Assignment Deadline Quotes

Assignments without deadlines are far better at producing guilt than stimulating action.

Cherishing every moment until my child leaves home is not possible. After all, there are jobs to do, bills to pay, and deadlines to meet. There are school assignments, extracurricular activities, home duties, and volunteer duties. But there are moments in between life’s obligations when we are in the presence of our loved ones that can be made sacred.

Missed tests, deadlines, assignments – got late, stopped brushing hair and teeth … didn’t even get out of bed for days. Not a single ping on my mobile to ask if I were okay.

Assign a deadline to your biggest objectives and stick to it so they don’t become just another litany of “what ifs” and sad regrets.

Good follow-up is just as important as the meeting itself. The great master of follow-up was Alfred Sloan, the most effective business executive I have ever known. Sloan, who headed General Motors from the 1920s until the 1950s, spent most of his six working days a week in meetings—three days a week in formal committee meetings with a set membership, the other three days in ad hoc meetings with individual GM executives or with a small group of executives. At the beginning of a formal meeting, Sloan announced the meeting’s purpose. He then listened. He never took notes and he rarely spoke except to clarify a confusing point. At the end he summed up, thanked the participants, and left. Then he immediately wrote a short memo addressed to one attendee of the meeting. In that note, he summarized the discussion and its conclusions and spelled out any work assignment decided upon in the meeting (including a decision to hold another meeting on the subject or to study an issue). He specified the deadline and the executive who was to be accountable for the assignment. He sent a copy of the memo to everyone who’d been present at the meeting. It was through these memos—each a small masterpiece—that Sloan made himself into an outstandingly effective executive.

I could not deny that in this attractive city, without compelling assignments or any deadlines to reach for, all painful catalysts for growth had been eliminated, erased from my existence like the rogue lines in a sketch—the unexpected marks that make the picture’s expression passionate and real, gone now. Living here, I was growing complacent again, seduced by a stagnant state of mind I hated to indulge—

That day I learnt two lessons: a teacher who has his or her student's progress in mind is the best possible friend, because the teacher knows how to make sure that you excel. And second, there is no such thing as an impossible deadline. I have worked on many tough assignments, some of which had the country's top leaders watching over my work, but the assurance I gained in my capabilities at MIT thanks to Professor Srinivasan, helped me later in life too.

Anything Bunny wrote was bound to be alarmingly original, since he began with such odd working materials and managed to alter them further by his befuddled scrutiny, but the John Donne paper must have been the worst of all the bad papers he ever wrote (ironic, given that it was the only thing he ever wrote that saw print. After he disappeared, a journalist asked for an excerpt from the missing young scholar's work and Marion gave him a copy of it, a laboriously edited paragraph of which eventually found its way into People magazine). Somewhere, Bunny had heard that John Donne had been acquainted with Izaak Walton, and in some dim corridor of his mind this friendship grew larger and larger, until in his mind the two men were practically interchangeable. We never understood how this fatal connection had established itself: Henry blamed it on Men of Thought and Deed, but no one knew for sure. A week or two before the paper was due, he had started showing up in my room about two or three in the morning, looking as if he had just narrowly escaped some natural disaster, his tie askew and his eyes wild and rolling. 'Hello, hello,' he would say, stepping in, running both hands through his disordered hair. 'Hope I didn't wake you, don't mind if I cut on the lights, do you, ah, here we go, yes, yes…' He would turn on the lights and then pace back and forth for a while without taking off his coat, hands clasped behind his back, shaking his head. Finally he would stop dead in his tracks and say, with a desperate look in his eye: 'Metahemeralism. Tell me about it. Everything you know. I gotta know something about metahemeralism.' 'I'm sorry. I don't know what that is.' 'I don't either,' Bunny would say brokenly. 'Got to do with art or pastoralism or something. That's how I gotta tie together John Donne and Izaak Walton, see.' He would resume pacing. 'Donne. Walton. Metahemeralism. That's the problem as I see it.' 'Bunny, I don't think "metahemeralism" is even a word.' 'Sure it is. Comes from the Latin. Has to do with irony and the pastoral. Yeah. That's it. Painting or sculpture or something, maybe.' 'Is it in the dictionary?' 'Dunno. Don't know how to spell it. I mean' – he made a picture frame with his hands – 'the poet and the fisherman. Parfait. Boon companions. Out in the open spaces. Living the good life. Metahemeralism's gotta be the glue here, see?' And so it would go, for sometimes half an hour or more, with Bunny raving about fishing, and sonnets, and heaven knew what, until in the middle of his monologue he would be struck by a brilliant thought and bluster off as suddenly as he had descended. He finished the paper four days before the deadline and ran around showing it to everyone before he turned it in. 'This is a nice paper, Bun -,' Charles said cautiously. 'Thanks, thanks.' 'But don't you think you ought to mention John Donne more often? Wasn't that your assignment?' 'Oh, Donne,' Bunny had said scoffingly. 'I don't want to drag him into this.' Henry refused to read it. 'I'm sure it's over my head, Bunny, really,' he said, glancing over the first page. 'Say, what's wrong with this type?' 'Triple-spaced it,' said Bunny proudly. 'These lines are about an inch apart.' 'Looks kind of like free verse, doesn't it?' Henry made a funny little snorting noise through his nose. 'Looks kind of like a menu,' he said. All I remember about the paper was that it ended with the sentence 'And as we leave Donne and Walton on the shores of Metahemeralism, we wave a fond farewell to those famous chums of yore.' We wondered if he would fail.

