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Engagement : Trust : Culture

Capacity Model  - Time management survey

Evaluation of the Model: Red / Blue / Black Time

The model effectively encourages leaders to reflect on where they invest their time:

  • Red (Admin & Process): Often the least strategic, typically low-leverage and repetitive.
  • Blue (Management of Today): Core functional leadership–important for stability but not growth.
  • Black (Strategic Thinking for Tomorrow): Highest ROI long-term but often neglected due to immediate pressures.
  • Encourages self-awareness and prioritisation.
  • Supports a culture of accountability and delegation

Theme: “Where do I spend my time?” | Response Scale: Always / Usually / Sometimes / Rarely / Never

NOTEPlease refer to Capacity model framework

1.I spend significant time completing administrative or repetitive tasks.
Always
Usually
Sometimes
Rarely
Never
2.I personally handle tasks that could be automated or delegated.
Always
Usually
Sometimes
Rarely
Never
3.I attend meetings where my contribution is not critical to decision-making.
Always
Usually
Sometimes
Rarely
Never
4.I get caught up in solving low-impact issues rather than empowering others
Always
Usually
Sometimes
Rarely
Never
5.I respond to most emails and messages myself instead of filtering or redirecting.
Always
Usually
Sometimes
Rarely
Never
6.I regularly check in with my team on progress against current goals
Always
Usually
Sometimes
Rarely
Never
7.I am consistently involved in managing people’s tasks and deliverables.
Always
Usually
Sometimes
Rarely
Never
Capacity Model - Time management survey
8.I spend time firefighting or solving problems that reoccur.
Always
Usually
Sometimes
Rarely
Never
9.I feel responsible for maintaining the day-to-day operations.
Always
Usually
Sometimes
Rarely
Never
10.I hold people to account regularly for delivery and results.
Always
Usually
Sometimes
Rarely
Never
11.I dedicate time weekly to thinking about long-term goals and direction.
Always
Usually
Sometimes
Rarely
Never
12.I block time in my calendar for strategic planning or reflection.
Always
Usually
Sometimes
Rarely
Never
13.I make time to coach or develop emerging leaders in my team
Always
Usually
Sometimes
Rarely
Never
14.I actively challenge the status quo and encourage innovation.
Always
Usually
Sometimes
Rarely
Never
15.I review structures and processes to improve efficiency or impact.
Always
Usually
Sometimes
Rarely
Never
16.I delegate tasks effectively based on team members' strengths and growth areas
Always
Usually
Sometimes
Rarely
Never
17.My team members have clearly defined roles and responsibilities.
Always
Usually
Sometimes
Rarely
Never
18.I regularly reassess my team structure to ensure it aligns with strategy.
Always
Usually
Sometimes
Rarely
Never
19.I empower my team to make decisions without constant oversight.
Always
Usually
Sometimes
Rarely
Never
Capacity Model - Time management survey
20.I provide timely and constructive feedback to help people grow
Always
Usually
Sometimes
Rarely
Never
21.Name 3 things you could do to improve your strategic thinking time.
22.Describe what you are actively doing around your own succession planning.