The Time Management Matrix for Navigating Life

On the Franklin Planner Podcast, co-hosts George Wright III and John Harding discuss an upcoming magazine article co-written with CEO Bob Sumbot titled “Why Quadrant Two Thinking on Paper Matters More Than Ever,” focused on Steven R. Covey’s Time Management Matrix. They describe how constant digital interruptions—often 50+ a day with 20+ minutes to refocus—create decision fatigue, overwhelm, and diminished cognitive capacity, even from a phone’s mere presence.

Harding explains the four quadrants (urgent/important crises; not urgent/important planning, relationships, growth, renewal; urgent/not important interruptions and others’ priorities; not urgent/not important time-wasters) and argues that leadership and effectiveness come from living in Quadrant 2. They emphasize paper planning and the Franklin Planner system as tools that reduce distraction, deepen thinking, and help individuals and teams align personal mission and values with organizational goals through weekly and daily planning. 

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Episode Timeline

02:12 Why Distraction Wins 

03:24 Overwhelm and Interruptions 

04:37 Time Matrix Explained 

06:58 Quadrants One Three Four 

09:07 Quadrant Two Leadership 

12:44 Paper Beats Digital 

16:47 Weekly Daily Practice 

22:12 Teams Alignment and Goals 

26:38 Invitation and Wrap Up 

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Episode Transcript

George Wright III: All right, welcome back to the Franklin Planner Podcast. My name is George Wright III, I’m your co-host here with my co-host, John Harding, board member and owner at Franklin Planner. How are you doing, John?

John Harding: George, I’m doing great. It’s a privilege to be with you. We’re working on leading your life.

George: We have so many things going on. I’m really excited to do this episode, though, because in our last episode, we talked about the membership program, and you touched a bit on Time Matrix, and this is one of the things people ask us about all the time. So if you are a productivity nut, you’re trying to lead your life, you’re trying to really create intentionality in your life, the Time Matrix is one of those topics that you’re gonna want to take some notes on, right?

John: Yeah, it’s a mindset. I mean, everything we talk about always has a mindset or how you view things, right? Kind of the way you look at it. This is such a powerful growth mindset and a way to navigate your life.

A Deep Dive into the Franklin Planner: Lead Your Life Magazine

George: Yeah, and I, one of the— Just for the listeners—and by the way, if this is your first time listening, I want to make sure that you follow the show, because we have some really good stuff that’s going to be coming out and we want you to not miss any episodes, any of the information we’re gonna be bringing, the speakers, the guests—but today, we have a new magazine coming out, and there’s an article in there that Bob wrote and that you guys have collaborated on that I wanted you to come and speak to, because it’s all about the Time Matrix and productivity. And so let’s talk a little bit about it. Tell us about what the article is, just so we get a high level of what we’re going to be talking about.

Based on research by the Franklin Planner CEO

John: Well, we’ll give Bob some legit credit on this. He’s our CEO and chairman of the board. He said to me, “Hey, this is huge. I want us to write about this.” And so he kind of gave me an outline. We worked on it together. But it’s powerful, and it’s titled, “Why Quadrant II Thinking on Paper Matters More Than Ever.” And I’d like to explain that. I’d like to refer to the article, George—

George: Yes.

John: —and see if we can just work our way through it. I wish Bob was here, but he gave us the—you know, the approval to move ahead.

A world full of distractions

George: Yeah, you guys have been together a long time, but it’s all set up around this idea of “We are in a world full of distractions.” So let’s talk a little bit about why you guys wanted this information to be out and why everyone is dealing with so much distraction right now and having so much trouble.

John: Let’s do it. Let me— I’m gonna pull a few quotes from this.

George: ’Kay.

John: Here’s something that we say right in the beginning. “Most people in teams”—and so think always an individual; our mission is for individuals to lead their life, but this is equally to inspire leaders to lead their team. That’s your family, that’s your team.

George: Yes.

The battle between the urgent and the important

John: It’s your organization. But: “Most people and teams don’t struggle because they lack intelligence”—even that greatness in them—“talent, or effort. They struggle,” we say here, “because the urgent relentlessly”—​ the urgent, so we’ll highlight that. Things that are urgent just push at you, and you get working on them, you respond to them, and before you know it, you know, what really matters—and we’ll title that “importance”—and what’s important gets crowded out.

