PART 1

PART 1 - Contain & Refrain

Be Uncommonly Productive
15 unbreakable, paradigm-bending principles for slaughtering stress, taking charge, and doing more than commonly possible

t, Uncu ed, ly t unra definite and on mm unco

Kent Healy

TheUncommonLife.com

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S o rr y, w e a re t oo b u s y m o p p ing t h e f loo r t o t u r n off t h e f a u ce t.

[Actual graffiti on an office wall]

...Its time to break the cycle before you break your neck.
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Hey Chrometa lover!

Were excited about helping you become uncommonly productive. We created Chrometa to act as your very own personal timekeeper, so that you can leave the busywork to us, and focus your attention on more challenging, valuable, and rewarding tasks. Being productive while eliminating stress is necessary for a fun and fulfilling life. This is something we feel very passionately about at Chrometa - taking out the busywork of reconciling your time, while also showing you exactly how youre spending it, so that you can get more done while actually working less. Were thrilled to team up with Kent Healy to provide this uncommon, paradigm-bending guide to help you slaughter stress, take charge, and do more than commonly possible. Since you enjoy Chrometa, we know youll also enjoy this book. Your time is important we hope this book, coupled with Chrometa, will help you find more of it in abundance. To a productive life, - Brett Owens CEO & Co-Founder of Chrometa

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Dedication:

To the vivacious and industrious citizens of the world. E verything and anything great ha s been the result of your commitment to productive thinking and doing. - K ent
Join me and other uncommoners theuncommonlife.com

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Contents:
PART 1: Contain & Refrain - This PART is about taking full control of your lifewhathis T k ever its current state. Well restrain any existing chaos, stress, and disorder while reigboo

niting a sense of passion, purpose, and poise. The goal is to put you at the helm of your ship as you lay the rock-solid foundation necessary to enable all other productivity tips, tools, and systems.
1. Manage your time fanatically 2. Only do what matters And most things dont matter 3. Procrastinate strategically 4. Set and enforce personal policies

PART 2: Ordain & Ingrain In this PART well dive deeper into the many things that consume your time and attention while exploring highly practical ways to capitalize on the control you gained in Part 1. Well ingrain new knee-jerk habits that keep you in the drivers seat so you can go from where you are to where you want to be with speed and grace. 5. Become technologically competent and curious 6. Simplify everything 7. Handle tasks and projects differently 8. Timebox everything 9. Master your email 10. Own your phone PART 3: Maintain & Sustain In this PART well ensure that all of the skills weve learned to this point are both upheld and amplified. Without a strategy for ongoing sustenance, peak performance is merely a flash in the pan. Sustainable productivity requires specific habits, lifestyle choices, and uncommon systems all of which we explore here. 11. Always seek automation 12. Delegate and collaborate 13. Cultivate and ration your energy 14. Design your environment 15. Schedule non-negotiable time Conclusion PART 4: Retain & Ascertain In this PART I offer a very comprehensive index of more than 50 powerful productivity tools you can start using today. Youll wonder how you ever lived without them. These tools will help you retain the new skills learned in this series while simultaneously maximizing your time and effort. As Ive always said, effort gets you started, but only the right tools, techniques, and skills can spawn extraordinary performance and uncommon results. 16. Comprehensive resource and tool index

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Introduction
A brief history of time...
It took 23 years to notice my unusual obsession about getting things done in the most efficient way possible. Why so many years? I assumed everyone else shared the same obsession. But the more I interacted with other individuals and businesses, the more questions I received about my time management techniques and the more I realized that I was, in fact, the eccentricbut nonetheless, a rather productive one. My obsession began at a young age. Five, to be specific. Like many children, I had choresa lot of themand not surprisingly, I was reluctant to do them. In youthful fashion I attempted to reduce my work by complaining and compromising. But my tactics of manipulation were useless against this unrelenting adult legion and merely prolonged the tasks I loathed. I then redirected my efforts with a new question:

How can I get this done faster so I can do more of what I want?
Nothing profound, but very liberating. Kent Healy Email me Other Parts Newsletter Blog | 6

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I am far from alone in asking this question, yet I remain alarmed by the number of people who dont give this concept the attention, curiosity, and diligence it so deserves. Instead, I see the opposite: people slogging through daily routines and obligations only to perpetuate time-drain and frustration. And few things pain me morebecause I care deeply about this topic and helping others get more from their lives, their time, and themselves.

Why read this?

I wrote this book for one primary reason: to help you do more and enjoy more. But lets clarify one thing: Productivity should not only be about getting more done. The goal is about doing more of what is most important (which is admittedly a matter of both practicality and subjectivity). Regardless, this goal requires a high level of effectiveness and efficiency and thats where this book comes in. I have included many highly practical pieces of advice (including candid, no-holds-barred Q&A subsections) as well as suggestions and links to products and services that can will help you do more without cloning yourself, because thats cost-prohibitive (I checked).

Taking life back...

Perhaps the most disheartening sight in academia and the working world is the number of people who blame their lack of spare time and unhealthy levels of stress on some unwritten decree that affirms, Its just the way life is. Well, it can definitely seem so. We are often so surrounded by inefficiencies that we eventually accept them as a customary part of our lives. But dont succumb so easily.

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Ineffective habits and systems cost us in more ways than the obvious. Here are some:
Starting work earlier and earlier (A sliding scale down a slippery slope) Leaving work later and later (The slippery slopes matching bookend) Having to decline social opportunities (Hello self-created solitary confinement) Having to decline good business opportunities (Its difficult to measure this loss) Poor quality performance and results (The curse of the majority) Passing on time with loved ones (Ill take three relationships on the rocks, please) Passing on personal time such as exercise, leisure activities, etc. (No rest for the wicked) Passing on strategy sessions (Which ironically encourages what wed like to avoid) Increased stress and decreased health (R.I.P. fun and creativity)

This list is painful to write and read. Each of these points marks the beginning of many fatefulbut avoidablecompromises. It seems that with each passing year, demands increase which weigh more and more on our schedules, our professional lives, our personal lives, our happiness, and our energy. But this is one fight we cant afford to lose. The minutes of our lives should be both passionately cherished and defended. As I always tell my clients...

Stress may be a fact of life, but it doesnt have to be a way of life. When it comes to productivity, our greatest limitation is most often our strategy. This, remarkably, is good news. Why? Because strategy can be adapted and scaled. It may not be easy, but its very worthwhile. While there is no single silver bullet to eradicate every demand of daily life, there are many ways to decrease these demands while also decreasing the time necessary to complete them. Thats where I come in.

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Why me?
I usually have enough activities underway to coerce a speed junkie to raise a white flag. Accordingly, Ive experimented with many techniques, systems, and tools to help me do more and enjoy the process. I share these strategies, tips, tricks, and tools in this book. Given my past and my fanatical interest in the ROI of everything that consumes my time, energy, and attention, I have found myself heading operations for each of my business ventures, which, not surprisingly, I have come to enjoy. With that said, writing this book never appeared on my list of projects with deliberate intent. This ebook became a pet project after publishing a blog post titled, 10 Ways To Be Uncommonly Productive. Below is an excerpt:

On New Years Day I chose a theme: Adventure over comfort and convenience. This involved setting some rather challenging goals considering the limited time I have available. To my surprise, however, pursuing these additional goals only boosted my productivity. Now at the end of the first quarter, Ill share some of the things I have learned that will hopefully help you do more of what you want as well.
To add some context, below are some highlights of things I have done in the past 60 days: Traveled to: San Francisco, Dominican Republic, Boston, New York, Beijing, and Singapore (working and sightseeing at each) [In the 60 days following this blog post, I travelled to London, France, Switzerland, Hungary, Mexico, and Croatiawith none of these trips initiated for business reasons.] Finalized a 10,000 word ebook titled, Maxims for Mavericks (get a free copy here) Processed over 3,000 emails Read 3 non-fiction books Personally rebranded and designed TheUncommonLife.com Managed Cool Stuff Media Inc., my publishing company

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Travelled to give speeches Managed The Lost Boys Project, LLC, my real estate company Posted several new articles to TheUncommonLife.com and MaximsForMavericks.com Written several guest articles for YoungEntrepreneurCouncil.com Exercised 4 days a week (on average) Took 3 weekend trips to San Clemente to visit friends and family Took a full-time student load at USC (essays, speeches, and midterms), maintained my position on the Deans List (and recently graduated Magna Cum Laude)

All while preserving my sanity (well, most of it) and planning my upcoming destination wedding in Europe. We often underestimate what we can accomplish in a month or two or even a year. We each have our less-productive days, including me, but with the right strategies we can do more, see more, and enjoy more each year.

