Deadlines Important Quotes

Nobody tells this to people who are beginners, I wish someone told me. All of us who do creative work, we get into it because we have good taste. But there is this gap. For the first couple years you make stuff, it’s just not that good. It’s trying to be good, it has potential, but it’s not. But your taste, the thing that got you into the game, is still killer. And your taste is why your work disappoints you. A lot of people never get past this phase, they quit. Most people I know who do interesting, creative work went through years of this. We know our work doesn’t have this special thing that we want it to have. We all go through this. And if you are just starting out or you are still in this phase, you gotta know its normal and the most important thing you can do is do a lot of work. Put yourself on a deadline so that every week you will finish one story. It is only by going through a volume of work that you will close that gap, and your work will be as good as your ambitions. And I took longer to figure out how to do this than anyone I’ve ever met. It’s gonna take awhile. It’s normal to take awhile. You’ve just gotta fight your way through.

I think when you’re dying you start looking for important things in the corners. You can’t let anything that seems even semi-important pass, because it passes forever. Things take on meaning.

Writing a list of your goals with a deadline is vastly important. For how does a captain know where to go without an outlined map?

Treat your relationship with your writing as an important one. Seperti hubungan kamu dengan pacar, teman-teman dan keluarga. Temukan komitmen untuk terus berjalan maju, dan tentukan target untuk tulisanmu (secara waktu, juga secara kualitas), lalu terapkan disiplin untuk mencapai deadline.

Your feelings are the utmost priority, your desires are more important than anyone else's deadline or mandate.

From: Beth Fremont To: Jennifer Scribner-Snyder Sent: Thurs, 09/30/1999 3:42 PM Subject: If you were Superman … … and you could choose any alter ego you wanted, why the hell would you choose to spend your Clark Kent hours — which already suck because you have to wear glasses and you can’t fly — at a newspaper? Why not pose as a wealthy playboy like Batman? Or the leader of a small but important nation like Black Panther? Why would you choose to spend your days on deadline, making crap money, dealing with terminally crabby editors?

There are two synergistic approaches for increasing productivity that are inversions of each other: 1. Limit tasks to the important to shorten work time (80/20). 2. Shorten work time to limit tasks to the important (Parkinson's Law). The best solution is to use both together: Identify the few critical tasks that contribute most to income and schedule them with very short and clear deadlines.

It’s important to transform distant deadlines into daily ones. Attack them bit by bit. Big tasks need to be translated into smaller ones that show up on your daily task list. The only way to walk a journey of a thousand miles is to take one step at a time.

Stress is not because of work—this is important to remember. Everybody thinks their job is stressful. No job is stressful. There are many jobs that could present challenging situations. There could be nasty bosses, insecure colleagues, emergency rooms, impossible deadlines—or you might even find yourself in the middle of a war zone! But these are not inherently stressful. It is our compulsive reaction to the situations in which we are placed that causes stress. Stress is a certain level of internal friction. One can easily lubricate the inner mechanism with some amount of inner work and awareness. So, it is your inability to handle your own system that is stressing you out. On some level, you do not know how to handle your body, mind, and emotions; that is the problem. How

Then a deadline arrives and you have to cut it short. Is shipping that important? I think it is. I think the discipline of shipping is essential in the long-term path to becoming indispensable.

As she made coffee in the kitchen and tried to spoon the frozen ice-cream from its carton without snapping the shaft off the spoon, Elizabeth was struck, not for the first time, by the thought that her life was entirely frivolous. It was a rush and slither of trivial crises; of uncertain cash-flow, small triumphs, occasional sex and too many cigarettes; of missed deadlines that turned out not to matter; of arguments, new clothes, bursts of altruism and sincere resolutions to address the important things. Of all these and the other experiences that made up her life, the most significant aspect was the one suggested by the words 'turned out not to matter'. Although she was happy enough with what she had become, it was this continued sense of the easy, the inessential nature of what she did, that most irritated her. She thought of Tom Brennan, who had known only life or death, then death in life. In her generation there was no intensity.

But once it's been agreed when that real-world decision has to happen, why make it before the deadline arrives? Why Well, it would be foolish, because if you can wait longer, two incredibly important things may happen.: You may get new information. You may get new ideas. So why would you make a decision when you don't need to?

Stress is not because of work—this is important to remember. Everybody thinks their job is stressful. No job is stressful. There are many jobs that could present challenging situations. There could be nasty bosses, insecure colleagues, emergency rooms, impossible deadlines—or you might even find yourself in the middle of a war zone! But these are not inherently stressful. It is our compulsive reaction to the situations in which we are placed that causes stress. Stress is a certain level of internal friction. One can easily lubricate the inner mechanism with some amount of inner work and awareness. So, it is your inability to handle your own system that is stressing you out. On some level, you do not know how to handle your body, mind, and emotions; that is the problem.

There was something about the possession of a book that was important to me. Owning it gave me proprietary rights on the story. It meant that I could read as quickly or as slowly as I liked. No expectations, no deadlines, no proscriptions on bent spines or crumpled pages. I was not gentle on my books. I read while I ate, I read in the bathtub. At night, I rolled over on top of my books that had fallen between the covers as I dozed. For me, the worn pages and tattered covers were a sign of devotion. Like the Velveteen Rabbit, the books I read were only real when they were loved. And I understood that love was not always gentle.

Distant deadlines discourage action.

You’re in a situation where you have two very important responsibilities that both have a deadline that is impossible to meet. You cannot accomplish both. How do you handle that situation?

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.

THE URGENCY ADDICTION Some of us get so used to the adrenaline rush of handling crises that we become dependent on it for a sense of excitement and energy. How does urgency feel? Stressful? Pressured? Tense? Exhausting? Sure. But let’s be honest. It’s also sometimes exhilarating. We feel useful. We feel successful. We feel validated. And we get good at it. Whenever there’s trouble, we ride into town, pull out our six shooter, do the varmint in, blow the smoke off the gun barrel, and ride into the sunset like a hero. It brings instant results and instant gratification. We get a temporary high from solving urgent and important crises. Then when the importance isn’t there, the urgency fix is so powerful we are drawn to do anything urgent, just to stay in motion. People expect us to be busy, overworked. It’s become a status symbol in our society—if we’re busy, we’re important; if we’re not busy, we’re almost embarrassed to admit it. Busyness is where we get our security. It’s validating, popular, and pleasing. It’s also a good excuse for not dealing with the first things in our lives. “I’d love to spend quality time with you, but I have to work. There’s this deadline. It’s urgent. Of course you understand.” “I just don’t have time to exercise. I know it’s important, but there are so many pressing things right now. Maybe when things slow down a little.

