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Are you trying to build a productivity system, or are you building something more resilient? This week, we’re looking at why even the most organised systems break down and how to build resiliency into your own systems.  Links: Email Me | Twitter | Facebook | Website | Linkedin   You can join the Get Back On Track Course here Learn more about the Productivity Academy Get Your Copy Of Your Time, Your Way: Time Well Managed, Life Well Lived   The Working With… Weekly Newsletter Carl Pullein Learning Centre Carl’s YouTube Channel Carl Pullein Coaching Programmes Subscribe to my Substack  The Working With… Podcast Previous episodes page Script | 438 Hello, and welcome to episode 438 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.  Whenever I take on a new coaching client, the first steps we take are usually to get things organised so we can clear the decks, so to speak. In other words, in order to build a system, we need clear space on which to build.  It’s the same if you were rebuilding a house. Before you can build the new house, you will need to clear away the old house and start with the ground levelled, while leaving the essentials such as the power, water and gas inputs.  Well, it’s the same with building, or rebuilding, a productivity system; we need to retain the basics—a calendar, a task manager and somewhere to keep information, such as a notes app.  Once we have a clear space to work with, we can go to work on the more important aspects of getting organised and being able to better manage the workload that is coming at us.  This week’s question is about how to do just that. Clear the decks and then build some resiliency into your system so that whenever you have a challenging day, and we all have those, your system does not break down again, but instead supports you. So, without further ado, let me hand you over to the Mystery Podcast Voice for this week’s question.  This week’s question comes from Kelly. Kelly asks: Hi Carl, how would you go about doing a complete reset of your system? I’ve been trying to stay organised for years and have never found anything I can stay consistent with. What would you advise someone who needed to do a complete reset?  Hi Kelly, thank you for your question.  As a coach, it’s easy for me to give someone ways to simplify their system, keep their task manager clean and remove conflicting meetings on their calendar. I can also help them clean up their notes and files and build wonderful ways to organise their workload.  I can introduce time blocking techniques that work and a lot of other remedies. I have a whole cabinet full of productivity medicine I could prescribe.  But often that’s not the real problem. It can be a symptom of an underlying problem. Having a wonderfully organised system that looks pretty and clean may not always help you make the decision about what to work on next.  As the saying goes, you can put lipstick on a pig, but it’s still a pig The problem, though, Kelly, might not be your system. It might be something a little simpler than that.  In the past, I’ve talked a lot about building processes for doing your most important work. These are important because they remove one of the most common reasons why any system may break down.  Never being completely confident that what you are working on is the right thing. A process allows you to pre-decide what to do and how to do it. The more you run the process, the faster and more efficient you become at running it.  Take email and message management as an example. The process is simple: Clear your inbox early, then later in the day, as late as you feel comfortable, allocate some time to go through your actionable messages.  There are some variables in this process. Depending on the kind of work you do, you may find you need to respond to messages a little more frequently.  Many of my coaching clients manage teams of people, where some messages, such as an urgent decision, need to be made. These messages can be built into the process so they are dealt with two or three times a day.  The good thing about building processes is that you can add these variables to your own processes. Take, for example, some of the professors I have as clients. Many of them have to write and submit grant applications two or three times a year. These can be complex documents that require research, collaboration and a lot of time.  If this is something you often need to do, then building a process to write and submit your applications would mean that you would know when to start, what needs to be done, and you would be able to protect sufficient time for completing the application.  Some of these applications can take three or four months to complete and submit. With these, you would be able to trigger the process at the right time. All you would need is the application deadline.  The processes you build for your most frequently recurring work ensure that you don’t need to overthink anything or guess when to start.  You’ve effectively pre-decided what needs to happen and when. (I know there’s likely to be some variables in these kinds of projects; not all grant applications are the same, but you can allow for these variables when you begin the process.) This is better than a single task that comes up in your task manager that says “work on grant application”. When you see a task like that, and it’s surrounded by tasks such as “follow up with Chloe on the marketing material” or “submit holiday request form”, which task are you most likely to do?  I bet it’s not “work on the grant application”.  The grant application might be more important, but it’s unclear, vague, and will likely take up hours of your day.  Sending a message to the wonderful Chloe, someone you like and enjoy chatting with, is going to be much more attractive.  And that brings me to another area you may wish to look at, and that is how you define your system breaking down. One or two bad days a week does not necessarily mean that your system has broken down. There will be days when genuine emergencies, meetings and other responsibilities prevent you from doing your important tasks. What matters is that you can recognise that your day’s not been a good one and be accepting of that.  Again, you can bring in a process to reset your week here.  Look at what you were not able to do, and with your calendar open, look at the rest of your week and decide what is important now.  You may find that something you were hoping to get started this week will now have to move to next week so you have the space to do tomorrow what was important today.  Our planned weeks can change very quickly once the week starts. This is why you will find that doing a short, five-minute review of your plan at the end of the day can help you to reassess your week and, if necessary, reprioritise things.  One of the reasons I put together my Getting Back on Track course was to give you the processes to be able to recover a week (or quarter) that has gone downhill fast.  When I was putting together the course, I wanted to find a quick, simple way you could get back on track without having to reinvent everything,  This starts with knowing what your absolutes are, the non-negotiables of your day, if you like. For example, for me, my daily non-negotiables are walking Louis, exercising, spending a minimum of 20 minutes on my communications and doing at least one creative thing each day.  Aside from walking Louis, there’s a great deal of flexibility there.  Of course, on most days I will do quite a bit more than those things, but if my day gets interrupted by an emergency, if all I did was deal with the emergency as best I could and did those non-negotiables, I can reach the end of the day knowing it’s been a good day. It may not have been spectacular, but I managed to get my non-negotiables done.  The key when your day has been disrupted is to do the five-minute reset at the end of the day. Reassess your priorities for the week and see what can be moved to next week to give you the room to absorb the disruption.  The interesting thing here is that if one or two of your days have been disrupted and you were unable to do the work you intended to do, there’s likely to be insufficient week at the end of your task list anyway.  So something’s not going to get done. Would it not be better to pre-decide that now, rather than get to the end of the week feeling bad because you weren’t able to finish everything you wanted to?  If you’ve got an efficient collection system where your to-dos, appointments and notes are collected, and you allow time every 24 to 48 hours to process what you collected, then the mechanics of your system are working.  And organising what you have collected is simply asking what is it? What do I need to do with it? And if it’s a task, when am I going to do it?  (Again, a process) However, there is one more thing you can do to give you more confidence in your system… That is something I’ve already alluded to: Pre-decide your priorities.  The first time management book I ever read was Hyrum Smith’s Ten Natural Laws of Time and Life Management. It’s a brilliant book, and as a consequence of getting that book, I began using a Franklin Planner, although in those days it was called a Franklin Quest.  In the book, Hyrum Smith spends around a quarter of the book explaining Governing Values. These are the values we hold dear to ourselves. They can relate to our relationship with our family, spirituality, our beliefs about right and wrong, diligence and work ethic.  He explains that there is a natural hierarchy to the values. Some are higher in imp

What if the routines you have today are not the routines that will get you to where you want to be? You can join the Get Back On Track Course here This is something that’s popped up from quite a few of you who have recently taken my new How To Get Back On Track Course. Let’s look at what’s happening and what you can do to alter your routines to move towards the life you want to live.  Links:     Learn more about the Productivity Academy Get Your Copy Of Your Time, Your Way: Time Well Managed, Life Well Lived   The Working With… Weekly Newsletter Carl Pullein Learning Centre Carl’s YouTube Channel Carl Pullein Coaching Programmes Subscribe to my Substack  The Working With… Podcast Previous episodes page

Podcast 436 Learn more about the How To Get Back On Track Course here: https://www.carlpullein.com/blog/when-things-fall-apart/2/10/2026   Perhaps the biggest difficulty people face when managing their work is not creating a system or building processes. It’s maintaining those systems and processes when they become overloaded by work and personal commitments. In this week’s episode, I’m sharing a few ideas that have helped me regain control over the years when things have become a little bit frazzled, and the work coming in is greater than the amount of work getting done.  Links: Email Me | Twitter | Facebook | Website | Linkedin   You can join the Get Back On Track Course here Learn more about the Productivity Academy Get Your Copy Of Your Time, Your Way: Time Well Managed, Life Well Lived   The Working With… Weekly Newsletter Carl Pullein Learning Centre Carl’s YouTube Channel Carl Pullein Coaching Programmes Subscribe to my Substack  The Working With… Podcast Previous episodes page Script | 436 Hello, and welcome to episode 436 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.  You may have read the books, taken the courses and watched the YouTube videos. You know what’s needed to create a way to manage your workload, and you have all the tools to contain everything. Then, something goes wrong. A major client threatens to go to a competitor, your boss decides to change your responsibilities, or your son or daughter gets sick, and you need to stay at home for a couple of days while they recover, and you have to start cancelling meetings and postponing deadlines.  It happens to all of us from time to time. The stress this creates just adds to the sense of overwhelm and leaves us not knowing which way to turn.  Suddenly, our system and processes no longer seem to work, and we’re running around in circles, not knowing which way to turn.  And yet, it’s times like these that our systems are built for.  This week I launched a brand-new course called How to Get Back on Track, and the inspiration for developing this course was my coaching clients.  My clients come to me when they are stuck and don’t know how to get out and back on track. And over the years, I’ve developed a few ideas that have helped hundreds of my clients get back on track quickly and without adding more stress or hours to their already busy schedules.  The first thing to do when you find yourself off track, so to speak, is to stop.  Yes, I know that seems to be the last thing you should do, but there is an old saying that goes, “if you find yourself in a hole, stop digging” And it’s true.  Running around in circles not knowing what you should work on means nothing is getting done. The pile of work is growing, and all you are doing is looking at a growing list of things to do, and nothing is happening.  Stopping gives you time to look at everything coming in and make a decision about what needs your attention right now.  You can only give one thing your attention at a time. If you’ve hundreds of unread emails and messages sitting in your inbox, several quotes to get out, and a boss who wants you to send her a list of all the quotes in play today, you’re not going to be able to do all of those things at the same time.  You are going to need to decide which one deserves your attention right now.  Stopping allows your brain to slow down for a moment to look at what you have and to decide objectively what you should begin with.  Often we will pick the easiest thing because that gives us a sense of progress, yet the easiest thing is likely to be the least important. (Unless you’re lucky.) Now, when I say stop, I don’t mean stop for long. All you need is five to ten minutes where you stop, look at what’s on your list of things to do and make a decision about what you will work on for the next hour or two.  Ultimately, what matters is what you can do today to begin reducing the list. And that will depend on how many meetings and appointments you have today.  There’s an interesting human behavioural instinct that comes into play when we are faced with declining an invitation from someone.  There’s the easy way out; that’s to say, “Yes, I can meet with you.”, even though we know the best thing to do is to say no and offer an alternative time next week.  Or the alternative is to say, unfortunately, I’m very busy this week; could we meet next week instead?  The “fear” of having to negotiate with someone overcomes the common-sense answer of “no, not this week”.  So we add more commitments to an already full schedule. Now you have to move some other things around, allowing your emails and messages to continue to grow; after all, you’ve got no time for dealing with that, but you’d better keep checking them to see if anything important or urgent is in there. (As if you’ve got time to deal with it if there is)  Oh, and we are so good at justifying these decisions to ourselves.  We’ll tell ourselves that we had no choice. It’s my boss. I have to do everything they ask of me, don’t I? Or it’s an important customer. I can’t tell them I can meet with them next week. I have to meet them today! And those reasons may be valid. But have you ever tried to negotiate with any of these people, or are these reasons just reasons you made up with no evidence as to their truth? Stopping and stepping back gives you some space to think these decisions through and to better prioritise what you will do next.  Strangely, one of the most effective ways to deal with this situation I’ve found is to grab Louis’s lead and go out for a walk. We usually walk for 45 to 60 minutes, and it’s just him, sniffing the trees and lamp posts, and me thinking through the pile of work I have to get done and mentally mapping out what I will do and when I will do it.  I’m not suggesting you go out and buy yourself a dog, but the idea is you get away from your workspace for a time, go for a walk outside and mentally map out what you will do and when.  In evolutionary terms, this is how humans have historically done their thinking. We are designed for it.  When we were living in caves, and there were threats to our lives everywhere, we had to make decisions about escaping the fast-approaching predator while on the move. (Often while moving very fast)  That instinct has not left us. So, if you want to make better decisions, get outside and move.  