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SUCCESS IS GETTING WHAT YOU NEED
Time - Time Management Daily Tips

SUCCESS IS GETTING WHAT YOU NEED

"Think of success as filling a box. You'll be finished sooner not by working harder to fill it but also by choosing a smaller box." - David Niven, in The 100 Simple Secrets of Successful People.

PRIORITIZE YOUR TO DO LIST

Then delete the bottom third, schedule time to do the top third and leave the middle third to be worked on during the week as time permits.

COST-BENEFIT ANALYSIS

Before working on a project, determine whether the results will justify the expenditure of time.

DON'T CONFUSE THE TWO

Urgent items call for immediate attention while important items deserve immediate attention.

 

DISTRACTIONS

According to Kathy Gates, in her article 7 Secrets to a Great Life, up to 75% of your mental energy can be tied up in things that are draining and distracting.

PACK RATS

If you just can't toss something for fear you may need it soon, tape a throw-out date on it - even if its two years in the future. Then swear under penalty of death that you will get rid of it then if you have still not used it.

DON'T SAW THE SAWDUST

Don't waste time re-living every mistake that was ever made. Spend the valuable time and energy deciding how you can avoid similar mistakes in the future.

DEFINITION OF INSANITY

Doing the same things over and over again but expecting different results.

IMPORTANCE OF MEAL TIME

A University of Michigan study found that more shared meals at home was the single biggest predictor of higher achievement scores and fewer behavioral problems among kids. (Toronto Star, Sunday, June 13, 2004.)

DON'T OVERWHELM YOURSELF

When you already have a full schedule, the desire to say yes should seldom outweigh the case for saying no.

DELEGATION

Henry Ford is claimed to have said, "If anyone is indispensable, fire him." A little extreme perhaps; but it does get the message across that managers who do not delegate actually impede a company's progress. One of the goals of every manager should be to train someone else to replace him or her. Failure to do this blocks the possibility for promotion at all levels of the organization, and stifles initiative. Do you have training of others, and systematic delegation as one of the performance targets of those managers reporting to you? If not, consider it.

 
 

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