The ideas and strategies that followed flowed effortlessly. The problem was keeping the content brief enough for a blog post. As I regretfully removed many key thoughts and techniques, I vowed to share the missing elements and details in a more comprehensive and (very) practical guide. And now, you have that powerful guide in your possession. So, in respect to our beloved topic, enough talk. To an uncommon life, - Kent kent@theuncommonlife.com

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1.
Manage your time fanatically
Invoice yourself

Ive never been a fan of the saying: The day got away from me. The day never goes anywhere. It shows up faithfully and stays putevery single day. We get away from it. Were the unfaithful ones. Tyler Tervooren

Assume you had to record every activity you engage in from dawn to dark to include on an invoice. Now imagine sending this invoice to yourself as you ask yourself two indispensable questions: 1. What is the grand total ($$)? 2. What is the hourly rate?

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If youre like most people, youll likely struggle to answer these questions for two reasons: First, many have difficulty recalling the numerous tasks they engage in on a typical day. Second, the majority have no idea what their time is worth. Together, these two conditions encourage mindless routine and, of course, a lot of inefficiency. A lack of clarity here leads to substantial wastea waste of personal time, money, energy and countless other resources. And any form of waste is costly, but a waste of time? Well, thats just vain, not to mention irreversible. Ive always found it intriguing how people direct more attention (albeit, still not much) to tracking their dollars and cents than they do accounting for their scarce and dissipating minutes of life. Highly effective individuals realize that time is more valuable than skill, money, and almost any other resource because with enough time, you can hone skills, raise capital, nurture relationships, and summon what is required for an exceptional life. Why is this concept of invoicing yourself important? Put simply: When we place a value on our time, we become aware of how we spend itwhat were doing and how we do it. Im sure youll agree: most people complain about never having enough hours in the day but squander their minutes doing trivial things because they have not appraised their personal time. Being fanatical about our time brings the details into focus details you cant afford not to know. So, its time to take an inventory of your daily minutes. Invoicing yourself is one of the most revealing and objective ways of You can assessing your current situation and the level of your always productivity so you can identify when and where acquire change should take place. Ive given you a head start more material by creating this template invoice for you to use. Enthings, but joy, and dont hold back.

Q: What did you find most interesting about invoicing yourself? Email me.

you cannot invent more time.

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A minute is not minute

Even as a full-time college student, I only did schoolwork on weekends during a few rare occasions (and this was usually because of business commitments during the week). If time is used wisely, then many tasks and projects need not dominate your life. Lets take a closer look at my college experience as an example. Like a typical day in the office, college is filled with daily interruptions and most students (and workers) have absolutely no idea how quickly these minutes add up. And worse many do not appear to care (the obvious counter-perspective of this chapter). For arguments sake, lets assign some common college interruptions a conservative duration for a student with four classes:
Moving from class to class: 5 minutes before and after each classes X 4 classes = 40 minutes Waiting for professors (this could also be setting up/ preparing for lecture): This varies, but on an average day with 4 classes lets allocate a total of = 15 minutes Running into friends (unplanned): 3 X 5 minutes = 15 minutes Eating: Lunch 25 minutes and snack 15 minutes: 40 minutes Travelling to and from campus: 10 minutes each way: 20 minutes Teachers rambling (non-important lecture time): 15 minutes

The grand total? 145 minutes or 2:25 hours! This is A LOT of time. And I continually saw student after student allow these minutes to slip away, writing them off as unavoidable or non-important. But to me, these minutes spelled opportunity. Below are six personal examples of how I became fanatical about using these down-time minutes:

1. If walking, driving, eating, or standing waiting, I was listening to

an audio book. Sometimes class texts were available through Audible, itunes or other online music stores. If not, I listened to many other nonfiction audio books in my iphone library. With ear buds in, one click of the button on the cord and I was immediately listening to where I last left off.

2. Took advantage of my commute time (20 miles) by riding the bus

(this allowed me to read and work). 30 minutes each way adds up fast. Kent Healy Email me Other Parts Newsletter Blog | 13

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3. Minimized my on-campus travel time by purchasing a skateboard.

This alone cut my walk time by 75%, saving me roughly one hour per week. Productivity

4. Found the best student advisor in my

division and booked a Skype meeting (I was usually traveling away from campus) with her the moment I was eligible to register for classes each semester. This gave me the most available options to cluster my classes together on two days as opposed to four or five. These two days were long, but I eliminated a lot of wasted transitional minutes that would have occurred over a full week.

is not about finding time; its about making time. The ability to make time when schedules are loaded is one of the greatest indicators of discipline and future success.

5. Kept assignments and class notes in easy-access folders on my computer for quick retrieval when I had 5 or 10 minutes. Learn to create shortcuts to commonly accessed folders by dragging selected folders to the left sidebar of the Finder or My Docs window. The instant there was a down moment in class (happens more than you may think), I would Google the current term/subject to subsidize my notes. I would also periodically communicate with business partners via Skype chat and email to avoid doing so later. If you can control the urge to squander time chatting socially, or playing games like solitaire or visiting sites like Facebook, You Tube, etc., a laptop is a very efficient tool. Programs such as RescueTime, LeechBlock, and Stay Focused can aid your self-discipline by disabling certain programs and websites during set periods of time. And finally, while in class my goal was exceptionally clear: work. There were other opportunities to socialize, but for me, the classroom was not one of them. To minimize studying later and to free up time to do other things when class ended, extracting every ounce of value from each class period was imperative (more on this in Chapter 13 engage at your peak).

6.

Student or not, one thing that always stands out about highly accomplished and productive people is how they use their spare time.

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This book series, for example, was written entirely in my spare timeall 60,000 words of it. In fact, as I write these words its 6am and Im on a business road trip from San Clemente to Phoenix (and yes, a business partner is driving the car. Typing and driving not such a great idea). But the message here should be clear: Most people grossly underestimate what they can accomplish in small increments of transitional minutes, down time, or off-hours.

The magic of minutes

Is it really important to obsess about the details? Rather than give my opinion, Ill let you make the call. Heres how a short segments of minutes add up Per Day 10 mins 15 mins 30 mins 1 hour 2 hours Per Year 2.53 days 3.8 days 7.6 days 15.2 days 30.4 days Per 5 Years Per 50 Years 12 days 19 days 38 days 76 days 152 days 126 days 190 days 380 days 760 days 1,520 days

When asked, most people cannot accurately identify where their time goesespecially segments of 5 to 10 minutes. This is alarming. When the result is two and a half days lost in a single year, I hope its sobering enough to make you fanatical about maximizing your minutes. Everyone has 24 hours in a dayno more, no less. As the table above shows, mismanagement of minutes leads to a squandered life. When you use your computer, for example, do you know how much of your time is spent in Word, Excel, Internet Browsers, or specific websites? Its eye opening to find out. I use Chrometa and RescueTime for detailed reports that track how I use my time while on the computer. These programs can also send you reminders and even disable certain programs to help you stay on task. In defense of minutes, this is absolutely priceless.