Nobody tells people who are beginners. I really wish someone had told this to me. Is that [if you are watching this video, you are somebody who wants o make videos right?] all of us who do creative work, we get into it. we get into it because we have good taste. you know what I mean? like you want to make TV, because you love TV. there is stuff you just like, love. ok so you got really good taste. you get into this thing … that i don’t even know how to describe it, but there is a gap. for the first couple of years you are making stuff, what you are making isn’t so good... ok, its not that great. it's really not that great. its trying to be good, it has ambition to be good, but not quite that good. but your taste, the thing get you into the game, your taste is still killer. your taste is good enough that you can tell what you are making is a kind of disappointment to you, you know what i mean? you can tell it is still sort of crappy. a lot of people never get past that phase. a lot of people at that point, they quit. the thing i would just like say to you with all my heart is that most everybody I know, who does interesting creative work, they went through a phase of years where they had really good taste, they could tell what they were making wasn’t as good as they wanted it to be. they knew it felt short. [some of us can admit that to ourselves, some of us less able to admit that to ourselves] we knew like, it didn’t have that special thing that we wanted it to have. [...] everybody goes through that. for you to go through it, if you are going through right now, just getting out of that phase, if you are just starting out and entering into that phase, you gotta know it is totally normal and the most important possible thing you can do is do a lot of work. do a huge volume of work. put yourself on a deadline so that every week or every month you know you’re gonna finish one story. you know what i mean? whatever its gonna be. you create the deadline. it is best if have somebody who is waiting work from you, expecting work from you. even if not somebody who pays you, but that you are in a situation where you have to turn out the work. because it is only by actually going through a volume of work that you are actually going to catch up and close that gap and the work you are making will be as good as your ambitions.

We become “possessed” by the principality and power when we internalize the spirituality of the system and the practices, beliefs, attitudes, habits, values, expectations, norms, and traditions of the system become the sources we use to form our own identity. And while the tag “possession” might seem extreme, it does help us name something more clearly, something left out of our descriptions at the start of the chapter regarding the ill effects associated with our service to the powers. Specifically, we previously noted how the powers can make us harried, stressed, and rivalrous. But it’s a bit worse than all that. It’s not just that the powers push us around from the outside with demands, deadlines, and expectations. The powers also affect (and infect) us from the inside. A focus on service— how we work and make sacrifices for the institution— tends to miss how we often internalize the spirituality of the institution, how our identity becomes formed by and fused with the institution. A focus on service and work (though important) tends to be too behavioral in nature to capture how the institution gets inside us, inhabiting our hearts and minds and affecting how we see ourselves, others, and the world around us.

Holacracy obsoletes the habit of making commitments about when you will deliver a particular project or action. In tactical meetings, for example, we capture next-actions, but do not attach deadline commitments to them. Why? As much as the practice of setting deadlines is generally recommended in today’s business world, allow me to offer a contrary view: committing to deadlines has important downsides, and using them obscures a more dynamic, reality-based approach.

It's very difficult for most people to understand how any individual can be very focused on certain tasks or can mobilize themselves to complete a task effectively under the last-minute pressure of an imminent deadline and yet be unable to force themselves to deploy these same abilities in an appropriate and timely way, especially for tasks that are obviously important. Most do not understand that when a person is faced with a task in which he has strong and immediate personal interest, either because he really enjoys it or because he fears that not doing the task will quickly bring some very unpleasant consequence, the chemistry of the brain is instantly altered to mobilize. And most don't know that this alteration of brain chemistry is not under voluntary control. ADHD clearly appears to be a problem of willpower failure, but it is actually a problem with the interacting dynamics of emotion, working memory, and the chemistry of the brain.

Every time political leaders of the world meet in those funny events called G8 or G20, the failure of political power—their lack of grasp on the future—becomes more evident. When they met in Sapporo, Hokkaido, in July 2008, and in L’Aquila in July 2009, the powerful men and women who lead the nations were supposed to make very important decisions about the crucial subject of climate change and its effects on the planetary ecosystem. But they were completely unable to say or do anything meaningful, so they have decided that, by 2050, toxic emissions will be reduced by half. How? Why? No answer. No political or technological action has been taken, no shorter deadline has been decided upon. Such a decision is like a shaman’s ritual, like a rain dance. The complexity of the problem exceeds world politicians’ powers of knowledge and influence. The future has escaped the grasp of political technique and everything has capsized, perhaps because of speed.

That constitutionally stipulated deadline of January 1, 1808, is, from our perspective, one of the most important dates in American history, signaling as it does the transformation of the United States slavery industry. For this reason, 1808 is also an essential date for understanding the making of African American culture. Kidnapped Africans had been arriving for almost two hundred years, repeatedly re-Africanizing American culture. No longer. The child was separated from the ancestors.

For the better part of my adult life I’d been making deadlines and chasing the next deal. It had been so long since I had stopped to reflect, I wasn’t sure what was important any longer. Things were moving so fast that there was no time to look below the surface. Everyone around me seemed to be operating on the same level, and it just fed on itself. We were all caught up in a whirlwind of important meetings and expensive lunches, do-or-die negotiations, lucrative deals conducted in fancy hotels with warmed towel racks and monogrammed robes.

During my 4th grade year the National Park Service announced an essay contest about the importance of parks. I was inspired by some now forgotten prize to begin writing with this contest. It seemed progress was being made as I declared that "Parks are like old photos" only to be asked to clarify – "How exactly are parks like old photos?" This question created a case of Writer's Block that extended through the essay contest deadline. Lewis Carroll was content with leaving us with "Why is a raven like a writing desk?" but I kept working on my answer. How are parks like old photos? You'll know when they are gone.

