What are the most common misconceptions about time management in consulting?

I would add a few more misconceptions, namely: "I Can Do It All Myself": Some believe they can handle every task without help. Delegating tasks to team members and leveraging their expertise can lead to more efficient outcomes. Collaboration and teamwork are key in consulting. "Planning Takes Too Much Time": Skipping the planning phase to jump straight into work is a common misconception. Taking time to plan, set goals, and establish priorities can save time in the long run by providing clear direction and focus. "Time Management is Just About Work Tasks": Effective time management also includes personal well-being. Ignoring self-care, exercise, and relaxation can lead to burnout, reducing overall productivity and job satisfaction.

The last 13 years I have been going around the world ,helping companies become efficient, competitive & sustainable. The first thing I tell my clients is NOT to call / consider us a consultant. because we take 100% responsibility to help our clients succeed. once we have taken the responsibility on our shoulders, there is no reason why we will allow all these "myths" and other variables to come into play. we take up only long term projects (12 months atleast) needless to say, we have to multitask, we have to stretch ourselves, and exceed expectations of the client. our clientele now is 40 companies in 4 countries....& I take the final decision whether to work with a company or not ! & we have no marketing team......

One of the unspoken yet strongly present cultural aspects shared when joining consulting is "we picked YOU because you are exceptionally smart to solve exceptionally complex problems". That idea, in addition to making many consultants feel like imposters, also adds to the pressure to not just achieve, but over-achieve as the new bar. It implicitly sets the expectation "we expect exceptional". What happens when you rightly think that you aren't that exceptional? You work harder; you always think "What can I add?" before sending deliverables. Add to that the nature of the job itself where most tasks lack a defined 'end' & intermediary milestones to say "I'm done for today". Result: 90H weeks - effort not necessarily correlated to success

One thing that can be overlooked with this topic is the enjoyment of consulting. The ability to work on serious and interesting aspects of business with incredibly intelligent individuals is a privilege. It’s also an incredibly wonderful way to build friendships, travel, understand multiple industries, and learn different styles and strategic approaches. Too often we think of the challenges that come along with consulting, which are real. I find, however, that those who genuinely enjoy the journey and embrace the fun, find the long hours less burdensome.

I have practiced "80/20" rule: most likely the 20% of the tasks on your long to-do list makes about 80% pf the impact. Focus on the top 20% based on your prioritization criteria, and complete them first. If you have extra time, go down the list and do more. You would probably never have time to complete the remaining 80%, and remember "law of diminishing marginal returns", stop somewhere you feel you have done enough. Tomorrow, you repeat this cycle again. Work smarter and work harder, but mostly, prioritize.

Specialize and do work you are capable of doing. Under promise and overdeliver always. Look beyond yourself to engage teams to jointly collaborate and solve the problem. Stretch yourself to learn and evolve your capabilities but always focus on doing the right thing for the client. Consider it your business, not just a role then think about how to create value in the context of the client need.

In some ways, I agree with this, and in other ways, I don’t. Personally, I do more than what is expected and what is asked of me. I do it because the overall project and/or company needs it. Now, if a client would ask for something that is extra that I did not necessarily believe added to the overall project value, then I would charge for it. I have no problem delivering value for something that will result in a better outcome for the team. The long-term game is worth it, and it continues to build the relationship between myself and the client. I would say, just evaluate the ask on a case by case basis.

It is worth exploring the motivation for saying "yes" through the lense of Transactional Analysis. Is it our own "adaptive child" wanting to please "critical parent" client? Or is "yes" the output of an "adult to adult" conversation with the client, where the needs of both businesses (consultant and client) have been taken into account and an agreement made on those terms.

This is a catch 22 situation. One might be tempted to say 'yes' to everything to keep the client "happy", at the same time run a risk of scope creep and therefore delays in delivering the project. When presented with situations like this, what I have seen worked out for me are: 1. Listen patiently. There might be sometimes great opportunities or newer insights in a change request/side project/extra meeting 2. Assess the request whether it is congruent with the overall project 3. Discuss and take actions. If its new request, then it requires additional discussion and inclusion in the main project. Ensure that the client takes cognisance of the fact that timelines and budget might be stretched in such cases.

Knowing when to say no is essential. Taking on too much leads to poor work quality and burnout. I carefully evaluate new requests based on current workload, resources and priorities. If it's not a good fit, I explain why and decline respectfully. Protecting time for top priorities and self-care enables me to deliver excellence.