There’s a ton of research out there, and we just mention a little bit. Let me give you this: “Research shows that knowledge workers experience dozens of interruptions daily, often more than fifty”—you kind of have to see if you compare to that—“coming from emails, messages, meetings, alerts, and notifications. Each interruption takes over twenty minutes on average for the brain to recover and refocus.” So it’s a cycle.

George: Well, especially with cell phones. So what is this doing to people? Like, this is not— You might just think it’s a distraction, but it’s not.

John: Yeah.

George: It’s changing your cognitive abilities, right?

John: It’s, uh, we’ve done a podcast, you and I before, where we called it “overwhelm.” Our latest, we call it a “productivity avalanche.”

George: Right.

John: But what it does is, you’re making tons of decisions, even though they might not be on important things. So you have decision fatigue. You’re also kind of covered over by information.

George: Right.

John: And all kinds of ideas, so it is exhausting.

George: So this is why in the article you lead to this idea that the Time Matrix, Time Management Matrix, is sort of a rescue for individuals and leaders, right? So what is the Time Matrix, for those that don’t know it, and can you walk us through this a little bit and why it’s such a solution?

The Time Matrix: Put First Things First

John: Absolutely. Let’s give credit to Dr. Stephen R. Covey in The 7 Habits. Habit 3, Put First Things First. Take those things that—what that means is, that are most important to you, and put those first. And in developing this, he put together a… kind of a four-box, or four quadrants, where you take kind of an x-axis and a y-axis. So for those listening that, you know, can’t see what we’re putting up, think of along the left side that goes vertical, on the lower part of that, this is the importance axis. Not Important on the bottom, Important on the top.

George: Got it.

Urgency versus importance

John: And then think across the top—or the bottom—but anyway, going horizontal. Think of “urgent.” So on the far left side would be Urgent, and then if you looked at the importance axis, it would be… Important and Urgent would be Quadrant I. To the right of that is Quadrant II, and we’re going to make a case supporting Dr. Covey that Quadrant II is where life should be planned, organized, where relationships sit. So we’ll talk about that. We’re going to focus on that Quadrant II. But I’d like to just go through the other quadrants.

George: Sure. Yeah.

John: Um, so Quadrant I, let’s just— let me give you a couple of examples.

A tool to analyze how you spend your time

George: So just— I want to just kind of restate this so I’m following you and so people that are listening. So this is really the best way for you to apply Habit 3, which is Put First Things First in a world of distraction. And if you have these four quadrants—Quadrant I, II, III, IV—it’s gonna move you between things that are important or not important, or urgent and not urgent. So now if you’ll break down those four quadrants for us, let’s talk about this so people can relate to where they’re spending most of their time. Right?

John: Right, and think of it, too, as kind of a filter, or a decision tool, or a way to almost guide your whole life. I would also say it is an unbelievable rescue for people. Like, it is oxygen. And for leaders, too. And as you think about, you know, Dr. Covey’s had this out for about forty years as well, it’s never more relevant. So just keep that in mind.

George: Right.

Quadrant I: Urgent and Important

John: So Quadrant I, upper left, this is where Urgent and Important. So think, urgent and important: crisis, deadlines, pressing problems. And you can just kind of think about that. Now, you absolutely have to live part of your life there. But the idea is to minimize that, right? And plan ahead.

George: And probably a lot of people live there. [Laughter]

John: Right.

George: Urgent and important nonstop, right?

John: Right, and, you know, you can think of positive things. “Hey, I needed to get to my child.” “We needed to help someone.” You can also think of what procrastination does to you, or not being intentional about how to lead your life.

George: Gotcha.

John: You’re going to end up there like, “Oh my gosh, what’s going on?” And that’s Quadrant I.

Quadrant III: Urgent and Not Important

Just below it, Quadrant III: Urgent and Not Important. Interruptions, distractions, other people’s priorities. You could say that this overwhelm—and what we’ve already said today on this—a lot of life is here, you know, where you— I mean, life, and digital technology particularly, does not care about your priorities. What they want is your attention.

Quadrant IV: Not Urgent and Not Important

So it’s just constant. Sometimes people we love, people we work with, that we respect, you know, not intending to harm us are always asking us. So you really— this gives you a strategy. Let me go over to the one that [Laughter]—You can just think of your own life or people around you. Quadrant IV—neither of these are, you know, high—Not Urgent and Not Important. Time-wasters, busy work, escape. And you could—

George: Scrolling social media, things like that.

