So, we’re twenty four days into 2011 already. Almost February. My Mother tells me time continues to speed up as you get older. Ug! It’s already going past at 600mph. So fast that it’s difficult to keep the really important stuff at the front of the mind. So easy to switch the neck-top computer off, do what we have always done and miss the chances to improve on last year, no matter how good last year was.

Well that would be a shame so here’s my Top 10 list of self-management essentials to ensure you use the free will you most certainly have, but can so easily neglect.

Let’s start at number 1…

Values

Straight in at number one, since about 500 B.C….values. What do you believe in? What matters to you? Values drive all effective action. Get this right. It’s the foundation.

Purpose

Number 2…the angelic offspring of values….purpose.  The essence of leadership – whether of oneself or of others. No purpose…no point. Start with values and from them…derive your purpose. Paying the mortgage is not a purpose. You were put on the earth for a wee bit more than that.

Plan

Number 3…values and purpose…now get a plan. You are part of a plan, whether you like it or not. The only question is who writes the plan. It’s either you or someone else. If you don’t wish to be the author there are many who will take your place, but they won’t write the plan with you in the starring role.

Goals

Number 4…goals. You have a purpose…very good.  Time to get a bit more real. A bit more tangible. So, how will I achieve my purpose? Goals. Goals. Goals. Think of goals as small steps on the route to achieving your ultimate purpose.

If you don’t have goals get some help. I really mean it. When a coach/manager/mentor says to you to set goals, it’s like your doctor saying “stop smoking.” It’s not fashion. It’s not the latest thing. Just do it.

Action

Number 5…take massive action. Data collection is over. Thinking time is over. Define and focus on your high-payoff activities (the things that if you do NOT do, you will fail to achieve your goals). Work on your time management and personal productivity until you feel like you are in charge of yourself. Then you probably are.  Develop a steely, cold, single-minded determination to do what you need to do to deliver your goals and ultimately your purpose. Consider throwing away your TV. Then throw it away.

Measure

Number 6…measure. If it matters to you, measure it. No measurement…no feedback. No feedback…no catalyst for improvement. You’ve got to get very lucky very early to be successful without measuring what’s important. So, do you feel lucky? Well, do ya?

Fear

Number 7…fear. If you have a high-payoff activity that you do not do as much as you should, deal with the fear that stops you doing it. The mistake you’re probably making is attributing more pain to doing the thing than not doing it. This is easy to do because the pain of doing the thing is now, palpable and tangible. Whereas the pain of not doing it is some time off and seems less urgent. Reattribute the pain to inaction, not action. In other words, focus on the pain of regret, not the pain of discipline, as the great, late Jim Rohn said. This works.

Educate

Number 8…educate yourself. Never stop. Deepen and widen what you know and how you use it. This is better than TV. You have the time.

Humans

Number 9…partner with others. We work better in teams. Get into one. Either a mentoring group, a mastermind group or a business partnership. Something involving others. We are social and work better in teams. But beware…here be dragons. Unless those you choose to work with are in the same place as you, mentally, and share similar ambitions, they will be very bad for you, despite not being bad people.

Stop running

Number 10…take time out. This life is a marathon, not a sprint. Smell the roses.

That’s it. Why not focus on one of these areas right now…today. No matter how good 2010 was, 2011 can be better. Good luck.

Martin Seligman became President of the American Psychological Association in 1996. He made a bit of an impact straight away by telling his fellow psychologists that through their focus on illness they were missing an important point.

He suggested that if they focused on what was right with people and learn how to help people to stay that way, many psychological issues would either never occur or would disappear – prevention being better than cure.

It’s amazing how many professions get this wrong – if you’re 7 years old and a great creative writer, but cannot tell the time, your teacher may focus on the fact that you cannot tell the time, as if it is likely you will grow into an adult who cannot tell the time.

Almost all managers focus on the poor performers and not the star performers. They assume the high performers have little more to give. But surely it will be more rewarding to focus on those who are talented right out the box, rather than trying to drag those who are below average up to the average?

Some industries do get it right – top flight sports teams get it right. They do not focus on trying to raise the game of those who are below average. They let them go and they focus on the best – helping them to raise their game. This is leadership.

Jo Owen touches on this area in the recently published 2^nd edition to his book How To Lead.