Our brains are not wired to pay attention to more than one thing at a time. Science has proven that multitasking is a myth and absolutely everyone sucks at it. There are neurotransmitters that are omitted whenever we are interested in something that gives us additional focus. Focus on one thing at a time and time block for deep work. Nobody is good at multitasking.

The biggest misconception is captured in the title of this article, that is, that time is something you manage. You cannot. Everyone has the same amount of time: 24 X 7 X 52. It is how you manage yourself (in that time) that counts.

The most important myth is even before this one: the idea that you can do multitask! It is scientifically proved that human brain is not prepared to do multitask, as referred, what our brain does is to jump its attention from one subject to the other, without having the proper attention needed to any of it. The only situation where multitask is possible is when one of the tasks is a routine that needs no brain attention, like washing your hands. So, follow the proposals: Plan, divide the time to each task that you have planed and focus, focus, focus. Don't forget to leave some time to rest and distract between long/intense tasks.

Multitasking is often seen as a time-saving strategy, but it's generally less efficient. Switching between tasks can reduce your overall productivity and focus. Effective time management often involves focusing on one task at a time.

This all sounds a bit rigid. I find that it really does depend on the task. Sometimes different systems and parts of the brain are needed for different tasks. If I need to do something creative in a task then I find that riding can help me get to the right part of my brain, because it can stimulate the lymphatic system. If I need my subconcious to solve a problem then I go for a run. Each thing requires a different and complimentary task or distraction.

I wouldn't call it a rigid routine. I call it discipline. One should have the discipline to respect commitments. If it's a commitment to you on your health and fitness, please honour that. Similarly, respect the commitments made to the client. Once you imbibe this, you wouldn't find managing time stressful.

Consulting is a dynamic and client-focused industry that doesn't conform to a one-size-fits-all routine. The ability to adapt, customize, and be flexible in your approach is crucial for success in consulting. The most effective consultants recognize that what works for one client or project may not work for another and are able to tailor their routines and methodologies accordingly.

I dont think this a even a myth. Not sure who in consulting thinks you need to follow a rigid routine. You need the opposite... You must be flexible. Flexible to your client, your management, your team, your personal life. I would use a different word/concept than rigid; I would say you should have a disciplined approach

Some folks think that in consulting, you need a strict daily plan that's the same for everyone. But that's not right. Doing the same thing every day, no matter what, can box you in. Every task, client, and day can be different. Plus, what works for one person might not work for you. So, instead of being super strict with your routine, try to mix it up. Learn what you're good at and what you need to work on. Try out different ways of doing things. And if something isn't working, change it up! The key is to find a good mix of having a plan but also being able to switch things up when needed.

Totally agree and explains at least one reason why an organisation brings in a consultant; diversity and capacity. It's pointless engaging someone for something that's confounded the entity then straight-jacketing them for the project. Nothing new and fresh will result from that spend. An experienced resource will insist as much as possible on independence and autonomy, executing in their own way as long as the terms of reference are agreed. Usually this brings most value and perspective to the client. Having said that routine and systems are the backbone of some industries and disciplines and a lack of structure would or could frustrate progress and distort results.

Another misconception about time management in consulting is, following someone else's time benchmark for your client situation. Creating incorrect time expectations can create problems in the engagement. Hence, we should always remember, a client's problem may be similar but situation could be different, hence, timelines have to in line to the specific client situation.

A consultant needs many skills, including time management to ensure that the work is done on the project's schedule, flexibility to respond to the inevitable changes that will occur during the project, lots of communication skills to speak up when the project's goals or activities are not appropriate to address the client's stated problem or requirements, and teamwork with client staff and other consultants. Most consultants work in a time-management format for some or all of their projects, so mastering these and related skills is essential for consulting success. Remember, it is a journey!

The most important input to time management is communication - without ample open discussion any attempt to prioritize is siloed and likely to be suboptimal.

Mental Well-being should always be prioritized. Heavy workloads and tight schedules can weigh you down. It's vital to spot burnout signs early on and tackle them. Remember, the most efficient time management technique is useless if your mind isn't calm and healthy.

Very good points actually. Another myth is that timelines cannot be renegotiated with client. Most strict deadlines are only a bid to overdeliver and get more profit from less time charged on the project. Project managers will squeezes associates and seniors as much as possible. Associates and seniors need to find smart ways to renegotiate more time on projects with their managers and partners. This must be done with tact though. In conclusion , the unfortunate reality is that you can only begin to manage these the more senior you become. As a junior associate, any push back is ‘career limiting’. The ecosystem needs to change otherwise the unhealthy lifestyle remains.