John: Yeah, you could say social media is three and four: “Pushed at me, I was drawn in, then I started wasting time.” So, now let’s focus on Quadrant II.

George: But if you’re— So just real quick, so if you’re in Quadrant III and IV, you’re clearly not leading your life. You know? You are either responding to all the needs of the people around you, or you’re wasting time as well. And our goal with our podcast, with our planner, with everything that we’re talking about is to get people out of those quadrants into Quadrant II, right?

Quadrant II: Important but Not Urgent

John: Exactly. So Quadrant II, you could say, is where leadership lives.

George: ’Kay.

John: Quadrant II is where success lives. Quadrant II is where you want to be.

George: ’Kay.

John: And so what is that? That is not urgent, again, and important. Here are some things that you’ll see are there: planning, preparation, relationships, growth, renewal, you know, taking time. And I think, too, it’s— This is a place of inspiration. This is a place where the greatness in you, you start to think about where you take time. That could be with somebody or by yourself. You know? There’s lots of investing happens in Quadrant II, whether that’s in your own skills or in relationships or, you know, in your education. So, let’s just—

“Where true leaders live”

George: Well, and you kind of put in the article that this is the heart of effectiveness, right? So this is where true leaders live. This is where you live when you are leading your life. You’re dealing with things that are not urgent.

John: No, absolutely.

George: But they are important.

John: I’m going to refer to the article here for a second, and then I’m going to come back and…

George: Nice.

The Parable of the Golden Goose

John: …connect with what you said. They’re very specific to individuals and leaders because you think of any team you’ve been a part of, or any organization; I’d like you to think of this in both areas, George. “Covey taught that the objective of Quadrant II management is to lead life from a center of sound principles, guided by a clear personal mission, while balancing Production (the outcome or results you’re working toward)”—sometimes people refer to this… In Dr. Covey, you know, the parable of the golden goose.

The farmer had this goose, and it laid a golden egg and he couldn’t believe it. It was real. And he just wanted more and more. And then he—hard to believe, but he killed the goose. And, oh my gosh, he wanted to get into the goose to get the golden eggs. Anyway, the goose—our health, our planning, sometimes a company could say, “Hey, we need to build the strength of this company so it will generate profit.” Profit would be production, and that production capability is built in Quadrant II.

The consequences of neglecting Quadrant II

When people neglect Quadrant II, there are some pretty serious consequences. We talked about earlier, “Oh,” you know, “you’re interrupted,” or “your time is wasted,” but eventually people can pay a serious health price there. Or a lack of success, broken relationships, and diminished creativity, and just overall, it doesn’t match, you know, a very intentional, well-led life.

George: Well, and you usually get to a point where, when those things start to present themselves, you’ve been there a little too long. Um, you know, when you have the challenges and the problems in your relationship, your health, your wealth, everything, because you haven’t been focused on what’s important.

John: Right.

Paper Planning is Key

George: And so the Time Matrix here is a good visual way of understanding where you’re spending your time—’cause obviously if we’re great leaders and leading our life, we’re intentional—and what you need to do. How do we… How do we move out of the quadrants, the wrong quadrants, and move into Quadrant II? And if people are dealing with things— You know, one of the things we talk about is paper. What does that do for us? So, how do people now graduate and move and stay in Quadrant II? How do they do that?

John: No, that’s a great point. And this, the title of this— And when Bob came to me, you know, he had a lot of research, and we did more, but forty years we’ve been working on this. And there’s this digital technology that we know—about phones and apps and things—and then there is the technology that’s incredibly powerful of paper planning and, really, what’s inside you. And Bob really wanted to try and bring this out, and I think we’ve done that.

Your memory and thinking improve

Paper is a huge thing. And it’s not just the paper; it’s putting, you know, in your hand a writing instrument. There’s a lot of brain science around how that activates a broader set of neural network where your memory and the depth of your thinking improves. There’s a lot that goes into that. So, that science, that brain science is, when we say paper, we mean getting the most out of you.

George: Yeah.

John: And getting deeper, slowing down and going deep enough. So digital tools, you know, push that out. AI tools kind of take away some of your thinking. Now, there’s some powerful stuff there.

Digital tools pull you away from Quadrant II

George: Yeah, it’s interesting you said that, because most people think of digital tools as ways to increase their productivity, and yet they’re pulling you away from Quadrant II.

John: Right.

George: And so if you’re trying to anchor yourself into Quadrant II paper systems, the planner system, these are the things that help to anchor your attention, right?

