Missed Deadlines Quotes

Habitual procrastinators will readily testify to all the lost opportunities, missed deadlines, failed relationships and even monetary losses incurred just because of one nasty habit of putting things off until it is often too late.

Normally I miss deadlines like a storm trooper misses Jedi.

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.

Wasted strokes, like missed deadlines, are preventable and costly.

How am I coping? I miss George and the goddamn world is still full of zombies, that's how. Everything else... Everything else is just details. And those don't really matter to me anymore.

But why must everything have a practical application? I'd been such a diligent soldier for years - working, producing, never missing a deadline, taking care of my loved ones, my gums and my credit record, voting, etc. Is this lifetime supposed to be only about duty? In this dark period of loss, did I need any justification for learning Italian other than that it was the only thing I could imagine bringing me any pleasure right now?

...even saying good-bye isn’t enough. There’s always one more thing you should have had the time to say, or do, or ask. There’s always going to be that one missing piece.

As you probably know, for every piece of subpar work you accept, for every missed deadline you let slip, you begin to feel resentment and then anger. You no longer just think the work is bad: you think the person is bad. This makes it harder to have an even-keeled conversation. You start to avoid talking to the person at all.

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.

If I ever miss a deadline, it will be because the apocalypse has started.

But why must everything always have a practical application? I'd been such a diligent soldier for years - working, producing, never missing a deadline, taking care of my loved ones, my gums and my credit record, voting, etc. Is this lifetime supposed to be only about duty?

...a deadline should not prevent you from writing, but writing will help prevent you from missing your deadline. Then write a word. Then remind yourself of that again. And then write another and hey, look at you! You’re spitting in that deadline’s eye.

I am shocked to find that some people think a 2 star 'I liked it' rating is a bad rating. What? I liked it. I LIKED it! That means I read the whole thing, to the last page, in spite of my life raining comets on me. It's a good book that survives the reading process with me. If a book is so-so, it ends up under the bed somewhere, or maybe under a stinky judo bag in the back of the van. So a 2 star from me means,yes, I liked the book, and I'd loan it to a friend and it went everywhere in my jacket pocket or purse until I finished it. A 3 star means that I've ignored friends to finish it and my sink is full of dirty dishes. A 4 star means I'm probably in trouble with my editor for missing a deadline because I was reading this book. But I want you to know . . . I don't finish books I don't like. There's too many good ones out there waiting to be found. Robin Hobb, author

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.

I'm over it. All the little costs of having ADHD that add up in the long run. Lost customers. Overdue bills. Replacement phone chargers. Time spent looking for things. The way it makes me feel, like a child. As if everyone else is a real adult and I'm just pretending. The frustration that I can't do the simple, everyday things that most people can. Like laundry, and making phone calls, and remembering to take out something from the freezer for dinner. It's the missed deadlines for opportunities I could've had. The broken relationships. How people think I'm lazy and selfish. How they think I don't care. How I think I'm lazy and selfish, even though I know I care.

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

At this point in my life, I often fear it’s too late, as if there were a sign-up deadline for intimacy and friends and family and I just kept missing it.

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

When I agreed to give this address, I started trying to think what the best advice I'd been given over the years was. And it came from Stephen King twenty years ago, at the height of the success of Sandman. I was writing a comic that people loved and were taking seriously. King had like Sandman and my novel with Terry Pratchett, Good Omens, and he saw a madness, the long signing lines, all that, and his advice was this: "This is really great. You should enjoy it." And I didn't. Best advice I got that I ignored. Instead I worried about it. I worried about the next deadline, the next idea, the next story. There wasn't a moment for the next fourteen or fifteen years that I wasn't writing something in my head, or wondering about it. And I didn't stop and look around and go, This is really fun. I wish I'd enjoyed it more. It's been an amazing ride. But there were parts of the ride I missed, because I was too worried about things going wrong, about what came next, to enjoy the bit I was on. That was the hardest lesson for me, I think: to let go and enjoy the ride, because the ride takes you to some remarkable and unexpected places.

Missing kids are tough cases. I mean, murder is bad but at least the worst has already happened to the victim—they’re not going to get any deader. Missing kids come with a literal deadline, made worse by the fact that you don’t get to learn the timing until it’s too late.

MURRY: It's not that, it's just… I don't really get it. I usually find myself staring at the midnight deadline filled with regrets both for opportunities and loved ones missed. It's another day closer to the end. The last thing I feel like doing is counting down to some wild celebration. It just seems so sad to say goodbye to a year and know that it’s gone forever and you can’t go back to it. Not to relive, not to correct. NOEL: I've never thought about it that way. MURRY: There's something so final about it. It's the period at the end of the sentence. NOEL: The New Year's resolution.

Writing a second book is not like writing the first. I don't mean that every book is different, though of course there's an element of that. The crucial difference is that when you write your first book, you don't have a publisher, which means you don't have a deadline. Deadlines-well. Deadlines put a whole new spin on this writing lark.

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.

