What Thought Leaders Are Saying about the Perfect Day...
Transcript of What Thought Leaders Are Saying about the Perfect Day...
What Thought Leaders Are Saying about the Perfect Day Method “PierreKhawanddemonstrateshow simple visuals cannotonlyhelp you
navigate a "perfect day" but also help him explain the concepts behind
workinginshort,productiveburstsofattention.Hisvisualdepictionofthe
"ResultsCurve"is,literally,eyeopening.Ilovehisargumentforusingpaper
journalstoanchoryourprogress.”
‐‐DavidSibbet,BestsellingAuthor,PresidentandFounder,TheGroveConsultantsInternational
“ThePDMapproachhelpsmecreateaconsistentstructureandprocessfora
multi‐tasking,multi‐lingualandmulti‐projectworkenvironmentthatoften
defiestimezones.ItisaneasymethodtointegratewithmytoolsasIalways
carryanotebookformyideasandthoughtsthroughouttheday.”
‐‐ Karina Jensen, Practice Director, Centre for Leadership and EffectiveOrganizations, Professor, Global Innovation and Leadership, NEOMA BusinessSchool,France
"Inaworldsaturatedwith inputsand information,weneedsomethingto
cleartheclutterandfocusonwhattrulymatters.Pierre'stime‐testedtactics
willhelpyoudojustthat,inshortpowerfulburststhatadduptosignificant
accomplishments.Read thisbook,practice theprinciples,andwatchyour
worktransform15minutesatatime."
‐‐JennyBlake,authorofPivot:TheOnlyMoveThatMattersisYourNextOne
"Behindeverysuccessfulstrategicplanisanintensefocusonexecution.The
Perfect15‐MinuteDayMethodenablesteamstoreachtheirstrategicgoals
15minutesatatime,providingindividualsandorganizationsacompetitive
advantage in today's information deluge. In addition to step‐by‐step
instructions, thebookdemonstrateshowkey elementsof themethodare
supportedbyneuroscientificresearch.Amustreadfortoday’sexecutivesand
theirteamstoavoidscatteredmindsandexecutetoachievetheirstrategic
goals.”
‐‐AdrianC.Ott,Award‐WinningAuthor,The24‐HourCustomer,CEOExponential
EdgeInc.
“AsapsychiatristwhospecializesintreatingADHD,Iknowtheimportance
ofstructureandthevalueoftoolsthatcanbeusedtocreatethisstructure.
This book providesan excellent tool to structure one’s time.Unlikemost
books tackling timemanagement issues, thisbookgoesa step fartherby
addressing not just the mental, but also emotional factors affecting
productivity.
“MyADHDpatientsoftenexperienceoverwhelmwiththeirto‐do lists.
Thismethodgivesamuchneededstructuretoaccomplishthesetasks,ina
manageableway.”
‐‐AliciaR.Maher,M.D.,BoardCertifiedPsychiatrist,SubspecialtyBoardCertified,PsychosomaticMedicine,AkashaCenterforIntegrativeMedicine,SantaMonica,CA,UCLASchoolofMedicineClinicalFaculty
What Users Are Saying about the Perfect Day Method “[I] can finally remember what it is like to love my job again!”
‐‐RachelUngar
“Ibecamemoremindfulofwhat Iwasdoing throughout thedaywithout
beingaslavetotheclock.”‐‐JulieMeyer
“Ibecamemoreawareofhow Igetdistractedand learnedsomeways to
limitthedistractionsandtoresistthepullofe‐mail.”‐‐AnnT.
“Biginsights[fromthemethod]werethevalueofmakingyourto‐dolistand
actionsvisibleandbecomingmoreawareofhowmuchtimethingstaketo
do.”‐‐SusanTempleton
“[Themethod]helpedmeprioritizeandfocusonthethingsIreallywanted
togetdone.”‐‐AudreyPlough
“[Themethod]providedmewithgreatclarityonhowI'mspendingmytime
duringthedayandwhereItripmyselfup.‐‐AmyKoh
“Itissimpleanddirectenoughtobeusefulallthetime.”‐‐RosanneBelpedio
“[Oneofthetopthreebenefitsofthemethodis]gettingthingsdonethatI
mayhavebeenprocrastinatingon.”‐‐JeffFanselow
“[Igained]asenseofcalmandcontrol.”‐‐KatieUckele
“Totalsuccess”‐‐TiffanyConn
© 2016 OnTheGo Technologies, LLC. All rights reserved.
