How can you better manage your time as a senior manager in performance management?

Delegation is a crucial aspect of effective management; this involves understanding the capabilities of team members and assigning tasks accordingly while setting clear expectations. Having calendared weekly/monthly meetings with team/members must be one of the top priorities to ensure progress. Additionally, every manager needs to have excellent questioning and listening skills. This means being an attentive listener, asking objective questions to minimise repetitive work, and guiding team members in the right direction.

In my experience, trusting your team and delegating tasks effectively is the key. Along with it, allocating of specific time blocks for different tasks is needed. We can use techniques like the Eisenhower Matrix (urgent vs. important) and work effectively. We mustn't forget that allocating our time wisely to achieve meaningful outcomes is better than just doing more in less time.

1) Keep simple schedule for the PMS covering all stages with timeline. 2) Clear communication to all the stake holders to adhere the timelines 3) Close follow-up with concerned stakeholders. 4) weekly sit-down discussion with evaluators and evaluateees - use this discussion to give feedback for areas of improvement - give outline of expectations and appreciation wherever required. - must prioritize the feedback for the stipulated period to monitor the performance.

From my experience, as the year draws to a close, the trickiest part we often face is the measurement of our objectives. Time and again, I've seen many managers set goals that are not easily quantifiable, which leads to a complex and strenuous year-end review. I've learned that it's essential to emphasize the establishment of measurable goals right at the year's start. This approach not only simplifies the end-of-year review process but also makes it more effective and less time-consuming.

I came across the "modern equivalent" of a SMART goal recently, a CLEAR one! C - Collaborative. Importance of collaboration and teamwork L - Limited. Clear timeframes/limits E - Emotional. Encourage a connection to goals with personal or emotional drivers gives a sense of motivation and commitment. A - Appreciable. Smaller, more manageable milestones R - Refine-able. Recognises the need for adaptability What do people think? Does this approach really add any additional value or should we stick with what we know as tried and tested? I like the adaptability and reinforcement of collaboration, also the emotional connection, it gives the more human centric approach that I hope we are all striving for.

As senior managers in performance management, it is essential to allocate sufficient time to critical aspects such as goal setting, providing constructive feedback, and offering continuous guidance to the team. While it may be challenging for many leaders to dedicate substantial time to these activities amid various responsibilities, it is crucial for effective team performance and development. Consider this investment in time akin to 'sharpening the saw'—a necessary step for long-term productivity and success. By actively engaging in these performance management practices, leaders not only enhance individual and team performance but also contribute to the overall growth and success of the organization.

Effective time management in performance management hinges on meticulous planning. I prefer to use CLEAR approach which emphasizes the adaptability of goals to changing circumstances and the importance of emotional investment in goal setting, which can enhance motivation. A detailed calendar or planner anchors these goals to specific timelines, ensuring a systematic approach to task prioritization and execution. Regularly scheduled reviews allow for the refinement of strategies and provide opportunities for reflection on the progress toward these adaptable goals. Embracing this level of planning ensures that time is not just spent, but invested wisely, leading to sustained performance improvement and goal attainment.

A well defined schedule helps in not only keep yourself on track but also helps mitigate risks and adhoc situations. A planner is an important step to remind us what needs to be done when

Ah such an underestimated tool! It has allowed us to move forward very big and ambitious projects because calendaring something - including people you need action from and all - forces them you and them to keep progressing and moving forward. Even on a personal basis, I would calendar something I think I will skirt around to force myself to act.

The Pareto Principle in this case could suggest that 20% of employees are responsible for 80% of an organization’s productivity. A leader should take time to identify the 20% of employees who are high performers. Use clear performance metrics to determine who is contributing the most. Appreciate these individuals during the performance appraisal and reward them appropriately. Get to know their motivations and career goals, and give them new challenges. The remaining 80% should receive coaching, development, and support for better performance. Help them set goals, assign training and/or a mentor, etc. Leaders can leverage the 80/20 rule to ensure productivity while also creating a rewarding work environment for all employees.

Imagine applying the Pareto Principle to everyday life. In personal relationships, it could mean that a significant majority of your joy and satisfaction comes from a handful of close connections. In personal development, it might mean that 20% of your habits or activities contribute to 80% of your happiness and well-being. This perspective encourages us to identify and focus on these key areas, nurturing the relationships and habits that yield the most significant benefits.In the workplace, this principle can revolutionize the way we approach tasks and goals. It encourages focusing on the critical 20% of our work that will lead to the majority of our achievements.

