Advertising
Advertising

How to Make a Difference as a Time Management Coach

How to Make a Difference as a Time Management Coach

    Many managers and coaches feel an immediate burden when they review an employee or client’s performance and think to themselves, “They need some better time management skills.” As they review their limited options, they quickly conclude that none of them fits their needs and none of them are likely to work. The fact is, in order to make a lasting difference, they need to go beyond the options that currently exist and create a much larger context for the employee to succeed.

    Let’s start by looking at the options that you have as a time management coach.

    Toss Them a Bunch of Tips

    This approach is the simplest. Just observe the employee closely, and when you can find a pearl of wisdom that applies to an observed shortcoming, toss it their way. For example, “Hey Andrea, ever hear of a To-Do list?” Some look for websites like Lifehack with lots of relevant tips and forward posts in the hope that the employee/client will be able to go ahead and “just do it.”

    This rarely works because the skill of “time management” is a complex one that’s made up of a number of intricate habits, practices and rituals assembled over several years. It isn’t the kind of skill that’s improved much by shortcuts, tips and tricks; there are no miraculous, instantaneous results. Instead, successful improvements come from shifting ingrained patterns of behavior in a systematic way over time. It helps to know this before you attempt the first coaching session.

    Advertising

    Buy Them a Book

    A better option than “tossing tips” is to buy them a good time management book. At the moment however, all the well-known authors say essentially the same thing:

    “Follow the methods in this book exactly as I have laid them out and you’ll be successful.”

    The problem is that very few professionals are actually able to achieve this goal. If you compare notes with others who have read the same time management book, you quickly realize that you both have cherry-picked ideas from here and there, to the point where your individual systems may bear little resemblance to each other. This is actually a good thing, but it means that when you buy your employee your favorite productivity book, don’t expect him/her to end up doing things the way you do.

    This is due, in part, to human nature. There can never be any one-size-fits-all approach to anything but the most simple of habit patterns. When it comes to complex patterns, we are just too different from each other in too many ways to use a single approach effectively. Instead, we all need custom methods that suit our individual goals and idiosyncrasies.

    Furthermore, when you consider the impact of new technology, it’s hard to imagine how an author could claim to have stumbled upon the ultimate solution.

    Advertising

    Dezhi Wu’s research also shows that we have different needs at different points in our careers. In her book, “Temporal Structures in Individual Time Management”, she has found that college students manage their time better than their professors and administrators. One reason might be that they are forced to deal with more information and therefore develop fresh systems that are able to cope with more inputs. Unfortunately, her research implies that once today’s students become tomorrow’s professors and administrators, they too will be surpassed in time management skill by their students – probably because they, like the rest of us, rest on their laurels and stop coming up with fresh new methods to deal with technology shifts and life changes.

    In short, don’t expect your employee or client to use the book the way you did.

    Send Them to a Program

    In my first year of employment at AT&T, some of my colleagues attended a time management program based on a popular daily planner. They all came away with shiny new 3-ring binders with custom refills and I remember what one attendee told me:

    “The binder was the best part. All the other stuff they tried to teach us was nonsense.”

    Most programs take the same one-size-fits-all approach that books take, which is a drawback, but the benefit comes when participants learn the truth from each other – they aren’t going to be doing “all this stuff” anytime soon. While this may run contrary to the expectations of the time management coach, participants take comfort in confirming their suspicion that each person plans to do their own thing. It reinforces the fact that what professionals need is not another prescription to be blindly followed, but skilled training in how to put together their own custom system.

    Advertising

    What’s annoying is that the time management coaches seem oblivious to this fact. They might mention that “no-one actually uses all this stuff”, but they give little help in assisting trainees in learning the more challenging skill of self-designing a custom system. They are on their own.

    They also ignore the most recent research on habit change, which regular readers of Stepcase Lifehack will recognize readily. Changing habits, practices and rituals is often slow, painstaking work that requires setting up a savvy set of supports. The best approach is to take small steps, focusing on a few at a time.

    In the program, what’s inevitable is that your employee will be handed a slew of great ideas to implement…all at once, with no hint of the fact that they need a support system.

    The lack of help in focusing on a few habits within a good support system dooms most participants to failure, It’s no accident that many graduates of these programs revert to their old, familiar practices after only a few days.

    A New Mentality

    As a manager, you can make up for these shortcomings. Knowing that they exist is a big plus and they can be introduced into conversations quite early in the game with a time management coach. Understanding the bigger picture frees you both to narrow your focus down to a handful of habits or practices to work on. You should also show clients or employees how to upgrade whenever the need arises and teach them to expect this to happen several times in their careers.

    Advertising

    Fortunately, recent research shows that your unique relationship with your trainee is often the best form of support and you can leverage this fact to hold the employee or client accountable for taking the small steps that can eventually add up to a huge improvement.

    Employees and clients who are armed with these insights are then free to find ideas from the Internet, books and programs in order to discover the latest improvement opportunities. Instead of struggling, they can take charge of driving their own improvements, using you as their guide.

