Enhancing Productivity Through Task-focused Time Allocation

What is “Time-Based Productivity”, and how can you apply it to your daily work? That’s the question I am answering this week. 

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Script | 322

Hello, and welcome to episode 322 of the Working With 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.

One of the huge benefits of the Time Sector System is that it removes the tyranny of task-based productivity and replaces it with something more concrete: time. 

You see, tasks will never stop coming at you. Your kids’ toys need to be picked up, the laundry needs to be done, your bed needs to be made, and you’d better check the refrigerator to see what you need to pick up from the supermarket. And that’s before you start your work day. 

If you base your productivity system on the tasks you need to do, you will wear yourself out. It’s impossible because it’s never-ending. There are no barriers, and you will see this rather quickly if you use a task manager. Task managers fill up, and everything is screaming at you to be done. 

But then you’re faced with the question: where am I going to find the time to do all these tasks? 

It always comes back to time. 

This week’s question asks how you can transition away from this tyranny of task-based productivity and bring a sense of control and calm into your world. 

So, let me hand you over to the Mystery Podcast Voice for this week’s question.

This week’s question comes from Jens. Jens asks, hi Carl, I am always overwhelmed with tasks and never able to get all my work done. I am also constantly interrupted by messages and emails and never seem to be able to get a quiet moment. How would you handle this situation? 

Hi Jens, thank you for your question.

You describe a real problem today. Over the last fifteen years or so, technology has broken down the barrier between our work and personal lives. Long gone are the days where when we finished work for the day we really did finish work. If we needed to respond to a work email, it had to be done from our office computer. Once we had gone home, that was it. No more work email.

Sure, there were other issues—people staying late in the office for one, but at least when you left your place of work for the day, that was it. You left work at work. (Or it certainly felt like it.)

So, what can you do today to establish some barriers so you do not always feel pressure to do more? 

A few years ago, I discovered that if you base your system on task management, you will lose. Tasks are never-ending, and there will always be more to do than time available to do them. 

It was that phrase—“always more to do than time available” that gave me a clue towards the solution. If tasks were unlimited, then perhaps I could work on the one area that was limited—time. 

Working with time gave me natural limits or constraints. There are only twenty-four hours in a day, and during that time, I need to eat and sleep at the very least. That then gave me a new number to work with. Given that I personally need around seven hours of sleep and, let’s say, ninety minutes for eating, then all I had left was fifteen and a half hours for everything else. 

Once you work out how much time you need for sleep and eating, plus time for personal hygiene, you likely will have around fourteen hours a day to work with. 

So the temptation is often how much work can you fit into fourteen hours, yet that’s probably not the best place to work from. 

Work is just one part of your life. It’s an important part, but so is time spent with your family, getting a little exercise and perhaps some relaxation activities such as watching TV, reading a book or watching your favourite sports team. 

When you add up all the time you need for these activities, your work day will likely be around eight to ten hours. 

So, what can you do in, say, nine hours?

Well, let’s break things down a little further.

Email and Slack or Teams messages will probably be a big part of your work—particularly if you are a knowledge worker—i.e. you are employed for your brain rather than your physical strength. That being the case, how much time do you need to be able to stay on top of all these messages and emails? 

In my case, I need about an hour a day to respond to my actionable emails. You will likely be around the same figure. Think of it this way: if you had one uninterrupted hour each day for responding to your actionable emails, would you be able to stay on top of it? 

If that’s the case, then you need to protect an hour a day for managing your communications. If you accept you need an hour yet do not protect that hour, what’s likely to happen? 

At the very least, you’ll need two hours the next day, three the day after that and so on. Where will you ever find two or three hours in a day for nothing but email and messages? 

Not protecting time for these activities is not sustainable. That’s how backlogs build up, and that just drains you. 

One of the first things I advise my coaching clients to do is protect some time each day for communications. This one positive action can bring huge benefits. 

The first is that you stop worrying about what’s lurking in your inbox. You know you have time protected to deal with it. This means you are going to be much more focused on the work you want to get done. The second is that it starts to reduce the “addiction” of going in and out of your inbox “checking” to see if anything important has come in. 