He had plans, but his hopes for higher education, like all his others, were built on “mights.” He might go hang out somewhere, with someone. He might get a job and earn some money. He might go to college, a really old school with gray stone buildings and an enormous library. He was thinking of applying next year. Maybe the year after. He wasn’t thinking about application deadlines. That sort of detail wasn’t a part of his plan. Not at the moment. And why tell his mother about this anyway? It would rekindle her expectations, and she’d only start riding him again. Better to let it be. When his dad came home, they’d sort it out together. His mother retreated into her world, Silas into his. What a family, his mother would say, but until now, Silas had never realized that they weren’t really much of one. The names of the days retreated from them both, and soon after the school term ended, Silas was no longer sure what day of the week it was. Every morning when he woke up, he missed his father more keenly than the night before, but the details and differences of each day blurred and eventually vanished. For Silas, the passage of time became a longing ache in his heart that grew daily worse.

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.

Freighter pilot Hal Spacejock has a life to die for: His very own cargo ship, a witty and intelligent flight computer ... and a debt so big it makes the GFC look like a rounding error. Hal's an upright sort of guy, and he won't take jobs from gun runners, drug smugglers or politicians. On the other hand, the finance company's brutal enforcer is on his doorstep, and Hal has barely twenty-four hours to pay him off. Miss the deadline and he - and his ship - will go under. Way, way, under.

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

I’ve sat at the piano for hours already, looking for lyrics and melodies, but everything sounds the same and I feel as uninspired as ever. Does it mean I’m finished? A more sobering thought: if I’m finished, would I miss it? But the truth is, I’ve been here before. Many times. We all have. So how do we find the faith to press on? Remember. Remember, Hebrew children, who you once were in Egypt. Remember the altars set up along the way to remind yourselves that you made the journey and God rescued you from sword and famine, from chariots and pestilence, that once you were there, but now you are here. It happened. Our memories are fallible, residing in that most complex and mysterious organ in the human body (and therefore the known universe), capable of being suppressed, manipulated, altered, but also profoundly powerful and able to transport a person to a place fifty years ago all because of a whiff of your grandfather’s cologne or an old book or the salty air. As often as you do this, do it in remembrance of me. Remember with every sip of wine that we shared this meal, you and I. Remember. So I look at the last album, the last book, and am forced to admit that I didn’t know anymore then than I do now. Every song is an Ebenezer stone, evidence of God’s faithfulness. I just need to remember. Trust is crucial. So is self-forgetfulness and risk and a measure of audacity. And now that I think about it, there’s also wonder, insight, familiarity with Scripture, passion, a good night’s sleep, breakfast (preferably an egg sandwich), an encouraging voice, diligence, patience. I need silence. Privacy. Time—that’s what I need: more time. But first I need a vacation, because I’ve been really grinding away at this other stuff and my mental cache is full. A deadline would be great. I work best with deadlines, and maybe some bills piling up. Some new guitar strings would help, and a nice candle. And that’s all I need, in the words of Steve Martin’s The Jerk. This is the truth: all I really need is a guitar, some paper, and discipline. If only I would apply myself.

The expensive act of planning on late When you’re late, there’s not a lot of room for choice or decision or initiative. When you’re late, the path is well lit, and the choices are clear. Run! Run down the path you’ve run down before. Late is a tool for people unable to find the guts to stand for their acts. Late gives us cover; it permits us to trample forward, without creativity or panache. “Can’t you see I’m late!” we shout, as we do what we have to do, without even pausing to think about what we could do instead. Late might be useful, except that late is incredibly expensive. This strategy, the one we choose so we can avoid the fear of choice, costs us in so many ways. It degrades quality, misses airplanes, charges overtime, and shuts down those around us. It’s also exhausting. The alternative to planning on late is to initiate before it’s required, to ship before deadline, to put the idea out there before the crisis hits. This act of bravery actually gives you influence, leverage, and control in a way that planning on late never can.

As with everything Douglas had done, the book was late. Apocryphal stories have grown up about Douglas Adams's almost superhuman ability to miss deadlines. Upon close inspection, they all appear to be true. The story about the first book is this: after he had been writing it for as long past the deadline as he could get away with, Pan Books telephoned Douglas and said, "How many pages have you done?" He told them. "How long have you got to go?" He told them. "Well," they said, making the best of a bad job, "Finish the page you are on, and we'll send a motorbike round to pick it up in half an hour.

Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

Douglas Adams did not enjoy writing, and he enjoyed it less as time went on. He was a bestselling, acclaimed, and much-loved novelist who had not set out to be a novelist, and who took little joy in the process of crafting novels. He loved talking to audiences. He liked writing screenplays. He liked being at the cutting edge of technology and inventing and explaining with an enthusiasm that was uniquely his own. Douglas’s ability to miss deadlines became legendary. (“I love deadlines,” he said once. “I love the whooshing sound they make as they go by.”) He died in May 2001—too young. His death surprised us all, and left a huge, Douglas Adams–sized hole in the world. We had lost both the man (tall, affable, smiling gently at a world that baffled and delighted him) and the mind.

Many people assume that working from home is like a vacation, where you get to do what you want when you want. This was not the case for me. The demands of eBay put me on the strictest schedule I’d ever endured. Because my auctions were timed, there were very real consequences for missing deadlines. The prime time for auctions to go live was Sunday evening. If mine went up late, that meant my customers, who were likely waiting to pounce on my latest batch of vintage gems, might end up disappointed, instead giving another seller their business. If I took too long to respond to a customer inquiry, she might get impatient, choosing to bid on something else. Shipping orders out late might result in negative feedback, and if I didn’t steam and prep all the clothes the night before a shoot, there wouldn’t be time to get through everything in one day.

