2. Shorten work time to limit tasks to the important (Parkinson’s Law).
The best solution is to use both together: Identify the few critical tasks that contribute most to income and schedule them with very short and clear deadlines.
If you haven’t identified the mission-critical tasks and set aggressive start and end times for their completion, the unimportant becomes the important. Even if you know what’s critical, without deadlines that create focus, the minor tasks forced upon you (or invented, in the case of the entrepreneur) will swell to consume time until another bit of minutiae jumps in to replace it, leaving you at the end of the day with nothing accomplished. How else could dropping off a package at UPS, setting a few appointments, and checking e-mail consume an entire 9-5 day? Don’t feel bad. I spent months jumping from one interruption to the next, feeling run by my business instead of the other way around.
THE 80/20 PRINCIPLE and Parkinson’s Law are the two comerstone concepts that will be revisited in different forms throughout this entire section. Most inputs are useless and time is wasted in proportion to the amount that is available.
Fat-free performance and time freedom begins with limiting intake overload. In the next chapter, we’ll put you on the real breakfast of champions: the Low-Information Diet.
A Dozen Cupcakes and One Question
Love of bustle is not industry. —SENECA
MOUNTAIN VIEW, CALIFORNIA.
“S aturdays are my days off,” I offered to the crowd of strangers staring at me, friends of a friend. It
was true. Can you eat All-Bran and chicken seven days a week? Me neither. Don’t be so judgmental.
Between my tenth and twelfth cupcakes, I plopped down on the couch to revel in the sugar high until the clock struck midnight and sent me back to my adultsville Sunday—Friday diet. There was another party guest seated next to me on a chair, nursing a glass of wine, not his twelfth but certainly not his first, and we struck up a conversation. As usual, I had to struggle to answer “What do you do?” and, as usual, my answer left someone to wonder whether I was a pathological liar or a criminal.
How was it possible to spend so little time on income generation? It’s a good question. It’s THE question.
In almost all respects, Charney had it all. He was happily married with a two-year-old son and another due to arrive in three months. He was a successful technology salesman, and though he wanted to earn $500,000 more per year as all do, his finances were solid.
He also asked good questions. I had just returned from another trip overseas and was planning a new adventure to Japan. He drilled me for two hours with a refrain: How is it possible to spend so little time on income generation?
“If you’re interested, we can make you a case study and I'll show you how,” I offered. Charney was in. The one thing he didn’t have was time.
One e-mail and five weeks of practice later, Charney had good news: He had accomplished more in the last week than he had in the previous four combined. He did so while taking Monday and Friday off
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