Learning objectives :

• Plan your week around the value you want to create, distinguishing between what’s essential and what’s secondary
• Using your calendar as a communication and management tool, particularly in a hybrid work environment
• Staying focused and channeling your energy in the right direction
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Course :

Session 1: Structuring Your Schedule
An effective schedule isn’t simply filled as requests come in—it’s built. Participants learn to proactively structure their week by distinguishing between two types of work blocks and scheduling their recurring tasks to protect them from interruptions.

Example of a tool : The agenda structuring technique (deep work blocks: intense focus on high-stakes topics / "to-do" blocks: quick operational tasks + identifying and scheduling essential recurring tasks in advance + making your agenda transparent to facilitate synchronization with your hybrid team).

Case Study : Present your schedule to your peers in groups of three, identify bad habits to stop, and concrete actions to implement to improve your time management.

Session 2: Making the Right Choices and Staying Focused
Even with a well-organized schedule, the constant stream of requests and meetings can throw everything off track. Participants work on their ability to make quick decisions when everything seems urgent and important, and to evaluate their meetings to identify which ones are worth keeping.

Example of a tool : Personal decision-making principles (criteria you define for yourself to decide what to keep, delegate, or let go of) + the method for preparing and conducting meetings (can this be handled asynchronously? Is this the right time? Set aside preparation time for the remaining key meetings).

Example scenario : Take a fresh look at your weekly meetings and determine which ones to cancel, reschedule, or replace with an asynchronous channel, using your own criteria for making these decisions.

Session 3: Saying No and Managing Your Energy
Effective time management also involves knowing how to say no in a positive way—to coach your teams rather than taking on every request—and to protect what matters most. Participants also work on managing their own energy and that of their team: knowing where to focus their attention so that their efforts are well-directed.

Example of a tool : Techniques for saying no in a positive way (using “no” to coach employees on their autonomy / using asynchronous communication to reduce the number of meetings without compromising the quality of the exchange) + tools for managing individual and collective energy.

Case Study : Practice saying “no” to a meeting request or a request that doesn’t align with your current priorities, to coach your team on how to better manage their own time without causing frustration.