Scheduled Task Quotes

Every last minute of my life has been preordained and I'm sick and tired of it. How this feels is I'm just another task in God's daily planner: the Italian Renaissance penciled in for right after the Dark Ages. ... The Information Age is scheduled immediately after the Industrial Revolution. Then the Postmodern Era, then the Four Horsemen of the Apocalypse. Famine. Check. Pestilence. Check. War. Check. Death. Check. And between the big events, the earthquakes and the tidal waves, God's got me squeezed in for a cameo appearance. Then maybe in thirty years, or maybe next year, God's daily planner has me finished.

It's a tough job being somebody's personal assistant. You have to anwser their phone, manage their correspondence, run their errands, pay their bills, arrange their schedule, and basically do whatever tasks, menial to major, they are too busy or self absorbed or distracted or pampered or disinterested to do themselves.

In week two, build an optimal schedule. Lock everything into place in fifteen- to thirty-minute blocks. Some tasks will take multiple blocks or entire days. Fine. When you work, only work on one thing at a time, think about the task in front of you and pursue it relentlessly. When it comes time for the next task on your schedule, place that first one aside, and apply the same focus.

Good time management is not about buying a great calendar or planner. It is not about learning tricks to move faster, or about doing everything with mechanical efficiency. It's about creating days that are meaningful and rewarding to you, and feeling a sense of satisfaction in each and every one of your tasks.

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

Observe that for the programmer, as for the chef, the urgency of the patron may govern the scheduled completion of the task, but it cannot govern the actual completion.

Once compulsory systems of state-run schools were established, they became increasingly standardized, both in content and in method. For the sake of efficiency, children were divided into separate classrooms by age and passed along, from grade to grade, like products on an assembly line. The task of each teacher was to add bits of officially approved knowledge to the product, in accordance with a preplanned schedule, and then to test that product before passing it on to the next station.

Make sure you understand when best you are effective and then schedule your most important tasks within that time of the day.

Was there any day for her that would not involve the same schedule, the same faces, the same tasks? What was better –a constant safeness that never grew and never changed, or a life of reaching, building, striving, even though you knew you’d never be completely satisfied?

To maximize productivity, schedule 3–5 hour blocks or half-days of singularly focused attention on ONE single activity or project, rather than trying to switch tasks every 60 minutes.

It’s easy to forget that teaching is holy work. We forget that building up the intellect- teaching our children to really think- does not happen by the might of human reason, but rather by the grace of God. On an ordinary day, you and I likely have a set of tasks we've scheduled for our kids. But it's more than math. It's more than history. It's the building up of our children's minds and hearts, and we can only do that if we realize that this is how we thank Him for the graces He so lavishly pours out on us.

•Communicating: low-context vs. high-context •Evaluating: direct negative feedback vs. indirect negative feedback •Persuading: principles-first vs. applications-first •Leading: egalitarian vs. hierarchical •Deciding: consensual vs. top-down •Trusting: task-based vs. relationship-based •Disagreeing: confrontational vs. avoids confrontation •Scheduling: linear-time vs. flexible-time

Roosevelt's productivity resulted from how he chose to spend his time. He read frequently due to his belief that efficiency did not come from packing in scheduled activities down to every last minute of the day. Rather, it was through the regular feeding of his intellect. Even during the height of a presidential campaign, he packed in nearly four hours of reading a day. He enjoyed works of fiction, science, political philosophy, and history. One can imagine a nervous political aide bursting in his study, telling Roosevelt to put down his copy of Cicero because he was scheduled to begin the day's fourth speech in only two minutes. Researcher Robert Talbert notes that a second explanation for Roosevelt's productivity was his method of splitting up his schedule. His reading times were broken up into 45 minute-increments, divided between three half-hour time slots and three one-hour time slots. There is no way that Roosevelt could have known this, but such a segmented approach to reading is the best way for the brain to retain information. A 2008 study from the University of Illinois found that the brain's attentional resources drop after a long period of focusing on a single activity. Even brief diversions can significantly increase one's ability to focus on a task for a long period of time.

But what if you can’t find a colleague with a compatible schedule? When Taylor went away to speak at a conference for a week, I needed to re-create the experience of making an effort pact with another person. Thankfully, I found Focusmate. With a vision to help people around the world stay focused, they facilitate effort pacts via a one-to-one video conferencing service. While Taylor was away, I signed up at Focusmate.com and was paired with a Czech medical school student named Martin. Because I knew he would be waiting for me to co-work at our scheduled time, I didn’t want to let him down. While Martin was hard at work memorizing human anatomy, I stayed focused on my writing. To discourage people from skipping their meeting times, participants are encouraged to leave a review of their focus mate.5 Effort pacts make us less likely to abandon the task at hand. Whether we make them with friends and colleagues, or via tools like Forest, SelfControl, Focusmate, or kSafe, effort pacts are a simple yet highly effective way to keep us from getting distracted.

If I viewed a day of screen time and not doing any scheduled care tasks as a failure, it would be a lot harder to “get back into routine.” But I didn’t. Trolls and pj’s day was a day when we were being gentle with ourselves, allowing ourselves to take it easy and rest—a day of kindness. Framing it as kindness instead of failure was the key to being able to wake up and choose to get things done the next day.

if we incentivize conformance, people will insert contingency reserves to prevent their tasks from missing the schedule. The more granular the schedule, the larger the schedule reserves. And these reserves aggregate into even longer timelines. The more we increase planning detail and the harder we try to incentivize performance, the worse our problem becomes.

A writer lives. The task of being a poet is not completed at a fixed schedule. No one is a poet from eight to twelve and from two to six. Whoever is a poet is one always, and continually assaulted by poetry.

I came across a contemporary version of the twenty-third Psalm entitled “Psalm 23 Revisited.” In it, the author captures perfectly where many of us are today: The clock is my dictator, I shall not rest. It makes me lie down only when exhausted. It leads me into deep depression, it hounds my soul. It leads me in circles of frenzy for activities’ sake. Even though I run frantically from task to task, I will never get it all done, for my “ideal” is with me. Deadlines and my need for approval, they drive me. They demand performance from me, beyond the limits of my schedule. They anoint my head with migraines, my in-basket overflows. Surely fatigue and time pressure shall follow me all the days of my life. And I will dwell in the bonds of frustration forever.1

In knowledge work, when you agree to a new commitment, be it a minor task or a large project, it brings with it a certain amount of ongoing administrative overhead: back-and-forth email threads needed to gather information, for example, or meetings scheduled to synchronize with your collaborators. This overhead tax activates as soon as you take on a new responsibility. As your to-do list grows, so does the total amount of overhead tax you’re paying. Because the number of hours in the day is fixed, these administrative chores will take more and more time away from your core work, slowing down the rate at which these objectives are accomplished. At moderate workloads, this effect might be frustrating: a general sense that completing your work is taking longer than it should. As your workload increases, however, the overhead tax you’re paying will eventually pass a tipping point, beyond which logistical efforts will devour so much of your schedule that you cannot complete old tasks fast enough to keep up with the new. This feedback loop can quickly spiral out of control, pushing your workload higher and higher until you find yourself losing your entire day to overhead activities: meeting after meeting conducted against a background hum of unceasing email and chat. Eventually the only solution becomes to push actual work into ad hoc sessions added after hours—in the evenings and early mornings, or over the weekend—in a desperate attempt to avoid a full collapse of all useful output. You’re as busy as you’ve ever been, and yet hardly get anything done.

Don't be the person who misses out on opportunities in life because you take too long to accomplish your work tasks. Be the kind of person other people marvel at. Be the kind of person other people see and say, "I don't know how they do it." Be the kind of person who takes action and does so immediately.

