Showing you ways to get control of your time through tested techniques that will give you more time to do the things you want to do.
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Have you ever wondered how those in highly demanding jobs that require almost 24/7 attention to the job manage to do it? Well, I’ve been researching and found a few common habits that may help you get more out of your day.
Let’s begin…
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Script | 410
Hello, and welcome to episode 410 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.
It seems everyone feels under pressure with increasing workloads and demands on their time. And research is backing this up.
Instead of reducing the workloads of the typical knowledge worker, AI is increasing it. In one study published last month in the Harvard Business Review, 83% of knowledge workers reported an increase in their workloads after adopting AI tools.
Yet even in the age before AI, smartphones, and desktop computers, there were jobs that required an intensity few people could or would endure for very long.
For example, if you were to look at the daily schedules of Presidents Eisenhower, Kennedy, Johnson, Nixon, Ford, and Carter, you would see an official workday beginning around 6:30 am and ending well after 7:00 pm, 7 days a week.
Just look at pictures of President Carter on his inauguration day and compare them to pictures of him on President Reagan’s inauguration day; you can see the toll the presidency had on Carter. It seemed to have aged him 20 years, and yet it was only four.
If we were to look at President Obama’s schedule. While he did not typically start work until around 9:00 am, he would work well into the night, catching up on briefing documents and other background reading. In total, he was working 12 hours a day, seven days a week.
Yet each of these leaders used techniques that helped maintain some calm amid otherwise chaotic days. They were well-tested, proven techniques that so many people seem afraid to use today.
This week’s question is about these techniques and how you might adopt some of them to manage your workload while still having time for rest and family.
Let me now hand you over to the Mystery Podcast Voice for this week’s question.
This week’s question comes from Aaron. Aaron asks. Hi Carl, what advice would you give to someone who cannot get on top of their work, no matter how many “time blocks” they put on their calendar?
Hi Aaron, thank you for your question.
Now, you didn’t specify what kind of work you do, but I can answer based on what I’ve learned from former world leaders and CEOs and how they managed their days when facing global challenges.
I know not all of us are running a major country, but lessons from people like Presidents Eisenhower, Kennedy and Ford may help you see that there are ways to take control of your time, do the things you want to do, and get a lot done.
The first approach almost all highly effective people do is to protect time for quiet work. This might not necessarily be deep focused work; it could be reading reports or, in the case of presidents and prime ministers, briefing documents prepared for them by their staff.
Of the people I have read about and studied, all of them protected some time during the day. Mostly, this was early in the morning or late at night.
John F Kennedy, for instance, would read the newspapers at 6:30 am, before he met anyone in his office. This gave him a heads-up on emerging world events and often meant he knew more about a subject than any of his aides did.
One interesting note about Kennedy and his brother, Bobby, was that they both took a speed-reading course when they were younger, and it is reported that John Kennedy could read 1,200 words in one minute.
Imagine that. That’s going to save you a lot of time. That’s being able to read one of my longer blog posts in a single minute!
As a side note, it is reported that Theodore Roosevelt would read a book a day, sometimes two, as well as all his briefing documents.
Now, I suspect that in the early to mid 20th century, with no computers, people read far more than we do today. If you are reading thousands of words a day, you’re naturally going to become a faster reader.
Presidents Nixon, Kennedy and Johnson would read briefing documents late into the night. In the case of Presidents Johnson and Nixon, this was often until 2:00 am in the morning.
President Obama also read late into the evening, from around 8:30 pm, after spending some time with his family, he would go to a quiet room and read until midnight or 1 am.
The advantage of doing their reading late at night was that they were unlikely to be disturbed, and it was quiet.
One thing you could do is set aside time somewhere in your day for undisturbed quiet work. Whether that is reading, working on a project or simply replying to your emails and messages.
Just this one change in your day will relieve some of the pressure you may be feeling. It will give you time to work on the non-urgent things that, if you ignore, will soon become urgent and add to the stress and anxiety that working reactively inevitably causes.
Now let’s talk about structuring your day.
This is something that, if you’re not doing, you’ll find yourself getting pulled all over the place with no chance of getting on with anything important.
Structuring your day means planning out what you will do and when. When will you do your most important tasks of the day? When and where are your meetings? When will you take time to rest and relax with your family?
If you begin any day not knowing this, your day will run away with you.
Again, let me give you an example of a US president.
Jimmy Carter would disappear into the living quarters of the While House at precisely 6:30 pm every evening to have dinner with his family.
No matter what was going on in the world. Whether it was a Middle Eastern oil crisis, spiralling inflation or some other world crisis (sound familiar?), Carter would never miss his family’s dinner hour. It was sacred.
During that time, nobody from his office was allowed to interrupt him, no matter what was going on in the world. That could wait an hour. Spending some quality time with his family could not. His daughter was young at that time, and she would go to bed around 8 or 9 pm.
Could you do that? Could you “disappear between 12 pm and 1 pm, cut off from the outside world; no phone or computer for one hour, so you could stop and enjoy lunch with your family or friends?
It’s easy to believe that we have to be “available” all the time. No, you do not.
Not even the leader of the Western world needed to be available every hour and minute of the day.
You’re not dealing with a world crisis where people’s lives are at stake. You’re likely dealing with more mundane issues, like a customer who is frustrated because their ordered electric window motor hasn’t arrived as promised. Or a boss who suddenly becomes agitated because sales dropped 12% last month.
Gee whizz! What can you do right now? Probably nothing. You’re not going to be able to miraculously produce an electric window motor in a few seconds, nor can you change last month’s sales figures.
These things can wait an hour or two. They really can!
This is why, when I get clients to do the “perfect week” exercise, I ask them to do their personal life first. This is the one area most people will sacrifice for their work.
When will you spend time with your family? When will you exercise? When will you spend time on your hobby?
These should be your non-negotiables every day.
President Eisenhower would stop work at 3:30 pm every day to spend an hour or two practising his golf on the White House putting green.
President Johnson would go for his daily swim at 2:00 pm every day.
And Gerald Ford would start his day with an hour on his custom-built static bicycle and finish off with 50 push-ups. Every day!
It did not matter what was going on in the world; these presidents knew that exercise was important for them to function, and they made sure they were clear-headed enough to make the right decisions on some of the world’s biggest and most urgent problems.
Your customer’s missing electric window motor or your boss fretting about a 12% drop in sales is nothing compared to what these presidents had to deal with every day.
Make sure that what is important to you is prioritised, time protected and non-negotiable.
Urgent events will pass, and your being unavailable for an hour or two is not going to significantly affect the result one way or the other.
Another part of all these presidents’ days was taken straight out of Winston Churchill’s daily routine.
The daily nap.
When you are tired, stressed, anxious, and worn down by the constant noise and decision-making, you will no longer be able to make good, rational decisions. It’s as if your brain tightens up and can no longer access your creative thinking.
Winston Churchill discovered this while serving in the army in India in the early 1900s. India is very hot during the day, and it was customary among the officer class to take naps during the warmest part of the day.
Churchill discovered that by taking a proper nap mid to late afternoon, you could do high-quality work well into the evening. And so, when he returned to the UK, he continued to take naps.
As Churchill said, "Nature has not intended mankind to work from eight in the morning until midnight without that refreshment of blessed oblivion which, even if it only lasts twenty minutes, is sufficient to renew all the vital forces.”
Presidents Eisenhower, Kennedy, Johnson, Nixon and Carter all took daily naps. Ranging from 30 to 60 minutes. It was their way of shutting out the noise of presidential work and giving their brains time to re-energise and refresh.
I remember when I first came to Korea and discovered that many of the office workers I was teaching were working 18-hour days and surviving on only 3 to 4 hours of sleep.
I asked them how they managed to do that six days a week, and they replied that they took a nap when they returned from lunch.
Korean office workers are legendary for eating a full lunch in less than fifteen minutes. That left them with forty-five minutes to an hour for a nap.
Not so common today, working hours in Korea have reduced over the last ten years or so, but back in the early 2000s, work hours here were gruelling.
So there you go, Aaron. There are ways of managing our workloads. It may mean you need to consider redesigning your work hours. The 9-to-5 concept is a relatively recent one. Before the 1980s, people in positions of authority would take longer lunches, and these were often social; and they would do much of their focused work either early in the morning or late at night (Tim Cook still does this)
But whatever you do, put your life first. Work is fleeting. Yes, it’s a part of your life and an important one, but it is only a part of your life. Your personal life matters too.
Put your family and friends and health, both physical and mental, first. Then decide how you will structure your days so that the important things get done.
I hope that has helped. And don’t forget that my Spring sale ends on Tuesday, 31 March (two days left). If you want to pick up my recent Time-Based Productivity course (which includes free access to the Time Sector System course) for just $99.00, you have about 48 hours left to get it.
Plus, you can save $50 on my 2-session coaching programme. A great way for me to help you personally get control of your system so you are more focused and clear-headed about what needs to be done and when.
I will put all the details in the show notes.
Thank you, Aaron, for your question, and thank you to you, too, for listening.
It just remains for me now to wish you all a very, very productive week.
Sunday Mar 22, 2026
Sunday Mar 22, 2026
Email, Teams, Slack and other instant messaging systems are great, until they clog up our day and we find we spend more time responding to messages than we do doing any meaningful work.
What can we do? Well, that’s what I’m answering in this week’s episode.
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Script | 409
Hello, and welcome to episode 409 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.
Last week was a workshop week for me. I finished off the Ultimate Productivity Workshop and held an in-company session.
During both sessions, a similar question was raised. How to manage your time when you are compelled to respond to your messages instantly or at the very least within a few minutes.
The problem with this situation is that it’s an uncontrollable one. You have no idea when or how many messages will come in on any given day. This makes it practically impossible to do any work.
You will not be able to focus on anything if you have to be checking your messages inbox all the time.
Now, I should caveat this: if you are employed to respond to client messages, then being responsive is part of your core work, and therefore it is something you would prioritise.
However, in these situations, you’ll likely be working as part of a team, and most of your client queries will be handled in real time. Those that cannot be dealt with would be escalated to another person or department.
The issue of response times arises when you are expected to do work that requires quiet, focused time to complete. In this situation, you will need to find time during the day to do that work. If not, all you will be doing is building unsustainable backlogs.
To get to a place where you can complete your work and respond to messages in a timely manner, something will have to change.
The first thing I would address here is response times. What is the expected response time for the work that you do? Is it realistic?
Now, you have the data. You know how much time you need to do your work. Perhaps you need two hours a day to complete it. This means you have a degree of flexibility each day.
In this situation, I would recommend you look at the times when most of your messages come in.
