📌 Post 7 in the Time Management for Managers Series
In management, there’s a hidden trap: the expectation to always be available—respond immediately, solve every issue, and keep a constant pulse on everything 24/7.
The result? Work seeps into every free moment—at the expense of personal time, family, and the mental clarity needed for deep thinking.
Why is this dangerous?
• You get pulled into work late at night—leading to burnout.
• Your brain never truly disconnects—reducing clarity and creativity.
• Your team learns that constant availability is the norm—and everyone ends up exhausted.
How to set smart boundaries?
1️⃣ Define clear working hours – No emails at 2 AM.
2️⃣ Block time in your calendar – Reserve slots for critical tasks and personal time. What’s not in your calendar won’t happen.
3️⃣ Lead by example – When you maintain balance, your team learns it’s okay for them too.
Want to turn this into a habit?
I’ve created a free guide on time management for managers, packed with practical tools and a bi-daily tip series to help you apply them.
Managers often find themselves caught in a cycle of urgent tasks, endless meetings, and growing to-do lists. The result? They feel like they’re always busy but not necessarily productive.
But here’s the real issue:
• The way you spend your time defines the kind of leader you are.
• If your time is consumed by daily firefighting, when will you focus on long-term impact?
• If your calendar is full of others’ priorities, when will you prioritize your own growth?
How to Make Time for What Truly Matters?
In the Time Management Guide for Managers, I explain how to take control of your schedule, identify what truly matters, and structure your time so you can lead—not just react.
Download the free guide here:
(Currently, the guide is available in Hebrew only. If there’s enough interest, I’ll create an English version. If that interests you, let me know in the comments or via private message.)
📌 Post 2 in the Time Management for Managers Series
Time management isn’t just about getting more done. It impacts all aspects of our work—our ability to lead, drive initiatives, maintain balance, and prevent burnout.
Yet, many managers I meet feel they’re simply being managed by time—jumping from task to task, reacting to what’s urgent, putting out fires, and rarely pausing to ask: Am I investing my time in what truly matters?
🔹 The Gap Between Managing and Being Managed
A manager who truly controls their time doesn’t work harder—but smarter.
They initiate, plan, delegate tasks effectively, prioritize clearly, and don’t let the urgent dictate their actions.
In contrast, those who are managed by time react to events, operate in constant firefighting mode, and spend most of their time on the urgent—at the expense of the important.
So, how do you break free from this reactive cycle and start managing your time—instead of being managed by it?
📌 That’s why I created a Time Management Guide—specifically for managers.
✔ It focuses on time management for managers—not freelancers, employees, or self-employed individuals.
✔ It’s based on real-world experience—managing thousands of employees, hundreds of managers, and leading brands.
✔ It comes with a bi-daily tip series sent to those who download it—to turn insights into practical habits.
🚀 Currently, the guide is available in Hebrew only. If there’s enough interest, I’ll prepare an English version. If you’re interested—let me know in the comments or via private message!
Over the years, I’ve met outstanding managers—talented, intelligent, and driven to lead, influence, and create meaningful success. But almost all of them struggled with the same recurring challenges:
• Constant overload – as if there were never enough hours in the day.
• Endless chase after urgent tasks – instead of focusing on what truly moves the needle.
• Gap between work and personal life – the desire for balance is there, but in reality… it’s hard to achieve.
• Feeling a lack of control over time – instead of managing, they feel managed by their schedule.
🔹 The real issue isn’t just the number of tasks – it’s how managers manage time as leaders.
Because time management for managers is fundamentally different from standard time management.
A manager doesn’t just manage their own time – they also delegate tasks and responsibilities to others.
Small mistakes in task allocation don’t just affect the manager – they create inefficiencies across the entire team.
So how do you take control of your time instead of letting it control you?
📌 Here’s the challenge:
🔵 I wrote a free time management guide specifically for managers – it’s unique because it focuses not just on personal time management but also on delegating and managing the time of others.
🔵 It comes with a bi-daily tip series – designed to turn insights into practical habits and ensure real-world application.
🔵 The guide is based on 30 years of hands-on managerial experience – leading thousands of employees, hundreds of managers, and major brands.
(Currently, the guide is available in Hebrew only. If enough people show interest, I’ll create an English version. If that’s something you’d like, comment below or message me!)
The sixth and final post in the series on finding meaning in your managerial role.
Managing with meaning isn’t a destination—it’s an ongoing journey. Throughout this series, we’ve explored discovery, learning, and practical application. In this final post, we’ll provide a brief recap of the steps we’ve covered and offer tools to help you sustain and expand your sense of meaning moving forward.
Series Recap: Key Steps in Your Journey
1. Discovering Your Inner Motivation:
We started by identifying the core values and purpose that drive you in your role.
2. Recognizing Your Moments of Significance:
You learned how to pinpoint the moments, big and small, where you felt most meaningful and connected to your work.
3. Turning Insights Into Daily Actions:
We explored how to translate your discoveries into small, consistent actions that align with your values and goals.