Recognizing that God has called you to function as his agent defines your task as a parent. Our culture has reduced parenting to providing care. Parents often see the task in these narrow terms. The child must have food, clothes, a bed, and some quality time. In sharp contrast to such a weak view, God has called you to a more profound task than being only a care-provider. You shepherd your child in God's behalf. The task God has given you is not one that can be conveniently scheduled. It is a pervasive task. Training and shepherding are going on whenever you are with your children. Whether waking, walking, talking or resting, you must be involved in helping your child to understand life, himself, and his needs from a biblical perspective (Deuteronomy 6:6-7).

A month into the semester, I would start showing up twenty minutes late to class again. The rewards weren't enough to keep me on task, and life got in the way. My mind wandered to the future, postcollege, when I'd create my own schedule that served my need to eat a rich snack every five to fifteen minutes. As for the disappointment written across the teacher's face? I couldn't, and wouldn't, care.

Suzanne understood there were three options for dealing with time pressure. Option One: Perform tasks more efficiently. Move faster, triple-task, cut corners. Buy cookies instead of making them from scratch, and ignore the raised eyebrows or direct complaints from better, more efficient mothers. Drive faster and risk a speeding ticket with scheduling repercussions rippling for days afterward. Text at stoplights but not in front of the kids. Sleep less.

The Goldilocks Rule states that humans experience peak motivation when working on tasks that are right on the edge of their current abilities. The greatest threat to success is not failure but boredom. As habits become routine, they become less interesting and less satisfying. We get bored. Anyone can work hard when they feel motivated. It’s the ability to keep going when work isn’t exciting that makes the difference. Professionals stick to the schedule; amateurs let life get in the way.

We know from project management that there is usually slippage, and tasks almost always take longer than what one envisions. There is also no room for fitting human well-being into task schedules. We need to instead relearn what designing a day should be in the twenty-first century digital world. It should include strategies to not exhaust yourself, and to improve your well-being. And it includes understanding your own rhythm of attentional states, and the fact that you have limited and precious cognitive resources.

It doesn’t so much matter what you do with your time; rather, success is measured by whether you did what you planned to do. It’s fine to watch a video, scroll social media, daydream, or take a nap, as long as that’s what you planned to do. Alternatively, checking work email, a seemingly productive task, is a distraction if it’s done when you intended to spend time with your family or work on a presentation. Keeping a timeboxed schedule is the only way to know if you’re distracted. If you’re not spending your time doing what you’d planned, you’re off track.

It’s up to you to find ways to eviscerate your bullshit. How much time do you spend at the dinner table talking about nothing after the meal is done? How many calls and texts do you send for no reason at all? Look at your whole life, list your obligations and tasks. Put a time stamp on them. How many hours are required to shop, eat, and clean? How much sleep do you need? What’s your commute like? Can you make it there under your own power? Block everything into windows of time, and once your day is scheduled out, you’ll know how much flexibility you have to exercise on a given day and how to maximize it.

Each of the eight scales represents one key area that managers must be aware of, showing how cultures vary along a spectrum from one extreme to its opposite. The eight scales are:        •  Communicating: low-context vs. high-context        •  Evaluating: direct negative feedback vs. indirect negative feedback        •  Persuading: principles-first vs. applications-first        •  Leading: egalitarian vs. hierarchical        •  Deciding: consensual vs. top-down        •  Trusting: task-based vs. relationship-based        •  Disagreeing: confrontational vs. avoids confrontation        •  Scheduling: linear-time vs. flexible-time

Getting Things Done advocates a policy of immediately doing any task of two minutes or less as soon as it comes to mind. Rival bestseller Eat That Frog! advises beginning with the most difficult task and moving toward easier and easier things. The Now Habit suggests first scheduling one’s social engagements and leisure time and then filling the gaps with work—rather than the other way around, as we so often do. William James, the “father of American psychology,” asserts that “there’s nothing so fatiguing as the eternal hanging on of an uncompleted task,” but Frank Partnoy, in Wait, makes the case for deliberately not doing things right away.

Common, Healthy Autistic Behaviors Intense studying of a new favorite topic Not noticing sounds or social signals when focusing on an engrossing task Needing to know exactly what to expect before entering an unfamiliar situation Sticking to a very rigid schedule, and rejecting deviations to that schedule Taking a long time to think before responding to a complex question Spending hours or days alone sleeping and recharging after a socially demanding event or stressful project Needing “all the information” before coming to a decision Not knowing how they feel, or needing a few days to figure out how they feel about something Needing a rule or instruction to “make sense” before they can follow it Not putting energy toward expectations that seem unfair or arbitrary, such as wearing makeup or elaborate grooming

I had a chance to stand up for women who didn’t have a voice. If I turned it down, what values was I role modeling for my kids? Would I want them to turn down difficult tasks in the future and then tell me that they were following my example? And my own mother had a powerful influence on my choice, though she might not have known it. She always said to me as I was growing up, “If you don’t set your own agenda, somebody else will.” If I didn’t fill my schedule with things I felt were important, other people would fill my schedule with things they felt were important. Finally, I have always carried in my head images of the women I’ve met, and I keep photographs of the ones who have moved me the most. What was the point of their opening their hearts and telling me about their lives if I wasn’t going to help them when I had the chance? That clinched it for me.

So we need to make a schedule, but where do we begin? The common approach is to make a to-do list. We write down all the things we want to do and hope we’ll find the time throughout the day to do them. Unfortunately, this method has some serious flaws. Anyone who has tried keeping such a list knows many tasks tend to get pushed from one day to the next, and the next. Instead of starting with what we’re going to do, we should begin with why we’re going to do it. And to do that, we must begin with our values. According to Russ Harris, author of The Happiness Trap, values are “how we want to be, what we want to stand for, and how we want to relate to the world around us.” They are attributes of the person we want to be. For example, they may include being an honest person, being a loving parent, or being a valued part of a team. We never achieve our values any more than finishing a painting would let us achieve being creative. A value is like a guiding star; it’s the fixed point we use to help us navigate our life choices.

The most effective way to make time for traction is through “timeboxing.” Timeboxing uses a well-researched technique psychologists call “setting an implementation intention,” which is a fancy way of saying, “deciding what you’re going to do, and when you’re going to do it.” It’s a technique that can be used to make time for traction in each of your life domains. The goal is to eliminate all white space on your calendar so you’re left with a template for how you intend to spend your time each day. It doesn’t so much matter what you do with your time; rather, success is measured by whether you did what you planned to do. It’s fine to watch a video, scroll social media, daydream, or take a nap, as long as that’s what you planned to do. Alternatively, checking work email, a seemingly productive task, is a distraction if it’s done when you intended to spend time with your family or work on a presentation. Keeping a timeboxed schedule is the only way to know if you’re distracted. If you’re not spending your time doing what you’d planned, you’re off track.

When I started in real estate, despite high ambition, I was constrained by the same 24 hours as everyone else. My early success came from a grueling schedule, long hours, and the high price of near burn-out. In self-defense, I devised a system that featured direct marketing in place of traditional prospecting plus a highly effective team, with all the non-rainmaker tasks delegated to them. This took me to the top of the profession, twice #1 in RE/MAX worldwide in commissions earned, and 15 years as one of the top agents—working less hours than most. While an active agent, I consistently sold over 500 homes a year, even while starting and developing a second business, training and coaching more millionaire agents than any other coach. Without the inspiration of Dan Kennedy’s direct marketing methods and his extraordinary, extreme time-management philosophy, these achievements simply would not have been possible. LEVERAGING yourself, by media in place of manual labor, and with other people is very intimidating to most real estate agents and to most small businesspeople. It frankly is not easy to get right, but it is the quantum leap that uniquely and simultaneously lifts income and supports a great lifestyle. —CRAIG PROCTOR, CRAIGPROCTOR.COM

