Meeting marathons and email chaos – create structure in your workday
Expert tips
Published
In today's connected work life, many struggle to structure their workday. The constant stream of digital communication and meetings makes it challenging to find time for focused work and to balance different tasks. Putting your day together can feel simple in theory, but for many it is difficult to achieve.
Being constantly ready, with expectations of quick responses and availability, creates a feeling of always needing to be on one's toes. This can affect both employees and managers and can lead to increased stress. Managing this requires not only personal planning strategies, but also a shared dialogue within the organisation about how we communicate, set boundaries, and create a sustainable everyday work life.
"The increased pace in work life is one reason why this issue is becoming relevant. There is such a high inflow, pace, and expectations for delivery today. And who should pull the handbrake – is it me as an individual or is it the organisation?" says Åsa Miemois, health developer at Falck.
Let the company culture create conditions for structure
Taking control of your workday is partly about individual strategies and partly about the conditions the organisation creates. Lena Karin Allinger is an organisational consultant at Falck and highlights culture and leadership as playing a decisive role.
"There is a responsibility in leadership to practise what you preach and to create clarity around expectations of availability. How long is it okay for it to take before we reply to an email, is it okay to block out time for focused work? Also dare to discuss the "unofficial rules" that may exist in a work group," she says.
At the same time, it is important as an individual to pause and reflect on why you feel you constantly have to be available – is it an external expectation or a demand you place on yourself? For those who have the opportunity to manage their time, a key is to actively plan in different types of tasks and not just react to what comes from outside.
"My basic advice is not to just do things automatically. Think through how you will structure your day, plan in focus time when needed and times when you reply to emails. Constantly being pressured by what comes from outside can be very stressful," says Lena-Karin.
There is a responsibility in leadership to create clarity around expectations of availability.
High pace and information flow create challenges
A major challenge for many is the constantly increasing information flow and the number of communication channels. Emails, chat, meetings – everything demands attention, which makes it difficult to focus. Multitasking is rarely effective and often detracts from being present in what one should actually be focusing on.
The frequency of meetings is also a factor that many find problematic, as meetings can take up such a large part of the workday.
"People have so many meetings that they don't have the time to reply to emails or work on tasks between meetings. The risk is that this leads to work being pushed to evenings or weekends," says Åsa.
There is a lot to be said for setting boundaries and learning to accept that we cannot do everything at the same time.
Questioning the meeting culture, daring to decline meetings where one's presence is not necessary, and having meeting-free times can be important steps to create space in the calendar.
"I usually highlight three important strategies: setting boundaries, prioritisation, and acceptance. There is a lot to be said for setting boundaries and learning to accept that we cannot do everything at the same time. If it is difficult to prioritise on your own, it is important to get help from your manager."
Talking about expectations of availability, how we best communicate, and what "rules of the game" apply creates clarity, which in turn creates health. By working with both individual strategies and by having an open dialogue at group and organisational level, we can better navigate today's complex work life and create a more sustainable and productive everyday life.
Tips for creating a structure in your workday
1. Plan your day Create an overview of your tasks and meetings in advance. This allows you to have better control over your time instead of just reacting to what comes up.
2. Create "striped days" Alternate periods of work that require high focus with time for simpler, more routine tasks. The result is a better distribution of energy during the day.
3. Block out time on the calendar Set aside dedicated blocks of time for specific tasks, such as answering emails, working focused, or having meetings. This contributes to fewer interruptions and increased efficiency during focus time.
4. Set clear boundaries for accessibility Decide when you're available for emails and messages and when you need uninterrupted time for concentration. As a result, you protect your focus time and reduce the feeling of being constantly "on."
5. Reflect on your own requirements Think about why you feel like you have to answer everything immediately. Is it an external expectation or a standard you set yourself?
6. Choose the right mode of communication Think about whether a quick call or chat is more effective than an email for a specific issue. This can help speed up resolutions and reduce the number of lengthy email conversations.
7. Question the meeting culture Dare to say no to meetings where your presence is not absolutely necessary and suggest meeting-free times in the team. The result is that you free up valuable time for other tasks.
8. Prioritize and accept that you don't have time for everything Focus on one task at a time and accept that you can't do everything at once. The result is reduced stress and higher quality in what you actually do.
9. Discuss expectations within the team Talk openly with your colleagues and your manager about expectations of accessibility, communication methods and "rules of the game". This creates increased clarity and reduced misunderstandings.
10. Work for health-promoting leadership Managers have a responsibility to lead by example and create a culture where clarity about expectations, opportunities for recovery and setting boundaries are encouraged. The result is a healthier work environment for everyone.