I think of sensitivity within ADHD as having two parts. First, there is a deep curiosity about and sensitivity to new information and stimuli, an experience not too different from that of a bee driven to discover all available pollen. Second, there is the sensitivity that results from being ADHD, especially if it’s been unknown, where people become sensitive to criticism and being judged. It’s hard to do well at some times and then at other times feel like a total failure—for being late, missing an appointment, missing a deadline, getting dates or times confused, or other results of having a challenged prefrontal cortex and struggling executive functioning. There is also a sensitivity to ourselves—our own emotions, regulating those emotions, and not being so hard on ourselves. It’s no surprise, then, that it is not uncommon for adults with ADHD to have meltdowns or “blowups”—like an adult tantrum.

■​Let what you know—your known knowns—guide you but not blind you. Every case is new, so remain flexible and adaptable. Remember the Griffin bank crisis: no hostage-taker had killed a hostage on deadline, until he did. ■​Black Swans are leverage multipliers. Remember the three types of leverage: positive (the ability to give someone what they want); negative (the ability to hurt someone); and normative (using your counterpart’s norms to bring them around). ■​Work to understand the other side’s “religion.” Digging into worldviews inherently implies moving beyond the negotiating table and into the life, emotional and otherwise, of your counterpart. That’s where Black Swans live. ■​Review everything you hear from your counterpart. You will not hear everything the first time, so double-check. Compare notes with team members. Use backup listeners whose job is to listen between the lines. They will hear things you miss. ■​Exploit the similarity principle. People are more apt to concede to someone they share a cultural similarity with, so dig for what makes them tick and show that you share common ground. ■​When someone seems irrational or crazy, they most likely aren’t. Faced with this situation, search for constraints, hidden desires, and bad information. ■​Get face time with your counterpart. Ten minutes of face time often reveals more than days of research. Pay special attention to your counterpart’s verbal and nonverbal communication at unguarded moments—at the beginning and the end of the session or when someone says something out of line.

Clingmans Dome in the middle of the park. Then, it’s downhill to Virginia, and people have told me Virginia is a cakewalk. I’ll learn soon enough that “easy” trail beyond the Smoky Mountains is as much a fantasy as my dream lunch with pizza…uh, I mean Juli, but for now I’ve convinced myself all will be well once I get through the Smokies. I leave Tray Mountain Shelter at 1:00 with ten miles to go. I’ve eaten the remainder of my food. I’ve been hiking roughly two miles per hour. Downhill is slower due to my sore knee. I need to get to Hiawassee by 6:00 p.m., the check-in deadline at Blueberry Patch Hostel, where my mail drop is waiting.5 I have little margin, so I decide to push for a while. I down a couple of Advil and “open it up” for the first time this trip. In the next hour I cover 3.5 miles. Another 1.5 miles and I am out of water, since I skipped all the side trails leading to streams. Five miles to go, and I’m running out of steam. Half the strands of muscle in my legs have taken the rest of the day off, leaving the other half to do all the work. My throat is dry. Less than a mile to go, a widening stream parallels the trail. It is nearing 6:00, but I can handle the thirst no longer. There is a five-foot drop down an embankment to the stream. Hurriedly I drop my pack and camera case, which I have clipped over the belt of my pack. The camera starts rolling down the embankment, headed for the stream. I lunge for it and miss. It stops on its own in the nook of a tree root. I have to be more careful. I’m already paranoid about losing or breaking gear. Every time I resume hiking after a rest, I stop a few steps down the trail and look back for anything I may have left behind. There’s nothing in my pack that I don’t need. Finally, I’m

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.

Say that you are writing a 100,000 word book for your project. That can be very intimidating. It's best to split the project into smaller chunks to keep yourself from getting overwhelmed. Splitting your main goal into daily, weekly and monthly goals will allow you to make a little bit of progress every day. If you fall short on a daily goal, make sure not to beat yourself up too much over it. Even the best writers, businesspeople and bloggers in the world miss a deadline every so often. Deal with your temporary laziness and move on.

He couldn’t begin his morning writing session until his writing implements and the bric-a-brac on his desk (including an indispensable figurine of two frogs dueling with swords) were perfectly disposed, but in thirty-five years of writing to deadline—all his novels were written as weekly or monthly serials—he missed a deadline only once, and then only because he was stunned by Mary Hogarth’s death.

Author and screenwriter Neil Gaiman, in a 2012 commencement address at the University of the Arts, said that excellence in business can be boiled down to three simple things: 1. Be Efficient: Turn in work on time. 2. Be Effective: Do great work. 3. Be Congenial: Be a pleasure to work with.1 Gaiman added that even mastering two of the three will take you far. If you do great work and are a pleasure to work with, most people will forgive you for missing a deadline. If you’re always on time and a pleasure to work with, most people put up with less than perfect work. If you turn in great work on time, most people will put up with you being unpleasant.

