My workday begins as early as 2 am.

By 5, I’ve already completed my highest priority tasks, and by early afternoon, I’m done and on my way to be with my grandkids.

I’ve always thrived on four hours of sleep. That’s not a recommendation. Most people need more and absolutely should get it. The schedule isn’t really the point, though. What matters is that my work doesn’t follow me home.

That wasn’t always true.

I didn’t adopt time management strategies to become more productive. I adopted them to take control of my life.

 

Stress is the Enemy, Not Productivity

When I was in my doctoral program at Vanderbilt, we were required to take a course on time management. It felt irrelevant at the time, but it turned out to be one of the most valuable things I’ve ever done.

Before that class, I handled the easy tasks first and left the difficult ones for later. As a result, I always felt behind. The unfinished work followed me home, hanging over moments with my family. Even when I wasn’t physically bringing work home, I wasn’t fully present because I knew, in the back of my mind, how much was still waiting for me at the office.

I didn’t adopt time management strategies to become more productive. I adopted them to take control of my life. The result was reduced stress and, as a byproduct, getting more done.

The System

Clear Boundaries

I check email twice a day and set that expectation with colleagues and clients. I don’t respond to emails or calls on the weekend. That isn’t about being unavailable. It’s about being predictable. When I sit down to respond, I know it will get done.

Batching communication reduces constant interruptions and keeps small tasks from taking over the day.

Protect Your Focus

I get to the office early because it guarantees uninterrupted time. One focused hour is often more productive than an entire day of distractions. If your schedule doesn’t allow for early mornings, the principle still applies: block off your time, close the door, silence your phone.

Then do one thing at a time.

Most people believe they can multitask effectively. Very few actually can. More often, they’re just interrupting themselves all day long. That constant switching disrupts focus, drains energy, and ultimately leaves them more exhausted than focused work ever would.

Instead, structure your week so similar tasks are grouped together. For example:

• Monday: planning and scheduling donor meetings
• Tuesday through Thursday: visiting with donors
• Friday: correspondence and documentation

When your schedule has a purpose, you’re less likely to avoid the work that matters.

Eat the Frog

Mark Twain said that if it’s your job to eat a frog, it’s best to do it first thing in the morning.

We often delay our most important tasks. Clearing small tasks first can feel productive, but it leaves you with the most mentally demanding work––and less energy to do it. “Eating the frog” first gives you clarity and momentum for the rest of the day.

For me, that usually means addressing any issues that could cause problems within the company. I handle them early and schedule the necessary meetings as soon as possible. The longer they sit, the heavier they become.

Just Start

Getting stuck is inevitable. Staying stuck is optional.

When I hit a wall, I don’t stop. I get something down, then refine it later. Outlines help. When I was writing term papers in school, I’d commit to thirty minutes a day and work through a section of my outline at a time. It didn’t feel like writing a thirty-page paper; it felt like completing the next piece.

Progress comes from consistency.

Attach a Reward

Rewarding the completion of difficult tasks with something that replenishes your energy can reinforce good habits. For me, that reward is afternoons with my grandkids. It’s a natural payoff: when I get my work done, my day is free to spend with them.

The reward doesn’t have to be significant, just meaningful enough to keep you moving.

Make the Most of Your Meetings

Meetings that lack purpose accomplish little. Preparation may require more effort upfront, but it pays off in the long run.

Before a meeting, I research the donor’s past giving––what they’ve supported, what those gifts made possible, and what that suggests about their interests.

If the purpose of the meeting is clear, I begin by reviewing done-by dates to ensure we’re on the same page.

Chunking time can also help. Break down your donor visits into one-hour intervals, with 30-minute breaks in between. These built-in breaks give you peace of mind and space to refocus, maintaining the quality of each interaction. If you’ve prepared thoroughly, sticking to these parameters should go smoothly.

What’s the Problem?

Stress isn’t a good motivator. It’s overwhelming and discouraging. Pressure, on the other hand, keeps you moving forward.

Decades ago, I decided I wouldn’t tolerate people or environments that add unnecessary stress. I chose to only work with people I respect and enjoy being around. That decision shaped a career and life that I love.

If putting in more effort isn’t reducing your workload, and stress outweighs progress, it may not be a time management issue. It may be time to reconsider your role.

Small changes compound to make a big difference. That difference isn’t just efficiency; it’s a better life.

 

A Better Life

Taking a little time to organize your week and define your priorities saves a lot of time later. It also provides the clarity needed to be present in other areas of your life.

I leave the office by 2 pm each day and pick up my grandson from school, knowing what needed to get done has been done and what remains already has a plan.

Focusing only on productivity can lead to paralysis. With too much to do and nowhere to start, it’s easy to get stuck in busy work. A better approach is to first look at stress: identify what’s weighing on you most and start there.

Small changes compound to make a big difference. That difference isn’t just efficiency; it’s a better life.

©2026, Eddie Thompson, Ed.D., FCEP
Founder and CEO, Thompson & Associates

“If we merely aim for the industry standard, then our goal is mediocrity. Emulating the average nonprofit, we are destined to live with all the problems the average nonprofit faces. So, we suggest you aim to be exceptional in your approach to fund development.”