## Reducing stress, getting things done: time management in everyday life

**Whether it’s a tax consultancy, a software development firm or other service providers – many employees find their daily lives dictated by their diaries. At work, pressure comes from all sides: from line managers, from the team, from suppliers and clients, from economic developments, and from one’s own expectations. In „hsp live at 11“, Nils Schneider demonstrated how a calm approach to time management can reduce or even eliminate chaos.**

Nils Schneider is a co-founder of „Fit trotz Stress“, a service provider that aims to help people – primarily from the tax sector – stay physically and mentally fit. The company now operates under the brand name „Blaue Adler“. His business partner, Philipp Kühn, is a sports economist and fitness trainer, whilst Nils looks after the business and training side of things. Together, they aim to help people steer their lives back onto a more productive and healthier path by addressing issues such as goal-setting and time management.

For Nils, time management is a key priority in life. After all, time management simply means thinking about how a person wants to spend their own life. Everyone spends their time in one way or another. How that time is used depends on whether we consciously plan and organise it. When the pandemic turned the entire world of work on its head, many people realised that work isn’t just about staring at a screen and completing tasks. Work is also about how you feel. Or whether you’re surrounded by people with whom you can chat – not just about work. So it’s not just about the quantity of work, but also its quality.

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## Businesses should recognise and capitalise on the new reality of work

Paul wants to know what this realisation means for those in charge within companies. On the one hand, many products and services have adapted to the new reality. For example, software that reminds people working from home when it’s nearly time to finish for the day. On the other hand, there is a risk that, once the pandemic has become endemic, companies and employees will slip back into old patterns and behaviours. Nils points out that many companies have to offer the option of working from home in order to retain staff or attract new recruits at all. But whether staff work from home or not, companies are made up of the people who work for them. Therefore, they always bear 100 per cent responsibility for their employees’ time management.

As far as software is concerned, there are, as far as Nils is aware, a wide range of options. Some managers complain about the limited communication within the head office, whilst others are looking into what solutions are available on the market. It’s all a question of attitude. In his company, Nils uses the video-calling programme Zoom to provide structure for the team. Every day at 9 am, all staff members join in for a daily kick-off meeting. This provides a sense of structure without everyone having to be in the same place. Whether anything changes permanently after the pandemic depends on the companies and their willingness to recognise the benefits of the new world of work. In theory, working from anywhere in the world is no longer a major obstacle – when it comes to office work. However, the right conditions must be put in place for this. This is where the company bears responsibility.

## Time management starts with your personal goals

Paul wants to know how companies can ensure that staff maintain a work routine despite changing working environments. After all, new locations often tempt or lead people to become distracted. Nils replies that, in his company, the morning routine helps to provide the team with a fixed structure. During the morning meeting, both personal and professional goals are discussed, although this would certainly not be appropriate or without its challenges in every company.

Nils and his colleagues bring their personal goals into the meeting, as Nils’s experience has shown that personal fulfilment is closely intertwined with work. In his view, both personal and professional goals are necessary for establishing effective time management. Several set rituals are then carried out. Nils attaches particular importance to fostering a culture within a company where employees can openly address issues with motivation and periods of low morale. Ultimately, everyone should organise their time in such a way that personal and professional goals are addressed in equal measure. And not just on a day-to-day basis, but in a long-term and sustainable manner.