Meeting Deadlines Quotes

The regular choreography, entrances and exits of blooms in stages such that the garden looked like an ever-evolving carousel of swirling rainbows and radiant butterflies, seemed condensed. All of the flowers still obeyed some silent urgent command to make their debut. But this year, it definitely unfolded more quickly, as if racing to meet a new compelling deadline.

Crete, May 1941. It was nearly five o’clock when the three soldiers reached the end of the olive grove. The dust-filled air shimmered in the late-afternoon heat. Their bodies ached, their uniforms were caked with dirt and sweat and they were hungry, thirsty and exhausted. The sensible thing now would be to lay up where they were for a few hours’ rest, then finish the journey under cover of darkness. But there was a tight deadline to meet. The evacuation vessel was scheduled to leave at midnight and they had been warned the captain wouldn’t wait for stragglers.

Productivity is a trap. Becoming more efficient just makes you more rushed, and trying to clear the decks simply makes them fill up again faster. Nobody in the history of humanity has ever achieved “work-life balance,” whatever that might be, and you certainly won’t get there by copying the “six things successful people do before 7:00 a.m.” The day will never arrive when you finally have everything under control—when the flood of emails has been contained; when your to-do lists have stopped getting longer; when you’re meeting all your obligations at work and in your home life; when nobody’s angry with you for missing a deadline or dropping the ball; and when the fully optimized person you’ve become can turn, at long last, to the things life is really supposed to be about. Let’s start by admitting defeat: none of this is ever going to happen. But you know what? That’s excellent news.

[Poem: Slates of Grey] Sullen faces like slates of grey— What I’d seen on a walk today. Bodies rushing bodies bolting Time for life a disregarding. Money to make and to grow old What about the hands to hold? Deadlines, projects, people to meet What about our own two feet. Sullen faces like slates of grey... What I’d see most anyday.

The day will never arrive when you finally have everything under control—when the flood of emails has been contained; when your to-do lists have stopped getting longer; when you’re meeting all your obligations at work and in your home life; when nobody’s angry with you for missing a deadline or dropping the ball; and when the fully optimized person you’ve become can turn, at long last, to the things life is really supposed to be about. Let’s start by admitting defeat: none of this is ever going to happen.

Time passes and I am still not through it. Grief isn't something you get over. You live with it. You go on on with it lodged in you. Sometimes I feel like I have swallowed a pile of stones. Grief makes me heavy. It makes me slow. Even on days when I laugh a lot, or dance, or finish a project, or meet a deadline, or celebrate, or make love, it is there. Lodged deep inside of me.

We have now successfully passed all our deadlines without meeting any of them.

Character is more than just having principles. It’s a learned capacity to live by your principles. Character skills equip a chronic procrastinator to meet a deadline for someone who matters deeply to them, a shy introvert to find the courage to speak out against an injustice, and the class bully to circumvent a fistfight with his teammates before a big game. Those are the skills that great kindergarten teachers nurture—and great coaches cultivate.

The masculine heart needs a place where nothing is prefabricated, modular, nonfat, zip lock, franchised, on-line, microwavable. Where there are no deadlines, cell phones, or committee meetings. Where there is room for the soul.

At times, it is better to "just do it" than to "do it right". One reason new year resolutions don't work is because we expect too much from ourselves. Rush, meet your deadlines, you can always continue from where you stopped next year.

At thirty-nine, I learned how to change a tyre, how to shovel snow, how to stack wood. I learned how to meet a deadline without a shoulder to whine on. I became obsessed with firewood. If only there was alsways a fire in the fireplace, I knew that everything would be all right. (Prometheus must have been a women. I reverted to my ancient nature: inventing fire all day, having my liver plucked out all night.)

I’ve never met anyone (myself included) who hasn’t turned little things into great big emergencies. We take our own goals so seriously that we forget to have fun along the way, and we forget to cut ourselves some slack. We take simple preferences and turn them into conditions for our own happiness. Or, we beat ourselves up if we can’t meet our self-created deadlines.

there is hardly a paragraph in this jangled saga that wasn’t produced in a last-minute, teeth-grinding frenzy. There was never enough time. Every deadline was a crisis. All around me were experienced professional journalists meeting deadlines far more frequent than mine, but I was never able to learn from their example.