To give you something from the How to Get Back on Track course, here is a checklist-type procedure you can follow. It’s designed to quickly get you back on track and help you focus on what matters this week. The first is to ask: What are my most important commitments this week? This could be meetings, appointments or an impending deadline. All you want to know is what these commitments are for this week. Do not worry about next week. You can reassess those later. All you need to know is what your critical commitments and deadlines are for this week.  Everything else should be postponed. For that, you will need to send out some messages apologising and explaining that you are not going to be able to make it this week. More on that in a moment. Next: Are your next 7 days’ tasks realistic? This means removing anything that is not critical this week. This will likely need some compromise, but the goal here is to reduce your to-do list so that what remains are only the tasks that will have to be done this week.  Hint: most things do not need to be done this week. For example, if your boss has asked you to send them a report by the end of the week, a quick message or conversation with your boss could have that report delayed until Tuesday next week.  Then: Have the people affected by delays been informed or updated? Now, in the course, I have given you a list of suggested scripts you can use, but when you put requesting extensions to deadlines as a separate task, you will tend to look at it less personally and more objectively.  I remember back in my 20s when I abused my credit cards. There were a few months when I was unable to pay my cards, and I remember my bank manager telling me all I had to do was call the bank and tell them you were going to be late and you’d be fine as long as you kept your promise to pay.  And he was right. It was the times I tried to hide from any repayments that got me into trouble. Get ahead of it. Ask for an extension or a meeting postponement upfront. What’s the worst that can happen?  The worst is they refuse your request for an extension. That’s unlikely, though.  Finally, when the day starts, the only thing that matters is what you do today. So: Do you have a realistic day today?  Have you reduced your meetings to the minimum, and are you clear on what tasks must be done today?  I know asking for extensions and to be excused from meetings is hard. But what’s the alternative?  You see, the issue is not the amount of work you have to do. That’s always going to be more than you can do. The problem is time, or rather, that time is fixed, and there’s nothing you can do to change that.  All you have control over is what you do today. You can choose that.  Ultimately, what you are doing is buying yourself time to get back on top of things.  Looking for new apps or changing the way you organise your notes won’t help you when you’ve become overwhelmed. What will help you is to step back, look at what’s on your plate and decide what you need to eliminate. That’s the hard part. Letting go of things that are not serving you.  I mentioned in a recent blog post that the one thing that destroys someone’s career is an inability to manage their time as their responsibilities

This week's episode is a special one.  Taken from my Annual Planning episode last year, this will show you how to make next year a productive, focused one that will leave you energised and fulfilled.    “I used to say, ‘I sure hope things will change, ' then I learned that the only way things are going to change for me is when I change." That’s a quote from the wonderful Jim Rohn. A strong proponent of developing a plan for your life, and a part of that is creating a strong plan for the new year.  In this special episode, I’ll walk you through the steps for the Annual Planning Season, which began on October 1st.  You can subscribe to this podcast on:  Podbean | Apple Podcasts | Stitcher | Spotify | TUNEIN Links: Email Me | Twitter | Facebook | Website | Linkedin   Join the Time And Life Mastery Programme here. Use the coupon code: codisgreat to get 50% off.   Get Your Copy Of Your Time, Your Way: Time Well Managed, Life Well Lived The Time Sector System 5th Year Anniversary The Working With… Weekly Newsletter Carl Pullein Learning Centre Carl’s YouTube Channel Carl Pullein Coaching Programmes Subscribe to my Substack  The Working With… Podcast Previous episodes page Script | 388 Hello, and welcome to episode 388 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.  A mistake I used to make was to come up with some ideas about what I would like to change in the new year in that gap between Christmas and the New Year.  The only reason I ever did that was because my friends were asking, “What are your New Year’s resolutions?” I never really had any, so I used to quickly think up some cool-sounding ideas and say that was what I was going to do.  And yet, it wasn’t always like that.  When I was a competitive athlete in my teens, each year in December, I would sit down with my coach and plan what we would achieve the following year.  What times we were going for and which races were to be the “big ones”.  I still remember the year I broke 2 minutes for the 800 metres and 4 minutes for the 1,500 metres. We knew I was close, having ended the previous year at 2 minutes 3 seconds for the 800 and 4 minutes 6 seconds for the 1,500.  All that was needed was a good, strong winter and pre-season training. I remember going into 1986 in one of the most positive frames of mind ever.  Then, when I stopped running competitively—one of my biggest regrets—I stopped planning the year. And that coincided with my not achieving very much.  I drifted from one job to another. Had no idea what I wanted to do, and I remember feeling unfulfilled and lost.  Fortunately, I rediscovered annual planning. The sitting down and thinking about what I wanted to accomplish. It was that restart that resulted in me coming to Korea, and discovering my passion—teaching.  Everything I have achieved over the last 23 years can be traced back to following my annual planning method.  From finding a career I loved, to getting married and moving to the East Coast of Korea—one of the most beautiful places in the world—and starting the company I run today, now employing four people.  All of these ideas began with the annual planning method. So, what is the annual planning method? Well, it’s five simple questions you ask yourself and give some thought to over two months—October and November.  Those five questions are: What would you like to change about yourself? What would you like to change about your lifestyle? What would you like to change about the way you work? What could you do to challenge yourself? What goals would you like to achieve?  Let me explain the kind of things you can think about. What would you like to change about yourself? This is about you. Your current habits and routines. Are these delivering the results you want?  When I sat down to write Your Time, Your Way, I knew I had to sacrifice some exercise time in order to write. I was okay with that, and I also knew a consequence of reducing my exercise time would be a gain in weight. Two years later, I had gained eight kilograms (about 17 ½ pounds)! Not good. If my weight exceeds 83 kilograms, I feel sluggish and quickly become tired.  So, in my planning last year, I made it a non-negotiable to get my weight back to my regular weight of 80 kilograms (about 176 pounds or 12 ½ stone)  Today, as I write this, my weight is 80.5 kgs. Well within my weight window.  That all started with asking myself, “What do I want to change about myself?” The answer was to get back into my regular exercise routine.  So, what would you like to change about yourself? Are you doing things that are not contributing to the results you want? Are you not consistently planning your days or weeks?  Are you not moving enough? Are you spending too much time sitting down in front of a screen and not enough time in nature?  Another one is how you dress. The pandemic saw a collapse in the way people dressed. This may not interest you, but perhaps you’d like to dress better when you go out. What could you do to improve your dress sense?  Maybe you’d like to begin journaling or meditation. Write anything you consider down. You’re not committing to anything yet; you’re brainstorming ideas. The commitments you make come in December. October and November are all about developing ideas and going deep.  The next question, “What do I want to change about my lifestyle?” Is about how you live your life every day. Is your house a mess? Do you leave your bed unmade when you get up in the morning? What about your car? Is it a garbage can on wheels?  Perhaps you’d like to come home to a clean home at the end of the day? If so, what could you do to change things? One idea that my wife and I had at the end of 2019 was to move to the East Coast of Korea. To do that, we knew we’d have to finally get a car. Living in Seoul, the capital city, with its superb public transport system, meant that having a car was not a high priority for us.  Yet, for us to get out of Seoul and live in a cleaner, quieter city, we needed to explore Korea. So, that became the plan: to buy a car and begin exploring possible places to live.  By the end of 2020, we had a car and moved to the East Coast.  That change brought some tremendously positive changes in our lives.  Yet, I know that had we not sat down to talk about our future plans, we’d still be living in a crowded, noisy, polluted city. Seoul is a great city, don’t get me wrong, but with 11 million people sharing it, you can imagine how noisy and crowded it can be.  Is there anything you’ve always wanted to do relating to your lifestyle that you’ve never considered what you need to do to make happen? Write that down.  What would you like to change about the way you work? A great question if you’ve found yourself stuck in a job or career that leaves you feeling dead inside.  Some people I know have decided to completely change their careers when answering this question, while others have started their own businesses.  It doesn’t have to be as dramatic as that, though. Perhaps you don’t like the structure you have in place to do your work. It could be a tools thing, too. Do you need to upgrade the way you manage your tasks and projects? What about your workspace? Does it need an overhaul? I’ve done that a few times. Does your current workspace feel sterile and cold? Could you change your desk or your chair?  If you work from home, can you do anything to make your workspace more stimulating? Perhaps move your desk nearer a window or change the lighting?  All these ideas can lead to some fantastic changes. However, you do need time to think things through, and that’s what October and November are for.  The fourth question is What can you do to challenge yourself? This question is there because often we get stuck in our comfort zones. We become afraid to change anything because we fear what those changes may bring. Yet, if you’re not challenging yourself, you soon find yourself trapped in stagnation. Physical challenges are a great place to start. If you feel you’ve become a little too sedentary, perhaps you could challenge yourself to do a park run in March.  Or for those of you who are more ambitious, perhaps you could challenge yourself to do a triathlon or a full marathon in 2026.  What about going back to school and getting a degree? One such challenge that comes up each year on my list is to do a master’s in contemporary British history. I’m sure it will be on my list this year, too.  Think of the things that frighten you. Is there anything you could do to overcome that fear?  The final question is What goals would you like to achieve in 2026?  There’s a reason this is the final question. That’s because after you’ve thought about the previous four questions, you’re more likely to think about how you can measure success in the changes you want to make.  One such goal my wife and I have already added is to have a big savings goal in 2026. This will affect both our spending habits—no more fountain pen purchases for me (oh no!) We haven’t settled on an amount yet, but we’re thinking about it.  Perhaps you want to set the goal of getting a promotion next year or finally starting that business you’ve been thinking about for years.  Or it could simply be a bad habit that you want to stop. Doom scrolling, the new smoking bad habit, or going to bed earlier. What about reading books? How many would you like to read in 2026?  The purpose of these questions is to get you to think. Think about what you want out of life.  You are amazing, and there’s so much you could do. Yet, you will only be able to do those incredible things if you

"It was Hercule Poirot’s custom to open his morning mail using a small letter-opener with an ivory handle, making a neat slice along the top edge of each envelope... Each letter was then extracted, unfolded, smoothed flat with the palm of his hand, and read with deliberate, unhurried precision. Only when one piece of correspondence was thoroughly digested and placed in its neat, appointed stack would he permit himself to move on to the next." That’s an extract from Sophie Hannah’s Hercule Poirot’s continuation novel, The Monogram Murders, which captures a part of Hercule Poirot’s morning routine with his letter-opening ritual. Something he did at the same time each day, at the breakfast table.  And it connects nicely with today’s episode. So let’s begin.  Links: Email Me | Twitter | Facebook | Website | Linkedin   Learn more about the Productivity Academy Discover my Apple Productivity Programme Use the early-bird discount code caps27eb to get $25.00 off    Get Your Copy Of Your Time, Your Way: Time Well Managed, Life Well Lived   The Working With… Weekly Newsletter Carl Pullein Learning Centre Carl’s YouTube Channel Carl Pullein Coaching Programmes Subscribe to my Substack  The Working With… Podcast Previous episodes page Script | 434 Hello, and welcome to episode 434 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.  Before we begin, with Apple launching their latest operating systems last Monday, I have updated my Apple Productivity Course.  The course is not about tips and tricks; you can get all those on YouTube. This course is about helping you to build a 100% Apple productivity system that will keep you focused on what matters, when it matters and help keep and store important information so you know where to find it when you need it.  No subscriptions to third-party apps, just a simple set of productivity tools that do exactly what they were designed to do. Keep you on time and organised. I will put a link in the show notes to where you can learn more about this; if I may say so, fantastic course. Okay, on with the episode. Something that many people miss about time blocking is that it’s not just another way to organise your calendar. It’s actually a way to reframe how you approach your work. Over the last 26 years or so, certainly since the explosion of digital task managers, many people have become focused on the number of things they have to do.  Yet, that wasn’t always the case. For example, if you had to go into town to buy something, you would also naturally look for other things you may have to do while you were in town. Perhaps drop some dry cleaning off, or buy some stamps at the post office. You would do as many of these chores as you could in the time that you had available. I’ve spoken before about how the likes of Charles Darwin, Winston Churchill and CS Lewis had time set aside for dealing with their correspondence. It was never about how many letters they replied to. It was simply spending an hour or so each day writing replies.  If they didn’t get through their pile of letters in the time they had, they would leave what was left until the next day when they replied to their letters. Yet today, I find that so many people are stressed out and worried about the number of things they have on their lists and the size of their backlogs. Yet, it really doesn’t matter how many things you’ve got to do; if you’re like most people, you will have far more things than you will ever have the time to do anyway.  What really matters is how you use the time you have available to do the things that really matter.  That leads me nicely on to this week’s question. Unfortunately, the Mystery Podcast Voice is locked away in a room preparing for an important exam tomorrow, so once again, you’re stuck with me asking the question.  This week’s question comes from Jim. Jim asks, “ Hi Carl, I’ve tried organising my calendar and protecting time, as you call it, for doing my email and messages and focused work. Yet, I really struggle. I find I ignore the time blocks and then feel guilty at the end of the day because I didn’t get done what I wanted to do. What am I doing wrong?  Hi Jim, thank you for your question.  