Types and Symptoms of Poor Time Management

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Framework Primer
Types and Symptoms
of Poor Time Management
Presentation created by
The Online
Addict
The
Networker
The
Cheerleader
The
Micromanager

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Contents
Overview
Types of Poor Time Managers
Symptoms of Poor Time Management
Templates
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Managing time properly is a challenge for most leaders—this deck
highlights the indications that are associated with poor Time Management
Presentation Overview
Time is a critical resource, and if it is not managed appropriately, nothing can be managed.
The consistent time scarcity issue has turned more serious of late. Executives are often heard
complaining about the shortage of time. Around-the-clock communications, increasing
complexity of organizations, and economic uncertainties have compounded the longstanding
challenge for the executives to find enough time to accomplish strategic priorities.
This presentation identifies key symptoms and offers pragmatic solutions to time related issues
for the executive leadership. The 4 symptoms of poor Time Management are:
This presentation goes into detail to describe the 4 types of poor time managers:
The slide deck also includes some slide templates for you to use in your own business
presentations.
1 Initial Overload 3 Ineffective Trade-offs
2 Lack of Guidance 4 Respecting Time
1 The Online Addict 3 The Cheerleader
2 The Networker 4 The Micromanager

Almost every executive finds it challenging to manage time efficiently—
and this can render even the top strategic projects to freeze
The Issue with Executive Time Management
Companies should tackle time problems systematically rather than leave them
to individuals.
The consistent time scarcity issue has turned more serious in recent times. Around-the-clock
communications, increasing complexity of organizations, and economic uncertainties have
compounded the longstanding challenge for the executives: an inability to find enough time to
accomplish strategic priorities.
The solution is to treat Time Management as an institutional issue
rather than an individual’s dilemma. Managing time is beyond personal
productivity issue; it has increasingly become an enterprise-wide issue,
deeply entrenched in organizational structures and cultures.
The Time Management issue should be analytically confronted.
Leadership needs to inspire time budgeting and lay out formal
processes for time allocation.
They need to focus on time while dealing with organizational design
affairs—e.g., roles and responsibilities, spans of control, and decision
rights. Organizations need to ensure that leaders have the right tools
and rewards, institutional support, and administrative assistance in
place to manage time effectively.
These approaches
are of immense
support for the
executives who are
so overloaded that
they lack the capacity
to lead crucial new
initiatives.
The first thing to do is
to thoroughly analyze
the type of Time
Management issue.

Few organizations treat executives’ time as finite and
measurable resource
Time Management Study
The data points from the study suggest that time challenges are influencing the well-being
of companies, not just individuals.
Source: Making Time Management the Organization's Priority, McKinsey, 2013
McKinsey conducted a global, online survey in 2011, which asked executives “how they spent
their time.” The sample size included 1,374 executives at the general manager or above
level, representing all regions, industries, company sizes, and specialties. To counter
differences in response rates, the data was weighted by the contribution of each respondent’s
nation to global GDP.
Only 9% of the study respondents seemed “very
satisfied” with their time allocation abilities, less
than half considered themselves “somewhat
satisfied,” and about one-third were “actively
dissatisfied.”
Out of the total, 52% were of the opinion that their
time allocation largely matched their
organizations’ strategic priorities.
About half of the executives admitted that they
were not focusing adequately on guiding the
strategic direction of the business.
Organizations tend to treat their executives’ time
as infinite, treat potential opportunities as high
priority, and have little regard for the leadership’s
capacity to drive them.
The study results revealed that:

Contents
Overview
Templates

The overloaded executives lack the capacity to lead new initiatives and
become dissatisfied leaders
4 Types of Poor Time Managers – Overview
The pain points of these dissatisfied executives reflect the way organizations ignore their
time constraints.
The global study revealed 4 distinct groups of executives dissatisfied with their time utilization:
“The Online Addict,” “The Networker,” “The Cheerleader,” and “The Micromanager.”
Online Addicts stick to the
office and spend less time
than others managing and
motivating their employees.
The Online Addict
The Networker spend much
of their time on the outside
and can be elusive for their
direct reports.
The Networker
Cheerleaders are good with
employees, but spend little
time with outsiders (including
customers).
The Cheerleader
The micromanagers are
invariably dealing with
emergencies, micromanaging
and operationally focused.
The Micromanager

The “Online Addicts” utilize 38% of their time using asynchronous
messaging
Types of Poor Time Managers – The Online Addict
“Online Addicts” stay more at their offices and spend less time than others managing and
motivating their employees.
This group includes executives who are preoccupied more with email and telephonic communication than
spending time face to face with their subordinates.
Office centered; spend more time than most e-mailing or on phone and
less time than others motivating people or being with direct reports.
Time spent on task
by highly satisfied
E-mail, voice mail
(asynchronous)
With clients,
customers
With direct
reports
Face-to-face
communication
n = 108
Roles
Communication
channel
Pain points
Wide ranging
E-mail, phone
Personal contact
:
:
: Less time More time
Time spent on task
by highly satisfied
38% of time
spent using
asynchronous
messaging.

