Leaders often misuse the first two hours of their workday, leading to decreased decision-making efficiency. By 10 a.m., many have already depleted their energy on emails and meetings. Research indicates that peak cognitive capacity occurs in the morning, but most leaders squander this time on trivial tasks. This results in reactive decision-making and strategic thinking being deferred until later when leaders experience fatigue. To maximize influence and clarity, leaders should reclaim these hours for meaningful work instead of default responses to demands.
Most leaders begin their workday having already drained a significant amount of their energy through early meetings and managing emails, leading to reduced decision-making capacity by 10 a.m.
The compounded effect of constant decision-making and email interruptions leaves leaders reactive and making default decisions rather than pursuing innovative solutions.
The first two hours of the workday should be safeguarded for high-value tasks, exploiting the brain's peak cognitive capacity, which is often wasted on low-impact activities such as checking emails.
By reclaiming the first two hours of their day, leaders can enhance clarity, influence, and impact by focusing on strategic thinking rather than defensive, reactive tasks.
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