For me, most of my messages come in through the night. I may go to bed around midnight with an empty inbox, but when I wake up, come through to the office and open my email, there will be between 100 and 150 emails sitting there waiting for me.
The first step is to clear those emails and sort the ones I need to act on from the ones that can be deleted or archived. That gives me a heads-up for my day and calms my anxious mind, knowing there are no fires to deal with.
Later in the day, I will set aside 40 to 60 minutes to clear the actionable emails.
Now, I am fortunate in that when I wake up, Europe is asleep, the east coast of the US is going to bed, and the west coast is finishing the working day. In the morning, there is no rush for me to respond.
If I were living in the UK, I would adjust my response time to better align with the time zones I work with.
This is working with the data I have.
But let me illustrate a different type of work and how to deal with it.
Imagine you were responsible for writing proposals for your sales team. On a typical day, you would receive six to eight new proposals and four or five adjustments to make to proposals you have already done.
If it takes you an average of twenty minutes to write a new proposal and ten minutes to make an adjustment, that will take up around four hours of your day just focused on writing proposals.
That does not take into account having to request any further information you may need to complete a proposal.
Now here’s where things get interesting. Not all proposals are equal. If you were asked to write proposals for a $10 million project and a $1,000 one, the $10 million project would likely take priority.
I’m also pretty sure the person asking for the $10 million project proposal will be chasing you to get it done faster.
If you already have a two-day turnaround on proposals, moving that project up would delay one of the other proposals. What do you do?
The problem here is that while you are fielding messages from the people wanting their proposal done today, you are not writing proposals. Everything is getting delayed.
Now, I’ve worked at companies with strict processes for these situations. Salespeople had to follow the process and inform their customers when to expect proposals or invoices. They were not allowed to contact the sales admin team to chase proposals unless they were overdue.
I’ve also worked in companies where there were no such processes. In those companies, nothing ever seemed to get done on time.
There needs to be time for things to get done, and in order to ensure they do get done on time, a process should be put in place.
For example, if your proposal turnaround is within 24 hours, then there needs to be a cutoff time. If you want your proposal done by tomorrow at 4:00 pm, it needs to be in by 4:30 pm today.
This puts the responsibility onto the person asking for the proposal. If they do not get the proposal in on time, the delay will be entirely their own problem.
When you do not have these processes in place, you risk running into a company that plays the blame game.
I remember working for an English Language training company here in Korea, and I wanted to launch a new Business English Programme in August.
We had a meeting at the head office and the CEO told me that if we wanted to launch on 1st August, then I would need to get the curriculum and artwork to the marketing team by the 15th June.
Brilliant! As long as we got the necessary work over to the Marketing Department by 15th June, then the responsibility for the marketing was on the marketing team.
They delivered, and we had a fantastic launch. From my perspective, handing over the materials to the marketing team before the 15th took a huge weight off my shoulders.
It was a superb team where both parties respected each other’s boundaries and, more importantly, timelines. Everyone involved knew each other’s deadlines, and these were respected.
Another way to deal with communications is to set some rules. A sort of “if this then that” rule.
For example, I have a rule that any message relating to lost passwords or money, I will deal with the moment I see it.
Fortunately, I do not get many of these, but I do get around three or four a month. When I see them, I act on them immediately. They don’t take long to deal with, but I know how frustrating it is to wait a long time to access a course or get a refund.
Another rule I have is that if I get a student question, I will respond within 24 hours.
With AI, it can be tempting to set up an AI system to respond to these for me, but I have a red line I will not cross. That is, I will personally respond to all questions within 24 hours and never farm them out to a chatbot.
That goes to my professional integrity. I would feel awful knowing that I am not communicating directly with my students. It would feel like I am cheating.
However, by far the most effective way to deal with the interruptions messages can cause, whether they are emails or messages, is to set your own communication response times.
For example, mine are:
Email within 24 hours, instant messages (Teams, Slack, etc.) within four hours and phone calls within an hour if I cannot answer immediately.
Those response times have worked for over ten years now. I’ve never received any pushback, and most of the time I get a “thank you for your quick response”,—which suggests people are really back at responding to emails.
If you do decide to set your own response times, communicate them with your colleagues and customers. This way, you can be held accountable for your standards. That’s a great motivator.
Let’s get back to checking messages.
If you do need time to do work that requires your focus, then, when you are doing that work, you do not check your messages. Period.
Turn off notifications when you are doing that work, close down your email, Teams or Slack and any other messaging system.
Your phone can be set up to allow only a vetted number of people through. For instance, when I put my phone or computer on “focus time”, only my wife and mother can get through. Only my mother or my wife would call me with a genuine emergency.
Most people can only do real focused work for around ninety minutes. At that point, you can check your messages.
According to neuroscientist Andrew Huberman, we work in 90-minute cycles. (We also sleep in 90-minute cycles). This means our brain begins to run low on energy after we have been intently focused on something for more than 90 minutes, and we need to change our focus.
I use this time to quickly check my messages and do some chores. Most of the time, I process my inbox, then respond to my team’s messages on my phone while I am doing the chores.
The reality is you cannot be constantly checking your messages and doing meaningful work at the same time. Something has to give.
If you are in a position where others cannot do their work until you have authorised it, you are the bottleneck, and that needs to change.
Working in a law office, we needed to get cheques signed by a partner in the firm. Normally, I would go to the partner in charge of my department, but if he were away or in a meeting, I would need to go to another floor and ask another partner to sign it. My boss knew there was a risk that he could be a bottleneck and took steps to prevent others from doing their work.
I know I have given you a lot of ideas in this episode. What I would suggest is that if interruptions from messages are causing you problems, look at where the main problem is.
If it’s because you feel you must respond instantly to messages from certain people (your boss or customers), that may indicate you need to have a conversation with them to set some boundaries.
I know that conversation may be uncomfortable, but not being able to do your work to the high standard you want is a much bigger problem. That’s going to affect your promotion chances, and eventually, you will start to believe that there’s something wrong with you.
There’s nothing wrong with you. All it requires is some processes and a boundary you can work within. Surely that’s not much to ask of anyone.
Thank you for listening, and thank you to all of you who have asked questions about this subject.
If you want a system that will help you to regain control of your emails and messages, then my Email Mastery course will show you how to build it. I will include the course details in the show notes for you.
It just remains for me now to wish you all a very, very productive week.
Sunday Mar 15, 2026
Sunday Mar 15, 2026
"The key is not to prioritise what's on your schedule, but to schedule your priorities."
Ah, Stephen Covey got it right. If you don’t know what your priorities are, whatever’s on your calendar will be prioritised, which often means low-value meetings and other people’s urgencies. Not a great way to work if you want to be more productive and better at managing your time.
This week, we’re looking at identifying your core work and eliminating the non-essential.
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Script | 408
Hello, and welcome to episode 408 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.
Something that came up in last weekend’s Ultimate Productivity Workshop was around identifying your core work. The work you are employed to do or what you do to put food on your table.
In the past, this was easy to do. Job descriptions were simple, and job titles included things like salesperson, accountant, lawyer, administrator, receptionist, lifeguard, and office manager. It was very clear what your responsibilities were, and defining your core work was simple.
Today, hmmm, something’s gone disastrously wrong. Now we have job titles such as Empathy Engineer (a software designer), Scrum Master (a project manager of sorts from the twenty-teens Agile trend) or Digital Overlord (a website or systems manager). These are unclear and ill-defined, and figuring out what these jobs entail is challenging, to say the least, but not impossible with some thought.
Then there are jobs such as the “C” roles: CEO, CFO, COO, etc. These are notoriously difficult to define because they are intentionally vague and depend on the company’s size, its goals and often the state of the company when a person starts the role.
When Tim Cook took over from Steve Jobs in 2011, he took over a company on the up. When Satya Nadalla took over Microsoft, Microsoft was struggling in the rapidly growing mobile market. Same job titles, but entirely different roles given the state each company was in when they took over.
In today’s episode, we’re looking at core work and, more importantly, how to define your role so you can pull out the tasks you need to do consistently to perform well and make it easier to prioritise the things important to you.
So, without further ado, let me hand you over to the Mystery Podcast Voice for this week’s question.
This week’s question comes from Chris. Chris asks, hi Carl, I am really struggling to define my core work. I am a sales manager in a medium-sized car dealership. I manage a team of 12 salespeople, and I report directly to the General Manager. The part I am struggling with is what my tasks should be each week. Could you help?
Hi Chris, thank you for your question.
For those of you unfamiliar with the concept of core work, your core work is the work you are employed to do. It’s how you are evaluated and the reason you were employed.
The issue with core work is that over time, the scope of your work can expand to a point where you have so many competing priorities that it becomes practically impossible to decide what needs your attention. And that’s when backlogs of important work start to grow uncontrollably.
This can be caused by our innate human need to please people, so we say “yes” to too many things without considering whether we have the time to do the work we ‘volunteered’ to do.
The problem here is that once you have said yes to the work outside your core work, you own it. It is now your responsibility to get the job done. Do this too often, and the line between what you are responsible for and what you volunteered to do becomes blurred.
A few years ago, I worked with a client who was a product manager in a pharmaceutical company. Her core work was to ensure that her product’s labelling, literature, and local branding were accurate and up to date. She was also responsible for three sales campaigns each year.
Unfortunately, Sam was a people pleaser. She couldn’t say no to anyone. She volunteered to be on the Annual kick-off event committee (each year the company had an off-site retreat to motivate the team for the new year), she volunteered to be the lead of a breast cancer awareness campaign her company wanted to run, and if a sales manager asked her to do a presentation to their sales people, she’d always say yes.
But her people pleasing was not confined to her professional life. She volunteered to help organise events at her church, committed to watching her husband play football every weekend and would help her friends out at the drop of a hat.
When I began working with Sam, she was a mess. Her weight had ballooned because she had no time for any physical movement or to watch what she ate; she wasn’t able to sleep properly, and she was suffering quite badly from eczema, brought on by stress and a lack of sleep.
The first thing I did was get Sam to write down her original core work. I remember her having to pull out her job description to remind her what that was.
When she looked at it, she began to cry. She confessed that what she did at work was nothing like what was written on those sheets of paper.
So that’s where we started.
I also got her to talk to her boss about stepping down from all the volunteer roles she’d accepted so she could focus on the work she was employed to do.
Her boss was brilliant. She helped Sam remove herself from the volunteer roles so she could focus on what mattered.
Within six months, Sam’s product was the top-selling product in the company. She’d lost 20 pounds in weight, she was sleeping well, and her eczema had all but disappeared.
She was focused on what mattered and did that brilliantly. So much so that she was promoted after a further year.
