Not enough time in the day...

Barbra Carlisle • June 22, 2023

Will the phrase ‘There are just not enough hours in the day’ every go away for busy and ambitious business owners and leaders? 

Too many tasks, decisions, people to manage and unexpected issues that arise throughout the day: a leader’s work is never done. 

If you feel like this is you - you are not alone many of my executive coaching clients mention battling with time. And it feels like a battle. One that is tiring, draining, not energizing and stopping a sense of real progress.  Clients feel that they are not in control, they can’t change what is happening, and that they would if they could.

Guess what? Jim Rohn is right 

Either you run the day, or the day runs you


Is it easy? No, particularly for some with particular personality types that thrive (to a point) on overload and ambition.


There are lists galore on how to manage your time better. 


My advice is just do one thing that is in your control, and do it. Don’t try to do it all as you will simply fail long term.

Do one thing. Do it intentionally. Hold yourself accountable to that action. Celebrate when you achieve it. Do it again and again. Over time it becomes a habit.


Potential things that could work for you:


1.      Do something for yourself at lunchtime that isn’t on your task to do list. It may seem counter intuitive if you are busy busy busy but the benefits are renewed focus for the job in hand on your return


2.      Work in short blocks and have breaks in between


3.      Set goals that are achievable and measurable


4.      Keep a picture of your younger self by your computer and look at it to remind yourself that you are human and deserve to be kind to yourself


5.      Use technology to help you prioritise tasks based on importance and urgency.


So what are some of tasks that leaders could do less of?


1.      Meetings with no purpose

2.      Micromanaging

3.      A do-it-yourself attitude

4.      Working late hours

5.      Nice long lie-ins (just checking you are still reading! This one is a joke)


Go and conquer time and run your day, not letting your day run you. 


The bad news is time flies. The good news is you’re the pilot. Anonymous
We provide 121 Executive coaching for busy leaders, team communication programmes and applied business wide leadership programmes for people who want to see business acceleration

Getting out of the Weeds into Strategic Thinking

By Barbra Carlisle • June 25, 2025
Introduction In today’s fast-paced, always-on work culture, leaders often find themselves consumed by operational demands, exciting things like emails, meetings, staff check ins, and the mountain of prepping and paperwork. But to lead well we need to redefine what we mean by our day to day priorities, and we need to manage our time. As a leader you need to be a step ahead, thinking of the future, whether that comes naturally to you are not. Strategic thinking is not a luxury; it’s a necessity. Why Strategic Thinking Matters Strategic thinking enables you to: Anticipate change and position you organisation for long-term success. Align teams around a shared vision. Innovate rather than merely optimise. Feel personally motivated and in control Recognise the value of delegation, which in turn supports the development of others The National Audit Office (NAO) highlights that while operational delivery is essential, senior leaders must adopt a “whole-system” approach that aligns policy, funding, and governance with long-term outcomes. I agree wholeheartedly with them! Beyond Time Management: Creating Strategic Space This isn’t just about blocking out time in your calendar., calling it focus time and then using that time to allow another meeting before the week is out. It’s about creating mental and organisational space for strategic reflection. Here’s how: 1. Delegate with Purpose Empower your team to own operational responsibilities. This builds capability and frees you to focus on the bigger picture. 2. Design Strategic Rituals Step back and ask: “What can I do as a leader that no one else can?” . Ask yourself "!what should I start doing, stop doing and continue to do". Weekly reflection sessions, quarterly off-sites, or even walking meetings can foster strategic clarity. 3. Build a Thinking Culture Encourage your team to think strategically too. When everyone is aligned on long-term goals, operational decisions naturally support strategic intent. It then becomes the norm to have time blocked out for thinking - time where you are not disturbed. 4. Use Strategic Frameworks Tools like SWOT, PESTLE, or scenario planning aren’t just for consultants. Use them regularly to challenge assumptions and explore new directions. Do it alone and with your team. This will create a culture of strategic thinking. 5. Get a Leadership Coach I would say this as a Leadership Coach but honestly getting a coach could be the single most important thing you do to unlock your thinking. With a Coach you talk things through, business and personal, freeing up time outside coaching sessions and not being consumed with things on your mind that you have not been able to share with anyone. Lots of my clients say to me " You are the only person I can speak to about this, I haven't told anyone, not even my partner about how I feeling about my role and life" And finally Strategic thinking isn’t a task it’s a mindset. Leaders who prioritise it not only future-proof their organisations but also inspire those around them to think bigger and bolder. Get in touch if you want to know more about developing a strategic thinking mindset

How to build your leadership after a Founder leaves

By Barbra Carlisle • June 25, 2025
Taking the reins after a founder steps down is one of the most complex leadership transitions. Founders often embody the culture, vision, and identity of an organisation. So how do you lead effectively without being in their shadow? How do you make an impression? And how easy is it to make an impression when the person before you was the person who started the organisation? It is incredibly difficult, depending on the nature of the person before you , and the culture they created when they were the leader. New leaders often look to honour the past while creating new momentum - their way. It is a tension between respect and reinvention. Without trust and transition rituals, teams can stall in founder nostalgia. Here are a few tips for you to consider: Understand the Founder’s Legacy Before you start or at least in the first three months in role, take time to understand: What the founder stood for. What were their values, vision, and leadership style. What worked well and what may need to evolve. How the team in place feel about work and about the transition. Are they grieving, anxious, or hopeful? Strategies for a Successful Transition 1. Respect the Past, But Don’t Replicate It Acknowledge the founder’s contributions, but don’t try to be a carbon copy. Your leadership must be authentic to you. 2. Communicate Transparently Be open about your vision and how it builds on the founder’s legacy. Regular, honest communication builds trust and reduces uncertainty. 3. Engage Key Stakeholders From board members to frontline staff, involve people in shaping the next chapter. This fosters ownership and reduces resistance. It will involve a lot of active listening. 4. Establish Your Leadership Identity You have the opportunity to reflect on your unique strengths, what got you the job and what your purpose is as a leader. Use this insight to define your leadership narrative. 5. Balance Continuity and Change Identify what must stay (core values, mission) and what can evolve (processes, strategy). This balance reassures stakeholders while signalling progress. And finally Following a founder is not about copying, filling shows or throwing the baby out with the bath water. It’s about walking your own path while honouring the journey that came before. It is time for strategic thinking to help you set up for your own successes and to weather the storms of new transitions. With empathy, clarity, and strategic intent, you can lead your organisation into its next era. In the UK, leadership transitions are increasingly supported by structured development programmes that focus on emotional intelligence, strategic alignment, and stakeholder engagement. These resources can be invaluable during founder succession. I am always hear to help you navigate new transitions. Do reach out if you want to think about how to be the best leader, your own way.
More Posts