Category Archives: Time Management

100-Day Challenge, Day 44. And about a ‘Cure’ for Stress.

13 Sunday Aug 2017

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This week I have been mostly exercising every two days, eating sensibly and producing like a dervish. I discovered that ‘being on holidays’ equates to ’90-120 minutes a day dealing with voluntary tasks’, in that two days of this week felt like I was one of those CEOs who claims to get a million emails a day. Every single one I dealt with generated two more, I swear. Hence this input on Stress.

Stress is self-imposed. (Cue anger.) Okay, let me temper that a bit.

On Monday I went to Cardiff Yes Group, a post-Tony Robbins event ‘alumni’ event where personal development lecturers keep the audience ‘on track’ with their commitments. All are welcome, and there are UK-wide events available.

The speaker suggested that (one of) the reasons for stress arise from overwhelm and an inability to cope with change and pressure because life/we/bosses etc haven’t allowed time for our neurology to get respite from the constant changes of direction (e.g. from interruptions like constant demands for attention from emails). That inability to cope can be genuine and physical, or it can be a perception. By that, I mean that the stress is all too real to the sufferer but if they weren’t so pressured they’d realise they could control it, if they only knew how.

In other words, the stressed individual says, “I have 101 things to do and I just can’t see a way to do it.” The individual with a control strategy says, “I have 101 things to do today and 8 hours in which to do them. Do-able.” That is 480 minutes – about 4.5 minutes a ‘thing’, and for every ‘thing’ that takes a minute, that rate expands.

Time management might seem like a management cliché but in my opinion, from years of applying it, time management properly taught, accepted, encouraged and applied is an absolute – yes, absolute – cure for stress.

Please understand, I am not talking about stress resulting from trauma, accident, disaster, relationship failures and so on. That’s different, even if some relevant TM training can help. I am talking about task overwhelm in work and in the home.

Charles R Hobbs, in his epic book ‘Timepower’, suggests that high self-esteem is served by the ability to be in control of events. I am fairly confident when I suggest that those with genuinely high levels of justifiable self-esteem (as opposed to ego) rarely suffer from work-related stress. And that is because they are, or they feel they are in complete control of what’s ‘appenin’, OR they know that they can take control – even of the unexpected. They have techniques and approaches that enable that control.

In the mid-1990s I had what I call ‘an episode’ where this 6’ tall, macho, fightin’, drivin’, chasin’, action-man copper left a boss’s office in tears and went home before his shift was due to start. (Short version, I think it was slow burn.) Fortunately, I had been reading The 7 Habits and books like Timepower for years. I went home, took the wife and kids out for a family meal, and took stock. I recognised that what was happening was a stress build-up.

Then I took control and decided what I was going to do about the situation. I was back at work within 48 hours asking for what I needed to regain control. And got it. Never happened again.

We all know of people who do the tears thing and aren’t seen for months. They lost control and didn’t or couldn’t get it back, and that was because they didn’t know that there was an alternative to pills.

Values-based time management – might not be penicillin but by all that’s holy it’s a damn good treatment for what ails a lot of people.

Try it out. My book or theirs, you decide. It’s you who controls your decisions if you want to.

 

100-Day Challenge: Day 37. What can YOU do in 20 mins an hour?

06 Sunday Aug 2017

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Yup. Reading the PMS daily does make a difference: I exercised after work daily, and spent the week finishing my planner pages with ticks all down the page. Lost some weight, got fitter (a bit, it’s only a week). Couldn’t ask for more.

Or could I?

Some friends have often asked how I manage to run an Institute, give driving advice, run a speakers club, do the social and side-business that those commitments entail, write a couple of books and compile this blog.

I, on the other hand, ask them how they manage to get so much done because my perception is that they are constantly being, doing and having a better social life than me, and their homes are pristine. (Occasionally it occurs to me that their houses are spotlessly clean because they’re never in them.)

When it comes down to it, the difference must be in the way we choose to spend our time and what lies behind how we choose to spend our time.

I’m not judging – the way they choose to spend their time and money may be different to how I do those things, but that doesn’t make either side ‘wrong’. It merely provides tangible proof that the things we value are different. Alternatively (and this is a bit deeper), our values are the same but the way we address those values is different.

For example – and see which side you fall – whenever I have conducted a values exercise I can be absolutely sure that for those who are parents, ‘Family’ always come at or near the top of the tree. And I look at the room and I see people who work 80 hours a week and who rarely even see the family that is so important to them.