Well, the simple answer, and I know this will be a bit harsh, is that you are ignoring your protected time.  Time blocking only works if you respect the time blocks you set for yourself.  However, let me take you back to the opening of this podcast and the excerpt I shared from Sophie Hannah’s Hercule Poirot continuation novel.  “It was Hercule Poirot’s custom to open his morning mail using a small letter-opener with an ivory handle, making a neat slice along the top edge of each envelope…” The key part of this was “it was Hercule Poirot’s custom…” The key to succeeding with time blocking is consistency. If it was your custom to drink a cup of tea or coffee each morning when you wake up, it would never be something you would ignore. It’s your “custom” to drink tea or coffee when you wake up.  If someone dragged you out of bed for whatever reason, it would not be long before you were structuring your day mentally, wondering where you would get your morning tea or coffee.  As I write this script, my mother is currently at Dublin Airport waiting for a flight to Paris. She’s travelled through the night by bus and, on arrival at the airport, the first thing she did was to go and get herself a cup of tea. Why? Because it’s her “custom” to have tea first thing in the morning. And while it is not a normal day, she still follows her routine.  The most successful coaching clients I have are the ones who decide to protect the same time each day for doing their most important work.  Now, the CEOs among these clients find this easier, as they are in a position of authority and find saying “no” to interruptions easier than most.  One client of mine gets to his office at around 8:00 am and from 8:30 to 10 am he closes his office door and does the most pressing pieces of work he has that day.  Because he knows there will be no interruptions—everyone in his office knows not to interrupt him during this time—he can sit down and give 100% focus to the work he is doing.  And because he does this every day, none of his team ever considers interrupting him.  But time blocking goes beyond this.  I mentioned earlier that time blocking is not another cool way to organise your calendar. It’s a reframing exercise.  What I mean by this is that the purpose of time blocking is to say I have this large pile of work to do. I am going to work on it for the next two hours. When the two hours are up, I will stop.  It doesn’t matter whether there are twenty, thirty, fifty or a hundred things to do. You do as many as you can in the time that you have. Stop, and return to the pile the next time you have a time block for working on the pile.  Now there is an interesting shift that happens to your mind when you focus on the time you have rather than the number you have.  Let’s imagine you have twenty things to do and you have 90 minutes protected for doing them.  As you begin, you’re not that aware of the time. But once you go past sixty minutes and you see you only have 30 minutes left, your focus narrows. You tense up slightly, and you speed up.  It might have taken you an hour to do eleven tasks; I can promise you that if you have nine tasks left and only twenty-five minutes in which to do them, you will finish.  You become hyper-focused, blocking out all external distractions.  This is the reverse of what happens when you don’t have a time constraint. With no time constraint, you will let in all sorts of distractions.  Oh, I must check to see if those shoes have come back into stock. Oh, I’ll just message Jessica to see how her presentation went yesterday. Oh yeah, how did Arsenal get on last night in the FA Cup? I’d better go and refill my water bottle. And how much time do all these little things swallow up? Just those 4, if all you did was exactly what those four things said, that’ll be ten lost minutes, at least.  But you know Jessica will reply, and you will feel obliged to reply to her reply, and now you’re in a full-blown conversation. You’re suddenly focused on trying to do your tasks and thinking of your replies to Jessica.  That’s why you should never begin a message thread just before sitting down to do some focused work. Do it when you’re finished, or else you’ll find yourself splitting your concentration and not doing either thing well.  Another mistake with time blocking is to block too much time in any given day.  Really, for time blocking to be effective, I would advise caution.  Two hours for focused work and another hour of admin and communications is a good balance. That leaves you with at least five hours where you can attend meetings, deal with sudden and unexpected emergencies and the regular daily workplace socialising. (And of course your mandatory mid-morning and afternoon tea breaks) I’ve seen people try and protect far too much time, which then leaves them with little to no flexibility. Days never go according to plan. Each day will throw something unexpected up. That could be a traffic jam, a colleague calling in sick, or Andy from the accounts cornering you in the staff canteen to tell you a bit of gossip.  Or your computer crashes, the Internet goes down, your boss calls an urgent meeting in 30 minutes in meeting room five—the one where they keep the difficult questions and uncomfortable chairs. You know the kind of meeting they can be.  I’ve found, after working with nearly 500 clients over the years, that the optimum

How often do you take a mid-morning tea break? I mean a proper break, where you stop work for fifteen minutes or so mid-morning?  It turns out very few people do this these days. And if they do get themselves a cup of tea or coffee, it’s done on the go or at their desks while continuing to work.  Complete madness. Is it any wonder why so many people feel burnt out, exhausted and unable to spend any quality time with their nearest and dearest?  This week, we’re looking at why bringing back your mid-morning and afternoon breaks might be the most productive thing you could do.  Links: Email Me | Twitter | Facebook | Website | Linkedin Learn more about the Productivity Academy Learn more about my private coaching programmes here Get Your Copy Of Your Time, Your Way: Time Well Managed, Life Well Lived   The Working With… Weekly Newsletter Carl Pullein Learning Centre Carl’s YouTube Channel Carl Pullein Coaching Programmes Subscribe to my Substack  The Working With… Podcast Previous episodes page Script | 433 Hello, and welcome to episode 432 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.  Back in the day, in traditional knowledge work jobs, most people had to be at their workplace by 9 AM. You would get a tea break mid-morning, usually around 11 or 11:15, then you would get a lunch break, probably 12:30 or 1 PM, then in the afternoon there'd be another tea break around 3:00 pm, and finally you would finish work, perhaps at 5:30 PM Our days were structured. Time anchors marked our day: start times, mid-morning breaks, lunchtimes, afternoon breaks, and when we finished work.  Over the last few years or so, and certainly since the pandemic, these natural time anchors have been disappearing. Working from home, having more flexible working times, and working across multiple different time zones have all accelerated the erosion of these natural breaks. But these time anchors mattered. They told your brain to take a rest. Today, because those time anchors have practically disappeared, we end up switching our attention from one problem to the next. To an email or a message, back to the report we’re supposed to finish today, then to the presentation due next week, a quick check of a project that we're working on to answer a question. It's just non-stop. No time for a tea break or sometimes even a lunch break.  Now, because there are no natural rhythms in our days, and no time anchors to give us a break, we end up feeling completely exhausted at the end of them. But it didn't just happen at work. We also had time anchors at home too. We would wake up at the same time, go to bed at the same time, and sit down to watch our favourite TV shows at the same time.  We'd also eat our lunch, breakfast, and dinner at the same time. These were mini time anchors that told our brain to rest. When you remove those anchors, your brain doesn't know when to rest, and it just gets completely worn out. This week’s question is about why you feel so exhausted and tired, with no energy left to even decide what to have for dinner and what to do about it to bring some sense of calm back into your days So, without further ado. I’d like to hand you over to the Mystery Podcast Voice for this week’s Question, but she’s once again on one of her little holidays. So, I’m afraid you’re stuck with my voice this week.  This week’s question comes from Paul. Paul asks, hi Carl, I was recently promoted, and now my days just feel like a blur, and I struggle to see if I have done anything important or not. It just feels like I spend all day putting out other people’s fires. I rarely get time for a proper lunch break, and I feel completely worn out by the time I get home. What can I do to bring some focus back to my days? Hi Paul, thank you for your question.  To get us started, let’s step back in time a little.  Office work in the 1950s and 60s in the UK was pretty structured for most people. You were expected to arrive at your desk on time every day. Habitual lateness was a serious disciplinary offence.  Then there were recognised mid-morning and afternoon breaks, where we’d meet colleagues from other departments and talk football, cricket or what was on the TV last night. We rarely talked about work during those 15 minutes or so.  Those anchors were like shared signals. You started together, breaked together, and finished together. Now, everything is blurred. Remote work, flexible hours, global teams, all great in theory. But in practice, it means people are never really off.  And never really on either. It's just a permanent in-between. That mushiness can really wear you down. We’ve lost that daily rhythm. Even if it felt rigid, there was a kind of contained calm. A boundary around tasks. Now we just dip in and out all day. Messages, calls, emails all blending together. And this isn’t just nostalgia. In many ways, I was lucky to be a smoker in my early days of work. My breaks were a chance to grab a crafty cigarette, meet other smokers, and talk about our weekends and the crazy things we did.  I remember, as a salesperson, always heading out back for a cigarette after each appointment. It was a chance to reset after a meeting with a customer and prepare myself for the next appointment.  And while the phenomenon called “attention residue” wasn’t recognised in the early 90s, we now know that our brains don’t simply turn off from one context to the next; we tend to think through what happened, perhaps plan out when we will do what we committed to, and process our emotions.  And as a salesperson, there were often a lot of emotions, usually around frustration and disappointment—I wasn’t a great salesperson.   Our new way of working carries a real cognitive cost with all that context switching. There’s no time to reset or deal with that inevitable attention residue. Without natural breaks in the day, your brain never gets to rest or reset. You might think, “Oh, I'm being flexible”, but what your nervous system feels is a constant low-level of anxiety.  It's like eating all day but never having a proper meal. You're full, but unsatisfied and somehow exhausted. So, Paul, to get things back under control, recognise that you do need to give your brain a chance to catch up. It needs a break and time to reset so you can start the next task or meeting prepared.  Now, we’re not talking about a lot of time. Ten to fifteen minutes; that’s all you need. I was recently working with a new client, and she shared her calendar with me. From the moment she began work on Monday morning, she was in back-to-back meetings.  There was no break or buffer time between meetings.  We discovered that all these meetings had consequences. There was no time to prepare for future meetings, and because she never got a break, by the time the meetings were over, usually around 3:30 pm, she was so exhausted that all she did was read through her emails and messages.  She just didn’t have the energy to think about replying to any of them.  The solution was to enforce a ten-minute break between meetings, a 30-minute mid-morning buffer break and a proper lunch break.  While this ultimately reduced the number of meetings she attended each day, it also reduced her exhaustion and gave her energy later in the day to think and respond to emails and messages.  When I spoke to her last week, I asked her if she felt she needed to add more meetings back into her day, and she laughed before replying, “Not a chance!” She is getting more work done, feeling less tired, and has time to read through the next day’s meeting agendas.  It is often a case of taking one step back to move two steps forward. Remove one meeting a day to free up time and allow your brain to catch up with everything coming at you.  A lot of this comes back to the principles I teach in my Quiet Productivity Method programme. Slowing down produces better results, allows for better thinking, and that leads to fewer mistakes.  If you watch interviews with CEOs of large companies such as Microsoft, Apple, and Google, they all seem so relaxed and laid-back.  These people run huge companies, yet you sense that if a catastrophe were to occur at any of them, Satya Nadella, Sundar Pichai, or, until recently, Tim Cook would calmly assess what happened before offering a calm, well-thought-out response.  And yet, if you were to search for the daily routine of these CEOs, you’d find a well-structured day with plenty of breaks, including lunch breaks that avoid talking shop and plenty of quiet thinking time.  Another tip I can give you here is to use pen and paper to map out your day.  You don’t need anything as sophisticated as a Franklin Planner or Bullet Journal, a simple A5 notebook would do.  Before you end the day, give yourself 5 to 10 minutes to draw a line down the middle of the page. On the left, write out your appointments for tomorrow, and on the right, list out the tasks you need to or should do. By writing your appointments first, you can see how much time you have available for doing tasks.  If you had six hours of meetings, took a 1-hour lunch break, and had at least 10 minutes between meetings, you would likely have only 30 minutes for tasks.  You’d see that and would design a day that reflects that.  That’s often the problem with a 100% digital system. You get lulled into believing you can do more than is possible, and you end up frustrated and disappointed by what you can actually do.  There’s nothing wrong with you. It’s just the way digital systems are designed. You can throw 1000s of tasks in there without any problems at all.  Your problems start when you decide you need to do those tasks and yo