ON THE MODUS OPERANDI OF OUR CURRENT PRESIDENT, DONALD J. TRUMP "According to a new ABC/Washington Post poll, President Trump’s disapproval rating has hit a new high." The President's response to this news was "“I don’t do it for the polls. Honestly — people won’t necessarily agree with this — I do nothing for the polls,” the president told reporters on Wednesday. “I do it to do what’s right. I’m here for an extended period of time. I’m here for a period that’s a very important period of time. And we are straightening out this country.” - Both Quotes Taken From Aol News - August 31, 2018 In The United States, as in other Republics, the two main categories of Presidential motivation for their assigned tasks are #1: Self Interest in seeking to attain and to hold on to political power for their own sakes, regarding the welfare of This Republic to be of secondary importance. #2: Seeking to attain and to hold on to the power of that same office for the selfless sake of this Republic's welfare, irregardless of their personal interest, and in the best of cases going against their personal interests to do what is best for this Republic even if it means making profound and extreme personal sacrifices. Abraham Lincoln understood this last mentioned motivation and gave his life for it. The primary information any political scientist needs to ascertain regarding the diagnosis of a particular President's modus operandi is to first take an insightful and detailed look at the individual's past. The litmus test always being what would he or she be willing to sacrifice for the Nation. In the case of our current President, Donald John Trump, he abandoned a life of liberal luxury linked to self imposed limited responsibilities for an intensely grueling, veritably non stop two year nightmare of criss crossing this immense Country's varied terrain, both literally and socially when he could have easily maintained his life of liberal leisure. While my assertion that his personal choice was, in my view, sacrificially done for the sake of a great power in a state of rapid decline can be contradicted by saying it was motivated by selfish reasons, all evidence points to the contrary. For knowing the human condition, fraught with a plentitude of weaknesses, for a man in the end portion of his lifetime to sacrifice an easy life for a hard working incessant schedule of thankless tasks it is entirely doubtful that this choice was made devoid of a special and even exalted inspiration to do so. And while the right motivations are pivotal to a President's success, what is also obviously needed are generic and specific political, military and ministerial skills which must be naturally endowed by Our Creator upon the particular President elected for the purposes of advancing a Nation's general well being for one and all. If one looks at the latest National statistics since President Trump took office, (such as our rising GNP, the booming market, the dramatically shrinking unemployment rate, and the overall positive emotive strains in regards to our Nation's future, on both the left and the right) one can make definitive objective conclusions pertaining to the exceptionally noble character and efficiency of the current resident at 1600 Pennsylvania Avenue. And if one can drown out the constant communicative assaults on our current Commander In Chief, and especially if one can honestly assess the remarkable lack of substantial mistakes made by the current President, all of these factors point to a leader who is impressively strong, morally and in other imperative ways. And at the most propitious time. For the main reason that so many people in our Republic palpably despise our current President is that his political and especially his social agenda directly threatens their licentious way of life. - John Lars Zwerenz

All the many successes and extraordinary accomplishments of the Gemini still left NASA’s leadership in a quandary. The question voiced in various expressions cut to the heart of the problem: “How can we send men to the moon, no matter how well they fly their ships, if they’re pretty helpless when they get there? We’ve racked up rendezvous, docking, double-teaming the spacecraft, starting, stopping, and restarting engines; we’ve done all that. But these guys simply cannot work outside their ships without exhausting themselves and risking both their lives and their mission. We’ve got to come up with a solution, and quick!” One manned Gemini mission remained on the flight schedule. Veteran Jim Lovell would command the Gemini 12, and his space-walking pilot would be Buzz Aldrin, who built on the experience of the others to address all problems with incredible depth and finesse. He took along with him on his mission special devices like a wrist tether and a tether constructed in the same fashion as one that window washers use to keep from falling off ledges. The ruby slippers of Dorothy of Oz couldn’t compare with the “golden slippers” Aldrin wore in space—foot restraints, resembling wooden Dutch shoes, that he could bolt to a work station in the Gemini equipment bay. One of his neatest tricks was to bring along portable handholds he could slap onto either the Gemini or the Agena to keep his body under control. A variety of space tools went into his pressure suit to go along with him once he exited the cabin. On November 11, 1966, the Gemini 12, the last of its breed, left earth and captured its Agena quarry. Then Buzz Aldrin, once and for all, banished the gremlins of spacewalking. He proved so much a master at it that he seemed more to be taking a leisurely stroll through space than attacking the problems that had frustrated, endangered, and maddened three previous astronauts and brought grave doubts to NASA leadership about the possible success of the manned lunar program. Aldrin moved down the nose of the Gemini to the Agena like a weightless swimmer, working his way almost effortlessly along a six-foot rail he had locked into place once he was outside. Next came looping the end of a hundred-foot line from the Agena to the Gemini for a later experiment, the job that had left Dick Gordon in a sweatbox of exhaustion. Aldrin didn’t show even a hint of heavy breathing, perspiration, or an increased heartbeat. When he spoke, his voice was crisp, sharp, clear. What he did seemed incredibly easy, but it was the direct result of his incisive study of the problems and the equipment he’d brought from earth. He also made sure to move in carefully timed periods, resting between major tasks, and keeping his physical exertion to a minimum. When he reached the workstation in the rear of the Gemini, he mounted his feet and secured his body to the ship with the waist tether. He hooked different equipment to the ship, dismounted other equipment, shifted them about, and reattached them. He used a unique “space wrench” to loosen and tighten bolts with effortless skill. He snipped wires, reconnected wires, and connected a series of tubes. Mission Control hung on every word exchanged between the two astronauts high above earth. “Buzz, how do those slippers work?” Aldrin’s enthusiastic voice came back like music. “They’re great. Great! I don’t have any trouble positioning my body at all.” And so it went, a monumental achievement right at the end of the Gemini program. Project planners had reached all the way to the last inch with one crucial problem still unsolved, and the man named Aldrin had whipped it in spectacular fashion on the final flight. Project Gemini was

Time blocking, as it’s called, helps ensure that you don’t schedule other things on the days—or part of a day—you’ve set aside to work on this task.

The sub-sector needed a person, preferably an officer, civilian or military, to handle logistics. We had information that a certain Lieutenant Enamul Haque, a native of Chapai Nawabganj had crossed over to India and was now living with relatives in Malda. Jahangir contacted him and invited him to the Sub-sector HQ through some of his relatives who were in our Sub-sector. After much persuasion, he agreed to come. Jahangir scheduled the meeting when the Sector Commander would be present. A couple of days later, Enam came to Mohidipur. Jahangir and I were also present in the meeting. Enam was a tall individual with a good physique but he seemed nervous. Colonel Zaman opened the conversation with the usual inquiries: when did he cross the border, where was he staying in Malda, what was he doing, et cetera. Enam was not doing anything; he was simply hiding in Malda. Colonel Zaman told him that to the Pakistan Army he was a deserter and a rebel, irrespective of whether he joined the Mukti Bahini or not. He implored him to join; we needed all the help we could get. Enam responded that he was from the EME; he was not a fighter. Colonel Zaman assured him he would not be given any combat assignments; he would have an administrative job. He was going to BDF HQ soon and could have Enam assigned to Mohidipur Sub-sector as logistics officer and Enam could even stay with relatives in Malda if he liked. No amount of persuasion could convince Enam. It surprised me a great deal that a Bengali military officer, who deserted the Pakistan Army and crossed over to India, was unwilling to make any contribution to the liberation war, even in a non-combat capacity[33]. This was true of many young and able university and college students especially from middle class families. I had met some of them in Calcutta. On one occasion. Sultana Zaman, Colonel Zaman’s wife, had asked a female MPA why her two university going sons had not joined the Mukti Bahini? The MPA replied that her boys were intellectual types not suited for fighting, implying that combat was the task for lesser beings. [33] In 1973, I met Enamul Haque in the Bangabhaban where he was ADC to the President. He was claiming to be a freedom fighter! He retired as a brigadier. After retirement, he became a state minister in Sheikh Hasina's government in 2009.

