Search Results for: discipline motivation

Seek Discipline, Not Motivation: Focus on the WHY

Motivation is glorified as a personal trait. While it is beneficial to be motivated, folks who actually manage to get things done are those who find a way to work at whatever they are interested in even when they do not really feel like doing it.

Discipline is Fixating on What You Want

“More than those who hate you, more than all your enemies, an undisciplined mind does greater harm,” the Buddha taught as per the Dhammapada.

Seek Discipline, Not Motivation Whatever form of personal character it takes—self-control, dedication, endurance, persistence, resolve, willpower, or self-regulation,—discipline is one of the biggest differentiators between successful and unsuccessful people.

The British philosopher and mathematician Bertrand Russell wrote in “On Education” (1926,) “Right discipline consists, not in external compulsion, but in habits of mind which lead spontaneously to desirable rather than undesirable activities.” Discipline is the conscious ability to prevail over distractions, avoid opportunities for gratification, regulate your emotions and actions, overrule impulses, and exert mindful self-control to fulfill your immediate goals and aspirations.

A Simple Hack to Develop Discipline: Focus on the WHY

A Simple Hack to Develop Discipline: Focus on the WHY

Many of the goals you strive for—like losing weight—require you to choose between a smaller but immediate reward and a larger but remote reward. For instance, if you are dieting and are presented with a cake, you face a choice between the immediate indulgence of eating the cake and the more distant incentive of losing weight. Renouncing immediate pleasure in order to reap future benefits can pose an enormous challenge.

Research by Dr. Kentaro Fujita of Ohio State University shows that participants who considered why they had to do something were better able to inhibit their impulses when presented with immediate temptations. They also exerted greater self-control and stuck with a task longer than those who thought just about how they could do something. For example, Fujita’s research suggests that if you focus on your ultimate goal of losing weight, you are more likely to reinforce your dieting discipline. You are more likely, then, to indulge in a slice or two of pizza and avoid eating the entire pizza than if you would just try to fill up on salad and avoid eating the pizza altogether. This complements my “cut back, do not cut out” tip for dieting success based on how abrupt deprivation from pleasures often results in guilt and over-indulgence.

Idea for Impact: Focus on the ends rather than the means. To build up discipline and self-regulation, keep your goal itself at the front and center of your concentration instead of focusing on how to reach it.

Extrinsic Motivation Couldn’t Change Even Einstein

“He that complies against his will is of his own opinion still,” wrote the English poet and satirist Samuel Butler (1613–1680) in Hudibras (Part iii. Canto iii. Line 547.)

Extrinsic Motivation Couldn't Change Einstein to Quit Smoking

Einstein Wouldn’t Quit Smoking

Consider the case of a rational person as great as Albert Einstein. Grandson Bernhard Caesar Einstein, himself a reputed physicist, recalled in 1998 that Grandpa Einstein’s two prized possessions were his violin and smoking pipe; his reliance on the latter “bordered on dependency.”

Despite deteriorating health, Albert Einstein couldn’t be motivated to quit smoking. His doctor tried but just couldn’t convince Einstein to give it up. To circumvent the doctor’s effort to stop him from smoking, Einstein would scour his neighborhood’s sidewalks to collect discarded cigarette butts to smoke in his pipe.

People Will Change Only if Intrinsically Motivated

People are who they are; they have their (intrinsic) motivations and will continue to live their way. Despite well-meaning intentions, you simply can’t change them or mold their minds into your way of thinking.

You may be frustrated by their reluctance to mend their ways, stop engaging in destructive behavior, or even realize that they’re throwing away their potential. But you just can’t force change down their throats if they aren’t intrinsically motivated. You can only express your opinions, offer help, and even persist. Beyond that, you can only hope they change. You can control your effort and create the conditions for success. Beyond that, the outcomes of your efforts to change are outside your span of control. Control your efforts, not the outcomes.

As I elaborated in a previous article, you will succeed in changing another person’s behavior only if you can translate the extrinsic motivation at your disposal to the elements of his/her intrinsic motivation.

Idea for Impact: Extrinsic motivation is pointless in itself

You can’t change people; they must want to change for themselves. In other words, they must be intrinsically motivated to change. Extrinsic motivation is, in itself, pointless.

To Inspire, Translate Extrinsic Motivation to Intrinsic Motivation

Extrinsic Motivation Does not Exist

Motivation can be activated and manipulated in another person with the effect of altering his/her behavior and achieving shared objectives.

