| Decision-making is the key to moving forward and in | | | | understand the difference between urgent tasks and |
| doing so the greatest obstacle is procrastination. | | | | important tasks, and jump straight into getting on |
| The idea that decisions are vital to our success is | | | | with urgent tasks that aren't actually important.o Are |
| based on two foundational points: | | | | driven by the person whose demands are loudesto |
| 1. All is not decided; that what we do or don't do | | | | feel overwhelmed by the task.o are waiting for the |
| does make a difference; to decide and act is to | | | | "right" mood or the "right" time to tackle the |
| actually change how things will be. | | | | important task at hando fear of failure or successo |
| 2. The Universe is logical; decisions mould reality | | | | Underdeveloped decision making skillso Have poor |
| because dominoes fall a certain way and, if I choose | | | | organizational skillso Perfectionism |
| to push a particular one over, then the consequences | | | | Activity Logs |
| are - by and large - predictable. | | | | Activity logs are useful tools for auditing the way |
| We live in a world governed by laws and | | | | that we use time. They can also help track the |
| consequently there are patterns we can observe. | | | | changes in energy, alertness and effectiveness |
| However, most of us, most of the time do not | | | | throughout the day. By analysing an activity log we |
| consciously think of these laws. | | | | can identify and eliminate time-wasting tasks. We |
| In the same way fish don't feel wet, so we live | | | | need to carry out the important tasks during times |
| within law. | | | | we're most alert. |
| Our forward movement is governed by how well we | | | | Decision-Making Tool Selection |
| understand 'laws' that govern the universe. With this | | | | Whilst implementing a range of tools we must also |
| realisation comes responsibility. Consequently, we | | | | ensure the appropriate structures are in place. This |
| have the power to change things. In this way, we | | | | may be a reward, an accountability partner, |
| can view such responsibility as a positive to make | | | | identifying the negative consequences of not taking |
| the desired changes in our life. | | | | the appropriate action. |
| Laws are applied easily to many facets of life but | | | | As we discover appropriate tools, plan to break the |
| unerringly become difficult to apply to our success, | | | | process down into smaller achievable steps that will |
| character, relationships or spirituality. Partly this is a | | | | deliver early wins necessary for momentum. |
| result of 'when stuff goes wrong, we look out of | | | | Time Management |
| the window in order to blame' (Jim Collins). | | | | Personal time management skills are essential. As |
| The power of decision is the number one key to | | | | these skills are developed, workload is controlled and |
| success. Not necessarily number one in importance | | | | stress of work overload is alleviated. Key to |
| but choice is the beginning point. Without, a decision | | | | effective time management is an important shift in |
| no change will follow. | | | | focus: |
| Decision is the hinge between hearing and doing, | | | | Concentrate on results, not on being busy - on the |
| between knowing and living, between theory and | | | | things that matter the most. This can be expressed |
| practice. | | | | as the Pareto Principle, The 80:20 Rule. 20% of our |
| Many decisions don't need to be re-made every day | | | | time delivers 80% of the results. |
| because they have become habits. We are, by | | | | The Action Priority Matrix (Also, the Impact Feasibility |
| nature, habitual. Our habits create the essence of | | | | Matrix) |
| who we are. We like to find security through a | | | | The Action Priority Matrix is a simple and helps select |
| consistent way of living. However, according to | | | | the activities to prioritize. Consequently, we can avoid |
| Toffler, when our experience meets change, we can | | | | feeling overwhelming by a list of tasks that we |
| become indecisive. | | | | simply are not able to achieve. Quick wins are |
| Decisions are the embryo of new habits and the | | | | therefore very important to achieve a high impact |
| graveyard of old ones. The objective therefore, is to | | | | with the least effort in the short term - establishing |
| birth correct habits. | | | | momentum. |
| Momentum can be difficult to achieve but is essential. | | | | To-Do Lists |
| Decisions -- lead to Habits -- lead to Momentum | | | | The key to efficiency, To-Do Lists are prioritized lists |
| We can be on the right road, even be facing the | | | | of all the tasks that you need to carry out. They list |
| right way but unless we are moving we are simply a | | | | everything that you have to do, with the most |
| sitting duck waiting to be hit by one of life's 'dramas'. | | | | important tasks at the top of the list, and the least |
| Decisions are like launching a NASA space shuttle and | | | | important tasks at the bottom. |
| the huge power needed at 'lift-off' until momentum is | | | | It is a simple step that can have a significant impact |
| achieved. | | | | soon in the decision making process and therefore |
| At liftoff, when the shuttle is fully fueled. It weighs | | | | achieves the desired momentum early. It enables the |
