Effective Time Management for Leaders: Beyond 'Keep It Brief'

Essay 004

Stop watching the clock and start reading the room. Here's how successful managers balance depth with efficiency.

Managers often tell their teams to "keep it brief," but complex issues need more than brevity. Here's how to build a culture of meaningful, efficient conversations.

We hear a lot about "time management." It's the topic of countless training sessions, entire bookshelves, and more than a few apps. The advice is often the same: set strict boundaries, prioritize tasks, and stay within limits. For managers, that typically means allotting minutes to each item, limiting every conversation, and urging their teams to "keep it short."

But there's a different approach—one that can be more effective, especially in complex, human-centered work. Instead of setting limits, we can choose to give a matter "all the time it requires, and not a minute more."

I don't remember where I first heard this principle, but it's the single most valuable time management idea I know. The phrase may seem simple, but it asks a lot of managers. It shifts responsibility onto us, rather than asking our teams to cut down, speed up, or simplify their thoughts. It's a commitment to give each topic the consideration it deserves—and to move forward when that consideration is complete.

What This Principle Means in Practice

By promising to give a topic "all the time it requires," we're taking ownership of our engagement and focus. We're saying to our teams, "This issue deserves to be explored in full—not squeezed into a 15-minute slot because that's what my calendar says." The "not a minute more" part brings essential discipline: we commit to moving forward when the matter is clear and complete.

This principle isn't about abandoning structure. Rather, it's about intentionality. It signals that we won't cut things short that need depth, nor let discussions spin beyond their natural conclusion.

Why This Approach Works

This approach builds trust. When people know they're not under a stopwatch, they engage more fully and honestly. They don't have to compress nuanced issues into bullet points. They feel safe bringing the depth that matters require.

It also challenges us to be present rather than merely punctual. Our focus shifts from watching minutes tick by to ensuring each moment contributes to clarity and resolution.

Finally, it helps us avoid the "shortcuts" that often emerge from artificial time constraints. When we adopt this principle, we give ourselves permission to be thorough while maintaining momentum.

Real-World Application

In a project debrief, instead of saying, "We have half an hour to get through this," try: "We'll take the time needed to understand what worked, what didn't, and what we can learn. Once we're clear, we'll move on."

For 1:1 meetings, rather than saying, "Let's cover everything in 15 minutes," frame it as: "Let's dive into what's most pressing for you. We'll take the time it needs and wrap up when we're both clear."

Recognizing When "Time Required" Has Been Met

One of the biggest challenges with this approach is knowing when you've reached that sweet spot - when a topic has received "all the time it requires" but hasn't exceeded it. While this judgment will always involve some intuition, there are specific indicators that can help you and your team recognize when you've achieved sufficient depth. They are checkpoints rather than checkboxes - not every discussion will need to hit all of them, but they provide a practical framework for assessment:

Clear Decision Points

- Have all key stakeholders voiced their thoughts?

- Can participants clearly restate main points and decisions?

- Are next steps and owners clearly defined?

Diminishing Returns Signals

- Discussion is becoming circular

- New points are variations of previous ones

- Energy has noticeably dropped

- Side conversations are emerging

Quality Indicators

- Solutions address root causes, not just symptoms

- Risks and implementation challenges are considered

- The path forward feels robust, not rushed

Emotional Resolution

- Tension has been addressed

- People seem comfortable with the outcome

- Team members appear ready to move forward

Communicating With Your Team

When introducing this approach, you might want to explain that you're trying to create a culture where depth is valued and brevity is honored when clarity is reached. Make it clear that while you'll give topics "all the time they require," you'll also rely on the team to bring focus and intention to discussions.

Final Thoughts

Time management isn't about counting minutes—it's about making moments count. Giving matters "all the time they require, and not a minute more" asks us to be discerning, and responsible for our focus. It respects complexity without letting it run wild, bringing clarity to conversations and depth to decisions.

Try it in your next meeting. And please take a moment to let me know how it goes —not a minute more.

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