All that checking is creating havoc in your cognitive abilities to focus on what needs to be done. It’s hugely inefficient and drains your mental energies. 

Try to think of it in terms of the gears in your car. If you are constantly changing gears, you are going to run out of fuel much faster than if you get into top gear and stay there. You may not be accelerating as fast, but you are running at a much more efficient rate, which conserves energy. 

Constantly switching your attention to check email or messages does the same thing to your brain as if you were going up and down the gears. It’s highly inefficient and drains you of energy. 

But we keep checking because we don’t feel confident that we have sufficient time at the end of the day to clear any actionable email. 

The key to time-based productivity is to identify the types of work you are expected to do. For example, if you are a designer, how much time do you want to spend on design work each day? 

Imagine you protected four hours each day for doing focused design work; this means you could focus all your efforts on doing the work you were employed to do. From 8:30 am to 12:30 pm, you would block that time on your calendar as focused design work. 

Now, all you need is a list in your task manager called “design work”, and you can pick which you will work on that day. 

Now, I know many of you will immediately tell me that’s impossible. Okay, it might be in your situation. But rather than dismiss this idea, perhaps you could play with it. 

Perhaps instead of blocking the first four hours of your day for focused work, you could break it down into two-hour segments. You could do two hours of focused work and one hour of miscellaneous work, such as communicating with your clients and colleagues. Then do another two hours in the afternoon. 

That would still leave you with four hours for meetings, returning calls and messages, and handling emails. 

I promise you that one change will radically improve your productivity and leave you a lot less exhausted at the end of the day. 

If this is so effective, why do so few people do it? Fear. 

It’s the fear of saying no to someone who wants to interrupt your protected time. And that’s hard. There’s an element of FOMO—the fear of missing out, but also a deeper human instinct to be alert for danger. That danger today, is not some predatorial mammal but angry bosses, upset clients and people thinking you’re being lazy because you’ve disappeared. 

However, when it comes to your evaluation as an employee, no one remembers whether you answered an email in thirty minutes or less. You will always be assessed on your results. 

People will always remember when you failed to meet a deadline or didn’t deliver an order on time. Saying, “But I replied to your emails and messages within a few minutes,” isn’t going to wash. 

The only way to get results is to do your work. If you’re wasting precious time allowing yourself to be interrupted and distracted, something is going to have to change. 

So, yes, if you base your productivity on the number of tasks you have to do, you will feel overwhelmed and stressed out. There’s only one end result—burnout, and that’s not very pleasant. 

Instead, make a list of your core work activities—the work you are employed to do and a list of the things you want to spend time doing—your non-work related activities. 

Then, open up your calendar and find time for those activities. 

With your core work, I recommend you fix it as repeating blocks on your calendar where possible. Find a time in the day when you are least likely to have meetings and block it out now. 

You may find that a fixed time is not possible because of the dynamic nature of your work; in that case, block sufficient time out on a week-to-week basis for you to get your work done. It’s an extra planning task, but it’s worth it. 

For the tasks you want to complete, place them in your task manager in folders designated by when you will do them: this week, next week, etc. Then, label or tag the task by the category of work it relates to. 

Is the task related to communication or administration? Does it relate to your core work as a designer, salesperson, or manager? On your calendar, create blocks of time for each of these categories. When the time comes, the only list you need to look at is the list of tasks for that particular category. Then, do as many of them as you have time. 

If you remain consistent with this process and don’t cherry-pick the easy tasks, your output will soon shift upwards. I know; I’ve seen it time and time again. It works, and very few people ever complain you are no longer as available. And the few that do, once you explain you need quiet time to get on and do your work effectively, they soon stop complaining. 

Switching away from unsustainable task-based productivity is easier than you may think. It does take a positive effort, though. To start, decide how much time you need each day to fulfil your work commitments and go from there. Once you see it working, you will be encouraged to add more focused time blocks. 

Thank you Jens, for your question and thank you to you too for listening. It just remains for me know to wish you all a very very productive week.