Also as in natural settings, in workplaces without well-defined processes, energy minimization becomes prioritized. This is fundamental human nature: if there’s no structure surrounding how hard efforts are coordinated, we default to our instinct to not expend any more energy than is necessary. Most of us are guilty of acting on this instinct when given a chance. An email arrives that informally represents a new responsibility for you to manage; because there’s no formal process in place to assign the work or track its progress, you seek instead the easiest way to get the responsibility off your plate—even if just temporarily—so you send a quick reply asking for an ambiguous clarification. Thus unfolds a game of obligation hot potato, as messages bounce around, each temporarily shifting responsibility from one inbox to another, until a deadline or irate boss finally stops the music, leading to a last-minute scramble to churn out a barely acceptable result. This, too, is obviously a terribly inefficient way to get work done.

In the meantime, Marlboro Man was working his fingers to the bone. To prepare for our three-week honeymoon to Australia, he’d rearranged the schedule of many goings-on at the ranch, compressing a normally much longer shipping season into a two-week window. I could sense a difference in his work; his phone calls to me were fewer and farther between, and he was getting up much earlier than he normally did. And at night, when he did call to whisper a sweet “good night” to me before his head hit the pillow, his voice was scratchy, more weary than normal. He was working like a dog. In the midst of all of this, the deadline for our collage assignment loomed. It was Monday evening before our Tuesday get-together with Father Johnson, and I knew neither Marlboro Man nor I had gotten around to our respective collages. There was just too much going on--too many cows, too many wedding decisions, too many cozy movies on Marlboro Man’s tufted leather couch. We had way too much romance to take care of when we were together, and besides that, Father Johnson had explicitly told us we couldn’t work on the collages in each other’s presence. This was fine with me: sitting upright at a table and cutting our magazine photos was the last thing I wanted to do with such a fine specimen of a human. It would have been a criminal misuse of our time together.

