It is important to work not with force, but with the mind

One person once said that he gets rich, and if there is a lot of hard work. The advice of, the man took a shovel and went to dig holes: harder this work, he did not know. He did not get rich, but only tore back, because he worked hard for many, but with no attempt to prioritize their work.

 

Organize and not what degradiruesh

The ability to correctly identify the total number of goals three or four most important need every leader. A life in which all the "how is so and let go" in the end is bound to become a life in which nothing comes.

 

Setting priorities

High importance / urgency Large: These tasks should be carried out first.

High importance / urgency Small: set deadlines for completion of tasks and work on them every day.

Low importance / Great Urgency: find ways to quickly and effectively perform these tasks without paying them much attention. If possible, entrust these tasks assistants having sufficient competence.

Low importance / urgency Low: this is usually routine, repetitive or time-consuming work - for example, filling out forms, sorting of information, etc. In these cases you can do

as follows: to allocate a certain time of their execution, such as half an hour a week to instruct them to anyone, and, finally, in general they do not do. But before you put off until tomorrow what you can do today, should carefully study this work: it is possible that it could be postponed forever.

A few years ago at a conference in Boston, I read a report on the application of the principle of "20/80". A few weeks after this lecture, I received a letter from John Bowen. Based on the lecture material, John has developed a practical system of prioritization, which I use to this day. I hope that it will be useful for you.

 

Choose, and not lose it

In any case, each of us is either the initiator or the performer. For example, you need to make a calendar of events. The question is not whether the calendar is made, and who it will be. The question is not whether there will be a leader to meet with people, and in fact, with whom he will meet. I have noticed that leaders tend to take initiatives, and followers - to respond to them.

Leaders

Initiate.

Followers

React.

Act, take the phone and make calls.

Listen, wait for a phone call.

Spend time planning, prevents the appearance of problems.

Spend time on a "day to day life", respond to emerging issues.

Purposefully invest the time spent in contact with people.

Spend time in dealing with people.

Make calendar of events in the order of their importance.

Record the event on demand.

 

Estimated and not you will come to a standstill

One man, whose long-term activity has been associated with decision-making, I received a short and simple advice:

"Decide what you're going to do and do it. Decide what you will not do, and not do it. " However, the assessment of priorities - it is not easy. They are often not in a uniquely painted black or white, and various shades of gray. As I discovered, people often do not know what should be put in the first place.

To help you evaluate your business goals and objectives, ask yourself a few questions.

What is required of me? Leader can give up anything but responsible. Before agreeing to any new job, you should always give an answer to the question: "What do you want from me? '. In other words, what I have to do this, that no one but me can not do? Answers to this question (whatever it was) should be put high on the list of priorities. Failure in these cases can mean your getting into unemployment. Your position is associated with a number of various duties, but among them are a few where you have to be unique and irreplaceable. Therefore, determine what you should do for themselves, and that can be entrusted to someone else.

Think and make a list of their responsibilities to work (if possible, in order of importance).

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2.

3.

4.

What brings me the greatest return? The effort and resources should bring appropriate returns. Therefore, you should constantly ask yourself, "Am I doing everything I can do? Whether the rich fruits of my work for my organization? '. For many organizations, is characterized by three typical problems:

■ Abuse. Too few workers carry too much work.

■ Disuse. Too many workers perform too low volume work.

■ Misuse. Too many employees do not do what is necessary.

Bo Jackson played high school football team - he played well, but not to set the Thames on fire. The team, which played Jackson, used to come to the end of the season with three wins and seven defeats. After high school, Jackson went to the University and was admitted to the football team. One day in training coach asked Jackson to replace striker - "temporarily until permanent injured players do not recover." Jackson was scared at first, but then finally agreed. Thus began his journey to the heights of sporting glory. Here's a perfect example of a correct answer to the question of "best value".

Think about and write down what your job brings you the maximum return.

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What brings me the most satisfaction? Life is too short not to be happy. It is best to manage the work done with pleasure. A few years ago at a conference devoted to the problems of leadership, I read a paper on "love the work you are doing." I asked the students to think and popomnit occupation that they like so much that they would be happy to do it for no charge. And then I suggested that good master's favorite hired that others will be willing to pay for its implementation. Andy Granatelli said that success in any business - not a job but a way of life. Doing your favorite thing to do well, you get the satisfaction and happy with themselves - because in this way you are contributing to the life of all mankind. I'm sure Granatelli absolutely right! Think about and write down what your job brings you the most satisfaction.

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If the answers to all three questions are similar to each other, then your chances of success increase manifold. In other words, if the basic requirements are the same for my work with my strengths, bringing maximum return, while these requirements brings me a great sense of satisfaction - hence, the priorities are correct and I'm successful if I follow them.

 

Principle of priority

 

Priorities do not exist by themselves

Priorities are constantly fluctuating and therefore require our immediate attention. In the words of a prominent businessman H. Ross Perot, all that can be said to be excellent and worthy of praise, teetering on the edge and could fall at any moment, and therefore requires a constant struggle. Take full advantage of these words also apply to our chosen priorities.

So, get your priorities "stay in place":

■ Evaluate. Each month, revise its "three pillars" (requirements, impact, satisfaction).

■ Get rid of the excess. Ask yourself the question: "What's in my work can be

lossless entrust to someone else? . "

■ Count. What matters this month is most important? How long does it take to carry them out?