Prioritizing Tasks Quotes

Post your complex, long-term goals by your workstation to keep them top of mind when prioritizing your tasks.

One final insight about prioritizing involves getting disciplined about what you don’t put on the stage. This means not thinking when you don’t have to, becoming disciplined about not paying attention to non-urgent tasks unless, or until, it’s truly essential that you do.

He had to do so many things and make each appear as though it were the only thing he had to do. He had to compartmentalize everything, when on one task to pretend that the others didn't exist.

The business of repatriating emotions emerges as one of the most delicate and necessary tasks of love. To accept the risks of transference is to prioritize sympathy and understanding over irritation and judgment. Two people can come to see that sudden bursts of anxiety or hostility may not always be directly caused by them, and so should not always be met with fury or wounded pride. Bristling and condemnation can give way to compassion. By

The expanding balloon in your chest requires a few things. Time, for instance. Creating takes minutes and hours. Living a creative life means making room to dream, craft, compose, produce. It often requires a firm rejection of martyrdom, and I mean that sincerely. The narrative we accept sometimes includes prioritizing all other humans, tasks, and line items to the exclusion of creativity. How dare I? we ask. There are more pressing needs in my life than this artistic expression. I am here to tell you with certainty:

I have learned to prioritize my actions into three buckets: things that drain my energy, things I don’t mind and are important and useful, and things that give me energy and bring me joy. My goal is to break my daily actions down so that I spend none of my time on tasks that fall into the first category, 10 percent of my time on the second category, and 90 percent of my time in the final category, the one that Robert Greene calls primal inclinations. When I find myself drifting too far from the goal, I reset my actions.

Two Dimensions of Executive Skills: Thinking and Doing Executive skills involving thinking (cognition) Working memory Planning/prioritization Organization Time management Metacognition Executive skills involving doing (behavior) Response inhibition Emotional control Sustained attention Task initiation Goal-directed persistence Flexibility

We SPEND TIME, we PRIORITIZE TASKS, and we MANAGE LIFE. The first person to lead is YOURSELF. The first thing to manage is YOUR LIFE. The first area to focus on is YOUR PURPOSE.

people who says they are running out of time, I think they don't know how to manage tasks/work and to prioritize it.

1. I've got to figure what to focus on! That is, prioritize! 2. I've got to move fast & make significant positive progress in as little time as possible on the task at hand as objectively as I can! 3. Put an end to the last part & move on to the next fast & repeat!

While all executive skills are important, when it comes to teenagers, parents are likely to be particularly aware of the impact of specific skills. For example, in managing the demands of school, sports, work, and an active social life, the skills of planning/prioritization, organization, task initiation, and time management are particularly important.

In mindfulness practice, wise discernment is a tool that can help us in boundary setting. Mindfulness may open the doors of perception, but it does not deprive us of critical judgment. Meditation and other mindfulness practices help us see what is more clearly, including what doesn’t work for us. Increased awareness enables us to discern whether a particular experience we are having is one that we want to put more energy into, or one that we want to stand back from and allow to fade away. Mindfulness helps us to set boundaries by revealing what makes us unhappy and what brings us peace. It also helps us hone the ability to prioritize our tasks at work, and balance the demands of the job with the requirements of our own well-being. Mindfulness helps us to focus, increases our efficiency, strengthens our balance, and dissolves conflict and frustration arising from lack of clarity. Stealth Meditation Unitask! Focus exclusively on just one thing for a small portion of time. Try setting a timer for 15 minutes, so you can focus without straying.

Mental toughness is the ability to focus on and execute solutions, especially in the face of adversity. Greatness rarely happens on accident. If you want to achieve excellence, you will have to act like you really want it. How? Quite simply: by dedicating time and energy into consistently doing what needs to be done. Excuses are the antithesis of accountability. Important decisions aren’t supposed to be easy, but don’t let that stop you from making them. When it comes to decisions, decide to always decide. The second we stop growing, we start dying. Stagnation easily morphs into laziness, and once a person stops trying to grow and improve, he or she is nothing more than mediocre. Develop the no-excuse mentality. Do not let anything interrupt those tasks that are most critical for growth in the important areas of your life. Find a way, no matter what, to prioritize your daily process goals, even when you have a viable excuse to justify not doing it. “If you don’t evaluate yourself, how in the heck are you ever going to know what you are doing well and what you need to improve? Those who are most successful evaluate themselves daily. Daily evaluation is the key to daily success, and daily success is the key to success in life. If you want to achieve greatness, push yourself to the limits of your potential by continuously looking for improvements. Within 60 seconds, replace all problem-focused thought with solution-focused thinking. When people focus on problems, their problems actually grow and reproduce. When you train your mind to focus on solutions, guess what expands? Talking about your problems will lead to more problems, not to solutions. If you want solutions, start thinking and talking about your solutions. Believe that every problem, no matter how large, has at the very least a +1 solution, you will find it easier to stay on the solution side of the chalkboard. When you set your mind to do something, find a way to get it done…no matter what! If you come up short on your discipline, keep fighting, kicking, and scratching to improve. Find the nearest mirror and look yourself in the eye while you tell yourself, “There is no excuse, and this will not happen again.” Get outside help if needed, but never, ever give up on being disciplined. Greatness will not magically appear in your life without significant accountability, focus, and optimism on your part. Are you ready to commit fully to turning your potential into a leadership performance that will propel you to greatness. Mental toughness is understanding that the only true obstacles in life are self-imposed. You always have the choice to stay down or rise above. In truth, the only real obstacles to your ultimate success will come from within yourself and fall into one of the following three categories: apathy, laziness and fear. Laziness breeds more laziness. When you start the day by sleeping past the alarm or cutting corners in the morning, you’re more likely to continue that slothful attitude later in the day.

