Making the Most of Your Time

Written by Mary Carroll


"The bad news is time flies. The good news is you'rerepparttar pilot." - Michael Altshuler

Time is lifeís most valuable asset and everyone is allottedrepparttar 142499 same 24-hour day. How is it that some people can accomplish two or three times more in a single day than others? The answer is simple; theyíve mastered time management skills.

Have you ever noticed how much you can get done in a few hours when you really have to? Letís userepparttar 142500 day before your vacation as an example. You make a list of chores that must be done before you can leave forrepparttar 142501 airport: -Takerepparttar 142502 dog torepparttar 142503 kennel -Go torepparttar 142504 bank -Pick uprepparttar 142505 dry cleaning -Gas uprepparttar 142506 car -Cleanrepparttar 142507 litter box -Waterrepparttar 142508 plants -Take outrepparttar 142509 trash -Run and emptyrepparttar 142510 dishwasher -Mowrepparttar 142511 yard -Cancelrepparttar 142512 newspaper -Cancel milk delivery You have only 3 hours to complete all these tasks, yet when finished, you had time left over. How did this happen? You were organized and motivated. This isrepparttar 142513 essence of time management.

Learning to use your time productively can reduce much ofrepparttar 142514 stress and frustration in your life, leaving you feeling more content. Not only that; but youíll have more time to spend doingrepparttar 142515 things you enjoy most.

Think-Plan-Organize-Execute-Reevaluate. Time management simply put, is working smarter. The first step in developing an effective time management plan is to determine where you need to spend time and where you do not. Below are just a few basic principles to get started:

1.Determine what time of day you are most productive. Are you more productive inrepparttar 142516 morning or inrepparttar 142517 afternoon? Schedule your most important daily tasks during this period. Save your more mundane chores like attending meetings, answering emails and phone calls for later.

2.Use technology to your advantage. Donít return phone calls if sending emails can accomplishrepparttar 142518 same thing. Return phone calls duringrepparttar 142519 noon hour and leave voice messages. This saves you many minutes of idle chitchat.

3.Get a clear picture. Donít begin a new project until you have all ofrepparttar 142520 details and you completely understandrepparttar 142521 projects goals and requirements. Get all your questions answered before you begin as thereís no sense in doing it twice.

4.Develop good decision making skills. Understandrepparttar 142522 consequences of each decision you make; will it producerepparttar 142523 desired results?

5.Create an action plan. If you neglect to take time for planning, you are setting yourself up for failure. Spend time analyzing every project. Create a ďTo DoĒ list and outline each task required to reach your desired goal. Be sure to break down larger tasks into smaller ones. Specify due dates, and priorities. Cross off each task as itís completed, this will help you keep organized and prevent you from forgetting anything. Take a look at your plan, are there ways to simplify it further? Keep your list updated.

Say I Don't Know

Written by Steve Gillman


Why am I writing this? I don't know. I can give reasons, but I can't be sure they are accurate. Such ignorance is okay, or at least it should be. The temptation is always to explain, but that often does nothing useful. In fact, it can just get inrepparttar way of actual understanding. Let me explain...

Rationalization 101

John was hypnotised, and givenrepparttar 142250 post-hypnotic instruction to get up and put on his coat wheneverrepparttar 142251 doctor touched his nose. Once out ofrepparttar 142252 trance, they talked. Duringrepparttar 142253 conversation,repparttar 142254 doctor scratched his nose, and John immediately stood up and put on his coat.

The doctor asked him why. "Oh, I thought we were finished," John said, and he took offrepparttar 142255 coat. A minute later,repparttar 142256 doctor touched his nose again. John again immediately stood up and put on his coat. "It's getting cold in here," he explained.

This scenario is not unique to hypnosis. There's a lot that goes into our decisions and actions, and we act as though we're aware of it all. Just like poor John, we feel compelled to explain ourselves - and to believe our explanations. Rationalization is one of our strongest habits.

I Don't Know

A child throws a plate at his brother, and his mother demands "Why would you do that!?" He says, "I don't know," which is true, but not acceptable. Pychologists couldn't, in five seconds, understandrepparttar 142257 child's action with certainty, but a six-year-old is expected to do just that.

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