There can be no question that Musk has mastered the art of getting the most out of his employees. Interview three dozen SpaceX engineers and each one of them will have picked up on a managerial nuance that Musk has used to get people to meet his deadlines. One example from Brogan: Where a typical manager may set the deadline for the employee, Musk guides his engineers into taking ownership of their own delivery dates. “He doesn’t say, ‘You have to do this by Friday at two P.M.,’” Brogan said. “He says, ‘I need the impossible done by Friday at two P.M. Can you do it?’ Then, when you say yes, you are not working hard because he told you to. You’re working hard for yourself. It’s a distinction you can feel. You have signed up to do your own work.” And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together. The individual doesn’t have to hold meetings, reach a consensus, or bring other people up to speed on a project. He just keeps working and working and working. The ideal SpaceX employee is someone like Steve Davis, the director of advanced projects at SpaceX. “He’s been working sixteen hours a day every day for years,” Brogan said. “He gets more done than eleven people working together.

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.

File taxes on time: Meet all tax filing deadlines, including annual returns and quarterly payments, to avoid penalties and interest.

it is equally unprofessional to promise impossible time scales and to cut basic engineering corners to meet a deadline.

We'd met at university, where he was studying medicine and I was studying social awkwardness and a catastrophic inability to cope with deadlines.

We hesitate to make a promise like “the show will be on at 11:30,” because we’re not sure we can meet the deadline and make it happen in a way that allows us to control the outcome.

The clock is the operating system of modern capitalism, the thing that makes everything else possible - meetings, deadlines, contracts, manufacturing processes, schedules, working shifts.

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.

Like his Russian contemporary Dostoevsky — who wrote his entire novel ‘The Gambler’ in three weeks to pay off desperate gambling debts — Mendeleev threw together his first table to meet a textbook publisher’s deadline.

Being proud of my work and wanting to nurture this relationship, I never failed in my commitments to her. In general, I make a point of meeting all my deadlines. But, I distinctly remember one time that I couldn’t deliver the job in time…

It is easy to be critical of the micromanaging many managers resort to, yet we must acknowledge the rock and the hard place we often place them between. If they have to choose between meeting a deadline and some less well defined mandate to “nurture” their people, they will pick the deadline every time.

If your goal is to deliver a product that meets a known and unchanging specification, then try a repeatable process. However, if your goal is to deliver a valuable product to a customer within some targeted boundaries, when change and deadlines are significant factors, then reliable Agile processes work better.

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...

One of Musk’s management tactics, then as later, was to set an insane deadline and drive colleagues to meet it. He did that in the fall of 1999 by announcing, in what one engineer called “a dick move,” that X.com would launch to the public on Thanksgiving weekend. In the weeks leading up to that, Musk prowled the office each day, including Thanksgiving, in

the editors, having to meet a publishing deadline, copied the information off the back of a packet of breakfast cereal, hastily embroidering it with a few footnotes in order to avoid prosecution under the incomprehensibly tortuous Galactic Copyright laws. It is interesting to note that a later and wilier editor sent the book backward in time through a temporal warp, and then successfully sued the breakfast cereal company for infringement of the same laws.

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.

This was a welcome change from Musk’s approach, which had been to set overly optimistic deadlines and then try to get engineers to work nonstop for days on end to meet the goals. “If you asked Elon how long it would take to do something, there was never anything in his mind that would take more than an hour,” Ambras said. “We came to interpret an hour as really taking a day or two and if Elon ever did say something would take a day, we allowed for a week or two weeks.

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.

Oddly, the lack of reliability and validity did not keep the DSM-V from meeting its deadline for publication, despite the near-universal consensus that it represented no improvement over the previous diagnostic system.29 Could the fact that the APA had earned $100 million on the DSM-IV and is slated to take in a similar amount with the DSM-V (because all mental health practitioners, many lawyers, and other professionals will be obliged to purchase the latest edition) be the reason we have this new diagnostic system?

The simplistic style is partly explained by the fact that its editors, having to meet a publishing deadline, copied the information off the back of a packet of breakfast cereal, hastily embroidering it with a few foot notes in order to avoid prosecution under the incomprehensibly torturous Galactic Copyright Laws. It’s interesting to note that a later and wilier editor sent the book backwards in time, through a temporal warp, and then successfully sued the breakfast cereal company for infringement of the same laws.

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.

