Overcoming Time Constraints

While it wasn’t necessarily a direct lesson I asked for at the time, the availability Terry has provided me with for close to three decades shows my just how much value he’s seen in me - as well as everyone else he’s mentored over the years. The humility he’s modeled through the process has taught me even more. That said, I can point to countless times in my own career where others have asked me for input and the demands of whatever role I was in made it almost impossible to accommodate their request; almost…

We’ve all known great people in leadership roles who had the best of intentions for being available when someone on their team needed them. But we’ve also all heard where the road that’s paved with those good intentions leads.

I could list multiple mentors who have always found ways to overcome the busyness of their packed schedules so they could be present when I had a need. And I could share about even more in positions of authority who could have done the same but chose not to. Instead, I’ll detail some steps that have helped me actively earn trust by being available as I invested in others’ growth. Whether we’re showing how we value the people around by being available or we’re practicing the art of responsiveness, we’re making a conscious decision for how we use our time; the time we never seem to have enough of to even fulfill our normal responsibilities. But to truly leverage leadership growth, seeing others’ worth - be that through responding or making ourselves available - is often our greatest responsibility. It can also provide some of our greatest returns.

I thrive on a heavy workload. In fact, I’ve had many people refer to me as a work-a-holic. So be it. Truth be told, I have systems for ensuring the work I need to accomplish gets the necessary time dedicated. Since just after Cindy and I were married, I’ve maintained a meticulous calendar. Early on, it was on a Palm Pilot, followed by a Blackberry, and now the Google Calendar app on my iPhone. The technology is irrelevant; the discipline is what’s made all the difference. Technology only speeds up our existing practices - for good or bad. Developing the discipline to maintain and adhere to the schedule laid out on my calendar has allowed me, for more than 25 years, to achieve far better results than I could have imagined.

Through all that, I’ve had to force myself to block time for the people who need it. If you’re in a leadership role or you’ve run a business of your own, you know there’s never a shortage or things that need attention. Regardless, there are people in our lives who need it more than that next task we want to check off our list. (Just in case you’re wondering, this is for me as much as it is for you…) I once heard a pastor explain the importance of getting the most important things done first. He said that if he knew Jesus was coming back halfway through lunch, he was starting with his dessert. For scheduling purposes, specifically in valuing others and being available, I’ve learned just how crucial it is to block time for Cindy, our family, and the people we care about most before allowing my calendar to be consumed by all the other things I know I’ll fill my time with. If that time isn’t scheduled, it doesn’t happen. Remember that road paved with good intentions?

I realize some people will interpret this as impersonal; you have to schedule time for your wife? I’d counter that by asking if they place so little value on their spouse that they’re not willing to…

Those simple steps - developing the discipline to meticulously adhere to a schedule and block time on that schedule for the people who matter most - have been powerful. Applying that same approach with the team members, business associates, and people we mentor has proven equally valuable. But it never happens on its own. Before we look at how we can turn these disciplines into a sustainable culture of value, I’ll challenge you to look for an opportunity to free up just one hour each week where you can be available to someone who needs your input.