mates or friends need most from me right now? Why is the top task I have identified the most important task that I have to do now? These questions are to be applied in context, perhaps by addressing and reflecting on the potential answers that possibly emerge which will assist in setting some clear directions and make more effective decisions.
The K-Timesaver Matrix, presented in Figure 1, is a tool that assists one to attain optimal effectiveness and efficiency, by organising tasks into eight categories with clear and precise priorities. K-Timer Matrix Framework uses two primary variables, namely urgent and vital, to determine the priority of the task at hand.
(Copyright © Dr. Kumaran RAJARAM and Dr. Eugene
ST TAN)
Figure 1: K-Timesaver Matrix
Urgent refers to tasks that need to be done immediately. However, the range of urgency can be varied, for example a task that falls under A1 is more urgent that one that falls under A2. Vital refers to tasks that ae of importance but may not necessarily need to be done immediately. For example, a task that falls under B1 is more vital than one that falls under B2. The guidelines presented in the K-Timesaver Matrix Analysis determine the position of each of the tasks, based on how urgent and how vital the task is. The ‘analysis’ column will serve as an advice on how you should manage the task. This process enables you to organise your tasks in terms of priority as well as get explicit guidance on what should be done.
How to use the K-Timesaver Matrix?
Firstly, list down all the tasks that need to be addressed and dealt with. Next, use the essential time-saver questions to help you prioritise your tasks in terms of how urgent and vital they are. Thirdly, assign each task to one of the right categorizes in the K-Timesaver Matrix. Finally, using the K-Timesaver Matrix analysis column for advice on how you should manage each task.
Strategy 2: Managing your energy with a laser focus mindset
The second strategy is ‘Managing your energy with a laser focus mindset’. As eminent Scientist and Inventor says quote “Concentrate all your thoughts upon the work at hand. The Sun’s rays do not burn until brought to a focus” unquote. For maximum efficiency, one must fully focus on the task at hand and limit multitasking. The action step is to focus 100% on a single task at any one time. Project leaders are to understand the importance in developing a laser focus. Being laser focused means you are directing your entire attention and all your energy on the task in front of you. For example, as a project lead you may need to put in all your efforts, time and energy in an urgent task or perhaps a task which requires to be completed within a tight deadline. The quality and efficiency of the deliverable largely depends on the amount of focused energy that is inputted on the task. So, being laser focus enables you to achieve much higher productivity and quality outcomes.
Multitasking refers to performing or getting involved in various tasks concurrently. Project leaders must be able to competently deal with multitasking. The commonly held belief that we can multi-task and do multiple tasks effectively is in contrary to the research evidence that shows that we are not able to effectively focus on more than one thing at any one time. So, the action strategy is to multitask unimportant activities so that you do not end up spending too much time on them. For example, if you have requests to be involved in adhoc activities that do not need really require your presence where it could be delegated to someone else, then you should do that and free up the time to focus on the prioritised task at hand instead of trying to juggle everything by yourself. Strategies to limit multitasking. Before we examine the strategies or possible actions to be taken to address multitasking, we must comprehend the root causes and motivations that led to it. Identify, be aware of the contributing factors. Thereafter, take the necessary actions. There are three strategies that we could adopt to deal with or limit multitasking, namely (1) Prioritized To-Do-List; (2) Time Blocks; (3) Self-Awareness Check. You must prioritize the urgent tasks at hand so that you could allocate the resources, time and energy for the task(s) that requires immediate attention. The prioritised do-list also serves as a guiding scaffolded framework in executing tasks efficiently by limiting multitasking. Next strategy is to use time blocks to manage our energy and time more productively. For example, to set a specific no. of hours that requires the project teams’ members need to spend on a project to see through it and the next few hours as the next block will be for another project. Basically, time blocks enable you to dedicate the specific hours with full focus to address what is required of it and move on with the next on the list.
Finally, the self-awareness check enables you to review what has been planned and to examine if there is a need to re-align as new commitments comes in daily for the project managers. Hence, it is essential to do a self-awareness check which includes the collective tasks for the entire team.
Strategy 3: Deal with Procrastination
The third strategy is ‘Deal with Procrastination’, i.e. to address, control and overcome Procrastination. We shall focus on two fundamental yet vital strategies, namely (a) Tighten the deadline and (b) Create the to-do-List.
