Time is the currency of leadership, especially for managers overseeing large teams. It’s the one resource that feels perpetually scarce, yet it has the power to determine whether we lead effectively or fall behind. Some managers thrive under pressure, delivering results and supporting their teams with confidence. Others find themselves buried in endless tasks and interruptions. The difference often comes down to time management.
For me, time management isn’t about packing more into the day—it’s about focusing on what really matters, it’s easy to become a bottleneck rather than a bridge if time isn’t managed well.
The pace is relentless. Meetings, emails, project reviews, last-minute issues, and constant staff support can dominate the day. Without structure, it’s easy to confuse activity with effectiveness. I’ve found that time management starts with clarity. Knowing which tasks need my attention and which can be delegated is crucial. Delegation isn’t just a way to save time—it’s an investment in trust and team growth. But effective delegation requires the time and effort to coach, guide and review.
Trying to be constantly available may seem supportive, but it can quickly lead to burnout. Blocking out focused time in the calendar—even for just an hour—can be transformative. It creates space for deeper thinking and better decisions. Being deliberate about availability not only improves my own output but sets a healthy tone for the team.
Prioritisation is another key discipline. Not everything is urgent or important. Learning to distinguish between what must be done now and what can wait helps keep things in perspective. It also teaches the team to make smarter decisions and manage their own time more effectively.
Time management also means energy management. Some tasks require focus and empathy—like staff wellbeing discussions—while others are more routine. I’ve learned to align these with my natural energy levels, tackling the people-focused work when I’m most energised and saving lower-energy times for admin. That self-awareness protects against fatigue and helps me stay present for my team.
Managing time isn’t just a personal habit—it’s a leadership responsibility. Part of my role is to guard the team’s time too. That means minimising unnecessary meetings, streamlining communication and advocating for better workflows. Respecting everyone’s time helps build trust, improve morale and drive better outcomes.
Technology, when used with intention, can help. Tools like shared calendars or workflow platforms can reduce duplication and improve transparency. But they should support strong habits—not replace them.
Finally, regular reflection is essential. Taking a moment each day or week to review how time was used helps identify what’s working and what’s not. It’s a small practice with a big impact.
In management, time is more than a tool—it’s the foundation of effective leadership. Use it well, and it benefits everyone.