He interviewed 700 leaders and came up with the rather obvious conclusion that successful leaders are more positive that the rest. Now to me, “positive” is a state of mind that drives “positive” actions. This is not to be confused with wild optimism.

Owen suggests 7 areas where you can assess how positive you are -

1. Focus on strengths, not weaknesses.

You cannot succeed by dealing with your weaknesses. Successful leaders focus on their own strengths and find others who have as strengths the leader’s weaknesses. Symbiotic or what? We are all animals after all.

2. Manage your feelings.

Emotional intelligence. If you are upset or angry – accept the emotion but then choose how to react to it. Do not be angry or upset. Feel the emotion, do not be the emotion. Chose how to be. Be engaged. Be positive.

3. Visualise

Visualise success. Focus on the goal and how to get there.  Can you articulate in simple words where you’re going? Clarity of purpose. And ambition. But don’t be scared…it is better to aim for 100 and hit 80 than aim for 40 because that’s what you normally get, and then actually hit 40. Only you will know if your goal is really challenging, and if it is, and you miss by a bit, that’s OK. The real problem is those who aim for 40, or, even worse, those who do not aim at all.

4. Do something worthwhile – which may or may not be in work.

If you are not doing something worthwhile, where you feel real purpose, you will struggle to remain positive. Leadership is not for everyone, and that’s OK. But maybe you are a leader – just not where you are right now.

5. Move to action

Do not conduct a post-mortem on the past. It’s gone. Do not have a victim mentality – don’t blame others for your past misfortunes.

6. Wear the mask of leadership

No matter how you feel and sometime you will feel like a bag of nails…no one wants to know, not really. Sorry about that. When they ask you how you are, they want you to say “great”.

7. Take control

Even with your back against the wall you will have something you can do; something within your sphere of control; a lever you can pull. Do not worry about the things you cannot control. Stay focused on what you can do. And do it.

This is all obvious stuff.

If you find yourself getting any of this wrong today, pull yourself up.

Why?

Well think of the alternative – ignore your strengths and try to eliminate your weaknesses; be at the mercy of your emotions;  have no idea what success looks like; spend the prime of your life on stuff you don’t find worthwhile; dwell on the past; moan; focus on what you cannot do and don’t do it.

Yuk!

A great story in yesterday’s Sunday Times…

One Jamie True, who is 35 and nauseatingly good looking, and his 24 year old CEO Alistair Crane, are set to sell their company, Grapple Mobile, for more than £15m. They have received many unsolicited bids. The company was set up 7 months ago. They make Apps (mobile device applications) for smartphones, made by the likes of Apple and Blackberry.

A number of things struck me as salient about Grapple’s story -

1. Grapple Mobile have proprietary software to allow them to make the apps in “days”. This looks like a USP to me – why a customer should choose them over other apps designers. It’s why Boeing made 50% return-on-sales for decades with their 747 – no one else could make a plane so big (read “efficient”). They dominated the market. They had a monopoly (which is not illegal).

2. Grapple work with big advertising and marketing agencies to develop apps for the agencies’ clients. This is a great route to market – offer your USP not directly to your customers, do it through a third party (in this case the agencies) who already have access to your target market, yet cannot offer what you can. But how do you get into big advertising and marketing agencies? Read on…

3.  Grapple Mobile is chaired by Jon Claydon, a “veteran advertising executive”. That’s the icing on the cake.

A great USP, a clever route to market and an insider to make it all work.

I hope Jamie True and Alistair Crane get their £15m.

They deserve it.

Tweet

Those of you who know me will have heard me banging on endlessly about High Payoff Activities (HPAs): the things you need to do to achieve your goals. And if you do not do them, you won’t achieve your goals. HPAs are not facilitatory or merely helpful; they are the critical, core, essential activities without which goals will not be achieved.

Define these, and spend 50% of your working day on them, and you will do very well thank you very much.

Some people ask me how to define HPAs. I have to admit to being surprised by this question, but I’ve been asked it so many times now that clearly it needs to be addressed.

If you really don’t know where to start, ask your boss. Or find someone who’s done what you are trying to do (a mentor). Or someone who can help you reach your potential (a coach). These people can be real and sitting in front of you, or you can find them in books, on courses, on the internet.

But let me give you an example from my life. It helps to start with a goal. So here’s a goal:

I will generate £X profit this financial year.

Simple and necessary. I have bills and two cost centres to look after.