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Always seek maximum efficiency

If you dont have the utmost respect for your time, you may as well stop reading now. There is a good reason this chapter appears first in the series: The willingness to manage your time fanatically precedes any increase in productivity. Productivity occurs only where there is a deep appreciation for time. Its my hope that in the last few pages I could cajole you to appreciate why mastering time management is well worth the attention and effort. To be frank, until you place an extremely high value on your time, you wont recognize where change needs to occur and then follow through with new action. Why? Because The way we use our time is directly related to how we value it. How we use our time says everything about our priorities, our level of selfrespect, and our understanding of the finite nature of life itself. I know more people than I care to admit who fool themselves into believing they are making things happen because they are constantly Theres in motion. Yet the reality is that being busy and bea better ing productive are two completely different engageway to do it find ments. Remember, its all about getting results, not it. just showing unwavering dedication to daily minutia.

Thomas Edison

Make both effectiveness and efficiency an unquenchable aspiration. Is there a better way to perform this process/get the result? In most cases, there is. We often do things out of habit or tradition, not reason. This has to stop. Only a deep concern for your time inspires maximum efficiency and effectiveness. When we realize that ultimately its not just the companys payroll on the line, but our time/life, the value of a minute increases. To be most productive, we first must be willing to scrutinize our actions and priorities on a semi-consistent basis to avoid falling into time-abusive habits. Remember, your time is worth much more than money. Spend it wisely.

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Candid Q&A:
Q: Honestly, applying this first chapter seems exhausting. I need time to relax at the end of the day. Are you suggesting that I should be working every moment of the day?

No. That would be unhealthy and unsustainable. But, change does require more effort upfront. I need time to relax is the most common excuse that keeps people stuck where they dont want to be. Relaxing is necessary and time well spent, but the real underlying issues here are threefold:

If you dont have time to complete a task, give it to a busy person. Irony bites hard.

1. The amount of time people think they need to relax is more than necessary 2. Wasted minutes throughout the day peck away at personal time (waste = more waste) 3. Poor quality relaxation does not allow for optimal rest and recuperation

I know work can be tiring. Without some R&R we cant move forward. But by allowing even one of the three issues above to exist, were merely stopping to catch our breath, leaving us trapped by the momentum of the same cycle wed like to escape. Herein lies the seemingly paradoxical dilemma: We need energy to work on our time management skills, but we also need to hone our time management skills to have additional energy. In other words, its takes time and energy to make time and energy. The only solution, then, is to invest the time upfront to jump off the current trackseven if it is a little uncomfortable in the short term. The silver lining of a busy life is that it forces us to reexamine our commitments, scrutinize our strategies, and seek maximum efficiency. Make a commitment now to manage your time fanatically (off hours included) and you will find the time to experiment with new systems, tools, and techniques. If you dont, youll always be too busy and too far behind.
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Q: When is the best time to start experimenting with new habits, systems, and tools? Should I wait for a better, less chaotic time?

Waiting only intensifies current problems. There will never be a perfect time to start. It took me months to dig myself out of the bait-ball of bad habits and ineffective systems I created during the initial years of my first business. But going through was the only way out. This process is not as exhausting as it sounds. Mastering your time pays huge dividends. Each little victory is energizing, not draining. So, if not now, when?
Q: What should I do if I just cant find the time to experiment with different strategies and habits?

The topic of time management is misleading. Many people think that effective time management strategies will miraculously fix their lack of time, but lack of time is NOT most peoples problem. For many, its a lack of motivation. Everyone wants a new, quick-fix that will double their output (hence the explosion of pharmaceutical neuro-enhancers and energy drinks), but they often overlook the fact that productivity fundamentally depends on attitude, habit, and lifestyle. Without a deep-set drive to test, question, and confront your behavior on an ongoing basis, all other techniques are useless. Change and experimentation do require time and effort, but they are also the only exit off the hamster wheel. With enough motivation, you will always find enough time, defeat any bad habit, and discover the approach that works best for you.

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2. Only do what matters and most things dont matter

Superman wasnt human. You are.
Im going to cut straight to the chase: When everything is a priority, nothing is. As much as wed like to, we cannot do it all. There is always a point of diminishing returns. Yet, it amazes me to see how many people still try to do everything. Tsk, tsk. Drive without clear priorities always, yes always, leads to one of the following:

1. Burnout followed by health issues 2. Poor performance followed by poor results

There is a reason Superman is a comic character. But Im not pointing fingers either. These two outcomes happen easier than one might think.

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In the early days of my publishing company, Cool Stuff Media, Inc., yes was my favorite word. There was always enough time and energy available for one more commitment. Or so I thought. Unfortunately for me, 24 months later I collapsed with migraines and a deflated spirit.
If this philosophy I fastened the hatches and latches and is not embraced, didnt leave my house for two weeks. It you will always was bad. Any healthy human being knows find things to fill it becomes quite difficult to live with no every minute of your day only to find out that incoming groceries. Towards the end, my the majority of your pets food looked very appetizing.

Nevertheless, I emerged with an entirely new philosophy and perspectivewhat has eventually evolved into the strategies in this book. One of the most important lessons? Only do what really mattersand most things dont matter. The most productive people are not those who merely do more, but rather, those who do the right thingsand do them well.

efforts were an utter waste of time.

A common misconception about time management is the belief that as long as we fill our schedule and remain busy, weve used those minutes effectively. If were not fanatical about how we use our time (Chapter 1), we will fill our days doing trivial things in ineffective ways and worse, we wont even realize were doing it.

The minority matters more than the majority

Take a look at most big projects, job responsibilities, and even school grading rubrics and youll find that the majority of how the end result is accomplished and assessed comes down to just a few key things. In other words, about 10 30% of the components beget 70 90% of the results (more on this concept shortly).

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Even more interesting is that its often the projects little components that usually absorb the most time. This realization is either frustrating or liberating. It depends wholly on the extent to which you apply the following. This concept is not about disregarding the details either, but rather questioning, and perhaps reevaluating, these details to determine which ones are most important. Why? Because not all details are important. By pretending they are (you know who you are), we waste a lot of time. If you have been following the topic of productivity at all over the past five (or 20) years, you will have heard about the 80/20 Principle, a.k.a. Peretos Law. In 1896, Italian economist and sociologist, Vilfredo Pereto wrote a controversial dissertation titled, cours deconomie politique, which suggested that 20% of society retains 80% of the total wealthan idea seldom before considered. Obsessed with this theory, he noted its occurrence in almost every aspect of life. In one example, he notes that the peas in his garden also obeyed this inherent disparity whereby 20% of his garden peas produced 80% of his harvested crop. But this is about much more than wealth distribution and pea soup. Consider the following estimations and variations:
20% of the world produces 80% of the worlds waste 20% of a companys products produce 80% of their income 20% of your monthly expenses consume 80% of your income

Lets get more creative

20% of the carpet in a room gets 80% of the foot traffic 20% of your wardrobe gets worn 80% of the time 20% of the surfers get 80% of the waves (and the ratio applies to nearly every sport)

And the ratios can be skewed even further: 90/10, 95/5 and even 99/1.
90% of your attention is given to 10% of your social network 95% of your incoming emails come from the same 5% of sources 99% of the typical black & white NY Times best-selling non-fiction book is blank. Therefore, the information, the ideas, and the value, is contained on only 1% of the surface area.