Prioritization is imp, however this comes from experience. Not many are blessed to have this skill pre-installed. However through the years and analyzing the impact of each completed task, we know what to attend first..

Prioritize Tasks: Use the Eisenhower Matrix for focusing on urgent and important tasks. Delegate: Assign tasks to team members with the necessary resources. Set Goals: Define clear, measurable goals for focused efforts. Utilize Technology: Implement systems for streamlining reviews and data analysis. Plan and Schedule: Use digital calendars, allocate specific times for key activities. Minimize Interruptions: Establish specific office hours and silence notifications during focus times. Regular Check-Ins: Opt for brief, frequent team meetings for progress tracking. Strategic Thinking: Set aside time for planning and staying updated on industry trends. Self-Care: Balance work productivity with personal well-being and breaks.

Está técnica me resulta fantastica, que los tiempos de trabajo sean lo que para ti resulten más adecuados, puedes hacer tu propio pomodoro, lol, suelo ser muy enfocado y puedo incluso mantener espacios de hasta una hora sin distraerme, luego usó espacios de 20 minutos para distracción o de menos o más, eso me permite avanzar a pasos agigantados

I find the Pomodoro technique somewhat effective, particularly for deep work, but I adapt the time intervals to suit my needs. The standard pattern of 25 minutes of work followed by a 5-minute break often isn’t effective for me, as it’s hard to resume work amidst distractions like devices, meetings, and office environment. Instead, I set aside ‘FOCUS time’ on my calendar, during which I avoid scheduling meetings. With my headphones on and in this designated focus period, I am able to enter my productive zone and accomplish a significant amount of work.

This is subjective and extremely individual based.. cannot be one menu fits for all. While a healthy balance makes one more productive, at the same time let every individual define their way of successful delivery. It's is imp to not get deviated from the over all objective.

Learning to say no to things is hugely important for time management. There are only so many hours in the day and you do want to make sure that you get your core work done before considering additional requests from colleagues.

For young professionals rapidly advancing in their careers, learning to say "no" is crucial. Understanding that not everything falls apart if you refuse a task is key. Avoid taking on tasks if there is someone more skilled for the job. The only advantage of those who seldom say no is that over time, they become involved in numerous tasks and acquire a wide range of skills and information. However, this can lead to a dependency issue for the company, as they might need to restructure tasks to find replacements for these individuals. It's essential to balance engagement in various tasks with the ability to delegate and prioritize effectively.

It's an unfortunate reality and as senior folks we need to be aware of our capabilities as well as boundaries for qualitative delivery.. we are simply not evaluated on the quantity and hence its important to say no when it crosses the line. However with closure of one we should be eager to get going with another

Absolutely crucial to learn to say "no" at the right time. Deciding on the right time is an art. It is hard to summarize but, in a nutshell, one needs to focus on his/her own department's work. Starting tasks that are not part of one's JD should be encouraged, but if it affects BAU, they are much better done without. This absolutely doesn't mean that you shouldn't help out when required, but don't let it affect your work!

Learning to say "No" is very important, if you continue to be a "Yes man", you will end up nowhere, may be you can be the apple of your management's eye for a while, but for long term this is a recepie for disaster. One must have complete ownership of his work and responsibilities and decide to do what's best for the business, not for an individual or a group of individuals.

One of my work heroes instilled the concept of "Admin Days" into my routine early on, and it's been the precious life-blood of my project planner and sanity. The concept is fairly simple-- you pick one day in your week that you just don't have meetings on (unless absolutely necessary). That day allows you to look back on open-ended projects, plan forward for anything you haven't scheduled out yet and gives you the freedom of not having to prepare for any meetings or deadlines for that day. Tell your colleagues and your manager about your Admin day to reduce random events from popping on your calendar. You can also put your pomodoros/planning sessions/idea walks/etc. on your calendar as meetings to block it out for those not in the know.

Remember, “priorities happen.” So as you reflect, think about why some things were done and others were not. There in lies the things that are most important to you, because those things got done/happened. Have an honest conversation with yourself as to why. It may be that you are finding more satisfaction in the things that got done. It could also be you have a higher skill in those areas. You may also feel pressure to get the day to day done without any focus on the strategic. Once you reflect, align the work you do with what you have been naturally prioritizing. Lean into your gifts and find work that allows you to live in your genius zone.

Set the smart goals with human heart as humans are working not the robots. You need to be well versed with the work and the time bound goals you are setting should be fixed after keeping yourself at their position and imagine whether the goal setting is genuine or exaggerated