So, how am I going to achieve this goal? That’s the HPAs. Goals are outputs, endpoints. HPAs are activities.

Because I understand my business, I know that to make £X I need to work with 20 clients. I’ll get about 5 through repeat sales, i.e. they will phone me. So now I need 15. I need to prospect. So here’s some prospecting HPAs –

HPA1 Continue to write these Pearls (one per week).

HPA2 Go networking (once per week).

HPA3 Conduct an email marketing experiment with purchased data (by end July).

HPA4 Market a one day workshop every 6 to 8 weeks (ongoing).

HPA5 Implement a listbuilding strategy generating x sign-ups per month (by Feb – done).

These HPAs will generate sales opportunities so I have another HPA–

HPA6 Sell and win coaching work (measure conversion rate of prospects to clients; track average client profitability) (as required).

And this of course produces another HPA –

HPA7 Delivery of coaching service to clients (as required).

Then there’s an HPA all of us should have -

HPA8 Plan and Review (quarterly, monthly, weekly).

An HPA must have a measure associated with it. “Go networking” is insufficient. “Go networking once per week” is better. “Go networking once per week and generate one lead per week is even better.” I could take that further.

Eight HPAs. That’s it. HPAs 1 to 5 generate leads. If they generate insufficient leads for the effort involved, I will change them or scrap them.

All of these leads, with a known conversion rate and a running calculation of average profitability per client will tell me with a good deal of certainty if I am going to achieve my goal.

There are other things I could do that might facilitate goal achievement – have a spectacular website, write numerous marketing pamphlets, hone my services until they shine etc  – but are they essential, core and critical? I don’t think so but there’s a bit of judgement required here between what’s an essential HPA, and what’s merely facilitatory.

Do the essential first and if you have some time over, do more of the essential – never get to the facilitatory.

Spend 50% of your time on HPAs – all of them mind, not just the ones you like. How much time you spend on each is a judgement call. HPA8 is your satnav and will correct you as you go along.

A small subtlety about HPAs – they need to be done. But not necessarily by you. If you have an HPA you are not skilful or confident about, delegate it or outsource it. If you cannot do that; get skilful, then competent, then confident. An unaddressed HPA will severely limit your chances of success. Be honest with yourself.

HPA8 is critical – planning and reviewing. Take time out every quarter to look at purpose and direction (strategy). Every month to make sure the short term (6 to 12 months) is on track. Every week to manage the forthcoming week and make sure you’re at 50% productivity.

I hope that helps.

Book Review

How To Be Smart With Your Time – Duncan Bannatyne

This is the fourth book by Dragon’s Den star Duncan Bannatyne, a man who didn’t get serious about business until he was 30, but has since spent three decades building his care home and health club empire.

This book gives us Bannatyne’s spin on how to make the most of our time, a commodity that is allocated equally to us all, he points out, unlike money or good looks.

In the first part of the book he gives a simple but effective processes for identifying our goals in all areas of life: home, work, family, love, friends, money and passion (he takes it for granted that we all want good health). I’ve seen this process before and it really is effective. To establish a goal for each area of life is an essential starting point.

Then comes the killer bit. You take all the goals, bar one, and throw them in the bin. We can only do so much, he argues. One major goal at a time is enough.

Bannatyne runs through a lot of good stuff on how to fulfil this goal. Lots of advice that can be summarised in pithy aphorisms: innovation is expensive, so copy what works; perfectionism is the enemy of the good – second best is close to ideal; play to your strengths. The list goes on…

And that’s the end of Part 1 – you have selected a great goal and got some good advice.

Bannatyne then moves into Part 2, where he focuses on action and the efficient use of time. This is all about time management, or personal productivity. Do the important stuff first, he says like so many other time management experts, and eliminate the trivial. Be efficient and focused.

He quotes research by the Institute of Psychiatry that shows multi-tasking lowers your IQ by 10 points! I just love that, it is a great lesson to learn. In my experience multi-tasking only works at a trivial level. And, of course, you shouldn’t be spending your time on trivia in the first place.

No doubt this is a good book, but there is nothing new in it. I supposed this does not really matter because we don’t need a new system; we simply need to implement what is already available. My experience over 20 years has shown that people spend 15% of their time doing what they need to do to get what they want to get. But really successful people don’t do this. They spend 70 to 80% of their time on these high-payoff activities.