Action Steps 1. Evaluate your progress regarding the tasks on your to-do list before offering to help other people. Note how much time you’ve allocated to each task and determine whether you have enough time left in the day to address them as planned. If you’re ahead of schedule, offer your help to the person asking for it. Otherwise, tactfully say “no” and explain your reason. Obviously, there’s nothing wrong with helping people. You should do so whenever you can. But you need to make sure you’re not jeopardizing the quality or timeliness of your own work in the process. 2. Remind yourself that few requests are truly emergencies. People seeking help usually want to receive it immediately. Their urgency rarely stems from a crisis. Rather, most people simply want whatever they seek sooner rather than later. It’s human nature. Before offering your help, determine whether a true crisis exists that warrants your swift attention. Again, most “emergencies” aren’t emergencies at all. 3. Ask whether you can help the person later. That allows you to say “no” and simultaneously appear willing to accommodate the individual. This approach also helps you to retain control of your time, a crucial part of working productively. People who hear this response will find it to be more palatable than a simple “no.” 4. Find out what you’re being asked to commit yourself to. When people ask for help, they often downplay the amount of time it will take. For example, consider the times you’ve heard someone ask you, “Got a second for a quick question?” Ask the person seeking your help to clearly describe what he or she wants you to do for them. If the tasks involved require more time than you have to offer, you’ll have a suitable reason to decline. 5. Decide in advance the activities you won’t help others with. Placing limits on the types of work you’re willing to address will make it easier to rebuff requests for help. For example, you might decide to shun making phone calls before 10:00 a.m. because you know such calls expose you to potential time sinks. A planned 3-minute call can easily turn into 20 minutes if the person you’ve called is chatty. If a coworker asks you to call a vendor or client for him or her, tactfully decline and explain your reason.

The lesson is that, though we expect our best thinking time to be when we are fresh, our elastic thinking capacity may be highest when we feel “burnt out.” That’s good to know when scheduling your tasks—you could be better at generating imaginative ideas if you do that kind of thinking after working on a chore that involves a period of tedious, focused effort that strains your powers of concentration.

Pinned to the left-hand wall opposite the construction schedule was another butcher-block-size sheet almost identical in form, except this one, O’Sullivan said, was called a “submittal schedule.” It was also a checklist, but it didn’t specify construction tasks; it specified communication tasks. For the way the project managers dealt with the unexpected and the uncertain was by making sure the experts spoke to one another—on X date regarding Y process. The experts could make their individual judgments, but they had to do so as part of a team that took one another’s concerns into account, discussed unplanned developments, and agreed on the way forward. While no one could anticipate all the problems, they could foresee where and when they might occur. The checklist therefore detailed who had to talk to whom, by which date, and about what aspect of construction—who had to share (or “submit”) particular kinds of information before the next steps could proceed.

I’ve found a few helpful strategies for addressing difficulties with planning and problem solving: •Mindfulness. In this case, mindfulness isn’t some complex life practice. It’s just a matter of realizing, “Oh, wait, I’m doing that thing again, which means I need to go get the vacuum/sponge/scissors and take care of this little annoyance that will only take a minute to fix and, oh, think how good I’ll feel afterward.” •Routines. In the same way that routines can be helpful for getting everyday tasks done, they can work for problem solving too. For example, if I’m waiting for Sang to get ready to go out, I’ll walk around our home, intentionally looking for little problems to take care of. Inevitably there will be a pile of clean laundry that needs folding or dishes that need to be picked up. This same routine works in the kitchen while waiting for something to boil or in the bathroom while waiting for the shower water to warm up. •Reminder software or apps. There are many apps that will send you an email or phone alert for recurring household tasks. I have one that reminds me to wash the sheets every two weeks, trim the dog’s toenails once a week and clean my car every three months. If there are some problems that occur regularly, try preempting them with scheduled reminders. •Strategic reminders. Like the reminder apps, strategically placing visual reminders around the house can nudge you into acting on common problems. Leaving the vacuum in a high-traffic area not only reminds you to vacuum more often, but it makes it easier to get the job done because the tool you need is handy. •Use chunking. If a problem gets to the point where you recognize that something needs to be done but the size of the task is now overwhelming, try breaking it into smaller parts. For example, instead of “cleaning your bedroom” start with a goal of getting everything off the floor or collecting the dirty laundry and washing it. As you tackle these smaller tasks, it will become more obvious what else is left to be done.

Observe that for the programmer, as for the chef, the urgency of the patron may govern the scheduled completion of the task, but it cannot govern the actual completion. An omelette, promised in two minutes, may appear to be progressing nicely. But when it has not set in two minutes, the customer has two choices—wait or eat it raw. Software customers have had the same choices. The

Though time management seems a problem as old as time itself, the science of scheduling began in the machine shops of the industrial revolution. In 1874, Frederick Taylor, the son of a wealthy lawyer, turned down his acceptance at Harvard to become an apprentice machinist at Enterprise Hydraulic Works in Philadelphia. Four years later, he completed his apprenticeship and began working at the Midvale Steel Works, where he rose through the ranks from lathe operator to machine shop foreman and ultimately to chief engineer. In the process, he came to believe that the time of the machines (and people) he oversaw was not being used very well, leading him to develop a discipline he called “Scientific Management.” Taylor created a planning office, at the heart of which was a bulletin board displaying the shop’s schedule for all to see. The board depicted every machine in the shop, showing the task currently being carried out by that machine and all the tasks waiting for it. This practice would be built upon by Taylor’s colleague Henry Gantt, who in the 1910s developed the Gantt charts that would help organize many of the twentieth century’s most ambitious construction projects, from the Hoover Dam to the Interstate Highway System. A century later, Gantt charts still adorn the walls and screens of project managers at firms like Amazon, IKEA, and SpaceX.

Distraction: The Productivity Killer Why you are distracted isn’t the issue. The real issue is you are avoiding work that you need to finish. Here’s a few ways to improve your focus and increase your productivity. 1) Turn off your phone. On average, people check their phones at least 10 times an hour. That’s crazy and a huge distraction. So turn off your phone! 2) Stop surfing the web; same idea as with your phone. Try one of these apps if your self-control is lacking. 3) Schedule time for distractions. Reward yourself when you finish a task and take a break. Just limit the break

A total of 779 prisoners have been held at Guantánamo since the facility was opened on January 11, 2002. Of those, 8 have died and 637 have been released or transferred. This left 134 inmates at Guantánamo at the end of 2014, however the number is constantly changing and as of January 2015 the official number of inmates remaining at the Guantánamo detention center was 127. Of these 127 detainees, 55 have been cleared for repatriation and are listed as being eligible to be transferred out. Some of the restrictions regarding the transferring of these prisoners have now been lifted, so they may be sent back to their home countries, provided those countries agree and are able to keep an eye on them. There are still problems regarding some of the more aggressive prisoners from countries that do not want them back. However, recently five of them were sent to the countries of Georgia and Slovakia. Another six detainees were flown to Uruguay over the weekend of December 6, 2014. There still remains a hard core of prisoners left incarcerated at the prison, for whom no release date or destination is scheduled. It is speculated that eventually some of them will come to the United States to face a federal court. Clifford Sloan, the U.S. State Department’s special envoy was tasked with closing the prison, said, “We are very grateful to Uruguay for this important humanitarian action, and to President José “Pepe” Mujica, for his strong leadership in providing a home for individuals who cannot return to their own countries.” Sloan added, “This transfer is a major milestone in our efforts to close the facility.” The question now is what will happen next under the Trump Administration? Presently there are still 41 men left, 15 of which are considered high value detainees. Five were to be moved out to cooperating countries during the Obama Administration but things happened too slowly and unfortunately they remained at Guantánamo. As of now the Trump plans are unclear, other than him saying that he wants to keep the detention center open and “load it up with some bad dudes.” Assuming that this happens, it is certain to bring on international protests!

