资料:As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But I’ve also learned that if you don’t have a strategy for making time for those bigger ambitions and your truly lofty goals, they’ll simply never get done. And that means you won’t make the progress that’s really going to move your business forward.
1. FIND YOUR MOST PRODUCTIVE TIME
Face it: You aren’t cranking out work at absolute peak productivity for the entire day. Instead, there are likely certain times when you’re at your most focused and other times when your energy wanes. That’s normal. Maybe for you, it’s bright and early in the morning, before anyone else arrives in the office, when you do your best work. Whenever it is, identify that chunk of time (even if it’s only an hour!) when you feel most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion--it isn’t optional. That way you’re guaranteed to have a regular, designated period when you can at least get started on those bigger to-dos.
2. CREATE PHYSICAL BARRIERS
Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it’s the people we work closest with whom we tend to put first--we want to be readily available if they need our help. But there are times you need to tune out the distractions and focus if you’re going to get any meaningful work done.
One of the most effective methods I’ve found is to put physical barriers between us. I’ll work from a conference room or even from home on occasion in order to get some literal space from people needing “just one quick thing.”
According to paragraph 2, which of the following the “chunk of time” the author is talking about?
AWhen you are most focused
BWhen there is no distractions
CLate at night
DBright and early in the morning
相关试题
-
r another. And its the people we work closest with whom we tend to put first-we want to be readily a
-
r another. And its the people we work closest with whom we tend to put first-we want to be readily a
-
that need to get handled ASAP. But I’ve also learned that if you don’t have a strategy for making
-
r another. And its the people we work closest with whom we tend to put first-we want to be readily a
-
that need to get handled ASAP. But I’ve also learned that if you don’t have a strategy for making