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In the context of productivity, heres the bottom line: 80% of the outputs result from 20% of the inputs. 20% of the causes create 80% of the consequences. Or in other words, the minority matters more than the majority. Take closer look at your life, your day, and outcomes if you dare. Youll find that at least 80% of your results flow from 20% of your effort and time. Thus, here are the money questions:

What 20% of my actions lead to the majority of my results? What 20% of sources are creating 80% of my stress? And finally How much attention and effort am I giving to the 20% of things that really matter?
I cannot stress the importance of these questions enough. I strongly recommend you write them down and refer to them regularly. Discover the points of maximum return and avoid the points of minimum return (life is full of these). To paraphrase blogger Scott H Young, most projects are a test of minimization. The goal is not to attain perfection in all areas. Its about establishing minimums to both reach your goals and find a comfortable tradeoff between effort and rewards.

Urgency is a fallacy
I try to stick to my priorities and focus on the vital 20%, but I get interrupted by unforeseen fires that come up that I must attend to.
I hear this far too oftenand its rarely true.

We love to respond to urgent things that arise because we feel like were doing something important. But the importance we feel is often inflated. We act under the false impression that immediacy trumps strategy and the result leads to dropping everything that was a priority only minutes ago to address this new urgent issue. So here comes the bold claim: 9 out of 10 times urgency is a fallacy. Kent Healy Email me Other Parts Newsletter Blog | 22

Urgency is often just an emotional reaction to uncertainty.

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Dont overreact. By responding immediately to seemingly urgent things we: Assume that we are the best and only people to address the issue, which may not be true. Assume that the worst is yet to come, which clouds our judgment. Act with emotion rather than strategy. Emotional responses can lead to more chaos. Interrupt our current workflow and sacrifice our cherished priorities. Train people to rely on us to solve problems. By stepping in immediately, people will develop expectations about your involvement in the future, rather than considering how they can help. Author of The 4 Hour Work Week, Tim Ferriss, writes, My contacts now know that I dont respond to emergencies, so emergencies somehow dont exist or dont come to me. Problems, as a rule, solve themselves or disappear if you remove yourself as an information bottleneck and empower others. (See Chapter 4 for more details on this concept.) Be sure youre only responding to whats important, not what is urgent sometimes they are the same, but many times they are not. And its imperative to know that there is a big difference. Why is this concept so important? Because immediacy creates interruptions and interruptions are very, very costly even if we think its just 5 minutes.

Why its NEVER just 5 minutes

Claiming something just takes 5 minutes is one of the most common perpetuators of time abuse. Each and every taskno matter how big or smallhas two inescapable costs built into it: 1. A start and stop interval of transitional timethe time on both ends of the task required to mentally reengage/focus 2. Opportunity costdeciding to take one action means simultaneously deciding not to do something else. This should always be considered because, as we discussed in tip #1, the minutes add up fast.

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Effective and efficient people rely on flow, a state of concentration and immersion with the task at hand. Interruptions spoil this process. Periodically, I keep an admittedly neurotic journal of every single thing I do for 3-days to examine patterns and possible inefficiencies (Its far too easy to allow unexamined habits to slowly steal precious time). After a recent self-intervention, I realized that one of my greatest sources of wastefulness was transitional timethe minutes spent: a) deciding what to do next and b) getting into a state of necessary flow/focus to perform the task well. To address this, I increased the number of things I timeboxed (setting definitive start and stop times) and clustered like tasks to minimize delays in reengaging to unrelated tasks that require a lot of focus. These subtle changes made a noticeable difference (more on these later). Some common examples of 5-minute distractions are: Checking email, logging into Facebook, texting with friends, tweeting, surfing the Internet, checking the TV guide, perusing gossip magazines, visiting the black hole of YouTube, text chatting (Skype, AIM, Facebook chat, etc.) and so on. Each may serve a purpose (personal or business related), but there are always costs involved and most of these things, lets be honest, are downright nonproductive. Alas, here are 10 tips for eliminating these little 5-minute distractions:

1.

Decide first thing in the morning (or the night before) what you must complete and determine the ideal order of execution. Its surprising how the process of deciding what to tackle next can eat away at your working day and invite senseless distractions and task favoritism (see Chapter 3).

2. Place a Post-It Note on your screen and other places you see frequently with questions such as, Is my current action bringing me closer to my goal? The more you ask these questions, the better you will become at recognizing beeline behavior. Download reminders here.

3.

Change your work locationgo somewhere out of your usual routine. A quiet park, private room, or coffee shop (one where others wont recognize and interrupt you). Email me Other Parts Newsletter Blog | 24

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4. Install the Yelling Robot app to your computer (Mac only). This app offers customizable verbal and text-based commands which appear at random to ensure youre not mucking about.

5. Turn off or move your phone out of reachso

basic, its grossly underestimated. The reality is you do not always need to be connected to the world for an immediate response (remember, urgency is a fallacy). turkey with big benefits.

You get more of what you measure.

6. Disable your Internet for specific periods of time. This is one cold 7. Disable computer applications that tug at your attention. You can
use RescueTime to do this as well.

8. Disable auto-sign-in on communicative platforms such as Facebook,

gmail, AIM, Skype, etc.

9. If youre a writer, simplify your workspace by removing buttons,

images, and other programs from your computer screen. Check out WriteRoom and iA Writer (MAC) or JDarkRoom to make your screen black and show only text.

10. Timebox your tasksallocate a set amount of time for a given

task with a timer before you must move on to other things. The impending deadline increases focus (more on this in Chapter 8).

Reigning awareness
In our hi-tech, fragmented world even the most driven go-getters among us often contract an undiagnosed strain of A.D.D. Myself included. Are Brad and Angelina still together? Yes, Ill be the first to admit that maintaining focus (on what really matters) is difficultbut its not impossible. Catching yourself in the act of distracting or nonproductive activities is vital. Hence, hence

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One of the greatest and most common barriers to peak productivity is not recognizing our own time-wasting tendencies, habits, and activities. There is no cure without awareness. Even a passionate willingness to be more productive is very quickly drowned out by an inability to see where change needs to occur. If youre eyebrow isnt furrowed, please reread the previous statement. There are many time-wasting counter-measures in this book, but perhaps the easiest and fastest way to become more aware of what youre doing (or not doing) is by asking key questions throughout the day. Questions are shepherds of the mindthey lead, guide, and determine our thought patterns and our focus of attention (which leads to action and then results). I suggest creating pop-up reminders on your computer and phone (can be done with most calendar programs) and placing the following questions on paper in places you look at often:

Am I being productive or just active? Am I inventing things to do to avoid what is most important? What would be a more effective way of accomplishing this? If I had only 1 hour or 1 day to complete this project, what would I do differently? Would I do it at all? Am I the best person to handle this task? Is this the highest and best use of my time? Am I making the best use of the resources around me? What is the one goal, if completed, that could change everything? How can I do this once and only once? How is my current action setting the stage for future systems, habits, and results?

NOTE: These questions have been carefully and purposely tweaked to cultivate a productive frame of mind. But reading through these now is not enough to get the full value. Grab some paper and write these down now or download these questions printready here. This is one thing you will never regret.

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Bargains, distractions, and the perception of value

This one may sting a little: We often fail miserably in determining the worthiness of some activities. We drive 10 minutes farther to a supermarket selling breakfast cereal on special. We belligerently cut across three lanes of traffic to perform two wheel-screeching u-turns to pump gas at a station that saves us four cents per gallon. We cut out from work early to return a library book to avoid a 4-dollar late fee. And we spend hours as a couponhunter all in the name of being frugal. But each action has multiple repercussions many of which are very easy to overlook.