I tell that story because it demonstrates why defining your core work is so important. If you are not clear about what you are employed to do, in an effort to look busy and not upset anyone, you will keep accepting more and more roles outside the scope of the job you were employed to do.
This does not mean that you should never accept voluntary roles or help out your colleagues from time to time. It means you should never lose sight of what you are employed to do. And to do that, you first need to identify what it is, then take it to the next level.
That level identifies what doing your core work looks like at the task level. In other words, what do you actually do to perform your core work?
So, returning to your role, Chris, as a sales manager, a part of your role will be to support your sales team. What does that look like at a doing level?
Does that mean you need to schedule weekly one-to-ones with your team? Maybe you are also responsible for ensuring that the sales data is correct and up to date.
Scheduling weekly one-to-ones is relatively straightforward. You may choose to dedicate a day to doing this, so your focus is on supporting your team and, in doing so, removing a weekly decision.
For example, if you choose to hold your meetings on Mondays, you can block your calendar on those days and get them all done in one day.
Maintaining your sales admin may involve 30 minutes a day of updating your company’s internal reporting system. If so, when will you do that?
You may also be responsible for the training of your team. I know many managers are. If so, what does that involve, and what do you need to do personally to ensure it happens?
So what you are doing is looking at the type of work you do and then asking yourself what that looks like at a doing level.
Many medical doctors I speak with tell me their work is more than just seeing patients. Some of their additional roles include renewing prescriptions, completing insurance claims, and sorting out referrals to specialists.
This means being a general practitioner is not as simple as walking into their clinic, going to their office and examining patients all day. They need to find time to do the additional work, which is often an extra 2 hours or more each day.
Once you have identified your core work and pulled out what that looks like at the task level, the next step is to calculate how much time you will need to complete those tasks each week.
In theory, this is easy. After all, if you have done something before, you should be able to figure out how long it will take you to do the same task in the future.
Hahaha, not so easy. We are not machines, and some days we are not at our best. We might be tired, distracted or feeling ill.
And those distractions may not even be of our own choosing. Other people interrupt you, ask you questions, or you are prevented from doing one of your critical tasks because a colleague has not given you the information you need.
I remember talking with a gentleman who ran a car servicing business, and he told me that the biggest issue he had each day was something called “back orders”. This is where a part for a customer’s car was out of stock and on order.
Nobody knew when the part would be back in stock, so they could not tell the customer when to bring their car in for the repair, or, worse, the customer could not come in to pick up their repaired car.
In these situations, all you can do is work on the averages.
I’ve been writing a weekly blog post of around 1,000 words each week for over ten years. You would have thought I would know how long writing a blog post would take by now, after doing it over 500 times. Not a chance.
Some weeks it can take me forty minutes; other weeks, as much as two hours, to write the first draft.
It’s the same for these podcasts. This week’s episode is number 408, which means I’ve written 407 scripts, and yet some weeks it takes two hours; others, four. And the worst thing is, I have no idea when I sit down to write the script how long it will take.
In these situations, all you can do is work on averages. I allow two hours for writing these scripts. Most weeks, I can do it in that time; other weeks, I need to find additional time later in the week to finish them.
Same with my blog posts. I have two hours each week protected for writing the posts. Most weeks, I finish well within that time; other weeks, I need the whole time.
I’m working on averages, which ensures the bulk of what needs to be done gets done every week.
And this brings us to the main reason for identifying your core work:
Once you know what your core work is and what you need to do at a task level, you know how much time you need to protect for this work each week. That information alone will tell you how many meetings and voluntary work you can accept each week.
Not knowing what your core work looks like at a task level risks putting yourself in Sam’s shoes. And if Sam were here with me, I know she’d be telling you never to let that happen to you. It destroys your health and leaves you feeling rotten every day.
There you go, Chris. Thank you for your question, and thank you to all of you who attended the Ultimate Productivity Workshop over the last two weeks. It’s always a joy to help you, and it helps me see where you are struggling with productivity and time management.
Thank you for listening, and it’s time for me now to wish you all a very, very productive week.
Sunday Mar 08, 2026
Sunday Mar 08, 2026
“By far, the greatest danger of AI is that people conclude too early that they understand it” —Eliezer Yudkowsky, AI researcher
AI is everywhere today, and there are many exciting claims about what it can do to help us be more productive. But, is this just hype, or are there aspects of AI that can improve our productivity?
That’s the question I am answering today.
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Script | 407
Hello, and welcome to episode 407 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.
You may have noticed AI is everywhere. Our favourite apps seem to be adding more and more AI capability with each new update. And then there’s almost every video and article on productivity warning us that if we don’t get on board with this, we’ll be left behind on the scrap heap.
It’s also an exciting time, and there’s no doubt that things are changing, and people are finding new ways to use AI to help us do our work.
But beyond the hype, how are current AI models really helping with productivity, and what will this mean for us as we try to manage our time in the future?
That’s what I am looking at this week, and to get us started, let me hand you over to the Mystery Podcast Voice for this week’s question.
This week’s question comes from Chris. Chris asks, Hi Carl, I haven’t heard you talk much about AI in your videos or articles. How do you see AI helping us with our time management and productivity in the future?
Hi Chris, thank you for your question.
The reason I have not written or spoken much about AI is that I am waiting to see where it settles down.
Currently, it’s hard to work out what is true and what is pure hype. I saw a lot of noise about OpenClaw—an AI-type personal assistant that, if you give it access to your computer, can do a lot of things, such as make appointments for you, book flights, sort and reply to your emails and much more.
That was certainly interesting, but once I discovered that I would need to hand over all my passwords and credit card numbers to OpenClaw, I lost interest.
Call me old-fashioned, but I’m not comfortable giving up my passwords, credit card and banking details to a third party. Certainly not one that could be hacked very easily.
Last year, I read Dominic Sandbrook’s series of books on British history from 1956 to 1982. That period covered some very interesting developments in technology, from the dawn of the nuclear power age to the introduction of the personal computer.
In the late 1950s, it was predicted that we would all be driving around in nuclear-powered cars and that our homes would have their own nuclear power generators that would only need recharging every 10 to 20 years by the end of the century.
Hmm how did that work out?
To better answer your question, Chris, I stepped back and looked at how I am using AI today.
My main use of AI is searching for specific information. In a way, AI has replaced how I search the internet. I use Google’s Gemini, and it is fantastic at collecting the information I want.
No longer do I have to open multiple websites to try to find the information. This has significantly reduced the time I spend going down rabbit holes looking for something specific and being pulled down holes I never intended to go.
I also use AI to generate subtitles and timestamps for my YouTube videos. Without AI, these jobs would take hours. AI can do it in minutes.
I use Grammarly to spell-check my writing, and I believe it uses AI in the background to suggest how sentences are written.
I rarely accept Grammarly’s sentence suggestions. It seems to destroy my voice and turn sentences into bland perfections that lack resonance or feeling.
Beyond that, I am not knowingly using AI for anything else.
I asked my wife how she is using it. My wife’s a full-time student, studying physical therapy, so she’s learning a lot about human anatomy and medical terms.
She’s using AI to simplify complex concepts. She also occasionally uses Google’s Nano Banana to generate graphics for her presentations.
So, if I look at how AI might help us with time management and productivity in the future, it does look like there will be some aspects of our work that AI can significantly speed up. In my case, generating subtitles and time stamps for videos is a great example.
However, when it comes to managing our calendars and task lists, I’m not sure you would want AI getting involved.
One thing I’ve always been acutely aware of is that much of what makes us feel overwhelmed is the sense that we have no control over how we spend our time.
We have calendars full of meetings, and sometimes we find ourselves double and even triple-booked. And then we have long lists of to-dos in our task managers with no sense of when or even how we will ever get that work done.
At best, AI may be able to break down those tasks into what it thinks are manageable chunks, but that won’t take into consideration how you are feeling physically, whether you slept well last night or had a rather heavy lunch with an important customer.
AI can certainly suggest ways to manage your tasks and calendar, but you will still need to show up to those meetings and do that work.
Yet that will inevitably leave you feeling less in control of your time. Particularly if you use one of those AI-enabled calendars that suggest when you should be doing something.
What happens if you disagree with the suggestion, or you cannot make it? You feel guilty, or you start to think something is wrong with you.
Yet, there’s nothing wrong with you. You’re human, and you are going to feel tired sometimes or not in the mood to do that type of work.
The one area I would say you want to avoid AI getting involved in is how you manage your time. That should always be your responsibility and choice.
The idea that a computer tells you what to do and where to be is scary. Deciding what you do right now is what makes you human. You’ve chosen to listen to this podcast at this time. AI would likely tell you that, rather than listening to this podcast, you should be finishing that report you’ve been trying to finish all week.
I also read about the excitement over the idea that AI could reply to your emails for you. Hmm, for me, that is a red line I will not cross.
Call me old-fashioned, but I believe that if someone has taken the time to write to me, I have an obligation to reply personally. That is just basic integrity.
Now, it is true I don’t reply to all emails. I don’t respond to spam emails; for example, I simply delete them if they get through. How hard is that?
I’m fortunate that I’m old enough to remember several technological advancements. It started with the Internet, then email, the smartphone and cloud computing.
I cannot remember a technology being forced upon us, but it feels like AI is being forced on us, whether we like it or not.
And then there are the frightening ads that claim if you are not on board with using AI, you will be left on the career scrap heap by the end of the year. Nobody needed to do that with smartphones or email.
Companies, focused on making the technology user-friendly in such a way that we all wanted to adopt it eventually. The fear-mongering I see around AI makes me deeply suspicious of it. Why do they need to do that?
Perhaps that question is for people better qualified than I am.
Anyway, AI is here, and it’s not going to go away.
Where I think AI will be a huge help to us is in repetitive, mundane work. I mentioned that I use AI to create subtitles and timestamps for my YouTube videos. That’s been a huge time saver for me.
But if you follow my email processing system, you will find that you are faster than AI. I can clear 80 emails in my inbox in less than 10 minutes. It’s also important that I do this, as I want to get a heads-up on my day. To know if there are any emergencies, what I want to read later and what I can delete.
What AI would do is categorise your emails between what it thinks is important and what is not. Trust me, you will do a far better Job of that than AI will.
The problem here is that you will not trust AI 100%, so you will still go through the emails it thinks are not important, just to check that it got it right.
And that’s a big problem with AI today, although I accept that in time this may change; people don’t trust it, which is a good thing, as AI can hallucinate and give you incorrect information. This means you spend time coming up with the right prompt, get the answer, and then have to check that it’s correct.
The question then is: did it really save you time?
I am monitoring AI carefully. I know that in time, it will bring us some productivity benefits, new technologies always do. But there are a few areas where I won’t use AI personally.