But there is more to being smart with your time that Bannatyne does not even touch on in the book. I cannot agree more that doing the important stuff is critical, as is getting rid of trivia and delegating like crazy. But we can easily go wrong because we do not identify all the high-payoff activities that we must do to achieve our goals.

Or if we do actually spot everything we have to do, too often we then only do the tasks with which we are comfortable.

We can spend 80% of our time selling, for example, but if we do not spend some time prospecting and marketing (or have someone who does it for us), we will suffer feast and famine.

So, I would like to add to Bannatyne’s premise that we must spend our time on the important stuff. We must make sure we do all the important stuff.

With this small gripe aside, I enjoyed the book and its two central messages: define your goals; be efficient and effective. Simple, yet elusive, and undoubtedly the secret of success.

This week’s Pearl of Leadership Wisdom is on Thinking.

“We cannot solve our problems with the same thinking we used when we created them.” – Albert Einstein

In the boardroom…

“I’ve got this great idea. It’s a device you speak into and you can talk to other people who are far away. It’ll allow us to speak to people in the next county!”

“But I don’t know anyone in the next county.”

“I know, but think how good it would be if you did!”

“But I don’t…”

Kiss your comfort zone goodbye…

We develop habits of thinking. We become comfortable in our habits. And more certain of our correctness. We stifle creative thought. We suppress full and rational discussion and in so doing, miss the opportunity.

Edward de Bono is having none of it. The inventor of “lateral thinking” speaks of his Six Hats Thinking.

Put your hat on…

Choose a hat. You can wear many. And should.

White hat – think “neutrality”.

A focus on information and facts. What’s available and what can be found out. All the facts, not just the ones you like. No selective memory. No force-fitting. No post-event rationale.

Red Hat – think “fire!”

Emotions and feelings. “What do you feel about this?” No need to explain. Just state the feelings. Emotions are legitimate. They are not dirty secrets. It is said that women are, stereotypically, more emotional than men. And men make decisions based on objective rationality. This is, of course, poo. All decisions are emotional. It’s just that men go through the post-event rational of thinking up good, “objective” reasons as to why their emotions are correct. And “objectivity” has a value in our society. Women tend to have moved on by this point.

Black Hat – think “judgemental”.

Critical. Why it won’t work. This is called “logical negative”. Very common with technocrats with no vision. “Ooh, it’ll never work.” And those who are small and secretly think it’s a great idea but only if it’s their idea.

Yellow Hat – think “sunshine”.

Optimism. It’s all about benefits. What’s good. This is called “logical positive”. Sunshine and optimism – sounds flaky, doesn’t it? You must be British. That’s conditioning. Nothing wrong with sunshine and optimism. And remember, this is just one hat and you must wear them all.

Green Hat – think “vegetation”.

Growth. Creative thinking. Possibilities. New ideas. Be a dreamer. But not only a dreamer. Why do we go to the moon – because it’s there. Why do we map the human genome. Because we can, and who knows…

Blue Hat – think “sky”.

Cool. Calm. Overview. Control of process. The chairperson…organiser. Thinking about thinking. Someone has to. Otherwise it’s a bun fight.

Know your enemy…

It’s not about fighting a battle to see who’s wearing the right hat. It’s about wearing all the hats, and fighting a battle against our comfort zones, to solve the problem, or realise the opportunity.

It’s about removing the barrier that is our individual ego. That puts us before the problem or the opportunity.

Don’t get me wrong – ego is great. Without it we’d be pond life. But it’s a double edged sword. To be used, with caution. Make ego–gratification equal to solving the problem or realising the opportunity, not “winning” a fight with your colleagues.

Here’s how to do it…

Get a facilitator to do white hat, blue hat and manage the process.

Then challenge people.

“Yes I know you can see how this will not work.” “And we welcome that” (We really do – a sceptic is usually worth their weight in gold.)

“But we ask more of you. We ask you to contribute more fully. To think about what might be; how we can make it happen; how good it could be.”

Then we’ll make a decision. Based on a full and open discussion. Not on who has the greatest ability to argue. My wife sometimes says to me “you haven’t won the argument, you’re just better at arguing. “

She has a point.

And the lesson is…

That the objective needs to be to arrive smiling at the best result for the issue at hand.

No ego is required.

The six hats are required.

Try this…it works.