Nopartofthisbookmaybereproduced,storedinaretrievalsystem,
or transmitted, in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without the prior written
permission of the publisher except in the case of brief quotations
embodied in critical articles and reviews. All rights reserved. For
information or bulk orders, please write: OnTheGo Technologies LLC:
info@people‐onthego.comorvisitwww.people‐onthego.com.
Allproductnamesandservicesusedinthisbookmaybetrademarks
and/or registered trademarks of their respective companies. All rights
reserved.
ISBN‐13:978‐1532783814
ISBN‐10:1532783817
About Pierre Khawand Pierre Khawand has more than twenty years of experience in the
software industry. He has led several technology ventures, completed
successful mergers and acquisitions, and founded People‐OnTheGo in
2001.HisAccomplishingMoreLeadershipProgramhelpstoday’sleaders
develop the awareness and behaviors needed to focus on results and
developpeople inthemidstof the informationoverload.Hisbestselling
Accomplishing More With Less workshop is enabling today’s business
professionalsmakebreakthroughsintheirworkandpersonallives.Pierre
holdsaMaster’sdegree inEngineeringfromtheUniversityofMichigan,
andhascompletedseveralExecutiveEducationprogramsattheStanford
Graduate School of Business (Stanford California). When not tackling
productivityissues,PierreenjoyshikeswithhiswifeandfriendsintheSan
Franciscoarea,aswellasTaiChiandArgentineTango.
Also by Pierre Khawand TimeforLeadership
TheResultsCurve
TheAccomplishingMoreWithLessWorkbook
AccomplishingMoreWithGoogleApps
TheNewNewInbox
ThePerfect15‐MinuteDayJournal
Acknowledgements First,IwouldliketothanktheearlyadoptersofthePerfect15‐Mintue
Day Method who contributed tremendously to the refinement of the
methodandwhohelpedusconfirmthatthereishopeformanagingthe
overload,feelingcalmerandhappierintheworkplaceandbeyond.
SpecialthankstothePeople‐OnTheGoteam,especiallySarahTangfor
her dedicated effort in research andwriting, and her valuable insights
throughoutthisjourney,andKatieUckeleforherextensiveresearchthat
helpedsupportthemethodeverystepoftheway,andClaireDonaldsonfor
helpingmakethebookvisualanduserfriendly.
Lastbutnotleast,thankstomyfamilyandfriends,whosesupportand
engagement have beenmost instrumental to the completion of this yet
anotherexcitingjourney.
IhopeyouenjoyreadingThePerfect15‐MinuteDay and take these
habits to your work and personal life to create accomplishments and
happinessforyou,yourteam,yourorganization,andyourcommunity!
Table of Contents
Chapter 1 Getting started ...................................................................... 1
Chapter 2 The Results Curve™ .............................................................. 25
Chapter 3 The Perfect Day ................................................................... 37
Chapter 4 The E-mail Task ................................................................. 54
Chapter 5 MicroPlanning™ .................................................................. 66
Chapter 6 Thoughts about Things to Do ............................................. 76
Chapter 7 Thoughts and Emotions ..................................................... 86
Chapter 8 The Awareness Wheel ........................................................ 103
Chapter 9 External Interruptions ....................................................... 125
Chapter 10 End-of-Day Reconciliation ............................................. 137
Chapter 11 Mindfulness @Work ....................................................... 145
Appendix: More Offerings from People-OnTheGo ............................. 159
1
Chapter 1
Getting started
2
We live in a world of overload, no doubt about it!