I’m going to walk through my life being Shaun Mason, the Dude Who Copes. Copes with a world filled with stupid people. Copes with a life that doesn’t include the one person who ever really mattered. Copes with everyone asking him whether he’s “coping,” when the answer should be totally obvious to anyone with a brain. How am I coping? I miss George, and the goddamn world is still full of zombies, that’s how. Everything else… Everything else is just details. And those don’t really matter to me anymore.

You only come to know these things in hindsight – when you look back and see the precarious chain of events, happenstance, and good fortune that led to wherever you are now. Before you reach that point, you have no way of predicting which idea will make a difference and which will die on the vine.

You only come to know these things in hindsight – when you look back and see the precarious chain of events, happenstance, and good fortune that led to wherever you are now. Before you reach that point, you have no way of predicting which idea will make a difference and which will die on the vine. That’s why you record them all. No matter how random, how small, how half-baked, how unfinished it may be; if you have a thought, record it right away.

It’s easier to rewrite anything, even the worst writing ever, than to write something for the first time.

Mark and Shane, the team leads, were very conscious of not burning everyone out because of their experience on StarCraft. They had both been associate producers on the project and vowed to avoid pushing Team 2 as hard as the StarCraft devs were pushed. StarCraft’s dev cycle was nightmarish in that the goal posts were always moving. Whenever they crossed the finish line, Allen Adham found room for improvement, saying the game wasn’t polished enough, and asked everyone if they could hunker down for a few weeks longer. Whenever the next deadline was reached, another issue would arise and it was extended again, prolonging the crunch of late hours. The light at the end of the StarCraft tunnel always turned out to be a mirage. Each “final” sprint collided directly into another. And then another. Fans camped out in Blizzard’s parking lot and counted the cars, reporting on websites how many people were working at night. StarCraft’s drop-dead due dates were missed again and again until it was over a year later. Shane reminisced how people slept in sleeping bags on the floor. Showers and meals were skipped. To this day, few people who served on the StarCraft team play the game. Both Shane and Mark agreed that people weren’t as productive when exhausted and it just wasn’t worth it. Allen Adham’s nerves had been so worn out he left the company he founded until Blizzard convinced him to help out on WoW years later. In the wake of StarCraft’s quality-of-life costs, Shane and Mark vowed they’d never push a team like that, and their solution was to start the late nights early.

Now, though, as we assembled the crew to work on our second film, A Bug’s Life, drawing on people who’d been key to Toy Story’s evolution, I discovered we’d completely missed a serious, ongoing rift between our creative and production departments. In short, production managers told me that working on Toy Story had been a nightmare. They felt disrespected and marginalized—like second-class citizens. And while they were gratified by Toy Story’s success, they were very reluctant to sign on to work on another film at Pixar. I was floored. How had we missed this? The answer, at least in part, was rooted in the role production managers play in making our films. Production managers are the people who keep track of the endless details that ensure that a movie is delivered on time and on budget. They monitor the overall progress of the crew; they keep track of the thousands of shots; they evaluate how resources are being used; they persuade and cajole and nudge and say no when necessary. In other words, they do something essential for a company whose success relies on hitting deadlines and staying on-budget: They manage people and safeguard the process. If there was one thing we prided ourselves on at Pixar, it was making sure that Pixar’s artists and technical people treated each other as equals, and I had assumed that that same mutual respect would be afforded to those who managed the productions. I had assumed wrong. Sure enough, when I checked with the artists and technical staff, they did believe that production managers were second-class and that they impeded—not facilitated—good filmmaking by overcontrolling the process, by micromanaging. Production managers, the folks I consulted told me, were just sand in the gears.

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 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 optimised 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.

How to set a goal. Several decades ago, renowned management consultant Peter Drucker popularized a system of goal defining and achievement known as the SMART Criteria, a mnemonic acronym to optimally structure the setting of objectives. It works for me, it will work for you. I’ve supplemented it with my own spin. It goes like this: Specific. A goal must be clear and unambiguous; without vagaries and platitudes. It must indicate exactly what is expected, why is it important, who’s involved, where is it going to happen, and which attributes are important. Measurable. A goal must include concrete criteria for measuring progress toward its attainment. If a goal is not measurable, it is not possible to know whether you’re making progress toward successful completion. Attainable. A goal must fall within realistic parameters, accessible enough to craft a logical roadmap toward its achievement. However, I would provide the personal caveat that no goal worthy of your complete attention, time, and resources should be too realistic. It should be big. Big enough to scare you. Audacious enough to tingle the senses, keep you up at night, and launch you out of bed in the morning. In preparation for my first Ultraman, I never missed a single workout, primarily because I was scared out of my mind. That said, a goal must be rooted in tangible reality. Understand the distinction between audacious and ludicrous. Relevant. This takes us back to the spirituality of pursuit. A goal must contain personal meaning. You should understand why its pursuit holds importance in the context of your personal growth. In other words, it has to matter. The more it matters, the better. Time-bound. A goal must have a target date and be grounded within a specific time frame. Deadlines create structure, foster a sense of urgency, and focus the prioritization of time and energy. Service-oriented. This is my personal addition to the criteria (so now it’s “SMARTS”). Although a goal must carry great personal meaning, in my experience, the pursuit of that goal is best served when it is also in service to something beyond the self. This can take any number of forms: raising money for a cause you believe in; perhaps a blog chronicling the journey to inspire friends and family. It doesn’t matter. What does matter is the spirit in which you approach it.

you’re not trying to solve the problem that’s on the table right now (a kid who’s violating curfew, a coworker who’s missing deadlines, etc.). Instead, you’re shifting people to a place where they can solve the problem—and the next one that comes up, and the one after that.

