When Time Management Was Easy

In 1973, an author named Alan Lakein published a book titled How to Get Control of Your Time and Your Life. It wasn’t the first book about professional time management — my library contains a first edition of James McCay’s 1959 classic, The Management of Time — but it’s arguably the first book to talk about the topic in a recognizably modern way, with a focus on personalized tools like daily to-do lists. It went on to reportedly sell more than three million copies, and was even shouted out by Bill Clinton, who cites its influence on his early career in his autobiography.

Revisiting Lakein’s advice today provides a glimpse into office life fifty years ago. And the encounter is shocking.

One of Lakein’s more famous suggestions is to write down everything you need to do on a single task list. He then says to label each task with one of three priorities: “A” for things that are important and urgent, such as those with impending deadlines; “B” is for tasks that are important but not urgent, and can therefore be postponed if necessary; “C” is for things that are small, easy, and don’t require attention at the moment.

You start by completing the A tasks, crossing them off your list as you go. Then you move on to the B category. If you finish the B tasks, you can tackle some of the C. Lakein notes that these task priorities might evolve. An important obligation with a distant deadline, for example, might start at B, but then, as the deadline approaches, upgrade to A. Lakein’s intention is to help you make sure that you make progress on the things that most require your attention.

Part of what’s shocking about this system is its finitude. In 2024, can you imagine fitting everything you need to do on a single list? Your email inbox alone could likely contribute several hundred items at any given moment. Also notable is Lakein’s assumption of task stability; that your list would more or less stay the same as you carefully worked your way through it during a full workday. Modern work is instead defined by constant new demands — chats, questions, meeting invitations, requests to “jump on a call” — that require timely answers.

Here’s the question that began to fester as I revisited these older ideas: is what we’re doing today any better?

The fact that our modern workflows would swamp Lakein’s quaint system of simple lists and priorities is perhaps more an indictment of us than him. To have more work, arriving with much more urgency, than we can possibly get our arms around is not a good recipe for getting useful effort out of human brains. It is, however, a good recipe for burnout.

A point I often make on my podcast, as well as in my new book, Slow Productivity, is that in my own work on these topics, I describe more complicated time management strategies with reluctance. My bigger wish is to help reform office work to the point that they’re no longer needed, and something like Lakein’s basic ABC system is more than enough.

We’re not there yet, but in the meantime, it helps to realize where we are now isn’t working.

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• If you want to learn more about what’s (regrettably) required to manage your time in our current moment, check out the latest episode of my podcast, Deep Questions, where I tackle three advanced time techniques (listen | watch).
• If you haven’t yet read my latest book, Slow Productivity, you should! Some more encouragement: (1) it was recently named an official selection of The Next Big Idea Club [meaning it was chosen by a panel consisting of Malcolm Gladwell, Adam Grant, Dan Pink, and Susan Cain as one of the two best idea books of the season]; and (2) it was selected for the shortlist for SABEW’s Best Business Book of 2024 award.

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