Schedule Priorities Quotes

The key is not to prioritize what's on your schedule, but to schedule your priorities.

The key is not to prioritize what’s on your schedule, but to schedule your priorities.

You gotta make it a priority to make your priorities a priority.

Living the rest of your life for the glory of God will require a change in your priorities, your schedule, your relationships, and everything else.

If our family was an airline, Mom was the hub and we were the spokes. You rarely went anywhere nonstop; you went via Mom, who directed the traffic flow and determined the priorities: which family member was cleared for takeoff or landing. Even my father was not immune to Mom's scheduling, though he was given more leeway than the rest of us.

People can learn to control and change their behavior, but only if they feel safe enough to experiment with new solutions. The body keeps the score: If trauma is encoded in heartbreaking and gut-wrenching sensations, then our first priority is to help people move out of fight-or-flight states, reorganize their perception of danger, and manage relationships. Where traumatized children are concerned, the last things we should be cutting from school schedules are the activities that can do precisely that: chorus, physical education, recess, and anything else that involves movement, play, and other forms of joyful engagement.

If your schedule is unmanageable and overwhelming, it's likely your priorities are in the wrong place.

He held up a hand. "You've come perilously close to being written up for insubordination, Lieutenant. I expect better control from you, and have rarely had the need to remind you of it." "Yes, sir." "Moreover, I find myself insulted both on a personal and professional level that you assumed I had or would approve an asinine schedule that pulls you off a priority." "I apologize, Commander, and can only offer the weak excuse that any and all contact with Lee Chang results in my temporary insanity." "Understood." Whitney turned the disc over in his hand. "It surprises me, Dallas, that you didn't shove this down his throat." "Actually, sir, I had another orifice in mind." His lips quirked, just slightly. Then he snapped the disc in two, just as she had. "Thank you, Commander." "Let's get this damn circus over with, so we can both get back to work.

The sched_setscheduler() system call changes both the scheduling policy and the priority of the process whose process ID is specified in pid. If pid is specified as 0, the attributes of the calling process are changed.

schedule that stuff into your day. Put it in your calendar. Thirty minutes of anything that works for you: exercise, meditation, creative expression, affection, etc. Because you experience stress every day, you have to build completing the cycle into every day. Make it a priority, like your life depends on it. Because it does.

... you will transform your ability to produce consistent and spectacular entrepreneurial results. You must create a foundational schedule that adds structure and intentionality to your days and weeks. A foundational schedule is a pre-determined, recurring schedule that is made up of focused time blocks dedicated to your highest priority activities.

If we were to press the pause button, repent, and move prayer to a place of priority in our families, schedules, and church lives, everything would be ignited and impacted by it.

Don't prioritize your schedule, schedule your priorities.

The key is not to prioritize what’s on your schedule, but to schedule your priorities.

This past soccer season, the league in which my son and daughter were playing had to make up two games due to rain (the price of living in Houston). The consensus in the league was that Sunday was the only available day, so the makeup games were scheduled for Sunday afternoon. My family and I sat down to discuss the matter, but no discussion was really necessary. There was no way we were going to participate. Sunday is the Lord's Day, and playing youth soccer games on Sunday makes a definite statement about the priorities in a community. Interestingly, the most flak from our decision came not from the irreligious people involved but from Christians! “You can go to church, then run home and change for the game,” one man said. One of my children's coaches added, “I'd be glad to pick them up if there is somewhere you have to be.” Nobody seemed to get it. We weren't making a decision based on the hectic nature of our Sunday schedule, nor was it a question of our adhering to a legalistic requirement handed down from our denomination. It was a matter of principle. Sunday is more than just another day. Youth sports leagues are great, but they are not sacred; Sunday is! Again, I do not believe that there is a legalistic requirement not to play games on a Sunday. Nor do I believe that the policeman, fireman, or airline mechanic who goes in to work on Sunday is out of the will of God. I do, however, think that there is a huge difference between someone whose job requires working on Sunday and a soccer league that just doesn't care.

Timing is something that none of us can seem to get quite right with relationships. We meet the person of our dreams the month before they leave to go study abroad. We form an incredibly close friendship with an attractive person who is already taken. One relationship ends because our partner isn’t ready to get serious and another ends because they’re getting serious too soon. “It would be perfect,” We moan to our friends, “If only this were five years from now/eight years sooner/some indistinct time in the future where all our problems would take care of themselves.” Timing seems to be the invariable third party in all of our relationships. And yet we never stop to consider why we let timing play such a drastic role in our lives. Timing is a bitch, yes. But it’s only a bitch if we let it be. Here’s a simple truth that I think we all need to face up to: the people we meet at the wrong time are actually just the wrong people. You never meet the right people at the wrong time because the right people are timeless. The right people make you want to throw away the plans you originally had for one and follow them into the hazy, unknown future without a glance backwards. The right people don’t make you hmm and haw about whether or not you want to be with them; you just know. You know that any adventure you had originally planned out for your future isn’t going to be half as incredible as the adventures you could have by their side. That no matter what you thought you wanted before, this is better. Everything is better since they came along. When you are with the right person, time falls away. You don’t worry about fitting them into your complicated schedule, because they become a part of that schedule. They become the backbone of it. Your happiness becomes your priority and so long as they are contributing to it, you can work around the rest. The right people don’t stand in the way of the things you once wanted and make you choose them over them. The right people encourage you: To try harder, dream bigger, do better. They bring out the most incredible parts of yourself and make you want to fight harder than ever before. The right people don’t impose limits on your time or your dreams or your abilities. They want to tackle those mountains with you, and they don’t care how much time it takes. With the right person, you have all of the time in the world. The truth is, when we pass someone up because the timing is wrong, what we are really saying is that we don’t care to spend our time on that person. There will never be a magical time when everything falls into place and fixes all our broken relationships. But there may someday be a person who makes the issue of timing irrelevant. Because when someone is right for us, we make the time to let them into our lives. And that kind of timing is always right.