4. Identifying Where Your Impact Is Strongest:
By asking the right questions, you learned to focus on the areas where your efforts create the most value.
5. Turning Challenges Into Opportunities:
We examined how to view difficulties as opportunities for growth, connection, and creating new meaning.
Moving Forward: A Continuous Process of Growth and Reflection
1. Pause for Regular Reflection:
Every few months, take time to ask yourself: Am I still connected to my values? Does the meaning I’ve found still align with my role?
2. Explore New Areas for Impact:
Roles evolve, teams grow, and so do you. Look for new opportunities to create value and meaning in your changing environment.
3. Share Your Journey With Others:
Your sense of meaning can empower those around you. Sharing your values and purpose with your team can foster a more meaningful organizational culture.
4. Celebrate Small Wins:
Daily successes matter. Take time to acknowledge and appreciate them—they’ll keep you grounded and connected to what you do.
To Summarize the Post
This series was designed to give you tools and insights to embark on your journey as a leader with meaning. It’s a personal process, one that evolves with you and the challenges you face along the way.
Remember: The meaning you find in your role is a powerful engine for growth—not just for you, but for your team, your organization, and everyone around you.
Thank you for being part of this journey. Now, it’s time to continue and take action!
The fifth post in a six-part series on finding meaning in your managerial role.
Management isn’t just about successes—it’s also about navigating tough challenges. Sometimes, the greatest opportunities for growth, change, and meaning are hidden within the hardest moments. In this post, we’ll explore how to view challenges through a new lens and find ways to create real value from them.
Step One: Pause and Ask – What Can I Learn From This Challenge?
When facing a difficulty, take a moment to stop and reflect. Ask yourself: What is this challenge teaching me? Is it revealing something about myself, my team, or the situation?
Ask yourself: How can this challenge help me improve myself or the processes I manage?
Example: If a team member is struggling to meet deadlines, this challenge might highlight the need to rethink how tasks are assigned or to introduce better tools for task management.
Step Two: Look for the Opportunity Within the Difficulty
Every challenge has the potential to hold an opportunity—whether it’s learning a new skill, strengthening relationships, or changing your approach.
Simple exercise: Take your current challenge and write down the biggest opportunity it could present.
Example: If you’re dealing with a team conflict, the opportunity might be to develop better communication and strengthen collaboration within the team.
Step Three: Involve Your Team in Finding Solutions
Challenges are also an opportunity to engage your team and empower them to contribute.
Ask your team: How would you solve this challenge? What can we learn from it together?
This collaboration not only leads to better solutions but also strengthens team commitment and involvement.
Example: If a project is delayed, instead of solving it alone, involve the team and encourage them to brainstorm ways to improve the process.
Step Four: Empower Yourself and Your Team Through Challenges
Every challenge is a chance for growth—not just for you but for your team as well.
Ask yourself: How can I help my team learn and grow from this difficulty?
Example: If your team is struggling with low motivation, use it as an opportunity to open a discussion, identify underlying issues, and provide tools to overcome them together.
To Summarize the Post
Challenges are an inevitable part of management, but they are also an opportunity to create meaning and build new skills. By approaching difficulties with a mindset of learning and growth, you’re not just solving problems—you’re creating positive change that strengthens both you and your team.
In the final post, we’ll explore how to sustain and expand your sense of meaning in your role over time.
The second post in a six-part series on finding meaning in your managerial role.
Management isn’t just about tasks and challenges – it’s also about those small, powerful moments that remind you why you do what you do. These moments aren’t random; they reveal what truly matters to you. In this post, we’ll explore how to identify those moments and connect them to your daily work.
Step One: Spot the Meaningful Moments
Pause and reflect on the past month. When did you feel most significant?
Maybe it was when you helped a team member overcome a challenge, led your team to success on a complex project, or solved a problem requiring creative thinking.
Ask yourself: What exactly happened, and what made that moment feel so special?
Example: Think of a meeting where you shared an original idea, and it was enthusiastically received and led to meaningful change. That’s a moment of real impact.
Step Two: Find the Common Thread
Look at several moments like these. Try to identify if there’s a pattern. Are your meaningful moments tied to leadership? Supporting others? Achieving results?
Simple exercise: Write down three moments, and next to each, add a word that describes why it mattered to you.
Example: If all your moments involve mentoring and empowering others, your sense of meaning might come from your ability to develop the people around you.
Step Three: Learn About Yourself From These Moments
These moments don’t just tell you what you do – they reveal who you are as a manager.
They show you what truly drives you and gives you a sense of purpose in your role.
Example: If you realize your most meaningful moments involve solving complex problems, it’s a sign to focus on challenges that require creativity and innovative solutions.
Step Four: Plan for More of These Moments
Now that you understand the kinds of moments that make you feel significant, start creating more of them.
This could mean planning projects that align with your strengths, initiating conversations with your team, or focusing on challenges where you know you make the biggest difference.
