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Time Management Skills Training for Students: A Path to Academic Excellence
Time Management Training for Workplaces
Right, I've been going on about this for the better part of two decades now and the majority of organisations I visit still have their people scrambling like crazy people. Just last month, I'm sitting in this shiny office tower in Sydney's CBD watching a department head frantically jump between seventeen different browser tabs while trying to explain why their project deadlines are completely stuffed. Honestly.
This guy's got three phones ringing, Teams messages going nuts, and he's genuinely amazed when I suggest maybe just maybe this method isn't working. This is 2025, not 1995, yet we're still treating time management like it's some complex dark art instead of basic workplace hygiene.
The thing that drives me mental. Every second Business owner I meet reckons their people are "inherently chaotic" or "are missing the right mindset." Absolute rubbish. Your team isn't damaged your systems are. And nine times out of ten, it's because you've never attempted teaching them how to actually handle their time well.
The Hidden Price of Poor Time Management
Let me tell you about Sarah from this creative studio in Melbourne. Sharp as a tack, this one. Could sell ice to Eskimos and had more brilliant concepts than the rest of the team combined. But bloody hell, observing her work was like observing a car crash in slow motion.
She'd start her day reading emails for an hour. Then she'd dive into this huge project outline, get halfway through, remember she had to phone a client, get distracted by a Slack message, start handling a different campaign, notice she'd overlooked a meeting, rush off that, come back to her desk absolutely fried. Rinse and repeat for the entire day.
The real problem? Sarah was working twelve hour days and feeling like she was spinning her wheels. Her stress levels were through the roof, her work quality was inconsistent, and she was thinking about finding another job for something "less demanding." Meanwhile, her coworker Dave was handling similar workloads in regular business hours and always seemed to have time for actual lunch.
What made Dave effective between these two? Dave had learnt something most people never work out time isn't something that dictates your schedule, it's something you take charge of. Straightforward idea when you say it like that, right?
What Actually Works (And What's Complete Rubbish)
Don't you switch off and think I'm about to sell you another digital solution or some complex methodology, hold on. Real time management isn't about having the ideal software or colour coding your planner like a rainbow exploded.
The secret lies in three core concepts that most courses completely miss:
Number one Attention isn't plural. Yeah, I know that's weird grammar, but stay with me. At any point in time, you've got one priority. Not several, not three, just one. The instant you start juggling "multiple tasks," you've already fallen into the trap. Found this out the difficult way running a business back in Perth during the mining boom. Assumed I was being brilliant managing fifteen "important" deadlines simultaneously. Almost destroyed the Business entirely trying to be universally helpful.
Rule number two Interruptions aren't certain, they're a choice. This is where most Australian businesses get it totally backwards. We've developed this atmosphere where being "available" and "responsive" means jumping every time someone's phone dings. Mate, that's not efficiency, that's mindless reactions.
I worked with this law firm on the in Brisbane where the senior lawyers were proud that they replied to emails within thirty minutes. Seriously proud! At the same time, their productivity were falling, legal tasks was taking twice as long as it should, and their lawyers looked like extras from The Walking Dead. Once we established realistic expectations shock horror both productivity and client satisfaction increased.
The final point Your energy isn't unchanging, so don't assume it is. This is my particular interest, probably because I spent most of my thirties trying to ignore fatigue periods with excessive espresso. Plot twist: doesn't work.
Some jobs need you alert and focused. Some things you can do when you're running on empty. Yet most people distribute work throughout their day like they're some sort of efficiency machine that operates at constant capacity. Mental.
What Works in the Real World
This is where I'm going to irritate some people. Most time management courses is complete rubbish. Had to be, I said it. It's either too theoretical all frameworks and matrices that look impressive on presentations but crumble in the real world or it's too focused on apps and programs that become just additional work to deal with.
Successful methods is education that acknowledges people are messy, businesses are constantly changing, and ideal solutions don't exist. My most successful course I've ever conducted was for a mob of construction workers in Darwin. These blokes didn't want to learn about the Time Management Quadrant or David Allen's system.
What they needed usable methods they could use on a construction site where things change every moment.
So we focused on three straightforward principles: group like work into blocks, preserve your high performance periods for important work, and learn to say no without feeling guilty about it. Nothing earth shattering, nothing complicated. Half a year down the track, their work delivery numbers were up a solid third, extra hours spending had plummeted, and injury compensation cases had almost completely vanished.
Compare that to this fancy consulting firm in Adelaide that spent serious money on extensive productivity systems and detailed productivity methodologies. Eighteen months later, half the workforce still wasn't using the system properly, and everyone else was spending longer periods maintaining the systems than actually being productive.
Where Australian Companies Stuff This Up
The issue isn't that leaders don't see the value of effective scheduling. Most of them get it. The problem is they approach it like a one size fits all solution. Put the whole team through identical programs, provide identical resources to all staff, anticipate consistent outcomes.
Complete rubbish.
Let me tell you about this production facility in Newcastle that hired my services because their floor managers were always running late. The CEO was convinced it was a skills gap get the section leaders some organisational training and everything would sort itself out.
Turns out the real problem was that the executive team kept altering directions suddenly, the production planning system was about as effective as a screen door on a submarine, and the team leaders wasted hours daily in sessions that were better suited to with a quick conversation.
All the time management training in the world wasn't going to address fundamental issues. We ended up rebuilding their workflow structure and creating sensible coordination methods before we even looked at individual efficiency development.
This is what drives me mental about so many Australian businesses. They want to treat the effects without dealing with the fundamental problem. Your people can't organise their work properly if your organisation doesn't respect time as a precious commodity.
The Melbourne Revelation
Speaking of organisational respect for time, let me tell you about this software Company in Sydney that completely changed my perspective on what's possible. Small team, maybe twenty people, but they operated with a level of efficiency mindset that put major companies to shame.
Every meeting had a specific outline and a strict ending point. People actually came organised instead of treating gatherings as idea workshops. Communication wasn't managed like texting. And here's the kicker they had a organisation wide policy that unless it was genuinely urgent, professional contact ceased at evening.
Groundbreaking? Not really. But the results were outstanding. Team productivity was higher than any similar sized Company I'd worked with. Workforce stability was almost perfect. And client satisfaction scores were off the charts because the work quality was consistently excellent.
The founder's philosophy was simple: "We employ capable individuals and trust them to manage their work. Our responsibility is to establish conditions where that's actually possible."
Compare this to this resource sector business in Perth where managers wore their 80 hour weeks like badges of honour, sessions went beyond allocated time as a normal occurrence, and "critical" was the normal designation for everything. Despite having substantially greater funding than the digital business, their worker efficiency levels was roughly half.
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