Time is Money.

Time is Money.

Most small business owners have scores of reports they check each month to help them manage their money. Expenses and revenue are tracked meticulously. Budgets are set and regularly reviewed before new investments are made in technology or human capital.

Even the average business owner has some idea of their production, collections and expenses this week or this month and how they compare to the same period last year or last month. The more engaged business owner receives these reports daily or even twice a day, like I do. Yet, almost no small business owner manages their time with the same care and consistency. Time in most businesses goes largely unmanaged.

Think about the number of phone calls, text messages, emails, meetings and unscheduled interruptions throughout your day. Very few doctors have grasped the huge amount of waste they allow into their day because they have failed to set clear rules on how they govern their time.

Leaders at The Disney Institute state it very simply: if you want better results, raise your expectations. Is there a clear understanding in your business about how you and your employees are to spend their time?

Do you allow your team to squander away your scarcest resource through ineffective use of email, unproductive meetings and constant interruptions? What would your practice look like if you could spend more time with patients and less time on activities that do not produce results? What would your overhead look like if you took time management as seriously as financial management?

A recent report from researchers at Bain & Company looked at the time management of 17 of the world’s top companies. What they found should not be surprising. Companies are drowning in digital communication. Leaders deal with hundreds of emails per day and spend way too much time in meetings. There is not enough formal control and employees are awash in dysfunctional meetings. There are few consequences for wasting time, less work is getting done and these firms are not as productive as they could be.

Your first job as the leader in your organization is to set the focus for the coming year. Steve Jobs was known for taking his top 100 leaders off-site each year to focus on the company’s 10 priorities in the coming year. After intense competition amongst the leaders to get their priorities on the board, Jobs would take a marker and cross out the bottom seven. “We can only do three,” he would announce. Jobs would not allow Apple to waste time on things he knew the company shouldn’t be doing. This allowed the firm to innovate much faster than their competitors.

Before your next meeting, ask how you can standardize the data you need in order to quickly set strategy and review performance. Do not allow new meeting time to show up on your calendar. Focus your team so they know the rhythm of the company is set and that they will be forced to operate within it, producing results and reducing wasted time. It’s possible but it takes discipline and your effort and attention in this area of your practice will produce big dividends. No amount of skill or money can buy you 25 hour days. If you want to beat the competition, start making the most of this precious resource.

Worked at Burleson Orthodontics. Attended University of Missouri–Kansas City. Lives in Kansas City, Missouri.


  1. I agree with this statement. Just wondering as a doctor what does that look like on paper for the employee?
    When I have meetings with my staff they come up with ideas and when I ask for specifics it is always more on my plate and less on theirs-I wonder how you get to where they are helping reduce my unnecessary work load-or is that wrong-headed of me?

    • Great question!

      Most small business owners have difficulty in organizing effective team meetings. I recommend this article I wrote, based on a great book by Cameron Herold. In it, I review the steps to running team meetings where the doctor or business owner speaks last or not at all.

      When I see doctors or small business owners drowning in tasks that should be delegated to others, it is the result of a breakdown in one of three areas: 1) Communication, 2) Oversight or 3) Calibration. The majority of the problems are solved by more effective and more frequent communication. Raising expectations and clearly defining the task, when it should be done and how you will measure your results.

      Then, if the doctor or owner has communicated effectively, if I see further challenges, it’s because no one is overseeing the result. You set an agenda, you delegate and everything falls apart because no one agreed to a deadline and you didn’t agree how you would measure; no one measured, there’s no accountability or oversight.

      Finally, even with good communication and effective oversight, if you haven’t recalibrated the team on what we’re doing and why, you might find yourself repeating unnecessary, ineffective or outdated tasks.

      I hope this helps and thanks for your smart question.

      Dustin Burleson, DDS, MBA

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