April 14, 2008

Get More Done by Doing Less

Attitudes, Productivity

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work lessDoing any thing takes time – agreed?

We are limited to 24 hours each day – right?
So, the number of things we can do is limited by time – are you with me so far?

Most entrepreneurs respond to this truth by trying to do as much as they can every day. But what happens is they often mistake activity for accomplishment. Yes they are busy, maybe even efficient. But they aren’t as effective as they could be. I think they’re approaching this from the wrong end.

Choice is more important than activity.
If time (and the number of things you can do) is limited then what’s important is not how much you can cram into the day because by definition you can’t cram everything in. What’s important is what you choose to do and what you choose to leave undone. Choice is more important than activity. What if you could only accomplish one thing each day? Or even one thing each week? I bet it would be simple to decide what that one thing should be. But, I hear you saying, if I only did that one thing, then this wouldn’t get don’t and neither would this and this. Guess what? You’re right. But some things are not going to get done in any case (remember the 24 hours limit?). So shouldn’t the things that get done be the most important and the things that don’t get done be those of lesser importance?

Try it for a week. Pick one thing a day and accomplish, finish, complete, actually DO that one thing. At the expense of all else. A week later – revisit and see if it’s better or worse.

Bonus: This article gives some insight about the work routines of some pretty accomplished folks (from Beethoven to Churchill to Mandela to Al Gore). It’s surprising how little they DO to accomplish a lot.

Takeaway:

  • Do less

[tags]time management, productivity, gtd, management [/tags]

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About the author 

John Seiffer

I've been an entrepreneur since we were called Business Owners. I opened my first company in 1979 - the only one that ever lost money. In 1994 I started coaching other business owners dealing with the struggles of growth. In 1998 I became the third President of the International Coach Federation. (That's a story for another day.) Coaching just the owners wasn't enough for some. So I began to do organizational coaching as well. Now I don't have time to work with as many companies as I'd like, so I've packaged my techniques into this Virtual CEO Boot Camp.

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