    (Photo credit: Silver Whistle Next to Play via Shutterstock)

    More by this author

    Francis Wade

    Author, Management Consultant

    How To Manage A Post-College Productivity Dip Why You Need to Understand and Accept Your Productive Type A Tendencies The New Lifehacking #7 – Why You Should Be Open to New Stuff, But Wary About Using It The New LifeHacking #6 – Staying Away from Harmful Gadgets The New Lifehacking #5 – Tricking Yourself into Making the Changes You Need

    Trending in Productivity

    1 How to Set Stretch Goals and Keep Your Team Motivated 2 How Self Care Can Help You Live Your Best Life 3 How to Develop Mental Toughness to Help You Stay Strong 4 How to Calm Down When You’re Stressed and Anxious 5 How to Reinvent Yourself And Redefine Your Future

    Read Next

    Advertising
    Advertising
    Advertising

    Last Updated on April 23, 2019

    How to Set Stretch Goals and Keep Your Team Motivated

    How to Set Stretch Goals and Keep Your Team Motivated

    Stretch goals are a lot like physical fitness. When you adopt a physical sport such as running, continual practice leads to increased stamina, growth and progress.

    While commitment to the sport improves performance, true growth happens when you are stretched beyond your comfort zone. I know this from personal experience.

    For years, I was an avid runner. I ran with a variety of running groups in the Washington, D.C., area and in Columbus, Ohio, where I lived prior to moving to the nation’s capital in 2011.

    While I was initially fearful about slacking off on my exercise habit when I moved to D.C., running enthusiasts in the area provided continual motivation, inspiring me to lace up my shoes day after day. Much to my surprise, many of the area’s running stores (including Pacers and Potomac River Running) boasted running groups that met in the mornings and evenings. So, it was relatively easy for a newcomer like me to connect with like-minded peers.

    I was never a particularly fast runner, but I enjoyed the afterglow of the sport: being completely drained but feeling a sense of accomplishment; setting and reaching goals; buying and wearing out new tennis shoes. The sound of throngs of feet pounding the pavement in semi-unison is still enough to bring tears to my eyes. Yes, I sometimes tear up at the start of races.

    Of all the groups I ran with, the Pacers Store group that met on Monday nights in Logan Circle boasted the fastest runners. I met up with the group week after week only to be the slowest runner. It was difficult to muster the courage to get up every week and meet the group knowing what was waiting for me: sweating and watching the backs of fellow runners.

    Each time I joined the group, I was stretching myself without even realizing it. Instead of feeling like I was transitioning into a better running, for a long time I felt I was torturing myself.

    Then something remarkable happened. I went for a run with a different set of runners and noticed my time had improved. I was running at a faster pace and doing so with ease. What was once uncomfortable for me I now handled with ease.

    The reason I was becoming a better runner was because I was taking myself out of my comfort zone and challenging myself physically and mentally. This example illustrates the process of growth.

    Fortunately, we can create situations that stretch us in our personal and professional lives.

    What Is a Stretch Goal?

    A stretch goal – as authors Sim B. Sitkin, C. Chet Miller and Kelly E. See detail an article “The Stretch Goal Paradox” in Harvard Business Review[1] – is something that is extremely difficult and novel. It is something that not everyone does, and it’s sometimes considered impossible.

    Advertising

    In general, you establish stretch goals by doing things that are difficult or temporarily challenging.

    For instance, when I was first promoted to a senior communications management role, I knew I needed to beef up my relationships with media personalities. I set a goal to once a month book a day of media interviews in New York City – which is home to many media outlets, including SiriusXM radio, CNN, NBC News, HuffPost, VIBE.

    This was a huge goal because it meant not only identifying the right people to meet with but convincing them to meet with me and my team. While I didn’t end up meeting the goal of doing a full day of media interviews in New York City, I met more people than I would have met had I not established the goal and instead stayed in the comfort of my D.C. office.

    It is important to note that just because you establish a stretch goal doesn’t mean you’ll achieve the goal each time. However, the process of trying is guaranteed to provide some level of growth.

    The Importance of Creating Stretch Goals

    The beginning of the year is a perfect time to assess where you are excelling and where there is room for you to grow. I typically start the year by creating a yearlong strategic plan for myself.

    I think about the things that are necessary to do and things that would be cool to do. I assess the people I should know and think through how to meet them. Then I ask myself if the goals are realistic and what would need to happen for me to achieve them.

    Over time, I have learned that there are five things I can do to set stretch goals:

    1. Get Outside of Your Head

    If I exist within the confines of my imagination, I imperil my own growth and creativity.

    If I examine my accomplishments and celebrate them in isolation of others’ accomplishments, my vantage point is limited.

    I want to be comfortable with what I accomplish, but I also want to be motivated by watching others. In some respects, stretching is about expanding your network of friends, associates and mentors. These are the people who will propel or slow your growth and development.

    Since two are better than one, I always value being able to share my progress with others, seek feedback and then map a plan for success.