Metahemeralism. Tell me about it. Everything you know. I gotta know something about metahemeralism." "I'm sorry. I don't know what that is." "I don't either," Bunny would say brokenly. "Got to do with art or pastoralism or something. That's how I gotta tie together John Donne and Izaak Walton, see." He would resume pacing. "Donne. Walton. Metahemeralism. That's the problem as I see it." "Bunny, I don't think "metahemeralism" is even a word." "Sure it is. Comes from the Latin. Has to do with irony and the pastoral. Yeah. That's it. Painting or sculpture or something, maybe." "Is it in the dictionary?" "Dunno. Don't know how to spell it. I mean" — he made a picture frame with his hands — "the poet and the fisherman. Parfait. Boon companions. Out in the open spaces. Living the good life. Metahemeralism's gotta be the glue here, see?" And so it would go on, for sometimes half an hour or more, with Bunny raving about fishing, and sonnets, and heaven knew what, until in the middle of his monologue he would be struck by a brilliant thought and bluster off as suddenly as he had descended. He finished the paper four days before the deadline and ran around showing it to everyone before he turned it in. "This is a nice paper, Bun — ," Charles said cautiously. "Thanks, thanks." "But don't you think you ought to mention John Donne more often? Wasn't that your assignment?" "Oh, Donne," Bunny had said scoffingly. "I don't want to drag him into this." Henry had refused to read it. "I'm sure it's over my head, Bunny, really," he said, glancing over the first page. "Say, what's wrong with this type?" "Tripled spaced it," said Bunny proudly. "These lines are about an inch apart." "Looks kind of like free verse, doesn't it?" Henry made a funny little snorting noise through his nose. "Looks kind of like a menu," he said. All I remember about the paper was that it ended with the sentence "And as we leave Donne and Walton on the shores of Metahemeralism, we wave a fond farewell to those famous chums of yore.

James is scared about his work. Every time he finishes a piece, he's scared he won't get another one. When he gets another assignment (he always does, but it doesn't make any difference), he's scared he won't make the deadline. When he makes the deadline, he's scared his editor (or editors-there are always faceless editors lurking around in dark little offices at magazines), won't like the piece. When they like the piece, he's scared that it won't get published. When it does get published, he's scared that no one will read it or talk about it and all his hard work will have been for nothing. If people do talk about it (and they don't always, in which case he's scared that he's not a great journalist), he's scared that he won't be able to pull it off again.

It is imperative that your work habits from school do not make their way into your book writing process. I am talking about the practice of typing the last words just before the deadline every time you would hand in an assignment, a paper, or even a thesis. Your book needs time to mature, and you must allow yourself the luxury of rewriting and editing until you are satisfied.

Fourth, I paid attention to every detail I could while working on my cases. I found that one of the most ironic facets of the law is that the correct answer to a problem often rests on small legal nuances and factual details. The presence or absence of a particular fact can frequently make or break the case. The senior attorney I worked for, Brad, was extremely adept at assimilating large amounts of information quickly, paying close attention to details, and using his mastery of them to weave brilliant defenses. His ability to identify the most critical of details while constructing solid defenses always impressed me, and I tried to emulate that particular skill. Fifth, I was conscientious about creating good first impressions. As I later learned, lawyers who work with new summer and permanent associates virtually always form quick conclusions about them, and give “hallway evaluations” to other lawyers in the firm. I often heard about or participated in these hallway evaluations, and know that even one negative impression can have a devastating impact. In general, young attorneys who get a reputation for sloppy work – earned or unearned – have a very steep climb up the law firm ladder. Sixth, I was vigilant about meeting deadlines, every time. This meant I had to carefully plan ahead, since partners, colleagues, clients, courts, and other parties often rely on assignments and legal services to be performed by a certain time. With the workload I had, and the interruptions I faced, of course this wasn’t always possible, and in those situations I found the best route wasn’t just to tough it out, but rather let the supervising attorney know as early as possible if I couldn’t meet a deadline. I learned this lesson the hard way. My first assignment as a summer associate was to research whether we could squeeze one of our clients into an exception to a well-settled legal doctrine. The senior attorney who gave me the assignment asked me to research the issue and then get back to him by Friday afternoon. I just didn’t feel comfortable with my research when Friday afternoon came around, and decided to buy some additional time by letting him contact me. He didn’t try to reach me Friday afternoon, so I took advantage of that and submitted the assignment on Monday. The incident later came back to haunt me, though, because in his evaluation of my work for my midsummer review, he mentioned that I didn’t report to him by the established deadline.

