Episode #135: Getting More Done Faster

In our leadership programs in Tokyo, we often ask senior managers:
“Who plans their day — written down and prioritized, in order?”
Typically, fewer than 10% raise their hands. When we clarify that this means a numbered, written priority list, even more hands go down.

The issue is rarely intelligence or “mental strength.” It is a lack of self-organization. Many leaders hold a belief like, “My schedule changes too much; there’s no point in setting priorities.” The result is constant reactivity: responding to whoever shouts loudest, rather than working on what truly matters most.

Without a structured plan:

• You get pulled into low-value tasks.

• You procrastinate on important but difficult projects.

• You end the day tired, but not truly productive.

Mini-summary: Not planning your day leads to reactive leadership. Without a written, prioritized list, even talented leaders drift into low-value activity.

How can executives set practical priorities without feeling “locked into” a schedule?

Many leaders resist daily planning because they fear rigidity: “My priorities change during the day.” But there is a simple solution: use a flexible, written list and adjust it.

There is a “breakthrough technology” for this problem: the pencil (or its digital equivalent). If priorities change, you revise the order. This takes only a few seconds. The truth is, your top priorities usually shift only a few times per day — not every hour.

A practical approach:

1. List all tasks you need to tackle.

2. Assign a priority number (1, 2, 3…) based on impact and urgency.

3. Rewrite or re-order the list a few times per day as needed.

The key is not perfection, but clarity. Once you see your tasks in order, you can focus your attention on the highest-value items instead of drifting into busywork.

Mini-summary: You do not need a rigid schedule, but you do need a clear, flexible list. A simple prioritized list — updated as needed — keeps you focused on what matters.

What is the “golden rule” of leadership time management?

A powerful principle for leaders is:

“We can’t do everything, but we can do the most important things.”

High-value tasks are those that only you can do — they cannot be delegated and have a direct impact on strategy, people, clients, or results. Low-value tasks are those others could do at 80–90% of your level, or that do not significantly advance your goals.

In many leadership roles, the real problem is not workload volume, but priority confusion:

• Critical projects are delayed.

• Strategic thinking is squeezed out by email.

• People development and coaching are postponed “until later.”

To live the golden rule, leaders must consciously choose:
“What are the top 1–3 tasks today that only I can do — and that will move the business forward?”
Those become your non-negotiables.

Mini-summary: Leaders cannot and should not try to do everything. The highest value comes from focusing on the tasks that only you can perform and that drive the organization forward.

How does “block time” help leaders protect focus and finish what matters most?

To truly be “in the moment” for your most important work, you need block time — protected time where you can work without interruption.

Block time means:

• A scheduled meeting with yourself in your calendar.

• No calls, no email, no meetings, no casual drop-ins.

• A single, clearly defined priority to attack with full concentration.

In practice for leaders in Tokyo:

• Reserve 60–90 minutes in your calendar, 1–2 times per day, as focus blocks.

• Treat these blocks like client meetings: non-negotiable and respected.

• Communicate to your assistant and team that this time is reserved for high-value work.

This is how senior leaders create the mental and emotional space needed for strategic thinking, people development, innovation, and important initiatives such as leadership training, sales training, presentation training, and DEI training.

Mini-summary: Block time is a practical tool for leaders to protect deep focus. When you schedule non-negotiable focus blocks, you consistently finish the work that truly matters.

How can Dale Carnegie Training Tokyo help leaders build these habits and mental strength?

Novak Djokovic reminds us that focus and mental strength are not innate; they are built over time. The same is true for leadership. Executives benefit from structured development, coaching, and practice, not just theory.

Dale Carnegie Training:

• Has over 100 years of global experience developing leaders, sales professionals, and communicators.

• Has supported clients in Tokyo since 1963, working with both Japanese companies and multinational companies.

• Provides programs such as leadership training, sales training, presentation training, executive coaching, and DEI training, all tailored to the realities of the Japanese and global business environment.

Our leadership and executive coaching programs help you:

• Clarify priorities and align daily actions with strategy.

• Build the confidence and mental discipline to stay “in the moment.”

• Create practical systems for time management, delegation, and focus.

Mini-summary: Dale Carnegie Training Tokyo combines a century of global expertise with deep local experience, helping leaders in Japan build the mindset, habits, and systems needed to manage time and attention at a world-class level.