Below is a prioritization table. In the first column, list your stakeholders. Then prioritize these in terms of importance to you and your impact. Guess the amount of hours (does not have to be face to face, could also be emails, prep time, meetings, etc.) in a week you spend with each stakeholder group. How many of those hours are strategic (forward looking) or operational (get it done)?
In this table, you might see that the hours don't align to the priority, for example employees are third priority, and have many more hours than the boss, who is second priority. Maybe there are a lot of employees, and they are really the number two priority. Also, notice that the numbers of strategic hours (new sales) and operational hours (implementation) might point out that you have too much rework in your customer delivery. Could you delegate this? Could a stronger relationship with peers help mitigate this? Use this table to think through how you are spending your time and what other options could be.
You can write as many as you want. In our current lives, most of us have multiple priorities and sometimes we have so many that none of them get accomplished well(I am guilty of this). Priorities mean not only saying yes, but shedding the ones that aren't really doable (Check out the blog by Kris Taylor here). How will you learn to tell yourself the truth about your work velocity and quality?
What will you do with this information? Send an email to firstname.lastname@example.org with your action plan to drive your accountability.