Writing emails and answering user comments. That’s a personal integrity thing to me. Your principles should tell you that.
Managing my calendar. That’s another personal thing, and giving control to any outside influence would always be problematic at a human level.
Creating content. If you’ve read an AI-generated blog post or watched an AI-created YouTube video, you can tell. Large Language Models will always default to the average, not just in the content, but in the words used. It’s horrible, and nothing unique will ever come from it.
And finally, deciding what I will do at a task level and when. That’s another one that, as a human, I will retain control. I had scheduled to write this podcast script at 11:30 today, but I had a cancellation at 8:00 am, so I switched things around.
I could have gone back to bed, but I felt great, so I decided to get on with this podcast script. My choice, made in the moment.
Thank you, Chris, for your question and thank you to you, too, for listening. It just remains for me now to wish you all a very, very productive week.
Sunday Mar 01, 2026
Sunday Mar 01, 2026
Steve Jobs once said, “Deciding what NOT to do is as important as deciding what TO do”, and that quote has been, and still is, a cornerstone of my whole time management and productivity philosophy.
Today, I answer a question about dealing with all the little things that pop up each day while staying focused on what is important.
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Script | 406
Hello, and welcome to the real episode 406 of the Your Time, Your Way Podcast. (Apologies for the incorrect numbering last week) A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.
What happens when your productivity system collapses? Do you go looking for new apps, or do you give up and just think you’re not the organised type or lack self-discipline?
People react in many different ways when their systems become backlogged and overwhelmed, yet this is a state that will happen to all of us from time to time.
Life has a bad habit of getting in the way. It throws up all sorts of problems to test us. No one week or even a day will ever be the same.
Only five minutes ago, my plan to take Louis out for our walk at 2:00 pm was changed by my wife asking if we could go at 12:30. That way, I could pick her up from her dance class and then go to the reservoir for his walk.
And that was a small change.
These little things are hitting us every day and disrupting our systems, yet that doesn’t mean our systems are broken. It just means we need to ensure that we have sufficient buffer and flexibility built in.
This week’s question is all about what to do when, for whatever reason, your system begins to collapse, and you have backlogs of work, emails, messages and commitments, and you have no idea how to regain control.
Now, before I hand you over to the Mystery Podcast Voice, just a heads up to say if you are considering joining next week’s Ultimate Productivity Workshop, there are only seven days left before the first session.
The workbook will be going out next week, and I would love for you to join me. This is your opportunity to get to grips with the COD and Time Sector Systems, where you can ask questions and come away with not only the knowledge, but with a rock solid system that is flexible, automatic and leaves you with enough time for the things you want to do.
PLUS, you also get, for free, four of my courses to help you go deeper in your own time.
I will put the details in the show notes, and I hope to see you next Sunday.
Now, let me hand you over to the Mystery Podcast Voice for this week’s question.
This week’s question comes from Nick. Nick asks, “ Hi Carl, all my professional life I have tried to be organised and focused, but every time I feel I have found the solution, something happens either at work or at home that destroys my plans. How do you suggest someone go about dealing with disruptions all the time?
Great question, Nick, and thank you for sending it in.
Much of what causes us these issues has little to do with our systems. It’s just life getting in the way.
Yet, what we are aiming to do is turn managing our time into a routine. Something we just do.
For instance, I would feel uncomfortable going to bed not knowing what my appointments and important tasks are for the next day. It doesn’t take long—five minutes tops —but most days it’s likely less than two minutes.
This is why I cannot get my head around it when people tell me they are too exhausted to plan the next day. It’s no more than five minutes! You only need to know when and where your appointments are and what your one or two most important tasks are. It takes a minuscule amount of energy to do it.
Those two minutes have a profound effect on my day.
Last night, I went to bed knowing that I had six hours of meetings today and one critical task to do. I knew if I was diligent, I would be able to complete my meetings and that one task.
The fact that my wife has already changed my plan has not caused me to drop the task. My original plan to do it after my morning calls finished has changed. I will now do it when I get back from taking Louis for his walk.
What matters is that when I finish today, I can look back knowing I have what matters done.
This all begins with respecting the basics. Those basics are contained in COD. Collect, Organise and Do.
You need a way to collect everything that comes your way throughout the day. This needs to be something you trust. That could be a task manager or a daybook (a notebook you use to manage your day).
Then, at some point in the day, you process and organise what you collected. That could be the first thing in the morning or the last thing you do before you finish your workday. If you’re doing it every day, you won’t need a lot of time for this part of the process.
If you’re inconsistent with it, you will need more time. This is why I suggested you turn these things into routines—things you just do every day. Like brushing your teeth when you wake up, or washing the dishes before you go to bed.
Finally, the daily planning, where you decide which tasks you must do that day and review your calendar for the next day’s appointments. These steps give you a clear plan for doing the work.
The great thing is that none of these steps takes a lot of time. Perhaps the processing and organising will take about 10 minutes. However, I find that this step is calming. It allows me to ensure I am not trying to do too much or limiting my flexibility.
So, step one, Nick, is to make following the principles of COD a non-negotiable part of your day.
For those of you who have not discovered COD yet, I have a free 45-minute course that walks you through the process and shows you the tools and formulas to build this into your day. I will leave the link in the show notes.
The next consideration is how you are organising your work.
There are some things that need to be done every day. Responding to your actionable messages (email, Slack, Teams, etc.) and any daily admin, for example. Salespeople often need to record their daily activities. Now you could do this once a week or do it daily. I find that doing it daily keeps the time required to a minimum.
Then there are your tasks. Now, some of these may need to be done today or before the end of the week. Others may not be quite as urgent, so you can push them out of sight until next week or even next month.
This is why I recommend you organise your task manager by when you will do something. Anything that needs to be done this week goes into a folder called “this week”. This means you are not being distracted by tasks that don’t need to be done this week, and it helps to keep your task list to a minimum. This prevents your lists from becoming overwhelming.
The other good thing about this approach is that the 40% of the tasks you think you will need to do that never actually need to be done can be deleted during your weekly planning. (That’s one of my favourite parts of doing the weekly planning)
This is the essence of the Time Sector System. It’s not about how much you have to do; we all have far more to do than the time available to do it. It’s about when you will do it.
There are two sides to the time management equation. Time and stuff to do. The time side of the equation is fixed. You cannot change that. There are 24 hours a day and 168 hours a week, and that’s it.
The only variable you have is stuff to do. That’s what the Time Sector System focuses on. Getting you to decide what you will do and when.
I can now give you an update on my changing day.
When I started today, I had three meetings between 8:00 and 11:30 am.
It’s now 10:30 am, as I write this, and my 8:00 am meeting went ahead as usual, but my 9:30 and 10:30 meetings have both cancelled.
When I planned my day yesterday, I accounted for all my meetings going ahead, and I would write this script before taking Louis for his walk. I would start the script between 8:00 am and 9:30 am, and then finish it after all my meetings ended.
I’ve been given 90 minutes back, so this script will be finished before I pick my wife up from her dance class. It also means I can work on an important project this afternoon, which I thought I wouldn’t have much time for.
Some days you win, others you have to fight for. Today’s a win.
On the days you have to fight for it’s important to stand your ground as much as you can. For example, had all my meetings gone ahead as expected today, I would still have had time this afternoon to write this script.
The consequences of not protecting time to write this script would be squeezing my day tomorrow, and I would likely have to work on Saturday just to catch up.
I’ve played that game too often in the past, and it’s not worth it.
It would be tempting to blame my system, but ultimately, my decisions would have caused the problem.
So, as you can see, Nick, life will always get in the way. You can only work with the information in front of you.
But if you are consistent with your daily and weekly planning, you are putting yourself in a position to be clear about what matters each day.
Yet, your daily and weekly planning only works if you are collecting everything that needs to be collected. Appointments are on your calendar, and tasks are in a task manager. That way, you will have all the information you need to plan your days so that the important things get done, and the lower-value ones can be eliminated.
And finally, you can avoid many issues by building buffer time into your calendar. Trying to squeeze in as many meetings as you can without allowing at least 15 minutes between them is storing up problems for you later.
I try to set aside 2 hours for focused work each day and 2 hours of buffer time for the unexpected. I’ve found over the years that on most days, that’s enough to give me the flexibility to deal with whatever comes my way.
So Nick, it comes down to following the principles of COD. Collect everything that needs to be collected. Allow yourself ten to fifteen minutes each day to process and organise what you collected. Decide when you will do the tasks, and use your daily and weekly planning sessions to map out your days so you are getting the right things done at the right time.
I hope that helps.
Now, don’t forget, if you want to learn how to put all this together, have me show you how to manage your calendar and task manager and stay of top of your communications, then my Ultimate Productivity Workshop will do that for you.
And don’t worry if you cannot attend all the sessions (there are only two). Both sessions will be recorded, and the video and audio files will be available shortly after the end of each session.
I hope you can join me. Details for this fantastic workshop are in the show notes.
Thank you, Nick, for your question, and thank you to you, too, for listening.
It just remains for me now to wish you all a very, very productive week.
Sunday Feb 22, 2026
Sunday Feb 22, 2026
“If everything’s important, then nothing is important”. You’ve probably heard that many times. Yet, are you guilty of ignoring it?
In today’s episode, I share with you a few ideas on how to best prioritise your days.
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Script | 405
Hello, and welcome to the real episode 405 of the Your Time, Your Way Podcast. (Apologies for the incorrect numbering last week) A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.
How many overdue flagged tasks do you have in your task manager? If you’re like most people, you will have quite a few.
The question is: why are they overdue?
You made a conscious decision that these tasks were important, but then did not do them when you wanted to do them.
This is something I struggled with for years. I would add flags to anything I felt was important, then completely ignore them throughout my day. It wasn’t until I realised I was making a mistake and diminishing the power that flags give me, that I changed my approach.
Over the last few weeks, I’ve seen this coming up in a lot of my coaching sessions, where I notice overdue flagged tasks cluttering things up and becoming a distraction to the user.
The other issue here is that overdue flagged tasks cause an increase in anxiety. You flagged them because they were important or urgent, and now you have a long list of such tasks. Where do you start to get them under control?
Now, before I hand you over to the Mystery Podcast Voice for this week’s question, if you’ve been waiting for the 2026 Ultimate Productivity Workshop, then the wait’s over. Coming on the 8th and 15th of March, join me live for a festival of productivity. Featuring the COD foundation, the Time Sector System, and how to get on top of your backlogs and so much more, including the DPS (daily Planning Sequence and the WPM (weekly Planning Matrix).
Places are limited, so get yourself registered today. Full details are in the show notes.
And now it’s time to hand you over to the Mystery Podcast Voice.
