TIME BLOCKING: If developing your people really is one of your top three or top five priorities, allocate and protect time in your schedule to reflect that priority. BE CLEAR ABOUT WHAT YOU ARE COMMITTING TO DO: This allows you to hold yourself accountable. You are far more likely to follow through on a commitment to deliver at least two pieces of feedback per day, as opposed to a commitment to provide your people with “more” feedback. BREAK IT INTO SMALLER CHUNKS: Anything that takes significant time or effort has a way of being squeezed out by urgent matters. By choosing something small (e.g. five minutes at the start of each meeting to provide recognition and express support), you make it harder to justify skipping it. GROUP COACHING: For some situations, you might consider providing group coaching, where you work with your team on project planning or a challenge that is common to the group. LEVERAGE YOUR TEAM: In some cases you can use the experience or expertise of team members to help others on the team who are not as strong in those areas. This creates a developmental experience for both parties. “PERIODIZE” YOUR COACHING: Periodization is a concept used in sport, in which the coach maps out the training schedule according to major and predictable events, such as competitions, high workloads, winter blues, etc. If, in your world, the workload tends to vary in a somewhat predictable pattern (e.g., busier at year-end) you might find value in planning out your formal coaching so most of it occurs when business is a little less hectic.