First, let’s focus on those critical first steps. Define three steps for each dream that will get you closer to its actualization. Set actions—simple, well-defined actions—for now, tomorrow (complete before 11 A.M.) and the day after (again completed before 11 A.M.). Once you have three steps for each of the four goals, complete the three actions in the “now” column. Do it now. Each should be simple enough to do in five minutes or less. If not, rachet it down. If it’s the middle of the night and you can’t call someone, do something else now, such as send an e-mail, and set the call for first thing tomorrow. If the next stage is some form of research, get in touch with someone who knows the answer instead of spending too much time in books or online, which can turn into paralysis by analysis. The best first step, the one I recommend, is finding someone who’s done it and ask for advice on how to do the same. It’s not hard. Other options include setting a meeting or phone call with a trainer, mentor, or salesperson to build momentum. Can you schedule a private class or a commitment that you’ll feel bad about canceling? Use guilt to your advantage. Tomorrow becomes never. No matter how small the task, take the first step now!

instructions to one or two points, not three, four, or five. You can also help your teenagers better manage time and organize tasks by giving them calendars and suggesting they write down their daily schedules. By doing so on a regular basis, they train their own brains. Perhaps most important of all, set limits—with everything. This is what their overexuberant brains can’t do for themselves. So be clear about the amount of time you will allow your teenager to socialize “virtually,” either on the Internet or through texting. Best-case scenario: limit the digital socializing to just one to two hours a day. And if your teenager fails to comply, take away the phone or the iPod, or limit computer use to homework. Also, insist on knowing the user names and passwords for all their accounts.

the most fundamental and important truths at the heart of extreme ownership: There are no bad teams, only bad leaders.” It’s time to look at the man (or the woman) in the mirror. He goes on to say: “In 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. The leader must acknowledge mistakes and admit failure, take ownership of them, and develop a plan to win.” For example, if you are overbooking, it’s not the fault of your front office team. It’s your fault by not being clear on how you want to be scheduled, not giving the team the training they need, or in the worst case, having the wrong people performing the task. When we begin to look at all the shortcomings in our practices as problems that we have created as leaders, we can then move forward to solve those problems. However, when we don’t accept responsibility and become the victim, we become powerless.

Instead of looking at a schedule as blocks of time to fill, behavioral scientist Sendhil Mullainathan suggests we look at our schedule like artwork on a wall. Start with the largest pieces, the tasks that require the majority of your mental or physical energy for the day, and then arrange smaller, easier tasks around them. Then fill the rest of the spaces with moderately taxing responsibilities.

A word of explanation is necessary to those who fear setting up a schedule because it feels rigid and stifling. Scheduling is not an inflexible list that is written in stone. It is a statement of what regular tasks are important to accomplish each day and when you plan to do them during the day. As you become experienced in using and tweaking your schedule, you will find it meets your needs more and more successfully and will become your friend. (pp. 163-164).

Think Motion. The perfect project timeline is only slightly less elusive than the Holy Grail. It takes some effort to figure it out, but once you do, you’ll have created a template that promotes success. You may not be the person tasked with creating timelines, but you can try to influence those who are. This is the kind of thing that most people just accept, but they shouldn’t. The right timing is as important as the right people. Always be wary of the “comfortable” timeline—it’s just a fact of life that a degree of pressure keeps things moving ahead with purpose. With too much time in the schedule, you’re just inviting more opinions, and more opportunities to have your ideas nibbled to death. Keep things in motion at all times.

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On January 21, 2021, the day after inauguration, Biden reversed the order. It was one of his first actions as president. No wonder, because, as The Hill reported, this executive order would have been “the biggest change to federal workforce protections in a century, converting many federal workers to ‘at will’ employment.” How many federal workers in agencies would have been newly classified at Schedule F? We do not know because only one completed the review before their jobs were saved by the election result. The one that did was the Congressional Budget Office. Its conclusion: fully 88% of employees would have been newly classified as Schedule F, thus allowing the president to terminate their employment. This would have been a revolutionary change, a complete remake of Washington, DC, and all politics as usual. If the HHS Administrative State is to be dismantled, so that it will become possible to manage the various Executive Branch agencies once again, Schedule F provides an excellent strategy and template to achieve the objective. If this most important of all tasks is not achieved, then we will remain at risk that HHS will once again attempt to trade our national sovereignty for additional power by aligning with the WHO, as was recently attempted in the case of the surreptitious January 28, 2022, proposed modifications to the International Health Regulations [434]. These actions, which were not made public until April 12, 2022, clearly demonstrate that the HHS Administrative State represents a clear and present danger to the US Constitution and national sovereignty and must be dismantled as soon as possible.

Evans was as skilled with computers as Gates and Allen. Lakeside once struggled to manually put together the school’s class schedule—a maze of complexity to get hundreds of students the classes they need at times that don’t conflict with other courses. The school tasked Bill and Kent—children, by any measure—to build a computer program to solve the problem. It worked. And unlike Paul Allen, Kent shared Bill’s business mind and endless ambition. “Kent always had the big briefcase, like a lawyer’s briefcase,” Gates recalls. “We were always scheming about what we’d be doing five or six years in the future. Should we go be CEOs? What kind of impact could you have? Should we go be generals? Should we go be ambassadors?” Whatever it was, Bill and Kent knew they’d do it together. After reminiscing on his friendship with Kent, Gates trails off. “We would have kept working together. I’m sure we would have gone to college together.” Kent could have been a founding partner of Microsoft with Gates and Allen. But it would never happen. Kent died in a mountaineering accident before he graduated high school.

Workers got up with the sun and slept at dusk, the lengths of their days varying with the seasons. There was no need to think of time as something abstract and separate from life: you milked the cows when they needed milking and harvested the crops when it was harvesttime, and anybody who tried to impose an external schedule on any of that—for example, by doing a month’s milking in a single day to get it out of the way, or by trying to make the harvest come sooner—would rightly have been considered a lunatic. There was no anxious pressure to “get everything done,” either, because a farmer’s work is infinite: there will always be another milking and another harvest, forever, so there’s no sense in racing toward some hypothetical moment of completion. Historians call this way of living “task orientation,” because the rhythms of life emerge organically from the tasks themselves, rather than from being lined up against an abstract timeline, the approach that has become second nature for us today. (It’s tempting to think of medieval life as moving slowly, but it’s more accurate to say that the concept of life “moving slowly” would have struck most people as meaningless. Slowly as compared with what?) In those days before clocks, when you did need to explain how long something might take, your only option was to compare it with some other concrete activity. Medieval people might speak of a task lasting a “Miserere whyle”—the approximate time it took to recite Psalm 50, known as the Miserere, from the Bible—or alternatively a “pissing whyle,” which should require no explanation.

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

when you’re trying to Master Your Time, few things are more infuriating than a task or delay that’s foisted upon you against your will, with no regard for the schedule you’ve painstakingly drawn up in your overpriced notebook. But when you turn your attention instead to the fact that you’re in a position to have an irritating experience in the first place, matters are liable to look very different indeed.

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

To hack back, schedule time in your day to catch up on group chats, just as you would for any other task in your timeboxed calendar. It’s important to set colleagues’ expectations by letting them know when you plan to be unavailable. You can put them at ease by assuring them that you will contribute to the conversation during an allocated time later in the day, but until then you shouldn’t feel guilty for turning on the Do Not Disturb feature while doing focused work.

(Until we get them onto schedules, babies are the ultimate “task-oriented” beings, which, along with sleep deprivation, may explain the otherworldliness of those first few months with a newborn: you’re dragged from clock time into deep time, whether you like it or not.)

DOING SOMETHING It is so much easier to not do something than to do something. Even the smallest task, like filling out a Scholastic Books order form or putting away the butter, requires time, focus, and follow-through. It’s astounding, actually, that anything gets done at all, by anyone. But then, let’s say you finally are prepared and determined to do that thing, whatever it is, but you wake up to find that your basement has flooded and you must spend your day making phone calls to the contractor, plumber, and carpet people. Or not that but something else—perhaps you must stand before a committee for approval, a committee that neither grasps your intent nor appreciates your ingenuity, and anyway, they are in a bit of a hurry to break for lunch. Yet. Still. Somehow. I am encouraged to see that despite the colossal effort, despite the odds against one, despite the mere constraints of time and schedules and sore throats, houses do get built, pottery gets glazed, e-mails get sent, trees get planted, shoes get reheeled, manifestos get Xeroxed, films get shot, highways get repaved, cakes get frosted, stories get told.