In a previous article, I have elaborated that motivation is derived from incentives (or disincentives) that are founded either externally or internally, through extrinsic or intrinsic motivation. Intrinsic motivations arise from within—for example, doing a task for its own sake. In contrast, extrinsic motivations propel you to seek external rewards or avoid threatened punishments.

Extrinsic Motivation Doesn’t Exist

One could argue that extrinsic motivation doesn’t exist—that all human behavior is motivated by intrinsic needs alone. In support of this viewpoint, Professor Steven Reiss of Ohio State University observes, “Extrinsic motivation does not exist as a separate and distinct form of motivation” and elaborates,

When I do something to get something else, ultimately I am seeking something of intrinsic value to me. Otherwise, I wouldn’t do it. I go to work to support my family, and I value my family intrinsically. Some seek wealth so others will respect them, and they value their status intrinsically. In a means-ends chain of behavior, the end is intrinsically motivating, and it is the source of motivation for the means. The motive for the means is the same as for the end; it is an error in logic to assume that means are motivated by a different kind of motivation (extrinsic motivation) than are ends (intrinsic motivation.)

Try to imagine a chain of purposive behaviors that do not ultimately lead to some intrinsically valued goal. You can’t do it because such a chain has nothing to motivate it and, thus, never occurs. All behavior is motivated by an intrinsically valued goal.

Only Intrinsic Motivation Exists

Extrinsic motivation is nothing but a trigger for intrinsic motivation. Suppose that I ask you to refrain from smoking for a week in return for a $100 cash reward. Originally, you do not intend to refrain from smoking for a week, even if you acknowledge that smoking is harmful. In other words, you have no intrinsic motivation to refrain from smoking for a week. Therefore, the $100 offer acts as an extrinsic motivator. Upon further analysis, recognize that even though the $100 appears to be an extrinsic motivator, it capitalizes on your intrinsic desire to take the $100 to perhaps enjoy an evening out, take a loved one to dinner, or buy yourself a present. The $100 thus acts on an element of your intrinsic motivation.

A Case Study: How Xiang Yu Motivated Troops during the Battle of Julu

Commander Xiang Yu Chu Dynasty In ancient China, during the Battle of Julu in 207 BCE, Commander Xiang Yu led 20,000 of his Chu Dynasty troops against the Qin Dynasty. Yu’s troops camped overnight on the banks of the Zhang River. When they woke up the next morning to prepare for their attacks, they were horrified to discover that the boats they had used to get there had been sunk. Not only that, but their cauldrons (cooking pots) had been crushed and all but three days’ worth of rations destroyed.

The Chu troops were infuriated when they learned that it was their commander, Yu, who had ordered the destruction of the boats, cauldrons, and supplies. Yu explained to his troops that this maneuver was to motivate them to mount a spirited attack on the enemies. They had no chance to retreat and were thus forced to achieve victory within three days. Otherwise, they would die trapped within the walls of an enemy city without supplies or any chance of escape. Despite being heavily outnumbered, Yu’s motivated troops defeated the 300,000-strong Qin army and scored a spectacular victory within three days.

Xiang Yu cleverly translated extrinsic motivational devices at his command (viz. lack of boats, cauldrons, and supplies) to instigate a powerful intrinsic motivator of survival and success in his troops.

Idea for Impact: To Motivate Another, Always Lever Elements of Intrinsic Motivation

When trying to motivate a person who lacks intrinsic motivation for a certain behavior, first understand what truly motivates that person—i.e. his/her other elements of intrinsic motivation. Then translate the levers of extrinsic motivation (rewards, salary raise, fame, recognition, punishment) at your disposal through one of the other’s elements of intrinsic motivation.

Rewards and Incentives Can Backfire

Rewards and Incentives Can Backfire

Rewards and Incentives are Gateways to Behavior-Change

One of the great struggles of life is to get others to do the things they should, but don’t want to—getting your daughter to cleanup her bedroom or do homework in her least favorite subject, convincing your employee to do a task in the manner that your company expects, and so forth.

One tried-and-true technique to get reluctant people to do what they should is to hold back an incentive. For example, parents who want children to eat vegetables at dinner could stipulate that they eat their vegetables (the non-preferred behavior) before they can eat their desserts (the preferred behavior.)