Unlessyouhavebeenonsomeotherplanetforsometime,youalready
knowandfeeltheoverloadinsomewayoranother:toomanye‐mails,too
3
muchsocialmedia,toomanycompetingandchangingpriorities,toomany
interruptions.Worse,weare led tobelieve thatweneed tokeepup, to
speedupinordertosucceedinthemodernworkplace.1Asaresult,our
minds are overwhelmed and scattered. Studies show that work in an
interruptiveenvironment,whetherornotthoseinterruptionsarerelated
toourwork,increasestheexperienceofstress,frustration,timepressure,
andefforttogettheworkdone.2
1“TimeandTimeAgain:TheSearchforMeaning/fulnessThroughPopularDiscourseontheTimeandTimingofWork”byDawnaI.BallardandSunshineP.Webster
2“TheCostof InterruptedWork:MoreSpeedandStress”byGloriaMark,DanielaGudith,andUlrichKlocke(2008)
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The Perfect 15-Minute Day Method (PDM) comes to the rescue
AfterthesuccessoftheAccomplishingMoreinLessTime,WithLess
Effort, and Less Stress methodology 3 , with thousands of business
professionals achieving significant breakthroughs as a result, we
3TheAccomplishingMoreWithLessWorkbook,TheAccomplishingMoreWithLessWorkshop,TheAccomplishingMoreLeadershipProgram.
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continued to explore new ways to overcome the overload and help
businessprofessionalsregaintheirabilitytofocussoastofeelhappierand
morefulfilledatwork.Thus,PDMwasborn.
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At the end of the day, a happier you!
Participantswho tested andhelped refinePDMwere fascinatedby
howsimpleandhowpowerful it is, that is,simple in itsapplicationbut
powerfulinitsoutcome.Theyreportedfeelingsignificantlylessscattered
andbetterabletomanageinterruptions,stayfocused,andquicklyrecover
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frominevitableinterruptions;theyalsofeltbetteratestimatinghowlong
taskswouldtake,andutilizingtheirtimemorestrategically.Participants
alsoreportedthattheyfeltlessstressed,thattheystoppedmoreoftento
acknowledgetheiraccomplishments,andfeltfulfilledandmotivated.They
werehappy!
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All you need is a journal and a timer
Withjustajournalandatimer,PDMhelpsyoua)bealwaysawareof
whatyou’reworkingonandb)stayfocusedonthetaskathandbyworking
in highly productive bursts of short 15‐minute increments. The method
includestheuseoftagstohelpyoutrackyourtasks,manageinterruptions,
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managethoughtsandemotionsalongtheway,andbeabletoreconcileand
closetheloopsonunfinisheditemsattheendoftheday.
Studies confirm that we work in a highly interruptive work
environment,andfindthatmostofususetoolslikepost‐its,planners,and
e‐mail printouts to help us maintain our attention and keep track of
informationfromallourdifferenttasks.4Thejournalexceedsthisfunction.
While post‐its, planners, and e‐mail printouts remind us of important
tasks, theyoftenarenotorganizedbypriority ‐ororganizedatall.Too
oftentheseitemsarescatteredintheworkspaceandeasytolosetrackof.
ThePDMjournalisorganizedtosimplyandefficientlyinformusoftasks
andtheirpriority.Italsounifiesyournotesandprovidesagreataudittrail.
4“Constant,Constant,Multi‐taskingCraziness:ManagingMultipleWorkingSpheres“(2004)byVictorM.GonzálezandGloriaMark
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Ifyou’rethinking“butIdoeverythingelectronically”,youwillsoon
discoverthejournalperfectlysupplementstheelectronicworldandplays
animportantroleinhelpingusgaindepthandperspective.
WhilemanyofthePDMtechniquescanbedonedigitallytothesame
success, the PDM journal has a key advantage over digital task
management assistants ‐ it is always visible and can be constantly
consulted.Thejournalwillnotbeminimizedwhileyouaretasking.Taking
notesinthejournalislessintrusive,usuallymuchquieter,andmuchfaster
thanopeninganote‐takingapp.Oftenwegetdistractedintheprocessof
accessingadigitalnote‐takingapp.Thejournalissimpleenoughtoquickly
captureanitemwithoutdistractingyou.Plus,ajournalcanbewithyouat
alltimes.Ittakesnotimetogetitoutandopenit,anditneverrunsoutof
battery.