The “Cheerleaders” utilize more of their time meeting internal people
Types of Poor Time Managers – The Cheerleader
Cheerleaders are employee centric, but are less externally oriented or customer focused.
The executives within the “Cheerleader” group include those who spend more time meeting their sub-
ordinates face to face, however they spend less time interacting with external customers, emailing or communicating
through telephone.
Spend more time than others interacting face to face or in meetings
with employees and only limited time with external stakeholders; much
less likely than others to use e-mail or phone.
Time spent on task
by highly satisfied
Face-to-face
communication
Managing
people
Managing exter-
nal stakeholders
With clients,
customers
n = 111
Roles
Communication
channel
Pain points
C-suite executives
Face to face, internal meetings
External orientation
:
:
55% of time spent
face to face.

The Networkers utilize most of their time outside meeting clients
Types of Poor Time Managers – The Networker
Networkers are more customer focused but are less considerate towards strategy and
their employees.
This group includes executives in the CEO or director roles who spend much time meeting customers face to
face or telephonically, but allocate limited time on contemplating, devising strategy, and meeting their subordinates.
Spend almost all their time with external stakeholders but lack thinking
time and neglect strategy; a few privileged employees get face-to-face
access – but no open-door policy for the rest.
Time spent on task
by highly satisfied
With clients,
customers
Setting direction,
strategy
E-mail, voice mail
(asynchronous)
Alone
n = 107
Roles
Communication
channel
Pain points
CEOs, sales directors
Face to face, meetings with
clients
Strategy, thinking time
:
:
29% of time spent
on the phone.

The Micromanagers utilize most of their time alone
Types of Poor Time Managers – The Micromanager
The Micromanagers are operational focused but are deficient in direction setting and
meeting people.
The executives within the “Micromanager” category include those who micromanage things, spend time
alone dealing with emergencies through email or phone, and are less oriented towards strategy and meeting people
face to face.
Spend much of their time responding to emergencies via e-mail and
phone; are on their own more than others – but rarely use time to think
or to set direction.
Time spent on task
by highly satisfied
Managing short-term/
unexpected issues
E-mail, voice mail
(asynchronous)
Face-to-face
communication
Setting direction,
strategy
n = 107
Roles
Communication
channel
Pain points
General managers
E-mail
Direction setting, meeting people
39% of time
spent alone.
:
:

Contents
Overview
Templates

Poor Time Management can be attributed to many elements
4 Symptoms of Poor Time Management
Managing the above symptoms of poor Time Management makes life easier for the
executives.
Poor Time Management could be the result of many aspects of an organizational arrangement. Some
of the most common symptoms of poor Time Management in executives are:
1 2
4 3
Initial
Overload
Lack of
Guidance
Respecting
Time
Ineffective
Trade-offs
Special projects and initiatives
gets piled up because of the
executive’s routine jobs, time
constraints, and not allocating
time to communicate with their
team and subordinates.
Balancing time between
internal meetings, interacting
with clients, employee
engagement, and personal
work is the key to Time
Management.
The end result of a typical
casual attitude towards time
(which is a limited resource) is
the absence of organizational
Time Management guidance
for managers.
The abundance of new
projects without proper time
and resource allocation,
organizations unconsciously
accept trade-offs that leave
their leaders inefficient.

Excess of new projects and time constraints can lead to failed initiatives
and missed opportunities
1. Initial Overload – Overview
Communication mediums such as e-mail, messaging, or telephone aren’t substitutes
for real conversations with people.
The unlimited time illusion hurts more with the proliferation of new strategic initiatives and special projects
in many organizations, resulting in an initiative overload.
Dissatisfied executives, from the above
two groups, struggle to devote time and
energy to personal conversations and
team interactions that drive successful
initiatives.
Organizations face “change fatigue” and
lack the vigor to execute even simple yet
important projects.
“Online addicts” spend minimum time (one on one or in groups) with their
subordinates to motivate them. Face-to-face meetings consume less than
20% of their working day, which is fairly inadequate to inspire people.
Micromanagers
Online Addicts

Lack of guidance causes executives to spend time on wrong things and
ignoring tasks critical to their strategic objectives
2. Lack of Guidance – Overview
Devoting time to seemingly important activities doesn’t always help accomplish goals.
There is generally a lack of Time Management guidelines for new managers across organizations, which is a
reason for most of their time being spent in not so productive activities (emails and meeting invites).
The individuals from the above groups
seem to be doing valuable things—The
Networker spend most of their time
meeting face to face with important
external stakeholders, while
cheerleaders spend over 20% of theirs
engaging and motivating employees.
Cheerleaders spend less time with external stakeholders while The Networker
interact less often with their own people. But both types of people dedicate
less time thinking and strategizing, which is imperative to achieve their
strategic objectives.
Networkers
Cheerleaders