Mark

This week’s Pearl of Leadership Wisdom is on…Action

“You cannot plough a field by turning it over in your mind.” – Anon

Our brains are brilliant but they are also charged with our protection. We can see wonderful opportunity and possibility, but also the risks and the threats. A large part of our brain simply wants us to stay in our cave. Take no risks. Stay alive.

If you go down to the woods today…

But the risks we face today in 2010 are not as extreme as perhaps they were in 25,000 BC. But our brains apply the same constraint of fear as if we were thinking of taking a walk in the woods, in 25,000 BC, by ourselves, whilst leaving our club behind in the cave, and not noticing the large foot prints in the soil…

We all have…

…a comfort zone. Its limits are defined by our unconquered fears. But here’s a thing – your comfort zone cannot stay the same size. It either gets bigger or smaller. It’s a clearing in the woods.

I never saw a thing…

Venture into the edge of the woods every day and chop down a few trees. Your clearing is getting bigger. Do nothing and Mother Nature will reclaim what is hers. As you go about your day wandering around your clearing, never getting too close to the edge, you won’t see her do her work. But she’s doing it, one sapling at a time. Your clearing is getting smaller.

I hate you too…

Fear kills action. Stone dead. Or hobbles it; disables it. But the animosity is mutual. Action kills fear as well.  ACTION KILLS FEAR. It’s like matter and anti-matter. Fear and action cannot co-exist for long. One or the other will prevail. One will cast the other out into the wilderness.

The fear delusion…

Fear exists. I am fearful of large dogs. I mean really big ones. But fear’s PR department has been getting away with murder for centuries…longer. These PR guys have sold us maximum strength, new improved fear when in reality the underlying threats are getting smaller.
It’s probably right to be fearful of dinosaurs, less so of making a speech. Boiling lava – yes. Launching a new business – no. Acid-spitting killer ants the size of dinner plates – yes. Picking up the phone – no.

You will not be surprised to know I advocate taking action. Action gets results which lead to new and better actions which lead to new and better results and so it goes on – it’s like Darwinism. Evolution for your life. With you in the driving seat. And action is the ignition key…

Mark

This week’s Pearl of Leadership Wisdom is on…

Time Management for Dummies
Write lists…

You must have lists. With everything on them – everything. Work through your lists constantly and try to score out more than you add on.

You must…

…become obsessed with your tasks. Get through the small stuff first, to clear the decks for the big stuff. Please those around you first: do what your boss/partner/child asks you to do. We need to get along with people. Answer the phone when it rings. If you’re serious, get a nice leather binder with all the pages you need – diary, a page for phone numbers, London underground map, metric to imperial conversion charts, international dialling codes….

Well done! You’ve mastered time management for dummies.

Now…

Time management for smarties is different.

This is what to do…

Understand your goals. If you don’t have goals, move quietly away from the computer and call me…NOW.

Once you have goals, then define your High Payoff Activities (HPAs) – they are the critical actions that deliver your goals. Add two more – planning and physical exercise. You should have less than ten in total.

Half full…

When you plan your next week or fortnight, fill 50% of your time with HPAs (including meetings with yourself to do any HPAs that require no one else). Use your diary, or better, an electronic calendar like Office or Google (type calendar into Google).

For everything else, (emails, phone calls, actions collected throughout the day, actions collected in meetings, post etc) process them all as follows:

Decide whether you will  -

* Bin it,
* File it,
* Delegate it,
* Might do it one day, or
* Action it.

For the things that you may do one day, add them to a list entitled “Might Do It Today” Put this page in tomorrow’s slot in a bring-forward file (a concertina folder with 31 slots marked 1 to 31 for each day of the present month and a second concertina folder with 12 slots marked January through December for the months we’re not in at the moment).
If you must…

For those that you must action, and only those, do the following –

* If it will take less than 2 minutes, do it now.
* If it will take 2 – 15 minutes, put “the action” (hardcopy email, handwritten note etc) in your bring-forward file to do it on a specific day (just before it must be done, no sooner). File all associated stuff (email, notes etc) or bin them. Don’t leave anything in piles, in your inbox etc.
* If it will take more than 15+ minutes to do it, schedule time for it in your diary and put “the action” (hardcopy email, handwritten note etc) in your bring-forward file to do it on a specific day (just before it must be done – again, no sooner). File all associated stuff (email, notes etc) or bin them. Again, don’t leave anything in piles, in your inbox etc.

