Leaders are now leading invisible people.  Their staff are no longer in sight or at best are only visible in person a couple of days a week.  What are their people doing at home?  How are they spending their time, how motivated are they, how engaged?  Being in the office brings a certain level of discipline with it.  You can see if people are goofing off.  In an open office environment, you can hear the phone conversations with clients to gauge what is going on.  When people are at home though, there is no way to be sure the team are using their time effectively. Time is life.  Time management is life management.  The key tool to controlling time is the schedule, daily, weekly, monthly and annually. The temptation is to just imagine that time management is only about work time management.  We are holistic beings, multifaceted, with multiple responsibilities.  We play different roles in our lives and the work role is only one of those.  Concentrating all of our time on work throws our lives out of balance. The schedule is the key tool, so what goes into that schedule determines the life we lead.  We have parents or children or siblings or partners or friends.  Devoting all of our tine to work means that these key personal relationships are starved of the time needed to be allocated to them, in order for us to have a more rounded life.  If we are late for lodging our personal taxes, unfocused about our finances because we are too busy working, then we will suffer both now and in the future.  Getting our financial lives in order needs time and that time is in our schedule.  We either allocate the time for that purpose or it gets allocated for something else. Our health is the same.  If we just work all of the time and don’t schedule time for exercise or relaxation, then we will encounter health issues.   It is like running the machines 24 hours a day, seven days a week.  The production numbers are initially impressive until the whole enterprise has shut down to spend time repairing the broken machines. We start by nominating the key roles we play in life.  Work is certainly one of them, but not the only thing.  After we establish the roles we play, we can now attach some goals for each of those roles.  This becomes important, because the schedule prioritisation process will be run off the achievement of these goals.  When we consider the competing goals, we have to make a choice about which goals have a higher priority than others and then time is allocated for the attainment of each of those goals.  It sounds so simple and it is.  The surprising thing is that you realise you are a multifaceted person and not just someone who works all the time.  You need to allocate time to call your mother, to see the kids sports fixture, to go to the dentist, to check your bank accounts, to go for a run, etc. As the leader, this is the concept of time usage we need to be teaching to our team members.  If you are running in the wrong direction, going faster doesn’t help.  If you rapidly climb the ladder and find it is on the wrong wall, that doesn’t help.  What do we want to have, do and be?  We need to think about these aspects first, then set the direction, the goals to support that effort and the scheduling, based on priorities, to make it all a reality.  Teaching people how to get more done each day at work is fine, but the modern leader needs to see their people in holistic terms.  If they become sick or experience family breakups or financial instability because they only concentrated on time allocation for work, then they will not be able to fully contribute to the organisation.  What’s more they will be very unhappy and unmotivated and that doesn’t produce the culture that breeds the quality of professionalism we need.  The machine will break and require extended downtime.  Having a key person in the business experience illness, which takes them out of the picture, can be devastating to the firm.  We want our clients served by happy, en