Driven living makes us the center of our well-planned schedules. It may stem from a passion to live with eternal purpose, but it signifies that we believe God’s work depends on us and neglects to acknowledge that God created us as finite resources dependent upon Him.

Recently I had breakfast with Dan Cathy, the president of Chick-fil-A, a fast food chain headquartered in the Atlanta area. I told him that I was working on this book and I asked him if he made thinking time a high priority. Not only did he say yes, but he told me about what he calls his “thinking schedule.” It helps him to fight the hectic pace of life that discourages intentional thinking. Dan says he sets aside time just to think for half a day every two weeks, for one whole day every month, and for two or three full days every year. Dan explains, “This helps me ‘keep the main thing, the main thing,’ since I am so easily distracted.” You may want to do something similar, or you can develop a schedule and method of your own. No matter what you choose to do, go to your thinking place, take paper and pen, and make sure you capture your ideas in writing.

Do not wait on other people. Most times, an idea, a meeting, a service is a good idea in theory. When the day comes to deliver folks have moved on to their own thing. If I had a dollar for every time I hear, "Let's work on that", "I gotchu", "Let's get together", "Let's talk tomorrow", "Let's wait until after the holiday, the weekend, Monday, etc.", I'd be independently wealthy and in a constant holding pattern. No judgments. Life happens. Just make sure you are not scheduling your life (and your future) around other people's priorities. That is a sure way to miss out on your opportunities and your blessings.

There is a vast difference between being a Christian and being a disciple. The difference is commitment. Motivation and discipline will not ultimately occur through listening to sermons, sitting in a class, participating in a fellowship group, attending a study group in the workplace or being a member of a small group, but rather in the context of highly accountable, relationally transparent, truth-centered, small discipleship units. There are twin prerequisites for following Christ - cost and commitment, neither of which can occur in the anonymity of the masses. Disciples cannot be mass produced. We cannot drop people into a program and see disciples emerge at the end of the production line. It takes time to make disciples. It takes individual personal attention. Discipleship training is not about information transfer, from head to head, but imitation, life to life. You can ultimately learn and develop only by doing. The effectiveness of one's ministry is to be measured by how well it flourishes after one's departure. Discipling is an intentional relationship in which we walk alongside other disciples in order to encourage, equip, and challenge one another in love to grow toward maturity in Christ. This includes equipping the disciple to teach others as well. If there are no explicit, mutually agreed upon commitments, then the group leader is left without any basis to hold people accountable. Without a covenant, all leaders possess is their subjective understanding of what is entailed in the relationship. Every believer or inquirer must be given the opportunity to be invited into a relationship of intimate trust that provides the opportunity to explore and apply God's Word within a setting of relational motivation, and finally, make a sober commitment to a covenant of accountability. Reviewing the covenant is part of the initial invitation to the journey together. It is a sobering moment to examine whether one has the time, the energy and the commitment to do what is necessary to engage in a discipleship relationship. Invest in a relationship with two others for give or take a year. Then multiply. Each person invites two others for the next leg of the journey and does it all again. Same content, different relationships. The invitation to discipleship should be preceded by a period of prayerful discernment. It is vital to have a settled conviction that the Lord is drawing us to those to whom we are issuing this invitation. . If you are going to invest a year or more of your time with two others with the intent of multiplying, whom you invite is of paramount importance. You want to raise the question implicitly: Are you ready to consider serious change in any area of your life? From the outset you are raising the bar and calling a person to step up to it. Do not seek or allow an immediate response to the invitation to join a triad. You want the person to consider the time commitment in light of the larger configuration of life's responsibilities and to make the adjustments in schedule, if necessary, to make this relationship work. Intentionally growing people takes time. Do you want to measure your ministry by the number of sermons preached, worship services designed, homes visited, hospital calls made, counseling sessions held, or the number of self-initiating, reproducing, fully devoted followers of Jesus? When we get to the shore's edge and know that there is a boat there waiting to take us to the other side to be with Jesus, all that will truly matter is the names of family, friends and others who are self initiating, reproducing, fully devoted followers of Jesus because we made it the priority of our lives to walk with them toward maturity in Christ. There is no better eternal investment or legacy to leave behind.

for higher-class parents, children are ‘projects.’ They have tightly scheduled lives and coordinated activities; high-income parents spend significant time and energy thinking about how to fulfill their kids’ ‘potentials.’ For the working class and poor, Lareau argues, parenting is more about ‘the accomplishment of natural growth.’ Top priorities in these families are safety and health.

If prayer isn’t a priority in your life right now, why not make it a priority starting today? You might say, “But I don’t have time to pray.” You have time to do whatever you really want to do. If it’s truly in your heart to pray, you can find the time. And if your schedule is as busy as you think it is, take Ephesians 6:18 to heart. Grab any available time you can find, and make it your prayer time. Why not start this day out right? Make a quality decision to make prayer your first order of business!