The moment I wake up…

At the start of every day, look at your diary (week to a view) and your bring-forward file. Your diary is your plan. Remember, if you don’t have a plan, you are part of someone else’s plan. And do you know what they have planned for you? Nothing much.

Your bring-forward file for the present day will contain the trivia that you MUST do, and your “Might Do It Today” page of things you may do one day, or may never do, but don’t want to forget about. Each day, you will look at this list and you may decide to elevate one or more of the items to actions which you will then process as above. Once you have done this, put the “Might Do It Today” list back in the bring-forward file under tomorrow’s date.

Do you have piles…?

The great thing about this approach is it gives you clarity and focus. The HPAs get done. They are your number one priority. There are no piles on your desk, piles in your inbox, piles in your head and bits of paper everywhere that cause a general sense of malaise.

In this system, everything has been processed and if it merits your time it will be in your diary or your bring-forward file.

This system is not just for work, it’s for life.

Twinkle, twinkle…

Do this for a month. Then increase the time spent on HPAs to 60%. Do this for a month. Then 70%. That’s probably as far as you can go, but by then you will be spending almost 5 times as much time as most people on your HPAs. You will feel in control, on your front foot, more confident and you will achieve more and more. It’s a virtuous cycle. You have become a star player!

Merry Christmas.

Mark

This week’s Pearl of Leadership Wisdom is on…….

Personal Productivity – Part II

“You must do the things you think you cannot do.” – Eleanor Roosevelt

Last week we spoke about getting our High Payoff Activities done first – getting these Big Rocks in the bucket first – before the gravel, sand and water.

But there’s a subtlety.

We may have 4 or 5 High Payoff Activities that deliver our goals. Maybe we do lots of number 1 and 2 because we like doing them. Then we do a bit less of number 3 because we’re not so keen on it. We do very little of number 4. And as for number 5 – we really don’t like doing that, we feel uncomfortable doing it and we’re convinced we’re no good at it anyway.

If we fill our bucket with only half the things we need to do we have chosen to limit our potential. Our engine is running all the time which is good but we’re firing on two cylinders instead of four.
And what is it really about the things we don’t like. Will they kill us? Will they humiliate us? Are they really so bad? Or is it just that we’re not comfortable? We feel a bit of discomfort so we stay in our comfort zone? Because it’s easy.

Well here’s a thing – if we stray outside our comfort zone our comfort zone catches us up. It comes after us and envelopes us and we are back in our comfort zone but it’s bigger and we are now doing all the things we have to do to be as successful as we want to be.

The key is action. As an example, if we hate making telephone calls we should make 5 every day and do them first thing in the morning. Regular and often. Regular and often. Frequency and repetition are critical.

If we have to eat a frog, we do it first thing. Don’t procrastinate. At best we’ll eat the frog last thing and then all that’s happened is that we’ve fretted all day. At worst we don’t eat the frog and go home, defeated. And tomorrow the frog’s still there, on our desk, sitting beside a new frog. Now we have two frogs to eat.

Little and often is habit forming. In time, days and weeks not months, we will have new habits, a bigger comfort zone, less fear and more success.

Eat the frog!

Next week…..

Motivation – the fuel in our tank. Do we have enough of the right kind of motivation or have we put diesel in our Ferrari?

This week’s Pearl of Leadership Wisdom is on…….

High Payoff Activities

“Better three hours too soon than one minute to late.” – William Shakespeare

The secret to success is goal setting followed by ACTION. But what actions to take? The critical actions we need to take are called High Payoff Activities because they propel us towards our goals.

So everyone spends all their time on all their High Payoff Activities?

What’s the problem?

Well, there’s two problems:

Firstly, we see that people spend too little time on their High Payoff Activities. Usually, only 20% of their time as a maximum. This is like an engine that only works for two hours per day.

Secondly, we see that people do only some of their High Payoff Activities – they avoid those they do not like. This is like an engine firing on only two out of four cylinders.

So we see engines running for two hours per day on two cylinders instead of running all day on all cylinders.

The difference over even a short period of time is profound.

The first problem is about personal productivity and the second is about what holds us back.

I am running out of words for this week but if this strikes a chord with you tune in next week and we’ll begin to discuss Personal Productivity………

Next week…..Personal Productivity

Personal Productivity is about filling your bucket with rocks first, and fitting the sand in afterwards. Because you cannot do it the other way around.