This week’s question comes from Caroline. Caroline asks, “ Hi Carl, I’ve recently cleaned up my Todoist, and as I was doing so, I found a lot of flagged tasks that I had ignored. These are important tasks, and I don’t want to remove the flag. But it’s become so overwhelming. What’s the best way to use flags, in your opinion?
Hi Caroline, thank you for your question.
As a Todoist user, you have many options for your flags. There are technically four flags. P1 (red), P2 (orange), P3 (blue) and P4 (white). The P4 flag isn’t really a flag, since all tasks default to it.
With these flags, there are many ways you can organise them. However, you do need one of them to be your priority flag.
When I say “priority flag,” this is the one you use when a task absolutely must be done on the day it was assigned.
Logically, you would use the P1 red flag for that.
Now, this is where many people go wrong.
It’s very tempting to add a flag to a task long before it is due. The feeling is that if the task is important, it will still be important on the day you plan to do it.
Not true.
Priorities change.
You plan to finish a proposal for your most important client on Thursday, but that morning, your daughter has a serious asthma attack, and you are now in the emergency room of your local hospital. Where’s your priority now?
Okay, I know that example is a little extreme, but those things happen.
Priorities also change throughout the week. That important client may tell you the proposal is on hold for a few months, so there is no urgency. But new priorities will come along, don’t you worry.
This is why adding your flags should be done at a daily planning level.
Now I will caveat that.
There are times when I know something will be the priority for the day. The script for this podcast, for instance, is today’s priority. I knew that when I planned the week, and I flagged it. It doesn’t matter what other things pop up through the week; when it comes to writing this script, it’s the priority for the day.
Your core work will always be a priority. This is why I have people spend time working out what their core work is. After all, your core work is the reason you are employed. If you didn’t do your core work consistently, you would not have a job for very long.
Even retired people need to consider what their core activities will be each day.
I’m reminded of this following a conversation I had with my father-in-law over the weekend. We’ve just had the lunar New Year here in Korea, and my parents-in-law stayed with us over the holiday.
During that time, my father-in-law mentioned he planned to hang up his silicone gun and tiling trowel at the end of the year. He fits bathrooms and was thinking about what he would do when he no longer needs to wake up at 5:00 am each morning.
The first thing I said was that he needs to prioritise exercise. His job ensures he’s getting plenty of exercise. Walking up and down stairs carrying sinks, shower kits and tiles is hard physical work. His job currently ensures he’s getting his exercise.
The moment he stops doing that five days a week, he will need to find a replacement activity to prevent muscle loss.
Losing his muscle mass will lead to him losing his independence very quickly.
We all have priorities that recur. Those tasks can be pre-flagged. They are critical, whether you are working or retired. Having a few tasks already prioritised helps you plan the day, since you can decide whether they will be the priority or not.
Let me explain.
All of us are limited by the same thing each day. Time. It’s the one thing none of us can change. Writing this podcast script takes about 2 to 2.5 hours. That eats a big chunk of my work time each week.
At the same time, we all have to deal with communications, meetings, admin and other day-to-day tasks. I need to include an hour each day for taking Louis for his walk, and next week, he also has a grooming appointment, which will take time out of my week.
Looking at next week’s calendar today, I can see where my appointments are and already guess which tasks will be a priority. When I do my weekly planning, I pre-flag what I think will be the priority for each day, but I am aware that when I do daily planning, I may need to change it. There has to be a degree of flexibility.
It could be that I get an email on Monday asking for a proposal to work with a company and design a workshop for them. That would become a priority for that week.
I would add a task, “Begin work on company workshop”, and schedule it. Yet, I would not flag it then. When the day comes, and I do my daily planning, I then get to see the real landscape of my day.
It could be that I have five hours of meetings that day and two or three pre-planned, prioritised tasks. Now I have to make a decision. What is my REAL priority that day?
If I have promised to get the workshop outline to the client by the end of the week, that will be my red-flagged task that day. I made a promise, and I will deliver on that promise.
Given that I have five hours of meetings and need two hours to put together the outline and proposal, there’s not going to be much time left for anything else that day. I need to re-prioritise my day.
So I add the flag to the workshop’s proposal and decide on what needs to be rescheduled.
It’s likely that, in that given scenario, I would not flag anything else. I know I don’t have time to do much else.
This is why daily and weekly planning complement each other. The weekly plan is about setting yourself objectives. The daily plan is about ensuring you prioritise your day so you work towards meeting those objectives—given the new information, ie, new tasks that will inevitably come in.
Now I know many of you will add a flag to a task because you keep rescheduling it and just do not want to spend the time doing it. The thinking goes that if you flag it, you will do the task. Hmmm, how often does that work?
This is often the reason many flagged tasks become overdue. The only change is that the task now has a flag. Yet you still don’t want to spend the time doing it.
When you use your daily planning time to prioritise your day, you’re using real, up-to-date information to guide you. You can remove flags from tasks you thought were important but are no longer, and add a flag to the tasks that are important that day.
I mentioned that you can pre-prioritise your week by flagging tasks at the weekly planning session. When you do the daily planning, you decide if your priorities have changed and, if so, remove flags or reschedule those tasks.
What I like about this approach is that it feels like your task manager is supporting you rather than the other way around. You retain control over what you will and will not do each day.
This works particularly well if you find yourself behind on something or have a backlog that needs dealing with. When you plan the day, you get to decide what to place on your task list and in what order.
Now, how many flags should you allow each day?
Several years ago, I decided to find out how many tasks I could consistently do each day for a week. I began with fifteen and soon discovered that if I wanted to be consistent, then that number was ten.
This number does not include routine tasks such as cleaning my actionable email, my daily admin tasks and the usual things we all have to do at work each day.
When it came to flagged tasks, I soon discovered that I could consistently do two important tasks a day. When I tried three or more, I frequently was unable to do one of them. I just ran out of time.
And so, my 2+8 Prioritisation Method was born.
This method forces you to realistically prioritise your day. You can choose only two must-do tasks for the day. These are flagged. The remaining eight are not flagged, and you will do what you can to clear that list each day.
This method works because it introduces constraints into your system.
Given that it’s human nature to want to do more than we can realistically do each day, adding this constraint of no more than ten tasks per day ensures you are picking the genuinely important tasks.
No, that interesting YouTube video is not important. You can watch that any time. But renewing your father’s prescription for him is.
Checking your car’s tyre pressures before you head out on a long road trip this afternoon will be a priority over reading that article your colleague sent you.
I have my Todoist set up so I can see my red-flagged tasks each day using a filter. That filter is “today & P1”.
Each morning, before I begin my day, that’s the first place I go. I review my flagged tasks and remove any excess.
This has taught me to become ruthlessly competent at prioritising.
Strangely, this goes back to something I learned in my teenage years. In Hyrum Smith’s Ten Natural Laws of Time and Life Management, he writes about establishing your governing values. Today. I think of these as my Areas of Focus.
These governing values are the predetermined priorities in your life. Often, family will be at the top of that list. The idea is that your governing values have a natural prioritised list. For example, if your family’s well-being is above your career, if your family needs you to do something, that will be prioritised over your work commitments.
For me, my health and fitness is above my work in my list of areas of focus. This means I will not schedule meetings at 4:30 pm. That’s my exercise time. I will not do any work at that time either. At 4:30 pm, I exercise.
So there you go, Caroline. I hope that has helped. The key is to prioritise your day during your daily planning and use that time to reset your flags so nothing is ever overdue.
And above all, respect your flags. If you know you will not be doing a flagged task on any given day. Either reschedule the task or remove the flag.
Thank you for your question, and thank you to you too for listening.
It just remains for me now to wish you all a very, very productive week.
Saturday Feb 14, 2026
Saturday Feb 14, 2026
Podcast 405
"Pen and paper will solve almost anything. Or at least start the process."
- Nicholas Bate
This week, I have a special episode for you about what I have discovered over the last two years from bringing pens and paper back into my productivity system. It’s certainly been an eye-opener for me.
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Script | 405
Hello, and welcome to episode 405 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.
A week ago, I launched a brand new course called the Hybrid Productivity Course. The purpose of this course was to help those who have found that a digital-only approach has led to a loss of focus on what’s important and a sense of extreme overwhelm and distraction.
As in most areas of life, a one-size-fits-all methodology rarely works. All humans are unique. We think differently, have different life experiences, grow up differently and experience life through many different cultures.
It stands to reason that none of us will have exactly the same needs as everyone else.
We saw this during the pandemic. Around 50% of people loved working from home. They thrived and became much more productive. The other 50% struggled, found it hard to do their work, and lost their enthusiasm and energy for it.
This highlighted the difference between extroverts and introverts. Extroverts bounce off the energy of other people. They need the bustling office environment to operate. Take that away, and they slump.
Introverts, on the other hand, thrive in the opposite conditions. Quiet spaces and solo environments are where they thrive.
I always struggled in an office environment. I found it difficult to concentrate and focus. When I began working from home in 2015, my productivity went through the roof. I suddenly had the freedom to work when I liked, where I liked and in the quiet solitude of my front living room.
One advantage of an all-digital system is that you can easily add many features to your digital tools without much thought.
I noticed this while testing Todoist’s new feature, Ramble. Ramble lets you have a conversation with Todoist, and it pulls out all the things you indicate need to be done. Sounds great in theory, until you test it out.
Just a two-minute “conversation” with Ramble led to 15 tasks!
When I went back into my inbox to sort them out, I realised that the majority of those tasks were low-value, would-be-nice-to-do tasks, but realistically, there was no way I would have the time to do them.
I edited down that list of 15 to 6 tasks.
The problem is that most people will not edit these lists. It’s time-consuming, and you have to think it through. Two things that are out of fashion these days, it seems.
This is where I found bringing a pen and notebook back into my system really helped. It forced me to edit down my list of tasks for the day. It also made me smarter when writing my lists.
If I had five people to call today, in the digital system, I would write out all five calls independently. It didn’t take long, and most of those would already be in the digital system. All I had to do was add a date.
In a paper system, it would mean writing out all those calls individually. You soon find that rather than doing that, you would write “do my calls”. Writing those three words strangely reinforced the action. All you then needed to do was to ensure that any communication tasks were correctly labelled in your digital system.
This is where the seeds of a hybrid system began to take shape.
If it were easier to collect using digital tools, then why stop doing it that way?
If you were more focused when writing out a daily to-do list than using a digital to-do list, why stop doing that?
My idea was to marry the two.
This led to the development of what I call my Day Book. However, before I got there, I went back to my roots and used the Franklin Planner for eighteen months.