Articulate each meeting’s purpose (Making an announcement? Delivering a report?). Terminate the meeting once the purpose is accomplished. Follow up with short communications summarizing the discussion, spelling out new work assignments and deadlines for completing them. General Motors CEO Alfred Sloan’s legendary mastery of meeting follow-up helped secure GM’s industry dominance in the mid-twentieth century.

But our focus center does get turned on at times. It gets turned on by : 1. Things that happen to be of personal interest to us. I have no interest in taxes and bookkeeping. It’s very hard for me to get the taxes done. But I’m interested in writing, and I can do that, at least once I can get started. 2. Something that is novel to us. So I get excited when someone takes me bowling for the first time and shows me how to do it. I want to go out and buy a ball and some good bowling shoes, and I’m bowling every night for a month, and then I’m done. The expensive ball and shoes go in the back of the closet, and I’m off on some other new obsessive interest, probably also temporary, because nothing can stay new, novel, for very long. 3. Something that is a challenge. When I take something as personally challenging, I want to master it, or I want to show that I can do it better than someone else. And of course, once I’ve mastered it, it not only is no longer novel but it’s no longer a challenge. So then I lose interest, and the focus is gone. 4. Something with an immediate deadline, with heavy consequences. That’s why we can finally get around to doing the assignment the night before it’s due. We stay up all night and very likely we even do a good job. And if it doesn’t go so well, still we can protect our self esteem by saying, “Well, I only got to it at the last moment.

Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic. It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines. How can project management software help you? Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company. Here is a list of 5 key benefits to project professionals and organizations in using project management software: 1. Enhanced planning and scheduling Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily. Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software. 2. Better collaboration Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources. A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes. 3. Effective task delegation Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow. 4. Easier File access and sharing Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team. 5. Easier integration of new members Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project. Takeaway Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.

Who are we, the people who have ADHD? We are the problem kid who drives his parents crazy by being totally disorganized, unable to follow through on anything, incapable of cleaning up a room, or washing dishes, or performing just about any assigned task; the one who is forever interrupting, making excuses for work not done, and generally functioning far below potential in most areas. We are the kid who gets daily lectures on how we’re squandering our talent, wasting the golden opportunity that our innate ability gives us to do well, and failing to make good use of all that our parents have provided. We are also sometimes the talented executive who keeps falling short due to missed deadlines, forgotten obligations, social faux pas, and blown opportunities. Too often we are the addicts, the misfits, the unemployed, and the criminals who are just one diagnosis and treatment plan away from turning it all around. We are the people Marlon Brando spoke for in the classic 1954 film On the Waterfront when he said, “I coulda been a contender.” So many of us coulda been contenders, and shoulda been for sure. But then, we can also make good. Can we ever! We are the seemingly tuned-out meeting participant who comes out of nowhere to provide the fresh idea that saves the day. Frequently, we are the “underachieving” child whose talent blooms with the right kind of help and finds incredible success after a checkered educational record. We are the contenders and the winners. We are also imaginative and dynamic teachers, preachers, circus clowns, and stand-up comics, Navy SEALs or Army Rangers, inventors, tinkerers, and trend setters. Among us there are self-made millionaires and billionaires; Pulitzer and Nobel prize winners; Academy, Tony, Emmy, and Grammy award winners; topflight trial attorneys, brain surgeons, traders on the commodities exchange, and investment bankers. And we are often entrepreneurs. We are entrepreneurs ourselves, and the great majority of the adult patients we see for ADHD are or aspire to be entrepreneurs too. The owner and operator of an entrepreneurial support company called Strategic Coach, a man named Dan Sullivan (who also has ADHD!), estimates that at least 50 percent of his clients have ADHD as well.

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procrastinators enjoy themselves rather than working at assigned tasks, until the rising pressure of imminent deadlines forces them to get to work.