To implement Prioritize and Execute in any business, team, or organization, a leader must: • evaluate the highest priority problem. • lay out in simple, clear, and concise terms the highest priority effort for your team. • develop and determine a solution, seek input from key leaders and from the team where possible. • direct the execution of that solution, focusing all efforts and resources toward this priority task. • move on to the next highest priority problem. Repeat. • when priorities shift within the team, pass situational awareness both up and down the chain. • don’t let the focus on one priority cause target fixation. Maintain the ability to see other problems developing and rapidly shift as needed.

But when you actually break down the amount of time, energy, skill, planning, and maintenance that go into care tasks, they no longer seem simple. For example, the care task of feeding yourself involves more than just putting food into your mouth. You must also make time to figure out the nutritional needs and preferences of everyone you’re feeding, plan and execute a shopping trip, decide how you’re going to prepare that food and set aside the time to do so, and ensure that mealtimes come at correct intervals. You need energy and skill to plan, execute, and follow through on these steps every day, multiple times a day, and to deal with any barriers related to your relationship with food and weight, or a lack of appetite due to medical or emotional factors. You must have the emotional energy to deal with the feeling of being overwhelmed when you don’t know what to cook and the anxiety it can produce to create a kitchen mess. You may also need the skills to multitask while working, dealing with physical pain, or watching over children. Now let’s look at cleaning: an ongoing task made up of hundreds of small skills that must be practiced every day at the right time and manner in order to “keep going on the business of life.” First, you must have the executive functioning to deal with sequentially ordering and prioritizing tasks.1 You must learn which cleaning must be done daily and which can be done on an interval. You must remember those intervals. You must be familiar with cleaning products and remember to purchase them. You must have the physical energy and time to complete these tasks and the mental health to engage in a low-dopamine errand for an extended period of time. You must have the emotional energy and ability to process any sensory discomfort that comes with dealing with any dirty or soiled materials. “Just clean as you go” sounds nice and efficient, but most people don’t appreciate the hundreds of skills it takes to operate that way and the thousands of barriers that can interfere with execution.

1. Connect with Your Why Start by identifying your key motivations. Why do you want to reach your goal in the first place? Why is it important personally? Get a notebook or pad of paper and list all the key motivations. But don’t just list them, prioritize them. You want the best reasons at the top of your list. Finally, connect with these motivations both intellectually and emotionally. 2. Master Your Motivation There are four key ways to stay motivated as you reach for your goals: Identify your reward and begin to anticipate it. Eventually, the task itself can become its own reward this way. Recognize that installing a new habit will probably take longer than a few weeks. It might even take five or six months. Set your expectations accordingly. Gamify the process with a habit app or calendar chain. As Dan Sullivan taught me, measure the gains, not the gap. Recognize the value of incremental wins. 3. Build Your Team It’s almost always easier to reach a goal if you have friends on the journey. Intentional relationships provide four ingredients essential for success: learning, encouragement, accountability, and competition. There are at least seven kinds of intentional relationships that can help you grow and reach your goals: ​‣ ​Online communities ​‣ ​Running and exercise groups ​‣ ​Masterminds ​‣ ​Coaching and mentoring circles ​‣ ​Reading and study groups ​‣ ​Accountability groups ​‣ ​Close friendships If you can’t find a group you need, don’t wait. Start your own.

