CEO需要增強時間管理
McKenna Moore
2018-06-28
Photograph by Peter Cade—Getty Images
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CEO們需要的不多。他們有著大量資源，卻沒有時間利用它們。邁克爾·E·波特和尼汀·諾瑞亞花費了12年時間，對27位CEO的日程進行了記錄和分析。他們把研究成果發(fā)表在《哈佛商業(yè)評論》（Harvard Business Review）上，其中探究了頂級公司的時間管理手段，并對領(lǐng)導者們?nèi)绾蝺?yōu)化時間、讓艱難的工作變得稍微簡單提出了一些建議。 CEO安排時間的方式，體現(xiàn)了他們的領(lǐng)導風格、合法性與機構(gòu)的表現(xiàn)。因此，他們的日程會影響他們在機構(gòu)內(nèi)的形象。如果他們花費太多時間去決定瑣事，就會被認為管得太細，如果他們不花足夠的時間在公司里與其他人待在一起，就會被認為難以接觸。 這項研究探究了2名女性和25名男性在2006年至2018年之間的表現(xiàn)，以及他們在執(zhí)掌復雜的大型公司時如何分配時間。它每周7天，每天24小時，每隔15分鐘就會記錄下他們的生活（無論上下班）。因此這份結(jié)果深度反映了CEO利用時間的方式。 平均來看，這些CEO在工作日工作9.7小時，每周工作62.5小時。他們大部分在休息日也工作，周末平均工作3.9小時，度假期間平均也工作2.4小時。 領(lǐng)導者在休息時間優(yōu)先考慮的是健康和家庭。許多人都會鍛煉健身，這平均占據(jù)了他們業(yè)余時間的9%。在每天他們不睡覺也不工作的6個小時中，近一半時間都與家人待在一起，另外平均每天有2.1個小時用于調(diào)整休息。 CEO會花61%的工作時間用于和其他人面對面交流。《哈佛商業(yè)評論》認為這是“CEO施加影響力，了解事情真正進展，委派人手去完成諸多必須推進的待辦事項的最佳方式”。 他們平均會花費43%的時間去推進每個季度之初設(shè)定的工作事項，不過各個CEO之間的這個比例差別很大。那些把大部分時間用于推進進度的人表示，他們對自己利用時間的方式感覺更好。 每位領(lǐng)導者平均會花費36%的時間對每天出現(xiàn)的各種問題做出回應，無論是在公司內(nèi)部還是外部。工作時間有11%都會用于參加董事會、收入電話會議和完成其他日常工作。 這些CEO每周平均要開37次會議，這占據(jù)了他們大約72%的工作時間?！豆鹕虡I(yè)評論》建議領(lǐng)導者重新評估開會耗費的時間，從而提高效率，而不是給每場會議分配一個小時。根據(jù)研究結(jié)果，《哈佛商業(yè)評論》寫道，每場會議都應當有議程，而與會者應當有備而來。（財富中文網(wǎng)） 譯者：嚴匡正 |
CEOs don’t want for much. They have an abundance of resources, but are lacking in time to utilize them. In a 12-year study by Michael E. Porter and Nitin Nohria, the schedules of 27 CEOs were recorded and analyzed. The results, a look into time management at the top level of corporations, were published by the Harvard Business Review alongside advice for leaders on how to optimize their time and make their tough jobs just a bit easier. What a CEO spends time on is indicative of their leadership style, their legitimacy and the performance of their organization. Thus, their schedule affects how they are seen within the organization. If they spend too much time deciding minutia, they will be seen as a micromanager, and if they do not spend enough time with others in the company, they will be seen as out of touch. This study examined 2 women and 25 men from 2006 to 2018 and how they allocate their time at the helm of their large, complex companies. It recorded their lives in 15-minute increments (in- and outside of work), 24 hours a day, seven days a week. This led to in-depth results about how CEOs use their time. On average, the CEOs participating in the study worked 9.7 hours per weekday and 62.5 hours per week. They also worked on the majority of their days off, on average 3.9 hours on weekend days and 2.4 hours on vacation days. In their time off, the leaders had to prioritize health and family time. Many had workout regimens, which took up an average of 9% of their nonworking hours. In the six hours that they weren’t sleeping or working each day, about half of that was spent with family. 2.1 hours on average was spent on downtime. The CEOs took 61% of their working hours to interact with others face-to-face, which the Harvard Business Review wrote is “the best way for CEOs to exercise influence, learn what’s really going on, and delegate to move forward the multiple agendas that must be advanced.” The subjects spent 43% of their time, on average, on activities that advanced the agenda they set with the study at the beginning of each quarter. That percentage varied significantly between CEOs, though, and the ones that spent the most time advancing their agendas said they felt better about the use of their time. About 36% of each leader’s time was spent reacting to issues throughout the day, both internal and external. An average of 11% of work time was spent attending to board meetings, earnings calls and other routine duties. In any given week, these CEOs had 37 meetings that took up around 72% of their work time. The Harvard Business Review advises leaders to reassess the amount of time slotted for meetings to increase their efficiency, rather than allotting the standard one hour for each meeting. Each meeting should have a set agenda and attendees should come prepared, it wrote in response to its findings. |
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