Then I reflect on that values definition, and realise that while my value of family is defined to include ‘presence’, their value of family might just as easily (and validly be defined as ‘providing for their needs and wants by working hard to get the money that pays for them’. So we act differently on what we value to be important.

And what we ‘do’ takes up ‘time’. What I do to take up my time is write and serve the organisations I have joined. My friends spend their time differently – for example, running around after their children helping them learn, play, perform and so on. Which is something I used to do but now my kids are adults. What I do now is not necessarily what I did then. And I forgot!

How we spend our time is a reflection not only of our values but also that of our current situation – our obligations, duties, interests, and so on.

I get a lot done because I prioritise and plan my time. As a result, the reason I appear to watch so much television is because I have the time to do that. And said television is so predictable I can read a book or ‘do’ Facebook at the same time. (20 mins of adverts per hour helps. It’s amazing what you can get done in short bursts.)

Learn values-based time management. Apply what you learn to what you truly value. See if you can do more of what you value, less of what you don’t, and still get the things done that need to be done.

It is possible.

Buy My Book HERE. Read the opening pages at ‘Look Inside’. Available in Kindle or Paperback.

 

100-Day Challenge, Day 12. If you’re tired – work even harder?

12 Wednesday Jul 2017

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I don’t think it is a scientific fact, but I believe that the best time to run is when you least want to, which probably extends into the philosophy that the best time to do anything related to self-discipline is when you least want to do that ‘anything’. There is scientific research that suggests that just as overextending a muscle increases the strength of that muscle, over-extending one’s willpower (self-discipline) increases the capacity of that willpower, over time. For that reason, going to the psycho-gym is a good idea (provided that by ‘psycho-gym’ you don’t mean attending a Dexter-led Course in dissection of other human beings).

So, go me, because I really did not want to run until about half a mile into today’s effort. And like many personal development experts agree, I felt a lot better after I’d used up a couple of hundred calories.

Yesterday was the opposite – I didn’t go for a run and, oddly enough, after I didn’t go for that run I did NOT feel better at all.

Other goals also got ignored yesterday, while all my goals have been worked on today. Extrapolating that, one wonders if the mere ‘existence’ of activity begets further activity. This fits in with academics being well-informed in multiple disciplines in addition to their specialisms; people writing while speaking while travelling while having happy family-lives; and other examples of massive productivity by already busy people, which puts the rest of us to shame.

The busier one is, the busier one can get. The more chilled one is, the worse one feels about even the smallest of tasks. I can even attest to that being true – I can sit around with no tasks allocated to me, bemoaning that lack of work – only for the genuine emotional response that when a piece of work suddenly arises, I am being interrupted!

This is why busy people are the ones to ask to do more work – because they can, while the unproductive will fight the imposition so much that you give up on their ever doing it.

In conclusion, therefore – in order to avoid being tired, get even busier!

Raise YOUR Standards – don’t lower or adapt them to those of others.

02 Sunday Jul 2017

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Judicious and tasteful intelligentsia who have gone to my mission page will note that one of my objectives is to “perform with a view to achieving meaningful outcomes, through excellent personal performance and the pursuit of ever higher standards”, which is something we all tend do when it comes to our working lives if we want to keep our job, or get promoted or a pay rise. One thing came to mind when I wrote that.

The first is that although we do exactly that ‘at work’ and therefore ‘when we are being paid’ – or when it is a hobby that engages us – we all have a tendency, at knocking off time, to not just knock off our work. In addition to ‘knocking off’, we kick off our shoes and metaphorically kick off our standards.

Of course, my own favourite example is demonstrated by the fact that in work we have to be focused and direct and we have to perform. Then most people walk out of the door, sit in their armchair, lean on the window sill, and with one finger steer a ton of metal at up to 80mph surrounded by other lazy bast4rds doing the same, ALL of them expecting the OTHERS to perform at a high level of skill while we, ourselves, just chill.

My favourite question in IAM lectures is this – what if you were en route to Ibiza and you looked into the aircraft cockpit to see the Captain with his feet on the dashboard, finger on the controls and gabbing on his mobile phone? Of course, HIS standards have to be complied with, while your own are negotiable.

(Don’t get me started on speech patterns, poor grammar and dress codes.)

Read closely: Your own standards are, or are seen to be, a reflection of how you see yourselves and, like it or not in the PC world we live in, they reflect how others perceive you.