Preferred Behaviors Can Be Used to Reinforce Unpreferred Behaviors

This motivational rule was formally studied by the American psychologist David Premack. The Premack Principle, or the “relativity theory of reinforcement,” makes it easier to do an unpleasant activity by putting a pleasant activity right after it. In this manner, a reinforcer could observe what an individual chooses to do voluntarily and offer that favored task as an incentive to gain compliance or to increase the likelihood of another less-favored behavior occurring.

Grandma's Rule or Premack Principle: Relativity Theory of Reinforcement As expected, although an academic, Premack enjoyed a very successful vocation as a highly paid “productivity expert” dispensing age-old techniques. He traveled around the country and advised thousands of corporate executives to manipulate themselves into becoming more motivated and more productive by organizing their day such that they schedule first anything that’s unpleasant and important and then reward themselves with something they really like doing.

Grandma’s Rule: “Johny, Finish Your Homework Before You Watch TV”

That a high probability behavior could be used to reinforce participation in a low probability behavior is the unassuming “Grandma’s Rule”—arguably the most universally recognized principle in the field of behavior change. Workplaces use the grandma’s rule by offering future “plum” assignments for employees who “pay their dues” by doing “dull and dirty” work in the present.

The grandma’s rule anchors in the fact that people, including children, are willing to do something they don’t really want to do if that’s the only way they can do something that they really want to do. Absent this established reinforcement, people left to their own devices tend to do what they like doing instead of doing things they don’t like doing even though latter are more beneficial.

Preferred Behaviors Can Be Used to Reinforce Unpreferred Behaviors

The Hidden Costs of Rewards and Incentives

Rewards and incentives can guide and modify behavior. The goal of offering rewards for positive reinforcement is to have the unpleasant tasks become less and less unpleasant. Therefore, the true measure of the effectiveness of any reward is how well the preferred behaviors become internalized. For example, offering rewards to children for reading books is not merely to get them to read books inside the classroom, but to internalize the reading behavior with the goal that they read even during the summer when they don’t have to read for school.

Offering rewards for motivating people to do unlikable tasks could sometimes become counterproductive. In what psychologists call “the overjustification effect,” a reward, instead of motivating, could fortify a person’s revulsion for the task. In other words, the reward could reinforce the belief that the task can’t be worth doing for itself.

Rewards Can Backfire

Overjustification effect is controversial because it disputes the general principles of motivational psychology and behavioral reinforcement—especially in the contexts of parenting, education, and the workplace.

Idea for Impact: Locating the pleasure in the future, when the reward will be imparted, could turn the present-moment doing of an unpleasant task into tedium. For example, insisting that your child eat broccoli for being rewarded with dessert could make her hate broccoli even more.

Think in Terms of Habits & Systems Rather Than Goals

Effective Goals Can Challenge, Motivate, and Energize

Most folks fail to understand how goals work: goals don’t stipulate behaviors.

Goals relate only to the outcomes and results of specific behaviors—they are not about the actions and behaviors that can bring about those results.

In other words, goals can only provide direction and can even impel you onward in the short-term, but ultimately, a well-designed system—when put into habitual practice—will always prevail.

'The Power of Habit' by Charles Duhigg (ISBN 081298160X) Developing a system is what matters to discipline and self-control. Committing to the process is what makes the difference. As New York Times journalist Charles Duhigg wrote in his bestselling The Power of Habit: Why We Do What We Do in Life and Business (2012,) only a systematic approach works:

Habits are powerful, but delicate. They can emerge outside our consciousness or can be deliberately designed. They often occur without our permission but can be reshaped by fiddling with their parts. They shape our lives far more than we realize—they are so strong, in fact, that they cause our brains to cling to them at the exclusion of all else, including common sense.

An example of a goal: “I want to lose 10 pounds before my sister’s wedding.” A habit/system would be, “What dieting and exercising changes can I make with the aim of looking better at my sister’s wedding?”

Another example of a goal: “How do I amass $1 million before I turn 35?” A habit/system would be, “How do I develop financial disciplines and investment methods to get richer over time and achieve a net worth of $1 million by the time I’m 35?”

Idea for Impact: Only by creating habits and systems to achieve goals can you live more of the life you aspire to. As a creature of habit, when you are doing something that is routine, you don’t need to be deliberately engaged in the task in the same way as if you were doing something that is not habitual.