Metahemeralism. Tell me about it. Everything you know. I gotta know something about metahemeralism." "I'm sorry. I don't know what that is." "I don't either," Bunny would say brokenly. "Got to do with art or pastoralism or something. That's how I gotta tie together John Donne and Izaak Walton, see." He would resume pacing. "Donne. Walton. Metahemeralism. That's the problem as I see it." "Bunny, I don't think "metahemeralism" is even a word." "Sure it is. Comes from the Latin. Has to do with irony and the pastoral. Yeah. That's it. Painting or sculpture or something, maybe." "Is it in the dictionary?" "Dunno. Don't know how to spell it. I mean" — he made a picture frame with his hands — "the poet and the fisherman. Parfait. Boon companions. Out in the open spaces. Living the good life. Metahemeralism's gotta be the glue here, see?" And so it would go on, for sometimes half an hour or more, with Bunny raving about fishing, and sonnets, and heaven knew what, until in the middle of his monologue he would be struck by a brilliant thought and bluster off as suddenly as he had descended. He finished the paper four days before the deadline and ran around showing it to everyone before he turned it in. "This is a nice paper, Bun — ," Charles said cautiously. "Thanks, thanks." "But don't you think you ought to mention John Donne more often? Wasn't that your assignment?" "Oh, Donne," Bunny had said scoffingly. "I don't want to drag him into this." Henry had refused to read it. "I'm sure it's over my head, Bunny, really," he said, glancing over the first page. "Say, what's wrong with this type?" "Tripled spaced it," said Bunny proudly. "These lines are about an inch apart." "Looks kind of like free verse, doesn't it?" Henry made a funny little snorting noise through his nose. "Looks kind of like a menu," he said. All I remember about the paper was that it ended with the sentence "And as we leave Donne and Walton on the shores of Metahemeralism, we wave a fond farewell to those famous chums of yore.

How to Pass 10th & 12th Class from Nios Open school in gurugram, sohna, manesar To pass 10th and 12th class from an open school, you can follow these general steps: Choose a recognized open school: Research and identify a recognized open school or board in your country or region that offers the 10th and 12th class examinations. Some well-known open school boards include the National Institute of Open Schooling (NIOS) in India and the Open Schooling System in many countries. Enroll in the open school: Contact the open school or board and inquire about the enrollment process. They will provide you with the necessary information and forms to complete the registration. Typically, you will need to submit personal details, educational history, and any required documentation. Understand the curriculum: Obtain the curriculum and syllabus provided by the open school for the 10th and 12th classes. Familiarize yourself with the subjects and topics that you will be studying. It’s important to understand the course requirements to plan your studies effectively. Self-study and prepare: Since open schools provide flexibility, you will primarily be responsible for self-studying. Create a study schedule and allocate sufficient time to each subject. Utilize textbooks, online resources, and study materials provided by the open school. Take advantage of any tutoring or coaching options available to you. Attend contact classes (if available): Some open schools offer optional contact classes or tutorials to provide additional support to students. These classes are conducted by experienced teachers who can clarify doubts and provide guidance. If such classes are available, consider attending them to enhance your understanding of the subjects. Complete assignments and practicals: Open schools often require students to complete assignments, projects, and practical examinations alongside the theoretical exams. Pay attention to the guidelines provided by the open school and complete these tasks within the given deadlines. Take the examinations: Open schools have their own examination schedules. Register for the exams as per the instructions provided by the open school. Adhere to the examination timetable and make sure to reach the examination center on time. Prepare well and give your best during the exams. Results and certification: After the completion of exams, the open school will announce the results within a specific timeframe. Once you pass the exams, you will receive a passing certificate or mark sheet from the open school board. This certificate is recognized and holds the same value as certificates obtained from traditional schools. Remember, the specific process may vary depending on the open school or board you choose. It is important to closely follow the guidelines and instructions provided by the open school throughout the process. Contact for Admission: For more information for admission & and guidance please contact us on +91 9716451127, 9560957631

When delegating responsibilities, always assign tasks to a single owner with a clear deadline. Only then will people feel responsible for getting things done.

