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CEO需要增强时间管理

McKenna Moore 2018年06月28日

CEO安排时间的方式,体现了他们的领导风格、合法性与机构的表现。

Photograph by Peter Cade—Getty Images

CEO们需要的不多。他们有着大量资源,却没有时间利用它们。迈克尔·E·波特和尼汀·诺瑞亚花费了12年时间,对27位CEO的日程进行了记录和分析。他们把研究成果发表在《哈佛商业评论》(Harvard Business Review)上,其中探究了顶级公司的时间管理手段,并对领导者们如何优化时间、让艰难的工作变得稍微简单提出了一些建议。

CEO安排时间的方式,体现了他们的领导风格、合法性与机构的表现。因此,他们的日程会影响他们在机构内的形象。如果他们花费太多时间去决定琐事,就会被认为管得太细,如果他们不花足够的时间在公司里与其他人待在一起,就会被认为难以接触。

这项研究探究了2名女性和25名男性在2006年至2018年之间的表现,以及他们在执掌复杂的大型公司时如何分配时间。它每周7天,每天24小时,每隔15分钟就会记录下他们的生活(无论上下班)。因此这份结果深度反映了CEO利用时间的方式。

平均来看,这些CEO在工作日工作9.7小时,每周工作62.5小时。他们大部分在休息日也工作,周末平均工作3.9小时,度假期间平均也工作2.4小时。

领导者在休息时间优先考虑的是健康和家庭。许多人都会锻炼健身,这平均占据了他们业余时间的9%。在每天他们不睡觉也不工作的6个小时中,近一半时间都与家人待在一起,另外平均每天有2.1个小时用于调整休息。

CEO会花61%的工作时间用于和其他人面对面交流。《哈佛商业评论》认为这是“CEO施加影响力,了解事情真正进展,委派人手去完成诸多必须推进的待办事项的最佳方式”。

他们平均会花费43%的时间去推进每个季度之初设定的工作事项,不过各个CEO之间的这个比例差别很大。那些把大部分时间用于推进进度的人表示,他们对自己利用时间的方式感觉更好。

每位领导者平均会花费36%的时间对每天出现的各种问题做出回应,无论是在公司内部还是外部。工作时间有11%都会用于参加董事会、收入电话会议和完成其他日常工作。

这些CEO每周平均要开37次会议,这占据了他们大约72%的工作时间。《哈佛商业评论》建议领导者重新评估开会耗费的时间,从而提高效率,而不是给每场会议分配一个小时。根据研究结果,《哈佛商业评论》写道,每场会议都应当有议程,而与会者应当有备而来。(财富中文网)

译者:严匡正

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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