Why time management doesn’t work?

“As a manager, time management skills are crucial.”

We’ve all heard this advice countless times. But here’s the truth: traditional time management methods often fall short for managers. I’ve been in your shoes, trying every tip, trick, framework, and tool out there. Yet, I found they didn’t quite fit the unique demands of my role. Why? Because as a manager, our time is no longer our own.

A manager’s time

What does a typical day look like for you as a manager? Let’s not just consider the calendar. Let’s get real. The day often starts with a stand-up call, followed by addressing team members’ doubts. More questions arise throughout the day, as they should. There are feedback sessions, planned or spontaneous. There are meetings, and there’s time that your team rightfully claims. A manager’s time is a shared resource, not a personal one. Often, people will show up, and you will work around them, not the other way around.

It was a long journey to the stage where I had this realization and fully accepted it. The beginning was predictable; I tried to get things done on my own terms. But every time I sat down, trouble knocked at the door. The result? Frustration, irritation, and a need to become an IC again. Keeping jokes aside, the idea finally stuck: my time as a manager goes into enabling the best performance of my team, not just my own. Time management did not work because I was stubbornly managing it alone until now.

Why time management doesn’t work for managers?

Once I understood this idea, here’s what I did to manage my time better as a manager:

• First and foremost, accept the reality. Recognize that adapting to this new dynamic is essential. So, I started carving out dedicated time for my team and myself. For instance, I schedule personal work hours when my team is not around to ensure I get uninterrupted time and can be fully present when my team needs me.
• Second, boundaries matter. While recognizing that our time goes to others too, control how much of it actually does. Set up blocks in your calendar for yourself where your projects are a priority, and get them due. This is where many new managers collapse because we want to be the best and always available managers for our teams. Instead, learn to say no and stand by it.
• Delegation is your best friend. When things are correctly delegated — with the right expectation setting and support to team members capable of the task — your life becomes easier. It’s a common enough fallacy to do everything ourselves as a manager, especially in the early days. But you manage the time and resources for an entire team, so make the best use of everything you have. If you are giving up your time privileges, this is the rightful return.
• Plus, let’s be honest in our “time management masterplans.” Setting up a journal, an extensive to-do list, or time blocks to procrastinate are not helpful. Things don’t work because you signed up. It takes real effort, and that’s where many time management strategies falter. Doing it well takes discipline, which most of us need to catch up on. While setting up your next time management challenge, be honest and realistic. The real you deals with the mess, not the ideal one.
• And last, be flexible. Not all days will follow the same pattern. Some have many questions to answer, and others have barely any. Maintaining flexibility around such circumstances is the key to success as a manager. Resolve when problems arise, or else focus on projects that matter.

In the end, remember that your time is best spent creating the best performance for your team and yourself. Both parties matter; neglecting either is the death knell for a managerial career.