Behind the Desk: The Hidden Chaos of a Manager’s Daily Routine

This article is guest written by Ashish, an entrepreneur tackling workplace development challenges through Risely, an AI-copilot that helps managers and leaders build essential people skills. Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

You might know what a manager’s days look like – you might know, because you might be a manager. But for those of you who aren’t, or who need reminding of it, let me summarize it in a sentence:

Meeting one. Task two. People three. Rinse and repeat.

The schedule often competes with Gotham City when it comes to chaos. The worst days bring all of it at once – people want you to answer questions, there are emails to respond to, and to add the cherry on top of the cake, something goes bust. Yet beyond these events, which are mostly out of our control, our schedule is usually constant. A black coffee, followed by half an hour in the stand-up meeting, another few minutes to get the brain going, and so on.

For managers who can stick to a good schedule, life is, in fact, “easier.” But bad schedules wreak havoc. I have seen it happen. I have not just seen it, but I have had it happen to me back when I was new to the whole people management thing. Almost two decades have passed since then, but the day is etched clearly in my memory.

Story Time: Worst Day in My Life as a Manager

Let me tell you about my worst day when it felt like everything had fallen apart.

It all began with an urgent message that flashed on my screen, something critical that demanded my immediate attention. I barely had a moment to process the situation when, almost out of nowhere, another problem surfaced. Suddenly, I found myself hopping from one issue to the next, trying to fix things as they came up.

By midday, I was in back-to-back meetings, my inbox was flooded with emails that seemed to multiply by the minute, and I was constantly trying to do it all without letting anything slip through the cracks. Tasks that should’ve been simpler now turned into high-priority matters requiring my immediate attention.

The day just continued, and I felt like I was trying to catch up but never really getting ahead. My to-do list grew longer with each passing hour. Whenever I thought I was making progress, another urgent matter popped up.

By the time evening rolled around, I was mentally and physically drained. The day was chaotic, and its weight was overwhelming. Every decision I had to make felt like a pressure point, and no amount of planning or preparation could’ve fully prepared me for a day like this.

I know what you are wondering at this stage. “You only had one such day? You are lucky!”. Let me tell you, “NO!” I know such days hunt in packs. Rather, hoards. Let’s end our side chat and get back to the story. Where was I..?

After experiencing many such days, an epiphany struck me. This is what being a manager is. Some days are hard, and some days feel like failure. But what separates successful leaders from the rest is not avoiding bad days—it’s learning from them and moving forward.

Okay, fine. You caught me. It was not only my self-reflection but also many discussions with my mentors. Now, can we get back to the story, please?

Let’s be real: being a manager isn’t easy. When I first started, I thought being a good leader meant doing everything myself, solving every problem, and staying on top of every little detail. But that approach? It’s a one-way ticket to burnout.

Over time, I realized that success isn’t about working harder but working smarter. The best managers and founders I’ve met don’t just “wing it” every day. They build habits that help them stay focused, make better decisions, and create a culture where their team can thrive.

I’ve learned (sometimes the hard way) that small habits – like delegating effectively, tackling conflicts head-on, and prioritizing the right tasks – make a huge difference. I’m sharing some habits that have transformed how I work and lead.

If you’ve ever felt overwhelmed or stuck in the daily chaos, these might help you turn things around.

Hand Over Non-urgent, Non-important Tasks to Others

Some managers cling to tasks, convinced they can only do them right. Others distribute work effortlessly, ensuring their teams take ownership.

Bad habit: Doing everything yourself because it feels “faster” or “easier.” It leads to burnout and an underutilized team.

Better habit: Making delegation part of your daily routine, analyzing tasks, matching them to the right people, and following up on them. It builds trust, improves team efficiency, and allows

How Can You Build the Delegation Habit?

You to focus on high-impact activities.

• Review your to-do list each morning and highlight tasks that can be delegated.
• Communicate clear expectations and deadlines.
• Use tools to track delegated work without unnecessary chaos.
• Encourage team members to take initiative and get solutions instead of waiting for you to act upon them.

Pssst: I do this sometimes even with urgent and important tasks, too!

Turn Tough Conversations into Team Wins

Conflict is inevitable. The real issue is how to resolve it effectively. For many managers, avoiding conflict becomes an unhealthy habit.