Within each project, what are the three tasks that must be completed? What is fixed on my schedule? This would be a weekly review session, weekly planning session, exercise, and regular breaks. Structure is critical to success. I worked for years without a proven structure and my productivity suffered as a result. When identifying blocks or obstacles in your weekly schedule, consider these questions: What distractions regularly pull me away from my work? What is the #1 habit that delivers 80% of my results?

What project am I delaying right now? Why am I delaying this? What is the #1 task that, if completed, will impact my career in the long-term? What inescapable/unavoidable events or appointments are built into my schedule? Your daily review can be done quickly, and during this session, write down the #1 task for tomorrow. It’s highly recommended to know this before you go to bed rather than waking up and making that decision. Your brain will begin working on the problem even as you’re sleeping. What you go to bed with is what you wake up with.

Make work appointments with yourself and then discipline yourself to keep them. Set aside thirty-, sixty-, and ninety-minute time segments that you use to work on and complete important tasks. Many highly productive people schedule specific activities in preplanned time slots all day long. These people build their work lives around accomplishing key tasks one at a time.

. 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

Every page has a daily schedule and a task list with boxes to the left of each item. I add a checkmark when I complete a task, an X when an event gets canceled, and a to remind me to move something I didn’t finish to the next day.

if we use electrodes to study its oddly intelligent brain, we can replicate a pack of cloned genius dogs to do our bidding.” Everyone in the room smiled along with their leader. They followed his gaze to the TV monitor, now showing a photo of Wolfe with his arm around a young woman, and talking to a smiling black couple, while the dog sat at their feet. If any of those people happened to witness Jake Wolfe’s murder, they’d be killed too. He turned to Gisela and demanded, “Is the laboratory completion on schedule?” “Yes, it’s ready now, awaiting the scientists.” She tapped the remote and played a video. Attached to the mansion, in what appeared to be a five-car garage, a secret laboratory had been prepared for two epidemiologists Belken intended to kidnap. They would be forced to mutate the 1918 influenza pathogen into an even deadlier strain to be used as an aerosolized microbe weapon sprayed from ships or planes onto targeted cities. Their other task, equally important, would be to develop a new flu shot to immunize against the threat. There were murmurs of approval around the table. Belken nodded, hearing their flattering remarks. “Any report on our team kidnapping the targets?

You can use three questions on a regular basis to keep yourself focused on completing your most important tasks on schedule. The first question is, “What are my highest-value activities?” Put another way, what are the biggest frogs that you have to eat to make the greatest contribution to your organization? To your family? To your life in general? This is one of the most important questions you can ever ask and answer. What are your highest-value activities? First, think this through for yourself. Then, ask your boss. Ask your coworkers and subordinates. Ask your friends and family. Like focusing the lens of a camera, you must be crystal clear about your highest-value activities before you begin work. The second question you can ask continually is, “What can I and only I do, that if done well, will make a real difference?” This question came from the late Peter Drucker, the management guru. It is one of the most important of all questions for achieving personal effectiveness. What can you and only you do that if done well can make a real difference? This is something that only you can do. If you don’t do it, it won’t be done by someone else. But if you do do it, and you do it well, it can really make a difference to your life and your career. What is this particular frog for you? Every hour of every day, you can ask yourself this question and come up with a specific answer. Your job is to be clear about the answer and then to start and work on this task before anything else. The third question you can ask is, “What is the most valuable use of my time right now?” In other words, “What is my biggest frog of all at this moment?” This is the core question of time management. Answering this question correctly is the key to overcoming procrastination and becoming a highly productive person. Every hour of every day, one task represents the most valuable use of your time at that moment. Your job is to ask yourself this question, over and over again, and to always be working on the answer to it, whatever it is.

Time pressure was most destructive when people felt they were “on a treadmill” because their schedules were packed with fragmented and unimportant tasks, unnecessary meetings, and constantly shifting plans. The resulting frustration, anxiety, and inability to concentrate on their work undermined creativity. In contrast, time pressure didn’t undermine creativity when people felt their team was on an important mission and members had long stretches to focus on essential solo work.

As Oliver Burkeman, the author of Four Thousand Weeks, puts it, “When you’re trying to Master Your Time, few things are more infuriating than a task or delay that’s foisted upon you against your will, with no regard for the schedule you’ve painstakingly drawn up in your overpriced notebook.”[

David McClelland and his colleagues offer the hypothesis that nonconscious motives are rooted in early infancy, whereas conscious, self-attributed motives result from more explicit, parental teachings. To test this idea, McClelland and his colleagues interviewed a sample of adults in their early thirties, measuring both their nonconscious motives (i.e., their responses to TAT pictures) and their conscious, explicit motives (their responses on a self-report questionnaire). The fascinating thing about this study is that the participants’ mothers had been interviewed twenty-five years earlier about their childrearing practices, allowing the researchers to test the extent to which people’s implicit and explicit motives, as adults, were related to the childrearing practices of their mothers twenty-five years earlier. There was some evidence that early, prelingual childrearing experiences were correlated with implicit but not explicit motives. For example, the extent to which mothers used scheduled feedings correlated with the implicit but not explicit need for achievement in the adult sample, and the extent to which the mothers were unresponsive to their infants’ crying was correlated with the implicit but not explicit need for affiliation. Postlingual childhood experiences were more likely to correlate with explicit than with implicit motives. For example, the extent to which children were taught not to fight back when provoked was correlated with the explicit but not implicit need for affiliation, and the children of parents who set explicit tasks for them to learn were more likely to have an explicit but not implicit need for achievement.28 The nonconscious and conscious selves thus seem to be influenced by one’s cultural and social environment, but in different ways. The kinds of early affective experiences that shape a child’s adaptive unconscious surely have a cultural basis, given that childrearing practices differ markedly from culture to culture. The conscious theories people develop about themselves also are shaped by the cultural and social environment.

The property owner, contractors, subcontractors, investors, the lender, project stakeholders, the architect, as well as project managers are each individually able to stay updated on the progress of the home-build through the Schedule of Values. Inasmuchas the Schedule of Values relates to billable work performed - and to tasks completed - during each draw period in the project. As each phase of the home build is completed - i.e.: as one draw period progresses to the next draw period - the project's Schedule of Values is updated. The updating of the S.O.V. in subsequent draw periods is directly relatable to forthcoming draw requests. For each new draw request, line items in the Schedule of Values - as per project progression in each draw period - are revised.

The more he thought about space, the more important its exploration seemed to him. He felt as if the public had lost some of its ambition and hope for the future. The average person might see space exploration as a waste of time and effort and rib him for talking about the subject, but Musk thought about interplanetary travel in a very earnest way. He wanted to inspire the masses and reinvigorate their passion for science, conquest, and the promise of technology. His fears that mankind had lost much of its will to push the boundaries were reinforced one day when Musk went to the NASA website. He’d expected to find a detailed plan for exploring Mars and instead found bupkis. “At first I thought, jeez, maybe I’m just looking in the wrong place,” Musk once told Wired. “Why was there no plan, no schedule? There was nothing. It seemed crazy.” Musk believed that the very idea of America was intertwined with humanity’s desire to explore. He found it sad that the American agency tasked with doing audacious things in space and exploring new frontiers as its mission seemed to have no serious interest in investigating Mars at all. The spirit of Manifest Destiny had been deflated or maybe even come to a depressing end, and hardly anyone seemed to care. Like

the simple act of scheduling tasks on your calendar—instead of writing them on a to-do list—will free your mind, reduce stress, and increase cognitive performance.