What are the top 5 pain points with time management and productivity that over 400 of my past and current coaching clients have faced?  The results may, or may not, surprise you.  Links: Email Me | Twitter | Facebook | Website | Linkedin   You can learn more about the Planning Course here Use the coupon code: planning26   Learn more about the Productivity Academy Learn more about my private coaching programmes here Get Your Copy Of Your Time, Your Way: Time Well Managed, Life Well Lived   The Working With… Weekly Newsletter Carl Pullein Learning Centre Carl’s YouTube Channel Carl Pullein Coaching Programmes Subscribe to my Substack  The Working With… Podcast Previous episodes page   Script | 432 Hello, and welcome to episode 432 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.  Before we get started, and linked somewhat to today’s topic, one of the top issues among the people I work with is inconsistency in planning weeks and days.  Now, I understand why it can be a challenge to plan your week consistently. Life often gets in the way, and really, what’s the point of planning when, too often, whatever plan you set gets destroyed by an inconsiderate boss or client?  Yet it still remains the case that those who consistently plan their weeks and allow a little time each day to plan the next day are the ones who get the right things done on time and have more time to do the things they want to do.  So, over the last few weeks, I’ve been updating my Planning Course.  It’s not a long course, and it now focuses on three main areas of planning. Daily, weekly, and project planning. Plus, given the time of year, I’ve added a bonus section on the Annual Planning Template.  If you want to take a significant step up in your time management and productivity, I highly recommend this course.  You can get it as part of my Productivity Academy Membership or buy it as a standalone course.  And if you’re fast, you can get the standalone course for just $50.00 with the early bird discount. (I’ll put the link and the code in the show notes for you)  And a quick tip. Get the course today and do the Weekly Planning Section. It will take you around 15 minutes to do the section, will give you a downloadable Weekly Planning Matrix sheet and will inspire you to do a proper, practical Weekly Planning Session today.  Okay, on with the episode.  Last week, I hosted the inaugural live training of my Productivity Academy. In that session, I shared some research I had done on around 500 of my past and present coaching clients. The question I asked was: “What were the top five struggles (or pain points) they faced?”  The results were not unsurprising, or not that I thought. What surprised me was that the cause of those pain points almost always comes from the same place.  Let me explain.  First, what were the five? They were: In 5th place, Tool overload and fragmented workflows This means using multiple apps, duplicating task lists, having unclear homes for information, and excessive system tweaking, which undermined trust in their productivity setup. All of this results in information all over the place, which causes a sense that they lack clarity and control.  In 4th place, Interruptions and lack of protected focus time Meetings, emails, messages, emergencies, and context switching push deep or important work out, leaving no time for doing that important work.  Yet one irony is that if the focused, strategic work were prioritised over interruptions, there would be fewer interruptions. Nobody chasing you, telling you something was urgent, and less time for meetings because the work was getting done instead of being talked about.  In 3rd place, Unclear priorities If you don’t know what matters most, the urgent or “loud” work of other people will always crowd out meaningful progress. If you do not know what your priorities are, then someone else’s priorities will do. At least they appear to be urgent, right?  In 2nd place, Planning and review routines that don’t stick When daily and weekly planning are skipped because, perhaps, life gets busy, it causes your system to break, which then requires repeated restarts. Restarts are time-consuming, often overwhelming and never address the underlying problem. (Which we will come to in a moment) And in 1st place… Wait for it… Overwhelm from competing tasks and projects My clients face large backlogs, scattered lists, frequent rescheduling, and a persistent sense of being behind.  Now, as I said those five issues, I am sure you were nodding along to many of them. But the question is, why? Why do these pain points keep popping up?  The simple answer is a lack of clarity on what is important to you.  Let me explain. I value punctuality. It is a standard I have had since it was instilled in me at school. If I have a meeting at 9:00 am, I am ready to go at 9:00 am. Not 9:02 or 9:01. I am ready to go at 9:00 am.  I turn up a few minutes early, make sure everything is ready to go and then we start.  My wife, on the other hand, treats time as abstract. If she says 9:00 am, that could mean anything from 9:05 to 9:30 am.  I treat punctuality as something important; she doesn’t.  This same principle follows those who are incredible at keeping things organised. They give higher importance to putting things away after they have used them than someone who you would describe as being disorganised.  When it comes to your work, what are your priorities?  Now, someone who finds themselves running around all day looking for something to get anxious about has no clear plan for the day. They’re waiting for a fire so they have something to put out.  Yet someone with the same kind of work who starts the day with a clear plan is the one quietly getting on with the work they identified as important. Because they are doing that, they rarely come across any fires to put out. This, in turn, leaves them with more time to do the work.  That becomes a positive circle. More work gets done, fewer fires occur.  With the number 1 issue, Overwhelm from competing tasks and projects: Why do you have competing tasks and projects?  Let’s say that you have two big projects with the same deadline. Why did that happen? You said yes to both projects; you agreed to the deadlines.  Now, you can’t do two things at once; there must have been a time when you realised that there was a conflict. What did you do when you discovered that conflict?  Imagine I was asked by two different companies to develop and deliver a training programme. The dates for each session were to be on 30th September.  Theoretically, I could do it as long as the times were different. But accepting both would mean that I would be unable to do anything else in September, and the quality of the training would be compromised.  So, I would have to say no to the 30 September date to at least one of the companies.  Now, I’ve worked with many companies, big and small, and I know that when it comes to setting training dates, there is a significant degree of flexibility from both sides.  Now, if one company insisted that the only date the training could take place was the 30th, that’s good. The decision has been made for me, and I would have to ask the other company if we could do a different date.  If, in the very unlikely event, the other company also insisted on the 30th, then I would have to decline the invitation.  From a practical, realistic perspective, there would be no way I could prepare two separate training sessions for two different companies, each involving a different HR department or organiser.  This is why knowing your limits and being aware of what you are currently committed to are key to being productive, improving your time management, and staying organised.  Yet, if you do not do your daily and weekly planning, all these issues will “accidentally” keep happening. You don’t know what’s coming up, think you have plenty of time, and keep saying yes to more and more commitments. And everyone loves you.  Until you don’t deliver. Then you’re the problem. You’re the bottleneck. You said you could do it, but you didn’t. You missed the deadline, and all trust is now broken.  And all this started from not knowing what your priorities are.  Another example. My professional priorities are: clients, content and then business admin. In that order.  My client work will always receive top priority, then content creation, then the admin associated with running a business.  This means that before I begin a day, week or year, I already know my priorities.  What about you? What are your professional priorities and in what order have you set them?  Competing priorities can often be an issue. What criteria can you set to make the decision easier? For instance, a customer seeking a $20 million proposal will likely be a higher priority than one seeking a $2,000 proposal.  You could argue that all proposals are equal, yet you can work on only one at a time. So how do you choose? Perhaps you can operate a first-in, first-out (FIFO) system and process them in the order they arrive.  Whichever way you decide, you are saving yourself time. No decisions have to be made. Just start and get on with it. If you look carefully at the five pain points, knowing your priorities and ensuring they get done before anything else will reduce much of the friction you face.  The second cause of these is often one of capacity. Yes, we can do almost everything asked of us, but not all at the same time. There’s a limit to what we can do each day, week and quarter.  Most people I work with are trying to work at overcapacity.  For example, being expect

An overflowing task manager and a crowded-out calendar are rarely ever caused by using the wrong tools. The problem happened well before you entered the task or added the appointment to your task manager or calendar.  And that’s what we’re looking at this week.  Links: Email Me | Twitter | Facebook | Website | Linkedin   Learn more about my Productivity Academy Get Your Copy Of Your Time, Your Way: Time Well Managed, Life Well Lived    Apollo 13 Lunar Module Start-up Procedures   The Working With… Weekly Newsletter Carl Pullein Learning Centre Carl’s YouTube Channel Carl Pullein Coaching Programmes Subscribe to my Substack  The Working With… Podcast Previous episodes page Script |431 Hello, and welcome to episode 431 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.  If you were to look at your appointments for tomorrow right now, how much time do you have that is not already committed? Two, three, four hours?  Now look at your task manager: how many tasks are overdue or scheduled for tomorrow?  In the uncommitted time you have tomorrow, are you confident you can complete all those tasks?  Most people who do this little exercise, if they are being honest with themselves, will answer “no chance”.  And this is the top reason why so many people are struggling with time management and productivity today. And there is a word for it: Overcommitted.  It’s not the tools they use or any other complex reason. It’s simply because they’ve allowed themselves to become overcommitted.  This week, I’m looking at how this happens and what you can do to unravel the problem so you are operating within your natural capacity, not overworked or under pressure, and not feeling like you are sinking under the weight of unrealistic deadlines and commitments.  So, to get us started, let me hand you over to the Mystery Podcast Voice for this week’s question.  This week’s question comes from Douglas. Douglas asks, “Hi, Carl, I know you tell people to keep their task manager clean and tight, but I find that impossible. I’m collecting 20 or more things into my inbox each day; I often have 4 or 5 hours of meetings, and I have to deal with at least 130 emails and messages each day. How would you get all that under control?” Hi Douglas, thank you for your question.  I did some quick maths on the numbers you provided and noticed that if you are collecting, on average, 25 new tasks a day, have 130 emails and messages to deal with and only have 3 ½ hours of non-meeting time each day, that would mean you would have only 1 minute and 13 seconds to spend on each item.  Yet those numbers assume you are not taking time for lunch or coffee or a glass of water. If you were to include a 30-minute lunch break and 15 minutes to get water and coffee each day, that would leave you with less than a minute available for each email, message, and task.  Is that realistic?  Based on that quick calculation, the issue here is one of capacity. You’ve no capacity left. All that’s needed to completely destroy your day is an urgent, last-minute meeting request, an issue that prevents you from doing any of your planned work or simply an IT problem that doesn’t allow you to do the work you planned.  I can assure you, Douglas, you are not alone here.  There are millions of people all around the world struggling with the same thing. They’re overcommitted.  Which is why it’s completely irrelevant what tools you’re using.  The first thing I would advise someone in this situation is to do the maths I did above. Now, I know I do not have all the information. I don’t know what work you do, your position in the company, or whether you lead a team.  But what I do know is you’ve gone beyond your natural capacity, and now you will be building up enormous backlogs. You will be struggling to meet your deadlines, and I bet when you get home you’re exhausted.  This exercise will tell you how much capacity you have.  If the meetings you attend each day are non-negotiable, you will need to find a way to reduce the number of tasks you receive. Which means you will likely have to do something uncomfortable.  Reject requests.  Now I know this is very hard to do. Nobody likes disappointing someone. But the choice is: either you disappoint them when they ask, or you disappoint them when you cannot deliver what you promised on time. And I think failing to deliver on your commitments is the bigger disappointment. Think of it this way. If you say no and they ask someone else who can deliver, then you’ve actually helped them.  Sure, your pride may be slightly hurt, but this isn’t about your pride. This is about setting yourself realistic expectations on what you can and cannot do.  However, there is another possible solution. Cap your daily meetings. If, when you do the little exercise on how much non-committed time you have, you realise that you will need four hours of meeting-free time each day, then you cap your meeting time at 3 hours per day.  This will then leave you with 4 or 5 hours for your tasks.  Now there are various ways to do this. You could use a calendar service such as Calendly or Acuity to open blocks of time for people to schedule meetings with you, or you could tell people that you’ve reached your meeting limit for the day and ask if you could meet on another day.  You will be surprised how accommodating people can be.  Another consideration is to reduce the meeting times to 30 minutes. This has the added advantage that people will get to the point much faster, and you’ll find you still cover everything that needs to be covered.  I’ve learned many things over the years I’ve been coaching and helping people with their time management and productivity, but one of those lessons stands out: Every “yes” has an invisible “no”.  In other words, every time you accept another commitment, whether it is a meeting or a piece of work, you are saying no to something else you could have done with that time.  But it goes beyond that. Meetings have a nasty habit of generating more commitments. Another meeting, more emails and tasks, for example.  And pieces of work generate what Cal Newport calls “admin costs”; these are the little extra tasks, such as finding information, following up, and answering questions. They are the invisible “nos” rarely ever considered.  So in your situation, Douglas, there are a few questions to ask yourself: Do all your regular meetings require your presence? If not, perhaps you could drop one or two of them. If you can, don’t allow the saved time to be replaced by other meetings. Protect that time. Save it for the things you have prioritised.  The goal here is to gradually withdraw from these meetings.  If you manage a team, perhaps you could delegate attendance at some of these meetings to one of your team members. They can then report back to you with a summary of what happened.  What are you collecting? You mentioned that you collect around 20 new items on average each day. That seems like a lot. What are you collecting?  There are some things that will need to be collected; you may need to contact someone for information or organise the purchase of new equipment.  But if you are collecting emails to respond to and articles to read, then your task manager is not the best place for them. Emails and messages have their own self-contained apps. Keep everything within these walls. For instance, if you have a Slack message to reply to but need to think about it first, flag the message. Or you can use Claude or ChatGPT to find all your unresponded messages for today. You could even set this up as an automation  With email, it’s easier. You can create an Action folder for emails you need to respond to and drop them in there. Then give yourself some time later in the day to respond to them.  The goal here is to reduce the pressure on your capacity, and one of the fastest ways to do that is to reduce friction points.  For example, if you get an email you feel you should respond to and then move it to your task manager, that’s a lot of additional time—remember “admin cost”? It’s far faster to drag and drop it into an Action folder.  A great question to ask yourself is: What has to come out of my week to make it more realistic?  Juggling your current commitments around, fiddling with your task manager or trying new tools is not addressing the real issue.  The real issue is a capacity one. You’re trying to do far more than you can do. You won’t find the solution until you address that.  I would begin with: How much time do you need to stay on top of your work? That could be an extra five or six hours a week. Now you have something tangible to work with.  For those of you who have watched the film Apollo 13, there’s a scene where the character Ken Mattingly is in the lunar module flight simulator, and they are trying to find a start-up procedure that would not draw more than 20 amps.  This meant they had to find out what they could turn on and what they could not.  After hours of testing, they finally had a start-up procedure that draws just under 20 amps.  I will put a link to the clip in the show notes, as it is a great illustration of what we sometimes have to do with the time we have. It’s finite, and often the only things we can do are the essentials. There’s no time for the “would like to do” or low-value tasks.  In many ways, an issue we all share is that we think time is infinite, when it’s the opposite. It’s finite, and how we allocate our time each day is largely our choice.  The key is understanding that there are always trade-offs and consequences when we allocat

