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“Time is the scarcest resource, and unless it is managed nothing else can be managed.”
-Peter Drucker

The eponymous word "B-O-S-S" spells a cloud of doom on most employees. Well why wouldn't it? If you have the typical Hollywood style 'Horrible Boss' like a Miranda Priestly, a Michael Corleone or a secretive M, your work hours are sure to be a touch-n-go affair.

Long hours and a stiff-necked boss who lacks time-management skills is a ready recipe for disaster indeed. What's forgotten in most cases is that nobody wants be an under-performer- be it the boss or the employees. Executives and managers are responsible for guiding the employees to achieve personal targets and leading them by example.


But do all executives come equipped with skills to do so? Is job satisfaction a relative reality then?

Well these are a volley of questions that the US-based firm Mckinsey has thrown open for our entrepreneurs and small business owners in its latest survey. The much over-rated concept of "leadership time" is under fire here!

It's understandable that the executives handle multiple portfolios that demand equal attention.They too get mugged by higher ups and colleagues besides loosing face in front of the clients if strategies go awry. But who see's their apathy; they have the fancy tag, a nice cabin and a tiny army of minnows who get delegated the actual work. That the rosy pictures most of us conceive. But sadly not always!

A survey was conducted on 1500 executives globally to deduce how top company bosses utilized their time. "Only 9 percent of the respondents deemed themselves 'very satisfied' with their current [time] allocation. Less than half were 'somewhat satisfied,”' and about one-third were 'actively dissatisfied.' What’s more, only 52 percent said that the way they spent their time largely matched their organizations’ strategic priorities."

The results are indeed unsettling since "leadership time often gets treated as though it were limitless, with all good opportunities receiving high priority regardless of the leadership capacity to drive them forward." 

So coming to the real issue, indeed executives of top companies also fall short of time management and organizational standards. Let's get human for a second. Failure or lack of achievement- as individualistic perspectives go- is not a heartening thing.

The report further typifies 4 types of dissatisfied executives caught in the time-management warp. Are you one of them too? Just read on to find out!

1. Online Junkies

They spend more than considerable amount of time glued to their laptops or iPhones. No doubt they might be interacting with the clients, answering mails or keeping track of industry trends; but who's to say! The apparent boost in technology has restricted their role-play majorly. Imagine what such managers would be doing in the pre-Internet age- writing memos and surrounded by a stack of paper files awaiting signatures! But now they tend to be more withdrawn from actual client interaction with "over reliance on asynchronous communication".

2. Schmoozers

They are high-power social butterflies engaged in day long meetings with investors and high profile clients. Sounds like the right kind of business leader. While this type socializes much, their social interaction zone is restricted and accessibility becomes an issue. So for them the key is sociability rather than strategy; leading to an indirect fall out, cutting the channels of interaction with the much needed customer base.

3. Cheerleaders

As hunky-dory this tag is, this type also has its shortfalls. Their major problem is the amount of time they end up motivating, planning and working out with the team rather than being in-field. Their approach may be right in terms of strengthening the home base but cuts out on their time to innovate with personal ideas. Hence they make-do with the existing teams rather than hire freshers.

4. Firefighters

According to us, they are the most unfortunate types. They think big, want to achieve big but unexpected issues play the party pooper often. As a result, they get so consumed juggling between prior commitments and future course of action; almost like a control freak trying to burst off their seams. While they put out the fire mostly, it tends to breed in a sense of insecurity in the team as problem-solving becomes a personalized thing for the executive who is reluctant to delegate responsibility.

Share with us your views about who's the highlight in these boss types by leaving a comment below. You can catch the full report by McKinsey with target problems and solutions here.

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