Procrastination is a dangerous habit to develop, and it carries a high cost not only to our schedules but also to our hearts, spiritual lives, relationships, and finances. There’s a snowball effect of delayed tasks. And as they accumulate, we are further from the life we want and from the person we want to be. We even procrastinate when God gives us an assignment, and then we walk in disobedience. Which creates entirely new issues.

your blank schedule will fill up first with the big rocks, the nonnegotiable events, projects, and tasks that have specific timeframes.

Delete it. The message isn’t important or it requires no response. The simplest action is to get rid of it. If you think it might be important, then you will put the message into an archive folder. Defer it. If a message requires a task that takes 5 or more minutes to complete, then defer it and schedule a date and time when you will do it. One of the main reasons people get bogged down is that they try to take action on emails that require you to complete a lengthy task. For emails like this, it makes sense to estimate the time required, write down the specific action into your calendar, respond back to the recipient with a date when they should expect it and then filter the email into your “Follow-Up” folder. You can use the items on your calendar to schedule the rest of your week. Another option for deferring an item is to use the Boomerang extension, which creates reminders for specific tasks. Delegate it. You may not be the best person to handle the task. If you have a team or subordinates, then delegate the task to the appropriate person. After that, create a reminder in your calendar to follow up and make sure it has been handled. Do it. If it takes less than 5 minutes to respond to an email or complete the required task, then take care of it immediately.

WHILE I THINK the reasons for postmortems are compelling, I know that most people still resist them. So I want to share some techniques that can help managers get the most out of them. First of all, vary the way you conduct them. By definition, postmortems are supposed to be about lessons learned, so if you repeat the same format, you tend to uncover the same lessons, which isn’t much help to anyone. Even if you come up with a format that works well in one instance, people will know what to expect the next time, and they will game the process. I’ve noticed what might be called a “law of subverting successful approaches,” by which I mean once you’ve hit on something that works, don’t expect it to work again, because attendees will know how to manipulate it the second time around. So try “mid-mortems” or narrow the focus of your postmortem to special topics. At Pixar, we have had groups give courses to others on their approaches. We have occasionally formed task forces to address problems that span several films. Our first task force dramatically altered the way we thought about scheduling. The second one was an utter fiasco. The third one led to a profound change at Pixar, which I’ll discuss in the final chapter.

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.

I’m having a hard time concentrating at work. Why in the world did I give the task force members offices on my floor? It seemed like a good idea at the time . . . to evict the old guard and move in the staff that represented the company’s one hope for the future. I regret it now, though, because I can’t go an hour without seeing Kathleen Burke. I can’t remember when I’ve felt this frustrated, and that’s saying a lot because I have two preschoolers at home. I noticed Kathleen’s attractiveness the day we met. I noticed it the same way that I might notice that a woman’s hair is gray. It was just a fact. It didn’t matter to me or affect me. A month and a half has passed since then. A month and a half of me sitting in the board room during task force meetings, watching Kathleen give presentations on newfound information she feels passionately about. She always feels passionately about the information she presents. A month and a half of looking up from my desk and seeing her slender body pass by my office in tailored skirts and silky shirts. A month and a half of disagreeing with her over new computer software. When she thinks I’m being pig-headed, her nose scrunches and her brown eyes blaze. My mom told me that her family is Irish. It’s obviously true. Kathleen has the fiery will and the red glint in her hair to prove it. She can’t seem to understand that I’m not being pig-headed about new computer software. I’m just being right. A month and a half of running into her in the break room. She tilts her head when she refills her coffee mug, which causes her long hair to slide over her shoulder and upper arm. A month and a half of hearing her laughter from a distance. A month and a half of receiving correspondence from her signed “Respectfully, Kathleen E. Burke.” Why the E? There are no Kathleen R. or B. or K. Burkes who work at Bradford Shipping. The E is pretentious. A month and a half of looking back every evening when I leave and seeing her office light on. Kathleen’s attractiveness is more than a fact to me now. She’s annoyingly pretty, she’s persistent, and she’s impossible to ignore. For more than two years, I’ve been loyal to Robin’s memory. That’s how I want things to continue. That’s how I like it. Willow and Nora are my life. I spend every hour outside of work with them, and I’m exhausted at the end of each day. There’s no room in my schedule or in my emotions for a relationship. I’m even more certain that I’m not meant to be a boyfriend or a husband now than I was when Robin died. So the distraction of Kathleen makes me feel like I’m betraying a commitment I made to myself. Which, in turn, makes me angry. I’ve been asking God to take away this stupid pull I feel toward Kathleen. Or better yet, to give her a new job in another city or state. My

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

To help you remember the triviality of your daily tasks, interrupt your schedule with refreshers. These refreshers should cut to your core and strip the fat off the moment. Consider your own death. Behold an image of the most enlightened being you know. Contemplate the mystery of existence. Relax into the deepest and most profound loving of which you are capable. In your own way, remember the infinite, and then return to the task at hand. This way, you will never lose perspective and begin to think that life is a matter of tasks. You are not a drone. You are the unbounded mystery of love. Be so, without forgetting your tasks.

WHILE I THINK the reasons for postmortems are compelling, I know that most people still resist them. So I want to share some techniques that can help managers get the most out of them. First of all, vary the way you conduct them. By definition, postmortems are supposed to be about lessons learned, so if you repeat the same format, you tend to uncover the same lessons, which isn’t much help to anyone. Even if you come up with a format that works well in one instance, people will know what to expect the next time, and they will game the process. I’ve noticed what might be called a “law of subverting successful approaches,” by which I mean once you’ve hit on something that works, don’t expect it to work again, because attendees will know how to manipulate it the second time around. So try “mid-mortems” or narrow the focus of your postmortem to special topics. At Pixar, we have had groups give courses to others on their approaches. We have occasionally formed task forces to address problems that span several films. Our first task force dramatically altered the way we thought about scheduling. The second one was an utter fiasco. The third one led to a profound change at Pixar, which I’ll discuss in the final chapter. Next, remain aware that, no matter how much you urge them otherwise, your people will be afraid to be critical in such an overt manner. One technique I’ve used to soften the process is to ask everyone in the room to make two lists: the top five things that they would do again and the top five things that they wouldn’t do again. People find it easier to be candid if they balance the negative with the positive, and a good facilitator can make it easier for that balance to be struck. Finally, make use of data. Because we’re a creative organization, people tend to assume that much of what we do can’t be measured or analyzed. That’s wrong. Many of our processes involve activities and deliverables that can be quantified. We keep track of the rates at which things happen, how often something has to be reworked, how long something actually took versus how long we estimated it would take, whether a piece of work was completely finished or not when it was sent to another department, and so on. I like data because it is neutral—there are no value judgments, only facts. That allows people to discuss the issues raised by data less emotionally than they might an anecdotal experience.

The Pomodoro Technique helps with procrastination because it breaks down every task in a 25-minute block. After 25 minutes, you get a 5-minute break. Scheduling such breaks helps you get to work – the promise of a break produces a burst of dopamine and reduces distractions.

Leadership as a Service But the best leadership—the kind that people can mention only with evident emotion and deep respect—is most often exercised by people without positional power. It happens outside the official hierarchy of delegated authority. When I’m on my home turf, I play tennis two or three times a week in groups organized by a charming fellow named Mike. Mike is our leader. It’s Mike who decides the matchups: who plays with whom and against whom. He’s the one who shuffles the players (16 of us on four courts) after each set so we all have different partners for all three sets. He invariably makes good pairings so that near the end of a half hour you can look across the courts and see four scores like 5 to 4, 6 to 6, 7 to 6, and 5 to 5. He has a great booming voice, easy to hear even when he is three courts away. He sets the meeting times, negotiates the schedules for court time, and makes sure there are subs for anyone who needs to be away. Nobody gave Mike the job of leading the group; he just stepped up and took it. His leadership is uncontested; the rest of us are just in awe of our good fortune that he leads us as he does. He gets nothing for it except our gratitude and esteem. —TDM In this example, leadership is not about extracting anything from us; it’s about service. The leadership that the Mikes of the world provide enables their endeavors to go forth. While they sometimes set explicit directions, their main role is that of a catalyst, not a director. They make it possible for the magic to happen. In order to lead without positional authority—without anyone ever appointing you leader—you have to do what Mike does: • Step up to the task. • Be evidently fit for the task. • Prepare for the task by doing the required homework ahead of time. • Maximize value to everyone. • Do it all with humor and obvious goodwill. It also helps to have charisma.