Switch from a Performance Focus to a Mastery Focus There’s a way to keep your standards high but avoid the problems that come from perfectionism. If you can shift your thinking from a performance focus to a mastery focus, you’ll become less fearful, more resilient, and more open to good, new ideas. Performance focus is when your highest priority is to show you can do something well now. Mastery focus is when you’re mostly concerned with advancing your skills. Someone with a mastery focus will think, “My goal is to master this skill set” rather than “I need to perform well to prove myself.” A mastery focus can help you persist after setbacks. To illustrate this, imagine the following scenario: Adam is trying to master the art of public speaking. Due to his mastery goal, he’s likely to take as many opportunities as he can to practice giving speeches. When he has setbacks, he’ll be motivated to try to understand these and get back on track. His mastery focus will make him more likely to work steadily toward his goal. Compare this with performance-focused Rob, who is concerned just with proving his competence each time he gives a talk. Rob will probably take fewer risks in his style of presentation and be less willing to step outside his comfort zone. If he has an incident in which a talk doesn’t go as well as he’d hoped, he’s likely to start avoiding public speaking opportunities. Mastery goals will help you become less upset about individual instances of failure. They’ll increase your willingness to identify where you’ve made errors, and they’ll help you avoid becoming so excessively critical of yourself that you lose confidence in your ability to rectify your mistakes. A mastery focus can also help you prioritize—you can say yes to things that move you toward your mastery goal and no to things that don’t. This is great if you’re intolerant of uncertainty, because it gives you a clear direction and rule of thumb for making decisions about which opportunities to pursue. Experiment: What’s your most important mastery goal right now? Complete this sentence: “My goal is to master the skills involved in ___.” Examples include parenting, turning more website visitors into buyers, property investment, or self-compassion. Based on the mastery goal you picked, answer the following questions. Make your answers as specific as possible. How would people with your mastery goal: 1. React to mistakes, setbacks, disappointments, and negative moods? 2. Prioritize which tasks they work on? What types of tasks would they deprioritize? 3. React when they’d sunk a lot of time into something and then realized a particular strategy or idea didn’t have the potential they’d hoped it would? 4. Ensure they were optimizing their learning and skill acquisition? 5. React when they felt anxious?

If you prioritize properly, there is no need to multitask. It is a symptom of “task creep”—doing more to feel productive while actually accomplishing less. As stated, you should have, at most, two primary goals or tasks per day. Do them separately from start to finish without distraction. Divided attention will result in more frequent interruptions, lapses in concentration, poorer net results, and less gratification.

When you run a large organization, you tend to become very good at tasks such as complex decision-making, prioritization, organizational design, process improvement, and organizational communication. When you are building an organization, there is no organization to design, there are no processes to improve, and communicating with the organization is simple. On the other hand, you have to be very adept at running a high-quality hiring process, have terrific domain expertise (you are personally responsible for quality control), know how to create process from scratch, and be extremely creative about initiating new directions and tasks.

I funded a study of thousands of working professionals and we found no correlation between time management training and higher levels of productivity or reduced stress. Zero! I then interviewed hundreds of highly successful people including Mark Cuban and other billionaires, famous entrepreneurs, gold medal Olympians like Shannon Miller, and straight-A students. What I discovered is that highly successful people don’t prioritize tasks on a to-do list, or follow some complex five-step system, or refer to logic tree diagrams to make decisions. Actually, highly successful people don’t think about time much at all. Instead, they think about values, priorities, and consistent habits.

Objectively hammering out a grim list of chronological facts with a dispassionate voice is a Scribner’s task; writing the story of a person’s own life calls for one to see the icon that lies behind deluge of facts. No raw truths will ever be discerned must less shared by the storyteller to an audience of soul brothers in absence of the author’s resolute effort to shape the pliable clay of human discord, anguish, and incomprehensible wanting into a decipherable fable while aiming to distill moral truths. There can be no story told without psychological investigation. Storytelling includes granting oneself leave to engage in subjective digressions, selection, and prioritizing. We only find important parts of our self, if we engross in thoughtful rumination, explication, and analysis. We cannot make sense of what we discover in absence of attempted identification and positing resolution of conflicts that ongoing quarrels encumbers our conceptual inventory with stabs of guilt and slices of self-loathing. The best told stories lead to therapeutic application of liberal dosages of a healing balm spiced with strokes of thematic juxtapositions and catholic combinations.

If you want to become successful in any task or project, you must prioritize that goal and sacrifice other pursuits for some time.

I’m working on prioritizing my own joy. Treating it like it matters.” “It’s a challenging first step for everyone,” I said. “We’ve been taught to treat our own personal needs and desires as the last three tasks on our daily to-do list. The tasks you never get to, but then you comfort yourself by promising you’ll do them tomorrow.

Relax. Look around. Make a call.” Our SEAL platoon and task unit had trained extensively through dozens of desperate, chaotic, and overwhelming situations to prepare for just such a moment as this. I understood how to implement the Laws of Combat that Jocko had taught us: Cover and Move, Simple, Prioritize and Execute, and Decentralized Command. The Laws of Combat were the key to not just surviving a dire situation such as this, but actually thriving, enabling us to totally dominate the enemy and win. They guided my next move.