Money is not the end-all be-all, but because its quantifiable, lets examine the time-money relationship. Consider the age-old axiom of pinching pennies. The intention of pinching pennies is positive: to develop awareness of small expenditures, assess their importance, and recognize how the little things add up. Fair enough. But taken literally, and applied to an extreme, the benefits have a converse effect because while were safeguarding pennies, were marginalizing our time when we should be concerned about the dollarsthe things that really matter. I used to spend hours perusing numerous shops, making special trips to specific department stores, and scanning newspapers looking for clothes on sale before I purchased anything. I later realized that this was a very poor use of my time when considering the opportunity cost. The time I spent bargain-hunting would likely save $20. Totaling my time spent shopping and searching, this meant I was valuing my time at less than $2.50 per hour (far below minimum wage)! This hourly figure of $2.50 was, of course, an unconscious evaluation. Only after experimenting with the concept of invoicing myself (see Chapter 1), did I see the actual numbers and reconsider the value of my time. Now, as a result, I have a much different perspective and allocate my hours very carefully.

Time is only as valuable as you decide it is. Choose well.

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By not spending time worrying about some extraneous details, I was actually saving myself time and money by engaging in activities that were a higher priority and yielded a much greater return on time invested.

The 4 Factors of Significance

We do a very job good convincing ourselves that everything is important, but the bottom line is self-evident: if youre doing things that dont get you closer to your goal, its a waste of your time. Before you launch a spirited debate, I am aware that some activities serve a purpose in intangible ways. In other words, immeasurable factors also fuel measurable results. While some outcomes in life are clearly visible (account balances, weight, bodily appearance, sales figures, etc.), many are not happiness, inspiration, creativity, and peace of mind, to name a few. So, now for the money question: How do you determine what does matterwhat is worthy of our time and what is a priority? The answer is simpler than you may think. I use a 4-part analysis. When assessing a task (whether or not to do it or how much time to invest in it), it must first fit within one of the following four categories:

1. Income: An action that contributes to business/personal revenue (short term or long term). 2. Growth: An action that contributes to my personal growth intellectually, physically, or it provides a precious life experience/ adventure. 3. Happiness: An action that contributes to my ongoing peace of mind. This may be entertainment, service, or R&R. 4. Legacy: An action that contributes to my friends, family, community, or the greater good. This may be a short-term or longterm result.
It is certainly possible that some actions may not materialize in ways originally expected. For instance, if I qualify an action based on income and the outcome fails to add to my business revenue or growth, I learn from it and move on. Kent Healy Email me Other Parts Newsletter Blog | 28

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The important thing is that each new action item can be clearly categorized based on our best estimate and intention. I have found that very few things are worth doing if they are not quickly and easily categorized in one of the four groups above, but be sure to develop a system that works best for you.
NOTE: There should be a healthy balance of activities in each of these four categories. Focusing only on income may lead to burnout, for example. And focusing primarily on happiness may not provide sustainable income in the short term. Find the right ratios for you.

Getting to the crme de la crme

Most people think of prioritization as deciding what is most important. But this leads to overwhelm because from that frame of reference, too many things appear important. And to make matters worse, our tendency is to mentally juggle everything at once. But a very large part of prioritizing is deciding whats not important: what youre not going to immediately focus on. Once I identify which of the four factors of significance a task fits within, the next step is deciding what to tackle first and what to set aside. Sometimes the estimated potential return of each item (reward) is obvious enough that making the call is easy. Other times, I need to allow the cream to rise to the top... With my to-do items in front of me, I reexamine the list with the assumption that I can only accomplish 50% of the items by the end of the week, thus forcing me to carefully choose what to take on. When push comes to shove, the bittersweet benefit is that were forced to drop, decline, or temporarily ignore certain tasks, activities, projects, and obligations. This can make the selective process easier and more obvious. If I still have a long list, I simply repeat this process. The remaining items are my most important tasks. The rest are not forgotten or ignored; they are simply less important at the current time so they are moved to my longer-term or someday list (more on this in Chapter 3). Kent Healy Email me Other Parts Newsletter Blog | 29

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We create our obligations we can also undo them

I would love to spend time on other things, but I have too many obligations weighing me down that I cannot ignore.
Hold on. People are too quick to label many of their action items as obligations when they have, often unknowingly, created the responsibility in a reversible way. In other words, we fossilize the impression in our minds eye of what we must do or have to do because we can no longer imagine not doing it (often due to fear). This is dangerous territory because we become enslaved to habithabitual thinking, repeated action, and outdated systems. And worse, we continue to do what doesnt matter. But very few things in life are genuine have tos. We often have more choices than we initially believe. Its fear of an uncertain transition and outcome that keeps people stuck and bound to false obligations. Do you really have to meet with your assistant or colleague every single morning? Do you really have to respond to every email immediately? Do you really have to take every incoming phone call? Do you really need to agree to babysit your sisters kids for a week? Do you really have to join three extracurricular clubs at school?

Really? ... Do you? Challenge yourself, your obligations, and your commitments frequently. What you think is necessary may not be.
For arguments sake, lets say youve woken to find yourself in a hospital bed in which you are told you must remain for two weeks. This would certainly inhibit your usual weekly routine. But if this meant you absolutely could not do something, would life still move forward? Would you, or other people relying on you, find an alternative path of action? 99% of the time, the answer is a resounding yes. But what, then, does this say about your obligations? Are they really as binding as you think? Why continue to do the things that are not the best use of our time?

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Sadly, we dont often lash back until we peak in frustration or depression. But its no surprise why we eventually snap. We pile on commitment after commitment without being honest with Perpetuating nonourselves and severing ties to tasks, worthy obligations projects, and relationships that have and inefficiencies that have been granddwindled in importance because tough fathered into our decisions and conversations would be lives benefits no one. involved.

Face the music. Its time to make some (major) changes.

Productivity favors the bold

We have to be bold and brutally honest in assessing our actions and commitments. If you think this is going to be easy, youre wrongespescially at first. Sorry, but its the truth. The good news is the more often we confront our reality, the less extreme our counter-measures need to be. The result of being bold may require dramatic changes to your current lifestyle, but those changes could wind up creating more freedom to do more of what is most important to you. And, consider the alternative: a sense of overwhelm, stress, discontent, or worse, a dull but tolerable existence. For what? Life is too short. Stop doing inane things with your time, and eliminate obligations that are weighing you down. Sometimes it may not be a matter of completely erasing the obligation from your life, but finding a better way to execute them. The key is consistently seeking a better way to perform, achieve, and live. We must first believe there are other options available before recognizing themand other times, we must proactively create previously unforeseen options. Many things in life are more flexible than we believeespecially for those bold enough to poke, prod, and propose alternatives. But this tip is only as effective as your priorities are perceptible. You must develop a good feel for the activities that yield the best return for you personally. Only do what mattersand remember, most things dont matter. Kent Healy Email me Other Parts Newsletter Blog | 31

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Candid Q&A:
Q: What if details I dont think are important are important to others? Interact with others and a difference of opinion and importance will inevitably occur. In these instances, honestly assess the relationship and weigh the benefits and drawbacks of upholding your opinion. Just keep in mind: the process of changing priorities will almost always create some friction in the interim. What matters more, however, are the long-term rewards.

Q: Wont declining or ignoring certain things piss people off?

Yes. But this is primarily due to existing expectations that had them believing you would already do something before confirming it with you. However, once you can produce new or better results in other areas and adopt new consistent behavior, others expectations will adjust. More on this in Chapter 4.
Q: How do I stop interruptions in the workplace when I am not in control of things?

You probably cannot eliminate every interruption, but you can minimize them. Many changes you wish to see in the workplace come down to two things: communication and expectationsadjustments in these areas take time and practice. It is important to know, however, that our behavior (obvious and subtle) trains others how to respond to our future actions and suggestions. Here are some miscellaneous tips to avoid interruptions and trivial work:
(Disclaimer: I am aware that some or all of these tips are not applicable to every work environment, but there are always measures that can be taken to reduce senseless actions. Its part of your job to find them. If you feel frustrated after many creative attempts, it may be time to look for a new job.)

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on. This makes it slightly more difficult/awkward for others to interrupt you with mindless babble.