Sometimes I feel like throwing my hands up in the air and saying, ‘Enough!’ I immediately feel my brain seizing up when I do that. Then, instead of being smart in handling the workload, it’s easy to make bad decisions,” he says. “You can end up catastrophizing, worrying about worst-case scenarios like missing deadlines and even losing your job. None of which helps you think any more clearly.” It’s a good description of how stressful it feels when our brain’s deliberate system gets swamped with demands, and how the resulting tumble into defensive mode makes it hard to be our most sensible selves.

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.

SOME MISCONCEPTIONS ABOUT TEAMWORK 1. Effective teams work together a lot. We found instead that smoothly functioning groups work just as well when individuals are able to work independently, yet confidently. 2. Conflict between group members is bad. Many researchers agree that this is dangerous. But constructive conflict is essential to prevent such dysfunctions as individual apathy, group-think, and the so-called Abilene paradox, in which members agree to agree, even if they have qualms. What makes conflict constructive is controlled disagreements over ideas (not personalities) and a common commitment to, and mutual confidence in, execution after a decision is made. 3. Teams are better off when members like each other. True, it’s tough to work with someone when you have an overwhelming urge to throttle the person. On the other hand, there are plenty of groups whose members would not care to spend any time together on a personal basis but who do leverage each other’s experience and skill effectively. The key seems to be mutual respect rather than affection. 4. Team satisfaction produces performance. We found no necessary correlations. When a group puts more energy into its own good feelings than into the task at hand, performance suffers. In one extreme example, an IT project manager was so concerned about morale that she would hold pizza parties when deadlines were missed so that people didn’t feel discouraged.

SOME MISCONCEPTIONS ABOUT TEAMWORK 1. Effective teams work together a lot. We found instead that smoothly functioning groups work just as well when individuals are able to work independently, yet confidently. 2. Conflict between group members is bad. Many researchers agree that this is dangerous. But constructive conflict is essential to prevent such dysfunctions as individual apathy, group-think, and the so-called Abilene paradox, in which members agree to agree, even if they have qualms. What makes conflict constructive is controlled disagreements over ideas (not personalities) and a common commitment to, and mutual confidence in, execution after a decision is made. 3. Teams are better off when members like each other. True, it’s tough to work with someone when you have an overwhelming urge to throttle the person. On the other hand, there are plenty of groups whose members would not care to spend any time together on a personal basis but who do leverage each other’s experience and skill effectively. The key seems to be mutual respect rather than affection. 4. Team satisfaction produces performance. We found no necessary correlations. When a group puts more energy into its own good feelings than into the task at hand, performance suffers. In one extreme example, an IT project manager was so concerned about morale that she would hold pizza parties when deadlines were missed so that people didn’t feel discouraged.

work hard. I don’t miss deadlines or pull diva fits when someone wants a change to the design, even an ill-advised one. From time to time, I catch up with old friends over lunch. I make jokes, even.

Sample Quarterly Review Summary Successes Maintained peak-performance habits Stabilized the company and team Raised funds for next phase of growth Upgraded company-wide marketing Launched leadership development program Failures Worked too much, felt worn out Failed to follow-up on marketing project on time Missed language learning goals in Portuguese Extended two project deadlines unnecessarily Didn’t spend sufficient time with family and friends Insights Perfectionism is a big development opportunity Reading should be scheduled into the day The mind needs to be trained as much as the body Weekly reviews must result in new weekly commitments I want to become world-class at peak performance Actions Determine what are the non-negotiables in my life Increase output with a color-coded master calendar Bring the joy/be more intentional Hire a virtual assistant Create a weekly accountability checklist

extraordinary results are directly determined by how narrow you can make your focus. The way to get the most out of your work and your life is to go as small as possible. Most people think just the opposite. They think big success is time consuming and complicated. As a result, their calendars and to-do lists become overloaded and overwhelming. Success starts to feel out of reach, so they settle for less. Unaware that big success comes when we do a few things well, they get lost trying to do too much and in the end accomplish too little. Over time they lower their expectations, abandon their dreams, and allow their life to get small. This is the wrong thing to make small. You have only so much time and energy, so when you spread yourself out, you end up spread thin. You want your achievements to add up, but that actually takes subtraction, not addition. You need to be doing fewer things for more effect instead of doing more things with side effects. The problem with trying to do too much is that even if it works, adding more to your work and your life without cutting anything brings a lot of bad with it: missed deadlines, disappointing results, high stress, long hours, lost sleep, poor diet, no exercise, and missed moments with family and friends—all in the name of going after something that is easier to get than you might imagine. Going small is a simple approach to extraordinary results, and it works. It works all the time, anywhere and on anything. Why? Because it has only one purpose—to ultimately get you to the point. When you go as small as possible, you’ll be staring at one thing. And that’s the point. 2 THE DOMINO EFFECT “Every great change starts like falling dominoes.” —BJ Thornton In Leeuwarden, The Netherlands, on Domino Day, November 13, 2009, Weijers Domino Productions coordinated the world record domino fall by lining up more than 4,491,863 dominoes in a dazzling display.