| about 2.0 million kilograms (without cargo which it can | | | | capture all of the tasks to complete in one place. By |
| hold a maximum of 29,500 kilograms). The two solid | | | | prioritizing work and therefore the order in which |
| rocket boosters carry the entire weight of the | | | | things will be completed, we can identify what |
| external fuel tank and the orbiter, each solid rocket | | | | requires immediate attention. |
| booster weighing in at about 589,569.16 kilograms. | | | | In preparing a To-Do List most important jobs are |
| The solid rocket boosters both take the space | | | | listed first. It is important that any large number of |
| shuttle to an altitude of 45 kilometers or 45,000 | | | | unimportant jobs does not lead to stress. |
| meters into the sky in about 120 seconds (two | | | | The Urgent / Important Matrix - Using Time |
| minutes) before they burn out. As they are falling, | | | | Effectively, Not Just Efficiently |
| they sprout three parachutes, and then land in the | | | | Being behind to meet a deadline leads to stress and |
| ocean for recovery. The solid rocket boosters | | | | anxiety - effective time management is an absolute |
| provide 71.4 percent of the thrust (1,496,598.64 | | | | necessity. |
| kilograms) at lift-off while the orbiter's other three | | | | The key is to distinguishing between what is |
| main engines provide the meager 28.6 percent thrust. | | | | important and what is urgent. |
| (599,477.9 kilograms) | | | | We need to distinguish:o Important activities have an |
| The overall power of a space shuttle at takeoff is | | | | outcome that leads to the achievement of your |
| about 12 GW or 12 billion watts of power. That is | | | | goals.o Urgent activities demand immediate attention, |
| about 16million horsepower! | | | | and are usually associated with the achievement of |
| Daily, focused, deliberate habits can deliver our own | | | | someone else's goals, or with an uncomfortable |
| 'lift-off' moment and consequently momentum. | | | | problem or situation that needs to be resolved. |
| We don't have to wait for momentum to come to | | | | Urgent activities are often the ones we concentrate |
| us. We can move to it - there are things we can do, | | | | on. They demand attention because the |
| actions we can take, attitudes we can foster that will | | | | consequences of not dealing with them are |
| add energy to our lives. | | | | immediate. |
| Great decisions require deliberation and, if we fail, | | | | When completing tasks, setting a goal to do ONE |
| learning to love feedback on how we can avoid the | | | | thing that you do not want to do early in the day, |
| same mistake again - welcome a learning experience. | | | | can be lead to achieving important goals that are |
| We need to avoid 'I could have but I didn't' moments. | | | | 'uncomfortable'. |
| This inner awareness of unrealised potential bolsters | | | | Action Plans |
| our ego's and for a while convinces us that we're | | | | An Action Plan is a simple list of all of the tasks that |
| doing OK. Yet, the thought, the idea, the desire is | | | | need to be carried out to achieve an objective. It |
| worth nothing if it is not converted into doing by the | | | | differs from a To-Do-list in that it focuses on the |
| power of decision. | | | | achievement of a single goal. |
| Identifying the existence and scope of | | | | Whenever we need to achieve something significant, |
| Procrastination | | | | an Action Plan can help establish momentum. It can |
| Procrastination is 'when you put off things that you | | | | help identify the things needed to be done, to |
| should be focusing on right now'. (Mind Tools) | | | | achieve that thing. Consequently, help can be directed |
| Life can be a bunch of conversations with yourself | | | | where it is needed and progress can be monitored. |
| but none of your conversational buddies win the | | | | To draw up an Action Plan, tasks needed to achieve |
| argument! | | | | the goal need to be listed, in the order that they |
| The first step is to recognize when and why we | | | | need to be completed. |
| procrastinate. | | | | Consider SCHEMES:o Spaceo Casho Helpers/peopleo |
| From knowing where we are, we can then better | | | | Equipmento Materialso Expertiseo Systems |
| plan and manage a suite of tools (sourced from Mind | | | | If you think you'll be trying to achieve a similar goal |
| Tools but are not intellectual properties) that can | | | | again, revise your Action Plan after the work is |
| support us in moving to a more decisive position. | | | | complete, by changing anything that could have gone |
| 1. Recognize that you are Procrastinating | | | | better. |
| First priorities need to be identified. Putting off an | | | | Decision Making Techniques |
| unimportant task isn't procrastination, it's probably | | | | The following list of techniques help in making the |
| good prioritization. | | | | best decisions possible with the information available. |
| 2. Work out why you are Procrastinating | | | | Likely consequences of decisions can be mapped out, |
| Reasons for procrastination can include the following - | | | | the importance of individual factors can be identified, |
| you:o favour doing something that is more enjoyable | | | | and the best courses of action can be chosen. |
| or that you're more comfortable doing.o don't | | | | |