5 Minutes to Greater Productivity [Two-Minute Mentor #11]

How to Get Unstuck---5 Minutes to Greater Productivity

When you’re stuck—whether it’s at work, play, love, or some other facet of your life,—don’t wait for external change to come about and inspire you. As I’ve written before, motivation is glorified as a personal trait. While it is beneficial to be motivated, folks who actually manage to get things done are those who find a way to work at whatever they are interested in even when they do not really feel like doing it.

When you’re stuck, if you can take time out and reflect on your current difficulties, many opportunities may open up that can help you get unstuck.

  • Clearly understand your objectives and your problems. Identify what you must do to solve problems or meet goals as efficiently as feasible. Get honest with yourself and reconsider your motivations. Being realistic can allow you to think more flexibly and creatively.
  • Target the causes of your problems and the reasons behind what you are doing. Analyze your current actions to determine whether they will effectively accomplish what they should. Look for ways to simplify your goals and targets.
  • Check if your perfectionism is holding you back. Folks who tend to be perfectionist are afraid that the world is going to see them for who they really are and that they won’t measure up. Could you lower your standards?
  • Organize your options. Are there faster-but-equally-effective alternative methods to the ones you’re currently trying? Could you learn new methods or delegate parts of your responsibilities to help you save time? Could you break your work into smaller, more manageable chunks? Focus on the next small step that will move you forward and set in-between deadlines.
  • Plan your work and carry on. Initiate the most efficient action plan to get the results you want. If you find yourself uninspired, take action—even a small step. Often, beginning to do a task builds momentum and motivation kicks in within a few minutes. Doing is everything.

Idea for Impact: The most effective form of change doesn’t happen to you—it comes from within you. To free yourself when you feel limited or stuck, take a breather and organize yourself. Introspection can unlock more adaptive behavior.

20 Reasons People Don’t Change

They Don't Want to Change

If you have trouble getting people to change, perhaps one—or more—of the following reasons are to blame:

  1. They don’t want to change … they find reassurance in the status quo
  2. Their environment is holding them back
  3. They’ve tried to change in the past, failed, and have given up
  4. Your coaching / feedback is garbled … the benefits of change are unclear
  5. They don’t react well to criticism
  6. They’re suspicious of your motives (i.e. fear of manipulation)
  7. They see little incentive to change
  8. They don’t know how to change
  9. They have no role models
  10. There’s no support (or resources) for change
  11. Change threatens their self-image
  12. They can’t tell what’s really important
  13. They don’t feel courageous enough … i.e. they fear failure
  14. They don’t feel enough pain yet
  15. They’re overconfident or arrogant
  16. They fear their weaknesses will be exposed
  17. They’re too lazy and undisciplined
  18. Change requires giving up something they presently value
  19. They resist change that’s imposed from outside … i.e. they’re not intrinsically motivated for change
  20. Change undermines their self-confidence

Idea for Impact: Temper your expectations of others. Old habits die hard. Even Einstein’s doctor couldn’t get the great physicist to quit smoking despite his deteriorating health.

Be realistic about changing others’ hearts and minds. If you can learn to accept them for who they are and let go of your conceptions of their perfection, your relationships become more richer.

Doing Is Everything

Many people know what they should do: lose weight, start exercising, stop smoking, get serious about managing careers, find a romantic partner, start saving money, and so on. Yet they can’t seem to make themselves do.

Doing is everything / Knowing is nothing

You know what to do, but you don’t do it!

It is told that long ago in China, a reclusive monk climbed up a tree in a forest. He settled comfortably and sat there in deep meditation, undisturbed by the outside world.

That became his everyday routine.

People from hamlets in the vicinity adopted him. They approached him with offerings and discussed their affairs. And he imparted his wisdom.

His fame soon spread everywhere. Visitors from far-flung towns trekked to the forest for his counsel.

Folks started calling him Birdsnest for the reason that he perched high up his tree.

On one occasion, the local king learned of Birdsnest and set forth to see him. After an arduous journey, the king located Birdsnest’s tree.

The king hollered at the monk trying to seek his attention. “O wise one, I have an important question to ask of you.”

The king waited for Birdsnest. No response came.

The king tried repeatedly to evoke Birdsnest, but didn’t succeed.

The king grew impatient waiting for Birdsnest.

Eventually, the king became irritated and shouted out, “I can wait no longer! Here is my question. Say, what is it that all the wise ones taught? What is at the heart of all the teachings of the great masters? What is the most profound thing the Buddha ever said?”

The king lingered around Birdsnest’s tree for a long time.

