We all transmit examples and if you manage a team, you pass your own work style to your team, including how to use time.

Therefore, in order to achieve effectiveness, it is essential not only to be convinced of the value of a systematic approach to time-use techniques, but also to use them and trasmit to the others. To do this:

• Make the time usage discussion a regular part of the performance review, and set improvement goals.
• If you can get each of the people on your team to take on and share that idea, you’ll have achieved an impressively impactful multiplier effect.
• Your collaborators don’t handle time well if you don’t. The team always has to follow the example of the boss, in both good and bad manner.
• Don’t make it difficult for them to do it or find excuses for them.
• Dedicate the precise time to the development of your collaborators; learning and training do not appear freely and spontaneously; achieving one and the other is the role of the boss. It is your duty to do so; but it’s above all your interest. The ability you achieve as a boss is the ability you can achieve from your team.
• Analyze your workflow and look for ways to simplify it. We do not talk anymore about organization, because it’s supposed to be a lesson already learned but we can assure you that if anything can simplify and make shorter your process, it’s means to organize it properly.
• Look for causes of your team’s wasted time and discuss with it periodically how to attack them. Keep in mind that, as a group, the causes of time wasting multiply, but solutions are also enhanced.

“Practice and train, you’ll save time”