This document summarizes the challenges leaders face in maintaining productivity. It discusses how interruptions, meetings, long hours, and constant communication negatively impact productivity. It then presents a productivity model focusing on insight, resolve, discernment, and achievement. The model emphasizes developing clarity, boundaries, and relationships to boost results, confidence, and productivity both personally and professionally. Key skills discussed include prioritizing, time management, effective communication, and driving team performance. The document promotes developing self-awareness and focusing on high-value tasks to work more effectively.

1. WHITEPAPER
IT'S NEVER JUST BEEN ABOUT TIME MANAGEMENT
THE
PRODUCTIVE
LEADER

2. LEADERS
NEED
MORE:
TIME MANAGEMENT IS A MISNOMER.
PRODUCTIVITY IS ABOUT FOCUS
TASK NOT TIME MANAGEMENT
According to Priority Management, the
average manager is interrupted every 8
minutes. Add to that, the Journal of
Experimental Psychology reports that
after a 2.8 second interruption error
rates double, and error rates triple after
a 4.5 second distraction.
Interruptions, lack of focus and
errors cost money and your
credibility.
ACHIEVEMENT
FOCUS
TIME

3. 72
THE AVERAGE NUMBER
OF HOURS A MANAGER
WORKS PER WEEK
Managers have the highest
average of actual hours
worked of all major
occupational groups.
HBR
ABS

4. 121THE AVERAGE NUMBER
OF EMAILS RECEIVED
DAILY BY OFFICE
EMPLOYEES
DMR
The number and type of
emails Managers will receive
daily will increase unless the
communication culture of
organisations changes.

5. 35%
OF THEIR TIME IN
MEETINGS
TheMuse
MIDDLE MANAGERS
SPEND
SENIOR MANAGERS
SPEND
50%
OF THEIR TIME IN
MEETINGS

6. 2.3x
Revenue growth in
organisations with highly
engaged employees.
30%
Employees are so
stressed about
their financials
that it interrupts
focus and
productivity.
$411
Billion loss each year
due to sleep loss,
which in turn
impacts
productivity (US).
20-25
%
Percentage of improved
productivity in
organisations with more
connected with employees.

7. Time is a fixed income, and
as with any income, the real
problem facing us is how to work
successfully with our daily
allotment.
Plan each day down to the
moment becasue once time is
wasted, you can never get it
back. PERCY WHITING
VP Dale Carnegie & Assoc.

8. CHALLENGES LEADERS FACE...
Interruptions
Meetings
Long Hours &
Missed Moments
Communication & Culture
Emails, Email, Emails!
Constant interruptions are the bane of most
employees. Add to this the open plan office and
time is quickly consumed in handling interruptions
and energy spent in trying to stay focused on tasks.
Meetings are important for sharing information and
collaboration however many meetings are mundane
and wasteful. 9/10 people daydream during
meetings because they would prefer any other form
of communication than attending a meeting.
Inboxes are choking with emails demanding
attention. Leaders are faced with the challenges
of inbox and task management, action
appropriately and timely, without overwhelm, and
help their teams to productively handle their own
emails.
Trust
Fundamentally the key to a productive workforce
is how individuals communicate through and
across the organisation. This impacts culture and
the productivity of the organisation. Leaders are
constantly challenged to ensure effective, open
and respectful communication.
In this constantly connected world, accessing
emails, texts and calls night and day challenges
the leader to work longer hours, be less present
for family and personal pursuits.
It is often a challenge to allocate time to building
relationships. Networking and relationship building
doesn't seem to have an immediate impact on the
bottom line, however without quality relationships,
trust can not grow and this impacts on the how
leaders can drive team performance.

9. CHALLENGES LEADERS FACE...
Shifting Priorities
Driving Performance
Keeping Up To Date
Networking
Influence without Authority
Change is the only constant in our world today
and being agile enough to adapt at the right pace
is a challenge that needs to be addressed.
Achieving more and better with a leaner
workforce means facing the challenges of being
able to drive performance effectively whilst
keeping turnover low, individuals developing in
line with new technologies and processes, and
maintaining a high performing and functioning
team.
Many leaders face the challenge of needing to
influence their direct reports (and peers) when
they may not necessarily have the authority to
effect change, decisions or performance.
A New Generation
Internal and external networking is often seen as
socialising rather than building quality
connections across the organisation or an
industry. Alternatively, they are avoided as the
value is not clear or leaders are not sure how to
network effectively.
Keeping up to date with industry knowledge can
be a challenge when there are multiple other
demands that steal focus and attention.
With baby boomers retiring so too is their
experience that has been on-the-job training and
in-house mentors. This results in the challenge to
find new ways to rapidly equip younger leaders
with the necessary skills and knowledge to
productively lead.