Missing deadlines at work

I am shocked to find that some people think a 2 star 'I liked it' rating is a bad rating. What? I liked it. I LIKED it! That means I read the whole thing, to the last page, in spite of my life raining comets on me. It's a good book that survives the reading process with me. If a book is so-so, it ends up under the bed somewhere, or maybe under a stinky judo bag in the back of the van. So a 2 star from me means,yes, I liked the book, and I'd loan it to a friend and it went everywhere in my jacket pocket or purse until I finished it. A 3 star means that I've ignored friends to finish it and my sink is full of dirty dishes. A 4 star means I'm probably in trouble with my editor for missing a deadline because I was reading this book. But I want you to know . . . I don't finish books I don't like. There's too many good ones out there waiting to be found.

Woooooooooohoooooooooo! It’s finally done and finally ready to be published! Thank goodness I’m done. I’m really sorry that it took so, so, so, sooooooooooo long for this final book to come out. I had a difficult time writing it, probably because it was the finale. Usually, when I write, the story and words flow out of me pretty easily. But with this final book, the words came trickling out. Not only that, but I rewrote some sections a few times. So, yeah, that’s why it took so long. But hey, it ended up with nearly 88,000 words and 71 pics. It’s basically a double book, though I’d like to think of it as two and a half books. That way, I feel a little bit better about the long delay. Speaking of delays, I must apologize again for missing my deadlines repeatedly. I totally underestimated this last book. It’s actually kinda funny, because this book was scheduled for a late August release. And now it’s mid-December! Oh, my goodness… how time flies. But yeah, I was at it every day. At one point, I seriously considered splitting this book into two parts. I think that was in early November. But then, I decided to just push through. Alright, enough of publishing times. Let’s talk about the book and the ending. I think I found a nice blend of multiple ideas on the ending. With this ending, it opens up the possibilities to a lot of new things in Minecraft, such as all the latest and greatest updates. Anyway, I think most readers will like the ending.  Now a word about the next series—or the rather—the continuing series, the new world/realm will feature player name tags/humans, as well as custom player skins. It will contain the latest updates, as well as mods. The continuing series will make use of pop culture such as memes. There’s so much more I can say about the next saga, but I won’t because I don’t want to give everything away.

How to Write your Own Success Story Everyone’s story is unique. Where your story starts may not be up to you, but where it ends definitely is. Every twist and turn is an opportunity to choose what comes next. Make that choice authentically yours, and you can’t do anything but succeed. Your Rough Draft We all have a different way of finding out what will work for us. But no matter which route we take on the journey to success – however you define it – we have to get into the messy and the profound in equal measure. And once it all comes together, the structure will make sense: the who, the why and the how. As you’re reading this, you’re probably frantically wondering how to do this, or finding reasons why it can’t happen. Great. You’ve just stumbled on your first limiting belief, the one that’s literally stopping you from creating the outcome you want. At this point, you can deepen your brainstorming process. Imagine what is real, true and possible. Not what you think is real, true and possible but what actually is. Once you have a rough idea of what you truly deeply want, learn from those who’ve gone before you on this journey. They have a lot to share and they can teach us about how to create the conditions for successful follow through. Hint….its about being authentic and invigorated. Your state of being is everything. Writing Your Success Story: the Essentials 1. Tolerate Uncertainty If you want to write a new success story for yourself, commit to a brand new way of thinking and being. It’s normal to feel afraid of what you can’t see ahead. How you choose to be with that fear is a central key to your success. Who do you need to be to create what you want? To tolerate the uncertainty of letting go of the old to make way for the new? 2. Take Your Time Remember to allow that learning takes time. How long it takes for it to all come together depends on you and the universe. Time is your friend, no matter how it feels. There’s no deadline. There is only now. Are you giving yourself an arbitrary deadline? One you feel you ‘should’ be able to meet? Are you holding unhelpful, unrealistic expectations of yourself? 3. The Lure of the ‘One Right Way’ There’s another common misperception out there that there must be one, perfect and efficient way to get this right. People are in such a hurry to make the change, feel happier, and get that business started, that they miss all the best guideposts to change. In writing your next best steps, your authentic self is trying to get your attention. Are you listening? Responding? 4. “I did it my way” There is only your way. How you find it is up to you. Once you’ve committed to creating your great story, understand that you’ve signed up for a miraculously creative endeavour. There’s no getting it right in the first attempt, or even the fifth… There’s only living the new way of being once you understand what the change actually is – practicing it until it’s fully integrated into your everyday life. Ask yourself, What way of being are you ready to incorporate into your day? How will you hold yourself accountable for this commitment to yourself? When you pay attention to the process, there’s no way for you to fail.

Many ADHDers that I know describe themselves as “time blind,” or as perceiving time as moving in a spiral or series of waves. I experience time quite linearly, and rigidly, and have never been late to an appointment or missed a deadline in my life.

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.

Purpose has a timeline—from the time you are born to the time you give your last breath on earth. Thus, when it comes to purpose, be certain not to miss your deadline.