We spend most of our time seeking to become happy, as if something important needs to be found or accomplished, or otherwise added to our experience in the present moment. We're always solving problems, meeting deadlines, running errands, fulfilling desires, defending opinions, and every implied end to our efforts reveals itself to be a mirage. There is simply no resting place. In some basic sense, we never arrive, and the question of finding meaning in life is a component of this search. We want to be able to tell ourselves a satisfying story about who we've been, and who we are, and who we're becoming. Of course it makes sense to do whatever you can to secure a good life, to find satisfying work, to maintain your health, to create a happy family, but it is also terrifying to have one's wellbeing entirely depend upon the shifting sands of experience and the stories we tell ourselves. The great power of mindfulness is that it can connect you with a sense of wellbeing that is intrinsic to simply being conscious in each moment, and this is a deeper discovery than finding meaning in one's life, though it's entirely compatible with that. Through mindfulness you can discover that whatever you seek to accomplish, you can never truly become happy, you can only be happy...

Getting out of a scarcity trap first requires formulating a plan, something the scarcity mindset does not easily accommodate. Making a plan is important but not urgent, exactly the sort of thing that tunneling leads us to neglect. Planning requires stepping back, yet juggling keeps us locked into the current situation. Focusing on the ball that is about to drop makes it terribly difficult to see the big picture. You would love to stop playing catch-up, but you have too much to do to figure out how. Right now you must make your rent payment. Right now you must meet that project deadline. Long-term planning clearly falls outside the tunnel.

The European and the African have an entirely different concept of time. In the European worldview, time exists outside man, exists objectively, and has measurable and linear characteristics. According to Newton, time is absolute: “Absolute, true, mathematical time of itself and from its own nature, it flows equitably and without relation to anything external.” The European feels himself to be time’s slave, dependent on it, subject to it. To exist and function, he must observe its ironclad, inviolate laws, its inflexible principles and rules. He must heed deadlines, dates, days, and hours. He moves within the rigors of time and cannot exist outside them. They impose upon him their requirements and quotas. An unresolvable conflict exists between man and time, one that always ends with man’s defeat—time annihilates him. Africans apprehend time differently. For them, it is a much looser concept, more open, elastic, subjective. It is man who influences time, its shape, course, and rhythm (man acting, of course, with the consent of gods and ancestors ). Time is even something that man can create outright, for time is made manifest through events, and whether an event takes place or not depends, after all, on man alone. If two armies do not engage in a battle, then that battle will not occur (in other words, time will not have revealed its presence, will not have come into being). Time appears as a result of our actions, and vanishes when we neglect or ignore it. It is something that springs to life under our influence, but falls into a state of hibernation, even nonexistence, if we do not direct our energy toward it. It is a subservient, passive essence, and, most importantly, one dependent on man.

Battle: "[A battle is] a method of untying with the teeth a political knot that would not yield to the tongue." — Ambrose Bierce Battlefied results, diplomacy and: "Diplomacy has rarely been able to gain at the conference table what cannot be gained or held on the battlefield." — Walter Bedell Smith, 1954 Blockade: The use by a state or coalition of military force to prevent imports or exports from the territory of another state or coalition, a measure just short of war that leaves the actual initiation of hostilities to the decision of those being blockaded. Bluffing: Avoid deadlines and ultimata unless you mean them. Otherwise, the other side may use them against you. Blunders, bureaucratic: "In ninety-nine cases out of a hundred, when there is a quarrel between two states, it is generaly occasioned by some blunder of a ministry." — Benjamin Disraeli, 1858 Blunders, diplomatic: "Our diplomats plunge us forever into misfortune; our generals always save us." — Otto von Bismarck, c. 1850

But one can see exactly why Dr Ali is so successful - he seems to offer a solution within the individual's grasp: you may not be able to change deadlines and workloads, but you can make yourself more efficient. Ancient wisdoms can be adapted to speed up human beings: this is the kind of individualised response which fits neatly into a neo-liberal market ideology. It draws on Eastern contemplative traditions of yoga and meditation which place the emphasis on individual transformation, and questions the effectiveness of collective political or social activism. Reflexology, aromatherapy, acupuncture, massage - these alternative therapies are all booming as people seek to improve their sense of well-being and vitality. Much of it makes sense - although trips to the Himalayas are hardly within the reach of most workers and the complementary health movement plays an important role in raising people's under standing of their own health and how to look after themselves. But the philosophy of improving ‘personal performance' also plays into the hands of employers' rationale that well-being and coping with stress are the responsibility of the individual employee. It reinforces the tendency for individuals to search for 'biographic solutions to structural contradictions', as the sociologist Ulrich Beck put it: forget the barricades, it's revolution from within that matters. This cultural preoccupation with personal salvation stymies collective reform, and places an onerous burden on the individual. It effectively reinforces the anxieties and insecurities which it offers to assuage.

am indebted to a host of professionals who have influenced my concepts of love. Among them are psychiatrists Ross Campbell and Judson Swihart. For editorial assistance, I am indebted to Debbie Barr, Cathy Peterson, and Betsey Newenhuyse. The technical expertise of Tricia Kube and Don Schmidt made it possible to meet publication deadlines. Last, and most important, I want to express my gratitude to the hundreds of couples who, over the years, have shared the intimate side of their lives with me. This

General Groves contracted with dozens of companies to build the facilities at Oak Ridge and Hanford, imposing impossible deadlines that forced them to design and build simultaneously, and then begin operations even before construction was completed. General Groves would later admit, “Never in history has anyone embarking on an important undertaking had so little certainty about how to proceed as we had then.

The first thing I do is take a final look at my e-mail inbox to ensure that there’s nothing requiring an urgent response before the day ends. The next thing I do is transfer any new tasks that are on my mind or were scribbled down earlier in the day into my official task lists. (I use Google Docs for storing my task lists, as I like the ability to access them from any computer—but the technology here isn’t really relevant.) Once I have these task lists open, I quickly skim every task in every list, and then look at the next few days on my calendar. These two actions ensure that there’s nothing urgent I’m forgetting or any important deadlines or appointments sneaking up on me. I have, at this point, reviewed everything that’s on my professional plate. To end the ritual, I use this information to make a rough plan for the next day. Once the plan is created, I say, “Shutdown complete,” and my work thoughts are done for the day.