Finally, Birdsnest summoned the king. Holding a meditative poise, Birdsnest declared, “At all times, do good things. Don’t do bad things. This is all the Buddha said. This is what the wise men instructed.”

The king became infuriated.

Birdsnest continued to meditate with a gentle half smile behind his eyes. He was obviously toning down the power of the Buddha’s wisdoms.

The king screamed, “I can’t believe this impertinence! Is that all you’ve got for me? Do good things and don’t do bad things. I knew that when I was three years old, you blithering fool!”

The afternoon sun filtered in through the trees as Birdsnest looked down from his perch. His compassion and matter-of-factness radiated out from your heart. He sympathetically acknowledged, “Indeed, the three-year-old knows it. Yet the eighty year-old finds it very difficult to do!”

The Knowledge-Action Gap

'The Now Habit' by Neil Fiore (ISBN 1585425524) One of the most insidious obstacles to your success in life is the chasm between knowing and doing—between thinking about something and acting on it, between ideating and implementing.

Your ideas may be impressively simple, but accomplishing them with discipline and steadiness can be very, very difficult indeed. This is the knowing-doing gap.

Ruminate about what stops you from accomplishing the things you need to do, want to do, and know how to do, but can’t get to do. Usually, your alleged obstacles—your boss, parents, spouse, children, colleagues, situations—are but excuses. When you sincerely unearth the reasons for your putting things off, you’ll realize that, by and large, it’s you who are sabotaging yourself.

Yes, occasionally, you may face a few genuine external obstacles. Nevertheless, in the grand scheme of things, you usually have the power to overcome them or work around them.

Transform your thoughts into action

Procrastination is a Breakdown of Self-Discipline

As I have stated in my previous articles, procrastination is weakness of will. Chronic procrastination is a recurrent breakdown of self-discipline.

The overpowering emotion associated with chronic procrastination is guilt. These feelings of guilt are not just specific to the task you’re dodging, even though, at the time of procrastination, your mind may be full of qualms and repentance under the direct influence of your putting off the dreadful task. More accurately, the guilt you feel about your chronic procrastination is the outcome of not living up to your full potential and not authentically engaging in the many possibilities life presents you.

'When Things Fall Apart' by Pema Chodron (ISBN 1611803438) It takes courage to face your anxieties, to forge ahead despite your feelings, and to act. Self-improvement begins with self-reflection. And self-reflection derives from self-compassion. The renowned Buddhist nun Pema Chödrön wrote about self-compassion in her wonderfully reassuring classic When Things Fall Apart: Heart Advice for Difficult Times, “The most fundamental aggression to ourselves, the most fundamental harm we can do to ourselves, is to remain ignorant by not having the courage and the respect to look at ourselves honestly and gently.”

Don’t hunt for motivation. As I’ve asserted in previous articles, motivation is glorified as a personal trait. While it is beneficial to be motivated, folks who actually manage to get things done are those who find a way to work at whatever they are interested in even when they do not really feel like doing it.

Idea for Impact: Make 2017 the Year of Getting Things Done

Transform your thoughts into action.

Put your ideas into practice.

Don’t let excuses, apologies, indolence, or a lack of motivation get in the way.

Knowing is nothing.

Doing is everything.

How to Boost Your Willpower / Book Summary of “Willpower” by Baumeister & Tierney

'Willpower: Rediscovering the Greatest Human Strength' by Roy F. Baumeister and John Tierney (ISBN 0143122231) In previous articles, I have discussed a key differentiating trait I’ve observed in successful people: they get things done not by pursuing motivation but through discipline, self-control, determination, and willpower. They actively seek a way to work at whatever must be done even when they do not really feel like doing it.

In Willpower: Rediscovering the Greatest Human Strength (2011,) New York Times science writer John Tierney and Florida State University psychologist Roy Baumeister discuss the virtues of self-control, and the concepts of ego depletion and decision fatigue. This informative tome is grounded in thirty years of academic research into willfulness and self-discipline.

Willpower starts with the assertion that intelligence and willpower are your two best predictors of achieving success in life. You may not be able to meaningfully increase your intelligence, but you can surely enhance your capacity for self-control. Parenthetically, when people were inquired about their failings in life, a lack of self-control was consistently at the top of the list.

The book’s central theorem is the much-debated “strength model of self-control.” This “muscle metaphor” states that willpower is like a muscle that tires out—or runs out of energy—as you use it, but can be fortified through practice.

