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  • Suggest You - Procrastination and JDI!

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    It all started one day when I discovered the treacherous world of online gambling. A friend of mine was a flourishing 21 year old casino rat that seemed like the luckiest person in the world. I mean he couldn’t lose if he tried, every game he played, he one. I once saw him put five thousand dollars on one roulette spin and of course he ended u
    ons lie there at the back of your mind, unmade? The result is most often not the negative outcome that your worst fears suggest, but the subliminal worry that NOT having made the decision, i.e. it is still to be worried over, is often much, much worse when added up than the decision itself!

    So, in most cases, a good chunk of information, weigh up

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    Before I criticize someone, I walk a mile in their moccasins. That way, if they get mad, they're a mile away and barefoot.Humor used the right way at the right time can be just what you need to diffuse a conflict at work. The credit industry is full of great opportunities to disarm negativity. Diffusing a tense situation can help all pa
    In a management role procrastination can seriously hold back progress and demotivate individuals and teams who, full of innovation and drive to move forward, get frustrated and confused when action is held up.

    There are a number of steps that will help the procrastinating manager.
    1. Firstly, recognise it is a good and reasonable defence mechanism, which relates to the things which might have occurred in the past. A hurried decision which might have had an unsatisfactory and upsetting result.

      It is part of your character and maybe just a little too strong a behaviour for those who are around you. It can often be a great asset if you are surrounded by 'gung-ho' types who just go for things - there is value in caution and it is all relative!

    2. Secondly. Get Real! Many of the 'Fear' writings, such as 'Feel the Fear and Do it Anyway' by Susan Jeffers and 'How to Stop Worrying and Start Living' by Dale Carnegie, extol the virtues of realistically assessing the potential downsides. Often, asking yourself 'What is the worst that could possibly happen here?', gets you able to see how unlikely your decision is to be life-threatening. So have a think and be realistic - then do it!

    3. Third and finally, consider the effects of putting off decisions. How much harm does it do to the organisation, your nearby people and above all you, as decisions lie there at the back of your mind, unmade? The result is most often not the negative outcome that your worst fears suggest, but the subliminal worry that NOT having made the decision, i.e. it is still to be worried over, is often much, much worse when added up than the decision itself!

    So, in most cases, a good chunk of information, weigh up

    The Best Work Based from Home Job for You
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    nce mechanism, which relates to the things which might have occurred in the past. A hurried decision which might have had an unsatisfactory and upsetting result.

    It is part of your character and maybe just a little too strong a behaviour for those who are around you. It can often be a great asset if you are surrounded by 'gung-ho' types who just go for things - there is value in caution and it is all relative!

  • Secondly. Get Real! Many of the 'Fear' writings, such as 'Feel the Fear and Do it Anyway' by Susan Jeffers and 'How to Stop Worrying and Start Living' by Dale Carnegie, extol the virtues of realistically assessing the potential downsides. Often, asking yourself 'What is the worst that could possibly happen here?', gets you able to see how unlikely your decision is to be life-threatening. So have a think and be realistic - then do it!

  • Third and finally, consider the effects of putting off decisions. How much harm does it do to the organisation, your nearby people and above all you, as decisions lie there at the back of your mind, unmade? The result is most often not the negative outcome that your worst fears suggest, but the subliminal worry that NOT having made the decision, i.e. it is still to be worried over, is often much, much worse when added up than the decision itself!

    So, in most cases, a good chunk of information, weigh up

    The Golden Key to Meeting Success
    We all attend many meetings. I’m sure you have been to some great meetings and some poor ones. Unfortunately for everyone I’ve ever talked to, the number of poor ones far outweighs the number of great ones.The fact is that most meetings are too long, unfocused, too frustrating, and unproductive.And yet meetings are a valuable w
    o for things - there is value in caution and it is all relative!

  • Secondly. Get Real! Many of the 'Fear' writings, such as 'Feel the Fear and Do it Anyway' by Susan Jeffers and 'How to Stop Worrying and Start Living' by Dale Carnegie, extol the virtues of realistically assessing the potential downsides. Often, asking yourself 'What is the worst that could possibly happen here?', gets you able to see how unlikely your decision is to be life-threatening. So have a think and be realistic - then do it!

  • Third and finally, consider the effects of putting off decisions. How much harm does it do to the organisation, your nearby people and above all you, as decisions lie there at the back of your mind, unmade? The result is most often not the negative outcome that your worst fears suggest, but the subliminal worry that NOT having made the decision, i.e. it is still to be worried over, is often much, much worse when added up than the decision itself!

    So, in most cases, a good chunk of information, weigh up

    Building Your Prospect List 10 at a Time
    When you have gone through your list for the day, it is time to build the list for the next day. I recommend only one day at a time because of the referrals you will get from your calls during the day. If you would rather plan a week in advance, then you should do so and call the referrals as they come in. Remember doing the calls is only a po
    i>'What is the worst that could possibly happen here?', gets you able to see how unlikely your decision is to be life-threatening. So have a think and be realistic - then do it!

  • Third and finally, consider the effects of putting off decisions. How much harm does it do to the organisation, your nearby people and above all you, as decisions lie there at the back of your mind, unmade? The result is most often not the negative outcome that your worst fears suggest, but the subliminal worry that NOT having made the decision, i.e. it is still to be worried over, is often much, much worse when added up than the decision itself!

    So, in most cases, a good chunk of information, weigh up

    Financing Purchase of a Business
    Should you decide to buy an existing business, several factors enter into consideration of how to finance it. Let us discuss the most important of these factors.The amount of capital required.Nearly all sales of small businesses are, strictly speaking, merely sales of the assets of the business. The buyer does not want to purchas
    ons lie there at the back of your mind, unmade? The result is most often not the negative outcome that your worst fears suggest, but the subliminal worry that NOT having made the decision, i.e. it is still to be worried over, is often much, much worse when added up than the decision itself!

    So, in most cases, a good chunk of information, weigh up the potential downsides and then, JDI. Just Do It - works a treat!

    As a final example, I once, in my early management days, worked with a middle manager who became a real challenge, with his behaviour and attitudes - even I was intimidated by him! It took me 18 months of fear of confrontation and worry to tackle him about it - the evidence was never really that strong - I told myself...

    The interview took an hour, during which time he completely apologised for his behaviour.

    He had not realised that the way he was experienced by others was so damaging. Once pointed out, he accessed feedback regularly on those days when he was 'off on one', and he encouraged his supporters to bring him down to earth quickly. I took 18 months worrying about that conversation.

    Looking back, I learnt that it is far better to get these things aired early on, for everyone. And never once has this backfired on me since.

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