By letting the participants create their own follow-ups and time schedule, I’m trying to create a sense of ownership in them. This principle is known as the “IKEA Effect,” named for the home furnishings retailer whose products are notoriously difficult to assemble. The IKEA Effect states that by forcing consumers to play an active role in the assembly of their dresser or bookshelf, they will value the product more highly than if it were assembled in store.11 In a similar fashion, by creating their own deadlines, employees will be more motivated to meet them.

Governments and business-news promoters go to great pains to make things easy for news organizations. They provide the media organizations with facilities in which to gather; they give journalists advance copies of speeches and forthcoming reports; they schedule press conferences at hours well-geared to news deadlines; they write press releases in usable language; and they carefully organize their press conferences and "photo opportunity" sessions. It is the job of news officers "to meet the journalist's scheduled needs with material that their beat agency has generated at its own pace.

All negotiations are defined by a network of subterranean desires and needs. Don’t let yourself be fooled by the surface. Once you know that the Haitian kidnappers just want party money, you will be miles better prepared. ■​Splitting the difference is wearing one black and one brown shoe, so don’t compromise. Meeting halfway often leads to bad deals for both sides. ■​Approaching deadlines entice people to rush the negotiating process and do impulsive things that are against their best interests. ■​The F-word—“Fair”—is an emotional term people usually exploit to put the other side on the defensive and gain concessions. When your counterpart drops the F-bomb, don’t get suckered into a concession. Instead, ask them to explain how you’re mistreating them. ■​You can bend your counterpart’s reality by anchoring his starting point. Before you make an offer, emotionally anchor them by saying how bad it will be. When you get to numbers, set an extreme anchor to make your “real” offer seem reasonable, or use a range to seem less aggressive. The real value of anything depends on what vantage point you’re looking at it from. ■​People will take more risks to avoid a loss than to realize a gain. Make sure your counterpart sees that there is something to lose by inaction.

Personal ignorance and shallow thoughts led me to misconstrue reality. Instead of taking an occasional respite from meeting work related deadlines and reflecting upon the growth of the inner self, all my personal energy was devoted to efficiently performing daily tasks, responding to the never-ending heave of the external world of busyness. Busy people tabulate the value of their life of work by what they achieved, which can prove meritorious. We can also hide from ourselves by never devoting select intervals of quietness for self-reflection. We need periods of silence and contemplation in order to nurture our spiritual development.

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.

Further, in a review of personality research published in 1968, Walter Mischel found that none of the approaches met the gold standard of personality research very well, namely Allport's criterion of predicting with any certainty what people actually do. An extravert should make friends more easily than an introvert, whereas a conscientious person should meet more deadlines than a person who is not conscientious. Mischel found, however, that the typical correlation between personality traits and behavior was quite modest. This news shook up the field, because it essentially said that the traits personality psychologists were measuring were just slightly better than astrological signs at predicting behavior.

Our inner lives must be lent a structure and our best thoughts reinforced to counter the continuous pull of distraction and disintegration. Religions have been wise enough to establish elaborate calendars and schedules. How free secular society leaves us by contrast. Secular life is not, of course, unacquainted with calendars and schedules. We know them well in relation to work, and accept the virtues of reminders of lunch meetings, cash-flow projections and tax deadlines. But it expects that we will spontaneously find our way to the ideas that matter to us and gives us weekends off for consumption and recreation. It privileges discovery, presenting us with an incessant stream of new information – and therefore it prompts us to forget everything. We are enticed to go to the cinema to see a newly released film, which ends up moving us to an exquisite pitch of sensitivity, sorrow and excitement. We leave the theatre vowing to reconsider our entire existence in light of the values shown on screen, and to purge ourselves of our decadence and haste. And yet by the following evening, after a day of meetings and aggravations, our cinematic experience is well on its way towards obliteration. We honour the power of culture but rarely admit with what scandalous ease we forget its individual monuments. We somehow feel, however, that it would be a violation of our spontaneity to be presented with rotas for rereading Walt Whitman.