At two o’clock, Paul and I commandeered the principal’s office and together we interviewed the highest-priority witnesses: the victim’s close friends, a few kids who were known to walk to school through Cold Spring Park, and those who specifically requested to speak with the investigators. Two dozen interviews were scheduled for the two of us. Other CPAC detectives would conduct interviews at the same time. Most we expected to be brief and yield nothing. We were trawling, dragging our net along the sea bottom, hoping.

It is good to be connected to family and friends, but when we cannot resist the urge to check updates or upload a photo, we are veering toward idolatry. Idols serve our needs according to our schedule. When we call, they answer. They give us a false sense of being in control. But over time, the relationship reverses. We end up attending to their needs, centering our lives on their priorities and agendas.

Walsh, sitting within sight of the Oval Office, was located at something like the ground zero of the information flow between the president and his staff. As Trump’s primary scheduler, her job was to ration the president’s time and organize the flow of information to him around the priorities that the White House had set. In this, Walsh became the effective middle person among the three men working hardest to maneuver the president—Bannon, Kushner, and Priebus.

A person whose boundaries are too flexible may feel overwhelmed with life. Each new demand distracts him. He has difficulty setting priorities and following them. He gets started on one thing only to get sidetracked by something else. He may appear disorganized. A too-flexible parent deprives children of the sense of security that comes from having a specific schedule, clear limits, and definite standards. Such a parent isn’t able to protect her own needs and may raise selfish children who never learn to respect the needs of another. A parent who can’t set priorities, who is, for example, perpetually late, can make a child feel unimportant and abandoned. Since he can’t make priorities, he can’t make the child a priority.

Here’s his seven-step checklist: “Write down five pre-existing company goals or priorities that will be impacted by the decision. Focusing on what is important will help you avoid the rationalization trap of making up reasons for your choices after the fact.” “Write down at least three, but ideally four or more, realistic alternatives. One can be staying put and doing nothing. It might take a little effort and creativity, but no other practice improves decisions more than expanding your choices.” “Write down the most important information you are missing. We risk ignoring what we don’t know because we are distracted by what we do know, especially in today’s information-rich businesses.” “Write down the impact your decision will have one year in the future. Telling a brief story of the expected outcome of the decision will help you identify similar scenarios that can provide useful perspective.” “Involve a team of at least two but no more than six stakeholders. Getting more perspectives reduces your bias and increases buy-in—but bigger groups have diminishing returns.” “Write down what was decided, as well as why and how much the team supports the decision. Writing these things down increases commitment and establishes a basis to measure the results of the decision.” “Schedule a decision follow-up in one to two months. We often forget to check in when decisions are going poorly, missing the opportunity to make corrections and learn from what’s happened.

If you say yes to everything everyone asks you to do, you’ll spend all your time working on everyone else’s priorities. But that’s not the way to improve your life. The fastest way to improve your life is to work on your highest priority. Working on something less than your highest priority will get you less results.

Here’s a proven sales meeting checklist of pre-meeting, during meeting, and post-meeting best practices and tips to follow and live by every day: Have clear meeting goals and expected outcomes documented and stated in email before and after meetings. Put agendas that are agreed to by your customers in meeting calendar invites. Meeting agendas should start with introductions and customers’ priorities/challenges review. Meeting agendas should close with discussion and time for questions. Research the company and recent announcements and know how their business is doing. Understand the context of their industry, too. Research the people attending your meeting and identify shared interests and shared executive connections. Connect with meeting attendees on LinkedIn before meeting. Some people believe this should be done after a meeting. My point of view is that it’s an important touch point when a prospect accepts your request to connect. Make the connection, and use your connection’s response and speed of response as a gauge of their awareness. If they connect fast, then it may mean they are excited to meet with you. If they don’t connect quickly, it could mean it’s not top of mind. Both are important to know. Don’t forget to personalize the message. Reconfirm agenda and meeting attendee participation. It’s good to do this the day before the meeting is scheduled to happen. Prepare a list of discovery and qualification questions to ask the prospect. The questions should preferably be open ended. Share the questions with your internal team to get alignment. It’s a requirement and best practice to brief executives attending the meeting with you beforehand. Share with your executives the context, current situation, and everything you learned during company, industry, and executive research. Your executives are busy. Help them help you. Be clear on what their role in the meeting is. Introduce meeting attendees at meeting outset, and let everyone have a voice. Go around and have people share their role and what they hope to get out of the meeting. Take thorough notes, capturing your customer’s words. Listen more and talk less. Watch the clock to begin and end meetings as promised. Leave time for questions and discussion at the end. Recap meeting outcomes and next steps before ending the call. Send meeting follow-up notes with clear action items the same day of the meeting using your customer’s words.

To mix business with pleasure, schedule your next staff retreat in an elementary school. Talking about strategic priorities takes on new meaning when you’re in a classroom whose bulletin boards admonish everyone to Play Fair, Don’t Hit, and Be Nice. And if this retro approach is really working for you, head to a children's museum for a day of discovery. You’ll benefit not only from tackling the hands-on museum exhibits, but also by soaking in the learning and laughter of the little people around you.

together in town, each one on a separate little strip of paper. Then, we rolled up all the little strips and placed them inside our “fun jar.” Now, every Friday afternoon, we simply pull an activity from the fun jar and do it. Sometimes we’ll visit a museum, while other times we’ll play in the park or visit a highly rated ice cream parlor across town. That time is reserved just for us. Truth be told, the fun jar idea doesn’t always work as smoothly as I’d like. It’s hard for me to muster up the energy to head to the playground when New York’s temperatures fall below freezing. On those days, a cup of hot cocoa and a couple of chapters of Harry Potter sound way more inviting for us both. What’s important, though, is that I’ve made it a priority in my weekly schedule to live up to my values. Having this time in my schedule allows me to be the dad that I envision myself to be.