The double diverge-converge process is quite effective at freeing designers from unnecessary restrictions to the problem and solution spaces. But you can sympathize with a product manager who, having given the designers a problem to solve, finds them questioning the assignment and insisting on traveling all over the world to seek deeper understanding. Even when the designers start focusing upon the problem, they do not seem to make progress, but instead develop a wide variety of ideas and thoughts, many only half-formed, many clearly impractical. All this can be rather unsettling to the product manager who, concerned about meeting the schedule, wants to see immediate convergence. To add to the frustration of the product manager, as the designers start to converge upon a solution, they may realize that they have inappropriately formulated the problem, so the entire process must be repeated (although it can go more quickly this time). This repeated divergence and convergence is important in properly determining the right problem to be solved and then the best way to solve it. It looks chaotic and ill-structured, but it actually follows well-established principles and procedures. How does the product manager keep the entire team on schedule despite the apparent random and divergent methods of designers? Encourage their free exploration, but hold them to the schedule (and budget) constraints. There is nothing like a firm deadline to get creative minds to reach convergence.

An eighteen-year-old must be able to manage his assignments, workload, and deadlines. The crutch: We remind kids when their homework is due and when to do it—sometimes helping them do it, sometimes doing it for them; thus, kids don’t know how to prioritize tasks, manage workload, or meet deadlines, without regular reminders.

1. Create intimacy: You’ll get more trust—and capture the attention of your prospects—by establishing a personal connection. Your emails should read as if one person has written it to another: one to one. This can be achieved by: using a personal, or plain-text template; using “you” instead of “we”, or “I”; telling stories; and making good use of personalization. For an even greater effect, you can add subtle personalization throughout your copy. For example: “…this is what we’ve heard from other people in [ Tampa ]”. 2. Make users feel special: On top of personalization, you can create exclusivity: “This offer is only for our most engaged users” “…it’s for early adopters” Or appeal to vanity: “Our most successful users want to feel this way…” 3. Demonstrate that you understand their reality: You can create obvious qualifications everyone wants to have assigned to themselves, for example “…people who care about maximizing their return on investment”; or “…savvy marketers”. Illustrate product benefits and value with clear examples that relate to the unique situation of your users. 4. Create urgency: As Zapier did, you can also get creative with deadlines. Use coupons with limited-time offers to accentuate the fear of missing out (FOMO)17: “Offer only available until June 4th…” “Only a few people get this plan…” 5. Use clear actions: Use a CTA that clearly establishes the next steps. Repeat it throughout the email, coming at it from different angles. Use the P.S. to attract the eye and to reinforce the action you want users to take (when appropriate). Keep your emails simple and your messaging scannable. It’s important for users to be able to get the email at a glance. Short and sweet often outperforms long and complex emails. You want a near-instant reaction from your readers. Your email has to build up to the desired action. Use copy to overcome objections, and accentuate the desire to buy or engage. A good email has to: capture attention through the subject line, personalization, or a story; build reader interest by demonstrating either the benefit or the problem; build desire to act by creating information gaps, time constraints, or the fear of missing out; and drive action through a well-timed CTA, telling users exactly what you want them to do. These are really just the four steps of the AIDA model18 (Attention, Interest, Desire, and Action) applied to email copywriting. Don’t get intimidated by copywriting. Emails that are too polished often don’t work as well. Get started crafting your own email offers. We’ll get started working on subject lines in the next chapter.

The Letter Game: Again, there is not much you have to do for this game. You tell your partner to write you a letter. The letter can be handwritten, typed, or even emailed. Give him a deadline. Tell him it must be in your hands (or in-box) by a certain day and time. Make sure he has time to write such a letter. The subject of the letter is, of course, your choice. It could be his favorite fantasy, or his deepest, darkest, fantasy. It could be a letter giving you all the reasons he can come up with that you should deny him an orgasm. That one is especially good if you want to tell him that he has convinced you that you should deny him the orgasm you promised. You can choose any subject you like. You can even give him the subject of one of your favorite fantasies and see what he does with it. Remember, just because he does what you ask does not mean you have to give him what you promised. You can always say that he did not do well enough, or that you changed your mind. Teasing games are all about winning. He wants to win in order to get an orgasm, you want to win in order to deny him one. In many cases, he will be just as happy being denied, as you are denying him. It is just the way the game is played. Just because you lose, does not mean he wins. He should understand that there are times when you, as a woman, can change your mind. The point is, he will have had fun trying to accomplish whatever task you assigned.