I am amused by the directive that we should not stereotype people, when I see an adherent to the Green agenda with lank hair, ill-fitting clothes and a weather-ravaged persona. The same goes for pop stars (scruffy and unkempt but after a LOT of effort to look that way), young bankers (shiny suit, skinny tie, brown pointy shoes), ex-Army officers (country-gent shirt, moleskin trousers), women seeking ‘natural beauty’ and ‘gender respect’  (while paying hundreds to look like the wastrels from the US reality show whose name I will not type), and so on.

We stereotype OURSELVES.

Which brings me to self-leadership. Self-leadership means creating your own high standards and complying with them – not blindly following somebody else’s. It means deciding that you are one congruent individual all of the time, not a ‘professional’ 9-5 and a scruffy tw4t after work. It means acknowledging and accepting that certain standards benefit us all, and complying with them for the good of everyone.

(And acknowledging that the risky overtake or lane change on a roundabout that might have killed you just saved you the time it takes to unplug your phone charger when you arrive at work and try to park in your desk space. It didn’t even save the waiting time for the lift.)

Raise your standards and then strive towards keeping them. (No, it is not easy. Try anyway.)

 

100-Day Challenge, Day 2.

Yesterday went well. I started running again without injury, further than I expected given the time I have had off. I didn’t have lunch, although that was more by accident than design. And I did everything on my task list and still had time to relax. It is now 1030am and I am well into today’s list, too.

I have discovered a new approach to my planning, using the FranklinCovey 7 Habits Daily Planning System.

As you can to see, the prioritised daily task section on the left is divided into three headings. I guess it is so designed to allow people to separate work, personal and ‘other’ tasks.

I use it to divide the list into The Three Resolutions headings. Top section is the disciplines (mainly physical); the central section involves character and competence e.g. studying, exercising the mind, becoming better; and the lower section is a list of the services I provide. But as my book says, doing all these things serves improving in all three areas – the more disciplined I am, the better my character and the greater levels of service I can provide. The more organised I am about planning, the more time and better attitude I have towards the disciplines. And so on.

That’s m’new method. Let us see if it works as well as I hope.

Turn Over My New Page

12 Sunday Mar 2017

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Walking my dog along the river is a four-times weekly opportunity to (a) moan about the fact it is supposed to be my son’s dog and (b) listen to audiobooks. Today I was re-listening to David Allen’s ‘Getting Things Done, the time management classic which is one practical alternative or support to the deeper time management advice provided by Hobbs and Covey in their classics on the subject.

Today I was caught by a comment by Allen about values. He suggests that our focus on values, far from being a route to happiness as described by others, is in fact fraught with danger. It is fraught because that values-focus reminds us that we have so much ‘work’ to do in order to comply with our values – which in turn diffuses that focus and makes us feel as if we are going nowhere. He suggests, I suppose (try concentrating when your dog demands attention), that we should focus on tasks and thus comply with the values, rather than try to focus on the values themselves.

To paraphrase:

  1. Covey/Hobbs: Focus on the values and create tasks and goals that fulfil them.
  2. Allen: Focus on the tasks and hope/intend that they fulfil our values, and therefore us.

In one sense, while both have merit, neither is complete (and I believe neither of the authors would argue differently) because regardless of our values, we live in an interdependent world which won’t allow us to ‘only’ do the things that comply with our values. We have to do tons of things that we don’t w ant to do, don’t like and would avoid if we could. These things are usually known as ‘work’ in the professional sense and ‘family commitments’ in the personal sense. (“Oh, another parents’ evening – joy….”)

Which takes me back to my 26th Feb blog entry, which in a way leans slightly towards the Allen perspective. If you can’t design your life around your values – and few can – then you are compelled to identify ways in which the values you have, serve the tasks that are imposed. That way, if you have a job you don’t want to do, at least in doing it you can comply with your values of Service, Excellence, Duty, etc. This means fulfilment even though, in the first instance, you would not have thought fulfilment possible.

However, you can only know you are doing that IF you know what your values ARE. I have created a new page in which I have re-created that portion of my book which tells you how to do that. Take an hour this week to identify your personal values. It’s incredibly informative.

I very dare you.

Your Weekly Reminder.

05 Sunday Mar 2017

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All too many time management books make two mistakes. They are mistakes that quite probably result in a surprising amount of wasted time, and they are mistakes that quite possibly cause the first stress-virus injection of the of the day. The mistakes are that they:

  1. Advise that one should plan one’s day at the start of each day.
  2. Almost always focus solely on the achievement of the reader’s personal goals.

