Managing Unknowns and Developing a Productivity System

This week’s question is all about managing the unknown “urgencies” that will come up each day.

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Hello, and welcome to episode 294 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 for this show.

How often are your planned days destroyed by something you never even considered when you began your day? It’s likely to be frequent. That’s just the nature of life. It’s always been that way, and it always will be that way. It’s something we need to work with, though, and to develop ways to overcome the worst effects of these unknowns. 

That’s one of the reasons why the Time Sector System can be so powerful. If you set things up—knowing what your areas of focus and core work are, then you have a built-in prioritisation method that will help you to sort the important urgencies from the less important ones. 

I have to be honest. I have never worked in a job where everything was predictable. There has never been a day where nothing unexpected happened. Take today as an example. When I began the day, I had four hours of meetings booked in the morning and three hours in the evening. By the time I had completed my morning routines, half of those morning meetings had been cancelled. 

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

This week’s question comes from Alex. Alex asks, Hi Carl, I like the idea of the Time Sector System, but the bit I am not sure about is how you deal with all the unknown tasks that need to be done in a given week. What do you do with those tasks? 

Hi Alex, thank you for your question.

This has always been an issue for people since the first humans evolved many hundreds of thousands of years ago. After a night’s rest, we would wake up with the plan to find food. If, during the night, you were surrounded by some hungry predators, your focus at that moment was no longer on finding food but on finding safety. Your survival instincts kicked in and overrode your hunger instincts. 

Today, while things are no longer as black and white, we are still facing similar dilemmas. Now, instead of a choice between food and safety, we are faced with a choice between writing the report that needs to be finished tomorrow or dealing with our boss’s demand for an update on a project you are working on. 

Or, as in the case of a client of mine attending a meeting or dealing with a flat tire she just discovered. 

It’s very rare for your day to go according to plan, yet I would still recommend you make a plan. 

Making a plan is less about what you intend to do and more about setting the direction for the day. For example, one of my tasks today is to write this podcast script. It would be fantastic if I were able to finish it in a single day, but the chances of that happening are slim. However, if I can make a start on it and get, say, 30 or 40% of it written before the day’s end, that would be good enough. I would be happy with the outcome. 

The Time Sector system is about setting yourself realistic expectations about what can be accomplished in the week. It’s about identifying what is really important and being able to recognise when something that appears important is not really important at all. Once you know what is important, you very quickly learn what is not and can either ignore it or delegate it.

Let’s imagine you have decided that anything your boss asks you to do on top of the work you are employed to do is urgent and important; then what you have decided is to allow yourself to be overwhelmed and stressed. There’s a limit to what you can do each day and week. If you prioritise the unknown over the known, you’ve just set yourself up for a very stressful life. 

The Time Sector System teaches you to quickly identify what is important so that when something does come across your desk (or through Teams or email), you can identify whether it needs your attention right now or can wait until another day. 

I saw that someone had written on a discussion board that the Time Sector System doesn’t work because it does not allow for sudden tasks coming in. That’s not an accurate assessment of what the Time Sector System is. What is an accurate description is you prioritise the important so that when something new does come in, you can make a qualified decision based on what you have identified as being important that week. 

Right now, my accountant is drawing up my annual accounts. Each day, she sends me requests for further information, which I need to action that same day. I have no idea what she will ask me for; all I know is there will be something requested. There’s no point in me scheduling time each day for this, as sometimes it may only require ten minutes; other times, it could require an hour to find the information. However, when a request comes in, I measure its importance against what else I have planned for the day and can decide whether I need to reschedule something or work a little longer that day. 

The important thing is I know what I want to and need to do that day before I begin the day. If I have sudden urgent requests to deal with, then great, I can decide that is where I will apply my time that day. 

Whether you use the Time Sector System or not, you will still need to deal with a lot of unknowns. These are a part of life and always will be. Having a method or a strategy for handling these is a critical step to becoming more productive. 

It’s also important to ensure you have a solid collecting system. Many things will come at you today while you are working on something important or are with a customer. You are not going to be able to stop and deal with that immediately, so you should be collecting it somewhere where you can assess its importance when you finish what you are doing. 

However, before you can accurately assess what is important, you need to know what important looks like. This is why there are two critical preliminary parts to creating a solid productivity system. That is to identify and define what your areas of focus are—while we all share the same eight areas, how we define these will be different for all of us. Equally, the action steps we need to take to keep these in balance will also be different. The second part is to define what your core work is—the work you are employed to do. 

If you want to learn how to define and develop your areas of focus, you can download the FREE Areas Of Focus Workbook from my website’s downloads page. I’ll put a link to that in the show notes

If you skip working on these two parts, everything that comes at you will be considered important. You have no frame of reference to determine what is critical and what is not. This means a demand from a boss or client will be very loud, and you’ll panic and rush to get whatever you are being asked to do done instead of pausing and assessing whether it is important or not. 

Now, if you have decided dealing with any request from your boss or customers is part of your core work, then fine. You made that decision, and when a demand comes in, you deal with it. However, for the most part, requests from customers and bosses are not always going to be “urgent”; they can wait until you have finished whatever it is you are doing or what is the most important thing that needs doing right now. 

Another reason why you should be pausing and not rushing to deal with demands as they come in is you miss the opportunity to chunk similar tasks together. Chunking (or grouping) similar tasks is one of the most effective and efficient ways to deal with your work. It prevents context switching—which is very draining on your mental energy—and because you are working on similar tasks at the same time, you will be more focused. 

A good example of this is managing messages. It’s accepted that going in and out of your email and Teams inbox all day is not a very effective strategy if you want to get important work done. It’s why one of the best new features in the last ten years or so has been the ability to turn on Do Not Disturb so you can focus on the work in front of you instead of being inundated with notifications and distracted. 

How often do you use this feature? 

Managing email and messages should be broken down into two parts. The processing—where you decide what something is and what needs to be done with it—and the doing, where you deal with all your actionable messages. 

Processing can be done anytime, although I recommend you do this in between sessions of work. For example, when in a meeting, you turn on Do Not Disturb so you can focus on the meeting. Once the meeting ends, you can open up your mail and messages and move anything actionable into an Action this Day folder. 

Then, later in the day—as late in the day as you feel comfortable with, you set aside time to focus on dealing with those messages. I’ve found that those who do this are more focused and less stressed. Those that don’t are not. 

At it’s very basic, Alex; you collect throughout the day, then before you finish, you go through what you collected and decide what needs to be done and when you will do it. If it needs to be done this week, then you can decide when you will do it based on the other work you have and what your calendar tells you about how much time you have available. If you are squeezed and have little time, you always have the option to “negotiate” with the other person about when you will do it—and that means your bosses and clients. You’ll be surprised how accommodating people are—after all, they are likely to be just as busy as you. 

I hope that has helped, Alex. Thank you for your question, and thank you to you for listening. It just remains for me now to wish you all. Very, very productive week.