Example: If your meaning comes from personal connections with your team, set aside time weekly for one-on-one conversations that strengthen relationships and mutual support.
To Summarize the Post
The moments when you feel most significant are a mirror reflecting what truly matters to you in your role. By identifying and creating more of them, you’ll feel more connected to your daily work.
In the next post, we’ll talk about turning these insights into clear, actionable daily habits that align with your values and goals.
The first post in a six-part series on finding meaning in your managerial role.
Management is one of the most challenging roles. There’s so much responsibility, daily pressure, and constant problems to solve. Amid all this, it’s easy to forget why you chose this role in the first place.
This post will help you reconnect with your personal “why” – to understand what truly drives you and find meaning in what you do.
Step One: Reflect on Moments That Felt Right
Pause for a moment and think about the times in your role when you felt truly meaningful and fulfilled.
Perhaps it was when you successfully led a major project, supported a team member through a challenge, or tackled a complex problem and found a solution.
Ask yourself: What exactly about that moment made you feel significant?
Example: Think back to a time when a team member came to you with a personal issue, and you helped them find a solution. Seeing them return to work with renewed energy was a moment of real impact.
Step Two: Identify the Common Thread
Think about several similar moments and try to figure out what they have in common. Are they about helping others? Leading change? Or maybe it’s about your ability to handle challenges?
Simple exercise: Write down three significant moments and add a word next to each that explains why it was meaningful to you.
Example: If all the moments involve teamwork, your sense of meaning might come from connecting with people and supporting them.
Step Three: Understand Your Inner Motivation
These moments reveal what’s truly important to you in your role. Your motivation might be the desire to make an impact, a sense of purpose, or the determination to achieve big goals.
This motivation is your personal “why” – the reason you keep going.
Example: If your motivation is leading change, it might mean focusing on initiatives that allow you to drive meaningful projects forward.
Step Four: Integrate Your Motivation Into Your Routine
The most important step is turning your motivation into part of your daily work.
This might mean planning time for projects that align with your values, having meaningful conversations with your team, or prioritizing challenges that need your attention.
Example: If your motivation is solving problems, you could dedicate time each day to addressing the most pressing challenges and bringing them to resolution.
To Summarize the Post
Finding meaning in your role begins with identifying what truly drives you. Once you understand this, the path to building a deeper connection to your work becomes much clearer.
In the next post, we’ll discuss how to identify the moments when you feel most significant and how to use them as a roadmap for purpose-driven management.
These are things that, if we do them, will undoubtedly increase the motivation of the employees we manage.
After examining five central motivation theories, we can identify several shared principles that interconnect and complement each other. Understanding the common ground between these theories can help managers create effective management strategies that promote motivation, satisfaction, and a sense of meaning in employees’ work.
Meaning and Self-Actualization
All theories emphasize the importance of meaning and self-actualization at work:
• Viktor Frankl: Searching for meaning as a central component of motivation.
• Maslow: Self-actualization as the highest need in the hierarchy of needs.
• Herzberg: Motivators such as achievements and recognition that lead to satisfaction.
• Deci and Ryan: Autonomy, competence, and relatedness as promoters of intrinsic motivation.
• Schein: Behaviors that create a supportive and meaningful organizational culture.
Personal Development and Growth
The need for personal development and learning recurs in all theories:
• Maslow: The need for self-actualization includes growth and development.
• Herzberg: Personal development as an important motivator.
• Deci and Ryan: Sense of competence and opportunities for professional growth.
• Schein: Creating an organizational culture that promotes continuous learning and development.
Human Connections and Belonging
A sense of belonging and meaningful human connections are central components:
• Maslow: The need for belonging and love.
• Deci and Ryan: Relatedness as a basic need for intrinsic motivation.
• Schein: Creating an organizational culture that promotes connections and collaboration.
Working Conditions
Creating proper and healthy working conditions:
• Maslow: Satisfying physiological needs and safety.
• Herzberg: Hygiene factors such as working conditions and adequate pay.
• Schein: Behaviors that promote a supportive and safe work culture.
Implementing the Common Ground in Management
To create a work environment that promotes motivation and satisfaction, managers should integrate the various insights:
1. Meaning and self-actualization: Provide employees with interesting and challenging work and help them find meaning in their work.
2. Personal development: Encourage continuous learning and professional development, and offer training and advancement opportunities.
3. Human connections and belonging: Create a positive and supportive organizational culture, and encourage collaboration and open communication.
4. Proper working conditions: Ensure safe and comfortable working conditions, provide adequate pay, and maintain good relationships between all levels of the organization.
Summary
Finding the common ground among leading theories of work motivation offers a broad and comprehensive management framework. By combining these insights, managers can create a work environment that promotes motivation, satisfaction, and a sense of meaning. Understanding the different theories and implementing them in a balanced way allows managers to lead teams more successfully and efficiently.
If you have questions or would like to hear more about ways to improve management and lead your teams, contact us. We are here to help you find meaning in your work and lead your organization to success.
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