Those of us in the know have a different philosophy. We plan at the start of the week. There are a few good reasons for this. To stretch the injection metaphor further, let’s call them inoculations.

Inoculation 1. At the start of the week (or, if you are like me, at the end of the ‘old’ week), you set aside a time and place for the planning process. This means that instead of already being in work and surrounded by pressure, you are in a calm place of your own choosing.

Inoculation 2. You look at your set of written down values, your mission statement, your roles and your goals. This puts you in a frame of mind that invites the establishment not just of direction towards achieving your own goals, but also to reminding yourself that in execution of all your roles, your compliance with your personal mission/values will help you serve others in the achievement of their goals, too. Thus, you plan your week in the context of your whole life – work, family, community, etc. In other words, in a whole life perspective.

Inoculation 3. You don’t only make a list of to-dos. That is a way of creating excuses because you’ll do the easier to-dos rather than the effective to-dos. No, what you do first is you decide what goal- and work-oriented tasks you have (and I include appointments as tasks in this context), and then you decide when, in the next week, you will carry them out. You plan the appointments, of course, but you can also schedule those other important to-dos by day, or even by specific time of a specific day. If you routinely do this at the start of the day, each day, what you tend to have is a mental image of a limited amount of time to decide how you’re going to do ‘EVERYTHING!!!!’

Inoculation 4. As far as is humanly possible, do the things you decided to do, when you decided they’d be done.

Having done all of that, think about the result. You have a schedule that you designed, which tells you when you have decided things will be done. Now, of course stuff will happen to threaten the plan, but you won’t have the stress of juggling everything – in fact, you will probably know how to manage that stuff around your set priorities, because of the plan. You are in control, stuff isn’t.

To break it down into smaller parts, the plan is:

  1. Get settled, then reconnect to what’s important to you.
  2. Look at all of the roles you perform.
  3. Set goals for each of the roles you intend to perform this week.
  4. Schedule those plans.
  5. Execute the plan.

Sometimes, genuine emergencies will arise, and it is then, and only then, that you should plan every day. Plan weekly, adapt (if you have to) daily.

And at the end of a week, have a long hard look at yourself and decide if it all went as well as expected. You’ll usually find that it did.

For more, get this, HERE.

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You are NOT obliged to be stressed unless you wish to do so……

26 Sunday Feb 2017

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Let’s start with a quick agenda.

  1. Stress is self-induced. To a degree.
  2. Stress is a chosen response to stimuli.
  3. Work creates stress.
  4. We chose our work.
  5. Therefore, WE have to change to reduce stress.

The YB12 ‘Best Year Ever’ process includes, as do many training programmes of its ilk, input on overcoming stress. Like Canfield, Covey and others, we suggest that stress is often the result of our response to an event. The psychologist Dr Robert Resnick created the formula E+R=O, where E is the Event; R is our Response to the Event; and O is the Outcome. The premise is that events tend to be outside our control, while responses are wholly within our control. Maths students already see how the only way to change O, given that E is a constant, is to change the value of R.

People who suffer from stress have not, either deliberately or passively, taken control of R. There may be perfectly good reasons why that is, but there it is. It could be fear of an imagined result (as all results are imagined until manifest); or it could be a response to a real threat (although the assumption that the threat will come to pass or only have one outcome is within our power). Either we take control of it, or it takes control of us. We can decide how we face it, even if we cannot alter the course of the event. We decide, deliberately or by accident, to be stressed – or not.

Traditionally, work is the primary cause of stress, usually for the reasons given above. An unwanted consequence of ‘work’ causes tension, and we buckle at the thought of the negative consequence if we fail, don’t do enough, the results aren’t favourable, and so on. It can also be the sheer drudgery or perceived pointlessness of the work, or the repetitiveness of it.

Work, as a rule, is something we have chosen to do. We work bloody hard at getting a job, jumping through hoops in order to be posted to a role we want.

The point I am (finally) getting to is this: as we chose our work, and as we can choose our response to the ‘stresses’ (small ‘s’) of that work, we needn’t be stressed IF we look at our tasks in one of two ways. They are:

  1. Love your work.
  2. If you can’t love your work – love HOW you work.

I can best illustrate this concept by illustration. I was once tasked with some real drudgery in a role I HADN’T chosen, but one which it was felt I was magnificently competent to do. (My own fault.) I hated it for a number of reasons, which space won’t allow me to state.