We’re often preoccupied with the developments of our lives that we forget to make time for our significant other. Granted, those bills will not pay themselves. But there has to be a limit. You may be out there hell-bent on chasing the dollar to give your family a better life, but by the time you get your money together, you have no family to speak of.  Make it a priority to bond with your partner. Set aside time and observe it as strictly as you observe your work schedule. Spend quality time without your phones or any other distractions. Get to know how each other is doing beyond the surface. You may be assuming that your partner is fine just because he/she is going on with life as normal, but that could be far from it. Discuss deeper matters; mental health, job satisfaction, inner battles, goals, dreams and so on. Go for the holidays. Go for dates. Visit places that are significant to your relationship. Go clubbing and dancing, just as you did when you were younger. That will add a breath of fresh air to your relationship.

When he first hung out his shingle as a professional writer, in 1981, after several years running a small jazz club in Tokyo, he discovered that the sedentary lifestyle caused him to gain weight rapidly; he was also smoking as many as sixty cigarettes a day. He soon resolved to change his habits completely, moving with his wife to a rural area, quitting smoking, drinking less, and eating a diet of mostly vegetables and fish. He also started running daily, a habit he has kept up for more than a quarter century. The one drawback to this self-made schedule, Murakami admitted in a 2008 essay, is that it doesn’t allow for much of a social life. “People are offended when you repeatedly turn down their invitations,” he wrote. But he decided that the indispensable relationship in his life was with his readers. “My readers would welcome whatever life style I chose, as long as I made sure each new work was an improvement over the last. And shouldn’t that be my duty–and my top priority–as a novelist?

Just as an outdoor graduation ceremony needs its own specific rain date, the most important activities in your life need specific back-up slots. That said, creating specific back-up slots can get unwieldy as the priorities stack up. We also don’t always know, during Friday planning, everything we’ll need to do by the end of the next week. So here’s a practical shortcut for this rule: Get in the habit of leaving regularly scheduled open space in your schedule. That

I find this doable if I “plan tight, then plan light”—a mantra that many Tranquility by Tuesday participants reported finding helpful. This means designating times on Monday and Tuesday for all of the week’s high-priority tasks. The minutes at the beginning of the week will feel a little full, but this is balanced by leaving the schedule more fluid later in the week. Any must-dos and want-to-dos should

. This means designating times on Monday and Tuesday for all of the week’s high-priority tasks. The minutes at the beginning of the week will feel a little full, but this is balanced by leaving the schedule more fluid later in the week. Any must-dos and want-to-dos should be finished by end-of-day Thursday. This leaves Friday as the default back-up slot for anything that comes up

Despite all this pressure—and the pressure is real, no question about that—in the face of all this pressure, look back to the Principle and distill it to this: Your highest priority is delivering value. If you’ve hit the schedule but failed to satisfy your customer, or if you’ve come in under budget but failed to satisfy your customer, or kept your team intact and focused and committed but failed to satisfy your customer, ask yourself, what have you accomplished? As Mike shared with me, for Principle 1, the focus is on value. “The ‘v’ in MVP is ‘Value.’ And this ‘V’ often gets lost as pressures to deliver increase.

The key is not to prioritize what’s on your schedule, but to schedule your priorities. And

The key is not to prioritize what’s on your schedule, but to schedule your priorities. —Stephen Covey, best-selling author, The Seven Habits of Highly Effective People

Get into balance. Striking a balance between your work and your personal life is not easy. It’s an everyday challenge. But by working at it, your life will work much better. Schedule the time for exercise. Ensure that your family and friends get the priority they deserve. Take some time for yourself because when you feel better, you will be a source of positive energy to all those around you.

Habit 1 says “You’re the programmer” and Habit 2 says “Write the program,” then Habit 3 says “Run the program,” “Live the program.” And living it is primarily a function of our independent will, our self-discipline, our integrity, and commitment—not to short-term goals and schedules or to the impulse of the moment, but to the correct principles and our own deepest values, which give meaning and context to our goals, our schedules, and our lives. As you go through your week, there will undoubtedly be times when your integrity will be placed on the line. The popularity of reacting to the urgent but unimportant priorities of other people in Quadrant III or the pleasure of escaping to Quadrant IV will threaten to overpower the important Quadrant II activities you have planned. Your principle center, your self-awareness, and your conscience can provide a high degree of intrinsic security, guidance, and wisdom to empower you to use your independent will and maintain integrity to the truly important. But because you aren’t omniscient, you can’t always know in advance what is truly important. As carefully as you organize the week, there will be times when, as a principle-centered person, you will need to subordinate your schedule to a higher value. Because you are principle-centered, you can do that with an inner sense of peace.