By devising a tight deadline, for example an artificial deadline which is much earlier than the original deadline enables you to come out of procrastination state and gets you to perform the task at hand, by literally putting positive pressure to let you explore the situation and act creatively. Indeed, having a much-compressed time phase to complete the task would potentially make you perform much better, hence makes you more productive. For example, as a project lead, if your deadline to deliver the outcomes is by 4 weeks, you may set it to three and a half weeks, slightly earlier which enables you and your team to start early and have more time for a thorough review that only enhances the quality and rigor of your work produced. Work expands to fill the time allocated it. Hence, by adopting Parkinson’s Law, it basically requires you to put self-timed constraints on everything you do, even if there is no real need to do so. This self-imposed strategy becomes the driving force or positive “push” factor to focus on your work instead of procrastinating.
The second strategy to overcome procrastination is to ‘Create a To-Do-List’. Formulate a to-do-list with checkboxes and stipulated deadlines beside each item. This enables you to monitor your tasks and work towards having the checkboxes ticked off diligently. The unchecked boxes are actions to focus on. This assists you to keep a close track on your key tasks and serves as a continuous reminder to get things done without unnecessary delays, as the list gets added progressively. As a project leader, such an organised and structured approach would allow you to manage concurrent projects by carefully observing the respective deliverables and milestones accurately.
The K-Achiever Matrix, presented in Figure 2, is an analysis framework that enables you to have a quick understanding of where you are right now and how you can take the required actions to move forward in achieving your goals. K-Achiever Matrix Framework uses two primary variables, namely Clarity of Vision and Procrastination to determine the performance of an individual
(Copyright © Dr. Kumaran RAJARAM and Dr. Eugene ST TAN)
Figure 2: K-Achiever Matrix
Clarity of Vision: refers to the ability to know exactly what you need to do in order to achieve the desired goal; Procrastination refers to the delay in acting on the tasks at hand.
How to use the K-Achiever Matrix?
Firstly, use the K-Achiever Matrix Framework to evaluate yourself against the two elements, namely clarity and procrastination. Next, identify yourself with one of the four quadrants by choosing the best fit and thereafter take note of the performance category highlighted in the identified quadrant. Reflect on the analysis presented in the column ‘Current Behavioural Status’ to be aware of the area(s) that you can improve in.
Finally, let’s reflect on the quotes by a few authors and examine how that could be applied in context for project leaders. The author of ‘How to Get Control of Your Time and Your life’, Alan Lakein stated quote “Time equals life. Therefore, waste your time and waste your life, or master your time and master your life”. So, as a project leader it is vital to be able to understand the ‘know-hows’ of how to manage the limited time available so that you would be able to optimise and produce quality deliverables. Next, the well-known author Robin Sharma mentioned quote “Distraction is the greatest thief of time”. Project leaders must be able to deal with distractions which comes in many forms, for example, request for other commitments when you are already overwhelmed with tasks at hand; an urge to participate in social media platforms in sharing your views which is not of urgency or importance; personal phone calls which could be better managed during a busy period; invitations for other departmental parties or recreational activities which could be done in an appropriate time-phase. Hence, the ability to be disciplined in addressing and working around the distractions would certainly put the project managers in a good stead to manage their energy through focusing on the right tasks that requires the essential attention during the stipulated period. Finally, the co-author who was a corporate practitioner, management consultant and entrepreneur prior and currently a Professor with Nanyang Business School, Dr. Kumaran Rajaram advocates “If you want your life to be blissful, then be mindful of our time”. As project leaders, it is imperative to advocate and instil work life balance as part of the ethos in a team, creating a culture of quality life beyond work, job satisfaction and sustaining a high morale at work. Hence, the blissfulness in managing high performance teams as a project lead boils down to the ability to be mindful in managing energy within the limited time stipulated for the projects or tasks at hand. In his co-authored book titled: ‘Street Smart Strategies for Time Mastery’, he and his co-author have put both of their practical experiences and research to formulate tested strategies that serves as “magic pills” to remove the cognitive and behavioural blocks in achieving success, mental well-being and happiness.