High Stakes Like Blue Bottle Coffee, you’re facing a big problem and the solution will require a lot of time and money. It’s as if you’re the captain of a ship. A sprint is your chance to check the navigation charts and steer in the right direction before going full steam ahead. Not Enough Time You’re up against a deadline, like Savioke rushing to get their robot ready for the hotel pilot. You need good solutions, fast. As the name suggests, a sprint is built for speed. Just Plain Stuck Some important projects are hard to start. Others lose momentum along the way. In these situations, a sprint can be a booster rocket: a fresh approach to problem solving that helps you escape

From: Jonathan Rosenberg Date: Thu, Aug 5, 2010 at 2:59 PM Subject: Amidst boundless opportunities, 13 PMs whiff on OKRs (names included) Product Gang, As most of you know, I strongly believe that having a good set of quarterly OKRs is an important part of being successful at Google. That’s why I regularly send you notes reminding you to get them done on time, and why I ask managers to review them to make sure all of our OKRs are good. I’ve tried notes that are nice and notes that are mean. Personal favorites include threatening you with Jonathan’s Pit of Despair in October 07 and celebrating near perfection in July 08. Over time I iterated this carrot/stick approach until we reached near 100% compliance. Yay! So then I stopped sending notes, and look what happened: this quarter, SEVERAL of you didn’t get your OKRs done on time, and several others didn’t grade your Q2 OKRs. It turns out it’s not the type of note I send that matters, but the fact that I send anything at all! Names of the fallen are duly noted below (with a pass given to several AdMob employees who are new to the ways of Google, and to many of you who missed the deadline but still got them done in July). We have so many great opportunities before us (search, ads, display, YouTube, Android, enterprise, local, commerce, Chrome, TV, mobile, social . . .) that if you can’t come up with OKRs that get you excited about coming to work every day, then something must be wrong. In fact, if that’s really the case, come see me. In the meantime, please do your OKRs on time, grade your previous quarter’s OKRs, do a good job at it, and post them so that the OKR link from your moma [intranet] page works. This is not administrative busywork, it’s an important way to set your priorities for the quarter and ensure that we’re all working together. Jonathan

Schedule a sit-down with your direct boss and establish what she expects you to be focusing on in the first days and weeks of the job. Take written notes and determine—this is especially important—what your deadlines are. … Then be sure to request feedback about how you’re doing. A few weeks after you’ve started, schedule another meeting with your boss. Don’t say, “Am I doing okay?” Say, “I’m really enjoying my job. Are there any suggestions you’d offer?

One of the most important parts of any improvement initiative is to define a measurable goal with a clearly defined deadline, between six months and two years in the future. It

Here is what I recommend: As soon as possible, once you have finished reading this little book, set aside a full day. It might be a Saturday or a Sunday, or some other day you have off from work. Plan to spend six to eight consecutive hours alone, except for bathroom breaks and lunch. Go to a library. Leave your cell phone and computer in the car because you don’t want to be disturbed. Take a pen or half a dozen pencils and a legal pad, find a secluded spot, and get comfortable. Write at the top of the first page, “I am now 101 years old, I am on my death bed, and I’m looking back. If I’d stayed on the course I was on when I was (the age you are now), would I have any regrets? Instead, having learned how to work Actual Magic, I have lived an incredibly successful and fulfilling life. What about it was most important to me? What were my biggest accomplishments? What else stands out?” Write down everything, and I mean everything, that comes to mind. Do not self edit; take your time. Taking time and having time to take is important because your mind works differently when you feel rushed because of a looming deadline. It’s virtually impossible to go deep with a clock ticking in your head. That’s why it’s important for it to be totally relaxed because you have all day. Sit back and let go. Take a deep breath and hold it to the count of four. Then let it out slowly through your mouth. There’s nothing else to do or to think about but the life ahead of you and what you want it to become. Once you reach a point where you cannot think of anything else to write down, go back, look over what you have written and arrange the items in descending order with the most important one first. Having completed that task, go to the next blank sheet and put the number-one most important thing at the top. Then write down what is keeping you from achieving that goal. Is it something buried in your unconscious mind?

When you go outdoors, you’re constantly on your phone updating your social media, clicking pictures, navigating roads, replying to an email, tweeting something, meeting deadlines, or listening to music. Without your phone, you feel handicapped. When we experience a major loss, it’s important to go back to the basics. Nature can help you heal in ways you didn’t think you could. It doesn’t have to be the Himalayas or deep in some woods. Even the park next to you or your backyard can make you feel more connected

MAKING BLISS BRAIN A HABIT I want Bliss Brain to become a habit for you, as it is for the One Percent. Once you experience the neurochemicals of bliss I describe in Chapter 5, and they start to condition your brain, you’ll be hooked for life. Within 8 weeks you’ll build the neural circuits to regulate your negative emotions and control your attention, as we saw in Chapter 6. You’ll turn on the Enlightenment Circuit and downgrade the suffering of Selfing. Within a few months you’ll have created the brain hardware of resilience, creativity, and joy. You’ll transform feeling good from a state to a trait. Then, Bliss Brain isn’t just how you feel. Bliss Brain is who you are. Bliss Brain has become your nature, hardwired into the circuits of the four lobes of your brain. It has become your possession, and one so precious that you would never give it up. No one can ever take it away from you. PERSPECTIVE ON LOCAL LIFE When you flip the switch into Bliss Brain in meditation each day, you find yourself in a place of infinite peace and joy. You’re in a place of pure consciousness. You’re not limited by your body or your history. Experiencing this state feels like the only thing that really matters in life. Local life and local mind have meaning and purpose only when they’re lived from this place of nonlocal mind. Daily morning meditation is what anchors you to the experience of infinite awareness. All the rest of your life is then lived from that place of connection with nonlocal mind. It frames everything, putting local reality into perspective. All the things that seem so important when you’re trapped inside the limits of a local mind seem trivial: money, fame, sex, admiration, opinions, body image, deadlines, goals, achievements, failures, problems, solutions, needs, routines, self-talk, physical ailments, the state of the world, comfort, insults, impulses, discomfort, memories, thoughts, desires, frustrations, plans, timelines, tragedies, events, news, sickness, entertainment, emotions, hurts, games, wounds, compliments, wants, pains, aspirations, past, future, worries, disappointment, urgent items, and demands for your time and attention. All these things fade into insignificance. All that remains is consciousness. The vast universal now, infused with perfection. This becomes the perspective from which you view your local life. It’s the starting point for each day. It becomes the origination point for everything you think and do that day. Your local reality is shaped by nonlocal mind. You are everything. You have everything. You lack nothing. You proceed into your day, creating from this anchor of perfection. What you create reflects this perfection.