The obstacle to achieving such vocational diversification and general aptitude does not lie in the human character as such, but rather in the mass of qualifying educational and vocational restrictions imposed by every privileged group in order to maintain its special status, emoluments, and perquisites. Though the reputed object of these regulations is often laudable, as measures to ensure competence and protect members from unqualified rivals, the underlying aim is to prevent fresh activities and organizations from arising in competition with the power system. As a result, the scope of human initiative through direct action becomes limited: today the smallest new measure must run a gauntlet of licensing laws, professional codes, trades union regulations, wage schedules, promotion priorities, bureaucratic restrictions and inspections. Even the exigencies of war were only partly able to break down or bypass these barriers-for where are they more deeply entrenched than in the military machine itself? This explains, perhaps, why there is so little prospect of overcoming the defects of the power system by any attack that employs mass organizations and mass efforts at persuasion; for these mass methods support the very system they attack. The changes that have so far been effective, and that give promise of further success, are those that have been initiated by animated individual minds, small groups, and local communities nibbling at the edges of the power structure by breaking routines and defying regulations. Such an attack seeks, not to capture the citadel of power, but to withdraw from it and quietly paralyze it. Once such initiatives become widespread, as they at last show signs of becoming, it will restore power and confident authority to its proper source: the human personality and the small face-to-face community.

if you watch Netflix ten hours a week but complain you have no time to be an ecclesial theologian. At the end of the day, we make time for what is important, and if being an ecclesial theologian is a priority, you will find a way to schedule it.

The quality of our life is greatly affected by the time we spend with God, and it should have a place of priority in our schedule.

The optimal duration forO2max intervals for marathoners is approximately 2 to 6 minutes. Intervals in this range are long enough so you accumulate a substantial amount of time at 95 to 100 percent ofO2max during each interval but short enough so you can maintain the optimal-intensity range throughout the workout. Intervals for marathoners should generally be between 800 and 1,600 meters. The training schedules in this book include some workouts of 600-meter repeats during weeks when your top priority lies elsewhere, such as when the week also calls for a tune-up race.

What if you could have the same freedom to set your own schedule and determine your own priorities? Good news: Freedom is possible. More good news: Freedom isn’t something to be envisioned in the vaguely distant future—the future is now.

Arik had already gone two weeks longer than usual for this haircut because of an overseas business trip. Time to get back to his highest priority. “How long until Dominic is back?” “A week, maybe two. I told him to take his time. Granddad doesn’t often take time off, and he’s getting up there in years.” A few weeks? He’d look like a wildebeest if he waited that long. “That’s no good. I need a cut. Are there any male barbers available?” “Afraid to let a girl touch your precious hair?” She smirked. “I can peek at the schedule and see if we can squeeze you in this afternoon.” “I don’t have time to come back. I need it done now.” Usually when he used the word now, people jumped to do his bidding. She, on the other hand, shook her head. “Not happening, unless you’ve changed your mind and are willing to let me cut it.” “You’re a hairdresser.” “Exactly.” “I want a barber.” “Same thing.” Said the girl without a Y chromosome. “I think I’ll wait.” Arik turned away from her, only to freeze as she muttered, “Pussy.” If she only knew how right she was. But, of course, she didn’t mean the feline version. Pride made him pivot back. “You know what. On second thought, you may cut my hair.” “How gracious of you, Your Majesty.” She sketched him a mock bow. Not funny, even if accurate. He glared in reply. “I see someone’s too uptight for a sense of humor.” “I greatly enjoy comedy, when I hear it.” “Sorry if my brand of sarcasm is too simple for you to understand, big guy. Now, if you’re done, sit down so we can get this over with and send you and your precious hair back to your office.

Jonathan presented Larry with a product plan that was a manifestation of the gate-based approach at its finest. There were milestones and approvals, priorities, and a two-year plan of what products Google would release and when. It was a masterpiece of textbook thinking. All that remained was for him to receive a rousing round of applause and a pat on the back. Sadly, this was not to be: Larry hated it. “Have you ever seen a scheduled plan that the team beat?” he asked. Um, no. “Have your teams ever delivered better products than what was in the plan?” No again. “Then what’s the point of the plan? It’s holding us back. There must be a better way. Just go talk to the engineers.

Priorities: Priority #1: God The relationship with God must come first. Why? Because we need God's perspective in every area of our lives. ... Priority #2: Husband Solomon said, "A worthy wife is her husband's joy and crown; the other kind corrodes his strength and tears down everything he does" (Proverbs 12:4) ... Priority #3: Children See Bible verses about child rearing. ... Priority #4: Home Proverbs 31:27 The virtuous wife in Proverbs 31 seems to have been a very neat, tidy housekeeper. It seems to come naturally to some people, but I'm not one of them. Priority #5: Yourself Everyone needs time alone - time to read, to indulge in a hobby, or just to do nothing. Evaluate your weekly schedule and plan into it time for yourself. ... Priority #6: Outside The Home I was sharing my excitement about the priorities of a woman's life with a group of women in upstate New York, and one woman said, "Linda, I cannot believe what you are saying. I know that you believe in the Great Commission, to go into the world and preach the gospel, was given to women as well as to men, yet you are saying that our service for Christ is at the end of the list. Since I became a Christian two years ago, my service to the Lord has been first!" I smiled and told her I'd like to ask her husband how he liked that! When my children were very young, I decided before God to keep my priorities in the order I've shared. I still re-evaluate where I spend my time and seek to keep God first, Husband second, my children third, my home fourth, me fifth, and my outside activities sixth.

