Byron's Babbles

Last night I heard the statement, “Time is a tool.” As a student, friend, and fan of L. David Marquet (also the author of Leadership is Language) who teaches us to “control the clock”, time being a tool suggested that time can be utilized as a resource to help accomplish goals, manage tasks, and structure our lives. Most people just want to complain and say there is not enough time, which is really stupid because we can’t make more of it. But just like a tool is used to build or create something, time can be harnessed effectively to enhance productivity, prioritize activities, and achieve personal or professional objectives.

Time used as a tool implies that we have the power to make choices about how we spend our time, emphasizing the importance of time management and planning to navigate our daily lives more efficiently. Ultimately, it highlights the idea that time, when used wisely, can lead to greater success and fulfillment.

Marquet’s concept of “controlling the clock” emphasizes the importance of taking charge of how we use our time, particularly in a leadership context. When he talks about controlling the clock, he’s highlighting the need for individuals and teams to be proactive in their approach to time management rather than reactive. This idea is closely related to viewing time as a tool.

When time is seen as a tool, it shifts our perspective from being passive recipients of time to active managers of it. Think about the best athletic coaches. What do they do really well? Control the clock. Here are a few connections between Marquet’s ideas and time as a tool:

1. Intentionality: Just as a tool requires skill and intent to use effectively, managing time well requires deliberate choices about how to allocate it. Marquet encourages leaders to create cultures where team members feel empowered to make decisions that optimize their time and contributions.
2. Ownership: By controlling the clock, individuals take ownership of their responsibilities and schedules. This sense of ownership allows for better prioritization and focus on what truly matters, turning time into a resource that can be shaped to meet specific goals.
3. Empowerment: Marquet’s approach advocates for giving people the authority to manage their own time, which fosters engagement and accountability. When team members control their own schedules, they can align their activities more closely with their strengths and priorities.
4. Adaptability: Understanding time as a tool means being flexible and responsive. Marquet stresses adapting strategies based on the situation, just as one would choose different tools for different tasks. Being aware of how time can be manipulated allows for better navigation through challenges. One of the things Marquet advocates for is taking a “timeout” or “pause” to think and reflect.

So, as Marquet says, let’s not “obey the clock,” but “control the clock.” This aligns well with the notion of time as a tool by emphasizing intentional use, ownership, empowerment, and adaptability. These principles can help individuals as leaders and teams maximize their effectiveness and achieve their objectives more successfully.