Next is confidence in your ability to make a change. Change is hard, and you have to feel up to the task. Being ready requires a sense of urgency and a desire to prioritize. This is generally the last piece to fall into place.

With FRESH Prioritization, you can choose to move select older tasks back to near the top of the Opportunity Now list, if they are still important. But only if you decide they warrant it. In other words, older tasks need to earn their position near the top of your list.

Having thus worked on the exogenous variables to build a higher level of energy, we need to try to think of energy level as an internal quality of character that we can improve through a variety of means. Several ways to do this include mentally organizing tasks in a coherent, simple, prioritized way in our minds; reading and studying the stories of those who have lived particularly energetic lives (like Admiral Fisher); looking consciously for the good in the people we meet; focusing on the humor in difficult people and situations; accepting the things we cannot change; thinking about the long term and overcoming day-to-day frustrations by keeping them in perspective; and recognizing that the best end to a disagreement is the creation of a win-win outcome.

Management consultant Ivy Lee visited Bethlehem Steel Company decades ago, long before it became the world’s largest independent steel producer. “With our services, you’ll know how to manage better,” said Lee to CEO Charles Schwab. Schwab grew indignant. “What we need around here is not more knowing, but more doing! If you’ll pep us up to do the things we already know we ought to do, I’ll gladly pay you anything you ask.” Lee took him up on the proposition. “In 20 minutes,” he told Schwab, “I’ll show you how to get your organization doing at least 50 percent more.” He started by having Schwab write down and prioritize his six most important tasks to complete in the next business day. Then he told Schwab, “Put the list in your pocket and take it out tomorrow and start working on number one. Look at that item every 15 minutes until it’s done. Then move on to the next, and the next. Don’t be concerned if you’ve only finished two or three, or even one, by quitting time. You’ll be working on the most important ones, and the others can wait.” The consultant encouraged Schwab to share this approach with his executives, judge its value, and “send me a check for whatever you think it’s worth.” Two weeks later, Lee received a check for $25,000—a king’s ransom in those days. In an accompanying note, Schwab said it was the most profitable lesson he’d ever learned. The lesson, of course, was the power of focus.

Time is the fuel of life. Use it wisely, prioritize your tasks, and unlock your full potential.

RAPID LOGGING Using short-form notation paired with symbols to quickly capture, categorize, and prioritize your thoughts into Notes, Events, and Tasks. Note Event Task Task Complete Task Migrated Task Scheduled Task Irrelevant

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

People experienced dramatic changes from tactics such as removing apps on their smartphones and prioritizing one task each day.

Think on Paper The power of this technique lies in its simplicity. Here’s how it works: You start with a list of everything you have to do for the coming day. Think on paper. You then place an A, B, C, D, or E next to each item on your list before you begin the first task. An “A” item is defined as something that is very important, something that you must do. This is a task that will have serious positive or negative consequences if you do it or fail to do it, like visiting a key customer or finishing a report that your boss needs for an upcoming board meeting. These items are the frogs of your life. If you have more than one A task, you prioritize these tasks by writing “A-1,” “A-2,” “A-3,” and so on in front of each item. Your A-1 task is your biggest, ugliest frog of all. ”Shoulds” versus “Musts” A “B” item is defined as a task that you should do. But it has only mild consequences. These are the tadpoles of your work life. This means that someone may be unhappy or inconvenienced if you don’t do one of these tasks, but it is nowhere as important as an A task. Returning an unimportant telephone message or reviewing your e-mail would be a B task. The rule is that you should never do a B task when an A task is left undone. You should never be distracted by a tadpole when a big frog is sitting there waiting to be eaten. A “C” task is defined as something that would be nice to do but for which there are no consequences at all, whether you do it or not. C tasks include phoning a friend, having coffee or lunch with a coworker, and completing some personal business during work hours. These sorts of activities have no effect at all on your work life. A “D” task is defined as something you can delegate to someone else. The rule is that you should delegate everything that someone else can do so you can free up more time for the A tasks that only you can do. An “E” task is defined as something that you can eliminate altogether, and it won’t make any real difference. This may be a task that was important at one time but is no longer relevant to you or anyone else. Often it is something you continue to do out of habit or because you enjoy it. But every minute that you spend on an E task is time taken away from an A task or activity that can make a real difference in your life. After you have applied the ABCDE Method to your list, you will be completely organized and ready to get more important things done faster.

prioritize Every day, review each item on your list and give it a rating of A, B, or C, with A representing the most pressing or important tasks, B representing those next in line, and C representing those that can wait if need be. As you work through your tasks for the day, tackle them in order of importance.

People with ADHD have an unbridled sense of urgency about everything, because if it isn't tackled immediately, it is likely to be forgotten or lost. Instead of being able to prioritize based on importance, we start tasks from what is easiest or most immediately engaging, thus making the rest of the process complicated and occasionally redundant. This is why it can be difficult to commence, continue, and conclude tasks without getting totally overwhelmed.