The strength of the Franklin Planner is in the way the daily pages are laid out. You have your daily prioritised task list on the left, your calendar for the day next to it, and, on the right page, a place to keep notes and ideas.
This means that once you have written your appointments, you can see how much time you have available to do tasks. It forces you to be realistic.
If you had seven hours of meetings and began writing out a long list of tasks, you would instantly see that you were creating an impossible day.
If you were to consider meeting overruns, the “urgent” messages and “quick questions” that will inevitably come your way that day, it’s likely you won’t be doing any tasks.
Yet the digital system won’t show you that. All it shows you are the tasks you have dated for today.
And let’s be honest, most people are adding dates to tasks, not because they need to be done that day, but because they are afraid they will forget about them or they will get lost in the system.
That’s not how a to-do list is meant to work. It’s meant to give you a clear indication of what needs to be done. On a day-to-day basis, that means what needs to be done today.
The act of writing down on a piece of paper the tasks that need to be done today forces you to be realistic.
When it comes to storage, though, paper is not so great. It’s here where digital tools shine. You can easily store files and documents. You can keep meeting notes together in one place and create a master project note for all your projects, so everything is kept together in one convenient place.
And of course, digital’s piece de resistance, search.
If you were to keep all your notes in notebooks, you would soon have notebooks all over the place, and notes would be difficult to find unless you carefully indexed every notebook you used. Perhaps not the best use of your time.
Instead, you can keep all your notes in a notes app, and allow it to use keywords, date ranges or titles to find what you need when you need it.
However, I have discovered that paper is a great planning medium. This is where I always used to struggle.
When I first began teaching, there were no such things as Evernote or Apple Notes. They didn’t come along until five years after I began teaching. I therefore used my old counsel notebooks. These were what would be described as foolscap in size, slightly taller than A4, and had a royal blue cover.
Given that throughout my school and university days, I would always plan out my essays on paper, it was perfectly natural for me to make notes on paper when planning my lessons.
Then we had the digital explosion. Smartphones became a thing, followed shortly afterwards by apps. I began using Evernote in 2009, and I started planning digitally.
It was certainly convenient, but I did notice I rarely went into any depth. I tried using mind-mapping software, but it didn’t help.
I thought there must be something wrong with me.
Then, a couple of years ago, I began seeing studies about how our brains work differently between digital and physical tools.
The most striking studies found that when you write on paper (or a whiteboard), you activate the same areas that artists activate when creating art. This is the creative centre of your brain.
When you tap on a keyboard, you don’t. Tapping is formulaic and monotonous.
If you think about this, it makes perfect sense. When you handwrite, you are forming shapes. Letters are shapes. When you write via keyboard, all you are doing is tapping. There’s nothing artistic about that.
This was when the penny finally dropped for me. There was nothing wrong with me! It was science.
Now, I would never consider opening up my phone or laptop to sketch out an idea. I would open a notebook.
One of my favourite ways of doing this is to grab a notebook, a few pens and a pencil and head off to a local cafe for an hour or two. I can sit in a corner and brainstorm ideas for new courses, YouTube videos and blog posts.
Since I began doing this, my productivity has improved significantly. It helped because I have fewer re-edits to do. When I sit down at the computer to write, I now have a fully planned-out structure and well-thought-through points, and I am writing the first draft much faster.
It seems that planning works best on paper, yet storage and output are best digital. Again, leading to the conclusion that there is a place for both digital and analogue tools in a solid productivity system.
I saw this all in action recently. I was watching a UK Supreme Court session, where a barrister (a lawyer who speaks before a judge, not someone who makes coffee) had an iPad in front of him containing all the case files and documents. Yet his speaking notes were on paper. As he made his arguments before the judge, he marked off the points with a pencil and added notes.
The opposing barrister was also using the same tools. Her case files were on an iPad, yet as she listened to her opposite number, she was taking notes in a notebook and appeared to be adding revisions to her own speaking notes.
What’s more, if we’re being honest, stationery is much more fun than digital tools. Digital fonts, screens and keyboards are not really all that exciting.
But the many different types of pens, pencils, notebooks, and pencil cases at all different price ranges give you the ultimate way to make your tools truly personal.
I’m sure you already know I love fountain pens. I’ve been writing with them since middle school and just love the way the nib feels on a quality sheet of paper.
I remember being excited when Apple brought out the Apple Pencil. When I got one, and tried it out I was horrified. It was the worst writing experience I’d ever had. I’ve tried Paperlike and tested a Remarkable. Yuk! None of them comes close to the experience you get from a real pen and paper.
And so, after two years of testing, playing and refining, I came up with what I would describe as the “perfect” system. A method that marries the power of digital with analogue tools.
Digital for storage and output, paper for planning and thinking.
It works. I tested it with some of my coaching clients, and even my wife has started using it for her university studies.
What’s more, it works superbly with the Time Sector System. You keep all your tasks in your digital task manager, and only when you decide to do them, you put them on paper.
What you will discover immediately is that you are no longer staring at an almost infinite list of things you could do, and instead, you see a list of genuine tasks that need to be done today. No more overwhelm, just a focused list and a realistic day.
If you are interested in learning more about this course, I will put a link in the show notes. Currently, you can get the course with the early-bird discount for just $49.95.
But if you’re not interested, try using a notebook for your planning and daily task list this week. Watch what happens to your productivity.
Thank you for listening, and it just remains for me to wish you all a very, very productive week.
Sunday Feb 01, 2026
Sunday Feb 01, 2026
Peter Drucker once said “Until we can manage time, we can manage nothing else”
How is your management of time?
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Script | 403
Hello, and welcome to episode 403 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.
Are you in danger of boxing yourself in with too many processes and too much structure?
Now, it’s important to stress that having some structure to your day is important. But too much can lead to boxing yourself in and losing flexibility.
Let me give you an example I often come across. Protecting time for doing your focused work. Having this protected on your calendar so the time cannot be stolen by others is important.
If you protected 2 hours and finished in 90 minutes, that doesn’t mean you have to continue for another 30 minutes. Take a break. You’re done.
But this works the other way, too. If you have two hours protected for a project task but cannot finish it in that time. It’s okay. You turned up. You did the work, but you miscalculated how long it would take.
This happens to all of us. Some days we’re on fire and can plough through a lot of work. Other days, a lot less so.
The problem is that when you begin your day, you really don’t know what kind of day you’re going to have. There are too many variables. How you slept, whether you’re catching a cold or simply something else is on your mind.
Your life is not measured by what you do in one day; everyone has bad days.
So, with that said, let me hand you over to the Mystery Podcast Voice for this week’s question.
This week’s question comes from Alex. Alex asks, hi Carl, this year I’m trying to be better at time blocking, but I am really struggling to stay consistent with my blocks. What advice do you have to help stay true to your calendar?
Hi Alex, thank you for your question.
Something I have always taught is that of all your productivity tools, one of them needs to be sacred. One of your tools must be the “truth” about what you are going to do that day.
Task managers are generally not good at this because we throw a lot of things into them. That’s a good thing. Yet, the issue is that most people never curate what they throw in. This creates overwhelming lists of low-value, ill-thought-out items that will never get done. They just cripple your task manager’s effectiveness.
The best tool for acting as your sacred base is your calendar. It’s never going to lie to you. It shows you the 24 hours you have each day and where you need to be, with whom, and when.
You cannot overload yourself without it being plainly obvious that you are trying to do too much.
And let’s be perfectly clear, an agreed appointment with someone will always take priority over an email or proposal you need to write. If not, you cancel the appointment.
I hope, at a basic, civilised human being level, you get that.
I’ve called off face-to-face meetings in the past if the person I am meeting cannot put their phones down and actually talk to me. It is rude, disrespectful, and no person with an ounce of integrity would ever do that.
One of the striking things I’ve noticed about the highly successful people I work with is that they never have a phone. Tablet or laptop near them when they are in meetings. A notebook and a pen are all they have.
That’s focus, professionalism, and demonstrates to the person you are meeting that you are focused on them in that moment.
When you make your calendar your primary productivity tool, you gain clarity about how much time you have available for the things you want to do.
It’s visual, it’s staring at you, and there’s no escape from reality.
If you work 9 hours a day and today you have 7 hours of meetings, you only have 2 hours to do solo work. That’s it.
If you need three hours to get your critical, must-do work done, then you have two choices. You either cancel a meeting or you accept that you will need to work an extra hour.
It’s strange how so many people waste so much time trying find other solutions. That’s time they could have spent on getting started on the work.
The solution is to time-block slots for doing the work that matters.
- The best salespeople block time every day to prospect and follow up with their customers. That’s why they are the top salespeople.
- The best CEOs block time every day for working on their top priority task. That’s why they are the best at what they do.
- Best-selling authors block time for writing every day. That’s why they sell a lot of books.
Now, as I eluded to at the beginning, there will be some days when things don’t go according to plan. You might be sick, had an argument with a loved one or just be distracted for whatever reason.
Or there could be a good old-fashioned emergency that needs your attention.
It happens. That’s life.
However, it’s not really about what you do or not to do in one day. The purpose of time blocks is to get you to show up and do the work. It’s not about volume.
Spending twenty minutes on your actionable email is better than spending zero minutes. It’s surprising how much you can get done when the pressure of time is on you. You don’t dilly-dally around. (Wow! That’s a phrase I haven’t used for a long time!)
Ultimately, the measure is how well you did against your plan for the week, not necessarily an individual day.
Let me give you an example.
I have two blog posts, two newsletters, this podcast and a YouTube video to produce each week. They are my measurables. Six pieces of content.
I know I need about 12 hours a week to produce that content. I also have 15 hours of coaching appointments. So, in total, I need 27 hours protected before I begin my week to complete my professional work.
It’s doable, and based on my completion rates, I complete this work around 87% of the time over 12 months. I’ll take that. (I measure it at the end of every year)
I work with one highly successful CEO who writes a LinkedIn Newsletter every week. Her company has over 50,000 employees in six different countries. She protects two hours every week to write that newsletter. One hour for the first draft and one hour later in the week to edit it.
Last year, she didn’t miss one newsletter. She had a 100% completion rate. And that was her goal.
How did she do it? She protected her writing time every week. She would protect Monday mornings when in the office, and when travelling, she would take advantage of jet lag and write when she was wide awake in the early morning or late at night.
She time-blocked the time. She knew the only way to achieve a 100% completion rate was to make sure each week she had protected the time to do the work.
However, time blocking only works if you are planning your week. Not planning your week leaves you open to other people hijacking your calendar, and as I am sure you are aware, other people are often very persuasive… or demanding.
When you sit down to plan the week, you first look at what meetings and appointments you have scheduled. How much time does that leave you?
That will tell you what you could realistically get done that week.
