How a Two-Week Time Study Exposes Work Bottlenecks (Full Transcript)

A simple two-week time study can reveal hidden non-billable work, clarify where owners become bottlenecks, and guide smarter delegation.
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[00:00:00] Speaker 1: When I have these conversations with lapses, this is when I have them do a time study. I need you to tell me what are you doing every day and just kind of evaluate a normal two-week period. What's going on? What are you doing? What are the tasks? And that is illuminating because people always think they're doing more billable work than they are.

[00:00:24] Speaker 2: Yes. I'm like, say it again for the people in the back.

[00:00:28] Speaker 1: You know, like when you see the time study, when you actually start, right, it's almost like dieting, right? Which is off topic. But you think that you're eating really good until you start doing a food journal. And you're like, oh, my gosh, I've been eating a lot of crap. And that's exactly what happens with owners when they when they recognize they're the bottleneck and they start paying attention to the tasks that they are doing. They recognize very quickly that they're doing things that they probably shouldn't be doing.

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Arow Summary
Speaker 1 suggests using a two-week time study to diagnose workflow lapses and identify bottlenecks. By tracking daily tasks in detail, people often discover they do less billable work than they assumed. Speaker 1 compares this to keeping a food journal: once you log everything, you realize habits are different than you thought. This awareness helps owners see they’re doing tasks they shouldn’t be doing and can delegate or reprioritize.
Arow Title
Using a Time Study to Reveal Bottlenecks and Non-Billable Work
Arow Keywords
time study Remove
task tracking Remove
billable work Remove
bottleneck Remove
delegation Remove
productivity Remove
work audit Remove
two-week review Remove
self-awareness Remove
business owner Remove
Arow Key Takeaways
  • Run a time study when performance lapses occur to understand what’s really happening day-to-day.
  • Track tasks over a normal two-week period for a realistic baseline.
  • Most people overestimate how much billable work they do until they log their time.
  • Detailed tracking quickly exposes where an owner is acting as the bottleneck.
  • Use insights from the study to stop doing low-value tasks and delegate or reprioritize.
Arow Sentiments
Neutral: The tone is practical and advisory, focused on diagnosing work patterns and improving efficiency without strong positive or negative emotion.
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