❷ Prioritize your tasks. Once you’ve got everything down on paper, it’s time to start working out which tasks are the most important and must be done first. This is called prioritizing.

❷ Prioritize your tasks. Once you’ve got everything down on paper, it’s time to start working out which tasks are the most important and must be done first. This is called prioritizing. Ask yourself the most critical task that needs to be completed first. This is usually the task with the most significant consequences if it’s not done or the most urgent one. For example, from the list above, doing your homework, or walking the dog, would be more important than playing football with your friends. Put a number 1 next to the most important task. Then ask yourself, what is the second most important task? Put a number 2 next to that one. Continue doing this until you’ve numbered all of your tasks.

Here are several ways to try brain dumping: Task dump: Write down your to-do list to tidy your mind and prioritize tasks. Free-association dump: Write down all the thoughts in your mind, even if they are not connected to one another. Idea dump: Note all your creative sparks, big and small. Organization dump: Draft a mind map or concept map to systematically arrange your thoughts for a task or project. (See the Map Out Your Thoughts entry in this chapter for instructions.) Stress dump: List all the things stressing you out. This will help declutter your mind and clear mental fog. Gratitude dump: Write down everything you’re grateful for. This process shifts your focus from negative thoughts to more positive aspects of life. Emotional dump: Without judgment or analysis, note all the emotions you’re experiencing. This exercise can help you gain clarity about your emotional state and identify and release suppressed feelings. Nighttime dump: If a bustling mind is making it hard for you to sleep, consider writing down whatever is in your brain before bedtime.

Prioritize and Execute. We verbalize this principle with this direction: “Relax, look around, make a call.” Even the most competent of leaders can be overwhelmed if they try to tackle multiple problems or a number of tasks simultaneously. The team will likely fail at each of those tasks. Instead, leaders must determine the highest priority task and execute.

a common neurodevelopmental disorder that significantly affects a person’s ability to focus and maintain attention. It affects behavior, mood, and executive functions. Simply put, people with ADHD have a constant need for stimuli. In other words, ADHD is a brain-wiring disorder, not a disease. In a person with ADHD, the brain’s wiring is slightly different from others, and the brain prioritizes tasks differently (Sinfield,

Before beginning a course of medication, you of course want to be sure of the diagnosis. Then you must determine what the target symptoms are so that you will have an objective way of assessing the efficacy of the medication. Typical target symptoms in ADD would include: easy distractibility; inability to stay focused—for example, on a task at work or reading a book, homework, or classroom material; impulsive acts or words; difficulty maintaining attention during a conversation; poor frustration tolerance; angry outbursts; mood swings; difficulty getting organized; chronic procrastination; difficulty prioritizing; tendency to worry rather than act; a subjective inner feeling of noise or chaos; tendency to hop from topic to topic or project to project; and other symptoms associated with ADD. It is important to try to define these as concretely as possible. Once you have an accurate diagnosis and have defined what the target symptoms are, you may be ready to try medication to treat those target symptoms.

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

Spend the first 15 minutes of your working day prioritizing what to do. • Spend one hour a week for organizing and filing papers. • Spend 15 minutes a day throwing away papers and clearing away your desk • Spend the last 15 minutes of your working day to go through your tasks for tomorrow. What’s important? What’s urgent? • Use your e-mail inbox as a to-do list. Tasks solved get archived and tasks unsolved stay in the inbox. • If there are any e-mails and tasks that you can do in less than 5 minutes, always do them right away! ALWAYS! • Don’t accept any new tasks until you are in control. • Do the job right the first time, so that it doesn’t come back to haunt you and cost you more time later. Do

Take what’s there, assess the situation, prioritize, and break it down into small tasks you know you can accomplish or eliminate or fix immediately.

North American church continues to blur the meaning of the word “missions” such that it encompasses anything the church does outside the four walls of its building. The problem with calling everything the church does by the term “missions” is that it dilutes the urgency of prioritizing the church’s task toward those who currently have no access to the gospel.