Have you ever wondered if your time management and productivity issues might not be about the amount of work you have to do, but rather the way you think about that work?  That’s what we’re looking at today.   Links: Email Me | Twitter | Facebook | Website | Linkedin   Learn more about the Productivity Academy Get Your Copy Of Your Time, Your Way: Time Well Managed, Life Well Lived Plan Your Week With Me: The Weekly Planning Matrix. The Working With… Weekly Newsletter Carl Pullein Learning Centre Carl’s YouTube Channel Carl Pullein Coaching Programmes Subscribe to my Substack  The Working With… Podcast Previous episodes page   Script |430 Hello, and welcome to episode 430 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.  Since I began helping people directly with time management and productivity, I would say that around 60% of people’s struggles come down to the way they organise their work, around 35% come down to the way they think about it, and only 5% come down to the volume of work coming in.  Talk to practically anyone today, and they will tell you they are busy. It’s almost like a badge of honour.  The number one reason people say they don’t exercise is that they don’t have enough time. Is that really true, or is it that they value doing something else more?  I’m reminded of something the legendary Jim Rohn used to say: “Don't mistake movement for achievement. It's easy to get faked out by being busy. The question is: Busy doing what?” If I look at my to-do list right now, I guess I am busy. I have this script, a newsletter and a long-form article to write. I also have to record three YouTube Shorts videos, edit them and record this podcast.  I have around five pieces of feedback to write for my coaching clients, do my exercise, take Louis for a walk, and cook dinner.  Yet, I don’t feel busy. The reason is that I understand that it doesn’t all have to be done today. All I have to do is decide what can be done today and do that.  The truth is, we all have far more to do than we can do at any one time. And equally true is that it doesn’t have to be done right now or even today.  So, with all that said, let me hand you over to the Mystery Podcast Voice for this week’s question.  This week’s question comes from Elaine. Elaine asks, hi Carl, what advice would you give to someone who is always busy and never has time to do their most important work?  Hi Elaine, love the question. Short and sweet.  I would first refer you to the Jim Rohn question ” Busy doing what?”  If you feel constantly busy from the moment you wake up until you go to bed, the first thing I would suggest is to look at what you are doing during your waking hours.  Write down what you are doing over a period of 48 hours or so. Not just your professional work, but your personal things too.  I would also add that you write out what you would prefer to be doing instead. Write these down side by side. Draw a vertical line down the middle of a page, and on the left write what you spend your days doing, and on the right what you would prefer to be doing instead.  Be completely honest. If you discover, for example, that you spend 90 minutes a day on social media and a further 2 hours watching TV, write that down.  You’re not going to necessarily remove those. Instead, what you want to be asking yourself is whether spending time on the activities you currently spend time on is worthwhile.  Initially, you will try to justify spending time on these activities. This is the same response we have when someone challenges one of our opinions. Our natural instinct is to defend ourselves.  When you first write down these activities. Don’t judge. Just write them down. All you want to know is precisely where your time goes.  I’ve found that if you leave it for a few days and come back to it, you will begin to look at things a little more objectively. Instead of trying to justify the expense of your time, you begin to ask questions such as: Do I really need to do that? And is this regular event I attend worth all the extra work it produces?  Often, the problem for many people is that everything they want to do requires time. Just sitting and thinking requires time, as does making a cup of coffee. Time never stands still.  And the problem with time, or rather, the way we measure time, is that we have 24 hours each day. That’s the one immovable part we have to deal with each day, but at least that gives us one constant. That can be worked with. If you were to study the habits and routines of highly productive people, you would notice that they all have strong barriers between the three basics of their lives.  There’s time for work, time for family and social life, and time for self.  There’s no discipline involved. It’s just a strict division of time between the three.  Their wake-up time is consistent. For example, if they wake up at 7:30 am, they wake up at that time every day, including weekends. Then they do something that I find most unproductive people don’t do. They follow the same routine.  It’s their morning routine.  Morning routines are interesting because each person’s is different.  Yet, the most stressed-out, overwhelmed and exhausted people I work with have no morning routine. They crawl out of bed, rush out the door and start on their work. There’s no moment for themselves.  These are the people who immediately pick up their phones to check for messages and start replying.  No tea or coffee or even a bathroom break. Just open eyes, open phone, start the workday.  Think about what’s happening there. You come into the conscious world, and before anything else, you allow other people’s priorities to take control of your day.  And if you have young kids, when you leave the bedroom, your kids need attention; perhaps you need to get them ready for school, make their breakfast, all this with a brain full of all those messages you just read from your phone before you left the bedroom.  One of my favourite YouTube channels is Harry’s Garage. The channel is about cars, and Harry often reviews very expensive Rolls-Royces, Ferraris, Range Rovers, and Aston Martins.  These are highly tuned performance cars, yet Harry will always remind us that when you start a car cold, before you can put it through its paces, you need to give it time to reach optimal operating temperature.  Funnily enough, that’s the same for you and me. You’re not going to be at your best the moment you wake up, which means any decision you make first thing is unlikely to be the best decision you make.  So, try starting your day slowly. Give yourself thirty minutes and make sure those thirty minutes are focused on you.  When it comes to work, set a strict start time for yourself.  So, to keep the examples in line, let’s imagine you start your work at 9:00 am. Then do not consider work before then. That may take a little adjusting to, but if you develop a strong set of morning routines, you won’t be thinking about work until it’s time for work.  Then, here’s a trick. Do not allow anything to be scheduled for the first 30 minutes of your day. This is your getting a heads up on the day time. It’s when you can say hello and chat with your co-workers, deal with any emergencies and check to make sure there are no fires lurking in your inbox.  Those thirty minutes are also a great time to review your plan for the day.  Now, when I say “plan,” I simply mean making sure you know where your appointments are and what your must-do tasks for the day are. It’s a simple two-minute review and gives you time to map out your day.  Mapping out your day is just about deciding when you will do your must-do tasks. Your meetings are fixed, so what you are looking for is the gaps in between and deciding what you will do in those gaps.  Now here’s the thing: just as it’s important to have a strict start time, there also needs to be a strict closing time for work.  Let’s imagine that you set 6:00 pm as your end-of-work time; this means that around 5:50 pm, you stop what you’re doing, review what you’ve done, and reschedule anything you didn’t get to.  Then look at what you have on your calendar for tomorrow, and decide on your two must-do tasks. That’s it. Done.  Then it’s family and social time.  Now, as you listen to these words, it may sound like a lot. But is it? What you are doing is automating as much as you can so you are not rushing around trying to decide what to do next. It’s all this decision-making that’s mentally exhausting you.  If you can automate these decisions by having a morning routine, a work closing-down sequence, and mapping out your workday, you’ll find that you feel less busy, more in control and much less tired at the end of the day.  We feel so busy all the time because we tend to look at long lists of things to do. For example, if you look at your Slack messages or email, you are looking at each individual message. It’s natural. It’s a long list of stuff you feel you must attend to.  Yet, if you were to treat your Slack or Teams messages and email as one task, all you need to decide is when you will handle them.  For example, if you decide that at 4:30 pm you will work on your messages and spend an hour on them, then it doesn’t matter how many messages you have in there. You will respond to as many as you can.  Another quick tip: start with the oldest first. These can often be dealt with much faster than messages that have just come in. Don’t worry, if you stay consistent with this, you’ll soon find yourself getting back on top of them.  Now, for those of you who tend to procrastinate, the

When filling up your car with fuel, how do you know when it’s full? Well, the fuel filler nozzle clicks off. A sensor triggers the fuel to shut off. Yet did you know that the sensor is programmed to trigger when the fuel tank is 85 to 95% full? There is an intentional air pocket left in the tank to accommodate the fuel’s natural expansion due to heat.  Now ask yourself: how do you know when your calendar is full? Do you have a safety gap to allow for unexpected events that will naturally occur in the week?  Most people do not, and that’s what we’re looking at this week.    Links: Email Me | Twitter | Facebook | Website | Linkedin Learn more about the Productivity Academy Get Your Copy Of Your Time, Your Way: Time Well Managed, Life Well Lived Plan Your Week With Me: The Weekly Planning Matrix. The Working With… Weekly Newsletter Carl Pullein Learning Centre Carl’s YouTube Channel Carl Pullein Coaching Programmes Subscribe to my Substack  The Working With… Podcast Previous episodes page   Script |429 Hello, and welcome to episode 429 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.  There was a time in the 2010s when hustle culture took hold, and the dream was to become the next “tech-bro”, as they were called. This meant working 18-hour days, seven days a week, with calendars bursting with meetings and every minute scheduled for whatever work these dreamers did.  It didn’t work. Pretty soon, the hustle culture trend morphed into a self-care trend, when rest and relaxation became the priority, not the stuffed calendars and 18-hour days.  Remnants of these trends still exist. There are people adopting AI and building apps today, in the hope that they will be the next hyper-successful business leaders. And a cursory look around YouTube will show you plenty of videos about slow living and mindfulness.  And as with most things, there’s a happy medium somewhere that, when found, brings you the success you wish for without the burnout, stress and overwhelm.  To find that happy balance requires one observation. Your natural capacity. And that’s what this week’s question is all about.  So, it’s time for me now to hand you over to the Mystery Podcast Voice. This week’s question comes from Sarah. Sarah asks, hi Carl, what would you advise someone who never gets round to doing their most important work because their calendar always fills up with meetings. I was promoted last January, and since then all I seem to have been doing is sitting in meetings every day. I never have time to stop and think about strategy or even reply to my messages and emails. Hi Sarah, thank you for your question.  This is a very interesting question, as you may have noticed, I’m a little obsessed with calendars.  That’s because it dawned on me a few years ago that it doesn’t matter how many tasks are on my task list or how many articles, notes or reports I should read if I never have the time to do or read them.  The only thing that really matters each day is how I will spend my time. And that means the only productivity tool available to me is the calendar.  You see, your calendar is honest. It cannot lie to you. All you get are the 24 hours each day, and you plot out how you will spend the hours.  Now, I know it’s not always that simple. Some of you will discover that people can schedule meetings on your calendar without your knowledge, and many of you will likely already have some recurring meetings that happen every week or even every day.  So, technically, it’s unlikely that you will ever begin with a blank calendar.  However, if you allow someone else to control your calendar, that is where many of your time management and productivity problems begin. You bypass a key part of managing your calendar—the decision stage.  Let’s break this down. When someone makes a request on your time, you have a decision to make. It’s a simple yes/no decision, but it’s an important decision all the same. Do you say yes and accept the commitment, or do you say no and reject the commitment? If you say no, that’s it. It goes no further, and it doesn’t end up on your calendar. If you say yes, you make a commitment, and that commitment goes onto your calendar.  This applies whether it’s a meeting or a task. Tasks still require time. They may not initially go on your calendar, but they still need to be done, which means you will have to find time to do them at some point.  So, every time you take on a new commitment, you are putting more pressure on your capacity.  Your capacity is the work you can realistically do each day or week. And we all have a capacity.  Now, this introduces an issue most people miss. Every commitment you accept has a time cost beyond the actual thing itself.  A one-hour meeting, for example, often requires some preparation time, and then you need to be in the place where the meeting is being held, even if it’s an online meeting.  I do my coaching calls using Zoom, and for each session, there is at least fifteen minutes of prep time and 2 or 3 minutes to set up the computer for the call.  Today, I have four coaching calls; that means I need to find an additional hour beyond the four hours of calls. It’s not four hours; it’s five.  You might think the proposal you must send today will only take thirty minutes to finish, but that does not take into account interruptions, the possibility that you need to ask someone for further information, and then have to wait for them to come back to you before you can finish.  There’s a good chance that your thirty minutes turn into 90 minutes.  What all this means is that if your calendar is packed with meetings and time blocks without any buffer time, you’re going to go beyond your capacity for the day.  This relates to the difficulty we all have predicting how long a task will take. We don’t know. Not with any degree of accuracy.  And that’s because each day is different, with different distractions, emergencies and interruptions.  For me, recording and preparing a YouTube video generally takes six hours. Yet, yesterday it took me eight.  I have a process for making my videos that I’ve developed over ten years, and I create a video every week. You would have thought by now I would be able to predict with accuracy how long a video would take to prepare. Not a chance.  My wife was at home yesterday; there was an unexpected issue with one of the tools I use for making videos, and in the middle of making the video, there was an urgent message I needed to respond to.  None of those disruptions was predictable. Yet they happened despite all the safeguards I have on my calendar and in my processes.  The job still got done; the video was finished and handed over to my video editor for cleanup and polishing.  Yet because of the lessons I’ve learned over the years, the one task I had to get done yesterday was the video. Nothing else mattered.  