Procrastination and JDI!

Written by Martin Haworth

Getting better information makes forrepparttar more correct decisions. Yetrepparttar 119407 fear of 'getting it wrong' sometimes means that we use collating information and all sorts of other seemingly completely valid tactics as a good excuse for being slow to decide.

In a management role procrastination can seriously hold back progress and demotivate individuals and teams who, full of innovation and drive to move forward, get frustrated and confused when action is held up.

There are a number of steps that will helprepparttar 119408 procrastinating manager.

  1. Firstly, recognise it is a good and reasonable defence mechanism, which relates torepparttar 119409 things which might have occurred inrepparttar 119410 past. A hurried decision which might have had an unsatisfactory and upsetting result.

    It is part of your character and maybe just a little too strong a behaviour for those who are around you. It can often be a great asset if you are surrounded by 'gung-ho' types who just go for things - there is value in caution and it is all relative!

  2. Secondly. Get Real! Many ofrepparttar 119411 'Fear' writings, such as 'Feelrepparttar 119412 Fear and Do it Anyway' by Susan Jeffers and 'How to Stop Worrying and Start Living' by Dale Carnegie, extolrepparttar 119413 virtues of realistically assessingrepparttar 119414 potential downsides. Often, asking yourself 'What isrepparttar 119415 worst that could possibly happen here?', gets you able to see how unlikely your decision is to be life-threatening. So have a think and be realistic - then do it!

Effective Meetings Begin With a Real Agenda

Written by Steve Kaye

Everyone knows that an agenda isrepparttar key to an effective meeting. But an agenda that consists of a list of nouns, such as budget, software, and picnic, is useless. Here’s how to prepare a real agenda that puts you in control ofrepparttar 119406 meeting.

1) Goal. Every real agenda begins with a goal that describesrepparttar 119407 result wanted atrepparttar 119408 end ofrepparttar 119409 meeting, such as: find a way to reduce travel costs by 10%. Ideally, this goal should be stated so clearly that someone else could use it to design a meeting that achievedrepparttar 119410 result.

2) Outcome. This describesrepparttar 119411 benefit of achievingrepparttar 119412 goal, and thus tells why you are holdingrepparttar 119413 meeting. For example,repparttar 119414 benefit of reducing travel costs might be that you will keep spending within budget.

3) Activities. This provides a blueprint (or set of instructions) forrepparttar 119415 meeting. Ideally, this contains descriptions ofrepparttar 119416 group activities that will help you andrepparttar 119417 participants achieve your goal forrepparttar 119418 meeting. Support this list with an estimated time budget for each activity.

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