{"id":125083,"date":"2026-06-01T07:21:43","date_gmt":"2026-06-01T05:21:43","guid":{"rendered":"https:\/\/premium-speakers.com\/?p=125083"},"modified":"2026-06-01T07:21:44","modified_gmt":"2026-06-01T05:21:44","slug":"time-management-was-yesterday-why-companies-need-a-new-time-culture","status":"publish","type":"post","link":"https:\/\/premium-speakers.com\/en\/magazin\/time-management-was-yesterday-why-companies-need-a-new-time-culture\/","title":{"rendered":"Time management was yesterday: why companies need a new time culture"},"content":{"rendered":"\n

Time management is one of the perennial topics in companies. Calendars are full, meetings follow one after another, and to-do lists grow faster than they can be worked through. Many leaders and teams try to counter this with better tools, clearer priorities or even more efficient routines. Yet the decisive question is not only: How can we achieve more in less time?<\/strong> It is also: How can we deal with time in a way that makes work more effective, healthier and more meaningful?<\/strong><\/p>\n\n\n\n

This is precisely where Jonas Geissler comes in. The time expert, SPIEGEL bestselling author, organisational developer and leadership coach does not see time as a scarce resource that has to be managed as tightly as possible. For him, time is a space for shaping and creating. A space for decisions, concentration, collaboration, innovation, recovery and development.<\/p>\n\n\n\n

Or to put it another way: when we talk about time, we are ultimately always talking about life. That is why it is worth mentally replacing the word time with life again and again. Suddenly, \u201cI don\u2019t have time\u201d sounds different. \u201cSaving time\u201d is no longer just about efficiency, but about the question: What do I want to use my life for?<\/p>\n\n\n\n

Why classic time management often falls short<\/h2>\n\n\n\n

Many time management approaches focus on the individual: better planning, fewer distractions, clear priorities, structured to-do lists. That is helpful \u2013 but only up to a certain point. Because time problems in companies rarely arise from poor self-organisation alone.<\/p>\n\n\n\n

The causes often lie deeper: too many coordination loops, unclear responsibilities, constant availability, a lack of focus time, overloaded meetings, short-term decisions or a corporate culture in which speed is automatically confused with performance.<\/p>\n\n\n\n

Another particularly interesting aspect is what Jonas Geissler makes visible in connection with time culture as expectation expectations<\/strong>. What this means is that we do not only respond to the actual expectations of others, but often to what we believe others expect from us. A colleague might expect a quick reply. The boss might think I need to be available. The team might assume that my participation in the meeting is a given. This creates constant internal pressure \u2013 even when the expectation has never actually been expressed.<\/p>\n\n\n\n

This is exactly how many time problems arise: people answer messages immediately, even though it would not be necessary. They sit in meetings, even though their contribution is barely needed. They fill their calendars with availability in order to show commitment. Time is not only consumed by tasks, but also by unspoken assumptions about what others might expect.<\/p>\n\n\n\n

That is why Jonas Geissler places the focus not only on the individual use of time, but also on the time culture of an organisation<\/strong>. How is time distributed? Which rhythms shape everyday work? When is speed needed \u2013 and when is conscious pausing required? Where do productive time spaces emerge, and where is time tied up by routines, structures or unspoken expectations?<\/p>\n\n\n\n

This perspective makes time management significantly more relevant for companies. It is not about squeezing even more tasks into the same working day. It is about designing work in such a way that people can think more clearly, make better decisions and perform more sustainably.<\/p>\n\n\n\n

Time is Honey: a different view of time<\/h2>\n\n\n\n

One of Jonas Geissler\u2019s central ideas is: Time is Honey<\/a><\/strong>. Time is not only money. Time is lifetime, thinking time, encounter time, development time and creative time. Anyone who looks at time exclusively through the lens of efficiency reduces it to productivity. Anyone who understands it more consciously recognises its value for quality, health, leadership and innovation.<\/p>\n\n\n\n

This change in perspective is particularly crucial in companies. Many organisations optimise processes, accelerate communication and digitalise workflows \u2013 without clarifying what the time gained should actually be used for. Is it used for better decisions? For customer relationships? For innovation? For concentrated work? Or is it immediately filled again with new tasks?<\/p>\n\n\n\n