We suggest trying a paper journal first, then, if you feel you can
effectivelyintegratethemethoddigitally,feelfreetodoso.
11
Why 15 minutes, you ask?
Anythingshorterisnotlongenoughtomakemeaningfulprogresson
most work‐related tasks, and anything longer loses its immediacy and
risks our getting lost in time. The 15‐minute increment is both short
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enough to keep us focused and long enough for us to accomplish
something.
Your timer should always be set to 15 minutes, and reset to 15
minutes.Havingadefinedallotmentoftimefreesyouofmakingadecision
everytimeyoutakeonatask.Makingadecisiontakestimeandenergythat
couldbebetterspentworkingonyourtask.
Note that the15minutes isnotadeadline. It is an intentionanda
checkpoint.Itmeans:“Iintendtofocusonthistaskforupto15minutes
andthenchecktoseeifIamontherighttrackorifIwanttoadjust.”Itis
aboutbecomingawareoftimeinsteadofgettinglostintime.
The15‐minutemarkdoesn’tlimityoufromworkingmoreonatask.
Oncethetimerbeepsyoucanrenewyourintentiontoworkonthattask
foranother15minutes,andyetanotherone,andthereforeworkonthe
task for a cumulative 45minutes, or longer. The idea is that you have
checkpointssoyoucanbemoreconsciousofthetimedecisionsthatyou
aremaking.
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Whileitmaybetemptingtochooseatimeincrementotherthan15
minutes,weurgeyoutostartwiththe15‐minuteincrementandsticktoit
for a week at first. In fact, studies show that people already work in
fragmented amountsof time averaging about12minutesof continuous
workonataskbeforeswitchingtoanother.5Thus15minutesoffocusis
morethanenoughtoaskforintoday’sbusyworkday.Mostusersdiscover
thatthe15‐minutetimeincrementisjustrightandcontinuetouseit.Some
tailoritto20or30minutes.
5“Constant,Constant,Multi‐taskingCraziness:ManagingMultipleWorkingSpheres“(2004)byVictorM.GonzálezandGloriaMark
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PDM helps you manage your thoughts and your emotions
After all, and before all, we are humans! We have thoughts and
emotionsofallkinds,somemoreproductivethanothers.Howwehandle
thesethoughtsandemotions,especiallytheunproductiveones,canhavea
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profoundimpactonourstresslevel,ourmood,ouraccomplishments,our
relationships,andourhappiness.Unlessweareequippedwiththetools
weneedtobecomeawareofthesethoughtsandemotionsandeffectively
manage them, we are bound to a less satisfying or even persistently
frustratingexistence.PDMprovidesyouwiththetoolsandtechniquesthat
areneededtomanagethoughtsandemotions.
16
PDM turns you into a multi-tasking guru
True multi‐tasking‐‐which consists of performing multiple tasks
exactlyatthesametimelikecomputerswithmultipleprocessors,isnot
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possible for us humans. Instead,we switch between the tasks at hand,
thinkingthatwearemulti‐tasking.
Thisformofmulti‐tasking(ortaskswitching)isinefficientandtiring,
largelybecauseofthelimitationsofourshort‐termmemoryandinability
tokeepalltheneededinformationhandyasweswitchfromtasktotask.
ThePDMjournalsolvesthisissuebyallowingustocreatethenecessary
“informationstores”tohelpusswitchbetween,andskillfullyhandle,the
mostdemandingtaskswithease.
Multi‐tasking also contributes to stress and overwork. Studies
showthatthosewhomulti‐taskfeelliketimemovesmorequicklyandthat
theirworkload ismuchheavier than thosewho focusona single task.6
Ideallywewouldworkonasingletaskonourownpace,butweknowthis
6 “Simultaneity, Sequentiality, and Speed: Organizational Messages AboutMultiple‐TaskCompletion”byKeriK.Stephens,JaeheeK.Cho,&DawnaI.Ballard
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isnotpossibleintheaverageworkday.Instead,PDMgivesusthetoolsto
switchbetweentasksyetmaintainasingularfocus.