10. WHAT KEEPS LEADERS WAKE AT NIGHT...
Imposter Syndrome
Failure
A Good Provider
Taking a seat: contributing
Backlash and bullies
Leaders often wonder if they are really cut-out for the
role; questioning if they are good enough to be an
effective and productive leader.
With the pressure to get more done with better results
and, most often with less resources, leaders do not want
to be seen as a failure. The need for success, through
the team they lead and the outcomes they achieve are
often driven by high expectations and standards that can
stifle and inadvertently hinder productivity.
Leaders avoid difficult conversations because they
fear they'll be called a bully and from there the
ramifications and risks are too high. The stress of
avoidance impacts the whole team which makes the
leader even more ineffectual.
Ownership
Leaders avoid speaking up or contributing in key
meetings for fear it will reflect poorly on them or
because they may get challenged by others.
Being a good provider for the family often drives
people into higher management or leadership roles,
in spite of personal career desires. This often leads
to the costly situation of the wrong person in the
wrong role.
Leaders can be so consumed with the stress of making
the right decisions, driving team performance, not
speaking up for fear of saying the wrong thing ... not
putting a foot wrong, that they lack a true sense of
ownership for their leadership role.
Demographics
Leaders avoid critical performance conversations for
fear of being accused of sexism, racism or unable to
relate and communicate across age demographics.

11. THE
PRODUCTIVITY MODEL

12. Without awareness, skills and focus, results will never reflect the desired level of
productivity. It’s about working more effectively with the team, executing the work,
empowering and driving performance. It’s time for leaders to gain a
deeper INSIGHT into how they spend their time so that they can make positive changes
and stop feeling as though their efforts are invisible.
Productive Leaders minimise reacting and stomping out spot fires and RESOLVE to
take more considered approaches to crises, projects and day-to-day operations. They
manage interruptions, meetings and emails more effectively. Productive Leaders are
more DISCERNING; they master key leadership skills - such as feedback, delegation,
influence and prioritising - to ACHIEVE more while simultaneously developing their
team.
Instead of ‘just getting by’, Productive Leaders are prolific and are constantly adding
value to the team, the department and the business, that is, they have the time, energy
and focus to find ways to PROSPER personally and for the business.
THE
PRODUCTIVITY MODEL

13. KEYS TO THE
PRODUCTIVE
LEADERSHIP
Source: http://nilofermerchant.com
According to a study on highly
productive leaders they identified
increases in:
- engagement,
- profit (↑ 16%),
- customer loyalty (↑ 12%), and
- quality (↑ 60%).

14. MASTERING
PRODUCTIVE
LEADERSHIP
RELATIONSHIPS
CLARITY
BOUNDARIES
THREE KEY AREAS THAT WILL BOOST YOUR
RESULTS, CONFIDENCE AND PRODUCTIVITY
Honest, respectful and open
relationships impact on team and
organisational productivity.
Through clear goal setting,
priorities and understanding the
value of the work being done,
productivity can be boosted.
Effective delegation, performance
conversations and influence help
create boundaries for helping the
team and leaders get the work
done.
THE
PRODUCTIVE
LEADE

15. PERSONAL -
PRODUCTIVITY
Leading oneself through the distractions
and multiple demands in order to
maintain pace and focus to achieve, if
not exceed, results.
WHAT AM I DOING THAT HELPS BOOST MY
PRODUCTIVITY AND GET RESULTS?
WHAT DO I DO THAT GETS IN MY OWN WAY OF
BEING MORE PRODUCTIVE?