The best solution is to use both together: Identify the few critical tasks that contribute most to income and schedule them with very short and clear deadlines.

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

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.

Then comes the investment. Newcomers are instructed to connect the app to their calendar service, granting Any.do access to the user’s schedule. In doing so, users give the app permission to send a notification after the next scheduled meeting ends. This external trigger prompts users to return to the app to record a follow-up task from the meeting they just attended. In the Any.do scenario, the app sends an external trigger to users at the moment when they are most likely to experience the internal trigger of anxiety about forgetting to do a task after a meeting. The Any.do app has anticipated a need and sets users up for success.

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.

In the database world, outside of clouds, it is necessary to automate tasks such as a daily backup, but it does seem that Trove misses such ability due to heavy decisions on which technology to pick or creating from scratch. Implementing a scheduler is in the roadmap, but it is not clear when it will happen

Systems Test No parts of the schedule are so thoroughly affected by sequential constraints as component debugging and system test. Furthermore, the time required depends on the number and subtlety of the errors encountered. Theoretically this number should be zero. Because of optimism, we usually expect the number of bugs to be smaller than it turns out to be. Therefore testing is usually the most mis-scheduled part of programming. For some years I have been successfully using the following rule of thumb for scheduling a software task: l /3 planning l/6 coding l/4 component test and early system test l/4 system test, all components in hand.

That’s what care for the sick ultimately reveals — our deep love for souls, specifically the souls of those with whom we have made a covenant in our local church. As we fellowship, love, care, and encourage one another, let us not lose sight of those who can all too easily be forgotten. Those who are sick don’t have the energy or the ability to fight for our attention, like so many other things in our lives do. Instead, we must take the initiative. Visiting the sick will not slide easily into our schedules. It will interrupt our plans. But we must not grow discouraged or frustrated. We must take heart. As we are intentional in our calling to visit the sick, we can trust that we are engaged in a divine task — souls are being loved and nurtured; we ourselves are being transformed into the likeness of Jesus Christ; the gospel is being revealed through this ministry; and God is being glorified.

~Z L/ti ~0"I/~ Z t4 k Lt(n. I/ ~ Z L When I awake, I am still with You. -PSALM 139:18 Isn't it great to know that even though we sleep eight to ten hours, when we awake God is still with us? He hasn't dozed off during the early hours of the morning. I know that when I am the closest to Jesus, my prayers come more easily and more often. During dry seasons of life I have to consciously set a time for prayer-and often it's more out of duty than desire. As I abide with my Savior, I don't have to say, "It is time for me to get to my task and pray." No, I pray when there is a need, regardless of the time of day or night. These last few years have brought me to God's throne because I want to go there, not because I have fallen back to the law. If you aren't there yet, just wait. The sufferings of life will cause you to drop to your knees in earnest prayer. Earlier in my Christian walk it was hard to understand the meaning behind I Thessalonians 5:17, where it says, "Pray without ceasing." Now I have experienced that in real, living color. I pray literally without ceasing. I pray when I wake, pray at mealtime, pray throughout the day-and I end my day with a prayer of thanksgiving for getting me through the day. When a friend calls to tell you of a prayer need, you don't say, "I'm sorry, but I don't pray again until I go to bed tonight." Of course you wouldn't say that! In fact, I recommend that you pray with the person who's making the request. That way you are sure to pray for their particulars rather than getting distracted with a busy schedule. No longer is prayer a burden. It's a privilege to be able to pray, not because of the law, but because of the grace of the cross. Embrace this privilege and make it a regular, important part of each day. Be faithful in prayer so you can know of God's faithfulness. PRAYER Father God, what a privilege it is to pray without ceasing. You have given me the

Counselees need to structure hard tasks by scheduling them.

WHAT WORKS WELL Mornings: I tend to get a lot done in the mornings. Scheduling/ batching: I spend time each month creating and scheduling social media posts all in one go. Project management: I use Asana to manage all my projects. (I moved to it recently after finding Basecamp a truly painful experience.) And I have ready-made projects set up, which means I can ‘set and forget’ and then wait for the alerts telling me what to do each day. Psst: By ‘ready-made projects’ I mean templates that are set up with standard tasks for each type of job I do. Documentation: I have documents for everything. I also have templates for all kinds of project emails, as well as ad hoc things such as interview requests, favour requests and tech issues. Toggl: I use Toggl to track my time (when I remember to switch it on). Typing: I type super fast (one of my superpowers). Bravery: I’m willing to give stuff a go without fear of failure, which means I don’t procrastinate much.

WHAT DOESN’T WORK SO WELL Psst: Check out all the contradictions, which are all part of the entrepreneurial life. Afternoons: Once it hits 2pm my brain doesn’t work so well. I use this fuzzy time to do monotonous tasks such as social media scheduling, WordPress fixes, editing, etc. Scheduling/ batching: I’d also like to batch things like writing blog posts and creating videos. But I tend to do them randomly when the urge takes me, which isn’t productive at all. Social media: It’s a huge time suck that I wrestle with all day, every day. Boundaries: I try to switch off each evening around 3pm (school days) or 6pm (work days). But I often find myself logging in again. (It doesn’t help that Netflix is on my laptop, which makes it all too easy to flick over to my work email or business Facebook groups every two seconds.) Bravery: Because I’m willing to give things a go, I sometimes launch them without thinking things through!

As for employees working at organizations who treat all people the same way, it will be up to you to push for the things you value: the balance of vacation time versus pay, a flexible schedule, the way your role within the company works. If you’re a manager, make a list of the cognitive strengths of your team. Some of your employees may be great at memorizing things. Others may be better at quantitative tasks. Some have good people skills. Some don’t. Assigning work projects based on an employee’s strengths may be critical to your group’s productivity. You may discover you had a Michael Jordan on your team but couldn’t see it because you were only asking him to play baseball.

Efforts to deepen your focus will struggle if you don’t simultaneously wean your mind from a dependence on distraction. Much in the same way that athletes must take care of their bodies outside of their training sessions, you’ll struggle to achieve the deepest levels of concentration if you spend the rest of your time fleeing the slightest hint of boredom. We can find evidence for this claim in the research of Clifford Nass, the late Stanford communications professor who was well known for his study of behavior in the digital age. Among other insights, Nass’s research revealed that constant attention switching online has a lasting negative effect on your brain. Here’s Nass summarizing these findings in a 2010 interview with NPR’s Ira Flatow: So we have scales that allow us to divide up people into people who multitask all the time and people who rarely do, and the differences are remarkable. People who multitask all the time can’t filter out irrelevancy. They can’t manage a working memory. They’re chronically distracted. They initiate much larger parts of their brain that are irrelevant to the task at hand … they’re pretty much mental wrecks. At this point Flatow asks Nass whether the chronically distracted recognize this rewiring of their brain: The people we talk with continually said, “look, when I really have to concentrate, I turn off everything and I am laser-focused.” And unfortunately, they’ve developed habits of mind that make it impossible for them to be laser-focused. They’re suckers for irrelevancy. They just can’t keep on task. [emphasis mine] Once your brain has become accustomed to on-demand distraction, Nass discovered, it’s hard to shake the addiction even when you want to concentrate. To put this more concretely: If every moment of potential boredom in your life—say, having to wait five minutes in line or sit alone in a restaurant until a friend arrives—is relieved with a quick glance at your smartphone, then your brain has likely been rewired to a point where, like the “mental wrecks” in Nass’s research, it’s not ready for deep work—even if you regularly schedule time to practice this concentration.