Purpose has a timeline—from the time you are born to the time you give your last breath on earth. Thus, when it comes to purpose, be certain not to miss your deadline.

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.

Her first instinct was to keep walking. Nothing—nothing!—vexed Jessica more than tardiness. Except perhaps messiness. And people who cut corners, or people who missed RSVP deadlines. Jessica always RSVP’d to invitations the moment they landed in her hand or inbox. Then she diarized the event, made a note in her Organization app to buy a gift, if necessary, and created a block of time in her calendar to ensure she had an appropriate outfit to wear. At least forty-eight hours before the event, she decided on appropriate transport and mapped out the approximate time it would take to get there (with fifteen minutes added for contingencies).

Burnout can result in a person being unresonably short with colleagues, missing deadlines, and doing work that isn't up to their usual standards. It ccan cause you to be unmotivated and unfocused, or dissatisfied and uncaring when you do have an office success. But burnout can also manifest physically: it can lead to insomnia or, conversely, extreme fatigue.

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?

Apocryphal stories have grown up about Douglas Adams’s almost superhuman ability to miss deadlines. Upon close inspection, they all appear to be true.

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.

who cut corners, or people who missed RSVP deadlines. Jessica always RSVP’d to invitations the moment they landed in her hand or inbox. Then she diarized the event, made a note in her Organization app to buy a gift, if necessary, and created a block of time in her calendar to ensure she had an appropriate outfit to wear. At least forty-eight hours before the event, she decided on appropriate transport and mapped out the approximate time it would take to get there (with fifteen minutes added for contingencies).

But why must everything have a practical application? I'd been such a diligent soldier for years--working, producing, never missing a deadline, taking care of my loved ones, my gums, and my credit record, voting, etc. Is this lifetime supposed to only be about duty?

The intellectual summits of my life had been completing my dissertation and publishing my book, and that was already more than ten years ago. Intellectual summits? Summits, full stop. In those days, at least, I’d felt justified. Since then I hadn’t produced anything except a few short articles for the Journal of Nineteenth-Century Studies, plus a couple for The Literary Review, when some new book touched on my field of expertise. My articles were clear, incisive and brilliant. They were generally well received, especially since I never missed a deadline. But was that enough to justify a life?

The veterans would spend so much time tutoring the novices that they would lose track of their work. And by the time the new hires learned enough really to help, the group would have missed the deadline anyway. “For the same reason,” Perazzoli said, “your wife’s not going to have a baby in three months if you give her two more people.” Even

A few weeks later, Chesky decided that the founders of the struggling company should apply to the prestigious Y Combinator startup school, which invested seventeen thousand dollars in each startup, took a 7 percent ownership stake, and surrounded founders with mentors and technology luminaries during an intense three-month program. It was a last-ditch effort and Chesky actually missed the application deadline by a day. Michael Seibel, an alumnus of the program (and later its CEO), had to ask the organizers to let the company submit late. They got permission, and the co-founders were invited for an interview. Blecharczyk flew out to San Francisco and crashed on the living-room couch on Rausch Street, and the three co-founders gathered themselves for one last try.

Writing and repairing software generally takes far more time and is far more expensive than initially anticipated. “Every feature that is added and every bug that is fixed,” Edward Tenner points out, “adds the possibility of some new and unexpected interaction between parts of the program.”19 De Jager concurs: “If people have learned anything about large software projects, it is that many of them miss their deadlines, and those that are on time seldom work perfectly. … Indeed, on-time error-free installations of complex computer systems are rare.”20 Even small changes to code can require wholesale retesting of entire software systems. While at MIT in the 1980s, I helped develop some moderately complex software. I learned then that the biggest problems arise from bugs that creep into programs during early stages of design. They become deeply embedded in the software’s interdependent network of logic, and if left unfixed can have cascading repercussions throughout the software. But fixing them often requires tracing out consequences that have metastasized in every direction from the original error. As the amount of computer code in our world soars (doubling every two years in consumer products alone), we need practical ways to minimize the number of bugs. But software development is still at a preindustrial stage—it remains more craft than engineering. Programmers resemble artisans: they handcraft computer code out of basic programming languages using logic, intuition, and pattern-recognition skills honed over years of experience.

Sometimes we break people's trust accidentally. An infraction such as not returning a phone call, missing a deadline, being late for an appointment, divulging a confidence, or speaking out of turn can damage our perceived character and reputation.

Skip, that’s one of about forty things on my list. It isn’t funny anymore. You’re fucking up on a regular basis. You miss deadlines, you libel people, you invent ludicrous facts and put them in the paper. I’ve got a lawyer downstairs who does nothing but fight off litigation against your column. We’ve had to print seven retractions in the last four months—that’s a new record, by the way. No other managing editor in the history of this newspaper can make that claim.

The pathology of setting a deadline to the earliest articulable date essentially guarantees that the schedule will be missed.

Lieutenant Davis always seemed to be in an outlandish hurry to get things done, as though hell yawned before him if he missed a deadline. Reaching the top step with obvious difficulty, the lieutenant took a deep breath and said, “This better be good.