I’d like you to come to Kauai with me,” I say. “And Scottie. I think it would be good to get her away from the hospital for a day. We can leave in the morning, find him, and be home tomorrow night. If it takes us a day longer, that’s fine, but we won’t stay more than two nights. That’s our deadline. If we don’t find him, then at least we know we tried.” “And this will make you feel better somehow?” “It’s for her,” I say. “Not for him or me.” “What if he’s a wreck? What if he loses his shit?” “Then I’ll take care of him.” I imagine Brian Speer wailing on my shoulder. I imagine him and my daughters by Joanie’s bed, her lover and his loud sobs shaming us. “Just so you know, I am angry. I’m not this pure and noble guy. I want to do this for her, but I also want to see who he is. I want to ask him a few things.” “Just call him. Tell his office it’s an emergency. They’ll have him call you.” “I want to tell him in person. I haven’t told anyone over the phone, and I don’t want to start now.” “You told Troy.” “Troy doesn’t count. I just need to do this. On the phone he can escape. If I see him in person, he’ll have nowhere to go.” We both look away when our eyes meet. She hasn’t crossed the border into my room. She never does during her nighttime doorway chats. “Were you guys having trouble?” Alex asks. “Is that why she cheated?” “I didn’t think we were having trouble,” I say. “I mean, it was the same as always.” This was the problem, that our marriage was the same as always. Joanie needed bumps. She needed rough terrain. It’s funny that I can get lost in thoughts about her, but when she was right in front of me, I didn’t think much about her at all. “I wasn’t the best husband,” I say. Alex looks out the window to avoid my confession. “If we go on this trip, what will we tell Scottie?” “She’ll think we’re going on a trip of some sort. I want to get her away from here.

■    All negotiations are defined by a network of subterranean desires and needs. Don’t let yourself be fooled by the surface. Once you know that the Haitian kidnappers just want party money, you will be miles better prepared.         ■    Splitting the difference is wearing one black and one brown shoe, so don’t compromise. Meeting halfway often leads to bad deals for both sides.         ■    Approaching deadlines entice people to rush the negotiating process and do impulsive things that are against their best interests.         ■    The F-word—“Fair”—is an emotional term people usually exploit to put the other side on the defensive and gain concessions. When your counterpart drops the F-bomb, don’t get suckered into a concession. Instead, ask them to explain how you’re mistreating them.         ■    You can bend your counterpart’s reality by anchoring his starting point. Before you make an offer, emotionally anchor them by saying how bad it will be. When you get to numbers, set an extreme anchor to make your “real” offer seem reasonable, or use a range to seem less aggressive. The real value of anything depends on what vantage point you’re looking at it from.         ■    People will take more risks to avoid a loss than to realize a gain. Make sure your counterpart sees that there is something to lose by inaction.

The key to the OMAD lifestyle is that you are following the guidelines for fasting most of the day, and you are eating only one real meal most days.  That doesn’t mean that you have to limit yourself to one plate of food or eat within a one-hour window.  The last thing I want to do is shovel in food so I can meet some arbitrary deadline.  Once again, that is diet mentality, and not a pleasant lifestyle.  I no longer time my eating window most days, and it is an incredibly freeing way to live.

The court runs on meetings (hearings) and deadlines and expects you to be on time for hearings and with paperwork.  A

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.

● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.

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?

There’s only one activity that stimulates the brain to produce all seven at the same time, and that’s the ecstatic state of flow. The shortest way there is deep, alpha-driven meditation. When you blend all seven into a single cocktail, the result is euphoria. Let’s see: What might a combination of the first letters of each drug look like? Serotonin, Oxytocin, Norepinephrine, Dopamine, Anandamide, Nitric oxide, and Beta-endorphin? Just for fun, let’s combine them, and call our cocktail’s special blend SONDANoBe. This is the magic formula that, produced inside our own bodies in the proper ratios, bathes the brain in the chemicals of ecstasy. GETTING HIGH ON YOUR OWN SUPPLY When I meditate, I can feel the moment when each drug in the cocktail kicks in. First, I use EFT tapping and release any and every negative thought, emotion, and energy. This drops my level of cortisol, along with suppressing the high beta brain waves of stress. I now have a molecular substrate in my brain upon which I can build a deep and focused meditative experience. Next, I close my eyes and focus. Dopamine kicks in as I anticipate the delicious hormone and neurotransmitter drug cocktail I’m about to be rewarded with. The dopaminergic reward system of my brain fires up and the “body learning” of how to meditate—stored in my basal ganglia, which memorize frequently performed actions—comes online. Ingredient one. My mind starts to wander. My email inbox. The morning’s first meeting. The laugh line of the movie I watched last night. An overdue deadline. Damn, I’m way out of the zone already, cortisol rising, and I haven’t been meditating more than 5 minutes. Dopamine brings me back to focus, aided by norepinephrine. I’m motivated. I want Bliss Brain more than I want an endless loop of the Me Show. I return to center. Cortisol drops. Ahhh, I’m back. Norepinephrine stimulates my attention. Ingredient two. Then I realize that my body is uncomfortable. I have a twinge in my right knee. My lower back hurts. My tummy’s rumbling because it’s empty. I consciously shift my wandering mind back into focus. Back in sync, my neurons secrete beta-endorphin, which masks the pain. The discomfort drops away, and being in a body feels wonderful. Ingredient three. I tune in to each of the archetypal strands that guide me. Mother Mary. Kwan Yin. Healing. Strength. Beauty. Wisdom. I imagine myself meditating in a field of a million saints. I’m lost in Bliss Brain, as serotonin, the satisfaction drug, kicks in. Ingredient four. I feel one with the universe. Oxytocin starts to flow, as I bond with everything. Ingredient five. That releases nitric oxide and anandamide. Ingredients six and seven.