    Advertising

    2. Focus on a Couple Areas at a Time

    When setting goals, it is important to focus on a couple of areas at a time. Most of us are only able to focus on a few things at a time, and if you feel you are unable to tackle all that is before you, you may simply disengage.

    I see this in so many areas of life:

    When people get in debt, if they believe the debt is insurmountable, they refuse to look at incoming bills for fear of facing down the debt. Unfortunately, many businesses go awry when setting stretch goals.

    In “The Stretch Goal Paradox,” Sitkin, Miller and See note:

    “Our research suggests that though the use of stretch goals is quite common, successful use is not. And many executives set far too many stretch goals. In the past five years, for example, Tesla failed to meet more than 20 of founder Elon Musk’s ambitious projections and missed half of them by nearly a year, according to the Wall Street Journal.”

    Goal-setting is like a marathon, not a sprint. It doesn’t all need to happen at the same time, and pacing is extremely important if you want to get to the finish line. It is better to focus on a couple goals at a time, master them and then move on to the next thing.

    3. Set Aside Time Each Year to Focus on Goal-Setting

    When I was a managing director for communications for the Advancement Project, I spent the first part of every year facilitating a communications planning meeting.

    The planning meeting began with the team members assessing the goals the team had established in the preceding year, and whether those goals were realistic or not. If we failed to meet certain goals, we broke down why that happened. From there, we brainstormed about possibilities for the current year.

    For instance, one year we set a goal of pitching and getting 24 opinion essays published. This was audacious because no one on the eight-person team had the luxury of focusing exclusively on editing and pitching opinion essays to publications around the world. We would need to focus on pitching in between the rest of our work.

    We hit this goal within the first eight months of the year. Remarkably, in total, we ended up getting 40 opinion essays published that year, which was an indication that our original goal was too low. We upped the goal to 41 the next year, and amazingly, we hit 42 published opinion essays or guest columns.

    From this experience, we not only learned what was feasible, we also learned the power of focus.

    Advertising

    When we focused as a team on getting the commentary on our issues out in the public domain, we were successful. The key in all of this is that there was a ton of discussion around which goal we’d pursue and why.

    Equally important, as a manager, I didn’t set the goals alone; the team members and I established the goals collaboratively. This ensured buy-in from each individual.

    4. Use the S.M.A.R.T. Goal Model to Set Realistic Goals

    S.M.A.R.T.

    is a synonym for specific, measurable, attainable, realistic and time-bound. For the sake of this article, the realistic portion of the acronym is most important.

    While you want to set audacious goals, you want to ensure that they are realistic as well. No one is served by setting a goal that is impossible to accomplish.

    Failing to meet goals can be demoralizing for teams, so it’s important to be sober-eyed about what is possible. Additionally, the purpose of setting goals is to advance and grow, not depress morale.

    For instance, my team would have been discouraged had I begun the year asking it to pitch and place 40 opinion essays if we didn’t already have a track record of placing close to two dozen essays.

    By using the S.M.A.R.T. formula, we were able to achieve all that we set out to do.

    5. Break the Goal up into Small Digestible Parts

    I am a recovering perfectionist. As a writer, being a perfectionist can be counterproductive because I can fail to start if I don’t see a clear pathway to victory.

    The same is true with goal-setting. That’s why I join Lifehack’s fellow contributor Deb Knobelman, Ph.D., in noting that it is critically important to break goals into bite-sized chunks.

    When I had a goal of doing daylong media meetings in New York City, I had to think through all the barriers to achieving that goal and all the steps required to meet the goal.

    Advertising

    One step was identifying which reporters, producers and hosts to engage. Another step was writing a pitch or meeting invitation that would capture their attention. Another step was thinking through the program areas I wanted to highlight and the new angles I could offer to different reporters.

    Since reporters want to cover stories that no one else has written, I needed to come up with fresh angles for each of the reporters I was engaging. An additional step was thinking through who from my team I’d take with me to the various meetings.

    I was clear that, as a talking head, as public relations reps are sometimes called, I needed the right spokesperson in order to land repeated meetings with different outlets.

    A final step was thinking through what I needed to bring to each meeting and which reports, videos and testimonials would buttress our claims and be of interest to media figures.

    As I walked through what was needed to bring my goal of doing daylong meetings to reality, I realized that not only was the idea within reach, but I was excited to tackle the challenge.

    From that point until now, I have learned to break down goals into smaller parts and tackle the smaller parts on the path to knocking the goal out of the park.

    The Bottom Line

    These are my recommendations for setting stretch goals, and there are a ton of other resources to support you in the workplace and in your community.

    For instance, LinkedIn’s Lynda.com platform has a wonderful suite of leadership development videos, including ones on establishing stretch goals. This is a paid resource but may be worth the investment if you lead a team or want to invest in tools for your own growth and development.

    Featured photo credit: Avatar of user Isaac Smith Isaac Smith @isaacmsmith Isaac Smith via unsplash.com

    Reference

    [1] Harvard Business Review: The Stretch Goal Paradox

    Read Next