Parkinson’s Law dictates that a task will swell in (perceived) importance and complexity in relation to the time allotted for its completion. It is the magic of the imminent deadline. If I give you 24 hours to complete a project, the time pressure forces you to focus on execution, and you have no choice but to do only the bare essentials. If I give you a week to complete the same task, it’s six days of making a mountain out of a molehill. If I give you two months, God forbid, it becomes a mental monster. The end product of the shorter deadline is almost inevitably of equal or higher quality due to greater focus.

In treating their employees… companies must understand their implied long-term commitment. If employees promise to work harder to achieve an important deadline… they must get something similar in return. Something like support when they are sick or a chance to hold on to their jobs when the market moves… The current obsession with short-term profits, outsourcing and draconian cost-cutting threatens to undermine it all. Companies cannot have it both ways. The cuts to employee’s benefits… are likely to come at the expense of the social exchange, and thus effect workers’ productivity. As companies tilt the board and employees slide from social norms to market norms, can we blame them for jumping ship when a better offer appears?

The constant connection to commitments, obligations, and looming deadlines via virtual offices and smartphones keeps us preoccupied with urgency. Think about it: how often do you receive a call on your mobile phone regarding one of your long-term goals? How often do you receive a text that reminds you to appreciate your spouse or invest more time with your kids? Very rarely. Those tools of convenience are designed to help you react quickly to the immediate demands of the day, not to take action on your most important values.

For some reason foreign to our modern ears, God tells us that celebration is central to pleasing Him; it is central to leading a good life. Modern American life has no time for serious celebrations as did life in centuries past. We've got work to do; projects and deadlines press us. And yet for all our industrial-strength pragmatism, few if any truly important things get accomplished. We have forgotten that celebration isn't just an option; it's a call to full Christian living. Celebration is worshiping God with our bodies, with the material creation He has set up around us. Celebrating-whether in feasts, ceremonies, holidays, formal worship, or lovemaking-are all part of obeying God's command to "love the Lord thy God with all thine heart, with all thy soul, and with all thy strength" (Deut. 6:5; Mk. 12:30). We are to show our love for God not just with one portion of our being (the spiritual aspect); we are to love God with our whole body, heart and strength and legs and lips.

The best idea creators know: To generate a successful idea, you need to give the subconscious full freedom and generate many ideas, no matter how crazy, controversial or unrealistic. However, to be able to generate them you need to give your brain a direction: define an idea quota, deadline, resources and most importantly describe a task as specifically as possible.

Then the heavy lifting began. For the next six months, our employees rarely saw their families. We worked deep into the night, seven days a week. Despite two hit movies, we were conscious of the need to prove ourselves, and everyone gave everything they had. With several months still to go, the staff was exhausted and starting to fray. One morning in June, an overtired artist drove to work with his infant child strapped into the backseat, intending to deliver the baby to day care on the way. Some time later, after he’d been at work for a few hours, his wife (also a Pixar employee) happened to ask him how drop-off had gone—which is when he realized that he’d left their child in the car in the broiling Pixar parking lot. They rushed out to find the baby unconscious and poured cold water over him immediately. Thankfully, the child was okay, but the trauma of this moment—the what-could-have-been—was imprinted deeply on my brain. Asking this much of our people, even when they wanted to give it, was not acceptable. I had expected the road to be rough, but I had to admit that we were coming apart. By the time the film was complete, a full third of the staff would have some kind of repetitive stress injury. In the end, we would meet our deadline—and release our third hit film. Critics raved that Toy Story 2 was one of the only sequels ever to outshine the original, and the total box office would eventually top $500 million. Everyone was fried to the core, yet there was also a feeling that despite all the pain, we had pulled off something important, something that would define Pixar for years to come. As Lee Unkrich says, “We had done the impossible. We had done the thing that everyone told us we couldn’t do. And we had done it spectacularly well. It was the fuel that has continued to burn in all of us.” T

Although he was determined to be patient and give Nic the time she needed to trust him again, he was up against a deadline that in the past few weeks had become vitally important to him. He desperately wanted to witness the birth of his children. He realized he’d forfeited that right when he’d acted like an ass and deserted her at the hospital. For that matter, he’d been skating on thin ice from the very beginning with her. But he’d dealt with his demons and put them behind him, and he was ready to be a father to the twins. Nic needed to know that. Today. Now. From the looks of her, she might pop at any moment. By

In democracy, our most important tool is to vote. But our power tool is when we have the power to influence others on who to vote for.

Who is saying it is more important that what she or he is saying.

This presents a very curious phenomenon. There are two synergistic approaches for increasing productivity that are inversions of each other: 1. Limit tasks to the important to shorten work time (80/20). 2. Shorten work time to limit tasks to the important (Parkinson’s Law). The best solution is to use both together: Identify the few critical tasks that contribute most to income and schedule them with very short and clear deadlines. If you haven’t identified the mission-critical tasks and set aggressive start and end times for their completion, the unimportant becomes the important. Even if you know what’s critical, without deadlines that create focus, the minor tasks forced upon you (or invented, in the case of the entrepreneur) will swell to consume time until another bit of minutiae jumps in to replace

I hate interruptions, especially when I have a deadline. Can’t people see I am busy? Jesus was having a busy day. A synagogue official’s daughter lay dying, and he begged Jesus to heal her. What a prime opportunity for Jesus to win over one of the religious leaders! Surely He should have accompanied this important official in haste and with single-minded determination. Jesus did not allow the pressure of a dying child to interfere with another divine appointment arranged by His heavenly Father. Can you imagine the official counting the minutes when Jesus stopped to question the crowd? Yet Jesus had time for both needs, and the official’s child benefited from a more glorious healing than she would have earlier. Just as Jesus trusted His heavenly Father to orchestrate His schedule, we also must trust the Architect of our days. Dear Lord, forgive me for the times I have ignored Your divine appointments. Help me keep my schedule flexible to respond to Your promptings.