When creating a project list, use specific, actionable goals. Think of this action like you’re trying to explain it to someone who has a limited understanding of your language. Be precise and describe exactly what needs to be done. In addition, chunk everything down into short-term achievable goals. The more you can turn a project into a daily process, the more consistent action you’ll take on it. If you’re having trouble figuring out all the steps in the process, use a creative tool such as a mind map to diagram every task. Keep asking “What’s the next step?” and writing things down. Do this exercise for an hour to fully flesh out a project. Finally, once you have a list of tasks, prioritize them in order of importance and immediacy. You’ll use this information when scheduling weekly tasks.

her in the crowded coffee shop as she mentally prioritized the tasks that awaited her back at her own store. “Here you go, one yerba mate tea and a vanilla latte.” Felicity rang up the purchase, as Morgan dug in the front pocket of her faded denim jeans for some cash which she traded for the two paper cups. Inhaling the spicy aroma of the tea, she turned to leave, her

Hustling requires more than just a shift in mindset. That mindset needs to actually inform your actions. The leap from mindset to taking action is a big one. But the actions themselves don’t have to be big. You can start by making small adjustments, and slowly build up your skills. Eventually, you’ll notice yourself making decisions differently, prioritizing tasks differently, and spending your time differently. This chapter goes through the different habits and behaviors, large and small, that you should be cultivating as you wade deeper into hustling.

Be careful who you let define your good. —Lois McMaster Bujold, science fiction writer • Why is learning to sift through possibilities and to prioritize them one of our key developmental tasks as women? • Do you have any dreams that are currently intersecting? How are you prioritizing them? • If you are deferring a dream, have you considered keeping a journal that outlines how what you are doing now will help you achieve your dream? • Some dreams that we all deserve may go unrealized indefinitely. Do we honor that loss? • Unrealized dreams may also lead to unimagined opportunities, new dreams, and happiness. What unrealized dreams have freed up the resources (time, money, energy) that you can reinvest in your current dreams? • Is it time to redirect or shift one of your dreams? • Is there something that you used to love to do that you’ve set aside? Is it possible that you can combine your childhood skills with the ones you’ve since acquired, to tell yourself a new story—one that is fresh and relevant to you today? • Do you have a dream that needs to be supersized? What do you need to make this happen? And if you are holding back—why?

It’s critical for motorcyclists to understand how motorists prioritize what they see around them and how much they have to prioritize. Drivers handle this huge task by prioritizing into these categories: 1. potential threats 2. strong emotions 3. personal relevance 4. everything else (e.g., shopping list, text message, GPS, radio)

Task-level thinkers are team members who focus on their current or next task. They might be early in their career or get overwhelmed with more than a few sequential tasks on their plate. Most of us begin our careers as task-level thinkers because prioritizing many complex, interrelated tasks is often not a natural ability. Project-level thinkers look ahead weeks or months and juggle multiple priorities. They often rely on team members to complete work that’s combined into a single deliverable. Project-level thinkers have advanced systems in place to track the myriad moving parts needed to successfully complete a project. Owner-level thinkers not only manage projects but also think about how to improve internal processes and bring ideas for experiments that can change the trajectory of the company. Owner-level thinkers look ahead months or years and consider strategic shifts that may need to take place to take the company to the next level.

The sweet spot for your work should be where all three intersect. If you’re focusing solely on things you’re good at that bring you joy, you can get stuck galloping down paths that are detrimental to the needs of your company. If you’re doing things the company needs that bring you joy (but you’re not good at), then you’re dragging your company down. But if you’re stuck doing things the company needs that you’re good at (but don’t like), that leads to burnout. That’s exactly what I was doing. I hired an executive assistant who lightened that load for a bit. She helped streamline a few things and made appointments, but what I really needed was someone to whom I could delegate at another level. At the time, I felt like we couldn’t afford someone who wasn’t contributing to the bottom line of the company. In retrospect, this was one of the biggest mistakes I made while building the company. I should have hired someone who could come into the office and handle operations. Things like legal, payroll, HR, and facilities. Most of these were outsourced to external providers, and it was just a matter of interfacing with them. As I look back at my descent into burnout, one thing that could have saved me was having enough funding to hire someone to do the work that didn’t bring me joy. Or prioritizing spending money on hiring and delegating tasks that didn’t move the business forward but were contributing to my lack of satisfaction at work. I hope you’re not at a place where the next section is helpful to you. I hope that you’re smarter than I was and are putting measures into place to keep yourself from burning out like I did. As Jason said in his talk: “The right question is what should you be doing differently now […] in order to build a company that’s more healthy and prosperous, and also avoid this balloon payment of emotional toil at the end.

Instead of striving for maximum productivity, let's embrace the art of prioritization. Accept that there will always be tasks left undone and choose to procrastinate on the less important ones. After all, the key to success is not to do more, but to do what truly matters.

Life is a story waiting to be read, each chapter written with the ink of experience.

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.

The third and most notable problem with our current thinking is that it continues to be based on a model that prioritizes task completion above everything else. It’s a sort of one-or-zero, task-done-or-not, weight-lifted-or-not, distance-swum-or-not mentality. This is like saying, “I deadlifted 500 pounds, but I herniated a disc,” or, “I finished a marathon, but I wore a hole in my knee.” Imagine this sort of ethic spilling over into the other aspects of your life: “Hey, I made you some toast! But I burned down the house.