What all this means is that it’s important to be in control of your calendar and be self-aware enough to know your capacity. If you don’t know where your limit is, you’ll be like a fuel tank with no air pocket. You’ll burst or, worse, explode.  Not in a literal sense, but you’ll exhaust yourself, make more mistakes that need rectifying later (more pressure on your capacity) and miss deadlines, which is not great for your promotional prospects or for your business’s reputation.  Unfortunately, the solution to this is not easy. It can go against all your human instincts to be helpful and courteous to other people.  The first step is to look at your regular meetings. Ask: How did that meeting come into your life?   Some meetings are unavoidable. A weekly team meeting where everyone updates the boss on their project progress, discusses progress on various proposals, sales or other work, and alerts colleagues of any unforeseen issues or delays.  Yet, there will be other meetings where, when you ask yourself how they got into your life, you realise it was because you tried to be nice to someone, but a meeting that brings you or the other attendees no real value.  These meetings should be removed.  One-to-ones with your team members or boss may also be important meetings, as they add value to theirs and your work.  Really, what you are doing is a meeting audit. Do you really have to be in all these meetings? Given that you are in a leadership position, you may be able to delegate some of these meetings to your team. This is great, as it helps them develop their skills, removes a commitment from your calendar, and you only need a short summary from your team member about what happened.  Next up, I would suggest putting a cap on your meetings each week. But before you do that, ask how much time, on average, do you need for strategic thinking and doing your important focused work?  How much time, again on average, do you need each day to deal with your communications?  I say “on average” because you can only work on averages. You will be interrupted; there will be days when your energy levels will be low, and conversely, there will be days with no distractions or interruptions, you’re feeling great, and you can get a lot of work done.  For example, I allow six hours for doing my videos each week. Yet, some weeks it takes me four; others, like yesterday, it can take eight. The important thing is that when the week began, I knew how much time I needed for the important work I needed to do that week.  Once you know how much time each week you want for your deeper, focused work and handling your communications, that will tell you how much time you have left for meetings and other appointments.  However, don’t be temp

“In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.” That was Theodore Roosevelt, giving his thoughts on making a decision, and in this week’s episode, I am answering a question about why we may be trying to solve a time management problem the wrong way. Links: Email Me | Twitter | Facebook | Website | Linkedin   Learn more about the Productivity Academy   Get Your Copy Of Your Time, Your Way: Time Well Managed, Life Well Lived Plan Your Week With Me: The Weekly Planning Matrix. The Working With… Weekly Newsletter Carl Pullein Learning Centre Carl’s YouTube Channel Carl Pullein Coaching Programmes Subscribe to my Substack  The Working With… Podcast Previous episodes page Script |428 Hello, and welcome to episode 428 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.  If you’ve followed this podcast for any length of time, you will have heard me talk about processes and routines. It’s these little things that have the effect of automating your daily decision-making requirements.  If you always start your day in the same way, you no longer have to decide what to do when you wake up. You do it automatically.  And this is important.  Reducing the number of decisions you make each day prevents something called “Prefrontal Cortex Overload”, which is often called “decision fatigue”. And it’s not woo-woo science. It’s very real The prefrontal cortex is the part of your brain that deals with executive function. These functions include impulse control, evaluating something, and making choices. Basically, decisions.  When your prefrontal cortex becomes tired and fatigued, you find it harder to make logical, objective decisions, and instead your brain begins to use the amygdala, the part of your brain that controls emotions.  In effect, you begin making decisions based on how you are feeling.  And that leaves you picking the easy and exciting over the important, mundane tasks.  It also leaves you with little discipline, which often means you eat unhealthy food and stay up later than you should.  When overwhelmed, the brain defaults to the path of least resistance by delaying decisions, defaulting to the status quo, or refusing to choose at all. You then procrastinate, feel exhausted, anxious and overwhelmed.  When you set up processes and routines as well as setting some “if this then that” rules, you reduce the burden you place on your pre-frontal cortex.  And all that explanation now brings me onto this week’s question. Which means it’s time for me to hand you over to the Mystery Podcast Voice. Some say she’s always on holiday; all I know is she’s called “The Mystery Podcast Voice.  This week’s question comes from Fabian. Fabian asks, hi Carl, you recommend that you should do your daily planning at the end of the day, not at the beginning. But I am always so exhausted at the end of the day that I find I just cannot do any planning. Is there anything I can do to consistently plan at the end of the day?  Hi Fabian. Thank you for your question.  When I read your question, my thought was that it might be because you are not getting enough sleep, or that your work causes you to make decisions all day about what to work on next. Nothing is pre-planned or pre-decided.  Both of which could be the underlying reason for feeling exhausted at the end of the day.  If you’re not getting enough sleep, the effect you will experience would be the same as if you were experiencing decision fatigue. An inability to make decisions.  And that is why, at the end of the day, you find it so difficult to plan the next day. After all, what is planning? It’s making decisions about what you will work on tomorrow.  So, if a lack of sleep is the issue, then the fix would be to look at your sleep cycle and make adjustments there.  However, for most people, the problem is making too many decisions throughout the day, leaving them feeling mentally drained and lacking in any motivation to do anything.  This is where routines, processes and rules come into play.  Every productive day is the result of hundreds of decisions: What deserves my attention? What can wait? What should I ignore? What should I delegate? When is “good enough” truly good enough? If each time you come up with something new and you have to decide whether something deserves your attention, whether it can wait, or whether you could ignore it, you’re tapping into your prefrontal cortex’s energy reserves.  And your prefrontal cortex does not have an 850cc engine that only draws a minuscule amount of energy. No. It has a full-throated V8 and drinks fuel like it’s put a straw in a lake and called it a warm-up. This is why pre-establishing what your core work is matters. Once you know what your core work is and what that work looks like at a doing level, you are pre-deciding what deserves your attention. It’s the work you are employed to do. It’s important and must be done.  Now, all you need do is decide when you will do it.  And with core work, given that the type of work you’re doing will be the same, you can pre-block time each day for doing it.  For example, you could protect 10 am to lunchtime for doing your core work each day. That means you are no longer deciding what to do each day. You’ve pre-decided; it’s blocked on your calendar, and all you need to do now is turn up and do the work.  It’s always fascinated me that the most stressed-out people I’ve come across in my professional life are the ones who’ve told themselves they can’t do that, and that they have to be available for everyone immediately they ask.  Complete nonsense, of course, but there really are some people who believe that.  In this situation, a person is constantly having to decide whether they should respond to this person or that person. Who is more important? Should I call my boss, or perhaps send her a text message? “Oh shoot! This person’s been waiting 10 minutes. I must call them immediately!)  It’s also why the least stressed-out people are the ones who are comfortable turning on Do Not Disturb on their devices when they sit down to do some focused work.  They’ve made the decision that for the next hour or two they will work on a specific type of task. If something was a genuine emergency, they would be told somehow.  I remember last year, when we were changing our car, that the sales manager we dealt with was wonderfully laid-back. Within a few days of starting the process to change our car, I worked out that he would respond to our messages between 11:00 am and 12:00 pm or between 4:00 and 5:00 pm, depending on when we messaged him.  It was consistent, and I was hugely impressed.  When I picked the new car up, I asked him about it, and he said he gets so many messages and emails each day that he wouldn’t be able to do any work if he responded instantly to everything that came in. So, he does an hour before lunch and an hour before he finishes the day.  Brilliant. And I bet you he never gets any complaints about it.  So, having a process for dealing with your communications is just as important as having time protected for doing the work that matters each day. Then we come to your routines. If you were to have a small fifteen-minute closing down routine at the end of the day, this would again minimise the decisions you need to make.  For example, at work, I will close down by clearing my desktop and tidying up my desk. I clear out Todoist and process my inbox. Then I open up my daybook and plan out tomorrow by writing in my appointments and the most important things I have to do tomorrow, and that’s it. Done.  It tells me that my workday is now finished. There can also be other things you might do too. For example, at home, perhaps before you go to bed, you load the dishwasher and turn it on, or if you don’t have a dishwasher, you wash all the pots and mugs before going to bed.  That’s a routine. A going-to-bed routine. Pre-decided, and after a few weeks, you would feel uncomfortable if you didn’t do that.  And then there are your rules, or standards.  Again, this helps you make pre-decisions so that, on a day-to-day basis, you don’t have to.  For example, I have many of my coaching clients make a commitment to respond to their emails within a specified period of time.  Let’s say you set a rule to respond to all your emails within 24 hours. This means that any email that is close to your time limit must be responded to today. Anything else can wait.  For emails that will require you to do a lot of work, the response time still holds, but the response is to reply with something like: “Thank you for your email. I will get it back to you as soon as I can” This way you filter out the genuinely urgent from the non-urgent. If the person you’re responding to comes back to you saying they need it by such and such a date, now you know it’s important, and you can prioritise it accordingly. If they respond with, “Thanks”. You know it can wait.  The difference between a rule and a routine is that routines happen automatically. You do the same thing at the same time. A rule is conditional. A sort of “if this, then that”.  If I have a presentation to do this week, I will protect an hour the day before for preparation, for example.  Processes are pre-decided methods for doing the different types of work you do. For example, “if I get a sales enquiry, this is the process I follow.” What these routines, processes and rules do is they reduce the number of decisions you need to make each day. This helps to prevent you from overloadi

Are you on a mission to find the best productivity app or system, and find that no matter how many apps or new methods you try, you still find yourself overwhelmed, backlogged and stuck? Well, this week I want to tell you about a new way I can help you.  Links: Email Me | Twitter | Facebook | Website | Linkedin   Learn more about the Productivity Academy The Working With… Weekly Newsletter Carl Pullein Learning Centre Carl’s YouTube Channel Carl Pullein Coaching Programmes Subscribe to my Substack  The Working With… Podcast Previous episodes page Script |427 Hello, and welcome to episode 427 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.  Eleven years ago, I began writing blog posts on time management and productivity. My goal was simple. To help people navigate the rapidly changing world of time management and productivity.  In 2015, it seemed almost every day a new task manager or notes app would come out promising to make organising your day easier.  This meant established productivity apps such as OmniFocus, Things, Remember the Milk and Todoist had to change to keep up. So these apps started adding features, changing their design languages, and everything started to become more complicated. AI today is doing exactly the same thing. Promising a lot and forcing established productivity tools to add more and more features, whether we want them or not.  When trying to decide if a new productivity tool is all that it promises to be, I’ve noticed that many of these promises are repackaged things that already exist.  For example, I’ve been using an app called TextExpander for fifteen years now. TextExpander inserts pre-written “snippets” of text through a keyboard shortcut.  I use it for writing dates so I don’t need to look up the date. All I type is “Edate”, and it will give me the date in the UK format: day, month and year.  I also have some pre-written thank you emails there too. They are written by me in my writing style, and a simple keyboard shortcut will give me the email. While TextExpander won’t send the email for me, all I need to do is hit Command and return on my keyboard, and it will send it.  Then we have tools such as Calendly and Acuity. These tools allow you to set up times on your calendar that people can pick from to set up an appointment with you. Once set up, this works in the background, and you have nothing to do.  No back-and-forth negotiating a time. People just click on a link, and these tools deal with time zone differences and all the admin.  No need for AI to get involved.  AI will inevitably change the way we work; for many people, it already has. However, there are some principles that never change.  There will still be 24 hours in a day, you will still be able to only focus on one thing at a time, and you won’t be able to be in more than one place at a time.  Your energy will fluctuate, and you will need to get enough sleep.  The need to manage our time is still there. We still have friends and family, work commitments and perhaps some hobbies. They all need time.  And the principles of time management will not change. If you want to do something, it will require time. Whether that’s cleaning out your car or sitting on the sofa chatting with an AI bot.  Time management and productivity skills will still be needed no matter what advances AI brings to our workplaces and lives. Thinking about all this led me to look at how people are engaging with my Learning Centre. This is where I have courses and programmes to help people become better at managing their time and become more productive.  As I was looking, I noticed something interesting. The people who have made the biggest positive changes in their lives weren’t the people who bought the most courses.They were the people who kept learning. They perhaps began with my COD course, my free productivity fundamentals course, then went on to purchase the Time and Life Mastery programme or the Time Sector System course.  Some went on to join my coaching programme so they could have guidance on building their own, tailor-made system.  This highlighted a mistake many people make with time management and productivity. They approach it as if it were a destination. Find the perfect app, read the right book, take the right course, watch one more YouTube video, then they’ll finally be organised. Yet that’s not how it works, and you’ve probably noticed. A few years ago, the trend was minimalist desk set-ups. This is where people stripped everything from their workspace so all they had was a small plant, a simple lamp and a laptop attached to a large monitor.  