You know, I was watching this volleyball match the other day between Chery Tiggo and ZUS Coffee, and it struck me how much running a small business is like managing a sports team. There they were, Chery Tiggo leading two sets to one - looking like they had everything under control. Then suddenly, the momentum shifted. They blew their lead, and ZUS Coffee ended up paving Creamline's path to the playoffs. It reminded me of those days in my own business when I thought I had everything perfectly scheduled, only to watch things unravel because I didn't anticipate how one change could create a domino effect.
I've learned through hard experience that scheduling isn't just about filling slots in a calendar - it's about understanding how different pieces of your business connect. When I first started my consulting firm, I'd schedule client meetings back-to-back, thinking I was maximizing efficiency. What I didn't realize was that by not building in buffer time, I was setting myself up for exactly the kind of collapse Chery Tiggo experienced. One delayed meeting would push everything else back, and suddenly my entire day was off track. It took me about six months and probably 47 scheduling disasters to understand that effective scheduling requires both structure and flexibility.
Let me share something that transformed how I approach scheduling. I started mapping out my week visually, using color codes for different types of tasks. Revenue-generating activities get blue, administrative tasks are yellow, and strategic planning is green. This simple system helped me see at a glance whether my schedule was balanced. I noticed I was spending about 70% of my time on yellow tasks - basically just keeping the lights on rather than growing the business. That visual representation was my wake-up call to start delegating and automating.
The key insight I've gained is that your schedule should reflect your business priorities, not just your availability. If growing your client base is your top goal, but you're spending 30 hours a week on paperwork, something's fundamentally wrong with your schedule. I made this exact mistake in 2022 - I was so proud of how "busy" I looked, until I realized my revenue had stagnated for three consecutive quarters. My schedule was full, but it wasn't aligned with my business objectives.
What's fascinating about the volleyball analogy is how it demonstrates the importance of anticipating multiple scenarios. Chery Tiggo probably had a game plan for maintaining their lead, but they might not have prepared adequately for what would happen if their opponents gained momentum. Similarly, I now build "what-if" scenarios into my weekly planning. What if a key supplier delivers late? What if a team member gets sick? Having contingency plans built into your schedule isn't pessimistic - it's practical. I typically reserve about 15% of my time for unexpected issues, and honestly, that buffer gets used almost every week.
Another lesson I've embraced is that not all time slots are created equal. I'm most productive and creative in the mornings, so that's when I schedule my most demanding tasks - developing new service offerings, strategic planning, client proposals. The afternoons are for meetings, administrative work, and follow-ups. This simple timing adjustment probably increased my productivity by 40%. I learned this after tracking my energy levels and output for three months - the data doesn't lie.
Technology has been a game-changer too, but with a caveat. I've tried probably twelve different scheduling apps over the years, from fancy AI-powered tools to simple calendar apps. What I've discovered is that the best tool is the one you'll actually use consistently. For me, that's been a combination of Google Calendar for the big picture and a physical planner for daily tasks. There's something about writing things down that helps me remember and prioritize better. My team uses Slack for quick scheduling questions, and we've reduced scheduling conflicts by about 65% since implementing a clear protocol for booking meetings.
The human element of scheduling is what many business owners underestimate. I certainly did. Early on, I'd create these perfect schedules without consulting my team, then wonder why implementation was so messy. Now, we have a brief 15-minute meeting every Monday to align on priorities and identify potential scheduling conflicts. This simple practice has saved us countless hours of frustration. It's like how a volleyball team needs to communicate between sets - everyone needs to understand the game plan and their role in it.
One of my biggest scheduling breakthroughs came when I stopped trying to multitask. Research shows that task-switching can reduce productivity by up to 40%, but I had to experience it myself to truly believe it. I started implementing time blocking - dedicating specific chunks of time to single categories of work. Tuesdays from 9 AM to 11 AM are for content creation, Thursdays from 2 PM to 4 PM are for financial review. This focused approach has not only improved the quality of my work but has significantly reduced that frantic, overwhelmed feeling I used to get around 3 PM most days.
Looking back at that volleyball match, what struck me was how quickly fortunes can change based on preparation and adaptability. Chery Tiggo had the advantage but couldn't maintain it, while ZUS Coffee capitalized on the opportunity. In business scheduling, we need to build systems that help us maintain our advantages while staying nimble enough to seize unexpected opportunities. It's taken me years to develop a scheduling approach that works for my business, and I'm still refining it. The beautiful thing about small business scheduling is that it's both science and art - there are best practices to follow, but you also need to understand your unique rhythm and workflow. What works for a 50-person manufacturing company won't work for my 8-person consulting firm, and that's okay. The goal isn't to create the perfect schedule, but to create one that helps your business thrive while allowing you to have a life outside of work too.
People in Motion (PiM) is our employee advocacy and improvement program. These cross-functional groups are comprised of employees, with an executive sponsor, who contribute ideas and drive action towards focused areas of improvement across the employee experience. The groups include: Kyruus Kontext & Business Readiness; Community, Connectivity, & Engagement; System, Tools, & Productivity; IDEA [Inclusion, Diversity, Equity, Accessibility].
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We value ownership at Kyruus Health, not only in the work you do but in the shared financial success from our growth. Employees will have the opportunity to grow their equity ownership throughout their tenure.
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We are committed to flexibility and empowering employees to do work that matters in a way that works for them. Our unlimited PTO policy is anchored on that flexibility – encouraging employees to take time off for what’s important to them, in addition to the many company holidays we celebrate. To highlight our commitment to a healthy work-life balance, we provide a specific stipend each quarter for employees to use on a recharge day.
