What do you do if your time management skills as a technical sales professional are leading to burnout?

The higher "up the ladder" you go, the more fires and pressing issues you need to address. As a result, it becomes critical to identify the most important priorities. Here's how I do it: 1) What's the FINAL outcome I must deliver? For me, as an SVP of Sales, it's to drive revenue growth. 2) Based on that FINAL outcome I must deliver, what must I personally do, and what are the things I can delegate? (Read my thoughts on delegation in the delegation section of this skill). 3) Based on what I must personally do, which are both time sensitive and highly impactful, and which ones are not as time sensitive or not as impactful? 4) The time sensitive/highly impactful tasks are then divided up across my week to ensure delivery by EOD Friday.

Há que se fazer um estudo do seu tempo, priorizar suas atividades e direcionar com mais eficiência sua energia. Eu sempre digo que disciplina e organiza??o diminuem muito a incidência de burnout pois um profissional disciplinado e organizado tende a ter um controle muito mais eficiente de tempo e energia, com menores probabilidades de demandas absurdas para os famosos 45 do segundo tempo. Um profissional equilibrado e com constancia terá stress? N?o tenha dúvidas, mas com certeza será um impacto muito inferior, ao contrário de quem vive recorrentemente em uma montanha russa de situa??es. Seja o dono do seu tempo.

The higher up the ladder you go, the more your work becomes long-term and strategic vs. short-term and tactical. For more long-term, strategic work, realistic expectations are generally measured in terms of 1-4 quarters out, or even years out! For short-term, tactical work, you may find that things are expected to be accomplished weekly, daily, or even hour-by-hour. If you are unclear on how "long-term/strategic" vs. "short-term/tactical" your job is expected to be, be sure to have a clear, memorialized conversation with your boss to ensure you are both aligned.

Delegation is a wonderful, but sometimes scary thing! How do you know if you should delegate something? Assuming you're a people manager, if the person you would like to perform the task is able to do it at least 70 percent as well as you can, you should delegate it. True, the task won't likely be done with the same degree of perfection that you could achieve. But that's not the point of delegation. The point? 1) You get to focus on the tasks most suitable for you, your skillset, and your pay grade 2) You gain precious time back, and the higher you are up the corporate ladder, the more valuable your time is! 3) You get a chance to empower and mentor an employee to grow in their self-actualization, becoming more valuable themselves.

I have more to do every day than I'll ever be able to complete. That makes it HARD to take time off, take an hour or two and leave work early, or resist working after hours. True, sometimes work must be done after hours (at least in my world). But, I must work on creating the company/team culture where I ultimately make myself relatively unnecessary over time. How? Empower every employee with an ownership mindset, set clear guardrails where they are free to make mission-critical decisions while de-risking the business, and create the processes where, if I'm not around, we don't "break" the system or our ability to deliver our results. When I do those things well, I can take breaks, recharge, take time off, etc. to invest in self-care.