Another factor contributing to a new associate’s willingness to work long hours is that it’s the price you pay to get interesting work with significant responsibility. Large firms just won’t entrust you with important matters before you’ve had a lot of quality experiences and exhibited a sufficient level of dedication. Frankly, to large firms the word “dedication” has just one, hidden meaning: “tremendous personal sacrifices.” Cruel as it seems, as a new associate you have to decide at some point what your priorities are: your career, or your personal and family life. If you choose your life outside of work, you’ll find yourself rejecting additional work, and your reluctance to accept it will brand you as “lacking dedication” – and your career will suffer accordingly. Clients also contribute directly to the massive hours new associates have to work, by making demands for legal services that require immediate attention. You may have a client, for instance, who needs you to move for a temporary restraining order (“TRO”) on its behalf. Or a client may ask you to substantially revise a brief shortly before a court deadline. With emergencies like these, you have to work hard, and you’ve got to work right now – and that can have a devastating effect on your personal and family life. You may be called upon at a moment’s notice to cancel evening or weekend social plans you might have made, vacations you’ve long anticipated, and even holiday celebrations. Life at a large firm means learning to accept these incidents as occupational risks.

The nature of the moment is familiar but bears repeating: whether or not industrialized countries begin deeply cutting our emissions this decade will determine whether we can expect the same from rapidly developing nations like China and India next decade. That, in turn, will determine whether or not humanity can stay within a collective carbon budget that will give us a decent chance of keeping warming below levels that our own governments have agreed are unacceptably dangerous. In other words, we don’t have another couple of decades to talk about the changes we want while being satisfied with the occasional incremental victory. This set of hard facts calls for strategy, clear deadlines, dogged focus—all of which are sorely missing from most progressive movements at the moment. Even more importantly, the climate moment offers an overarching narrative in which everything from the fight for good jobs to justice for migrants to reparations for historical wrongs like slavery and colonialism can all become part of the grand project of building a nontoxic, shockproof economy before it’s too late.

Focus is the most important element of clarity.

Doing is more important than having the idea, although without the idea there’s not much to do.

Vote; it’s the most important right granted to you as a citizen. But unless you are a politician, stay out of politics because your gains will not change anything and your losses will only make you waste your time and many friendships.

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.

Deadlines are the enemy of procrastination. They motivate us to take action and finish tasks. They also help us to gauge the effectiveness of our time management efforts. If we’re consistently getting important things done on time, we must be doing something right.

The Importance of Accounting Services for Businesses In today’s competitive business environment, maintaining accurate financial records and ensuring compliance with tax regulations is essential for long-term success. Accounting services provide businesses with the necessary tools and expertise to manage their finances efficiently. Whether for small businesses or large corporations, professional accounting services help streamline financial processes, ensure regulatory compliance, and offer strategic insights for growth. What Are Accounting Services? Accounting services encompass a wide range of tasks, including bookkeeping, financial reporting, tax preparation, payroll management, and auditing. These services are designed to help businesses track their income, expenses, and overall financial health. By outsourcing accounting tasks to professionals, businesses can focus on their core activities while ensuring that their financial operations run smoothly. Additionally, accurate and timely accounting services help businesses avoid costly errors and penalties. Benefits of Professional Accounting Services One of the main advantages of hiring professional accounting services is the accuracy they bring to financial management. Skilled accountants have a deep understanding of financial regulations and tax laws, ensuring that businesses remain compliant. Moreover, accountants can identify tax-saving opportunities, helping businesses reduce their tax liabilities. This level of expertise allows businesses to save time and money, as they no longer need to navigate complex financial tasks on their own. Strategic Financial Planning In addition to managing day-to-day financial tasks, accounting services play a crucial role in strategic financial planning. Accountants analyze a company’s financial data to provide valuable insights into cash flow, profitability, and potential areas for improvement. This data-driven approach enables business owners to make informed decisions, allocate resources efficiently, and plan for future growth. Compliance and Risk Management Compliance with financial regulations is vital for businesses to avoid legal and financial risks. Accounting services ensure that all financial documents are in order, tax filings are accurate, and deadlines are met. By maintaining accurate records and staying up to date with tax laws, businesses can reduce the risk of audits and penalties. In conclusion, accounting services are an essential component of successful financial management for businesses of all sizes. By providing accurate financial reporting, strategic insights, and ensuring compliance, professional accountants enable businesses to focus on growth and sustainability.

That’s why many Agile products start as feature poor. Chances are, features aren’t as important as getting an idea in front of customers quickly. So deadlines trump features, with quality as an underlying assumption.

That’s why many Agile products start as feature poor. Chances are, features aren’t as important as getting an idea in front of customers quickly. So deadlines trump features, with quality as an underlying assumption. Build less, but with confidence, is the path of many early product teams. If you’re right about the core, you can always iterate and build more features later.

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.

Now it’s time to bring it all together. On the opposite page you’ll see a goal-planning tool. In the section marked Long-Term Goal (What), write the name of the goal you selected for the “how” game. In the space marked Deadline (When), write the deadline you selected. In the section Importance to Mission/Roles (Why), summarize your “why” responses. In the section Steps (How), list the goal steps in the order you prioritized them. And finally, in the Deadlines (When) column to the right, try to give each step a potential deadline.

Here are some signs of bad investors: ● Large ego ● Treating you with anything other than the utmost respect ●   Unsophisticated questions (they really just aren’t getting it, or perhaps they’re even excited but for the wrong reasons) ●    Extra investment steps (for example, holding you up by saying, “I want you to meet with my friend who knows about this”) ● Missed deadlines (or general slowness) ● Unclear investment criteria ● Bad energy (judging investors based off your energetic connection with them is incredibly important) Disregard the investor’s brand and prioritize your assessment of them as an individual. In fact, bringing on an investor with a strong brand has real downsides. You’ll run the risk that they have outsized influence over your board, your other investors, and your organization. It’s hard to butt heads with someone who everyone is afraid to disagree with. You’ll end up spending most of your time managing your relationship with this person rather than managing your business.

Meeting #3:The Monthly Strategic This is the most interesting and in many ways the most important type of meeting any team has. It is also the most fun. It is where executives wrestle with, analyze, debate, and decide upon critical issues (but only a few) that will affect the business in fundamental ways. Monthly Strategic meetings allow executives to dive into a given topic or two without the distractions of deadlines and tactical concerns.

committing to deadlines has important downsides, and using them obscures a more dynamic, reality-based approach.

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.

