Trying to get everything done within a limited time can lead to burnout, errors, and reduced job satisfaction. Time management is not a wand to solve all problems; rather, time management techniques can produce small practical changes which could make a big difference to your productivity and well-being. This article outlines six practical time management tips for you to try.
When we try to juggle a lot of tasks in our memory we are increasing our cognitive load. This reduces our ability to focus on other tasks, which can cause an increase in stress and mistakes. By putting all our tasks into one system, we reduce the cognitive load on our brain.
What system to use depends on your own preference, be that digital or paper. For each task, apply the two-minute rule:
For each task on the list, estimate the time it will take to complete, who is involved and set a time limit. Review your task list weekly to stay in control and ensure you set realistic time scales.
Not all tasks are equal, and prioritisation allows you to protect your time and energy. Using a decision matrix such as The Eisenhower box, all tasks are classed as urgent vs non urgent, and important vs non important. Deciding what is urgent and important helps you to work out what to do first and what can be left for later or not done at all.
Take time to consider if tasks which are not urgent and not important need to be done. Now is also a good time to consider what tasks can be delegated.
Breaking larger tasks into smaller parts helps to avoid procrastination, as does creating accountability with a colleague. If tasks are avoided, then they can creep into the urgent-important box, but the focus of time management is to avoid that happening.
Are you a morning person or a night owl? Observe your patterns of energy over one or two weeks. Identify the times of day when you are most productive and use this time to focus on challenging jobs, such as those needing problem solving skills or creativity. Keep mundane jobs, such as admin, to your least productive time of day.
This, to some extent, is difficult in work environments where you may not have control over when you complete certain tasks, such as visiting a ward or working in the dispensary. However, it can be used for time when you do have control.
For example, if you are a ‘morning’ person and have half an hour when you arrive at work, use this time to focus on tasks which require problem solving skills or those which are intellectually demanding. Use low energy periods, such as maybe after lunch, to check emails.
Automation, if set up, can save time and energy. Why keep searching for the same website? Bookmarking frequently used websites or shared drive spaces reduces time spent clicking and searching. Time blocking in digital calendars is another useful automation tool.
Your email inbox is not your ‘to do’ list. Set specific times to check emails and use settings to reduce or remove alerts. Emails can also be categorised, linked to task lists, pinned, flagged, etc.
You can apply the two-minute rule here as well. For emails that will take longer than two minutes to action, add them to a ‘to do’ list and/or schedule time to respond. Make use of scheduling tools to reduce back and forth emails trying to schedule a meeting time.
Personal effectiveness and good time management are unsustainable without good well-being. It is essential to take regular short breaks during work which requires concentration. Taking a break reduces cognitive fatigue. Learning to say no and setting boundaries is not selfish – it is a patient safety issue.
Small changes make a difference. Try starting with one or two of the tips above and see if they help. Some of them may require some training in how to use a tool – here the internet is your friend.
For those who prefer to watch or listen, YouTube is also a great resource. Seek support if necessary and remember that you and your health are important.
The opinions expressed in this article are those of the author. They do not purport to reflect the opinions or views of the UKCPA or its members. We encourage readers to follow links and references to primary research papers and guidance.
The author declares: no support from any organisation for the submitted work; no financial relationships with any organisations that might have an interest in the submitted work in the previous three years; no other relationships or activities that could appear to have influenced the submitted work.
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