probably one of the greatest challenges facing the leaders of today is to manage your time. The moment you think you’ve managed critical tasks for the day you’re faced with a whole bunch of new e-mails, someone is standing in the door with a question, phone calls, and so on. The key here first is not to be distracted, but to keep your focus on what is important. This sounds simple but is actually very difficult in practice. There are many methods, from the Eisenhower matrix (used to prioritize tasks what is urgent and what is important to you) to collect your tasks on a sheet of paper and write( as a means to get clutter out of your head that you cannot think clearly enough to effectively deal with it).

These concepts are very useful, but it is often in an isolated way, ignoring the connected challenges. Let’s assume that you are working on three different projects and some of these are actually part of your objectives for this financial year. Let’s continue to assume that some of these projects have evolved constantly and have become increasingly difficult so that they have constantly had to add further follow-up projects. Now, concurrently you get more and more tasks to come in, some tasks are regarding projects of colleagues, and so on.

what happens now with the priorities that have been set primarily for the original projects? The truth is that priorities are changing, things are dynamic and many new or changing priorities are simply not clear enough for people to actively manage them. The key is to lose your goals: you need to constantly work on your strategy, so a way to achieve your goal, while you adapt routinely to evolving tasks and projects. Never forget what you’re being measured on. You never forget your key performance indicators, the measurement points that are used to assess at the end of the year, how well you have done.

let’s take an example. Suppose you are a leading manager of a business division and one of your main objectives is to churn. One of their key performance indicators turned red and can be measurable not only in terms of money, but also in sheer numbers of lost customers. You need to rely on strategies in order not to lose these customers. A few milestones in your strategy can be to get the feedback of your managers about the status of customer relationships.

Another may be to build a plan with the Marketing Department on how to keep current customers posted on the company’s work for other customers, including other customers ‘ opinions.

the third milestone may be, a series of meetings with key decision-makers among your customers, receive their feedback and to make suggestions on how cooperation can be improved. All these projects need to be prioritized and subdivided into much smaller steps, and many of these steps need to be properly delegated to the right people in order to move the whole thing forward quickly.

Another example: if one of your customers has stated, the desire to change providers, you may need to update the priority of the respective project, at the same time in relation to other tasks, according to the current situation.

the key is to integrate the integration of the tasks that your project involves to you, even with the many line management tasks and routine work of an ongoing plan. This plan must be properly managed at least once a week and priorities must be carefully reviewed. But in our highly standardized World, routine management usually has priority. Everything new must first prove that it is worth continuing to follow. And this is quite unfair when you consider that new ideas and projects first have to go through the learning curve in order to run as smoothly and efficiently as long processes that have been practiced.

objective separate innovation management from routine management, especially when allocating time and money. Make sure that you do not place your innovation stream on the guillotine. You can use it and you can use it sooner than you think.

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