A simple but powerful thought helps here: replace the word time with life.<\/strong> Then \u201cWe need to save time\u201d becomes the question: \u201cWhere are we taking life away from people \u2013 and where are we giving them back room to shape things?\u201d \u201cI don\u2019t have time for that\u201d becomes: \u201cI don\u2019t want to use my life for that.\u201d And \u201ctime management\u201d becomes the more conscious question of how we want to shape our work, our decisions and our collaboration.<\/p>\n\n\n\n

Jonas Geissler shows that a smart approach to time does not begin with the clock, but with attitude. Time management therefore becomes a question of leadership, culture and organisation.<\/p>\n\n\n\n

Time competence: the ability to choose the right way of dealing with time<\/h2>\n\n\n\n

Time competence does not mean filling your calendar perfectly. It means recognising different qualities of time and shaping them consciously. Not every task requires the same speed. Not every topic can be handled in the same rhythm. Not every decision becomes better simply because it is made faster.<\/p>\n\n\n\n

In practice, this means that companies need spaces for quick coordination, but also for focused work. They need clear deadlines, but also time for reflection. They need efficient processes, but also moments in which new perspectives can emerge.<\/p>\n\n\n\n

Leaders play a central role here. They shape time spaces \u2013 consciously or unconsciously. They decide whether teams work in permanent reaction mode or whether focus, trust, responsibility and self-management become possible. Strengthening time competence within an organisation creates better conditions for performance, collaboration and change.<\/p>\n\n\n\n

This also includes making expectation expectations explicit. Does every message have to be answered immediately? Who really needs to attend which meeting? Which response times make sense? Which decisions require speed, and which require maturity? Questions like these relieve teams because they make unspoken time conflicts visible and translate them into clear agreements.<\/p>\n\n\n\n

Time management in times of AI, transformation and constant change<\/h2>\n\n\n\n

The topic of time is becoming even more important because companies are under intense pressure to change. Artificial intelligence, digital tools, new working models, more complex markets and rising expectations are massively reshaping everyday work.<\/p>\n\n\n\n

At first glance, many technologies promise time savings. Processes are automated, information is processed faster, and decisions can be prepared on a more data-driven basis. But acceleration alone does not solve a time problem. On the contrary: new tools often create new coordination needs, new review processes, new communication channels and new expectations.<\/p>\n\n\n\n

Jonas Geissler makes one thing clear: when organisations become faster, they need to know even more clearly what they are using time for. Otherwise, no new freedom emerges \u2013 only new compression. That is precisely why a conscious time culture is needed, especially in transformation processes.<\/p>\n\n\n\n

Because the real question is not: How much time does AI save us? It is: What do we do with the time that could become available as a result? Do we use it for better decisions, more creative processes, more human leadership and healthier collaboration \u2013 or do we immediately fill it again with additional work?<\/p>\n\n\n\n

Jonas Geissler: time expert for talks, workshops and consulting<\/h2>\n\n\n\n

Jonas Geissler combines well-founded time research with practical organisational development. As a speaker, author, leadership coach and transformation consultant, he supports companies in looking at their approach to time from a new perspective and changing it in concrete ways.<\/p>\n\n\n\n

In his talks<\/strong>, he opens up new perspectives on time, work, leadership and future viability. Topics such as \u201cTime is Honey\u201d, \u201cTime Management\u201d, \u201cTime Culture\u201d, \u201cLeadership in Permanent Reaction Mode\u201d, \u201cAI Needs Time\u201d and \u201cTime for Innovation\u201d show why time is far more than an organisational issue in the calendar.<\/p>\n\n\n\n

In workshops<\/strong>, Jonas Geissler works with teams and leaders on concrete questions: How do productive time spaces emerge? Which meeting and communication structures provide relief? How can more focus be achieved? Which time patterns block collaboration? Where do expectation expectations prevent clear decisions? And how can an organisation shape time so that performance, health and innovation come together?<\/p>\n\n\n\n

In consulting<\/strong>, he supports organisations systemically. This involves leadership issues, organisational development, role clarification, self-organisation, change processes, innovation culture and a more conscious shaping of working time. Here, time becomes the access point for making deeper structures visible and workable.<\/p>\n\n\n\n

Which events is Jonas Geissler suitable for?<\/h2>\n\n\n\n

Jonas Geissler is suitable for a wide range of formats \u2013 from inspiring keynotes to intensive working formats with leadership teams. He is particularly suitable for:<\/p>\n\n\n\n