John: Oh, exactly. And I’m gonna give you some quotes here to think about. You want the powerful technology and tools we have to be your servant.

George: Right.

John: Not your master, right? “The digital world is built on interruption. Paper is built for intention, meaningful thought and planning, inspired creation, and goal setting. [Paraphrasing] It’s also a safe place to do deep work and to concentrate on the things that are important and successful.” So as you think about that, let me give you a bullet list. “Paper does not buzz. Paper does not interrupt. Paper creates space. Paper cannot be hacked.”

Paper planners are technology

And then I already mentioned the neuroscience. But this “creates a physical environment of reflection” and really draws out of you the brilliance that’s in you, the leader that’s in you, the greatness that is in you. And so paper has a huge role. We connect that to the Franklin Planner; you know, paper-based technology. Sometimes people—you say tech…

George: Yeah.

John: …and people think digital, but technology is—

George: Is a framework.

John: Yeah, is a framework, a set of principles and actions, and the planner anchors, you know?

George: You know, I never thought of it that way, because… Um, I mean, I have, obviously recently. [Laughter] Um, but, you know, when you’re being distracted, you think about it like, “Man, it’s gonna slow me down.” You know, this planner system, for example: “It’s not gonna help me manage as many tasks.” Like, this is my thought process. “It hasn’t helped. I can’t put as many things on there.”

John: Right.

George: You know, “I can’t, like, multitask with it.”

John: Or “It isn’t as fast.” Maybe it isn’t as fast.

George: Exactly. Exactly. It’s the point. The point—that’s the whole point. You have to get grounded, you’ve gotta— And so you’re right. When you have tools that anchor your attention and they don’t distract your attention, productivity increases.

John: Right.

George: Yeah.

John: Let’s kind of link together what we’ve talked about. We kind of started with, you know, this overwhelm, or this productivity avalanche. Then we outlined this Quadrant II, and we’re saying, “Hey, this is the place to be. This is the heart of effectiveness.” So again, think of this as a mental growth model, a mindset. What matters most, and ideally spending time there where you can have enough time to go deep and plan. And then we’ve talked about paper and the Franklin Planner.

Weekly and Daily Planning

George: So if that’s the case, let’s kind of bring it to kind of a weekly and daily, um, aspect for people. So how do they now begin to start applying this, and how important is this to be consistent on a weekly and daily basis?

John: So think of this—this Quadrant II, or the planner, you know, this powerful system to lead your life—think of it as you look out through the week and you plan, and then daily, you know, you kind of take it one day at a time. But you’ve looked out, so that’s really, you know, looking at— And think of the way time works. I mean, time treats us all equally. It goes by no matter what you and I do.

Prioritizing your mission

So what do we have that we can work with? We can work with the relationships we have, goals we have, and really kind of a set of events. And we can decide and prioritize. And so, well, how do we prioritize? And we prioritize based on our mission, the values that we personally hold to be important. If we’re part of a team, a family, what are those shared values? So this is really driven by what you value.

George: Yeah.

Models like the Time Matrix help you adapt while staying focused

John: What matters to you. And then if you’re part of a team and you’re trying to help others, this can be used so powerfully. So, what goes with Quadrant II, Put First Things First, is your mission, your values, and then you say— Oh, you brought up weekly and daily. So if we’ve got those anchored and we have this mindset and this mental model, we don’t… I mean, you can be going through this driving or wherever. You eventually get to where you write it down, you look at your calendar and your priorities. But as a team member at a company, you can be in a meeting and very easily use this model and, you know, say, “Hey, what are we trying to accomplish,” right? “Where are we headed? What’s,” you know, “what’s urgent and important here?”

So it really is a powerful model. Daily, you really need to be able to adapt. And so, you know, you say, “Well, I have these plans, these models.” That, daily, allows you to adapt but then go back to what’s important, what’s urgent, sort through it, and not let it control your life. You control your schedule.

Zoom in daily, zoom out weekly

George: So you can really get to a point where, if you’re grounded in this thinking process of what matters most in Habit 3 and you want to live in Quadrant II, on a weekly basis you can kind of zoom out, work on your mission, roles, goals, things that are really important to you, and then daily zoom back in and identify ways to stay focused. I really love that as far as a system. Like, you see, it really is tech, right—

John: Right.