But one way of overcoming the stress that resulted (and I was on the verge of collapse at one stage, I assure you – even I was surprised) was to challenge my productivity. I like measuring my productivity, so instead of ‘I have to do all this stuff’ I decided to think, ‘How much of this stuff can I do in a day?’

In the end, my record was 1,000 ‘tasks’. I admit I don’t ever want to do that again – I was knackered – but how ‘stressed’ was I when I told everyone what a lot of work I had achieved that day? Not at all. I had won, the tasks hadn’t.*

Look at the job you worked hard to obtain, but which now irks you. What about that work could you take control of so that YOU ran IT, instead of the other way around?

Do that.

 

*For more on that story, buy my book Effective Time and Life Management, available in Kindle or Paperback form from Amazon at that link.

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Values-based Time Management Means Achieving the BEST Goals.

19 Sunday Feb 2017

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“If a goal isn’t connected to a deep ‘why,’ it may be good but it usually isn’t best.” Stephen Covey

I hereby truly and solemnly declare and affirm that I want to run a marathon.

That is a true statement. Deep down I want to be able to say that I ran a marathon, that I did it in less than 4 hours, and here’s my medal on display in the cabinet with my bronze swimming certificate.*

Yes, as far as running a marathon is concerned, I really want to run one. But I am not prepared to make the effort.

The reason I am not prepared to is because such a goal is often a dream that is planted by the achievements of others, by a desire to demonstrate a high level of physical fitness when such a level is not necessary for achievement of any of my other goals, and ultimately by ego – I want to brag about it.

Let me emphasise – they would be MY motives, and if you want to do a marathon for truly personal, deeply emotional reasons you go ahead and do it, and good luck. I am not here to tread on your dreams.

The point I am making is that achieving someone else’s goals, or seeking achievement for reasons of ego, probably won’t result in the deep happiness that comes from achievement pursued for truly personal, deeply impassioned motives. On the other hand, if achieving those goals is a means to a better end and not ends in themselves, the passion for those longer-term outcomes will help you achieve the smaller steps on the road to that greater success, the success you really seek. And let’s face it, you’ll be fitter and better able to enjoy that success (provided you haven’t crocked yourself in the process). And the greater success will be the one that serves your values system.

Seeing the goal as something which serves your values is the essence of values-based time management. Selecting a goal that doesn’t dovetail your values system is futile – you won’t do it, or you will detest every moment spent in striving for it, and UN-happiness is not a normal pursuit, is it? (Masochists excepted.)

I suspect that a 10k running ability is ample for most of us who don’t enjoy sport for sport’s sake. If you can run 6 miles in an hour and have a sensible diet you’ll be fit enough for most professions. If you want to get fit enough to achieve your other goals, decide on a sensible level of fitness, pursue that, and spend the rest of the time on the actual objective.

Spend as much of your time as you can on getting the result you seek, and a sensible-but-lesser proportion of time on the ‘side-issues’ that serve that objective. Plan your time so that you maximise the likelihood of achieving the (your) Main Thing, without spending too much time on achieving side-goals that will serve the greater objective but aren’t goals in themselves.

It’s a fine balancing act and using a suitable, personal planning system will help. In that, you put your Mission and Goals to the fore, and plan to spend as much of your time not on ‘shoulds’ or ‘coulds’, but on MUSTS. The other two can be fitted in around them.

And be careful that those ‘shoulds’ and ‘coulds’ don’t become excuses for procrastination! (Next week’s subject.)

*I don’t have one of those, either. I am not a fish and if I am going two miles on water, I know people with boats.

 

For more on Values-Based Time Management, go here, or go to the Books page on this site

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Don’t learn TOO much. Find ‘The Way’ that works, then ignore alternatives.

12 Sunday Feb 2017

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I attended a talk last Monday by an excellent speaker, Jamie Denyer, whose presentation included a sobering observation. Once I got past his odd clothing choice – a bit hip-hop for a grandfather living in Swansea – I really enjoyed all of his talk, except that sobering bit. The sobering bit thrown right at me, personally. At least, I thought it was personal. I thought it was personal because the cap did fit and I had to wear it.

He described the individual who buys a personal development book, avidly reads it to the last page, then puts it down and “waits for the magic to work.” Then, when it doesn’t work because they aren’t applying it in a disciplined fashion they go out and buy the next one – and repeat. Then they repeat ad nauseum. He said that this is referred to in the trade as ‘shelf-development’, in that your book shelf gets fitter by holding up all your books.

