The Value of Time Management in Leadership: A Reflection on Legacy and Responsibility

In my years of professional experience, both abroad and here at home in Rwanda, I have learned a great deal about leadership, responsibility, and the importance of time. Since returning home twelve years ago, I have encountered a challenge that, while subtle, impacts nearly every layer of work and progress: the approach to time management—or, more specifically, the lack of respect for it. Rwanda is on an impressive growth trajectory, with its people embracing innovation and development, yet a tendency toward last-minute crisis management continues to hinder our true potential. As I reflect on my experiences, I find myself questioning what kind of legacy I am building and what I am teaching those who work alongside me, particularly the younger generation.

From Crisis Management to Strategic Planning: A Personal Journey

When I worked in Europe, time was treated as a precious, finite resource. For major projects and events, planning began at least twelve months in advance, with six months reserved only for high-pressure situations. There was a deep understanding that time invested early allowed for higher quality, fewer surprises, and clear direction. Enough time meant teams could anticipate challenges, address risks, and continuously improve, not only ensuring success but also fostering professional growth and organizational resilience.

Upon my return to Rwanda, I was eager to bring this disciplined approach with me. However, I quickly realized that, in many cases, a mere six weeks was seen as “enough time” to launch initiatives that needed far more consideration and groundwork. This shift was unsettling, as I had always believed quality results and sustainable success come from careful planning, consistent communication, and timely action. In this environment, time became elastic, stretched and compressed to fit the urgency of the moment rather than the genuine needs of the task.

This approach often leads to meetings that aim to address issues that could have been avoided with proactive planning. Instead of dedicating time to discuss long-term strategies, we find ourselves in reactionary discussions, aiming to extinguish fires that better planning could have prevented. This way of working is exhausting, inefficient, and unproductive in the long term. It drains resources and sends a troubling message to younger professionals about the value—or lack thereof—of time and strategic planning.

The Cost of Last-Minute Thinking: Lessons from Operational Realities

In any complex work environment, we manage a dynamic mix of stakeholder expectations, operational processes, and resource allocation. For organizations striving for excellence, the ability to follow through on plans and consistently deliver high standards is essential. And yet, I have often seen documentation neglected or decisions made without formal recording, leaving no reference point to build upon. This lack of historical record means every solution is a “first solution,” trapping us in a loop of repetitive crisis management.

Another pressing issue is the tendency for excessive oversight, often slowing processes under the pretext of “ensuring the right direction.” Endless meetings and tight control over tasks create a culture of micromanagement, undermining trust and accountability. True leadership requires faith in one’s team and empowering them to act responsibly, yet without trust, decisions get delayed in bottlenecks, leaving no room for genuine ownership or growth.

Time Management: The Bedrock of Leadership and Legacy

As a leader, I am continually faced with a challenging question: What example am I setting for young professionals who look up to me? If I condone this reactive, crisis-driven way of working, what am I teaching them about the importance of time and strategic planning? Leadership is about more than achieving short-term goals; it is about instilling values that guide others even in our absence.

Time management, for emerging professionals, is not merely a skill but a reflection of discipline, respect, and responsibility. When we fail to honor time, we send a message that planning and preparation are secondary to immediate results. This mindset is unsustainable, stifling for those who seek to excel, and limiting for any organization. The young people working with us deserve to learn the value of foresight, strategic thinking, and the discipline of following through on plans—not just reacting to problems as they arise.

Building a Culture of Proactive Leadership and Trust

The core pillars of success—time management, planning, and delegation—are vital in any thriving organization. When these principles are respected, we can reduce the chaos of last-minute preparations and create a culture where everyone is empowered to contribute meaningfully. This begins with trust. Leaders must delegate, not just out of necessity, but as an intentional strategy to build confidence, independence, and accountability within their teams. Without trust, we risk creating a cycle where every decision must pass through a bottleneck, leaving no room for learning or innovation.

To achieve our nation’s vision as a modern, thriving country, we must shift our focus from merely “getting things done” to “getting things done right.” This requires a commitment to long-term project planning, respect for the time necessary for quality work, and ongoing learning through process documentation. Young professionals need to see this model in action if they are to become the resilient, innovative leaders Rwanda needs.

Recommendations for Moving Forward

To move from reactive to proactive leadership, we must embrace the following practices:

1. Implement Standardized Planning Processes: Set minimum lead times for all projects and events, ensuring that everyone understands and respects the timelines.
2. Encourage Documentation and Reflection: Establish a culture of documentation for recommendations, solutions, and lessons learned, creating a reference point for future teams.
3. Empower Teams through Delegation: Develop trust within teams by delegating responsibilities and holding people accountable. This builds confidence and allows leaders to focus on strategic matters rather than daily operational tasks.
4. Prioritize Training in Time Management: Incorporate time management as a core area in leadership training, helping young professionals understand that planning and patience lead to sustainable success.
5. Set a Cultural Standard for Accountability: Hold regular planning meetings to align on priorities, ensuring that all team members understand their roles and expectations well in advance.

Conclusion: The Legacy We Leave Behind

As I look to the future, I am reminded of my responsibility to the young professionals who will carry forward the work we are doing today. They will be the ones to shape Rwanda’s future, to turn our vision into reality. But if we teach them that speed is more important than quality, that crisis management is more valuable than strategic planning, we set them up to repeat the same mistakes.

My hope is that, by focusing on time management, strategic planning, and empowering others, we can create a culture of excellence that will endure. Our progress as a nation is not measured in quick wins but in the legacy we leave for those who follow us. Let that legacy be one of thoughtful, disciplined, and forward-thinking leadership—one that respects time as a vital resource and values planning as a cornerstone of sustainable success.

In doing so, we will not only build a stronger, more resilient Rwanda but also inspire a new generation of leaders who understand that true success is measured not by urgency but by quality, preparation, and lasting impact.