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PDM helps you achieve mindfulness @work
There is growing scientific evidence that mindfulness and
mindfulnesspracticeshaveconcretephysicalandmentalhealthbenefits.
MRI scans ofmeditators compared to non‐meditators have shown that
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mindfulness practices correlate with a thicker cortex in regions of the
brainassociatedwithattentionandsensoryprocessing.7Otherresearch
shows thatmindfulnesspractices increase activity in areasof thebrain
associatedwithpositiveemotion,andevenbooststheimmunesystem.8
ThePerfectDayMethodisdesignedtogiveyoutheskillstohoneyour
attentionandregaincontrolofyourtime.PDMpracticesbringmindfulness
toyourwork ina transparentandprofoundwaysoyoucanreap these
benefitsandexperienceamazingresults.Youwilldiscovermoreaboutthis
topicintheMindfulness@Workchapter.
7Lazar,S.W.,Kerr,C.E.,Wasserman,R.H.,Gray,J.R.,Greve,D.N.,Treadway,M. T., … Fischl, B. (2005). Meditation experience is associated with increasedcorticalthickness.Neuroreport,16(17),1893–1897.
8 Richard Davidson, et al., “Alterations in Brain and Immune FunctionProducedbyMindfulnessMeditation,”PsychosomaticMedicine65,no.4(2003):564‐570
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PDM is not just a timer technique
Behind the simplicity of PDM lies enormous depth. Don’tmistake
PDMforatimertechnique.WhilePDMincorporatesthetimer,similarto
someof thepopularmethods like thePomodoroTechniqueandothers,
PDM is a completemethod formanaging your time, your thoughts and
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emotions, your interruptions, and, equally important, for bringing
mindfulnessandplaytoyourdailywork,helpingyouaccomplishamazing
thingsandbehappierdoingso.
PDM,mostlybydesignandpartlybydiscovery,leveragesscienceand
neuroscience, primary and secondary research, including the feedback
from userswho have reportedmajor improvements in their work and
personallivesasaresult.
23
In the upcoming chapters
The Results Curve™ chapter provides some of the fundamentals
relatedtohowweworkandhowweachieveresults,ornot,dependingon
interruptions and distractions. The chapters that follow explain the
methodandtheinsightsbehindthemethod.Eachchapterbeginswitha
“HowitWorks”sectionthatexplainscertaintagsorfeatures,andthena
“DeeperMeaning” section that explains someof theunderlying insights
andobservations,andfinallya“Discoveries”sectionthatportrayssomeof
theobservationsfromusersofthemethod.
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Remember: Your life is a reflection of the next 15 minutes
Ifyoudon’tknowhowtomanagethenext15minutes,youdon’tknow
howtomanageyourlife.Soletusgetstarted!
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Chapter 2
The Results Curve™
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The Accomplishment Zone™ Letusstartbyexamininghowourresultschangewithtimewhenwe
areworkingonatask.Whenwestarttoworkonatask,westarttoproduce
results,andthenaswecontinuetoworkonthattask,weproducemore
results.Thiscontinuesuntileventuallytheflowofresultsbeginstolevel
offandthenstartstodiminish.Resultsdiminishbecausewegettired,or
becausewehavedonewhatwecouldandnowneedtowaitforsomeone
elsetodotheirpart,orbecausewehavecompletedthetask:
Nowlet’sgetbacktoreallife.Whathappensintherealworldafterwe
spendafewminutesonatask?
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Wegetinterrupted!
E‐mailarrivesinourinboxandwefeelthisirresistibleurgetocheck
itout,oraninstantmessage(IM)popsupwithacompellingproposition.
