MANAGEMENT


The Manager’s Enemy KEN BLANCHARD


Time is often considered the enemy of a manager. Just think about the language we use when we talk about time. We fight or try to beat the clock. We race against time. In short, our relationship with time is negative.


It doesn’t need to be this way. Lee Berglund, a time manage- ment specialist and author of Beyond Time Management, makes this observation about time: “In the Industrial Age, time became a very precious commodity. There wasn’t enough of it. People couldn’t keep


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up. This mentality carried over into the Information Age.” According to Berglund, “We live in a society of ‘too much,’ yet we operate with an attitude of ‘I don’t have enough.’ This attitude of scarcity brings about feelings of hopelessness – which extend to time.” She claims


that our concept of time is an obso- lete obstacle that must be overcome. Berglund has characterized two types of managers based on how they view and use time. One she labels the “time manager” – a person who always wants more time. This old-style manager first decides when he’ll do something. Then he thinks about the goals and values associated with an objective and how it can be accom- plished. This time manager schedules first and plans next.


The other type of manager she labels the “activities manager.” This person knows there is only a fixed amount of time, so he organizes himself accordingly. Berglund says,


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