Not long ago I was leafing through a book on writing and writers. I came across the quotation, 'A writer writes for his own pleasure.' 'Nonsense,' I thought. Writing is my work. I write for my living—to earn an advance, fulfill a contract and meet a deadline—just as I'm doing now.

There is immense strength in not knowing what comes next, because every instant has doors of possibility, opening up previously invisible realities to you. Instead of attempting to organize your life in such a secure and concise manner, you may learn how to meet the ever-changing, ever-possible present. Happiness is defined not by the appearance of your home, but by how you love the people who live within its walls. Happiness is not achieving accomplishment by a specific deadline, but rather discovering something you like so deeply that time itself appears to vanish. Happiness is defined as the capacity to make the best of any situation, rather than having the best of everything. Learning to stop between what you feel and how you react is self-protection, since anything may dominate you.

William Maclyn Murphy McRae is a seasoned logistics pro with 9+ years' experience. He excels in supply chain optimization, reducing lead times, and exceeding industry standards. Maclyn's strategic thinking and hands-on approach drive efficiency while meeting deadlines and customer expectations.

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.

By setting yourself early deadlines, not only are you always challenging yourself, but you also put yourself under pressure to finish early, which frees you from the stress of rushing at last minute to meet deadlines.

Three re-writes should be all that is necessary to have a good finished project. Though you can do more if you feel that is required to meet your own standards. Just don’t procrastinate too much at this step or your efforts at perfection will sometimes end with ego scrapping the project.

I went for years not finishing anything. Because, of course, when you finish something you can be judged. -Erica Jong

Don’t try to figure out what other people want to hear from you; figure out what you have to say. It’s the one and only thing you have to offer. -Barbara Kingsolver

They don’t call the boss and say, “Sorry, I’m uninspired today. As soon as the inspiration hits me, I’ll be in.

For example, if you have an employee who chronically misses deadlines, don’t wait until she misses the deadline to coach her. Start coaching her when the deadline is first set. Help her establish intermediate benchmarks, such as deadlines along the way. Every step of the way, help the employee make a plan for completing those intermediate deadlines. And check in with the employee frequently. Talk through the accomplishment of each step in advance. Do that and 99 percent of the time that employee is going to start meeting her deadlines.

Inspiration can be a great start to a project but you have to dedicate yourself to finishing it. You have to dedicate yourself to looking at each project you start as a job and not just an idea or an inspiration you had during a flash of genius.

In 2013, Dropbox CEO Drew Houston and his top team used their powers over all employees of this file-sharing company to cancel hundreds of time-sucking meetings. Employees were wasting so much time in meetings that they kept missing crucial deadlines, especially shipping dates. Drew’s team decided to help Dropbox employees avoid heaping unnecessary meetings on themselves. Dropbox IT folks removed nearly all standing meetings from employees’ calendars and made it impossible for them to add new meetings to their calendars for two weeks. Employees were notified via an email titled “Armeetingeddon has landed.” After explaining why their calendars were “a bit light,” the email asked, “Ahhh, doesn’t it feel fantastic?

Writer’s block? No big deal. Just take a little line and it will go away. An impossible deadline to meet? Easy as pie. The drug banished any thought of sleep.

