How to Plan for More Time and Have Time for More Planning

Written by Oz Merchant, C.Ht., NLP Trainer & Coach


It is important to realize thatrepparttar title of this article could have been writtenrepparttar 119516 other way around, and while atrepparttar 119517 surface it may seem as statingrepparttar 119518 same thing, this isrepparttar 119519 illusion that most people are deceived by and hence therefore are doing less with more, instead of more with less.

Now let me clarify, this to another level. Most people complain about "Well if I had more time, then I could really plan my days!" Yet this approach will never allow you to have that time, therefore no planning as well. Only one of these is in our control, and time is out of hands, yet we can take hold of it only when we know what we want to do with it.

When I was in school,repparttar 119520 more hours of classes I took andrepparttar 119521 more jobs I workedrepparttar 119522 more I was able to do in less and less time. I made better grades as well. Everyone hasrepparttar 119523 same 168 hours a week, however, how we use those hours can meanrepparttar 119524 difference between you gettingrepparttar 119525 next promotion or one of your colleagues instead.

So since planning is under your control then this is where you must start. I heard an interview with Mark McCormackrepparttar 119526 best selling author of "What They Still Don't Teach You At Harvard Business School" and he mentioned that one ofrepparttar 119527 things that made him such a success was that he plans his day, everyday! He spends one hour everyday planningrepparttar 119528 next 23 hours. And that one hour a day isrepparttar 119529 smartest investment anyone can make for themselves.

Spend a few hours to design a system for yourself, any system, and stick to it. And as you continue to use it, notice where and when it works and where and when it doesn't, and change it appropriately. Most people get stuck inrepparttar 119530 "ready, aim, fire" mentality, and unfortunately these same people never get passed getting ready and taking aim. So taking a "ready, fire, aim" approach may be more useful, as long as you are paying attention to know where and when to make changes.

The key is to create a plan and put it in writing. A philosophy, I always have lived by is that "the shortest pencil is better thanrepparttar 119531 longest memory." And besides, our mind will record everything unconsciously anyway, so why not keeprepparttar 119532 conscious clutter to a minimum.

The Three Factors Of Leadership Motivation

Written by Brent Filson


========================================Three Factors Of Leadership Motivation by Brent Filson

Leaders do nothing more important than get results. But you can't get results by yourself. You need others to help you do it. Andrepparttar best way to have other people get results is not by ordering them but motivating them. Yet many leaders fail to motivate people to achieve results because those leaders misconstruerepparttar 119515 concept and applications of motivation.

To understand motivation and apply it daily, let's understand its three critical factors. Know these factors and put them into action to greatly enhance your abilities to lead for results. 1. MOTIVATION IS PHYSICAL ACTION. "Motivation" has common roots with "motor," "momentum," "motion," "mobile," etc. all words that denote movement, physical action. An essential feature of motivation is physical action. Motivation isn't about what people think or feel but what they physically do. When motivating people to get results, challenge them to take those actions that will realize those results.

I counsel leaders who must motivate individuals and teams to get results not to deliver presentations but "leadership talks." Presentations communicate information.. But when you want to motivate people, you must do more than simply communicate information. You must have them believe in you and take action to follow you. A key outcome of every leadership talk must be physical action, physical action that leads to results.

For instance, I worked withrepparttar 119516 newly-appointed director of a large marketing department who wantedrepparttar 119517 department to achieve sizable increases inrepparttar 119518 results. However,repparttar 119519 employees were a demoralized bunch who had been clocking tons of overtime under her predecessor and were feeling angry that their efforts were not being recognized by senior management.

She could have tried to order them to getrepparttar 119520 increased results. Many leaders do that. But order-leadership founders in today's highly competitive, rapidly changing markets. Organizations are far more competitive when their employees instead of being ordered to go from point A to point B want to go from point A to point B. So I suggested that she take a first step in gettingrepparttar 119521 employees to increase results by motivating those employees to want to increase results. They would "want to" when they began to believe in her leadership. Andrepparttar 119522 first step in enlisting that belief was for her to give a number of leadership talks torepparttar 119523 employees.

One of her first talks that she planned was torepparttar 119524 department employees inrepparttar 119525 company's auditorium.

She told me, "I want them to know that I appreciaterepparttar 119526 work they are doing and that I believe that they can getrepparttar 119527 results I'm asking of them. I want them to feel good about themselves."

"Believing is not enough," I said. "Feeling good is not enough. Motivation must take place. Physical action must take place. Don't giverepparttar 119528 talk until you know what precise action you are going to have happen."

She gotrepparttar 119529 idea of havingrepparttar 119530 CEO come intorepparttar 119531 room afterrepparttar 119532 talk, shake each employee's hand, and tell each how much he appreciated their hard work physical action. She didn't stop there. Afterrepparttar 119533 CEO left, she challenged each employee to write down on a piece of paper three specific things that they needed from her to help them getrepparttar 119534 increases in results and then hand those pieces of paper to her personally physical action. Mind you, that leadership talk wasn't magic dust sprinkled onrepparttar 119535 employees to instantly motivate them. (To turnrepparttar 119536 department around so that it began achieving sizable increases in results, she had to give many leadership talks inrepparttar 119537 weeks and months ahead.) But it was a beginning. Most importantly, it wasrepparttar 119538 right beginning.

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