Organize and prioritize your tasks in advance. Create a daily task schedule first thing in the morning, or last thing in the evening before you leave the office the day before.

implement Prioritize and Execute in any business, team, or organization, a leader must: • evaluate the highest priority problem. • lay out in simple, clear, and concise terms the highest priority effort for your team. • develop and determine a solution, seek input from key leaders and from the team where possible. • direct the execution of that solution, focusing all efforts and resources toward this priority task. • move on to the next highest priority problem. Repeat. • when priorities shift within the team, pass situational awareness both up and down the chain. • don’t let the focus on one priority cause target fixation. Maintain the ability to see other problems developing and rapidly shift as needed.

effective time management involves distinguishing between important tasks and time-wasters and then dedicating your available time to what truly matters.

AI - The Whole Picture In medicine, we have a condition called oxygen toxicity, which means, even oxygen can do harm if inhaled excessively. Imagine that - we usually associate oxygen with life, yet that very oxygen can literally kill you if your lungs are overexposed to it. The same is going to happen with our brain from unrestrained use of AI. With the rise of AI, machines may or may not become sentient, but one thing is for certain - human mind will soon turn into vegetable. We became an intelligent species by solving problems, and now that we are entering a technological era where we no longer need to solve problems on our own, leaving the key physiological functions of running the body, eventually the brain itself will become a vestigial organ, like the appendix. As we no longer need to think and act on our own, the cortex will begin to shrink, quite like unused muscle, and eventually, once again after millions of years, the primeval lizard brain, i.e. the limbic brain will gain full control of the new human animal. The rise of AI will be the end of "I". But there is also another side to the picture. It's that, we cannot achieve much more, as a species, than what we already have, without the application of AI. So, the question is not whether AI is good for us - the real question is, are we mature enough to use AI for good. So how do we use AI without destroying ourselves? Here's how. Use AI to enhance capacity, not to avoid difficulty. Use AI to accomplish tasks that are otherwise impossible. Prioritize AI to solve real-life problems, not to make life more comfortable.

Tasks and actions that come effortlessly to some people may be difficult for a person with ADHD to achieve. As a result, people with ADHD must learn how to take care of themselves in ways that reward and nourish their brains instead of making them feel like they are being forced to conform through a neurotypical lens.

We can shorten our workdays and add joy to our work if we learn to get ahold of activity clutter. Activity clutter comes from the things we do that take up precious time and sap our energy but don’t make a meaningful difference to our personal, professional, or even company’s mission. These things include meetings that don’t produce new information or better decisions, projects with little chance of being completed, and painstakingly polished presentations that lack substantive content. On average, we spend less than half our workday on our main job responsibilities, with the rest of our time taken up by interruptions, nonessential tasks, administrative tasks, emails, and meetings. How did we end up like this? Fortunately, psychology provides some answers. There are three traps that can lead to activity clutter: overearning by working too hard for the wrong results, prioritizing urgent tasks over important ones, and multitasking.

There’s a reason why we usually prioritize urgent tasks over important ones. Important tasks tend to be more difficult to complete than urgent ones, making us more reluctant to start them. Urgent tasks have a more immediate payoff, making them more enticing to start and pleasing to finish. If you’re trying to feel good—at least in the short term—checking off an urgent task makes sense. In the long term, however, you’re not doing the type of work that really matters to your career and company.

The key to success is to prioritize tasks and decide that you will do only what you really need (or want) to do—and then to figure out how to do those things smarter.

In recent decades, as the economy has shifted and large companies promising lifelong employment have given way to freelance jobs and migratory careers, understanding motivation has become increasingly important. In 1980, more than 90 percent of the American workforce reported to a boss. Today more than a third of working Americans are freelancers, contractors, or in otherwise transitory positions. The workers who have succeeded in this new economy are those who know how to decide for themselves how to spend their time and allocate their energy. They understand how to set goals, prioritize tasks, and make choices about which projects to pursue. People who know how to self-motivate, according to studies, earn more money than their peers, report higher levels of happiness, and say they are more satisfied with their families, jobs, and lives.

Oftentimes, we become so focused on completing a specific task that we forget what is really important: to prioritize our relationship with God, first of all, and then with those we love.

You have two options in handling life. You can choose to run around like a basket-case trying to catch up on everything and accomplishing nothing. Or you can plan, prioritize and execute your top priority tasks and problems.

Dr. Stixrud, one of the leading child psychologists, is utilizing Transcendental Meditation on teens who suffer from all kinds of stress, disorders, and special needs. He has found that with less stress, you have more focus. He has noticed that the students he works with have fewer distractions and an increased brain- functioning coherence. They tend to organize better and are easily prioritizing tasks more efficiently. They are retaining information better and can see the larger picture much easier.

