Veja como você pode conciliar tarefas de forma eficiente e gerenciar seu tempo como líder de nível básico.

We all have the same hours in a day so effective time management is critical. Understanding the difference between urgent and important tasks is crucial. I begin by identifying tasks with tight deadlines (urgent) and those with significant impact on our goals (important). While these categories can overlap, they often don't. I prioritize tasks that are both urgent and important first, ensuring our focus is where it's most needed. By scheduling the rest based on their importance, we can avoid getting sidetracked by less critical tasks.

A gamechanger for me as a leader was to prioritize max. 3 tasks per day! Sometimes "only" 1 or 2. But these tasks had to be finished, NO MATTER WHAT! 1-3. Sounds not much, BUT: if you do it continously every day you make sure that the most important taks are getting done. And yes, if you have finished your top prio tasks, then you can work throug your remaining tasks. Important: Do the priorisation the evenening before! Because you should not open your mail until the first important task is done!

As an entry-level leader, things can easily get overwhelming. You will be pulled in many directions and you will need to figure out how much time to give your team, how to manage conflicts and people and how much time to give the tasks at hand. Give yourself some time to figure out what is important, what is urgent, what needs your attention, what can be delegated etc. You will not have all the answers on day 1, week 1 or even month 1! Try the simplest rule - which is to focus on the hardest tasks first thing in the morning. Everything else follows

To efficiently juggle tasks and manage your time as an entry-level leader, prioritize tasks based on importance and deadlines. Use tools like to-do lists or time management apps to stay organized and track progress. Delegate when possible, communicate effectively with your team, and allocate time for both daily responsibilities and professional development to ensure effective time management and task completion.

As a manager, the main question you are constantly answering is 'How can we get this done?' As a leader, one of the main questions you should come back to regularly is 'Why are we doing this?' By dedicating time to understand and question the 'why' of what you're doing, you'll gain a deep understanding regarding efficiency and impact. The 'why' questions that don't have a clear answer are often areas where outdated or inefficient processes are hiding. The 'why' questions will also help you to find ways to motivate your team by putting the work they do into larger contexts. Use this as a prioritization tool when leading.

You can only delegate effectively if you know your team and know each of their strengths. Get to know who does what, what they are good at, what they can accomplish and what motivates them. Build relationships with your team. ...that way you will be able to trust them with work and know what they can deliver.

The best leaders don’t do everything themselves. They work through people. Here are 7 ways to get better at delegating: 1) Delegation doesn't mean giving up responsibility. You're still accountable for the outcome. 2) Not everything can be delegated. Some tasks require your expertise or authority. 3) Delegation takes time. It's an investment in training and trust-building. 4) Don`t micromanage. Trust your team to do their job. 5) Delegate authority, not just tasks. Give your team the power to make decisions. 6) Delegate to the right people. Match tasks to skills and interests. 7) Provide the necessary resources. Ensure your team has what they need to succeed.

Delegation is about trust and providing context. As you are delegating take the extra time to help direct reports understand the context in which you're delegating. This will provide them with a compass that they can use to navigate the tasks you've delegated to them.

Delegation should always be done with people you trust and those that trust you. Your trust needs to be expressed in such a way that the person won't want to let you down. By delegating important, but not critical tasks, you are showing that you want them to develop to become a better leader. This instills trust in you.

I always suggest entry-level leaders who wants to be more efficient to adopt the following strategies: Prioritize Tasks Identify the most important tasks and tackle them first. Use tools like the Eisenhower Matrix to distinguish between urgent and important tasks. Delegate Effectively Learn to delegate tasks to team members based on their strengths and capabilities. This not only lightens your load but also empowers your team. Time Management Adopt time management techniques such as time blocking or the Pomodoro Technique to maintain focus and productivity throughout the day.

OHIO - Only Handle It Once. If there is something that is critical then you take care of it right then and there. If it is important, do it next or delegate to someone you trust. Unimportant things can either be tossed in the bin or reviewed at a later date. Your time is money. Your mindset is money. Don't waste either on unimportant things.

As an entry-level leader, Managing meetings is critical. I noticed that at the beginning of their leadership careers, young leaders tend to have too many meetings - avoid this mistake. Be Clear on the following: - What is the Agenda - What are the outcomes of the meetings - Who are the target audience for this agenda - Ensure calls to action are clear - What was discussed in previous meetings, track the actions As you progress, reflect on the meetings you are hosting and attending. Most importantly, in between the meetings and at the start of the meeting do have Mindful moments - take a few breaths in and out to refresh your thoughts and be at your best natural intellect.

There are 3 major types of meetings: relational, adaptive, and transactional. Transactional meetings are used to get specific tasks completed. Adaptive meetings are used to solve unexpected problems together. Relational meetings are used to provide opportunities for team members to learn more about each other and provide the basis for creating community. Over-communicating what type of meeting you're intending to have will reduce frustration and increase the value of each meeting. For instance, if I think I'm coming to a transactional meeting and someone begins asking relational questions I'm annoyed that we're not getting down to business, but if I expected to come to a relational meeting then those same questions make sense.

Never have a meeting where an email will suffice. I believe meetings are for passing on sensitive material where documentation may become problematic, such as legal issues. If you need to have a meeting then ask the attendees what issues they may want to discuss at the meeting. Let's be honest, next to PowerPoint presentations, meetings are a time thief.

Manage Like a Boss: Tech Powers Your Time Feeling overwhelmed? Here's your tech-powered rescue plan: Project Management Mavens: Utilize software to track deadlines, collaborate, and monitor progress. Scheduling Savvy: Embrace apps to manage your calendar, set reminders, and stay on top of meetings. Automation Army: Let apps handle repetitive tasks, freeing up your time for leadership. Tech is your secret weapon. Use it wisely to become a time management master!

I leverage technology on a daily basis. I taught myself Python using ChatGPT and Bard AIs. Pen and paper are fantastic tools for hard copy but technology, when used appropriately, can determine success or failure of a job or a task.

While technology provides essential tools for managing tasks and schedules, it's crucial to use it wisely to maintain focus. Implement strategies like time-blocking to allocate specific periods for concentrated work, minimizing disruptions. During these blocks, turn off notifications and close unnecessary applications, especially email, to avoid distractions. This method not only enhances productivity but also helps you to fully engage with your leadership responsibilities without the constant interruption of less urgent tasks.

Self-reflection is a powerful practice and does wonders. Great leaders do below, let's delve into the 4 secrets 1) Do it consistently and at your best optimized time. 2) Never be judgmental in reflection time. It should always be about you, go inside of you. 3) Making journal entries of your reflection outcomes is a great way to evolve. 4) Periodically take feedback and forward thoughts from your teams so that you improve in the coming days with better outcomes. You are " Born To Win "

For entry-level leaders, reflect on your EI and AI skills. Both are powerful companions : EI ( Emotional Intelligence ) helps to improve yourself. AI will help in the way you deliver the work. Make the best use of EI & AI

Don't have an open-door policy. As an entry-level leader, there is a significant learning curve with wanting to be a service and helpful while also wanting to prove your knowledge and that you are the right person for the position. This lacks boundaries, and it is tough to stop being easily accessible when it begins that way. Also, having an open door policy at this stage has inconsistent emotions and slows the implementation process of systems and structure. Instead of an open door policy, let the team know the structure of when and how they can share updates and progress (i.e., team meetings, shared communication channels, individual meetings, etc). Also, let them know the protocol for emergencies.