I can truly relate about whether it is work or personal it must be scheduled or it won’t happen. I am a big believer in tracking both personal and work together as then you do not have a full picture of where your time goes.
oh I like that but I find that often life admin gets deprioritised. So then I started creating a life admin to do list and blocking 30’ a day to address. How do you go about tracking personal time ?
Urgency can make the week feel productive while quietly stealing the work that actually needs leadership judgment. AI may speed up execution, but it makes protected judgment time even more valuable.
@Nadia Codreanu That’s exactly the challenge. You spend the week feeling very productive, only to realise on Friday evening that none of your stuff - the stuff that really moves the business forward - has actually had a chance to breathe, to be discussed, to be actioned on
One of the biggest barriers I see for people adopting this approach is the feeling of guilt or misplaced sense of this being selfish.
Ironically these ‘protective measures’ not only help the organisation get the best you, they also help those you serve understand how to make the most of THEIR time with you too (like the agenda for every meeting point). So the perception of selfishness needs a check, because cultures where protected thinking time is misunderstood are denying their people the opportunity to deliver their best
I can truly relate about whether it is work or personal it must be scheduled or it won’t happen. I am a big believer in tracking both personal and work together as then you do not have a full picture of where your time goes.
oh I like that but I find that often life admin gets deprioritised. So then I started creating a life admin to do list and blocking 30’ a day to address. How do you go about tracking personal time ?
Urgency can make the week feel productive while quietly stealing the work that actually needs leadership judgment. AI may speed up execution, but it makes protected judgment time even more valuable.
@Nadia Codreanu That’s exactly the challenge. You spend the week feeling very productive, only to realise on Friday evening that none of your stuff - the stuff that really moves the business forward - has actually had a chance to breathe, to be discussed, to be actioned on
You can spend the whole week reacting and still feel like the real work never got touched.
That’s probably why protected thinking time matters even more now, not less.
One of the biggest barriers I see for people adopting this approach is the feeling of guilt or misplaced sense of this being selfish.
Ironically these ‘protective measures’ not only help the organisation get the best you, they also help those you serve understand how to make the most of THEIR time with you too (like the agenda for every meeting point). So the perception of selfishness needs a check, because cultures where protected thinking time is misunderstood are denying their people the opportunity to deliver their best
💯
People can feel guilty protecting thinking time because it looks less visible than reacting to everything all day.
The irony is that the business usually suffers more when the person leading it never has room to think properly.