YouTube was full of videos of people showing off their desk setups. They looked great, but did absolutely nothing for their productivity.  Now the trend is to have books and notebooks everywhere. The plants survived, but the little desk accessories have reappeared. Minimalism seems to have lost its appeal. Few people have been able to stick with it.  It seems keeping things minimal is challenging and time-consuming. I also saw something similar when I was at university; I studied part-time. 6:00 pm to 9:00 pm every Tuesday and Thursday.  On our first day, there were just over 200 students crammed into the lecture theatre. All excitedly looking forward to their graduation day four years later with an LL.B Honours degree.  I remember the professor in charge of the course telling us that 70 to 80% of those in that lecture theatre would not graduate. Not because the course was particularly difficult. It wasn’t. But because committing six hours a week to attending lectures for four years would be a commitment beyond most people.  And on our graduation day, there were just 24 students left. Almost 200 students had quit! It didn’t matter what tools or processes you had. What mattered was understanding the basic principles of time management. Turning up consistently and doing the work.  It had nothing to do with academic ability or how smart someone was. The people who graduated were the ones who turned up constantly and managed their time so they were able to attend the lectures and do the reading (there was a lot of reading to do for a law degree) week after week for four years.  Being good at time management and consistently productive is more like fitness. Let’s say you wanted to get fit. You wouldn’t expect to take a three-hour course on weight training and suddenly become stronger.  Fitness doesn’t work like that. The same is true of playing the piano, learning a language, cooking, and photography. These are not one-time learning experiences; they’re continuous. And learning to better manage your time and be more productive is no different. Our lives and work change. We may begin as a junior administrative assistant, but within a year or two we are managing a team of four people and overseeing projects.  You start a family; now suddenly you have a little monster waking up every two or three hours screaming through the night. And as your kids grow up, you have commitments to take them to and pick them up from swimming or football practice.  The time management skills you learned at school and university don’t work in the workplace. And as you change jobs, you need to learn new ways to manage your time both professionally and personally.  The real challenge isn’t knowing what to do. If you’ve followed this podcast or my YouTube channel, you will already know you should plan your week and day, spend less time reacting to emails and messages, and protect time for your core work (at least I hope you do). The challenge is applying what you know consistently while juggling meetings, deadlines, family commitments and the unexpected events that arrive every day. This is why consuming more productivity content isn’t going to create the change you want. As James Clear’s Atomic Habits (a fantastic book) shows: Information fades; your habits remain. Over the years I’ve noticed something about many of the people I’ve coached. The ones that become brilliant at managing their time don’t just complete a course or have one or two coaching sessions and disappear; they keep coming back. They ask questions, refine their systems, and they adapt as their careers and family lives change. They come back to ideas we implemented years ago and learn new ideas because they now have different challenges.  My best clients have been with me for over eight years, and they are the ones who’ve seen incredible changes, so much so that they’ve inspired me! I realise now that when my driving instructor told me years ago that: “You don’t learn to really drive a car until you’ve passed your driving test.”  the same is true about your time management and productivity: you don’t become more productive and better at managing your time until you start practising what you learned.  All this got me thinking about what productivity education should look like over the next five to ten years. I don’t believe it’s about creating more courses, and it’s certainly not about developing more complicated systems, packaging them up and selling them.  Instead, it’s about creating a place where people can continue learning, refining and improving over time, just like many of my coaching clients have done. They understand that becoming organised and in control of their time isn’t a project; it’s a lifelong commitment. And like every commitment, it works for those who stick with it. So, going forward, I will be introducing more live training events for you.  I started doing a few live training events in 2023, and some of my favourite moments have been in those sessions. I’ve been able to answer questions

What drives your day? Your calendar or your to-do list? Or perhaps your boss? The answer to that question will determine whether you are or will be productive each day.  Links: Email Me | Twitter | Facebook | Website | Linkedin   Learn more about the Time Sector System here Get Your Copy Of Your Time, Your Way: Time Well Managed, Life Well Lived Plan Your Week With Me: The Weekly Planning Matrix. The Working With… Weekly Newsletter Carl Pullein Learning Centre Carl’s YouTube Channel Carl Pullein Coaching Programmes Subscribe to my Substack  The Working With… Podcast Previous episodes page   Script |426 Hello, and welcome to episode 426 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.  If you were to look at the paper planners of the 1980s and 1990s, you would instantly see they were all built around your calendar. Some of the more sophisticated planners had a to-do list and a place to keep notes. Most were just a vertical list of times and the day’s date with a small area at the bottom for notes.  And there was a reason for that. People working in the 20th century understood that no matter what you wanted to do each day, it would require time.  Dropping your kids off at school likely involved a twenty-minute detour on your regular commute. Restocking your paper-clip box would require you to walk to the stationery cupboard to fill it, another ten minutes, and then there was all the travelling around to meet people. (No Teams or Zoom in those days). Needs drove how we managed our time, and your diary was the only tool that could prevent you from overloading yourself. You could see in an instant whether you could sit down and type out the report or proposal. Because, given that there were no smartphones or tablets, and laptops were prohibitively expensive, you also had to be in the right place in order to do much of your work. I fondly remember the days when I left work at the end of the day, and there was no way a client, colleague or boss could contact me until I arrived for work the next day. My work Email was only on my work desktop, and that was in the office.  Now, somewhere along the timeline, those barriers have been broken down. Your work can, and does, follow you home.  I recently saw a before-and-after picture of people sitting around a resort swimming pool in the 1990s and one in the 2020s.  In the 1990s, people were sitting around the pool talking or reading a book. In the 2020s, people were staring at their phones. No talking, no books. Just eyes glued to a screen.  It’s quite sad really to see. It’s also why your clients, colleagues and bosses are on holiday with you.  If you’re carrying your work life on your phone, then there’s no escape at all. It would require a superhuman effort to avoid occasionally looking at your emails and messages. I know some people can do it; most cannot.  Today’s episode is about how to put your calendar back to where it belongs: being your primary productivity and time management tool.  So, to get us started, let me hand you over to the recently returned Mystery Podcast Voice for this week’s question.  This week’s question comes from Judy. Judy asks, Hi Carl, I’ve heard you say many times that your calendar should be your primary productivity tool. I really struggle with that because I have so many tasks to do, and so I find myself beginning and ending my day in my task manager. Do you have any suggestions on how to make my calendar my primary focus? Hi Judy, thank you for your question. There is a problem with task managers today, and that is their sophistication.  Before we went digital, if you used a to-do list, you needed to handwrite it each day. While this may not have been very convenient, it forced you to only write out the tasks that needed to be done.  Remembering to watch a TV show or read a newspaper article would rarely, if ever, be written on a to-do list unless it was something you genuinely wanted to do.  Even then, when I think back, I knew that The A Team would be on a Saturday at 6:00 pm, and that Ally McBeal was on a Sunday night at 9:00 pm. And I was always at home at those times, and if I wasn’t, because there were no streaming services, I wasn’t going to see the show then unless I set the video recorder, and to do that you needed a doctorate in Theoretical Physics. Today’s digital To-do lists are fantastic. You can add tags and labels, set start and due dates, make tasks recurring, and create multiple lists.  All great features.  And if your to-do list can do all that, what’s the point of using a calendar? You can put events and date reminders into your task manager and have one single place to see everything you have to do.  Doing things this way immediately poses a problem, though. You remove the time constraints a calendar gives you.  With a calendar, you can see your day as a whole. You get your 24 hours, and if you tried to over-schedule yourself, you would instantly see it with multiple appointments at the same time. You can then act and reschedule things or cancel a meeting or two. With a task manager, you cannot see that. All you get is a list of things to do. And if you’re not curating that list each day, the list just gets longer and longer.  Then you find important must-do tasks get lost among low-value, would-like-to-do-someday tasks. This then requires a lot of time to sort and organise.  But rather more damaging is what this does to your sense of control. Maintaining all this in your task manager creates a sense of overwhelm, and the increase in decision-making required leaves you feeling exhausted at the end of the day.  When you use your calendar as your primary productivity tool, you only need to decide what type of work you will do at any given time in the day.  For example, imagine it’s the tax reporting season, and you need to get all your finances in order. Not a small task, and something you likely need four or five hours to complete.  If you were to have a task in your task manager that says “do taxes”, that’ll be a task you will keep rescheduling. It’s not a pleasant task to do, and you know it will take you four or five hours to do.  However, if you managed this on your calendar, you could schedule a couple of hours on Saturday morning one weekend and a further two hours the following weekend. Now you know you have the time protected. All you have to do is turn up and do the work.  Not turning up and doing it is an entirely different problem. That’s not respecting your calendar, which is never a good habit to have.  One other thing you will notice about scheduling this kind of work on your calendar is you see it there well before the time, and that helps you to mentally prepare for the task.  Perhaps you decide to get all the paperwork ready on the Friday evening so you are ready to go first thing Saturday.  On a task list, a task like this will likely be buried away somewhere, and you only see it when you do your daily planning that day.  I’ve always found historical figures’ to-do lists fascinating. People like President Eisenhower, Leonardo Da Vinci, Johnny Cash, John Lennon, Maya Angelou and Margaret Thatcher’s to-do lists never contained any dates.  Now, people like President Eisenhower and Margaret Thatcher had diary secretaries. These were people who managed their calendars and informed them at the start and end of each day what their schedule was for that day.  This is something I’ve found Siri and Alexa superb at. I can walk into my office in the morning and ask what my appointments for the day are. I can also ask them to block out time tomorrow or Friday for doing a specific piece of work.  With AI coming on board, that feature can only get better. If I say to Siri, “schedule a deep work session on Friday morning at 9:30”, Siri will inform me that the cleaner will be coming at 9:30 am, and I can decide to keep the focus session or change it to a time I will not be interrupted.  Each week I write a script for this podcast. I usually do this on a Thursday morning after my meetings. Today, my last meeting was cancelled, so I was able to get to writing earlier.  I haven’t needed to look at my to-do list once yet, and it’s already 11:00 am. My day began at 8:00 am with a one-hour meeting. It finished at 9:30 am. Originally, my plan was to finish my meetings at 10:15 and begin writing at 10:30 am. As it happened, because of the cancellation, I was able to begin writing at 9:45.  I don’t need to change my calendar; I knew that once my meetings were finished, my next task was to write. So I did.  So where should a task list fit into your overall system?  Task managers are great at collecting stuff you have to do. Far better than calendars, as a calendar will demand a date at the very least. Task managers don’t need a date. You just add a task to the inbox, and there it will sit until you decide to do something with it.  If you follow the Time Sector System, you process your task manager every 24 to 48 hours, and when you do so, you decide when you will do the task. It will either be this week, next week, later this month or next month.  On your calendar, you protect time for the different categories of work you do. For instance, if you write proposals, then you would have time protected on your calendar for writing proposals. You will likely also have time set aside for dealing with your communications (emails and messages, etc.), and admin.  Then at the appointed time, you use the tags or labels in your task manager to pull up the tasks that match that category of work.  That’s an oversimplification of the system. If you want to learn more about the Time Sector System, I recommend checki

