Mastering the Ultimate Limit to Productivity
Nonfiction / Self-Help / Business/ Leadership
Date Published: October 30, 2024
Publisher:
Mindstir Media
As we move through life, we have all known individuals who just seem to be
the most incredibly efficient and productive members of an organization.
Their projects are always completed on time, and they seem to leave work
early with everything accomplished. They are never late for the operating
room or with clinic visits. Even more rarely, we encounter leaders and
organizations that seem to be able to excel in the same manner.
Often, however, we seem to be caught up in an endless cycle of losing time
or not being able to find enough time to accomplish our mission in our
personal or work life. Perhaps these individuals, leaders, and
organizations, who seem to be superefficient, just understand time
differently. Perhaps they understand time as the ultimate limit to
productivity, a box that we are all forced to live and work in. They view
this box as being filled with essential sand and potentially superfluous
water. They know how to manage it and control the flow of water within their
box. Conventional organizational structures, such as meetings, committees,
surveys, and consultants, only waste time and limit productivity.
In his book, The Box is Time, Dr. Costabile presents an unorthodox and
sometimes irreverent approach to time management for individuals, leaders,
and organizations. By viewing time management in an entirely different
construct, we will become one of the “two-percenters” who are
actually able to always manage their Box of Time.
I am a time fascist. This might be an unusual thing to hear from a physician, but I guarantee if you ask my OR and clinic nurses, they will tell you that it is accurate.
Everyone in medicine knows that if you want the truth, ask the nurses. I am always in the operating room at least thirty minutes before a case starts, long before my resident or fellow comes into the room. This allows me to work with the nurses and get everything on track—instruments, positioning, anesthesia, etc.—before we begin.
My clinic always runs on time, and my day ends at the scheduled time after my last patient. If a patient shows up ten minutes late for their appointment, I give them a lecture explaining why being late for their fifteen minute follow- up appointment is bad for their health, the same lecture I would give a patient who did not quit smoking, manage their diabetes, or lose the recommended weight.
My expectation is that I will be in the room, seeing the patient at 8:00 in the morning, for an 8 o’clock appointment.
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