Principle 1: Leaders Embrace Extreme Ownership. "On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

Principle 1: Leaders Embrace Extreme Ownership. "On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

present bias. This term refers to a person’s tendency to prioritize payoffs that are more immediate when considering the trade-offs between two future moments.

Without solid information, a military is open to feints and surprises and is likely to miss opportunities. Intelligence aids in the production, use, and conservation of power.37 In short, the right intelligence can lead to better and more rational policy-making. In a world full of many possible threats, contingencies, and opportunities, sound intelligence can help policy-makers prioritize objectives and tasks. Once focused, policy-makers rely on accurate information and analysis to guide their decisions, as no policy-maker can ever hope to know offhand all that he or she must about a potential adversary or a geopolitical event. Good intelligence can also sometimes act as a brake on unchecked ideology. Although policy-makers largely retain decision-making power, well-reasoned analysis can minimize the degree to which decisions rely on hunches, biases, and predispositions. By accurately and fairly framing issues, intelligence can ensure that reason has a place in government. This is a role long prized by some famous analysts.38 But intelligence collection can be threatening to the state targeted by the operation. States must bear additional costs to keep their operations secret. If

prioritizing some tasks over others. Since all undertakings seem equally important to Nines, it’s hard for them to decide what to tackle first.

Even the most competent of leaders can be overwhelmed if they try to tackle multiple problems or a number of tasks simultaneously. The team will likely fail at each of those tasks. Instead, leaders must determine the highest priority task and execute. When overwhelmed, fall back upon this principle: Prioritize and Execute.

Step 2: Work Out WHY You're Procrastinating This can depend on both you and the task. But it's important to understand which of the two is relevant in a given situation, so that you can select the best approach for overcoming your reluctance to get going. One reason is that people find a particular job unpleasant, and try to avoid it because of that. Most jobs have unpleasant or boring aspects to them, and often the best way of dealing with these is to get them over and done with quickly, so that you can focus on the more enjoyable aspects of the job. Another cause is that people are disorganized. Organized people manage to fend off the temptation, because they will have things like prioritized to-do lists and schedules which emphasize how important the piece work is, and identify precisely when it’s due. They’ll also have planned how long a task will take to do, and will have worked back from that point to identify when they need to get started in order to avoid it being late. Organized people are also better placed to avoid procrastination, because they know how to break the work down into manageable “next steps”. Even if you’re organized, you can feel overwhelmed by the task. You may doubt that you have the skills or resources you think you need, so you seek comfort in doing tasks you know you're capable of completing. Unfortunately, the big task isn't going to go away – truly important tasks rarely do. You may also fear success as much as failure. For example, you may think that success will lead to you being swamped with more requests to do this type of task, or that you’ll be pushed to take on things that you feel are beyond you. Surprisingly, perfectionists are often procrastinators, as they can tend to think "I don't have the right skills or resources to do this perfectly now, so I won't do it at all." One final major cause is having underdeveloped decision-making skills. If you simply can’t decide what to do, you’re likely to put off taking action in case you do the wrong thing.

Step 3: Adopt Anti-Procrastination Strategies Procrastination is a habit – a deeply ingrained pattern of behavior. That means that you won’t just break it overnight. Habits only stop being habits when you have persistently stopped practicing them, so use as many approaches as possible to maximize your chances of beating them. Some tips will work better for some people than for others, and for some tasks than others. And, sometimes, you may simply need to try a fresh approach to beat the “procrastination peril”! These general tips will help motivate you to get moving: Make up your own rewards. For example, promise yourself a piece of tasty flapjack at lunchtime if you've completed a certain task. And make sure you notice how good it feels to finish things! Ask someone else to check up on you. Peer pressure works! This is the principle behind slimming and other self-help groups, and it is widely recognized as a highly effective approach. Identify the unpleasant consequences of NOT doing the task. Work out the cost of your time to your employer. As your employers are paying you to do the things that they think are important, you're not delivering value for money if you're not doing those things. Shame yourself into getting going! Aim to “eat an elephant beetle” first thing, every day! If you're procrastinating because you're disorganized, here's how to get organized! Keep to do list so that you can’t “conveniently” forget about unpleasant or overwhelming tasks. Prioritize your To-Do List so that you cannot try to kid yourself that it would be acceptable to put off doing something on the grounds that it is unimportant, or that you have many urgent things which ought to be done first when, in reality, you're procrastinating. Become a master scheduling project planning, so that you know when to start those all-important projects. Set yourself time-bound goals  : that way, you’ll have no time for procrastination! Focus on one task at a time

Prioritize the things that yield high return. What's the key to being productive? Prioritizing. To be an effective leader, you must learn to not only get a lot done, but to get a lot of the right things done. That means understanding how to prioritize time, tasks, resources, and even people. Effective prioritizing begins with eliminating the things you shouldn't be doing.