As she spoke, I noticed her abnormal gesticulations with her hands. She seemed to flail them during unnecessary parts of the conversation for emphasis, and place them at her sides or in her pockets when they would be better served gesticulating. It was a dance I found myself enjoying watching her perform. “I promise,” I said, watching her every move, “no funny business. I didn’t travel 400 miles to fall for some girl, get her knocked up, and not finish school. It looks like we’re both here for the same thing. At least we’ve got our priorities straight.” “I’m glad we got that straightened out,” she said, matter of factly. “Why don’t you take me out for coffee and we can talk about our writing and what sort of reading schedule we’d like to get on?” We went to bed together three hours later.

The key is not to prioritize what's on your schedule, but to schedule your priorities."- Stephen Covey A

Clarity is one reason that the Strategy of Scheduling is so helpful. It’s important to have time to write; to have time with my family; to read. Instead of spending my day in a chaos of warring priorities, and feeling as though whatever I do I’m leaving important things undone, I can use the clarity of Scheduling to guarantee that I have time and energy to devote to each activity that matters.

You create a ritual when you get in the habit of behaving in certain ways consistently over time. I have found the only way of ritualizing in our busy schedules is to actually plug priority behaviors into our daily calendars. Please

The insights of Rule #2 fundamentally changed the way I approach my work. If I had to describe my previous way of thinking, I would probably use the phrase “productivity-centric.” Getting things done was my priority. When you adopt a productivity mindset, however, deliberate practice-inducing tasks are often sidestepped, as the ambiguous path toward their completion, when combined with the discomfort of the mental strain they require, makes them an unpopular choice in scheduling decisions. It’s much easier to redesign your graduate-student Web page than it is to grapple with a mind-melting proof. The result for me was that my career capital stores, initially built up during the forced strain of my early years as a graduate student, were dwindling as time went on. Researching Rule #2, however, changed this state of affairs by making me much more “craft-centric.” Getting better and better at what I did became what mattered most, and getting better required the strain of deliberate practice. This is a different way of thinking about work, but once you embrace it, the changes to your career trajectory can be profound. How

FOCUSING TOO MUCH ON THE NUMBERS In the second example, I managed the team to a set of numbers that did not fully capture what I wanted. I wanted a great product that customers would love with high quality and on time—in that order. Unfortunately, the metrics that I set did not capture those priorities. At a basic level, metrics are incentives. By measuring quality, features, and schedule and discussing them at every staff meeting, my people focused intensely on those metrics to the exclusion of other goals. The metrics did not describe the real goals and I distracted the team as a result. Interestingly, I see this same problem play out in many consumer Internet startups. I often see teams that maniacally focus on their metrics around customer acquisition and retention. This usually works well for customer acquisition, but not so well for retention. Why? For many products, metrics often describe the customer acquisition goal in enough detail to provide sufficient management guidance. In contrast, the metrics for customer retention do not provide enough color to be a complete management tool. As a result, many young companies overemphasize retention metrics and do not spend enough time going deep enough on the actual user experience. This generally results in a frantic numbers chase that does not end in a great product. It’s important to supplement a great product vision with a strong discipline around the metrics, but if you substitute metrics for product vision, you will not get what you want.

one way to get your priorities accomplished is to schedule them into your calendar.

Doctors troubleshoot the human body—they never got a chance to debug it. (It took God one day to design, prototype, and release that product; talk about schedule pressure! I guess we can forgive priority-two bugs like bunions and male pattern baldness.)

Determine what your top priorities in life are and keep aside sufficient time for them in your schedule.

When you streamline your schedule by making deliberate decisions about tasks and activities that are crucially important you and identify your most important priorities, you give yourself permission to make choices that excite and interest you. You also grant yourself permission to exercise your right to say, “No, thank you.

J.I. Packer says that we have "conformed to the modern spirit: the spirit, that is, that spawns great thoughts of man and leaves room for only small thoughts of God." We have "allowed God to become remote." Christians who don't have an expanding, deepening knowledge of God are like players who have no coach, no rule book, no game schedule, no playing field, no training program. They are depending on one thing to win - uniforms.

Lord, thank You for providing moments of rest. I offer You my daily schedule to allow You to take priority over all other details and distractions.

The key is not to prioritize what's on your schedule, but to schedule your priorities.

The chief barrier to effective discipleship is not that people do not have the ability to become spiritually mature, but they lack the passion, perspective, priorities, and perseverance to develop their spiritual lives. Most Christians know that spiritual growth is important, personally beneficial, and expected, but few attend churches that push them to grow or provide the resources necessary to facilitate that growth. Few believers have relationships that hold them accountable for spiritual development. In the end it boils down to personal priorities. For most of us, regardless of our intellectual assent to the importance of Christian growth, our passions lay elsewhere—and our schedule and energy follow those passions. Most believers, it turns out, are satisfied to engage in a process without regard for the product.12

When you are with the right person, time falls away. You don’t worry about fitting them into your complicated schedule because they become a part of that schedule. They become the backbone of it. Your happiness becomes your priority, and so long as they are contributing to it, you can work around the rest.

matters most and helps me make room in my schedule for those priorities. Time away nourishes my creativity and comforts my weary soul. Most of us know what burnout feels like, and I’m

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

When you are with the right person, time falls away. You don’t worry about fitting them into your complicated schedule because they become a part of that schedule. They become the backbone of it. Your happiness becomes your priority, and so long as they are contributing to it, you can work around the rest. The right people don’t stand in the way of the things you once wanted and make you choose them over those things. The right people encourage you to try harder, dream bigger, and do better. They bring out the most incredible parts of yourself and make you want to fight harder than ever before. The right people don’t impose limits on your time, your dreams, or your abilities. They want to tackle those mountains with you, and they don’t care how long it takes. With the right person, you have all the time in the world. The truth is, when we pass someone up because the timing is wrong, what we are really saying is that we don’t care to spend our time on that person. There will never be a magical time when everything falls into place and fixes all our broken relationships. But there may someday be a person who makes the issue of timing irrelevant. Because when someone is right for us, we make the time to let them into our lives. And that kind of timing is always right.

