"Time to Lead, and Live" by LTG James Dubik, U.S. Army (Ret.)
Time to Lead, and Live
by LTG James M. Dubik, U.S. Army, (Ret.) ARMY Magazine, June 2010
- My scheduling and calendar process is supposed to help me focus on what is important. Does it?
The issue is not to try to do more. Although it sounds un-American, more is not necessarily better when it comes to scheduling time.The first thing the senior leader has to do is list what is important to him or her and to the organization, then translate that list into an action and frequency checklist. For example, a battalion commander might say “developing my subordinates” is important. That may translate into “conduct separate leader-development classes for my lieutenants and captains each quarter,” with similar sessions held by the command sergeant major (CSM) for platoon sergeants and first sergeants. A brigade commander might say that “staying in touch with the spouses of soldiers in my command” is important. That might translate into “host breakfasts for spouses at my home monthly with my CSM.” Finally, a division commander might say “establishing a relationship with the local community and media” is important. That might translate into “meet with a local political leader, business leader or media person each quarter,” or “host a community-leader social event and a media roundtable semiannually.” The result will be a list of actions that becomes part of the leader’s daily, weekly, monthly, quarterly, semiannual or annual “battle rhythm.”
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