"Work smarter, not harder." Most people have heard it. Most people nod — and then carry on exactly as before.
I understand why. It is easy to say. It is harder to know what it actually means in practice.
After 25 years of working with managers and leaders, I have noticed a pattern. The ones who deliver the most are rarely the ones who work the most. They are the ones who are deliberate about how they use their time — and where they put their energy.
Five things I have seen make a real difference.
1. Strategic time — every week, not just in theoryin
Most managers' calendars are filled with other people's needs. That is not surprising — it is the job. But if there is never any space for independent thinking, you are always in reactive mode.
The managers who perform best protect time for it. It does not have to be much. Three hours on a Monday. An hour every morning. But it needs to be scheduled — otherwise it simply does not happen.
2. Delegate decisions — not just tasks
It is easy to hand over work but keep the decision-making. It feels safe. The problem is that it creates a dependency that limits both the manager and the team.
Att delegera på riktigt innebär att ge bort mandat, inte bara uppgifter. Det kräver tydliga ramar och förtroende – och frigör tid för det som verkligen kräver chefens omdöme.
3. Nej är också leadership
Saying no is difficult. Especially when you want to help, when you do not want to seem unavailable, when everything feels important.
But a clear no — with an explanation — is a leadership statement. It signals what is being prioritized and why. It is not a rejection. It is clarity.
4. Feedback does not happen by itself
It is easy to put off feedback until the perfect moment. The perfect moment rarely comes.
De chefer jag sett fungera bäst schemalägger det. Korta, direkta samtal. Regelbundet. Inte som ett projekt – utan som en vana. Det förändrar hur ett team fungerar på ett sätt som är svårt att förklara tills man har sett det.
5. Time off is not negotiable
This last one perhaps meets the most resistance: rest, taken seriously.
A manager who never recharges does not perform at their best. It shows in the quality of decisions, in communication, and in how the team feels. Taking time off is not a weakness — it is a prerequisite for sustaining performance. And if taking a holiday means everything grinds to a halt — that is an organizational problem. Not a holiday problem.
If you have thoughts, questions, or simply want to talk something through — feel free to get in touch. I am happy to have an initial conversation with no agenda.
Magdalena Hagström Ståhl
By M Consulting AB
Right person. Right place. Everything changes.