Journalists fill very different social roles than those of scientists, and the press serves different roles than those of scientific institutions. Scientists and research institutions have motivations for communicating with the public that only partly overlap with those of journalists. From a scientist’s perspective, the function of media ought to be to disseminate scientific results accurately and in proportion to the strength of the evidence they have produced… Journalists, on the other hand, work to avoid the appearance of working for a “special interest.” The news media aim to entertain; warn of dangers and failures; and report, explain, or comment on events. Preventing disease is not one of these goals… Although desiring to only present factual information, a journalist with a deadline to deliver a story before the publication of a newspaper or the airing of television program may simply not have enough time to “get it right” because they interviewed the wrong people, missed important features, or were not able to follow up on sources. Long-form investigative journalism, such as Deer’s investigation of Wakefield’s conflicts of interest, can slowly fill these gaps.

Josh: There's no rush to figure it out. Ashley: Do you back-burner everything in your life until it's convenient? .... You seem to me to epitomize the concept of putting everything off until tomorrow. Josh: And you never put anything off. Maybe I'm just trying to lead you to a middle ground. The truth is, we tend to make our own chaos. Sure, the real world has deadlines, and they're important. But we turn everything into a "must do" crisis. Not everything needs to be done immediately. We can take the pressure off ourselves. We can choose not to participate in the rat race. All it takes is recognizing our own limits, prioritizing, and learning to say no. It was just as he'd try to tell her: answers came as soon as a person stopped trying to force them.

Josh: There's no rush to figure it out. Ashley: Do you back-burner everything in your life until it's convenient? .... You seem to me to epitomize the concept of putting everything off until tomorrow. Josh: And you never put anything off. Maybe I'm just trying to lead you to a middle ground. The truth is, we tend to make our own chaos. Sure, the real world has deadlines, and they're important. But we turn everything into a "must do" crisis. Not everything needs to be done immediately. We can take the pressure off ourselves. We can choose not to participate in the rat race. All it takes is recognizing our own limits, prioritizing, and learning to say no. It was just as he'd try to tell her: answers came as soon as a person stopped trying to force them. (From The Laws of Attraction)

Dear reader, I know how important you are. I know you’ve got a ton going on at work and have many demands at home. I know there are people who depend on you, a Netflix queue that needs attention, and a social media personality the internet can’t live without, but can I gently remind you that the sons of Korah practiced the prayer posture of stillness, as surely did David as the king of a nation in a world of tribal warfare? I go to bed worried about deadlines, bills, and to-do lists. David hit the pillow worried about the enemy camped in the hill country and waiting for the right moment to charge. And he prioritized time for stillness. He had a habit of stillness that allowed him to see his own life from God’s perspective. “Be still.” The Latin term is vacate, from which we get the English word vacation. The invitation of prayer anytime, anywhere is this: Take a vacation. Stop playing God over your own life for a moment. Release control. Return to the created order. Be still. Prayer begins there. But that’s only the beginning.

In general, poor PFC function leads people to make repetitive mistakes. Their actions are not based on experience, or forethought, but rather on the moment. The moment is what matters. This phrase comes up over and over with my ADD patients. For many people with ADD, forethought is a struggle. It is natural for them to act out what is important to them at the immediate moment, not two moments from now or five moments from now, but now! A person with ADD may be ready for work a few minutes early, but rather than leave the house and be on time or a few minutes early, she may do another couple of things that make her late. Likewise, a person with ADD may be sexually attracted to someone he just met, and even though he is married and his personal goal is to stay married, he may have a sexual encounter that puts his marriage at risk. The moment was what mattered. In the same vein, many people with ADD take what I call a crisis management approach to their lives. Rather than having clearly defined goals and acting in a manner consistent to reach them, they ricochet from crisis to crisis. In school, people with ADD have difficulty with long-term planning. Instead of keeping up as the semester goes along, they focus on the crisis in front of them at the moment—the next test or term paper. At work they are under continual stress. Deadlines loom and tasks go uncompleted. It seems as though there is a need for constant stress in order to get consistent work done. The constant stress, however, takes a physical toll on everyone involved (the person, his or her family, coworkers, employers, friends, etc.).

There are two synergistic approaches for increasing productivity that are inversions of each other: Limit tasks to the important to shorten work time (80/20). Shorten work time to limit tasks to the important (Parkinson’s Law). The best solution is to use both together: Identify the few critical tasks that contribute most to income and schedule them with very short and clear deadlines.

One of Ross’s biggest gripes was the way I operated in meetings, something that had always driven the team crazy, too. He called out my bad habits: I was notoriously impatient, prone to distraction, and a fidgety nail-biter. I also talked over people and dismissed underdeveloped ideas that deserved more conversation. Ross said, “You can’t put all of your attention on the content in meetings. You have to reserve at least 10 percent of it to observe what’s happening in the room, to watch the body language and pick up on how people are truly feeling.” It was a radical notion for me, the idea that I was responsible for reading the room. And I wasn’t even sure why it was important, until Linda sharpened Ross’s point: “Everything you do is a clue for other people about how it is and isn’t okay to behave,” she said. “When you yawn during a presentation, or miss a deadline, or interrupt a speaker, you’re telling everyone that that behavior is acceptable.” Until then, I’d been oblivious to how I was being perceived. So, to prove the point, Ross made me stand on a conference room table during a staff meeting and look down at everyone while we had a conversation. It felt ridiculous, totally uncomfortable, but it taught me about the CEO’s megaphone effect. “You know when you say things like ‘Hey, we should go and do this,’ but you don’t really mean it? In fact, you’ve given it no more than five seconds of thought?” Ross said. “Someone is going to go run and waste time doing that thing you didn’t even want them to do, because you’re the guy with the megaphone. You’re standing on top of the table.” Other times, I’d explode into the office on a Friday morning and announce, “I want to wrap every water tower in New York in a charity: water banner,” and I’d expect everyone to leap into action. Ross had a shorthand for my impulsive ideas. He’d say, “Scott. Squirrel”—as in “Don’t be like a dog chasing after every squirrel you see.” Sometimes I’d fight back and say, “No, this is not a squirrel. Doing this one thing is the whole point.” But most of the time, I’d back off, and my team would breathe a huge sigh of relief.

