Andrew Doukanaris FCMI

If you find yourself needing to delegate tasks, it's a sign that you may not be effectively leading your team. Ideally, your team should be proactive and aligned, eager to take on more responsibilities without needing to be pushed. If delegation feels like a struggle, it might indicate shortcomings in your leadership approach, either during hiring or in ongoing team communication. This mindset feels outdated, reminiscent of the 1990s and I'm disappointed by the responses here. It suggests that many leaders may lack experience or haven't achieved much in terms of team building. I've been fortunate to assemble exceptional teams whose members consistently strive to exceed expectations without needing constant direction

Some advocate for disconnecting, unplugging, setting strict email times, or scheduling early morning meetings. But let's be real: these suggestions don't always fit the realities of a global economy. It's like comparing a tennis player or golfer, who needs silence for a perfect shot, to a football/soccer striker facing a penalty amidst the roar of 80,000 fans, many hurling abuse. Yet, they stay focused. In one office I frequent, I deliberately sit in the bustling music and conversation area. Surprisingly, that buzz often fuels my momentum even more.

For as long as I can remember, there's been a market for time management tools, skills, courses, and now apps. But let's face it: many of those 'coaches' lived a 9-5 life, hardly ventured beyond their hometown, and experienced minimal stress, financial strain, or demanding family obligations. We've all found ways to cope, and while people may reach the same end result, their paths vary widely. Time management isn't just about fancy calendars or apps; it's about having the inner drive to accomplish tasks.

It's all about your mindset at the beginning of each day. Every day brings its own unique set of feelings and perspectives, which can influence how you approach tasks. So, embrace creativity. While breaking tasks down and making lists may seem like a corporate approach, let's face it: how many of us can recall our annual or even monthly objectives?

I find it disappointing that many contributors to this article have overlooked the aspect of safety, focusing solely on operational matters. During my leadership of the team that implemented London Taxi card acceptance over 15 years ago, we addressed safety concerns, recognising the risks inherent in cab drivers stopping in hazardous locations, which also affected their passengers. Standing by an ATM in a poorly lit doorway late at night poses similar dangers. Additionally, the challenges of parking in dimly lit multi-storey car parks and searching for a functioning coin-accepting machine on lower floors have been effectively mitigated through innovative apps.

They should be aligned with the organisations key objectives. Too many objectives are just a list of actions partly already achieved.