Bad habit: Ignoring tension, avoiding tough conversations, or letting office politics take over. It leads to unresolved issues, decreased motivation, and hampered productivity.

Better habit: Addressing conflicts early, having open discussions, and using a feedback system. These strengthen relationships and team building and prevent minor issues from growing.

How Can You Build the Conflict-Resolution Habit?

• When conflict arises, take a breath and focus on solutions.
• Make feedback a routine part of team meetings to have open communication.
• Create a safe space for employees to voice concerns before they become bigger issues.

How to Stay on Top of Your To-Do List?

Every manager faces a flooded inbox, last-minute requests, and shifting priorities. What is the difference between feeling overwhelmed and staying efficient? The habit of prioritization.

Bad habit: Jumping from one urgent task to another without a clear strategy. It leads to constant stress, unfinished projects, and procrastination.

Better habit: Using structured prioritization methods like time-blocking or the Eisenhower Matrix to separate the urgent from the important creates clarity, reduces stress, and allows for deep, focused work.

How Can You Build the Prioritization Habit?

• Begin each day by identifying your key priorities and what truly needs your attention.
• You can use the tools to streamline daily tasks, track habits, and optimize productivity by creating personalized routines and setting reminders.
• Schedule “focus blocks” on your calendar for deep work.
• Reflect at the end of the day to adjust your priorities for tomorrow.
• Minimize distractions by setting specific “email-checking” times to avoid getting caught up in your inbox.

There’s more to it. Let’s explore how your routines form a bit further.

4 Ways to Improve Your Daily Schedule as a Manager

Let me warn you: Noting down the habits of an ideal manager is not the solution.

It's just the beginning of a longer process. We can fool ourselves into thinking that we did something by reading about good habits, or we can really build them into our schedule.

James Clear's hyper-popular book Atomic Habits offers a simple yet effective framework to get good habits going. He mentions four principles of habit formation that I have experienced and utilized (either consciously or unconsciously) myself:

1. Make it obvious (cue)
2. Make it attractive (craving)
3. Make it easy (response)
4. Make it satisfying (reward)

So, for instance, if I want to help my younger self, I will look into ways of delegating things across my team. Now, I know I am not completely sold on the idea, so I will start by making it obvious.

Whenever I add something new to my task list, I verify the task to check whose abilities are best suited to it and what level of importance and urgency it carries. For full safety, I will add "What can I delegate today?" to my to-do list.

That's step one. Next, to make it attractive, we need a mindset shift. What outcome will I get if I delegate more? I will surely have less work, hah! But there has to be more to it, something that guarantees safety. In the long term, my team will be independent, and my people will grow. That would be amazing.

The third step calls for clarity. I shied away from the delegation because it took a lot of time to explain things, and I forgot if someone came back with questions. So, instead of overthinking it,

I will recommend three straight steps:

• What? (Clearly define the task)
• Who? (Assign the best person for it)
• How? (Give a quick briefing, set expectations, and provide support)

This way, I will know what to do for every task I want to delegate.

Now, the last step calls for reflection on what we got, i.e., the reward. What did delegation help me with? It freed up my time, and I could focus more on my team's strategic aspects. Moreover, my team members were really proud of themselves for completing the task on their own; they said they wanted to learn further.

Over time, these small steps compound into a habit of effortless and effective delegation. This then shows up in my schedule, too, in the form of the early morning questions, the office hours with team members, and the space available for strategic focus. Over time, my score on the delegation skill assessment will rise, and I will be more confident in my ability to lead others.

Wrapping Up

As a manager, the habits you build every day shape how you lead. Focusing on the right habits brings clarity and structure, even during chaotic moments.

Don’t fall into the trap of doing everything yourself. Delegate tasks to the right people—it’ll lighten your load and empower your team. It also builds trust and helps you focus on what matters most. Conflicts are inevitable, but handling them early is key. Address issues head-on to maintain a positive and productive environment.

Time management matters, too. Use methods like time-blocking or the Eisenhower Matrix to prioritize tasks and focus on what truly matters. Lastly, leverage tools to streamline work. Project management apps or AI can help you save time so you can focus on strategy and team growth.

Being a great manager is about building habits to handle challenges effectively. Focus on these habits, and your leadership and your team will thrive.

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