Sep 21 2024 12 mins 27
Podcast 339
How do you prioritise your tasks and estimate how long something will take to do? That’s what we’re looking at this week.
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Script | 339
Hello, and welcome to episode 339 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development and goal planning. My name is Carl Pullein, and I am your host of this show.
This week, I have two common questions to answer: The first is how do I prioritise when everything’s urgent, and the second is how do you know how long a task will take?
Your areas of focus and core work determine one, and the other is impossible.
Before I answer the question, I’d like to let you know that I am now on Substack. There will be a link in the show notes for you to subscribe.
I have a crazy plan to write on Substack every week and, over a year, complete a book. The book will tackle the time management and productivity problems we face today and use subscriber comments and questions to enhance the book. If it’s any good at the end of the year, I will publish the book.
So, please help and become a subscriber. You can become part of something very special. Okay, on with the episode.
Let me deal with the impossible issue first. How do you determine how long a task will take?
The problem here is you are human and not a machine. This means you are affected by how much sleep you got last night, your mood, and whether you are excited by the task or not.
You will also be affected by things like jet lag, whether a close family member is sick or if you had a fight with your spouse or partner that morning.
This is why I don’t recommend task-based productivity systems. They are not sustainable. Sure, some days you can do all your tasks and have oodles of energy left in the evening. On most days, you’ll struggle to do two or three of them.
I usually write my blog posts on a Monday morning. I’ve been doing this for eight years. I write roughly the same length each time—around a thousand words. Yet, some days, I can write the first draft in forty-five minutes; others, it takes me ninety minutes to write 750 words.
I cannot predict what type of day I will have. Yet, what I do know is that if I sit down and start, I’m going to get something done. And that’s good enough.
This means I know I have two hours to write, and something will get done as long as I write in those two hours. I want to finish everything, but if I can’t, as long as I’ve got something written when I return to finish later, it will be much easier than if I had not started.
However, that said, sometimes time constraints can help. If you know you have a deadline on Friday, and you also know you still have a lot to do, putting yourself under a bit of pressure to get moving on the project can help tap into your energy reserves. The trouble is that this is not sustainable or productive in the long run.
Doing that means you will neglect other parts of your work. Emails will pile up, your admin will become backlogged, and you will neglect other things you should be doing, meaning you will need to tap into those reserves repeatedly.
And that becomes a vicious circle.
What works is to allocate time for your important work each day. Instead of focusing on how much you have to do, you focus on your available time.
Imagine you are in sales, and you have follow-ups to do each day. If, on average, you need an hour to do your follow-up, that would be the time you protect each day for doing your follow-ups. Some days, you will complete them in less than an hour; others, you won’t. But it doesn’t matter. As long as you do your follow-ups daily, you will always be on top or thereabouts each week.
And let’s be honest: When dealing with phone calls, nobody knows how long they will take. It’s just not something you can predict.
Now, on to the question of prioritising your day.
This comes back to knowing what is important to you and your core work—the work you are paid to do (not the work you volunteer to do).
All the classic books on time management start with you thinking about what you want before you dive headfirst into sorting out the mountain of work you think you must do.
You see if you do not know what is important to you, everything that seems remotely urgent will be important to you. And that is not true at all.
It could be argued that not knowing what is important is just plain laziness. You’re delegating an essential aspect of your life to everyone else because you cannot be bothered to decide. If you don’t determine what’s critical, then everything becomes critical. That’s the easy way out—although the consequences are never pleasant.
I remember when I was a trainee hotel manager. I did two years in night management. When I joined the night team, I inherited three night porters. One of them was aggressive and would speak his mind if he didn’t like something or felt it was a waste of time. One was a stickler for doing only what his job description said, and the third one was gentle and willing to do anything asked of him.
As their manager, guess who I got to do the little things that popped up randomly during the shift? The third one.
As a manager, I didn’t have time to argue with the two other night porters about whether something needed doing or was part of their job description. So, I dumped everything onto Martin. (Sorry, Martin)
If you don’t know what is important to you and what your core work is, you will be dumped on. And that is often the main cause of why you have far too much to do.
To overcome this at work, know what your core work is. Then, prioritise that work. For instance, if you are a photographer, you are paid to take photos. So, taking and processing those photos will be your most important work. Nothing should ever pull you away from doing that work.
Similarly, finding new clients will also be an essential part of your work if you are a freelance photographer. That may involve curating an Instagram account and perhaps some other social media.
Any activity or task involving those parts of your work should always take priority over everything else. Researching new lighting, redesigning your website or helping a family member find a good photographer (assuming you cannot do it yourself) are not your priorities.
What I find helps is to list your core work tasks—the tasks you need to do each day or week and then ensure you protect time in your calendar for doing that work.
Once it’s protected, nothing but an emergency will move it.
This work is your core work and, therefore, your priority. It’s where your income comes from and what you will be judged on for promotion. Screw this area up by doing low-value stuff for other people may make you liked and popular, but you will be swamped, stressed out and exhausted at the end of the day.
You need to set boundaries.
Setting boundaries does not mean you become unpleasant towards your colleagues. It means there’s a time and a place for work and a time and place for socialising. Don’t mix the two up.
Here’s an exercise you could do. List out your core work—the work you are paid to do. Then, calculate how long you need, on average, to do that work. As this is your core work you should have some data—it’s likely to be on your calendar.
If you don’t have the data, monitor it for a week or two. That will give you sufficient information to make the calculation.
Remember, you won’t necessarily be perfectly accurate. You’re human, after all. But all you need is an average.
Let me give you an example. I know if I protect twelve hours each week for doing my core work, I will be able to get it all done. This means if I were working a regular forty-hour week, I would still have twenty-eight hours available for meetings, dealing with emergencies and anything else unexpected. Surely, that’s enough time?
You, too, will likely find you don’t need much time for your core work. However, until you know what that work is and have calculated how much time, on average, you need to complete the work, you are flying blind. And your brain will tell you you don’t have enough time.
Externalise it, write it down, get it into your task manager and calendar and protect the time.
Over the last 100 years or so, many books have been written on time management and productivity. Professors, senior executives, and business titans have studied the subject relentlessly, and in almost all cases, they have come to the same conclusions.
To be on top of your work and live a balanced life, you must know what you want time for. If you don’t know that, you will quickly find yourself wasting that precious resource. (And, of course, building huge backlogs of stuff you’ve neglected)
So, there you go. First, you will never be able to accurately calculate how long a task will take. You are not a machine; you’re a living, breathing human being susceptible to emotions, low energy, and sickness. Stop trying. Instead, allocate time for your work, get as much done as possible within that time, then take a break and move on.
Getting started is the most critical thing. It’s better to do 25% of the task and only have 75% left. At least you’ve started and will know how to finish.
And secondly, be very clear about the work you are paid to do. That’s your prioritised work. The work you volunteer to do should never be prioritised over your core work.
I hope that helps.
Thank you for listening, and it just remains for me now to wish you all a very, very productive week.