Difference Between Freelancing & Outsourcing What is Freelancing? The term freelancer was first published in 1819 in a book by a writer named Walter Scott. Since then, various speculations about freelancing started. What is Freelancing? Why do freelancing? What is required to be efficient in freelancing? All kinds of questions started to arise. The word free means 'Free' and the word lance means 'Instrument' by which something is done. That is, the full meaning of Freelancing stands for “Doing something that is free or independent”. Freelancing is basically a profession where you can earn money by doing various types of work over the internet. Be it inside the country or outside the country. What is Outsourcing? "Outsourcing" is the short form of the English word Outside Resourcing. The term outsourcing was first coined around 1989 and was first seen as a business strategy. Later in the 1990s, this subject was included as an important component of business economics. Since then people started to have various interests in outsourcing. Out means 'Outside' and source means 'Source'. In other words, the whole meaning of Outsourcing is "To bring work from an external source". Outsourcing means the process of taking the work of an organization or company from an external source. For example – “Can't find any qualified person within the company to do a job in your company. So you offer some money to an outside freelancer to do the job and he agrees to do the job. Well, that's called Outsourcing”. Difference Between Freelancing & Outsourcing: Hope you have a clear idea about what is freelancing and what is outsourcing and that there are no questions in your mind about these topics. Now let's discuss the differences between freelancing and outsourcing in detail – 1. Origin: Freelancing started around 1998 and its journey started from GURU, a freelancing marketplace then known as SOFTmoonlighter.com. On the other hand, the term outsourcing was first coined around 1989 and was first seen as a business strategy. 2. Relation: A freelancer gets his payment from an outside source after doing the work. On the other hand, an outsourced contractor provides both the work and the payment at the end of the work to the freelancer. 3. Activities: Freelancers do not have to follow any rigid rules when it comes to working. They can work or start whenever they want, as long as they can submit work before their deadline. He will get payment only if he can submit the work on time or he will not be paid. 4. Payment: A freelancer will agree to receive the exact amount of payment before doing a job, and will get the same amount as the contract at the end of the job. But he will not get any monthly salary. On the other hand, similarly, an outsourced contractor pays the freelancers at the end of the contracted work. In this case, the outsourced contractors also do not keep the freelancers as any kind of salaried employees. 5. Advantages: A freelancer is everything when it comes to freelancing. He decides his own schedule. No one can force him to work, he can work whenever he wants and quit when he wants. A freelancer does not have to give office hours from 9 a.m. to 5 p.m. and can work any time within 24 hours. You can work at home, so there is no need to go to the office to work. 6. Disadvantages: There are some risks involved in freelancing. There is no guarantee that you will be offered any work or that you will be paid. Since you are not entering into a contract in person, the possibility of non-payment or fraud remains. In the case of freelancing, every month's income is not the same, you can earn as much money as you work. Moreover, you may not always find the job you want. If this article of mine is of any use to you or you like it, then definitely share it and help others to know. Please Visit Our Website (Bhairab IT Zone) to read more Articles related to Freelancing and Outsourcing, Thank You.

A goal is a dream with a deadline.” That marvelous definition drives home a very important point. Before you start writing down your goals, you’d better know what your dream is. Otherwise, you might find yourself headed for a destination you never wanted to get to in the first place.

Predictably irrational 1) the importance of having something for FREE when selling something. 2) the price we hear effects what we’re willing to pay. Known as arbitrary coherence. The basic idea of arbitrary coherence is this: Although initial prices can be "arbitrary," once those prices are established in our minds, they will shape not only present prices but also future ones (thus making them "coherent"). Eg new tv on market we kook for an anchor price. Released at £1200. That’s the anchor 3) when we own something we over value it. The seller feels all the things they could do with it. The buyer feels what they could do with the money. 4) experiences are shaped by our expectations. Coke Pepsi test. Or example if we have heard a movie is good we will enjoy it more. 5) social norms and market norms. 6 ) most people are dishonest. Get people thinking about honesty. When people thought about the 10 commandments. 7) acknowledge your weakness and set your deadlines. Also set yourself short term awards when reaching long term goals. 8) try not to keep your options open. The Chinese war where he burned the boats so they couldn’t retreat. If you have your options open on two things close one of them so you can fully focus on one.

I felt super-frustrated. We’d hired all these talented people and were spending tons of money, but we weren’t going any faster. Things came to a head over a top-priority marketing OKR for personalized emails with targeted content. The objective was well constructed: We wanted to drive a certain minimum number of monthly active users to our blog. One important key result was to increase our click-through rate from emails. The catch was that no one in marketing had thought to inform engineering, which had already set its own priorities that quarter. Without buy-in from the engineers, the OKR was doomed before it started. Even worse, Albert and I didn’t find out it was doomed until our quarterly postmortem. (The project got done a quarter late.) That was our wake-up call, when we saw the need for more alignment between teams. Our OKRs were well crafted, but implementation fell short. When departments counted on one another for crucial support, we failed to make the dependency explicit. Coordination was hit-and-miss, with deadlines blown on a regular basis. We had no shortage of objectives, but our teams kept wandering away from one another. The following year, we tried to fix the problem with periodic integration meetings for the executive team. Each quarter our department heads presented their goals and identified dependencies. No one left the room until we’d answered some basic questions: Are we meeting everyone’s needs for buy-in? Is a team overstretched? If so, how can we make their objectives more realistic?

It’s important to note that stress is not always bad. The adrenaline that stress triggers helps us deliver a great talk to a large group of people or keeps us alert to finish that demanding project by its deadline.

Create a mission statement to keep focused on what’s important. (Revise annually.) Create long-term and short-term goals documents. (Revise quarterly, but look at daily.) Create a general task list associated with these goals. (Revise monthly as necessary.) Create a specific tasks list associated with these goals. (Revise quarterly.) Work the general and specific tasks into a monthly document broken down by week and day. Include in this monthly document any deadlines and any tasks that you need to perform but that are not connected to your long-term and short-term goals. (Review/revise daily.)

Parkinson’s Law dictates that a task will swell in (perceived) importance and complexity in relation to the time allotted for its completion. It is the magic of the imminent deadline.

Every one of us has a journey to take. It starts by accepting that we all have both mindsets. Then we learn to recognize what triggers our fixed mindset. Failures? Criticism? Deadlines? Disagreements? And we come to understand what happens to us when our fixed-mindset “persona” is triggered. Who is this persona? What’s its name? What does it make us think, feel, and do? How does it affect those around us? Importantly, we can gradually learn to remain in a growth-mindset place despite the triggers, as we educate our persona and invite it to join us on our growth-mindset journey. Ideally, we will learn more and more about how we can help others on their journey, too.

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