If you just share what needs to get done, you’re giving orders. If you explain when it needs to get done, you’re prioritizing and scheduling for someone else. If you explain how it needs to get done, you’re micromanaging. What if you always explained why something needed to get done, focusing on the importance and impact?  Saying why provides guidance that empowers the people around you to solve problems, make decisions and accelerate delivery.  Your team can figure out the when and how if you explain the why.  Are you leaving it out?

I avoid unscheduled meetings at the office.  If someone wants to meet to exchange information, collaborate or whatever the occasion, I usually ask that they add the item to the agenda for the weekly meeting I have scheduled with most of my team. What I do make time for are unscheduled conversations.  For me, this is one of the chief gains of being focused on efficiency and productivity.  I create room for conversations about life, relationships and matters of consequence without fretting about what I’m neglecting.  Unscheduled meetings are a distraction and are usually the result of poor prioritization or time sensitivity on the part of the requestor.  Impromptu conversations are part of the healthy cadence of life and present wonderful opportunities to invest in relationships. Say no to the meetings and say yes to the people.