In the wake of proliferating new projects, companies often make trade-offs
that render leaders ineffective
3. Ineffective Trade-offs – Overview
Organizations need to implement effective tradeoffs between a small span of control
to large teams under a manager to enhance productivity of their executives.
Companies often worsen time related issues by adopting the “delayering” principles. For instance,
implementing the “no more than 7 direct reports for a manager” rule across the organization—overlooking the
fact that with varying managerial work there is a varying degree of time required to manage and train
people—can prove disastrous.
Applying simple rules in an overly
simplistic way can be detrimental.
Leaders with a low span of control often
micromanage or begin pointless
meetings or projects that add to the
complexity of the organization.
On the contrary, managers who don’t
have enough time to supervise their
people—intervene only when there is
major variance from planned activities—
are constantly firefighting.
A manager has the bandwidth for only two or three direct reports in jobs
related to international tax or finance, while at a call-center with well trained
and largely self-managing employees, it is fine to have 20 or more
subordinates per manager.
Micromanagers – e.g., general managers characterized
by 40% of the time they spend alone in their offices
micromanaging and responding to emergencies via e-mail
and telephone—focus mainly on short-term issues and
operational decisions and spend little time on strategy.

Balancing the Time Management act is the key to effectiveness
4. Respecting Time – Overview
Successful executives create a time budget for their priority initiatives.
Successful executives spend equal percentage of their time interacting with external stakeholders, internal
team meetings (with direct reports and in leadership-team meetings), and working alone.
Executives in the satisfied group spend
much time interacting with others
(externally and internally), 40% of their
meeting time involves face-to-face
meetings, 25% video- or
teleconferences, and around 10% in
other form of real-time communication,
and less than a third involves e-mail or
voice mail.
They don’t spend much time in
transactional or admin work.
The satisfied executives spend 2/3rd of their time in 4 key activities: making
business or operational decisions, managing and motivating people, setting
direction and strategy, and managing external stakeholders.
This group includes executives who were satisfied with
their Time Management abilities.

Contents
Overview
Templates

Insert headline
4 Types of Poor Time Managers – TEMPLATE
Insert bumper.
Online Addicts stick to the office and
spend less time than others managing
and motivating their employees.
The Online Addict
The Networker spend much of their time
on the outside and can be elusive for
their direct reports.
The Networker
Cheerleaders are good with employees,
but spend little time with outsiders
(including customers).
The Cheerleader
The micromanagers are invariably
dealing with emergencies,
micromanaging and operationally
focused.
The Micromanager

Insert headline
4 Types of Poor Time Managers – TEMPLATE ALTERNATE
Insert bumper.
Online Addicts stick to the office and spend less time
than others managing and motivating their employees.
The Networker spend much of their time on the
outside and can be elusive for their direct reports.
Cheerleaders are good with employees, but spend
little time with outsiders (including customers).
The micromanagers are invariably dealing with
emergencies, micromanaging and operationally focused.
The Cheerleader
The Networker
The
Micromanager
The Online Addict

Insert headline
4 Types of Poor Time Managers – TEMPLATE ALTERNATE
Insert bumper.
The Online
Addict
The
Networker
The
Cheerleader
The
Micromanager
Online Addicts stick to
the office and spend
less time than others
managing and
motivating their
employees.
The Networker spend
much of their time on
the outside and can be
elusive for their direct
reports.
Cheerleaders are
good with employees,
but spend little time
with outsiders
(including customers).
The micromanagers
are invariably dealing
with emergencies,
micromanaging and
operationally focused.

Insert headline
4 Symptoms of Poor Time Management – TEMPLATE
Insert bumper.
1 2
4 3
Initial
Overload
Lack of
Guidance
Respecting
Time
Ineffective
Trade-offs

Insert headline
4 Symptoms of Poor Time Management – TEMPLATE ALTERNATE
Insert bumper.
Special projects and
initiatives gets piled up
because of the
executive’s routine jobs,
time constraints, and
not allocating time to
communicate with their
team and subordinates.
The end result of a
typical casual attitude
towards time (which is a
limited resource) is the
absence of
organizational Time
Management guidance
for managers.
The abundance of new
projects without proper
time and resource
allocation, organizations
unconsciously accept
trade-offs that leave
their leaders inefficient.
Balancing time between
internal meetings,
interacting with clients,
employee engagement,
and personal work is
the key to Time
Management.
1 2 3 4

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Flevy (www.flevy.com) is the marketplace
for premium documents. These
documents can range from Business
Frameworks to Financial Models to
PowerPoint Templates.
Flevy was founded under the principle that
companies waste a lot of time and money
recreating the same foundational business
documents. Our vision is for Flevy to
become a comprehensive knowledge base
of business documents. All organizations,
from startups to large enterprises, can use
Flevy— whether it's to jumpstart projects, to
find reference or comparison materials, or
just to learn.
Contact Us
Please contact us with any questions you may have
about our company.
• General Inquiries
support@flevy.com
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press@flevy.com
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Types and Symptoms of Poor Time Management

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Types and Symptoms of Poor Time Management