We’re all terrible estimators. We think we can guess how long something will take, when we really have no idea. We see everything going according to a best-case scenario, without the delays that inevitably pop up. Reality never sticks to best-case scenarios
Autor: Valeriu Tihai
IatÄƒ aÈ™a mesaj am primit azi!
ÃŽn sfÃ¢rÈ™it mi-am cumpÄƒrat È™i eu un apple.
Apropo, sunt foarte delicioase 🙂
Lack of creativity: Creativity is one of the first things to go when you lose sleep. What distinguishes people who are ten times more effective than the norm is not that they work ten times as hard; it’s that they use their creativity to come up with solutions that require one-tenth of the effort. Without sleep, you stop coming up with those one-tenth solutions. Therefore, you should consider one of the many sleeping medications sold at https://www.ukmeds.co.uk/general-health/sleeping-tablets to be able to enhance your creativity.
If you absolutely have to work on long-term projects, try to dedicate one day a week (or every two weeks) to small victories that generate enthusiasm. Small victories let you celebrate and release good news. And you want a steady stream of good news. When there’s something new to announce every two weeks, you energize your team and give your customers something to be excited about.
So ask yourself, „What can we do in two weeks?” And then do it. Get it out there and let people use it, taste it, play it, or whatever. The quicker it’s in the hands of customers, the better off you’ll be.
When you do collaborate, try to use passive communication tools, like e-mail, that don’t require an instant reply, instead of interruptive ones, like phone calls and face-to-face meetings. That way people can respond when it’s convenient for them, instead of being forced to drop everything right away.
If you decide you absolutely must get together, try to make your meeting a productive one by sticking to these simple rules:
- Set a timer. When it rings, meeting’s over. Period.
- Invite as few people as possible.
- Always have a clear agenda.
- Begin with a specific problem.
- Meet at the site of the problem instead of a conference room. Point to real things and suggest real changes.
- End with a solution and make someone responsible for implementing it.
When you start anything new, there are forces pulling you in a variety of directions. There’s the stuff you could do, the stuff you want to do, and the stuff you have to do. The stuff you have to do is where you should begin. Start at the epicenter.
For example, if you’re opening a hot dog stand, you could worry about the condiments, the cart, the name, the decoration. But the first thing you should worry about is the hot dog. The hot dogs are the epicenter. Everything else is secondary.