1. Work with headphones ineven if you choose not to turn them 2.

Post a sign on your door or hang a note across your cubical entrance reading: In an effort to be most productive I have blocked off the next hour to immerse myself in deep concentration. Thank you for understanding.or a variation thereof. The great thing about this reference to time is that its not permanent and it also never states when the hour is over. If you still need valuable face time, you can get it on your schedule.

3. Create an email auto-responder that sets expectations for a slightly delayed response. The message could be similar to the sign mentioned above: In an effort to be most productive I only check email periodically through the work day. Your email is important to me and I will respond as soon as I can. Thank you for understanding.

Suggest non-interruptive communication tools that provide a company or group message/bulletin board in the cloud, project management software platforms (such as Wunderlist, Producteev, or Flow), real-time inter-office instant messaging. Such tools can eliminate meetings, phone calls, and walk-by conversations that interrupt your flow.

4.

5. Propose alternatives. When you feel a task might be fruitless, in-

stead of complaining, condemning, or declining the task, offer an alternative with a plan about how you will provide measurable results to track progress. Building on this point, present all alternatives/suggestions: o In sandwich form: Bottom bun: How the idea helps you. Meat: How the idea helps your boss. Top bun: How the idea helps your company. o By starting with very small requests to prove their worth when the downside is minimal. Then slowly work in bolder ideas. o Add a built-in deal expiration date so your boss can easily terminate your new initiative if he or she is unhappy with the results.

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s

And finally, a word of caution: If you are successful in minimizing interruptions and increasing spare time or time spent doing more important and enjoyable things, dont broadcast this to your colleagues. Quietly continue your mission. Should you feel inclined to share your success, offer tips and insights about the systems and tools that work for you, but avoid boasting about a surplus of time because others will gladly fill that time or start rumors about how youre not working hard enough. Even though time invested has nothing to do with dedication or productivity, many work cultures still use the clock as a measuring stick. Be creative, however, and you dont need to play by those antiquated rules. You may also enjoy Jason Frieds TED.com presentation, Why work doesnt happen at work.

Q: Boxers or briefs?

Briefs. And what does this have to do with productivity?

Q: So, is this tip really about doing less? That sounds kind of lazy.

Yes and nosaid like a true lawyer, I know. While this tip calls for ceasing to do many things, it is simultaneously about replacing inefficiencies with more of what really matters. In other words, its not about putting in less effort. Its about making fewer commitments, deciding what to decline, and what to stop doing so you have time to do what is most important to you.

NOTE: For more information about the tools mentioned in this section (and all others), please reference the Tool Index in Part 4 of Be Uncommonly Productive.

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Intermission

Congrats on reading this far. I know it seems strange productivity when the topic is about doing. It a lmost and sometimes frustrating to read about

create more of it. In this area especia lly, investment in self yields the greatest returns.

appears counter-productive. But it does take time to

will be delving into more pragmatic tips and techniques

Weve explored a lot of theory-ba sed suggestions but

2. Only do what matters and most things don't matter

a s we move through this book. Superman wasnt human. You are.
1. Burnout followed - health issues by K ent 2. Poor performance followed by poor results

Im going to cut straight to the chase: When everything is a priority, nothing is. As much as wed like to, we cannot do it theThere issection, point of diminishing reTo your freedom. See you in all. next always a turns. Yet, it amazes me to see how many people still try to do everything. Tsk, tsk. Drive without clear priorities always, yes always, leads to one of the following:

There is a reason Superman is a comic character. But Im not pointing fingers either. These two outcomes happen easier than one might think. In the early days of my publishing company, Cool Stuff Media, Inc. yes was my favorite word. There was always enough time and energy available for one more commitment. Or so I thought. Unfortunately for me, 24 months later I collapsed with migraines and a deflated spirit.

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3. Procrastinate strategically
The darkside of being proactive
I hate the word procrastinate. Why? Because I am a Type A person. I want to start things immediately and be done with them yesterday. Anything unfinished looming overhead makes me very uneasy. Procrastination is not in my nature, but I have learned that being overly proactive in some circumstances can sometimes be a real disadvantage. I realize this is quite a bold claim so lets look at three simple examples:

1.

Things that are easily tackled should be prioritized, grouped, and completed when possible, but tasks that involve multiple steps, interdependencies, and have specific recall requirements should be strategically scheduled. In college I was often assigned lengthy essay assignments early in the semester. My inclination was to start them immediately, finish them ASAP, and refocus solely on my business.

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However, whenever I did this, two things happened: One, I spent far more time perfecting the work since there was more time available (i.e. no immediate deadline). And two, I revisited the essay several more times through the semester due to new information or adaptations to the assignment brief (something that really aggravated me).

2.

One of my first mentors urged me to meet with my out of state office manager every morning to set the daily agenda and again in the evening to review results as a way to ensure productivity. At first, this made a lot of sense, but not all sensible things are a good use of time. It took a while to realize it, but these daily interactions dramatically and unnecessarily increased the overall time I spent managing the business. Why? Three reasons: One, I interrupted my flow doing thought-intensive tasks that took some time to build full engagement. Two, there was also a high transitional cost of starting each meeting because it was unrelated to my other tasks and required preparation. And three, many items we discussed and strategized about became moot issues as time passed. Consequently, it made little sense to continue these meetings. I then cut way back on verbal meetings and requested daily email summaries. In addition, I assigned and tracked items closely (once a day) with Wunderlist, only calling meetings when absolutely necessary. This immediately eliminated the five to ten-minute task-transitions twice each day, which saved roughly 40 to 60 mins each week. A lot can be done in that window of timeand this, of course, was just one change among many.

3.

Being a Type A person, I would often place important projects requiring more steps and concentration on hold just so I could cross certain bite-sized tasks off my list and not think about them. My intentions were good, but I realized that doing some tasks too far in advance meant that many of them eventually proved to be unnecessary. In other words, in the passing of time, some items on my to-do list would naturally fall by the wayside as life took unexpected turns. So, the time I invested crossing certain things off my list was wasted. Talk about sunk costs. Email me Other Parts Newsletter Blog | 37

Even the most sensible things should be tested before loyally adopted.

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As a simple example, this morning I realized I needed some clothes drycleaned. Not wanting to delay, I made a special trip to the drycleaner, got stuck in heavy morning traffic, and rushed into my 9 am meeting a little uptight. Over lunch my brother reminded me that every Wednesday he heads in that direction and could easily drop the laundry off on his way. To be frank, completing the dry-cleaning was not an urgent task, so if I had procrastinated strategically and respected my real priorities, I could have waited 24 hours and avoided the trip altogether.

The brightside of procrastination

Procrastination has a bad rap. We balk at it, assuming it always means delaying our unglamorous responsibilities to make way for pleasurable shortterm rewards. This, of course, always backfires. But there is an important and powerful flipside: Delaying the less important, but more attractive, tasks to respect our unglamorous, but very important responsibilities. In other words: Procrastination can also be a form of peak prioritizing. In many cases, delaying certain tasks (the easier, more enjoyable things) requires more discipline than attempting to tackle everything at once. When Samantha decided to write her first book, she set aside one hour in the evenings of Monday through Thursday. The thought of writing an entire book was overwhelming, but nonetheless, she could still see the potential. In fact, Samantha found herself lighting up when thinking about marketing and as a result, spent much of her allocated writing time researching and tinkering with ideas and tools. She was aware of this, but really enjoyed the marketing aspect. She also felt very proactive and on the ball because she was addressing so many different things. At the end of her first month, however, she noticed that no significant progress had been made on the book or the marketing. The results spoke for themselves. No product, no marketing, no business.