If you’re away at a conference for three days, you really only have two days to work with. However, one of those days will probably be needed for catching up, so realistically, you’ve got one solid work day.
But let’s look at a typical week when you are at your usual place of work.
How much time do you need to do the work you are employed to do each week? A journalist may be expected to write an article a week. How long does it typically take to write the article, excluding the research and interviews? That would be their starting point.
Doctors I work with often need 2 hours or more after seeing patients to handle paperwork. If they want to get home at 7:00 pm each evening, then that will affect the time they need to stop seeing patients and do paperwork.
Salespeople are focused on seeing clients most of the day, but they also often have paperwork and follow-ups to do. Where can they fit the time they need for paperwork and follow-ups?
Knowing what you are expected to do as part of your job and ensuring you have sufficient time to do it each week is what I call protecting time for your core work, and it goes back to the birth of humankind.
Our ancestors on the Savannahs knew their core work. To hunt for food. If they’d had a big kill one day, they may have been able to take a day off, but when they started their day, they knew their job was to go out and find food. It was a non-negotiable part of their day.
That’s what time blocking does for you. It gives you clarity on what you need to do that day. All you need to do is show up.
One tip I can give you about time-blocking is to keep your time blocks general. For instance, the CEO I mentioned a moment ago calls her newsletter writing time simply “writing time”. That gives her some flexibility.
If she needs to write a report for the board and is up against a tight deadline, then that is what she will write in that time. She will then find another space for the newsletter writing.
I do something similar. I have writing time and audio/visual time protected on my calendar. I can then choose what I write or record on the day as part of my daily planning routine.
If you’re in sales or a client-facing role, the time you spend working for your clients can be called “client” or “customer” time.
I would also highly recommend that you set aside time every day to deal with messages, emails, and admin. These tasks will creep up on you if you’re not dealing with them every day. Even if you can only find thirty minutes, take it.
Whenever I am on a business trip, whether domestic or international, I make sure to set aside time during the day to address my actionable messages. The most challenging ones are domestic, as I generally drive to the appointment or event. The easier ones are international as there is a lot of time hanging around in airport lounges.
Another tip I would give is not to go crazy here. Time blocking is not about blocking every minute of the day. It’s about protecting time only for the important work you need to do.
When I look at my calendar, there are only three hours a day protected for solo work. On days when I have a lot of meetings, I usually reduce that time to one hour.
So there you go, Alex. I hope that has helped.
You are going to have good and bad days. That’s perfectly normal. But, you have complete control of your calendar, so you can move things around, change your blocks if necessary. But, and this is the important but, once you’ve locked them in for the day, you stick with them.
Remember, it’s not about how much you do in the time, it’s about turning up and doing the work.
And if you want to transform your time management and adopt a sustainable time-based productivity system, my newest course, the Time-Based Productivity course, will do that for you.
It will teach you how to time-block effectively and organise your work so you are doing the right things at the right time. PLUS… by joining the course, you get free access to my recently updated Time Sector System course and my Time Blocking Course.
If I were to recommend one course for 2026, that’s the one I would recommend.
Thank you for your question, Alex and thank you to you too for listening. It just remains for me to wish you all a very, very productive week.
Sunday Jan 25, 2026
Sunday Jan 25, 2026
You’ve probably heard of something called AI. It seems everyone is talking about it. The question is: how will this affect our productivity, and what can we do to ensure we are ready for the likely changes this year?
That’s what I’m answering this week.
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Script | 402
Hello, and welcome to episode 402 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.
Unless you’ve had the fortune to avoid seeing the news over the last few years, you may have come across something called AI. It seems to be everywhere today.
Just yesterday, I got a big update to Evernote, and it was all about AI. Todoist, my task manager of choice, is also on board with AI with their dictation tool called “Ramble”.
All great tools, all giving us the potential to collect and organise more.
I use AI a lot myself. It helps me brainstorm ideas, create subtitles for my YouTube videos, and write the video descriptions, which I hated doing myself.
And it is a phenomenal research tool. I can import my analytics from my blog, this podcast or my YouTube videos and ask it to tell me what is resonating with my community. Then that helps me to decide what the next best content will be.
Yet, with all this, there are some downsides. One of which is that I noticed last year that many of my coaching clients were seeing an increase in the number of tasks they had in their task managers.
It wasn’t until recently that I realised where many of these tasks were coming from.
Many companies are rolling out AI-supported meeting summaries. AI is particularly good at this. It listens in to the meeting and, at the end, produces a summary of what was discussed and a list of action steps to be taken following the meeting. Some of the more sophisticated versions of this will break down by who is responsible for which task.
Superb! Or is it?
What I’ve discovered is that AI is like that annoying new recruit who wants to impress by doing far more work than is necessary. It will turn a 10-bullet-pointed summary into a 20-page report, only for the recipient to return it to a bullet-pointed summary.
It reminds me of that wonderful quote from Winston Churchill:
“This report, by its very length, defends itself against the risk of being read.”
Yet, from a productivity perspective, what AI is doing is creating a lot of tasks. So much so that it has now been given its own term:
“AI-generated work bloat”, or a less friendly version: “AI-generated Work slop”.
So, what can we do to “defend” ourselves from this AI-generated work bloat? Well, there are a few things we can do that will allow us to take advantage of AI’s incredible abilities, yet still keep our workloads within limits without it slowly becoming overwhelmed with a lot of “work slop”.
That nicely brings me on to this week’s question, and that means it’s time to hand you over to the Mystery Podcast Voice for this week’s question:
This week’s question comes from Robert. Robert asks, Hi Carl, I haven’t heard you talk much about AI. Do you have any thoughts on how to get the most out of the new AI tools without them becoming overwhelming?
Hi Robert, thank you for your question.
AI is certainly causing some issues in the time management and productivity space. Yet, it is also helping many people to get better organised.
It is like all new technology. There is an initial period in which we try everything to determine where the new technology can help us most. I remember when email became a thing. There was a lot of nervousness about it initially.
I was working in a law firm at the time, and the legal profession in the UK was reluctant to adopt email, even though its benefits over snail mail were obvious.
There were fears over privacy and client confidentiality. Eventually, we adopted it, and when we did, it rapidly became an instant messaging portal. Clients who sent an email began expecting an instant reply and quickly called us if they did not receive one within a few minutes.
Fortunately, we had not at that stage entered the smartphone era and were able to explain to clients that when we were out of the office, we were unable to check our emails.
However, email became the new way of communicating, and it soon created a cascade of stuff for us to process and organise, eating up more valuable time—time we didn’t have then, let alone today.
I see the same thing happening with AI today. We are trying to adopt AI in so many ways. Some will stick, others will fall by the wayside in time.
It doesn’t mean we should reject these new ways immediately. We are in the experimentation stage. It’s the fun stage. Testing new ideas, playing with tools and seeing what works for us and what doesn’t.
However, some fundamentals remain in play.
The first, and the one that will never go away, is that we only have twenty-four hours a day. We are human. We need to sleep, eat and bathe. All of which takes time out of those 24 hours.
The second is that we can only focus on one thing at a time. We have the freedom to choose what we focus on, but we can only focus on one thing.
So the question is, what will you focus on and when?
We may not be able to stop all this AI-generated work, but we can choose when to work on it. This is where categorising your work helps you choose the right things to work on.
For example, pretty much all of us will have to deal with communications, and it’s a great example.
What happens if you don’t respond to your emails and messages for a day? Perhaps you’re travelling, or are caught up in meetings. That’s right, you create a backlog.
The problem with emails and messages is that they never stop coming in, and unless you have a process and time to deal with them, you will miss deadlines and opportunities, and probably upset a lot of people. There are consequences for ignoring your messages.
The solution is to set aside time each day to deal with them. How much time will depend on how much time you have and perhaps the volume of messages that require your attention.
If all you have is twenty minutes between some meetings, take it. You’re not going to get much else done. So take advantage of those twenty minutes and clear some of those messages. You may not be able to clear them all, but one is always greater than zero.
If the AI tools you use include suggestions for responses, take advantage of them for the shorter replies.
But, be careful of the longer replies that require your knowledgeable input. AI can respond to some of these, but its responses often sound a little inhuman or, worse, give the wrong information.
Always check the AI-generated responses.
AI can also organise your calendar for you. Personally, I’ve not had much luck with this, as it doesn’t have enough variable information about me to be accurate. What I find AI does is look at what I like to do at certain times of the day and suggests I do that every day, and then fills in everything else around that.
The last time I played with this AI, it recommended I get up at 6:00 am and do my workout. Pu ha ha! I am not going to get up at 6:00 to do any exercise. I hate exercising in the morning.
To get my AI calendar to be reasonably useful, I had to spend far too much time telling it what I wanted, and I realised in the end the fastest way was for me to do it manually.
Going back to the categorisation of your work, if you categorise it by the types of work you do, you can then match your calendar to your categories.
For instance, if you were a doctor, seeing patients would largely take up most of your workday. But you will also need time to complete your prescriptions, update patient notes, respond to messages, deal with any health insurance claims, and so on.
If you don’t want to be working late into the night, you will need to be disciplined with your calendar and protect time for the admin and communication tasks.
If you find AI is recommending a lot of tasks for you, from, say, meeting summaries, I recommend you first audit the list, then allocate a category to the work suggested.
Why audit the list?
Well, as I mentioned, AI is like that new recruit trying impress the boss by suggesting more work than is necessary. It will create a lot of tasks.
Your experience will tell you that a lot of those tasks will not need to be done. It’s these that need to be removed.
I recently did an experiment. I asked Google’s Gemini to give me a list of tasks, spread over four weeks, to start a blog.
This prompt resulted in 29 tasks! And the task of actually writing a first draft was not suggested until the start of week four.
While many of the tasks listed, such as choosing a domain to host the blog and your niche, do need to be done, in the real world, most people who want to start a blog will already know this. It’s part of the thought processes that lead to deciding to start a blog.
When I audited the list, I reduced it from 29 tasks down to 12. I also found I needed to move some tasks around because they weren’t in a logical sequence.
I’m sure over time, AI will get better at this, but always remember that your experience about doing your job will still be better at predicting what needs to be done than AI will.
If you’re using the Time Sector System, you will find that your processing naturally fits with AI’s method of breaking tasks down into when you “should” be doing them.
My blog experiment allowed me, once I’d audited the list, to quickly move the tasks into the correct sector. Tasks that should be done in the first week were moved to my This Week folder; those for the second week were moved to my Next Week folder; and everything else was moved to my This Month folder.
One of the benefits of using the Time Sector System with AI-generated tasks is that as you are simultaneously deciding when you will do the tasks. You retain the all-important human agency, deciding what is done and when.
