This cast concludes our discussion on how to use your calendar more proactively.

We regularly get requests from managers wanting to know how they can either be a good executive, or increase their chances of becoming one. We often get the sense that they're asking because they think there's something different or hidden that makes for an effective executive. There is just an air of their questions and assumptions that there's a mystique around becoming or being an executive.

We don't think that's really true. We can understand it. It certainly is a harder job than most people realize, and almost no one understands how demanding being a very senior executive is at a large multi-national corporation. It's not for the faint of heart.

But as for being effective, there are all kinds of things managers can do as managers that will prepare them to be an effective executive.

It's probably frustrating to hear, but many of the activities or strategies or tactics - most of them, in fact - are available to anyone, and are just basic blocking and tackling around effectiveness and efficiency in general. And when it comes to effectiveness, the first lever is time. Most of us are terrible around our "time management" skills, but really good executives are really good at it.

Right of First Refusal is one of the ways they do it, and you can too.

This Cast Answers These Questions

  • Can I say no when someone asks for a meeting?
  • Do I have to accept meeting invites at any time?
  • What do I do if my boss demands a meeting?

Other Parts of This Series

Download/Buy Documents

Right of First Refusal Calendaring ShownotesPurchase this item