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Samantha was pandering to her interests instead of her core priority and consequently, results in both activities (writDost thou love ing and marketing) were meager. In order life? Then do not to finish her book, procrastination on the squander time, for that is the marketing front was criticalat least for stuff life is made of. the first few stages. And chances are, as we Benjamin Franklin discussed in the previous section, her marketing material and approach would likely change by the time the product was completed which would result in a lot of wasted effort.

Do you find you spend a lot of time on the launch pad or too much time researching, learning, and preparing for success? Check out these 3 candid and controversial posts from The Uncommon Life: 1. When planning becomes a crutch The woes of reaction and inaction 2. How learning can get in the way of earning A surprising confession 3. Why earning can be more important than learning

The expanding universe of work

Taking initiative is crucial to long-term success, but WHEN to start tasks and projects is even more important. Sometimes acting immediately creates an unintentional expansion of work. This is also known as Parkinsons Law (PL) and my experience has proven that its as stubborn as gravity. PL states that: Work increases to fill the time available. If we allot eight hours to a project, for example, it often takes eight-plus hours complete. However, if the same task is allotted only two hours, we complete the project in two hours. We tend to spend more time than necessary on things that: 1. We give generous amounts of time to complete 2. Are due in the far future 3. Do not have a defined deadline When I stopped doing school assignments far in advance, for example, I experimented with the opposite approach: waiting until a deadline was fast approaching. Kent Healy Email me Other Parts Newsletter Blog | 39

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Surprisingly, this did not spoil my performance. The impact of an unrelenting deadline boosted both my focus and motivationespecially for things I didnt like doing. The time I spent on projects decreased, my focus while working increased, and my end results remained the same, and sometimes improved.

Take note: For strategic procrastination to be effective, you must be fully engaged (as in 110%) in the task that has been strategically delayed when its finally time to take action. Anything less will garner poor results. This means absolutely no multi-tasking, no distractions, and no interruptions.

The gravity of favoritism

Given the choice to write a favorable review for an employee or fire them, most people would quickly choose the former. But therein lies a very human shortcoming. What is most appealing is not always most important. We favor certain tasks because:

1. They are easy 2. They are more enjoyable 3. They can be completed rather quickly 4. We assume its more efficient to get them out of the way

What is most appealing is rarely most important.

I fell victim to three of the above vices in college. I felt that running and growing my two businesses was my most important duty, yet I realized that I still had a tendency to favor the completion of my schoolwork first. I was operating from the idea that by starting my schoolwork immediately I could finish early and focus fully on my businessand because most of the work was relatively easy for me, I assumed I would complete it quickly. My intentions were good. In theory, this strategy worked magically. It reality, it was a fantasy (another reason why strategies must be tested. Remember, not all sensible things turn out to be a good use of time).

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By addressing my academic demands first, I found myself unconsciously readjusting my priorities, hoping I would find mental clarity and uninterrupted time for business work in the very To be productive, near future. Instead, my school-related remany tasks must be sponsibilities were curiously elongated and delayed or consequently consumed the majority of my deferred and sometimes delegated. timeeven with the many counter-active systems I had in place.

What I really needed to do was strategically procrastinateto delay all of my less important tasks. Because I didnt, my tendency to favor certain items superseded my real priorities. Three very important lessons came from this experience:

1. Priorities must be tackled firstwithout exceptioneven if other

items can be more easily or quickly completed. Relying on well-meaning intentions can allow for favoritism of certain tasks (often less important), which leads to time abuse.

All productivity systems, techniques, and counter-measures are only effective if our priorities are enforced.

2.

saves time by increasing focus and simultaneously eliminating the option of investing additional, unnecessary time in the name of perfection.
A large part of effectiveness and efficiency is prioritization. Productive people dont compromise their prioritiesthey focus on what is most important in the current window of time. This means declining or deferring a lot of seemingly necessary or urgent things to give precedence to things you know will make a difference in the long-term or bigger picture. The crux? Everything cannot be a priority. Many things in life are best delayed until absolutely necessary.

3. Using the influence of impending deadlines on lower priority tasks

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Candid Q&A:
Q: I understand what you mean by strategic procrastination, but how do I enforce this? How do I know what to take on and what to strategically delay?

Developing a sense of productive awareness is first and foremost. Always question the purpose and value of what youre doing and the results you get. Results dont lie if you remain impartial to the facts. Analyzing your work regularly will help you become better at recognizing what tasks are best left alone and addressed at a future time. Revisit sections: The 4 Factors of Significance and Getting to the crme de la crme to better prioritize your to-do list. This process should help you recognize what you need to delay in the interim. Then, tackle each item on your list in order of priority.
Q: What are some more examples of how I can use strategic procrastination on a daily basis?

1. If your phone rings while heading into a meeting, dont answer it. Procrastinate strategically. Let it go to voicemail. Taking an unrelated call before a meeting (as one simple example) will likely destabilize your mental flow. 2. Dont respond to emails immediately unless absolutely necessary (which is extremely rare). When people know you respond quickly to all issues, they will send you more issues to respond to. They will also be easily annoyed when you dont respond quickly if they are expecting you to (more on this next). If youre a gmail user, you can use the browser plug-in Boomerang to schedule an email to be resent to you at a later time. (Its also worth learning how to use inbox filters to separate important from non-important messages. What is inbox filtering? Read here and here). 3. If you have similar or related tasks mounting on your schedule (email, phone calls, text messages, errands, etc.), delay doing any of them until you can do all of them. Dont attempt to do everything the moment it comes up. Most things are not urgent and do not deserve supremacy over your preset priorities. Cluster like-tasks to avoid wasting transitional time.
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Q: Is strategic procrastination for everyone?

Yes, but the degree of application should depend on personality. This technique may not pay the same dividends to those who have a natural tendency to procrastinate or delay priorities.

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4.
Set (and enforce) personal policies

Dodging trainwrecks while training people

Weve heard the phrase, If you dont stand for something, youll fall for everything. My version differs slightly: If you dont stand for something, youll end up doing everything. This is hardly an exaggeration. Most people fail to realize that: We are treated in life the way we teach people to treat us. Unknowingly and often unintentionally, we build expectations within others that determine: | 44

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1. The degree of patience people share with us 2. The degree of attention and support people give us 3. The degree of help and assistance people offer us 4. The degree of freedom people allow us to work within 5. The type of requests people make of us 6. The number of things we can accomplish 7. The amount of free/personal time we enjoy This is a heavy listthe implications are obviously significant. As you can see, an ill-fated mix of hindering expectations leads to a train wrecka life out of our control. The good news is, this doesnt happen by accident. But

Limits dont set themselves

Someone must draw the line in the sandthat person is you. Without limits, we have no yardstick, no involuntary point of reassessment, and no impartial reason for pulling the plug. Since there is no hierarchy of significance, we just keep on stubbornly working, mistaking motion for qualified action blindly pushing beyond the point of diminishing returns. We overcommit in the name of overachieving and then overlook the costs. But the consequences are real: a waste of time, energy, and money followed by lackluster resultsan ROI capable of making even a Wall Street broker wince. Ironically, its easier to attempt everything than it is to exercise discipline to set policies and priorities that require uncomfortable refusals. However, intelligent and effective people know their limits and then set personal boundaries that both reflect and support their most critical endeavors.