George: —to be able to help keep your attention grounded. But it’s kind of a mindset, isn’t it? I mean, at the end of the day, what I’ve learned especially over the last little while working with you, is that the system’s a piece of it, the knowledge, the timeless principles, but it really is a mindset, a strategy, it’s a bigger role that you need to adopt into your life as an individual or a team lead, right?

Focusing on what matters most

John: It is, and, you know, I think it might be like anything, but as you look at the planner and people think about what—if they really keep coming back to “What matters to me?” if I’m an individual; and then if we’re an organization, a team, what matters. Think about this. It’s a… The Franklin Planner system and the membership that we’ve now introduced, kind of one package, this is where it’s a unifier. It unifies us around purpose. It’s also kind of a massive goal machine.

George: Yeah.

John: And then it’s also something that enables alignment.

George: I wanted to say real quick, ’cause I really think it’s important, at least from my perspective, that when you do this and you have an actual system—not distraction, a system—it allows you to not worry about whether you’re on the right track. And so you can do what you do best. Whereas when you’re dealing with digital distraction, you’re so busy managing things that you can’t focus on the most important things. But how much more productive are you in Quadrant II when you’re not worried about whether you’re on the right track and focused on the right things? So I think it’s pretty powerful.

How Smartphones Affect Cognitive Capacity

John: That’s a great point. I forgot to mention something. I wanna just say, this is research, and we’ll have footnotes and we’ll include this—

George: Okay, great.

John: —in the show notes, but when we’re talking about overwhelm and all that, this is a quote we just picked up from research. You know, it was when I was talking about twenty minutes—it takes twenty minutes to refocus. Then this is a quote from the research: “Even more concerning, studies now confirm that the mere presence of a smartphone can reduce available cognitive capacity.” Like, just—

George: Affects your mindset! Yeah.

John: “Hey, my phone is right here.” [Laughter]

George: Right. [Laughter] No, because you know what? You constantly look at it.

John: [Laughter] I couldn’t believe that.

George: How many times have you had to, like, look it up?

John: Yeah, no.

A constant timewaster

George: It’s funny because I tell people, “Do you have any idea how much you pick up your phone?” You know, iPhones track that. You can look and see how many times you’ve looked at your phone and what you’ve done, and if you look at the time, it will blow your mind. It’ll blow your mind how much time you waste of your life picking up your phone. So anyway, I love that and I do think it’s a mindset, and I think— I would like to just, you know, kinda as we wrap up here, help us to kind of pull this together and understand how this can, not only come all together, but help you literally lead your life and transform how you view time and how you view results in your life.

Calendars reign supreme

John: Oh, thank you, George. Let me bring the individual and the company together, just kind of in a summary. You know, the Franklin Planner system was never just a powerful calendar. But I always like to stop there and say, “Holy cow.” The calendar is an unbelievable creation.

George: Yeah.

John: To have days and weeks to be able to think about it, plan, prepare. So never will I minimize the power of a calendar written on a wall, and particularly when you mesh that with you. But it is a leadership system. And you mentioned it’s the combination of a mindset, a strategy, and a structure that provides people with a skill set and a pattern.

Aligning Individuals and Organizations

Now, here’s what happens with leaders and companies. So it’s been incredibly difficult for companies to really get into a person, an individual employee’s life. “Hey, how can I help you personally?” I mean, you have HR trying to provide income.

George: Right, right.

Personal priorities versus organizational priorities

John: You have a fair workplace. But the genius—actually, we’ve just discovered over time how powerful it is—of Quadrant II: this is a timeless set of principles—urgent, important, what matters to you—timeless values you have that you’ve chosen. But the power of on-the-same-page, same day in your life, where you can bring together, in a role you might have for an organization, what those priorities are along with your personal priorities for the owner or the leaders of that company.

It’s an incredible, powerful system, a leadership system, because you show respect for the individual where they can put down what matters to them, and they’re bringing together their mission, along with the mission and goals of the company. And there’s been no other setting that I’ve seen where you could really encourage that.

Make the mission statement clear

So, this is what happens, I’ll use the word “alignment”: where commitment and brilliance comes out in you when you do it personally, and comes out for the company. When individuals are clear on their personal mission statement and understand the organization’s mission, vision, values, something remarkable happens. They see alignment. They feel trusted. They offer their best thinking. And they commit with clarity and confidence, meaning there’s great unity here. And goal science and setting goals and following through on goals is an incredible solution to overwhelm. And that’s what happens in Quadrant II. So this is why Bob was so crazy excited—

George: Yes.