Thenthere’sthephoneringingorachattycolleagueoreagerbossstopping
by.Whenaninterruptiontakesplace,itprematurelyendstheprogresson
thetaskathand:
Post‐interruption,whenweresumeourworkonthistask,ourmind
needstore‐retrievetherelevantpiecesofinformationthatwereletgoof
duringtheinterruption,andreconstructthelogicandrelationshipsthat
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were previously established. Worse, most people resume a task after
dealing with more than two other unrelated tasks; thus re‐starting
requiresmorecognitiveefforttoreorient,andoftenresultsinredundant
work.9Thismeanswewillsufferasetbackattherestartingpoint:
Thenwestartmakingprogressagain,butafewminuteslater,another
interruptionpulls us off task, and our results suffer again. Thispattern
repeats itself time after time as the calls, emails, and IM’s continue.
9GloriaMark,VictorM.Gonzalez,andJustinHarris“NoTaskLeftBehind?ExaminingtheNatureofFragmentedWork”(2005)
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Interruptionsarenolongertheexceptionsinthedigitalage–theyarethe
norm.Thisisourlife:alifeofinterruptions:
30
Ifwecomparetheactualresultsthatwearegetting,representedby
theshadedareasbelow,tothepotentialresultsthatwecouldrealizeifwe
could manage to stay focused on our task, represented by the Results
Curve™, the outcome is nothing less than shocking. We are probably
gettingasmallfractionofthepotentialresultsthatwewouldbegettingif
weweretostayfocused:
31
Toremedythesituation,youneedtostayfocusedonyourtasklong
enoughtoachievethedesiredresults.Thiscantakefifteenminutes,thirty
minutes,orlonger,dependingonthetask:
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The Collaborative Zone™ Once you finish the focused session and have accomplished
meaningfulresults,nowisthetimetostopfocusingandswitchtobeing
collaborative.Thismeansliveinteractionswithourstakeholdersaswell
as handing e‐mail and the like. Just like the focused session, This
collaborative session is of paramount importance and likely to bring
significantresults:
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The Play Zone™ Onceyoufinishthecollaborativesession,itistimetostopandtakea
break.Thisbreakisintendedtohelpyougetrefreshedandenergizedand
readyforwhateverhappensnext.WecallthisbreakthePlayZone™.Itcan
be short and sweet such as a breathing exercise, stretching for a few
minutes,listeningtoyourfavoritemusic,oritcanbemoreinvolvedsuch
astakingawalkaroundtheblock:
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Three important takeaways from the Results Curve™
Focusiscrucial
Stoppingisessential
Workinginburstsisthenameofthegame
Focusiscritical.AsillustratedintheResultsCurve™above,without
thefocusedsession,wearedoomed.Weworkafewminuteshereanda
fewminutesthere,stayatthesuperficiallevel,dothequickfixes,andnot
getdeepintoourwork.Wemissthecreativeandstrategicthinkingthat
bringsaboutmeaningfulaccomplishments.Aswenavigatequickly from
oneinterruptiontothenext,ourbraingetsscattered,wegetagitated,and
soonstressedandoverwhelmed.
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Stoppingisessential.TherearethreeimportantstopsthattheResults
Curve™highlights.Firstisstoppingandfocusing.Secondisstoppingthe
focusedefforttocollaborate.Afterall,withoutcollaboration,wecanbeleft
inthedark,missingimportantinformation,ideas,andcontributionsfrom
ourstakeholders.Thirdisstoppingandgettingenergized,withoutwhich,
wecanbegettingunproductive,ineffective,stressed,andslowlybutsurely
headingtoburnout.
Working in bursts is key. This means alternating between focus,
collaboration,andplaybursts.Thelengthandorderoftheseburstsisall
uptoyou.Thesedependonthenatureofyourworkandyourpreferences.
Workinginbursts ismorethanjustalternatinghowever. It isbecoming
awareofwhichphaseyouareinatanyparticulartime,andpurposefully
choosingtoswitchattherighttime.
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The Results Curve™ and The Perfect Day Method
The Perfect DayMethod enables you to turn the insights from the
ResultsCurve™ intopractical and sustainablebehaviors andhabits and
therefore taking your accomplishments and your happiness to awhole
newlevel.Let’sgetgoing!