Professor Philip Zimbardo explains how our individual perspectives of time affect our work, health and well-being. Zimbardo is talking about psychological time (subjective time), not the objective time dictated by the clocks on our phones. As you might guess, "time" influences how we perceive ourselves, how we view relationships, and how we act in the world.
This short video offers some eye-opening insights.
Below is the illustrated version of "The Secret Powers of Time". The original video of Zimbardo speaking at a podium follows. While it has the same message, the visuals are very different. This side-by-side comparison shows the value of visual synthesis note-taking.
Back when I was in school, my father asked me to do something. I don't remember what it was, specifically … but it was a normal thing for a father to ask a son to do.
Later that day, while we were talking, he asked how my day went. I told him about all the things I did. Then, he asked whether I did the thing he asked me to do. I tried to explain that because of how busy I had been, I didn't have time to do what he asked.
He frowned, and I still remember the look in his eye when he told me that from his standpoint, I hadn't done anything.
That put things in a different context.
Each day we make a host of commitments great and small. If my to-do list has 15 items on it, and I do the 13 or 14 of them … then on one hand, I can feel good about how productive I was. Yet, on the other hand, chances are that the one or two things I didn't do were the only things that were supposed to get done for the person whose task got put off until another day.
Getting Things Done.
Stephen Covey makes a big distinction between importance versus urgency. It's easy to lose sight of what needs to get done if you fill your day with interruptions, distractions, busywork, or time-wasters.
By understanding what is both important and urgent it's easy to clarify the value of what really needs to get done.
Understanding why things need to get done is also a big step forward in terms of prioritizing what you commit to do. For example, Scott Scheper suggests your goal should be to balance out your tasks so that 20% are spent on reactive tasks, and 80% are spent on proactive tasks. Why? Because reactive tasks will make you a living, while proactive tasks will make you successful.
Ultimately, there are many ways to sort, sift, filter and prioritize your list.
There is a rule-of-thumb that 20% of your activities will account for 80 percent of your success (this is often called the "Pareto Principle" or the "80%-20% Rule"). In other words, if you have 100 tasks in your task list, there probably will be about 20 of those that are the key ones to focus on. The key is to find a prioritization method that helps you pinpoint these tasks.
I use several tools. Toodledo and Nozbe are both easy-to-use online to-do lists with a great iPhone client. For teams, I highly recommend the stuff from 37 Signals.
Back when I was in school, my father asked me to do something. I don't remember what it was, specifically … but it was a normal thing for a father to ask a son to do.
Later that day, while we were talking, he asked how my day went. I told him about all the things I did. Then, he asked whether I did the thing he asked me to do. I tried to explain that because of how busy I had been, I didn't have time to do what he asked.
He frowned, and I still remember the look in his eye when he told me that from his standpoint, I hadn't done anything.
That put things in a different context.
Each day we make a host of commitments great and small. If my to-do list has 15 items on it, and I do the 13 or 14 of them … then on one hand, I can feel good about how productive I was. Yet, on the other hand, chances are that the one or two things I didn't do were the only things that were supposed to get done for the person whose task got put off until another day.
Getting Things Done.
Stephen Covey makes a big distinction between importance versus urgency. It's easy to lose sight of what needs to get done if you fill your day with interruptions, distractions, busywork, or time-wasters.
By understanding what is both important and urgent it's easy to clarify the value of what really needs to get done.
Understanding why things need to get done is also a big step forward in terms of prioritizing what you commit to do. For example, Scott Scheper suggests your goal should be to balance out your tasks so that 20% are spent on reactive tasks, and 80% are spent on proactive tasks. Why? Because reactive tasks will make you a living, while proactive tasks will make you successful.
Ultimately, there are many ways to sort, sift, filter and prioritize your list.
There is a rule-of-thumb that 20% of your activities will account for 80 percent of your success (this is often called the "Pareto Principle" or the "80%-20% Rule"). In other words, if you have 100 tasks in your task list, there probably will be about 20 of those that are the key ones to focus on. The key is to find a prioritization method that helps you pinpoint these tasks.
I use several tools. Toodledo and Nozbe are both easy-to-use online to-do lists with a great iPhone client. For teams, I highly recommend the stuff from 37 Signals.
There are times in life when it is hard to imagine finding a path to victory.
So often the answer is as simple as committing to the outcome desired, showing-up, playing full-out, and giving your best until there is absolutely nothing left.
There are times in life when it is hard to imagine finding a path to victory.
So often the answer is as simple as committing to the outcome desired, showing-up, playing full-out, and giving your best until there is absolutely nothing left.
Don't let the cartoons fool you; you can learn a lot in a little over 10 minutes. I really like the visualization technique (of drawing what is spoken); it is surprisingly effective.
In today's business environment, is it optimal to entice people with a sweeter carrot, or threaten them with a sharper stick?
In his book, Drive, Pink calls for a different approach … one that is built much more around intrinsic motivation. Around the desire to do things because they matter, because we like it, because they're interesting, because they are part of something important. The new operating system for our businesses should revolve around three elements: autonomy, mastery and purpose.
In other words, the main point is that when someone is already intrinsically motivated, applying extrinsic motivation (in the form of reward for good behavior or punishment for bad behavior) is self-defeating because it detracts from the intrinsic motivation, which is a much more powerful force.
Do you focus on the past, present or future?