Team meetings are a major source of open communication and information sharing between team members, hence, it is critical that team meetings are run as effectively as possible. The following guidelines will help ensure that team meetings are effective: Set an agenda before each meeting. Make sure that the agenda is communicated to each team member before the meeting, especially if they are to present something at the meeting. Allocate time allotments to each subject to ensure that the team stays focused Ensure that each member of the team contributes to the discussion or invite them to join in Stress that all views need to be heard Open each meeting by going over the purpose, objectives, and agenda of the meeting. Stress how the meeting ties into the overall goals and purpose of the team Bring closure to each agenda item. Do not let discussions remain open. Open items or viewpoints not mentioned in a meeting will creep into hallway discussions and could lead to tension within the team If decisions need to be made in the meeting, drive the discussion so that the team reaches a decision. Use the teams agreed upon method of decision making to make the final discussion (majority rule, consensus, small group, or leader) End each meeting with an action plan. Make sure that during the meeting action items are taken. Go over the actions taken in each meeting and make sure that the individual that was given the action agrees to the action item and deadline Publish meeting minutes and the action log and date for the next meeting within a timely fashion after the meeting. In the meeting minutes, publish the items discussed and all decisions made. Meeting minutes are a good way to show team progress and to keep as an active record for future meetings and discussions.

When you believe that stress is harmful, anything that feels a bit stressful can start to feel like an intrusion in your life. Whether it’s waiting in line at the grocery store, rushing to meet a deadline at work, or planning a holiday dinner for your family, everyday experiences can start to seem like a threat to your health and happiness. [...] These are normal and expected parts of life, but we treat them as if they are unreasonable impositions, keeping our lives from how they should really be.

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Dear Mr. Honcho, I’d be really excited to take this on. (This is the first slice of graciousness.) I do have a number of other high-priority projects you’ve given me this month. Can you help me determine which should be at the top of my list to dive into to meet our goals and which can be delayed or perhaps rethought? (This is the no. The “which” implies that some tasks will remain and some will be cut, handed to others, or deprioritized. This shows some fortitude but in the softest way.) Could we spend a few minutes reviewing my projects and the deadlines that will work best for you? (Just the lightest smidge of deference mixed with showing off an organized plan for delivering the best outcome.) I appreciate your help. (The second slice of graciousness.) Best, Betty Backbone

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.

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.

Success’ now is in the minutiae of the way I spend my days. It’s committing to doing things that help myself and others. It’s showing up. It’s taking care of myself. It’s paying the bills without losing my mind. Or having a long walk. Or calling a friend. Or having a new adventure. Or meeting my deadline. Or being brave. Or saying no. Or having a lie down. I don’t need someone from Strictly Come Dancing to do my make-up to make me feel valid. I just need to be me. When we unpick the myths, we open ourselves up to a new-found sense of freedom and get to design our lives from scratch.

common denominator among all of them is that they lack key skills that will help them make the leap from adolescence to adulthood. Skills like administrative responsibility (paying bills, making appointments, meeting deadlines) or the cultivation of interdependence (knowing how and when to constructively ask for help—like when you need to open a bank account, make a budget, or understand a lease) are key aspects of, as the kids call it these days, “adulting.

Decide when you want to leave work and you’ll know how many hours you have. Slot in what you need to get done by priority. Cal calls this “fixed schedule productivity.” You need boundaries if you want work–life balance. This forces you to be efficient. By setting a deadline of six p.m. and then scheduling tasks, you can get control over that hurricane of duties, and you can be realistic instead of shocked by what is never going to happen. Most of us use our calendars all wrong: we don’t schedule work; we schedule interruptions. Meetings get scheduled. Phone calls get scheduled. Doctor appointments get scheduled. You know what often doesn’t get scheduled? Real work. All those other things are distractions. Often, they’re other people’s work. But they get dedicated blocks of time and your real work becomes an orphan. If real work is the stuff that affects the bottom line, the stuff that gets you noticed, the thing that earns you raises and gets you singled out for promotion, well, let me utter blasphemy and suggest that maybe it deserves a little dedicated time too. Also, at least an hour a day, preferably in the morning, needs to be “protected time.” This is an hour every day when you get real work done without interruption. Approach this concept as if it were a religious ritual. This hour is inviolate.

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.

Assad's failure to meet deadline on destroying chemical weapons is just the latest example of Obama's failed Syria policy.

