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The Role of Time Management Skills Training in Career Development
Time Management Learning
Right, I've been going on about this for the majority of two decades now, and half the businesses I visit still have their people running around like maniacs. Recently, I'm sitting in this shiny office tower in Sydney's CBD watching a manager frantically toggle between fifteen open browser tabs while trying to explain why their quarterly targets are completely stuffed. Honestly.
This guy's got several mobiles ringing, Teams messages going crazy, and he's genuinely amazed when I suggest maybe just maybe this way isn't working. This is 2025, not 1995, yet we're still treating time management like it's some mysterious dark art instead of basic workplace practice.
What really winds me up. Half the Business owner I meet thinks their people are "inherently disorganised" or "don't have the right attitude." Total nonsense. Your team isn't faulty your systems are. And nine times out of ten, it's because you've never attempted teaching them how to actually manage their time effectively.
What This Chaos Actually Costs You
Let me tell you about Rebecca from this marketing agency in Melbourne. Sharp as a tack, really gifted. Could sell ice to Eskimos and had more innovative solutions than seemed humanly possible. But Christ almighty, seeing her work was like watching a car crash in progress.
She'd start her day reading emails for ages. Then she'd tackle this complex project outline, get halfway through, remember she had to phone a client, get distracted by another email, start working on a something else, remember she'd missed a meeting, dash to that, come back to her desk absolutely fried. Rinse and repeat for endlessly.
The kicker? She was doing twelve hour days and feeling like she was getting nowhere. Her anxiety was off the charts, her work quality was unpredictable, and she was seriously considering jacking it all in for something "easier." In contrast, her coworker Mark was handling identical projects in standard hours and always seemed to have time for casual chat.
What made Dave effective between Sarah and Dave? Dave understood something most people never work out time isn't something that controls your day, it's something you control. Simple concept when you say it like that, right?
What Succeeds vs What's Total Nonsense
Now before you start thinking and think I'm about to flog you another software system or some elaborate framework, hold on. Real time management isn't about having the perfect digital setup or organising your calendar like a rainbow exploded.
It's about understanding three basic principles that most training programs totally overlook:
First up Priority isn't shared. Yeah, I know that's weird grammar, but stay with me. At any point in time, you've got a single focus. Not multiple, not three, just one. The second you start managing "multiple tasks," you've already missed the point. I learnt this the hard way managing a business back in Perth during the resources surge. Believed I was being smart managing fifteen "urgent" deadlines at once. Came close to ruining the Business entirely trying to be all things to all people.
Rule number two Disturbances aren't certain, they're optional. This is where most local companies get it absolutely wrong. We've built this atmosphere where being "responsive" and "responsive" means reacting every time someone's device beeps. Friend, that's not effectiveness, that's mindless reactions.
I worked with this law office on the in Brisbane where the senior lawyers were bragging that they replied to emails within quick time. Can you believe it! Meanwhile, their actual work were dropping, client work was taking twice as long as it should, and their legal team looked like the walking dead. Once we established realistic expectations shock horror both efficiency and client satisfaction increased.
The final point Your vitality isn't constant, so quit acting like it is. This is my favourite topic, probably because I spent most of my earlier career trying to ignore fatigue periods with increasingly stronger coffee. Spoiler alert: doesn't work.
Some tasks need you sharp and focused. Different work you can do when you're running on empty. Yet most people allocate work throughout their day like they're some sort of efficiency machine that runs at constant capacity. Mental.
The Training That Actually Makes a Difference
Here's where I'm going to upset some people. Most time management education is absolute garbage. There, I said it. It's either excessively complex all systems and matrices that look fancy on presentations but fail in the field or it's fixated on apps and apps that become just additional work to handle.
What works is programs that accepts people are complicated, offices are unpredictable, and flawless processes don't exist. The best program I've ever delivered was for a group of tradies in Townsville. These blokes didn't want to learn about the Eisenhower Matrix or David Allen's system.
What they needed practical strategies they could apply on a job site where chaos happens every few minutes.
So we zeroed in on three straightforward principles: group like work into blocks, protect your peak energy hours for meaningful projects, and learn to decline requests confidently about it. Nothing earth shattering, nothing fancy. Half a year down the track, their job finishing statistics were up a solid third, extra hours spending had plummeted, and injury compensation cases had virtually disappeared.
Consider the difference from this fancy consulting firm in Melbourne that spent serious money on elaborate efficiency platforms and detailed productivity methodologies. After eighteen months, half their team still wasn't implementing the tools correctly, and the other half was spending excessive hours on administrative overhead than actually being productive.
Where Australian Companies Stuff This Up
The issue isn't that leaders don't see the importance of time management. Most of them get it. Where things go wrong is they handle it with a cookie cutter mentality. Send everyone to the same training course, provide identical resources to all staff, expect the same results.
Absolute nonsense.
Let me tell you about this production facility in Newcastle that brought me in because their supervisors were constantly behind schedule. The MD was convinced it was an education problem get the department heads some organisational training and the issues would resolve themselves.
As it happened the real problem was that the executive team kept altering directions suddenly, the production planning system was about as useful as a chocolate teapot, and the supervisors spent half their day in meetings that could have been handled with a quick conversation.
No amount of efficiency education wasn't going to solve structural problems. We ended up overhauling their information systems and implementing proper project management protocols before we even touched individual time management skills.
This is what drives me mental about so many Australian businesses. They want to fix the symptoms without tackling the root cause. Your people can't handle their schedules efficiently if your Company doesn't value efficiency as a finite asset.
A Sydney Eye Opener
On the topic of business time awareness, let me tell you about this tech startup in Brisbane that fundamentally altered my understanding on what's possible. Tight group of around twenty five, but they operated with a level of scheduling awareness that put major companies to shame.
All discussions included a defined purpose and a hard finish time. People actually arrived ready instead of treating meetings as brainstorming sessions. Communication wasn't managed like texting. And here's the kicker they had a Company wide agreement that unless it was absolutely essential, work communications stopped at 6 PM.
Groundbreaking? Not really. But the results were outstanding. Staff efficiency was better than comparable organisations I'd worked with. Staff turnover was virtually non existent. And service quality metrics were exceptionally high because the delivery standard was uniformly outstanding.
The CEO's approach was straightforward: "We employ capable individuals and expect them to organise their tasks. Our job is to create an environment where that's actually possible."
Contrast that with this resource sector business in Kalgoorlie where supervisors flaunted their excessive hours like badges of honour, discussions exceeded timeframes as a normal occurrence, and "urgent" was the default status for everything. Despite having significantly more resources than the Melbourne startup, their per employee productivity was roughly half the level.
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