From Busy to Productive: Alec Rickard’s 6-Step System for Executive Effectiveness

In a recent LinkedIn post, Alec Rickard tackles the common executive dilemma of being perpetually busy yet failing to move critical priorities forward. Rickard, who works with high-performing executives, argues that the distinction between being busy and being productive is often blurred by poorly structured weeks.

According to Rickard, many leaders find their calendars filled with unplanned commitments, leading to a state of constant activity without meaningful progress. He highlights a core problem: “Your calendar is full. Your priorities aren’t moving. That’s the problem.” This observation sets the stage for his proposed solution, a structured 6-step system designed to reclaim time and focus on high-impact activities.

The Core Issue: Busyness vs. Productivity

Rickard emphasizes that while many executives are inherently high performers, their daily schedules often work against them. He points out that hours become filled without intentional planning, leading to a lack of progress on long-term goals. “Most executives I work with are high performers. But their weeks aren’t built for it,” Rickard states, identifying a critical misalignment between individual capability and environmental structure.

Rickard’s 6-Step System for Enhanced Effectiveness

To combat this, Rickard outlines a systematic approach. The first step involves batching communications, suggesting checking inboxes only twice daily for limited durations to avoid constant interruptions. Following this, he advocates for dedicated weekly planning sessions.

Planning and Deep Work

Rickard’s system places significant emphasis on proactive planning and the protection of focused work time. He recommends dedicating 30 minutes each Sunday to plan the upcoming week, with a directive to theme each day around key priorities and allocate 80% of time to quarterly goals. Furthermore, protecting “deep work” is paramount.

“90-minute morning blocks, zero notifications. Four sessions weekly, non-negotiable. One critical deliverable done each day.”

This structured approach to deep work, as detailed by Rickard, aims to ensure that significant, impactful tasks are consistently completed.

Auditing Meetings and Prioritizing Health

Another crucial element of Rickard’s framework is the weekly audit of meetings. He advises executives to review their calendars every Friday, identifying and subsequently canceling or delegating low-return commitments. Rickard suggests a goal to “Cut total meeting hours by 30%,” thereby freeing up valuable time. Equally important, he stresses the need to schedule personal health activities with the same rigor as business meetings.

“Block sleep, workouts, and meals like meetings. Aim for 7 hours, 3 sessions weekly. Zero skipped meals on weekdays.”

This integration of health into the weekly schedule underscores Rickard’s belief that well-being is fundamental to sustained productivity.

Daily Review and Adjustment

The final step in Rickard’s system is a daily review and adjustment process. He recommends spending 15 minutes at the end of each day to log accomplishments and identify areas for improvement, ensuring the plan for the next day is finalized by 6 p.m.

“You’re paid for your judgment. Protect the hours that produce it.”

This closing thought encapsulates Rickard’s central thesis: that strategic time management is essential for executives to leverage their judgment and deliver maximum value.