Business owners often overlook how empowered they are in setting their agenda.
Most business owners claim to be a victim of poor diary management. This results in their priorities being constantly ignored or deferred.
I am passionate about taking control of Diary Architecture.
Architecture is a useful term to introduce here as it relates to the art and science of construction. It is the style of design and method of construction.
In this blog, I will explore how to adopt a Diary Architecture that puts you in control and makes your priorities paramount.
Time management is often talked and written about. But mostly in relation to employees.
While business owners do consider it from time to time, it nearly always becomes ‘too hard’ and deferred as a focus.
This is sad as it is one of your true superpowers as a business owner.
You have agency and free licence to be completely independent in setting up your diary (read life).
I hear the protestors shout all the usual objections around operations, crisis, customers, staff and meetings.
But it can be done with foresight and discipline.
High achievers know the secret to leveraging happiness and high performance through being elite in their Diary Architecture.
Put simply, Diary Architecture is the way in which we design and set up the propagation of activities over each week and month of our life.
Most business owners start by filling it up with ‘stuff’ that is imposed on them. They become almost a victim of being time poor.
As they surrender their diaries (time) to others propagating their diary, it simply gets filled up and eliminates the ability to focus on what they want.
The secret to elite Diary Architecture is to flip this, and it might seem counter-intuitive to you.
Reverse-engineer the activities and outcomes you want to spend time doing.
Before you start, think about your own personal biorhythms. Your biorhythms will suggest when you are at your peak throughout a day. Then schedule your most important activities when you are hitting your peak. This is important in considering when to schedule certain activities.
First the non-negotiables.
In relation to internal meetings, adopt the Minimum Effective Dose (hat tip to Tim Ferriss) where you establish the minimum number of meetings (and time) you need to run your business effectively and efficiently. Try and schedule these meetings together on 1 or maybe 2 separate days of the week. Lock these in.
Cal Newport in his bestseller book Deep Work is a world leading expert on productivity. He suggests we need to block 2-3 hours of what he calls ‘Deep Work’ every day (or at least 3 times a week) to block out to work on our key priorities and goals. This might include key business projects or other key personal items you want to work on. This ensures that this important work is scheduled in advance and never risks omission in your Diary Architecture.
The other critical item to schedule is time for mindfulness (meditation/affirmation) and physical exercise (gym, running, walking etc) so that it. Book a meeting with yourself.
Customer communication, meetings and other operational activities can be scheduled in blocks with an afternoon allocated (blocked) weekly to provide the spontaneous ability to address an important issue quickly.
Business administration (email, phone, payroll, reporting etc) is next and can be scheduled in small blocks. Schedule these at times your biorhythms are lowest.
Next is life admin (personal tasks) which you might allocate to 1-2 hours weekly. Schedule these off-peak.
And finally, leave some windows in your diary free. Cal Newport calls these ‘office hours’. ‘Office hours’ are designated times when you are free to be contacted to respond to anything in real time. In ‘office hours’ customers, employees, suppliers, advisors and other cohorts can contact you every week. For example, you might have ‘Office Hours’ from 2-3.30pm on Tuesdays & Thursdays. Of course, if nobody contacts you, you simply free to work on something you wish to.
Each week conduct a ‘week in review’ of your prior week activity noting the wins, losses and lessons. Focus on where you fell over and recommit to your new architecture. Once you have done it for 6-12 weeks, it will form a habit.
On a monthly basis, ensure your Diary Architecture includes scheduled time for month end, prior month in review, assessment of month ahead and reporting analysis. Schedule a Monthly Management Meeting & Monthly Team Meeting. Consider a ‘Catch Up Day’ which I use monthly to catch up on all my loose ends so that I start the new month unencumbered.
On a quarterly basis, ensure your Diary Architecture includes personnel reviews or check-ins with staff. Implement a Quarterly Team Meeting to update the team on prior quarter, the quarter ahead, year to date performance & metrics and current hot issues. Consider a Quarterly Retreat for yourself to reflect and reinvigorate.
On an annual basis, schedule strategic planning around your business strategy, budgets, pricing and annual staff performance reviews. Consider annual reviews with key customers and suppliers. Schedule annual leave for yourself for the year ahead. Take a major Annual Retreat to reflect on the year both in business and personally. Set your goals for the year ahead and what special projects you wish to tackle. Host a Team Launch for the new financial year outlining key strategy and targets.
Take control of your Diary Architecture.
Don’t be a victim of other people setting your schedule and effectively your life.
Re-engineering the way in which you schedule your time will revolutionize your life.
One of the key objections to this approach received is the fear that owners will work more hours and have less time.
This is to the contrary. Working smarter and not harder saves hours. These efficiencies compound.
I have adopted this myself for nearly 20 years and it simply works.
Tackle the changes to your Diary Architecture in the order in which I have suggested, and you will see major changes in your business and personal life.
Not only will you have a better business, but you will have greater satisfaction in all aspects of your life.
Isn’t achieving this the reason we originally went into business?
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