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 had to do with that something in me, that something in my nature, which, as I said earlier, wasn’t a quality I could be proud of or could take credit for. It wasn’t something that, as I missed yet another deadline by months or years, I could take the blame for, either. It was just part of me, like it or not; the part of me that had hated writing an article for Newsday while I still had questions—or even a question—left to ask; the part of me that, now that I was writing books, kept leading me, after I had gotten every question answered, to suddenly think, despite myself, of new questions that, in the instant of thinking them, I felt must be answered for my book to be

What happens to job performance if we don’t practice humility in the form of self-awareness? We risk overestimating our abilities, which can result in insufficient effort, missed deadlines, and lower quality of work—all of which can add up to decreased performance.

This strange moment in history, when time feels so unmoored, might in fact provide the ideal opportunity to reconsider our relationship with it. Older thinkers have faced these challenges before us, and when their wisdom is applied to the present day, certain truths grow more clearly apparent. 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.

Whatever deadline I was currently missing was always the last deadline I was ever going to miss in my whole life ever, because tomorrow was going to be the perfect day, the most perfect day; the first perfect day of the rest of my perfect life.

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.

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.

But why must everything always have a practical application? I’d been such a diligent soldier for years—working, producing, never missing a deadline, taking care of my loved ones, my gums and my credit record, voting, etc. Is this lifetime supposed to be only about duty? In this dark period of loss, did I need any justification for learning Italian other than that it was the only thing I could imagine bringing me any pleasure right now? And it wasn’t that outrageous a goal, anyway, to want to study a language.

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. *

not think about time or plans or deadlines or that rust spot in my old shower that bothered me so much or that wild animal with all the teeth charging toward me called the future,

Even when big money is at stake, companies often choose to bury their heads in the sand rather than confront errors. Nearly half of financial services firms do not step in to rescue a floundering project until it has missed its deadline or run over budget. Another 15 percent lack a formal mechanism to deal with a project’s failure.

It doesn’t seem like it hurts if you put off your studies a little longer. Or spend another “few minutes” on social media. But if you get used to procrastinating, it will make learning harder, because you will have less time when you do buckle down to learn. You’ll get stressed, miss deadlines, and not learn things properly. You can get really behind. All this will make you a less effective student.

The problem with trying to do too much is that even if it works, adding more to your work and your life without cutting anything brings a lot of bad with it: missed deadlines, disappointing results, high stress, long hours, lost sleep, poor diet, no exercise, and missed moments with family and friends— all in the name of going after something that is easier to get than you might imagine.

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

Difficulty getting organized. A major problem for most adults with ADD. Without the structure of school, without parents around to get things organized for him or her, the adult may stagger under the organizational demands of everyday life. The supposed “little things” may mount up to create huge obstacles. For the want of a proverbial nail—a missed appointment, a lost check, a forgotten deadline—their kingdom may be lost.

Kenny’s career trajectory had been a frenetic scramble, with personality conflicts, professional counseling, and extended periods of unemployment along the way. At Wharton, his devotion to studying was legendary. If a subject intrigued him, he’d work seventy-two hours at a clip, with a laser focus that could bend the world’s edges. School was a sanctuary where he chased ideas like rabbits down into whatever random, circuitous holes they traveled. In retrospect, he should’ve stayed for his PhD and become an academic, worn open-collared shirts, comfortable shoes. Instead, he listened to Janine and went high-ticket corporate, only to discover that he wasn’t cut out for the real world. Out here, smart people were made to repeat the same simple tasks over and over until all their intelligence drained out. Out here, Kenny couldn’t get traction. His attention wandered, his already poor listening skills deteriorated. He lost track of time. Missed deadlines.

Shortly after Scotty’s decision in favor of Steve, Raskin quit in a huff. But before he left he fired off a memo to his bosses that still stands as an angry summary of Steve’s weaknesses. “While Mr. Jobs’s stated positions on management techniques are all quite noble and worthy, in practice he is a dreadful manager.… He is a prime example of a manager who takes the credit for his optimistic schedules and then blames the workers when deadlines are not met,” he wrote, adding that Steve “misses appointments … does not give credit … has favorites … and doesn’t keep promises.

That is when Thaler intervened by offering David the following deal. David would write Thaler a series of checks for $100, payable on the first day of each of the next few months. Thaler would cash each check if David did not put a copy of a new chapter of the thesis under his door by midnight of the corresponding month. Furthermore, Thaler promised to use the money to have a party to which David would not be invited. David completed his thesis on schedule four months later, never having missed a deadline (though most chapters were completed within mere minutes of being due). It is instructive that this incentive scheme worked even though David’s monetary incentive from the university was greater than $100 a month, just from the retirement contribution alone. The scheme worked because the pain of having Thaler cash the check and consume some good wine without him was more salient than the rather abstract and pallid forgone contribution to his retirement savings plan.

Borrowing money from a friend, Always Interrupts the friendship flow, Especially after missing the payment deadline, More than two weeks in a row

I’m “Careless” My teachers were the first to point out how “careless” I was. I’d neglect to turn in my homework, miss deadlines, and forget my lunch. My tests came back marked up in red with “careless mistakes” scribbled in the margin. I was the kid who always won second place in the spelling bee but “could have done better” if I’d “actually studied.” I would have been able to answer the teacher’s question if I’d “bothered to pay attention.