The key is not to prioritize what’s on your schedule, but to schedule your priorities.”  - Dr. Stephen Covey

The Daily Check-in requires that team members get together, standing up, for about five minutes every morning to report on their activities that day. Five minutes. Standing up. That’s it. The purpose of the Daily Check-in is to help team members avoid confusion about how priorities are translated into action on a regular basis. It provides a quick forum for ensuring that nothing falls through the cracks on a given day and that no one steps on anyone else’s toes. Just as important, it helps eliminate the need for unnecessary and time-consuming e-mail chains about schedule coordination.

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There are lots of good things to fill your schedule, but they may not all be the best things. As Dr. Covey said, “You have to decide what your highest priorities are and have the courage—pleasantly, smiling, nonapologetically—to say ‘no’ to other things.

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What to Do Tonight Spend private time with your child, ideally without electronics. Take turns with each child if you have more than one, so that the ratio is one-on-one. It is remarkably healing for kids and will help you to enjoy them. It also makes them feel like they are your number one priority. If you’re highly anxious, do something about it. Treating anxiety is one of the best things you can do for yourself and your family. Consider participating in cognitive behavioral therapy: you can learn very effective strategies for identifying and “talking back to” the distorted and unproductive thoughts that contribute to high anxiety. Learn to meditate. Take a yoga class. Be very regular in your exercise routine. Spend time in nature. Get more sleep. Socialize more with friends if it helps you feel calm. Avoid making decisions for your child based on fear. If you find yourself thinking, “I’m afraid if I don’t do this now, then—” stop. Do what you feel is right now, not what you feel you have to because of what you’re afraid will happen if you don’t. If your child is struggling, schedule a short time every day for you to worry about his or her problems. Literally write it into your planner. This will let your brain know that it is safe not to worry all day long. Remember who’s responsible for what. It cannot be your responsibility to see that everything goes well for your children at all times. If you are very worried about your teenager and have talked through the issues together many times, write your child a short letter summarizing your concerns and offering any help the child might need. Then promise that you will not bring the issue up again for a month. When you break your promise (because you will) apologize and recommit to it. Get out a piece of paper and draw a vertical line in the middle. In the left-hand column, write statements such as the following: “It’s okay for Jeremy to have a learning disability,” “It’s okay that Sarah doesn’t have any friends right now,” “It’s okay for Ben to be depressed right now.” In the right-hand column, write down the automatic thoughts that come to your mind in response (likely rebuttal) to these statements. Then question these automatic thoughts. Ask questions such as, “Can I be absolutely sure that this thought is true?” “Who would I be if I didn’t believe this?” This kind of self-questioning exercise, developed by author and speaker Byron Katie and others, can serve as a useful tool for discovering the thoughts that trap you into negative judgments.18 Create a stress-reduction plan for yourself. Can you get more exercise? More sleep? What calms you down and how can you do more of it? Don’t make yourself available to your kids at the expense of your own well-being. Wall off some “me” time. Model self-acceptance and tell your kids what you’re doing.

Ineffective leaders lack personal structure, so they often chose the path of easy in their personal lives rather than choosing the hard work that produces results. They have chaotic schedules, are disorganized, and always seem to operate in a state of overwhelm and irritation. Weak leaders lack the discipline to structure their days, their thoughts, and their actions, and they constantly have their priorities out of order.

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

Don’t prioritize your schedule, but schedule your priorities.

Sometimes, codependent behavior becomes inextricably entangled with being a good wife, mother, husband, brother, or Christian. Now in her forties, Marlyss is an attractive woman—when she takes care of herself. Most of the time, however, she’s busy taking care of her five children and her husband, who is a recovering alcoholic. She devoted her life to making them happy, but she didn’t succeed. Usually, she feels angry and unappreciated for her efforts, and her family feels angry at her. She has sex with her husband whenever he wants, regardless of how she feels. She spends too much of the family’s budget on toys and clothing for the children—whatever they want. She chauffeurs, reads to, cooks for, cleans for, cuddles, and coddles those around her, but nobody gives to her. Most of the time, they don’t even say, “Thank you.” Marlyss resents her constant giving to people in her life. She resents how her family and their needs control her life. She chose nursing as her profession, and she often resents that. “But I feel guilty when I don’t do what’s asked of me. I feel guilty when I don’t live up to my standards for a wife and mother. I feel guilty when I don’t live up to other people’s standards for me. I just plain feel guilty,” she said. “In fact,” she added, “I schedule my day, my priorities, according to guilt.” Does endlessly taking care of other people, resenting it, and expecting nothing in return mean Marlyss is a good wife and mother? Or could it mean Marlyss is codependent?

I managed the team to a set of numbers that did not fully capture what I wanted. I wanted a great product that customers would love with high quality and on time—in that order. Unfortunately, the metrics that I set did not capture those priorities. At a basic level, metrics are incentives. By measuring quality, features, and schedule and discussing them at every staff meeting, my people focused intensely on those metrics to the exclusion of other goals. The metrics did not describe the real goals and I distracted the team as a result.

