Introduction: The calendar trap
The phrase of the week: “I’m a victim of my calendar.”
This statement reflects a common paradox for leaders in high-responsibility roles. A client of mine, recently promoted to Vice President at a large company, was constantly moving from one meeting to another, with a calendar so full that there was no time for anything else—other than showing up for meetings.
The problem? The CEO was asking him to adopt a more strategic vision, while his colleagues and team suggested he improve his delegation skills and trust in others.
But how do you find the time to focus on these areas when you’re trapped in a schedule packed with back-to-back meetings?
This trap is not just an individual issue—it’s systemic. According to a study by the University of North Carolina involving 182 senior managers, 65% said meetings disrupted their workflow, 71% found them unproductive and inefficient, and 64% admitted that meetings took away valuable time for strategic thinking and reflection.
The roots of the problem: Why are we “Victims” of our calendars?
Behind an overflowing calendar often lie psychological and organizational dynamics. Here are some of the most common reasons:
1️⃣ The Need for Control
The fear of losing control pushes us to attend every meeting. This leads to overexposure, but it doesn’t necessarily add value.
2️⃣ Lack of Trust in the Team
The inability to delegate often stems from an unconscious perception that the team cannot handle responsibilities effectively.
3️⃣ Impostor Syndrome
When we feel insecure in our roles, we fear not being informed or competent enough. Attending every meeting becomes a way to compensate for this insecurity.
My client found himself caught in these exact dynamics. The transition to his new, more strategic role led him to feel the need to be present everywhere, as he was unsure about the “new” aspects of his job. However, this strategy kept him stuck in a cycle of operational tasks, preventing him from focusing on the strategic vision required for his new position.
Where do you see yourself among these potential causes?
“You’re paid to think, not to do”
During a recent conversation with a friend, a general in the U.S. armed forces, he shared a phrase that left a strong impression on me:
“I’m paid to think, not to do.”
This insight is eye-opening for anyone in a leadership role. If we spend most of our time in operational or informational meetings, we are betraying our role as leaders.
A useful exercise is to calculate the value of one hour of your time and ask yourself:
- Does this meeting justify my investment of time?
- Is my presence truly necessary?
- Could I delegate and simply receive feedback afterward?
The key is to distinguish between:
- Urgent Meetings: Where your presence is required to make critical decisions.
- Important Meetings: Where others can attend and report back to you later.
This distinction can help you drastically reduce your time in meetings and create space for strategic thinking and leadership.
An exercise to reclaim awareness of your time
To help my clients become more aware of how they spend their time in meetings, I propose a simple yet effective exercise:
1️⃣ Review the Past Weeks
Analyze the meetings you’ve attended recently. For each one, ask yourself:
- Was my presence really necessary?
- Could I have delegated this meeting?
- Was it an effective use of my time?
2️⃣ Look Ahead at Your Calendar
- Can you already identify meetings where your presence isn’t essential?
- Are there areas where you can delegate more effectively?
3️⃣ Start Small
- There’s no need to overhaul your calendar overnight. Begin by delegating one or two meetings per week or by reducing the duration of those you attend.
The goal isn’t just to free up your calendar but to become aware of where you are truly important and where you can make the most impact. This small shift can lead to deeper reflections on priorities and better time management.
Practical strategies to take back control of your calendar
In addition to the awareness exercise, here are some practical strategies to better manage your schedule:
1️⃣ Set Clear Rules for Calendar Management
Don’t delegate your schedule entirely to others. Establish clear guidelines, such as a maximum number of meetings per day or blocks of time reserved for strategic work.
2️⃣ Shorten Meeting Durations
Propose shorter meetings to create buffers between sessions, reducing the risk of overload.
3️⃣ Schedule Reflection Time
Plan blocks of time dedicated exclusively to strategic planning, priority reviews, and long-term thinking. Treat these blocks as non-negotiable appointments.
4️⃣ Adopt a Delegation Mindset
Communicate clear expectations, responsibilities, and desired outcomes. Trust your team to handle tasks independently.
Conclusion: manage your calendar, don’t let it manage you
Managing your calendar is not just about time—it’s about mindset. Breaking free from the trap of a packed schedule means recognizing that your value as a leader isn’t measured by the number of meetings you attend but by the impact you have on your organization.
This week, take a moment to reflect:
- How many of the meetings I attend are truly necessary?
- Am I dedicating enough time to thinking and planning, or am I stuck in operational tasks?
The answers could be your first step toward escaping the calendar trap and leading with greater awareness and effectiveness.
? Want to explore more about focus and strategic work? Check out my article Focus: The Lesson from Flying to learn how to replicate ideal working conditions in your daily life.
Until next time, ??
Massimo