Don’t: Become overwhelmed by a long list of goals; focus on no more than three at a time Set yourself up to fail; create goals you can reasonably achieve Beat yourself up if you don’t meet every deadline; recognize when what you’ve done is good enough

we do have more than we sometimes think keeping those appointments, meetings and deadline saving and scrimping, making the best decisions always trying to see what's coming up from ahead and those that constantly pop up from around the corner here's to you "that a boy" or "good job girl", make your mom and dad proud, and keep that family strong Happy New Year my friends

Where a typical manager may set the deadline for the employee, Musk guides his engineers into taking ownership of their own delivery dates. “He doesn’t say, ‘You have to do this by Friday at two P.M.,’” Brogan said. “He says, ‘I need the impossible done by Friday at two P.M. Can you do it?’ Then, when you say yes, you are not working hard because he told you to. You’re working hard for yourself. It’s a distinction you can feel. You have signed up to do your own work.” And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together. The individual doesn’t have to hold meetings, reach a consensus, or bring other people up to speed on a project. He just keeps working and working and working. The

A demanding boss is not a micromanager. Asking for reports is not micromanaging. Expecting updates is not micromanaging. Asking for one meeting a week is not micromanaging someone. Spending time communicating about tasks, deliverables, deadlines, successes, failures, growth opportunities, and, yes, even family—is not micromanaging in any way. So,

And I began to believe that you could exchange your life, send it back for a different model, and I knew that wasn’t really true but I also knew that it wasn’t, here, entirely untrue. And I did not fold fitted sheets or meet deadlines or go to the grocery store or do our taxes or call 1-800 numbers to complain. I did not wear electrodes or answer questions. I did not hear my husband opening the front door or closing the front door. And I did not feel guilt; I did not feel guilty; I forgot all the things that could have caused any warm ounce of that feeling. *

The way you can make one of your team members most effective on your project is by keeping that team member on track to meet their deliverables by the deadline. So,

DSM largely lacks what in the world of science is known as “reliability”—the ability to produce consistent, replicable results. In other words, it lacks scientific validity. Oddly, the lack of reliability and validity did not keep the DSM-V from meeting its deadline for publication, despite the near-universal consensus that it represented no improvement over the previous diagnostic system. 29 Could the fact that the APA had earned $ 100 million on the DSM-IV and is slated to take in a similar amount with the DSM-V (because all mental health practitioners, many lawyers, and other professionals will be obliged to purchase the latest edition)

time-wasting vortex where you find yourself poring through the wedding photos of someone you’ve never met instead of meeting a work deadline;

THE DSM-V: A VERITABLE SMORGASBORD OF “DIAGNOSES” When DSM-V was published in May 2013 it included some three hundred disorders in its 945 pages. It offers a veritable smorgasbord of possible labels for the problems associated with severe early-life trauma, including some new ones such as Disruptive Mood Regulation Disorder,26 Non-suicidal Self Injury, Intermittent Explosive Disorder, Dysregulated Social Engagement Disorder, and Disruptive Impulse Control Disorder.27 Before the late nineteenth century doctors classified illnesses according to their surface manifestations, like fevers and pustules, which was not unreasonable, given that they had little else to go on.28 This changed when scientists like Louis Pasteur and Robert Koch discovered that many diseases were caused by bacteria that were invisible to the naked eye. Medicine then was transformed by its attempts to discover ways to get rid of those organisms rather than just treating the boils and the fevers that they caused. With DSM-V psychiatry firmly regressed to early-nineteenth-century medical practice. Despite the fact that we know the origin of many of the problems it identifies, its “diagnoses” describe surface phenomena that completely ignore the underlying causes. Even before DSM-V was released, the American Journal of Psychiatry published the results of validity tests of various new diagnoses, which indicated that the DSM largely lacks what in the world of science is known as “reliability”—the ability to produce consistent, replicable results. In other words, it lacks scientific validity. Oddly, the lack of reliability and validity did not keep the DSM-V from meeting its deadline for publication, despite the near-universal consensus that it represented no improvement over the previous diagnostic system.29 Could the fact that the APA had earned $100 million on the DSM-IV and is slated to take in a similar amount with the DSM-V (because all mental health practitioners, many lawyers, and other professionals will be obliged to purchase the latest edition) be the reason we have this new diagnostic system?

Prof. Gerd Gleixner said “ Lailah recommend that you work every morning on the dissertation in order to meet the deadline. There are only 4 weeks .

One can’t force the mind, body or heart to heal in order to meet a writing deadline.

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

It is the only way of meeting the deadline, they think.