Ouch. You should see my collection.

When I give talks on self-leadership (yes, fraudulently to some degree), one of the things I tell people is this.

  1. Choose your self-help book carefully. (I recommend The 7 Habits or Awaken the Giant Within, plus a couple of good time management books.)
  2. Apply the content religiously and don’t buy any other book!

There is a personal reason that I do this. I will sit there and read one of my books. I will then think, “This is the system I will now apply.” I will then see another book, listen to another trainer, see a new form, or just have something come to mind when I am walking the dog, and I start to think about how I will apply that instead of what I was already (supposedly) doing. As a result, instead of ‘doing’ I am perpetually ‘thinking about doing’.

The daft thing is – and Stephen Covey wrote about this in The 8th Habit – they are all saying the same thing.

  • They ALL say that taking responsibility for our thoughts is the key to a directed, patient, principled life.
  • They ALL say that having goals and a sense of direction towards a passion is key to a successful life.
  • They ALL say that relationships are important.
  • They ALL say that looking after your body enables success in the former three endeavours.

BUT they all have subtly nuanced alternatives to how to apply the philosophy to the discovery of a purpose and how to define goals.

I have suggested before that success is created by application of self to a simple philosophy.

  1. Know what you want.
  2. Manage your time accordingly.
  3. Communicate with clarity – in and out.

After that, it’s all about method, system and practices. For me, I always come back to Covey’s template because I understand it so well, teach it in schools, and absolutely believe in the systematic approach and principled teaching that it is. You could choose Canfield’s, Robbins’, Ziglars, Hobbs – whoever you like.

But just pick one. It leaves the mind clear for the important stuff. Then apply it with discipline.

Lift the fog, then you can go much faster.

05 Sunday Feb 2017

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In his audio programme, ‘What Matters Most’, author and speaker Hyrum W Smith describes the following situation. You are in your car, alone, driving along when, without warning because you weren’t paying all that much attention, you find yourself entering a thick fog. It is all-enveloping; like a pilot flying into cloud who loses all sense of up and down or right-way-up, the depth and intensity of the fog means you lose all sense of where you are. You can barely see in front of you despite your summer-time use of fog lights, and you have no reference points ahead, to the side or behind that can help you.

Immediately, you brake but still concern yourself whether what is behind will collide with you. You slow, terrified that something unidentified and ahead of you will threaten your personal safety. You are now in a dead crawl, almost stopped. Your progress is extremely limited, if it exists at all.

Suddenly the fog lifts. Now you can see where you are going, in absolute clarity. The way ahead is clear. You start to accelerate; you make headway and your mind is now free from the clutter of fear. In time, you reach your destination.

Is your life occasionally just like that?

Do you sometimes lose all sense of direction and find yourself slowing to a dead crawl, wondering what you are for, where you are supposed to be going, even convinced that even when you DO know where that is, you are never going to get there? And when the opposite applies, when you really know what you’re heading for and how to get there, doesn’t life feel great, like you have the moon on a stick and nothing can spoil things?

High self-esteem comes from knowing what you want, seeking it and acting in a fashion that is wholly congruent with what you believe. The opposite is an experience many of us have, where what we are doing is absolutely not what we want to be doing, or (worse) the values of those for whom we are expected to do it are in conflict with our own.

I know I have seem people I respect and admire start to follow a ‘political’ path that is wholly out of kilter with how I thought they were, and knowing that they were in conflict with those beliefs meant I was having to spend time challenging my own in order to work for them. Instead of working towards the vision and with the values I thought we both had, they fogged things with ‘political sensitivity’ and our attention and activity were diverted and slowed.

This was a hateful place to be. Situations like this mean you start work for pay instead of passion, when the economic realities of life are the only thing stopping you from telling your employer to stuff their hypocrisy and their job. It’s when work becomes a chore instead of a vocation.

A failure, or environment-imposed inability to act in keeping with your values and personal vision causes the worst, densest, vision-spoiling and therefore dangerous fog that could ever be.

Smith’s example illustrates just how important Vision actually is. The contents of my two books, Effective Time and Life Management and The Three Resolutions, include some serious arguments for developing your own sense of purpose. Or Google values-based time management / mission statements/ values clarification and read more.

Please. I don’t want to collide with you because of your own fog. I have enough challenges dealing with my own.