Can vs Should | on managing time

By Ellie Hearne

A busy period often prompts a person to reflect on how much they can achieve under pressure.

You have a packed to-do list and you power through it, but you have just one thing to get done and it takes days to cross it off.

Last year I had my third child, I lead a company, I work part-time for a business school, and I have a demanding board seat. All these things are a privilege - if you’re new here, I’m one of those insufferable people who loves their work - and they take up a lot of time.

Since the baby arrived, and with the support of an involved co-parent, I’ve been able to keep up with work and other pressing demands on my time, as has he - all whilst we juggle school drop-offs, pick-ups, sick days, dental appts, etc.

We’ve made it work. It’s been exhausting, frankly. And we’ve been lucky to be able to do it.

A couple of weeks ago, we arranged professional childcare for our youngest; her older siblings already in school. We now have ~40 hours/week back to focus on other things. I can, once more, practice what I preach about trying to keep work time and leisure time distinct. Or at least try to.

But here’s what I’m taking away from the experience, aside from a lingering caffeine dependency: can doesn’t mean should.

I can get everything done in less time - but a straitened schedule forces me to prioritize ruthlessly, and inevitably put my own needs last. Post-baby, I made no time for my fitness/health, I skipped a few doctors appointments (my own), we missed some date nights, and I didn’t do any strategizing/planning for the business. I was just “getting things done.”

So, as I look ahead to the rest of the year, I am making myself consider time and goals with greater care. How will I make health a priority alongside family and work? How will I make time for strategy? And how will I get my caffeine needs down to a manageable level?

Fortunately, I know a few places to start…

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Ellie Hearne helps leaders bring strategy and culture together. As founder of Pencil or Ink, she has worked with dozens of industry-leading companies, one or two government agencies, and a handful of non-profits. She teaches part-time on the Oxford Strategic Innovation Program and is Treasurer of the University of St Andrews American Foundation.