In this episode of The Leader’s Kitbag, Ben Morton challenges the conventional focus on time management, arguing that time itself cannot be managed because it passes regardless of our actions. He proposes that leaders should instead manage their energy and focus. Morton introduces StrengthsScope, a strengths‑based development tool, explaining that strengths are not only skills but also sources of energy, while non‑strengths are typically draining. He describes the “double drain” effect that occurs when draining tasks are postponed to periods when a person is already fatigued, leading to reduced performance and mistakes. To counter this, he advises leaders to (1) identify their natural energy peaks and troughs across the day and week, and (2) determine which aspects of their role energize them versus drain them. By aligning critical work and conversations with high‑energy periods and scheduling draining tasks for optimal times, leaders can use their time more effectively. The episode concludes with a reminder to care for oneself and one’s team.
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This is what time management often feels like. Just trying to keep everything in the air. But here's the problem. Eventually, something gets dropped. The reality is we can't actually manage time. Time passes regardless of what we do. So instead of trying to manage the unmanageable, Perhaps a better question is this: How well are you managing your energy and focus? Now, one of the key tools I use in my work coaching and mentoring leaders is a tool called StrengthsScope. Now, one of the core ideas with StrengthsScope, or a strengths-based approach to development, is that strengths aren't just the things that we're good at. They're also the things that energize us. These could be things like strategic thinking, relationship building, or even detail orientation. But alongside our areas of strength, we also have areas of non-strength. And similar to our strengths, our non-strengths are things that we can potentially do We just don't find them energising. In fact, it's more likely that we find those sorts of tasks draining. And here's what tends to happen. We put off those draining tasks. We delay them. We avoid them. Or we leave them until much later in the day. And this creates what I think of as a double drain effect. You see, what happens is we put off a task that we already find draining, or one that depletes our energy, to a point in the day or week when we're already tired. And that's when performance starts to drop. That's when mistakes creep in. And that's when everything just starts to feel harder and more difficult than it perhaps should. So, if you want to lead and perform at your very best, there are two things to think about. And the first is this: When are your natural energy peaks and troughs across the day and across the week? When do you tend to feel at your best? And when do you feel more drained or fatigued? The second question is, what energizes you and what drains you? What parts of your current role truly play to your strengths? And on the flip side, what parts of your current role take more out of you? And once you're clear on those two things, you can start to plan your days and use your time much more effectively. You can align your most important pieces of work and your most critical conversations around the times when you know you have the most energy. And those tasks and activities that you are inevitably going to find more draining, well, again, you can pick the best possible time to do them so you can come at them with your most energy. So, it's not about desperately trying to keep everything in the air. It's more about being really intentional and deliberate about where we put our energy and focus. That's it for today's episode of The Leader's Kitbag. As always, I hope it's been useful, and until next time, remember, look after yourself and those you've got the privilege and responsibility to lead. Lead on!