John: —about “Let’s share more, and share more about the technology that goes with it.” So there’s those principles, and anyway, I just, I’d like to summarize kind of with that—

George: Yeah.

John: —because this is where greatness flows outward from people, from the individual to the team, to the organization, and then, you know, has kind of a full unifying effect.

Put in Effort to See Results

George: Yeah, it is, um— I appreciate you saying it that way, because I think people that are out there listening, whether they’re individuals or leaders in organizations, they’re dealing with similar problems, but they’re trying to solve these problems of overwhelm and distraction. You know, you might be out there thinking, “I don’t have control of my schedule, my schedule controls me.” You might be thinking, “I’m dealing with all of these,” you know, “not-important, urgent things.” Maybe you’re struggling to just say, “I’m not making results happen in my life.” And it almost always comes back to where you spend your time and what matters most.

Timeless tools and principles at your disposal

So if you can use these tools, these systems, these timeless principles that are effective—I mean, we’re talking millions of people over years have been using these tools. It’s not just a great little idea. This is something that’s timeless, that if you can align around systems that can keep you focused on your attention, it is way more than a calendar, way more than a planner system, and it’s also something that will help you to create results. But you can’t just use a system unless it becomes a mindset, and a strategy, and a skill you develop.

John: Right.

George: So I like how you wrapped that all up. What would you say to individuals as we finish here? What would be your invitation to individuals? What would you say if someone—whether they’re a planner user or not—they want to get back control of not just their time, but their life? They really want to make a change. They want to adopt the mindset. What would you say to those individuals?

John: I’m super impressed with the power of these principles that are found in this Time Management Matrix. Sometimes you call it the Time Matrix, but it’s really a Lead-Your-Life Matrix, and what Stephen Covey has put together in this: put first things first, George.

John’s invitation: Decide what is truly important

And this is kind of my invitation: to think about what we’ve touched on today. Think about importance, you know, what’s important to you continually, and then kind of have an alert up. What’s urgent? How much of what happens to me during the day is truly important? And you can do that without a diagram, but then also, get this, study this. Get the book. I would invite people, everyone, to join the Lead Your Life membership, which we’ll have— we’re gonna do some stories about this, people that have done this, leaders that have done this, very specific to using this, in our behind-the-scenes part.

George: Right. Right. I love it. Great.

John: So that will be my resources, but here’s the more formal invitation.

George: Alright.

John: I’m just going to thank Bob Sumbot again. We’ll give him a little credit. This is an invitation we have at the end of this article, and it kinda just reflects, you know, in a world that just, I don’t know, literally rewards urgency, but, you know, giving attention to urgency does not reward always us.

George: No.

Be intentional about Quadrant II

John: Unless it’s of huge importance. But Quadrant II, thinking on paper, is this mindset. We just invite people almost to renew yourself, to renew your confidence, and to renew your momentum as you look at Quadrant II, as you map out what matters to you. And, you know, this is something that’s kind of been built over forty years; we have that background. Build on timeless principles, literally just use this to kind of free yourself. And when you can look at it, plan it, write it down, there’s a huge stress that goes off of you, and there’s inner peace. And as you map out your roles and you just stay focused on what’s important but have some kind of a filter like this, and just be intentional about it, you will be greatly rewarded. You will be, you know, more able to enjoy your life and succeed in whatever your goals may be.

George: I agree. I think that’s a really important invitation for people, so… Well, listen, we appreciate you being here with us today. We hope you’ve learned something. We hope— Our hope is that you’ll apply these principles, and, you know, let us know what you’re working on. Let us know what you’re struggling with. Let us know what you’re winning at. We want to celebrate some wins. I’ll go ahead and put some links in the show notes so we can link to some of the research, link to some of the training, even the article that we have for this amazing timeless principle of the Time Management Matrix.

So I look forward to having you on the podcast again, cover some deep-dive topics. John, I know we have a lot of guests that come in, but these are the things that a lot of people have been asking for. So if you’re listening to this, make sure you share this episode, make sure that you follow the show, and let us know what you’re up to. You know, hit us up on the podcast, our social media channels, and we’ll look forward to having you back with us again next week. Have a great day.

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Thank you for joining us on this Journey to create your best life and to lead your Life and Teams. Please share this show, and we look forward to the journey we will take together.  

The Franklin Planner Team