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

When your boss assigns you a project, take good notes and ask questions regarding anything you’re not sure about. … The key question to ask: “What are the results you’re looking for?” Be clear, too, about deadlines and who needs to be looped in on the project.

The manner in which each person perceives time and the assigned role his or her conception of time plays in governing their life is a learned perspective. Although time by definition is incremental and precise, the passage of time feels amendable to a person’s frame of mind. Time seems to either pass to quickly or pass to slowly depending upon a person’s mood, temperament, and context. Instead of regretting the passage of time, disagreeable activities and tedium spur an aversion for the methodical pace of time. Whenever a person is stuck performing distasteful tasks, one frequently wishes that time would pass more quickly. Conversely, when we are experiencing fun or working to meet a pressing deadline, we are apt to despair that time is evaporating too rapidly.

No matter how highly placed they were, they were still officials, their views were well established and well known, famous. It could have rained frogs over Tan Son Nhut and they wouldn’t have been upset; Cam Ranh Bay could have dropped into the South China Sea and they would have found some way to make it sound good for you; the Bo Doi Division (Ho’s Own) could have marched by the American embassy and they would have characterized it as “desperate”—what did even the reporters closest to the Mission Council ever find to write about when they’d finished their interviews? (My own interview with General Westmoreland had been hopelessly awkward. He’d noticed that I was accredited to Esquire and asked me if I planned to be doing “humoristical” pieces. Beyond that, very little was really said. I came away feeling as though I’d just had a conversation with a man who touches a chair and says, “This is a chair,” points to a desk and says, “This is a desk.” I couldn’t think of anything to ask him, and the interview didn’t happen.) I honestly wanted to know what the form was for those interviews, but some of the reporters I’d ask would get very officious, saying something about “Command postures,” and look at me as though I was insane. It was probably the kind of look that I gave one of them when he asked me once what I found to talk about with the grunts all the time, expecting me to confide (I think) that I found them as boring as he did. And just-like-in-the-movies, there were a lot of correspondents who did their work, met their deadlines, filled the most preposterous assignments the best they could and withdrew, watching the war and all its hideous secrets, earning their cynicism the hard way and turning their self-contempt back out again in laughter. If New York wanted to know how the troops felt about the assassination of Robert Kennedy, they’d go out and get it. (“Would you have voted for him?” “Yeah, he was a real good man, a real good man. He was, uh, young.” “Who will you vote for now?” “Wallace, I guess.”) They’d even gather troop reflections on the choice of Paris as the site of the peace talks. (“Paris? I dunno, sure, why not? I mean, they ain’t gonna hold ’em in Hanoi, now are they?”), but they’d know how funny that was, how wasteful, how profane. They knew that, no matter how honestly they worked, their best work would somehow be lost in the wash of news, all the facts, all the Vietnam stories. Conventional journalism could no more reveal this war than conventional firepower could win it, all it could do was take the most profound event of the American decade and turn it into a communications pudding, taking its most obvious, undeniable history and making it into a secret history. And the very best correspondents knew even more than that.

For people like me, who do their assignments on the very last day right before the deadline, this approach just doesn’t work.

Do you assign deadlines - a specific date rather than “by the end of the month” - to each to-do item?

Difficulty Organizing Tasks and Activities People with ADHD often do not maintain their tasks from the beginning to the end, resulting in complicating and overlapping activities. Therefore, they cannot finish a piece of work by an assigned deadline or due date. They also fail to start things on time for everyday activities, such as doing homework,