Time Management -
How to Help an Employee Who Struggles with Time Management - Sun and Planets Spirituality AYINRIN
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Summary.
If you have direct report struggling with time management, it can be challenging to know how to address the issue. Fortunately, there are ways that you, as their manager, can help. Before you get frustrated or deliver a harsh feedback in an unproductive way, first consider yourself. Identify the emotions you’re feeling and why, and assess where there might be times you’ve contributed to the problem. Then, pinpoint the stress and communicate your needs to your direct report in a calm manner. Help them prioritize work, setting milestones, requesting daily updates, and so on. Be sure to celebrate progress — especially at the beginning. Finally, if it looks like they need it, consider getting them outside support from a coach.
The tell-tale signs are there: Tasks done at the last minute, completed late, or even forgotten. Tardiness at meetings. No response to e-mails or replies at weird times, like 2 a.m. And more explanation of why items aren’t done than action to finish them.
You’ve
got a direct report struggling with time management. As a manager, it
can be challenging to know how to address the issue. On the one hand,
you need them to get things done, and your natural tendency can be to
respond in obvious annoyance at the lack of follow through or even to
consider writing them up. On the other hand, you want to develop your
team members. You may have truly brilliant individuals who you know have
the potential to be exceptional contributors if they could only figure
out how to use their time effectively.
As
a time management coach, I talk with people who struggle in this area
every day. I know how their brains work, and I help them to move into a
place of higher levels of productivity.
If you’re a manager unsure of how to help, here are some practical steps you can take to improve the situation, starting today.
Acknowledge your own emotions.
If
you’ve been managing this person for a long time, you’ve likely
experienced a broad range of emotions ranging from mild irritation to
outright infuriation. Your feelings will vary depending on how severe
the issues have been, the stakes involved, your personality, your
expectations, and your stress levels.
Before
you give feedback to your employee, acknowledge your own emotions.
Write out anything you might be thinking or feeling in a free-flow
manner. Do not share
your raw thoughts (via email or otherwise) with your colleague. This
exercise is so you can become aware of your own internal state.
Process
what you’re feeling on your own or with a trusted person and honestly
assess why you’re so upset. Is it a lack of control? Fear?
Embarrassment? Stress?
This
process helps you to release pent up negative emotions before you give
feedback so that you’re not overly harsh with your direct report and do
more harm than good.
Assess your part.
Your
direct report may very well have poor time management. But you might
want to consider whether you also have poor time management skills and
in which ways, if any, you’re contributing to the problem.
If
you send over assignments last minute, don’t give clear direction,
refuse to set priorities, have no follow-up system, or forget to give
feedback, then your actions could be playing a role in the situation. If
you also expect your employees to be constantly available through
email, chat, or other channels, so they can’t set boundaries to complete
focused work, you’re also partially at fault for the struggles they
face.
By
identifying these issues in advance of the feedback conversation, you
can go in acknowledging where you could also have done better.
Pinpoint the stress.
Earlier
this year, I had a situation I found very stressful with an outside
contractor. There was a large project that I needed them to complete,
and they were very delayed. One day as I was thinking about it, I
realized that within the larger project, there were just a couple of
distinct items that mattered most. Once those were done, my stress would
dramatically decrease, and the other parts could take more time.
By
clarifying my most important needs, I felt much less stressed and could
communicate what I needed to get back most urgently, even if the whole
project wasn’t done.
Take
the time to think through exactly what’s causing issues for you with
your direct report’s lack of time management: Do you not have what you
need for important update meetings or presentations? Are you
experiencing stress from them asking you to review things last minute?
Are their actions costing you time or money? Do you feel anxious when
there’s not good communication on status? Once you know this, it will
help focus your feedback discussions.
Communicate what you need.
Once
you know exactly what’s bothering you, calmly communicate exactly what
you need, when you need it, and why you need it. You can also ask them
what they need from you to help them be successful.
Although
you may feel tempted to unload all of your frustration on your direct
report about the stress they’ve caused you and the issues they’ve had, a
harsh approach will typically backfire. They’ll be so overwhelmed by
your anger and shut down or become defensive and stonewall. Take deep
breathes, and try to remember that they likely mean well but simply
struggle in this area.
Help at the start.
In
some situations, simply giving feedback about what you need or want can
improve the situation. But in others, you’ll need to do more to help
things move forward.
To get your direct report started, consider taking these actions with them:
- Work with them to prioritize the work
- Brainstorm the direction to take
- Talk through the smaller parts
- Set up intermediate milestones
- Do some of the work with them in a meeting
- Team them up with colleagues
- Request daily updates on what they planned to do and what they’ve accomplished
Structuring the situation so that they can get and keep momentum can make a world of difference.
Appreciate progress.
When
you start noticing movement in the right direction, show appreciation
for each step forward. You may feel concerned that giving positive
feedback too quickly when they haven’t done everything yet will cause
them to slack off. But the opposite is usually true. Positive feedback
helps to build their confidence, positivity, and motivation and can
propel them toward better and better outcomes.
Your
direct report likely knows they have really bad time management and may
feel worse about it than you do. Laying into them is counterproductive;
increased negative emotions about their work usually causes more delays, not less. Remember that you’re on the same team. Instead of tearing them down, build them up each step of the way.
Get outside support.
Sometimes
you’re too close to a situation. No matter how hard you try, you can’t
provide objective, calm feedback. Or your direct report may not be able
to be honest with you about what’s truly going on, such as wasting hours
each day scrolling on their phone or a situation at home that may be
distracting them.
In
these situations, it can be helpful to connect your employee with
outside resources such as time management training, an internal coach,
or an external coach who can help them to develop these skills. Someone
with experience in helping people overcome these challenges and who is
more emotionally distant from the situation can often be more effective
than someone with a history of frustration.
As
a manager, you can’t force anyone to improve their time management. But
your communication and actions can make a huge difference in your
direct report’s ability to overcome their struggles and increase their
productivity.
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