How to Boost Your Willpower

Here are some prominent insights and tips from Willpower:

  • You have a limited amount of willpower, which, in the short term, depletes as you use it and must be replenished. Each instance of applying willpower (e.g. repressing your thoughts and actions, working intensely, stressing at work, making decisions, and dealing with difficult people) drains the same psychological reservoir of self-control. Expending willpower in one sphere of life leaves you less able to exercise self-control in another.
  • Just as muscles can get overworked and become tired and feeble until they can recuperate, the exercise of self-control causes fatigue.
  • Willpower is fuelled by blood glucose. Therefore, acts of self-control drain the glucose. When glucose is low, self-control failures are more likely. Restoring glucose to a sufficient level usually improves self-control. Willpower can be restored by boosting blood sugar. Foods like white bread, potatoes, white rice, and sugared snacks cause boom-and-bust cycles of willpower since these foods are quickly converted into glucose. Vegetables, nuts, raw fruits, and cheese are converted more slowly, and therefore provide ‘fuel’ more progressively.
  • Being in a tidy room seems to increase self-control and being in a messy room seems to curb self-control.
  • Your daily supply of willpower is limited. If you exhaust most of your willpower during the day at work, you will have less self-control, tolerance, and imperturbability when you come home to family. Many marriages go bad when stress at work is at its worst: people use up all their willpower on the job; their home lives suffer because they gave much to their work.
  • When your willpower is low, you’ll find it more arduous to make tougher decisions. Moreover, during decision-making, you’ll be more reluctant to eliminate some of the options you could choose from.
  • In the long term, practicing willpower strengthens it, just as a muscle develops stamina and power when consistently exercised. Even small, inconsequential acts of self-control—avoiding slouching, for example—can strengthen your capacity for self-discipline in the long term.
  • Ego Depletion and Decision Fatigue When you resist one temptation but cannot resist another, your egos have been fatigued by the exercise of willpower. Conversely, you can resist temptations across the board when your ego has been strengthened by exercise.
  • Stress instigates many negative emotions because stress depletes willpower, which consequently diminishes your ability to control and overcome those negative emotions.
  • The best use of willpower is in setting priorities and getting things done. Given you have a limited amount of willpower on a given day, you’re best served by budgeting your willpower and spending it where and when you need it the most.
  • Clear, attainable goals combined with rewards strengthen willpower. Monitoring goals and committing yourself publicly to your goals can help you counteract weakness of will.
  • Live as much of your life as possible on an autopilot. Eliminate distractions, temptations, and unnecessary choices. Simplify. Develop routines and cultivate habits that you can eventually do robotically.
  • Organize your life to decrease the need for willpower. Conserve willpower for demanding circumstances.

Recommendation: Read Willpower. This New York Times best seller is filled with guidance about how best to deploy willpower to overcome temptation and how to build up your willpower ‘strength’ with small—but regular and methodical—exercises. Even if somewhat academic for a self-help book, this worthwhile volume is filled with resourceful research, practical advice, and enthralling stories of people who’ve achieved personal transformation owing to the strength of their will.

The Art of Taking Action: Use The Two Minute “Do-it-Now” Rule

The Art of Taking Action: Use The Two Minute Do-it-Now Rule

Many tasks that people tend to procrastinate on aren’t really difficult to do. People have the ability, energy, and time to undertake such tasks, but just aren’t disciplined enough to not dodge starting them for one reason or another.

One particular habit that robs people of time is putting all their tasks on a to-do list, prioritizing the list, and then tackling the tasks by priority. But it’s often wiser to skip the to-do list and simply do many tasks immediately. This constitutes the Two Minute Do-it-Now Rule, a discipline popularized by David Allen in his bestselling time management book, Getting Things Done. This rule directs you to act immediately on a contemplated task if it can be completed in less than two minutes.

  • You’ll not only save the time it takes to put the task on your to-do list, but also prevent the buildup of tasks hanging over your head.
  • By limiting the time you’re allocating to get the task done, you can finish it more efficiently and avoid being perfectionistic about it. (See my previous article on Parkinson’s Law, which states that work tends to expand to fill up the time you give it.)
  • You’ll avoid procrastination by getting the task done straightaway and not letting it fall through the cracks. Therefore, this technique has the added advantage of making you appear responsive.

Idea for Impact: Don’t put a task on your to-do list if you can get it done within two minutes. You’ll be surprised at how many tasks you tend to put off that you could get done in two minutes or less.