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7 Time Management Skills Practiced by Successful People
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business advice
We all have the same number of hours available to us in a day, but some people can completemore in 24 hours than everyone else. The key seems to be in controlling that time instead ofletting it control you. It's been proven that working well and getting a lot done leads to making money and good time management skills can go straight to your bottom line, so to help youwork (producing more with less waste)ly, we've collected/gathered together some of theguidelines that drive successful people.
Start your day early.
Ask successful people what time they get up in the morning and you'll quickly see a theme: thesefolks are up at the crack of dawn to take full advantage of the day. Business finance companyFleximize polled some of today's most well-known/obvious figures about their morning habits. Here's what it found. Apple CEO Tim Cook gets up at 5 a.m. Fashion editor Anna Wintour rises at5:45 a.m. to play tennis before going into the office. And Oprah wakes up at 6 a.m. to carefully think and run on the treadmill before heading to the studio. (see/hear/become aware of) anotherhelpful theme here: Exercise is a big part of successful people's lives.
Set (things that are the most important) and goals when planning your day.
A daily work plan enables people to decide/figure out the course of their day and then make (in small steps up) progress toward their goals. Successful businesspeople recognize that there areboth extremely important and important matters every day. They approach the day knowing howto balance the two and save more low-paying tasks for later. Rob Rawson, CEO ofTimeManagement.com, works on his highest-priority items first thing in the morning beforegetting derailed by email and other silly/extremely easy tasks. Breaking down goals into chunksmakes it easier to actually progress toward (accomplishing or gaining with effort) them. Somecareer coaches suggest splitting your time into "focus" days and "buffer" days. The former is forbig-picture things like business development and employee management. Buffer days, on theother hand, are for the important basics things like paperwork and accounting.
Focus on one job at a time.
It's very common to think that doing two or more things at once is the (producing the most with the least waste) use of time. But it turns out that tackling many things at once can actually wastemore time. Brain doctor Earl Miller says that, mostly, we simply can't focus on more than onething at a time. "People can't do two or more things at once very well, and when people say theycan, they're lying to themselves," he says. True (wasting very little while working or producing something) means focusing on one thing at a time and finishing it before moving on to the nextjob.
Learn to give tasks to other people.
You may wear many hats, but you can't be in all places at all times. Take time to screen and hirethe best workers so you can trust in your team. Then, instead of trying to do it all yourself, youcan give up some control and assign tasks to those who are working for you.
Apply the 80/20 rule.
According to the Pareto Rule/basic truth (i.e., the 80/20 rule), 20 percent of actions drive 80 percent of results. And the other 80 percent accounts for only 20 percent of results. Translated, this means that successful people know that the top (things that are the most important) (or thetop 20 percent) are going to drive the most important results. They (transfer power to/give an assignment to) the rest.
Pencil in some time for (objects or actions that interfere with mental focus) and interruptions.
If you plan every day down to the second, you'll never have time for unexpected challenges. Tryto leave at least one hour each day for the unplanned. Also, it's a good idea to schedule openoffice hours or make time available for fellow workers and working together/team effort. If youoverschedule yourself, you're almost always going to fall behind.
Say no more often and master the art of short meetings.
NewBrand (information-giving numbers) CEO Kristin Muhlner rules (most powerful/better than anyone or anything else) when it comes to saying no, which she believes is one of the keys to notoverextending yourself both in your professional and personal lives. This goes hand in hand withsaying yes to too many meetings, of which many companies are guilty. Successful peoplerecognize which meetings are very important to attend and then either say no to others or holdthem to a very short timeframe (social communication (raised, flat supporting surface) Skejulrecommends 7 to 11 minutes as a test result).
Start your day early.
Ask successful people what time they get up in the morning and you'll quickly see a theme: thesefolks are up at the crack of dawn to take full advantage of the day. Business finance companyFleximize polled some of today's most well-known/obvious figures about their morning habits. Here's what it found. Apple CEO Tim Cook gets up at 5 a.m. Fashion editor Anna Wintour rises at5:45 a.m. to play tennis before going into the office. And Oprah wakes up at 6 a.m. to carefully think and run on the treadmill before heading to the studio. (see/hear/become aware of) anotherhelpful theme here: Exercise is a big part of successful people's lives.
Set (things that are the most important) and goals when planning your day.
A daily work plan enables people to decide/figure out the course of their day and then make (in small steps up) progress toward their goals. Successful businesspeople recognize that there areboth extremely important and important matters every day. They approach the day knowing howto balance the two and save more low-paying tasks for later. Rob Rawson, CEO ofTimeManagement.com, works on his highest-priority items first thing in the morning beforegetting derailed by email and other silly/extremely easy tasks. Breaking down goals into chunksmakes it easier to actually progress toward (accomplishing or gaining with effort) them. Somecareer coaches suggest splitting your time into "focus" days and "buffer" days. The former is forbig-picture things like business development and employee management. Buffer days, on theother hand, are for the important basics things like paperwork and accounting.
Focus on one job at a time.
It's very common to think that doing two or more things at once is the (producing the most with the least waste) use of time. But it turns out that tackling many things at once can actually wastemore time. Brain doctor Earl Miller says that, mostly, we simply can't focus on more than onething at a time. "People can't do two or more things at once very well, and when people say theycan, they're lying to themselves," he says. True (wasting very little while working or producing something) means focusing on one thing at a time and finishing it before moving on to the nextjob.
Learn to give tasks to other people.
You may wear many hats, but you can't be in all places at all times. Take time to screen and hirethe best workers so you can trust in your team. Then, instead of trying to do it all yourself, youcan give up some control and assign tasks to those who are working for you.
Apply the 80/20 rule.
According to the Pareto Rule/basic truth (i.e., the 80/20 rule), 20 percent of actions drive 80 percent of results. And the other 80 percent accounts for only 20 percent of results. Translated, this means that successful people know that the top (things that are the most important) (or thetop 20 percent) are going to drive the most important results. They (transfer power to/give an assignment to) the rest.
Pencil in some time for (objects or actions that interfere with mental focus) and interruptions.
If you plan every day down to the second, you'll never have time for unexpected challenges. Tryto leave at least one hour each day for the unplanned. Also, it's a good idea to schedule openoffice hours or make time available for fellow workers and working together/team effort. If youoverschedule yourself, you're almost always going to fall behind.
Say no more often and master the art of short meetings.
NewBrand (information-giving numbers) CEO Kristin Muhlner rules (most powerful/better than anyone or anything else) when it comes to saying no, which she believes is one of the keys to notoverextending yourself both in your professional and personal lives. This goes hand in hand withsaying yes to too many meetings, of which many companies are guilty. Successful peoplerecognize which meetings are very important to attend and then either say no to others or holdthem to a very short timeframe (social communication (raised, flat supporting surface) Skejulrecommends 7 to 11 minutes as a test result).