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Behavior procrastination - time-management

 

"TIME CANNOT BE 'MANAGED. ' THE WHOLE Idea OF TIME MANAGEMENT IS A BIT OBSCURE. THE ONLY THING THAT CAN BE MANAGED IS YOUR Tricks In THAT TIME. "

I am quite assertive I have never had an earliest idea in my total life. What I have done, however, is construct new ways of expressing old ideas. In this respect, I now ask you to approach, with a new perspective, the way you cope your activities.

Need-to, Ought-to, Can-do

Say it a few times to yourself: "Need-to, Ought-to, Can-do. " Tongue-twisting aside, it represents three categories, in which falls the whole lot that you are presently accomplished of. (Any bustle that you are not presently clever of would perchance fall into a forth group of "Can't-do," and yet I would acquiesce that if you are expenditure much time in view of what you cannot do, you are not only mismanaging your time-you're throwing it away!)

Within the Need-to grouping would be the whole lot that must be done in a given day or week, the nonappearance of which would lead to a big denial result. Performance up to work, feeding the dog, bathing-these fall evidently inside this category. The next category, Ought-to, includes all behavior that, if completed, would apt construct a categorical complete result. Frequent phone calls on time, being paid acceptable sleep, and custody your car maintained are such examples. Finally, the Can-do grouping represents the whole thing else (again without what is away from your acquaint with capacity). Actions in this group have any been beforehand judged as not worth doing, or have yet to be judged at all. In other words, you have not, as of yet, indomitable it acceptable to place such an action inside the Ought-to or Need-to categories.

An exemplar may help illustrate the concept: Consider I've just naked that my alone is looking for a place to stay for the week while he's in town. I do live in a home, so this prospective doings is a Can-do, easily as it exists as a possibility. He then tells me that he is bringing more than a few classy bottles of wine as gifts for whomever he ends up staying with. High and mighty I like wine, and all else being equal, this commotion is now an Ought-to. At some point already he arrives in town, I approve with him that I would like him to stay for the week. The event is now a Need-to; as to back out of the agreement would cause a loss of friendship.

Feel free to use your own examples-you'll find that all doable does, in fact, meet one of these three criteria. This in so doing sets a foundation for the prioritization of your daily and weekly activities. And yet, this commentary is on the topic of procrastination, prioritization's nasty cousin, so we're not done yet.

Focusing In

The Need-to's must, lacking question, be completed. These have never especially been a problem-there's cleanly no room to procrastinate. At the other end, the Can-do's are not germane here since you can only adjourn what has been judged as worth doing. What we are left with, therefore, are the Ought-to's. And you'll find quite consistently that the Ought-to's are benevolent you all of your evils when it comes to putting equipment off. These are the clothes that you know you ought to do, and yet, they often do not have a austere deadline, nor would fault to accomplish them lead to any abrupt or considerable detriment. What is noteworthy, however, is that over time, their joint connotation does certainly lead to great significance. In the end, the bearing of that impact (positive or negative) all rests on your aptitude to carry out them opportune and effectively.

A Solution

Detailed prioritization is vital--If you are unwilling to acknowledge that, you must not truly want to improve. Step #1 is to schedule your Need-to's-they are more or less constantly time sensitive. Step #2 is to attend to your Ought-to's, and they will fall in one of three sub-categories:

(a) Do Now!

(b) Do Later, strategically!

(c) Eliminate!

Ought-to's ought to continually be done immediately, if doing so at a later time would be intentionally more advantageous and more efficient, or if the action has been incorrectly definite as an Ought-to in the first place. Frequently, we group behavior as Ought-to's for reasons that do not logically aid the claim. When you have inaccessible instances where your rationale was incorrect, don't dwell on the issue; just eliminate the task from your consideration! Of those that are rationally based, it is worth repeating that the only basis you desire to accomplish an action at a later date is since it makes more sense to do it at that time than to do it now. Maybe the task has a prerequisite that needs to be addressed first. In any case, if you cannot find cheap justification for doing it later, you be supposed to do it now or not at all.

Such a course of action is uncomfortable at first. It requires judgment, which a procrastinating mind loathes. And while the very description of procrastinating is to avoid belief at all cost, if you will apply this model to your daily activities, you will find that assessment is in reality quite liberating, and that prioritization of your behavior will shift from a challenge to second-nature.

2004 Matthew S. Clement, All civil liberties reserved

Matthew S. Pleasant is a economic schemer and investment advisor characteristic with Fiscal Association Investment Corporation, associate SIPC. He provides holistic wealth management and retirement development to those and businesses. He can be reached in New York at (845) 942-8578, or by email: ClementM@FinancialNetwork. com.


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Time management: 6 unconventional tips  The Enterprisers Project


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