16. WHERE'S DOES THE SENSE OF ACHIEVEMENT
COME FROM?
PERSONAL --
PRODUCTIVITY
KEY AREAS OF FOCUS
Busy v Achievement
Procrastination Triggers
Time Wasters Balance
You
Habits
Schedules
The productive leader ensures they are focused
and able to prioritise themselves through
effective scheduling: this includes time for
thinking and self care. It's all about balance over
the long term, and being able to meet the peaks
and troughs of shifting demands.
Self-awareness is critical for minimising
unproductive habits and time wasters. The
productive leader identifies their procrastination
triggers and implements actions to eliminate
them.
When fully present the productive leader is able
to engage, influence and achieve more in terms
of efficiency, cost, time and energy.
Calendar Management

17. PROFESSIONAL-
PRODUCTIVITY
Leading self and others to achieve top
results from doing the most valuable
work in most effective way.
WHAT'S THE RETURN ON EFFORT?
HOW DOES THE WAY I DO MY WORK HELP
OR HINDER MY PRODUCTIVITY?

18. WHERE'S DOES THE SENSE OF ACHIEVEMENT
COME FROM?
PROFESSIONAL-
PRODUCTIVITY
KEY ACTIVITIES
Clear Your SpaceEmails
Environmental Time Wasters
Urgent v Important
Batching
Discerning the important over urgent at the right
time and at the right pace means the productive
leader has a clear understanding of the value they
offer and the value of their results.
Key activities that every productive leader
implements includes batching like tasks, single-
focused time chunking to complete high level
tasks, avoiding multitasking in order to minimise
error rates and role modelling effective task
management.
Multitasking
Time Chunking
Meetings

19. PEOPLE-
PRODUCTIVITY
Build and sustain open, honest
interpersonal communication to drive
high performance, influence the right
decisions, and ensure
the team stay motivated and productive.
WHAT DIFFICULT RELEATIONSHIPS ARE
HINDERING THE TEAM'S PRODUCTIVITY
AND ADVERSELY AFFECTING THE
ORGANISATIONAL CULTURE?
HOW WELL DO YOU KNOW YOUR TEAM?
HOW EFFECTIVELY ARE YOU DRIVING
PERFORMANCE?

20. PEOPLE-
PRODUCTIVITY
KEY SKILLS AND ACTIVITIES
Sharing Stories
Conflict Resolution
Telling v Asking
Influence
Feedback
Delegation
The productive leader actively engages in building
rapport and increasing the teams engagement.
This is through two-way, open and assertive
communication; using delegation as a tool for
development; providing timely and specific
feedback (including not avoiding the difficult
conversations); and networking to deepen
relationships that can help influence and drive a
more productive team.
The productive leader knows their power and their
authority and uses them in careful measure to
ensure the team are motivated and engaged, and
therefore productive.
Listen More, Speak Less

21. “EVERY MINUTE YOU SPEND
IN PLANNING SAVES 10
MINUTES IN EXECUTION;
THIS GIVES YOU A 1,000
PERCENT RETURN ON
ENERGY!”
BRIAN TRACY
ImageSource:TwitterBrianTracy

22. ABOUT SALLY
Most people want to do a good job and have a sense of achievement through being
productive.
Obsessed with productivity and execution, Sally helps people get on with their
work and get on with their peers, senior leaders and team. She helps them find
ways to be more productive and see the positive results while also gaining
greater engagement.
What makes Sally different is, first of all, she has been a manger, she was a CEO,
so she understands first hand the pressure of balancing workload, leading a
team, and delivering the required outcomes. She struggled when in the
trenches so she truly gets it.
Sally has trained and developed an enormous amount of managers and leaders
across diverse industries both in Australia and overseas. What that means is
that Sally brings a unique depth of experience and skills to making improved
productivity more than just a mere time or people management concept.
Sally helps you lift the heavy drag of constantly feeling like you're getting no
where to the lighter, less stressful, more confident productive you.

23. Productive Leader
Workshop or Coaching
What do you need to focus on now?
Take back 2 hours per day
Achieve more and reduce stress
Develop management skills and improve self-leadership
Increase morale and employee engagement
Ramp up quality of work and increase results
Boost confidence
Increase competitive advantage in the market
Workshops Productive Leaders - Productive Teams:
http://www.sallyfoleylewis.com/training/
Coaching Packages Brochure and Information:
http://www.sallyfoleylewis.com/coaching/

24. What do you need to focus on now?
Due for release September 2018

25. CONNECT
WITH SALLY
Coaching
Workshops
Presentations
www.sallyfoleylewis.com
0401 442 464
sally@sallyfoleylewis.com

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