Adventure, with all its requisite danger and wildness, is a deeply spiritual longing written into the soul of man. The masculine heart needs a place where nothing is prefabricated, modular, nonfat, zip lock, franchised, on-line, microwavable. Where there are no deadlines, cell phones, or committee meetings. Where there is room for the soul. Where, finally, the geography around us corresponds to the geography of our heart.

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

The reality was that the code I was looking at was written by people working to meet intense deadlines. They

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?

An even more extreme example of a onetime grand gesture yielding results is a story involving Peter Shankman, an entrepreneur and social media pioneer. As a popular speaker, Shankman spends much of his time flying. He eventually realized that thirty thousand feet was an ideal environment for him to focus. As he explained in a blog post, “Locked in a seat with nothing in front of me, nothing to distract me, nothing to set off my ‘Ooh! Shiny!’ DNA, I have nothing to do but be at one with my thoughts.” It was sometime after this realization that Shankman signed a book contract that gave him only two weeks to finish the entire manuscript. Meeting this deadline would require incredible concentration. To achieve this state, Shankman did something unconventional. He booked a round-trip business-class ticket to Tokyo. He wrote during the whole flight to Japan, drank an espresso in the business class lounge once he arrived in Japan, then turned around and flew back, once again writing the whole way—arriving back in the States only thirty hours after he first left with a completed manuscript now in hand. “The trip cost $4,000 and was worth every penny,” he explained.

We found that the students with the three firm deadlines got the best grades; the class in which I set no deadlines at all (except for the final deadline) had the worst grades; and the class in which Gaurav and his classmates were allowed to choose their own three deadlines (but with penalties for failing to meet them) finished in the middle, in terms of their grades for the three papers and their final grade.

Four healthy ways to spur people to keep the agreements they make: 1. Specificity Boosts Clarity and Accountability The more concrete the agreement, the more clear the obligation and the more difficult it is for someone to misunderstand. "Please get right on that" does not create as much clarity nor accountability as, "Please finalize your choice of vendors by 5 p.m. tomorrow." 2. Peer Accountability Pins Us Together Although this did not work on the non-profit committee, when peers meet face-to-face or via group video and make specific agreements with each other and they all have a stake in the outcome there's a higher probability of securing accountability. 3. Written Proof So We Don't Goof To reinforce the power of mutual accountability, have a designated meeting recorder (or take turns with the role) so one participant is responsible for recording action items, deadlines and who's responsible for each item. The recorder sends that list to all participants' computers before they leave the meeting. 4. Upfront Rules of Engagement Are Our Guardrails A company, team, or committee is more likely to spur mutual accountability when it adopts a few, specific agreements about how people will operate together, from punctuality to pithiness in writing or conversing.

Remember, no developer has ever died from not meeting a deadline.

Working Hard Whatever you do, work at it with all your heart, as working for the Lord, not for human masters. COLOSSIANS 3:23 NIV Paul encouraged his readers to work hard, with all their hearts. Many of the new converts were enslaved to non-Christian masters. The tension between Christians and non-Christians increased when the non-Christian had the authority to lord it over the Christian. But the wisdom in this verse applies to us today. We should always work hard, always give our best, even if we don’t like our bosses. Ultimately, the quality of work we do reflects on our Father. If we’re lazy or if our work is below standard, it has a negative impact on the Body of Christ. But when we meet our deadlines and our work exceeds expectations, we give others A positive impression of what it means to be a Christian. If we want to get ahead in our jobs and we want to help build the kingdom of God, we must have impeccable reputations. One way to build a positive reputation is to be a hard worker. When we do our absolute best at any task, people notice. When we consistently deliver quality products and services, people notice. We honor God and we honor ourselves when we work hard at the tasks we’ve been given. Dear Father, I want to honor You with the work I do. Help me to work hard, with all my heart. Amen.

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.

The pace of postmodern life may leave us huffing and puffing, trying to catch our breath, but there is a certain excitement to the madness. Reaching deadlines, trying to squeeze new experiences into an already-overfilled day, just trying to keep up while meeting the challenges that hit us every day—all of it can be more than a little intoxicating. For many of us, the busier we are, the more alive we feel. Somehow we have to be weaned off the chaos if we're ever going to accomplish anything that counts for eternity with our lives.

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

Meet every deadline! I think that those three words have much more meaning. Writing is a profession like anything else. Many aspiring writers assume that because writing is a creative profession that the same standards don’t apply, but they do. It’s the same as a doctor showing up three hours late for an appointment or an accountant missing the deadline to submit tax returns.