The legendary American Football coach, Vince Lombardi, said: “It’s not whether you get knocked down, it’s whether you get up."  Now that’s true in American Football, and it’s also true in life.  No matter how well you plan your day or your week, your plan will inevitably get attacked by outside influences.  A disorganised, reactive boss, a tired son or daughter who won’t get out of bed in the morning, a traffic jam on the way to an important meeting, or your accountant telling you that you need to pay a big tax bill.  These are all sudden, impossible to plan for attacks on your carefully planned day.  Having a plan is one part of a productive day. Having an arsenal of tools to defend your plan is another. And it’s that part that most people never prepare for.  In this week’s episode, I will share with you a few ideas that will help you defend your plan and show you how to get back on track if you are prevented from following it through.  Let’s go. Links: Email Me | Twitter | Facebook | Website | Linkedin   Learn more about the Quiet Productivity Method here Get Your Copy Of Your Time, Your Way: Time Well Managed, Life Well Lived Plan Your Week With Me: The Weekly Planning Matrix.   The Working With… Weekly Newsletter Carl Pullein Learning Centre Carl’s YouTube Channel Carl Pullein Coaching Programmes Subscribe to my Substack  The Working With… Podcast Previous episodes page   Script |425 Hello, and welcome to episode 425 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.  Whenever I ask a client how their week went, most answers are negative.  They usually go something like: “Well, it started well. I got everything I wanted done on Monday and Tuesday completed, but then I had to suddenly go out to see a customer on Wednesday morning, and that just threw me off track. I didn’t get back to the office until 4ish, and then I had to report back to my boss. That went on until 6:00 pm. Argh! It was a disaster”  Well, was is a disaster?  Perhaps not. All it was was one day out of five that did not go as planned.  It’s possible that a day like this will have put you behind on your plan for the week. It could also mean that getting everything you want done that week will no longer be possible. But that does not necessarily mean it’s become a disaster.  The issue really is not preventing things from going wrong; that would be a challenge beyond almost everyone. Instead, the focus should be on recovering from an unexpected event or interruption to minimise the damage to your plan.  And in this week’s episode, I will share a few ideas to help you quickly get back on track after one of these inevitable, unexpected events. But before I do that, I’d like to hand you over to the Mystery Podcast Voice for this week’s question, but sadly, once again, she’s sunning herself in a resort somewhere, so I’m afraid it’s me reading out the question again.  This week’s question comes from Will. Will asks, “ Hi Carl, I’ve finally become consistent with my weekly planning (thank you for the tip about doing it on a Saturday morning). My problem now is when I look at my plan at the end of the week, I’ve got practically none of it done. There’s always some emergency that throws me off my plan. How do I get myself to stay on track?” Hi Will,  Thank you for your question.  Now, the first thing I would tell anyone is not to go for perfection. If you have ten things that you plan to get done over the next seven days but only manage to do seven, I would say that was a pretty good week.  You did seven important things that you wanted to do. That’s a 70% success rate. I’d take that.  The reality is you are unlikely to ever hit 100%. I know I never have; in fact, I don’t think I’ve ever met anyone who has.  There are just too many things that can happen that will throw you off track. Plus there’s the human side of things too.  We often expect to be able to do far more than is possible, and then there’s always a missing piece of information that you need to ask someone else for, and they are away all week at a conference and won’t be able to send it to you until next week.  There could be a proposal you submit, anticipating approval, only to have it sent back to you for adjustments that will then require resubmitting.  None of these can be anticipated; building in some buffer time can help, but it’s still not likely to give you a 100% success rate.  If you are hitting 100% consistently, that’s likely to suggest that you are not pushing yourself hard enough to develop, but that’s a whole different story.  One trick I often suggest to my coaching clients is to build in a “catch-up” afternoon, or, if you can, a “catch-up day”, later in the week where you avoid scheduling meetings or other commitments and keep it free for catching up on anything you may have fallen behind with. For example, I don’t schedule anything on a Thursday afternoon. I often have meetings mid-morning (I think of it as a calls day), and one task: writing this script.  Other than that, there’s nothing. This means that if I am behind on anything, I have a whole afternoon to catch up. (There’s always something I will be behind on) This week, I am behind on a few videos I want to record. Should have got them done yesterday, but I ran out of time. So, this afternoon I will be recording.  Another tip is to look at your weekly plan not as a task-level plan, but as a set of objectives. In other words, plan for bigger things such as making progress on a project, getting four exercise sessions in, clearing a backlog or resolving an issue with a customer.  This is a reason why I developed the Weekly Planning Matrix. It’s four squares representing four areas of your life:  Core work: the work you are employed to do. (Just as an aside here, if you’re a part of my Learning Centre, last week’s Learning Note has an excellent example of how Warren Buffett identified his core work) Projects and issues: these are the higher-level things you want to make progress on professionally. Personal: For things that need addressing in your personal life, such as scheduling a doctor’s appointment, deciding how many exercise sessions you will do, etc.  And finally, the radar, which is for things you do not need to do anything about but should be aware of. For instance, if your in-laws are coming round for a few days later this month, or you’re waiting for a package to be delivered.  Because you’re limited for space in each square, you become mindful about trying to do too much. If your projects and issues square is full, and next to that you see all your core work tasks, you will instantly see if you are being over-optimistic about what you can get done that week.  I’ll leave a link to a video I did on doing the Weekly Planning Matrix in the show notes for you. The next idea is related to your daily planning.  Because it is almost inevitable that an unexpected event will occur at some point during the week, your daily planning can be used to reassess your weekly plan.  Let me give you an example from my week this week. I planned to record some additional videos on Tuesday, but when I went to set things up, I discovered that the local government had decided Tuesday was a great day to dig up the road right outside my office. Jackhammers, reversing vehicle warning beeps, and road cleaners were all in full operation. It was an orchestra of wonderful modern city life noise That plan had to be scrapped. So, I looked at my calendar and saw that Thursday afternoon was clear (it always is, remember, for catch-up), so I moved the time block to Thursday afternoon.  Now, I did that calendar adjustment as soon as I realised I wasn’t going to be able to record the videos, but I could easily have left it until later in the day, when I did my daily planning.  That’s why your daily planning is so useful. It allows you some time each day to step back, reassess your plan for getting the important things done and make any alterations based on the new information you have.  And that brings me onto the timing of your daily planning.  Time and time again, when one of my clients switches over to planning their day the evening before, they tell me that it was life-changing.  It’s life-changing because you will immediately discover your evenings are more relaxing. Once you’ve planned the day, your brain lets go of all the stuff you’re feeling a little anxious about. It quietens down.  You also find you sleep better because you know what you will be doing the next day and that all your “bases” are covered, so to speak. No more “oh Crikey. I forgot to do X” just as you’re drifting off to sleep.  And when you begin your day, you’re already clear about what needs to be done. That gives you a tremendous amount of focus and prevents you from going looking for trouble by looking at your actionable email, sifting through Slack or Teams messages or going into Jira looking for open tickets.  Now, I know all that’s well and good, but what happens if one of these legendary Unexpected Events happens when you’re in the middle of doing your most important work for the day?  This is the proverbial Vince Lombardi’s “getting knocked down” situation. And as Vince Lombardi says, it’s all about getting back up again once you’ve been knocked down.  The only thing I’ve found that works here is that once you’ve dealt with the Unexpected Event, pause. Yes, that’s right. Stop.  Just briefly. Look at your calendar and see when your next committed appointment is, and take a look at your prioritised task list and see what’s left to do. Often you

Socrates, that wise philosopher of the 5th century BC, said: "The secret of happiness, you see, is not found in seeking more, but in developing the capacity to enjoy less." And the consensus across the centuries has always been clear: happiness isn't a destination you reach by wanting or accumulating more, but a state of mind achieved by reducing what you want. This week, I’m exploring the common problem of wanting to do more and more, yet never finding the time to do what you want.  Links: Email Me | Twitter | Facebook | Website | Linkedin   Learn more about the Perfect Week Calendar Learn more about the Quiet Productivity Method here Get Your Copy Of Your Time, Your Way: Time Well Managed, Life Well Lived   The Working With… Weekly Newsletter Carl Pullein Learning Centre Carl’s YouTube Channel Carl Pullein Coaching Programmes Subscribe to my Substack  The Working With… Podcast Previous episodes page Script |424 Hello, and welcome to episode 424 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.  One of the most common questions I get asked is: How do I find the time to do everything I want to do?  And as David Allen said in his book Getting Things Done, you can do anything you want, but not everything.  In other words, you can do all the things you want to do, just not all at once.  This is a problem all humans have faced since the dawn of time: we are limited by the number of hours we have each day.  And before we acknowledged time and dates, we were still limited by daylight hours and the need to sleep.  In many ways, truly understanding that we will always be limited by time is the first step to discovering peace and happiness.  I remember many years ago having an argument with a colleague about why the iPhone’s constraints were better than Android’s lack of constraints. This was back in the day when you really didn’t have many options for what you could add to an iPhone’s home screen. The date and time, design, and colours were fixed, and the apps you downloaded were presented as Apple allowed them to be.  Android phones, on the other hand, let you download widgets, move your app icons wherever you wanted, and install thousands of different themes.  What was interesting is that my colleague was always fiddling with his phone. Never being happy with the way his home screen looked.  I had no choice. Which meant I wasn’t fiddling with my phone all the time, trying to find the perfect setup and design. I was therefore happy with what I had.  Funnily enough, now that Apple does give us more choice as to how our phone home screens look, I do waste a lot of time trying to find the right colour combinations and layouts. (And I’m still not happy with it!) So with that said, let me hand you over to the Mystery Podcast Voice for this week’s question: This week’s question comes from Scott. Scott asks: Hi Carl, I have a lot of things I want to do, such as learning to play the guitar, reading more books, and taking my kids out on the weekend. Yet I never have time to do any of these, and when I do, I’m so exhausted that all I want to do is sit and watch TV. It’s so frustrating. Do you have any ideas on how to fit all these things into my week? Hi Scott, thank you for your question.  I’m not sure whether you have completed the “Perfect Week” calendar exercise yet, but I would recommend it.  This is an exercise where you take a blank weekly calendar and map out all the things you want to do each week by when you will do them.  Start with your personal life, then add your professional life. I will put a link in the show notes to a video I did on this.  This exercise tells you whether you are being overambitious. You will quickly see if what you want to do is realistic, impossible, or somewhere in between.  What most people find when they do this exercise is that they are being wildly unrealistic.  I’m currently reading Sir Alan Lascelles’ diaries from 1940 to 1945. Sir Alan was the Private Secretary to King George VI at that time, and it’s interesting to see how he spent his days. Sir Alan loved going to the theatre, gardening and reading books. Those were his main hobbies. However, being a senior member of the Royal Household, he was also in demand from the King and the government of the day.  Yet, what I learned is that even during the war, because his “interests” were small, he was able to maintain all of them.  Take gardening, for example; Sir Alan’s home was outside London. So during the week when he was required to stay at Buckingham Palace, he could not attend to his garden. But at weekends, when he was not travelling with the King, he would spend his days pottering about in his garden.  During the week, when he was in London, he would combine lunches and dinners with meetings with government officials, and maintain his social life by going to the theatre with friends and family.  Now, in those days, people engaged in what we would call “knowledge work” today had much more flexible hours.  Most mornings were spent doing their most important work. The work that required focus.  One thing Sir Alan did each day was take a walk with the King for an hour, where they would discuss the affairs of state. In many ways, this was their daily meeting, though neither of them really considered it one.  This walk invariably took place just before lunch.  Lunch, again, was usually business, but occasionally it would be with his wife or son, or a friend.  Afternoons were often meetings, and they ran into dinners. From the diaries, it seemed that most evenings were spent meeting with a colleague or an official to discuss business.  If he didn’t have a business meeting in the evening, he would go to the theatre with his wife or a friend.  What’s interesting about this way of living is that there were no real-time barriers between work and personal life. Some of those evening meetings went on into the early hours of the morning; other times, if there were no meetings in the afternoon or evening, people would go shopping or take afternoon tea with a family member or friend.  There were instances where an important communique needed to be written, and Sir Alan would be up late at night writing it.  I would say that Sir Alan was working around 50 hours a week, but they were not evenly distributed. Some days he’d work 18 hours, the next maybe only 4.  Our obsession with the “work-life balance” has distorted our lives. Now we are trying to cram so much into our 8-hour work day that we leave ourselves exhausted at the end of it.  There’s no energy left to do the things we want to do. All we are fit for is crashing on the sofa and watching TV or scrolling our social media feeds.  What people like Sir Alan did was to spread their work more evenly throughout the day. They would take a walk for an hour mid-morning, have long lunches with friends, have business meetings in the evening over dinner, and often work on an important piece of work late into the night.  Now, it’s true that in the 1940s TV was not a thing. All people had for entertainment were the radio and record players. So reading books, going to the theatre with friends, and gardening were likely easy to do. Today, we do not have any more time than they had in the 1940s. We still have the same 24 hours a day.  What has changed is we have far more options than they had.  And that’s where the problem is. It’s not time. It’s the options we have.  The activities you mention, Scott, should be entirely possible. Spending an hour or so each evening playing the guitar should not be a challenge; neither should reading a book for 30 minutes before bed.  If you were to get home around 7:00 pm, have dinner with your family, and then practice the guitar around 8:30, would that be impossible?  If not, what would you do instead after dinner?  Likewise, if you want to take your kids out at the weekend, what’s stopping you? What are you doing instead?  One of the best things I’ve ever done was to strip out the artificial lines between doing my work and my personal life.  Now, I do my most important work in the mornings and, wherever I can, avoid meetings at that time. I keep the afternoons relatively free for chores and family outings and do some work between 8 and 10 pm. That could be meetings, project work, or dealing with my communications and admin. I’ve recently started reading books for 30 minutes or so after lunch. I find it refreshes me, and I’m ready for whatever’s in store for me in the afternoons. I used to read the news or look at social media at that time, which often drained me mentally. Reading a book does the opposite.  I’ve noticed that with my team too.  We don’t have any regulated work times in the company. People can work whenever they feel like it. My Marketing Manager likes to do her work early in the morning; my video editor prefers the evenings.  We work on timelines. For example, I supply my video editor with that week’s videos on a Wednesday afternoon, and she has until Sunday evening to complete the edits.  As the boss, the only thing I care about is receiving the edited videos no later than Sunday evening.  The final issue most people face is wanting to do too much.  Reading Dorothy L. Sayers’ Lord Peter Wimsey books, we learn that Lord Peter had two hobbies. Playing the piano and collecting books. When he’s had an exhausting day or was stressed about something, he would either pick up a book or play the piano. They were his go-to relaxation methods.  What do we do today? We get ourselves stressed out because we want to learn to play the violin, take up pickleball, go to the movies with our friend