For serious problems you should schedule two sessions a day: half an hour before lunch and half an hour before dinner. Write them down in your engagement book. Give them priority. […] For less serious problems, ten minutes morning and night will get you into trim and keep you there. Or twenty minutes once a day, if that fits your schedule better. And don’t forget the while-you’re-doing-something routines. You can be pampering your body most of the day if you remember them, and your body will be very grateful.

The management bug tracking system was public, so people could vote to set priorities. Somebody was assigned the job of reading through them all and grouping duplicates. Then, during management fix-it week, managers would have bugs assigned to them. They’d cancel all regularly scheduled activities (or most of them) and focus on fixing the management issues that were most annoying to the organization.

The key is to not to prioritize what's on your schedule, but to schedule your priorities.

For higher-class parents, children are 'projects'. They have tightly scheduled lives & coordinated activities; high-income parents spend significant time & energy thinking about how to fulfill their kids' 'potentials.' For the working class & poor, Lareau argues, parenting is more about 'the accomplishment of natural growth'. Top priorities in these families are safety & health. [...] This is partly because lower-income parents experience hardships in their adult lives & want to shield their children from having to deal with tight schedules & overwork in their childhoods. In any case, financial constraints prevent them from approaching parenting as projects.

if your priorities don’t get scheduled into your planner, other people’s priorities will get put into your planner.

I once met an eighty-nine-year-old woman who had, of her own volition, checked herself into a Boston nursing home. Usually, it’s the children who push for a change, but in this case she was the one who did. She had congestive heart failure, disabling arthritis, and after a series of falls she felt she had little choice but to leave her condominium in Delray Beach, Florida. “I fell twice in one week, and I told my daughter I don’t belong at home anymore,” she said. She picked the facility herself. It had excellent ratings and nice staff, and her daughter lived nearby. She had moved in the month before I met her. She told me she was glad to be in a safe place—if there’s anything a decent nursing home is built for, it is safety. But she was wretchedly unhappy. The trouble was that she expected more from life than safety. “I know I can’t do what I used to,” she said, “but this feels like a hospital, not a home.” It is a near-universal reality. Nursing home priorities are matters like avoiding bedsores and maintaining residents’ weight—important medical goals, to be sure, but they are means, not ends. The woman had left an airy apartment she furnished herself for a small beige hospital-like room with a stranger for a roommate. Her belongings were stripped down to what she could fit into the one cupboard and shelf they gave her. Basic matters, like when she went to bed, woke up, dressed, and ate, were subject to the rigid schedule of institutional life. She couldn’t have her own furniture or a cocktail before dinner, because it wasn’t safe.

PUNCTUALITY RULES Being punctual to meetings and appointments not only reduces time wasting but is also a powerful way to demonstrate your respect for other people’s time. Do plan ahead by setting reminders in your calendar. Do arrive a few minutes early to meetings and appointments. Don’t start meetings late for late arrivals. Don’t derail your schedule by coming out late from meetings. If the meeting is running long, excuse yourself. Do be vigilant about being on time to appointments with your superiors. Don’t assume your team members know the importance of punctuality. Remind them frequently that punctuality increases productivity and reduces stress in the department. Be particularly vigilant about respecting your boss’s time, even if he is constantly wasting yours.

Meaningful, long-lasting change doesn’t happen overnight. Be patient with yourself, and know that the progress is in the process. Start by finding something you enjoy, and create space in your schedule to practice that thing each day. Make it a priority, and you will eventually make it a habit.

Don't prioritize your schedule; schedule your priorities.

Slow It Down God called the light “day,” and the darkness he called “night.” And there was evening, and there was morning—the first day. Genesis 1:5 by T. Suzanne Eller Everyone knows morning comes first, and then evening. Right? So I was surprised to read in Genesis 1:5 that the order was, in fact, reversed: “And there was evening, and there was morning.” God started with evening, a time of rest, and a day followed, in which he continued to create. We live in a culture where we work all day, and then eventually we might take time to rest. To order our days the way God does—with rest as a priority—is a challenge. I learned to prioritize God’s way when, at age 32, I was diagnosed with cancer. I told the doctor I didn’t have time for cancer, but cancer didn’t consult my schedule. My life changed while going through treatment as I put aside activities that previously had seemed vital. Out of that difficult time came a new list of priorities. At the top of the list: to balance my life. I learned to climb between the sheets and put aside my worries—to rest my body and mind. To slow down when life became crazy and assess what is important. I began to see evening as the first part of my day. This concept changed my life, physically and spiritually. Recently I had two speaking events sandwiched together. As the dates approached, time with my heavenly Father became “evening.” In preparation for my events, I listened to the heart of my Father instead of going over my notes. Out of that rest sprang fruitful ministry during the day. Learning to live with evening, or rest, as a top priority is an ongoing process. Many times I ask God to help me reprioritize, make time for physical rest and put “evening” back where it belongs. More Verses to Explore: Exodus 20:11 Psalm 91:1 Mark 6:30–31

If you’re anxious and agreeable, you may find yourself over-committing to things because you overestimate the potential negative consequences of saying no. More generally, you may hold back from saying things you want to say because of anxiety about how you’ll be perceived. The skills you’ll learn in this book will help you balance your goal of being well liked with other priorities—like managing your schedule and speaking your mind.

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