But there’s one more benefit of the Time Sector System that will help you. That is your weekly limit.
If you have taken the course, you may remember the lesson on capping your weekly tasks to your known limit.
This is where you find the maximum number of tasks you can realistically do in any one week. This number does not include your routines or other recurring low-value tasks. Just the important ones. But we all have a limit.
For me, that number is thirty. If my This Week folder is higher than 30 at the start of the week, I know I am going to struggle to complete my tasks that week. I either need to go back into my This Week folder and remove some of the less urgent tasks or cancel some of my meetings.
This teaches you the vital skills of auditing and prioritisation. Skills you will need in the AI world. It is what will separate us from the AI tools being used.
However, one good thing about AI-generated meeting summaries is that you have a record of the meeting that can be placed inside your meeting notes for projects and teams without any editing.
The workflow I use with these is to use Todoist’s brilliant copy/paste feature. Here you can copy a list of tasks and paste them all into your inbox in a single click.
However, if there are a lot of them, I create a temporary project folder for them first, and then, before I move the tasks to their rightful place, I audit the list. Remove tasks that are not relevant, or that I don’t need to do, and then move them to the right time sector.
If you don’t use Todoist, you can do this with the original meeting summary. Audit, remove and then move the tasks you need to do into the correct time sector.
(A quick heads-up, I have a YouTube video coming out next week that demonstrates this.)
So there you go, Robert. It’s still early days, and we are very much in the experimentation period with AI. We’re testing ways to see how it can help us with our work. This is consequently creating a lot of tasks.
As long as you are auditing these tasks, following the principles of COD, and using the Time Sector System to manage your work, you will be fine. Things will remain manageable and exciting at the same time.
We don’t know what the future holds, but your experience and skills will see you through, I can promise you.
Thank you, Robert, for your question.
And if you haven’t taken the Time Sector System course yet, the all-new edition is now available and can be taken in less than two hours. Look at taking that course as your antidote to the AI-generated work bloat we are all beginning to experience.
Thank you for listening, and it just remains for me now to wish you all a very, very productive week.
Sunday Jan 18, 2026
Sunday Jan 18, 2026
Albert Einstein once said, “Organised people are just too lazy to go looking for what they want.” And I think he makes a very good point.
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Script | 401
Hello, and welcome to episode 401 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.
Last week’s episode on what to keep in your notes sparked a lot of follow-up questions around the concept of how to organise notes and digital files.
In many ways, this has been one of the disadvantages of the digital explosion. Back in the day, important documents were kept inside filing cabinets and were organised alphabetically. Photos were mostly kept in photo books, which were then thrown into boxes and hidden under beds or in the attic.
The best ones were put in frames and displayed on tables and mantelpieces—something we rarely do today.
And notebooks, if kept, were put at the bottom of bookshelves or in boxes.
The limiting factor was physical space. This meant we regularly curated our files and threw out expired documents.
The trouble today is that digital documents don’t take up visible physical space, so as long as you have enough digital storage either on your computer’s hard drive or in the cloud, you can keep thousands of documents there without the need to curate and keep them updated.
Eventually, it becomes practically impossible to know what we have, where it is, or even how to start finding it if we do know what we want to find.
So, before I continue, let me hand you over to the Mystery Podcast Voice for this week’s question.
This week’s question comes from Julia. Julia asks, “ Hi Carl, I listened to your recent podcast episode on what to keep in your notes, and it got me thinking. How would someone go about organising years of digital stuff that has accumulated all over the place?
Hi Julia, thank you for your question.
A couple of years ago, I became fascinated with how the National Archives in Kew, London, handles archiving millions of government documents each year.
Compared to us individuals, this would be extreme, but they have hundreds of years of experience in this matter, and my thinking was that if anyone knew how to manage documents, they would know.
What surprised me was that they maintained a relatively simple system. That system was based on years and the department from which the documents originated.
So, for example, anything that came from the Prime Minister’s office last year would be bundled together under 2025. It would then be given the prefix PREM.
(They do use a code for the years to help with cataloguing, as the National Archives will be keeping documents from different centuries)
Upon further investigation, the reason they do it this way is that older documents are most likely searched for by year.
Let’s say I was writing a book on British disasters in the 20th century, and I wanted to learn more about the Aberfan Disaster, where a coal slag heap collapsed, crushing the village of Aberfan in Wales.
All I would need to know would be the year, and a simple Google search would give me that. From there, I could search the National Archives for HOME 1966. That search would indicate the Home Office files for 1966. (The year the disaster happened)
I would also know that the disaster happened in October, so I could refine my search to October dates.
If we were to use a system similar to the one the National Archives uses to organise its documents, we would create parent folders by year.
You can then go through your documents wherever they are and, using your computer’s ability to detect when a document was created, have it show your list of files by when they were created. That way, all you need to do is select all files from a given year and move them into their appropriate year folder.
Now, when I do this, I notice that I have files going back to 2015.
The next step would be to allocate time each week to review your year folders and organise the documents into topic folders.
For example, anything related to insurance can be placed in an insurance folder.
How deep you go after that will depend on you. I don’t go any further than that. I have three insurance documents. Car, health and home insurance. And given that these are now organised by year, if, in the unlikely event, I need to retrieve my 2019 health insurance documents, it would be very easy to find them.
I would suggest starting at the current year and working backwards. The chances of you needing to find a document from ten years ago are slim. The need to find a 2025 document would be much higher.
So start with your 2025 folder and work backwards.
Don’t be tempted to pre-set up your year folders with subfolders by topic. No one year will be the same.
In 2016, I was teaching English to executives in Korea—something I no longer do. I have a lot of teaching materials; I don’t want to throw away those, and they go up to 2020, so I have folders for those years related to my English teaching activities. After 2020, those folders are no longer in my files.
Once you have the year folders set up, it’s relatively quick and easy to get things organised. The important thing is not overthink this or to develop an overly complex folder structure.
My advice is two levels and no more. The year folder and the subject material. For example, 2024 > Electric bills.
Now, there is a category of documents that you need access to across multiple years.
For example, my car’s manual is something I will need to keep for as long as I have my current car.
For these types of documents, you can create a folder called “current” or “active” (you decide the best name for it) and keep these in there.
So, in my current folder, I have my company registration documents, my car’s manual and registration documents, current insurance certificates, and other miscellaneous files I need access to regularly. This folder is pinned to the top of my file folders (you can do this by adding a 00 before the word Current, then setting the list to organise by name).
Now for your work documents.
This one is more challenging, as you’re likely to be collaborating with others.
There may also be legal requirements regarding document storage and archiving. When I worked in a law office, there were strict rules about how files were organised and stored, and for how long they were kept.
However, that was not my concern. There were procedures that my colleagues and I followed for each file, and they were then sent to the archivist, who made sure that everything was stored in the correct way.
My advice here would be to follow your company’s procedures; if there are none, use the system I described above for your personal files.
Another challenge we face today is that Microsoft, Google, and Apple are encouraging us to keep files within their app containers.
For instance, if you create a Word document, Microsoft wants you to save that file within your OneDrive’s Word folder.
That makes sense, and for the current documents I am creating, I use that system.
However, once I’ve sent feedback to my coaching clients, I save the original Pages file in that client’s folder (I work in the Apple ecosystem).
These folders are not year-specific. Many of my clients have been with me for years, and many of them come back from time to time.
That is why, with work-related files, using years to organise your documents doesn’t always work—particularly with ongoing projects, campaigns and clients.
Given that most work related files and documents are shared with others and are kept within the company’s own file storage system, the best solution is to ensure that the title you give to these files is something you would naturally search for.
Think how you would find this document in twelve or twenty-four months time.
For example, each year I write a workbook for my Ultimate Productivity Workshop. The title of that document is “2026 Ultimate Productivity Workbook”.
I put the year first because if I were to search for “workbook”, within the results, I would find that the Productivity workshop’s workbooks would all be grouped together by year, making it easy for me to select the right one.
And that neatly leads me to another facet of working with digital files.
Your computer is built for search. It’s the biggest advantage computers have over your own brain. If it’s within your computer’s search scope it will find it within a split second.
Really the only thing you need to do is ensure that you have given the document a title you will be able to search for.
One of my favourite features of this computerised search is to use the “recents” smart list. This shows you all the documents you have worked on recently.
The chances are something you are looking for at work will be something you have worked on recently. You might be writing a report or a proposal in Word, then in the Word app those documents will be at the top of the list.
You may need to change the search setting in the list to last modified, not date created to see this, but it’s a phenomenal way to find a document you need quickly.
What about your notes?
Last weekend, I watched a documentary on the beloved British comedian Sir Ken Dodd. A brilliant comedian and a man who left millions of people in laughter and happiness.
Doddy, for that is what we called him, was in the habit of writing notes after each performance into a notebook. He would write how he felt the performance went, what jokes worked and didn’t work, and what he could do to improve his performance next time.
After his death in 2018, his wife set about saving his immense archive of props, costumes and puppets for the nation.
When it came to his notebooks, there were thousands of them, dating from the 1950s to his death.
His wife asked an archivist to come in to help organise these notebooks into something that could be searched by future comedians. The archivist decided to most logical way would be to organise them by year, and then add a tag for each theatre and city he performed in.
This meant that if someone wanted to search for a specific note, they could type in the year and the name of the city or theatre, and a list of notes for that search would pop up.
Simple, logical and minimised the amount of work required to get them in order.
When it comes to your notes, keeping the structure simple makes sense. With your digital notes, you are organising them for quick search and retrieval.
You don’t need to worry about the date; all decent note-taking apps will date-stamp the creation of a note for you automatically. All you need to do is focus on creating a title for the note that makes sense to you so you can retrieve it years later.
The key to getting your digital files organised is to keep things simple and let your computer do the hard work.
The year folders you create can be reviewed over time. It’s the kind of thing you can do while sitting on the sofa in the evening. Pick a year and categorise the documents you have collected for that year. If you do this over a couple of weeks, you will have all your digital files organised and searchable.
I can assure you it’s a wonderful feeling.
Receipts can be organised into a Receipts folder, and within that folder, you can organise them by month. If you need to separate your personal and professional receipts, create a work and personal folder within that month’s receipt folder.
I know that adds a lot of levels, but you are only setting this up once a month, and it won’t take you much more than a minute. Yet, that minute will save you hours later when you need to submit your expenses.
I hope that has helped, Julia. Thank you for your question.
I have a course called Mastering Digital Notes Organisation that shows you a simple yet effective way to get your notes organised so they are searchable and easy to find. I’ll leave a link to that in the show notes.
Thank you for listening, and it just remains for me now to wish you all a very, very productive week.