The first principle is that we don't all work the same way. That's why those time management seminars never stick. What does work is to understand your personal time management archetype and design your schedule in alignment with your natural rhythms and needs.

Think of your colleagues. If your office is like most, there is a diverse range of ways that people manage (or don't) their time and work. I liken these working styles to sports archetypes: joggers, sprinters, power lifters, and marathoners.

Joggers are your colleagues who always seem to work at a relatively steady pace no matter what's going on. They don't take a lot of breaks and they never appear particularly stressed. They're not speed demons but they stay the course, and typically work 9 to 5.

Sprinters are those who work a bit faster. They have more erratic work patterns. You'll see them working pretty hard, but you'll also see them at the water cooler fairly frequently. Sprinters need to recover from the sprint and need a moderate number of breaks during the day; they also tend to be 9-to-5ers.

Power lifters are those people you imagine must secretly work at 2 or 3 am. They seem to be daydreaming a lot. You rarely see them working very hard and yet, miraculously, they get a huge amount done. These folks exert major efforts and can move mountains in a very short time. Power lifters, however, also need significant recovery time, and they tend to prefer irregular hours.

Marathoners are the workers who are at their desk at 7 am and are still there at 7 pm. It seems like they never stop! Marathoners work in a very methodical, moderate rhythm and they certainly go the distance--just not as fast as the types above. Many companies like the marathoner-type employee best, though this preference can be unfair.

Although the above categories don't capture everyone, you'll find most people can identify, at least broadly, with one of these working styles.

Think about your archetype. Invent new sports metaphors to see if that works for you--there are certainly walkers and super-marathoners out there. Create a category that is truly you. Think about how your type impacts your scheduling and your work capacity and rhythms.

Power lifters, for example, tend to like to work in big blocks of time. They dive into a project with great intensity for a few hours, and then they need a long break. What they have accomplished in that time may take someone else twice

Once you identify what your style is you can arrange your schedule to work with it. For instance, a sprinter might design blocks of time during the day to focus on a project, and build in breaks at key junctures. Of course, this is easier if you can work independently. When you are working with others who have different rhythms it becomes more challenging. However, if you're aware of your bosses' working styles and those of your colleagues, you can devise a way to coordinate your time with them.

If you're planning a team project, have a candid conversation with your group about their working styles and what you expect and need from them. Consider their styles and try to honor them to the greatest extent possible without sacrificing work quality. The most progressive organizations employ a system called a Designed Alliance, a discussion and agreement on how people want to work together. It's an outstanding method for bringing out the best in everyone involved. Executive coaches often work with teams to teach them how to create Designed Alliances.

If people are asked to work outside their archetypes, too often they're likely to be unhappy--many without understanding why. There can be a vague sense of dissatisfaction and not being understood or appreciated. Some might feel exhausted because they have not had adequate time to recharge.

Another challenge many people find is that in some corporate cultures, there is a strong preference for one working style--usually the marathoner. "Face time," or the time spent sitting at a desk in the office working, is often misused as a gauge of an individual's contribution to the organization. This unfortunate climate can lead to power lifters, sprinters, and even joggers feeling unappreciated and burned out while trying to seem like marathoners. Certain industries are more prone to rewarding the marathoner--even if the other archetypes are producing as much, at as high a quality, as the marathoner. There is a machismo about marathon working.

The truth is that we need all of these archetypes in organizations. Even more importantly, we as individuals need to cultivate sub-archetype abilities to be able to navigate not only the daily routine, but also unusual circumstances--special projects, urgent deadlines, client crises.
About the Author

The McAloon Group helps people better enjoy their work, enhance their leadership and make successful career transitions. Contact us for a complimentary session at information@themcaloongroup.com

Elizabeth McAloon, CPCC is founder and Principal of The McAloon Group.