The Quest to manage time effectively

My business experience has afforded me the opportunity for both personal and intellectual growth in environments where responsibility was and is highly valued.
What you are about to read below is one of the most profound discoveries I have made while travelling the journey of employer / employee behaviour.



The allocation of time toward the execution of duties is fundamental. Where the employee is unable to make such an application, it becomes necessary for the employer to install solutions suitable to the tasks.
Managing time to ones benefit in the workplace is a skill rarely implemented. While productivity and productive activity is not effectively measured by reporting and the application of corrective assistance, the need to manage time and the importance thereof will remain irrelevant or secondary to any employee.

Great lessons can be taken from manufacturing businesses. These types of businesses work on the completion of orders within a specific space of time or a production line that have targets they work toward. The environment may differ from an office or administrative workplace because of the close proximity employees work with their immediate seniors, but the principals remain the same. Often, employers incentivize on performance as a means of raising productivity levels.
Bearing in mind that males and females are driven by different desires and therefore the incentives offered has to be fit and proper.

Insurance houses use methods that increase activity, ultimately increasing sales. A big contributing factor to increasing activity is the effective dedication of time applied to every activity. It is a known fact that 21 days of consecutive practice of a specific function becomes a habit. Therefore the best way to start to learn how to manage time is to start using a diary and to consult that diary every day. This will allow you to learn how to space tasks and appointments in keeping with the codes of good practice.

Employers prefer consistent good business as opposed to short lived high figures. Employees who deliver on a high note from the start, burn out far quicker than the ones who strategically plan, deliver on average, but deliver consistently. Although there’s nothing wrong with doing excellent, it is doing excellent all the time, that’s the problem. In other words: maintaining the level or standard set by yourself can sometimes be to your detriment. Employees should allow expectations to be set by employers.

Managing time effectively will allow you to deliver efficiently & consistently.