No
Its an emotionally charged word, I knowalbeit a very liberating one. But in fear of offending another, or being afraid of letting go of a past routine, or denying there is a problem, we instead carry on with our daily hustle, avoiding confrontation and postponing new and necessary personal policies. Kent Healy Email me Other Parts Newsletter Blog | 45

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Have trouble telling Sally that you wont walk her dog tomorrow night? Or clicking the ignore button on an incoming Skype call? Do you experience difficulty declining an opportunity to make a few quick bucks in the interim? Think its awkward to turn down a friendly request for free consulting? Well, to add to the chaos, just consider how Dont lower your easy it is to reach people today. Or more acstandards, limit your agreements. curately, how disturbingly effortless it is to - David Allen make a request, ask a question, suggest a last-minute change of plans, or shoot off an emailall while hiding behind the impersonal veil of text messages and email. Combined, this spells distraction and disaster. How do you react when: your colleague wants to call a last minute meeting, your friend wants to talk about his relationship on the rocks, your sister asks you to babysit her pet chihuahua for the weekend, your wife demands that you fix the leaking toilet, the local Rotary Club wants you to give a speech, your kid wants a ride to the mall, or your neighbor wants to borrow your brand new mower? There is no universal answer, but there is a crucial question you must ask yourself:

How much time do I waste with certain projects and activities simply because I am uncomfortable saying no?
Yes, its time to draw that line in the sand weve been talking about. It is impossible to be remarkably productive without learning to decline certain requests and opportunities. This is not hyperbole. Requests, demands, and diversions are never-ending, but our time is (very) limited. The ratio here is dangerously askew. Thus, the only thing holding our sanity intact, our goals in place, and our life in balance, is our ability to decline the non-important. We must learn to commit to less by saying no to good or non-important things so we are prepared to take full advantage of the great. As author and blogger, Chris Guillebeau, suggests, Learn to view sacrifice as an investment. Kent Healy Email me Other Parts

If I didnt do ____ at all, would it matter in a months time? ... Really?

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No matter how great our habits or how brilliant our systems, there is a limit to what can be done and done well. This is also why most professional athletes excel in only one sportthey dont have the time or energy to diversify their focus. Like athletes, our own priorities deserve a similar level of undivided attention and commitment. Why? Because... If we dont limit our commitments, we are forced to lower our standards were forced to accept a lower quality outcome in order to cope with our workload. But attempting everything is the highway to mediocre work. On the other hand, by declining, deleting, delegating, or deferring our less important items, we free up valuable time and energy. To remain on course and keep my output quality high, I frequently decline meetings, speaking opportunities, requests Have trouble for coaching, and extra-credit opportunities saying no when at school. Prioritizing is not merely a matter of listing to-dos in order of importance; its deciding not to do certain things.

you know you should? Be sure to read the Q&A section of this chapter.

The two-faced yes

In the previous section I alluded to an incredibly important concept: A yes is a two-sided coin. There is always a trade off. By choosing to do one thing we simultaneous decline to do another. Author and blogger, Steve Pavlina, explains this well:
There is no unconditional yes. Whenever you allocate time to one pursuit, you say no to everything else you could have done with that time.

For everything that you have missed, you have gained something else; and for everything you gain, you lost something. Ralph Waldo Emerson

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The word no often gets a bad rap, but realize that every yes includes a no, and every no includes a yes. When you say yes, are you saying yes to your own best goals and plans while saying no to whats less important? Other people may pressure you to say yes, but before you do so, take a look at the no youll have to bear. Do you say no to your family in order to further your career? Do you say no to good health habits in order to fit in with your peers? Do you say no to setting your own goals in order to say yes to the reactive bait others lay before you? If you want to say yes to whats really important to you, you can expect to hear yourself saying the word no a lot more often.

A caveat for the devils advocate: If your middle-school nickname was Negatron due to your apparent allergy to the word yes and you still have a difficult time welcoming new opportunities, then perhaps a few yeses could brighten your horizons. But for the Type A person or the opportunistic socialite, always consider the opportunity cost shrouded in a jovial yes! Say yes too frequently and you will eventually be replacing great opportunities with mediocre ones OR youll end up spending too much time floundering in your weaknesses instead of capitalizing on your strengths. Both outcomes lead to a demoralizing end. The good news? Your movie isnt over yet.

Dont be swayed by those who place social obligations and work politics before their own needs and goals.

Lack of direction, not lack of time, is the problem. If youre taking on the wrong things, youre headed in the wrong direction, wasting timeand therefore, creating a lack of it.

Politicians, people pleasing, and policy-making

In an effort to please everyone, politicians become puppets who sacrifice the potential to do great work by reacting to every whim. And as a result of taking on too much, they still let people down. But most of us are not politicians (thank God), nor should we try to be.

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Peak performance and a life based on personal terms is not a politicians job. Tough decisions must be made and in this case, you cant hire someone else to do your push-ups (or run your campaign). In other words, chose to be the policy maker, not the politician. Not doing so leaves your schedule and life in the hands of others. However... Setting personal policies, lets people know what they can and cant expect from you. Policies can be viewed, in a sense, as unwritten psychological contracts based upon expectations.

Some examples of my personal policies: I dont speak for free. (Unfortunately, speakers are often treated in relation to their fee. Under some circumstances, I will request a fee and donate the proceeds.) I dont schedule more than seven speeches in a month. I dont accept breakfast meetings. (This is my uninterrupted creative time.) I dont accept meetings with strangers that are not booked more than 3 days in advance. I dont chat socially via any IM service. (Mostly, this is just a time suck.) I dont listen to long voicemails. (Most of the time its rambling.) I dont review products on my blogs. I dont lend money to friends. I dont agree to or respond to verbal negotiations. (Put it in writing.) As you have probably gathered, a good list of personal policies is also a not-to-do list. You will have to set strong boundaries about what you will and wont do before the situation arises that requires you make a decision. When policies are set in advance, it becomes much easier to refuse good or poor opportunities. You will have to structure your personal and work life so you can dedicate your time, effort, energies, and resources on activities, opportunities, and people that give you the greatest return on your efforts.

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The 5 unbreakable laws of policy making:

1.

The best defense is a good offense.

State your preferences, limits, and demands upfront whenever the opportunity presents itself. Doing so eliminates much of the awkwardness that can arise when requests from others are made. If Jimmy knows my personal policy is that I do not loan money to friends, the likelihood of him asking me is slim from the outset. And even if he wishes to test his luck, much of the awkwardness and discomfort from the conversation has already been mitigated, so a short comment can keep the exchange brief and cordial. (See a sample response in the Q&A.)

2.

State it with conviction.

People can smell uncertainty like a silent one in an exam hall. Show a trace of frailty or hesitation and you can bet on tireless follow up puppy-eyed pleas. Its like trying to walk out of an animal shelter without rescuing even one damsel in distress. Dont bring this upon yourself by creating the situation in the first place. Make your testimony with conviction. If youve thought things through in advance, there is a good reason you decided to set this policy in the first place. Respect yourself and back up your own words with confidence. In any verbal exchange, the way your policies are communicated directs the conversation that follows and how people respond to your assertions.

If you really want to change things, you have to be consistent with your actions and agreements involving yourself and others.

3.

Keep your statement brief.

Elongated statements weaken your position and invite the possibly of further discussion. Dont say something in two sentences if it can be said in one. Explanations appear as justifications, and justifications give impressions of uncertainty. Remember the puppy-eyed pleas? Dont go there.

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4.

Keep their responses brief.

Some people will persist and insist to get their way. If you know the answer is going to be no, dont encourage them to build their case. The longer they talk (and the longer you let them) the more difficult it becomes to enforce your policy. Cut them off quickly and respectfully: Look Angie, I understand your position, but I am not the answer to this problem. I cannot do it. I hope you can understand my position too. Be brief and use unconditional language anything less is an open door for negotiation. Do they still persist? Use the following statement again and again and do not feel you have to change things up: Angie, Ive said no. I hope you can understand. Repetition will drive the point home.

5.

Maintain eye contact.

When making a refusal, looking away is a natural inclination. But dont do it. Experiment with the opposite: not breaking eye contact at all. Afraid you might look like a mad scientist? Well, people seldom argue with those with glazed-over looks anyway. Eye contact shows youre being honest, sincere, and that you mean what you say. If youre truly committed to keeping eye contact, chances are the other person will break line of sight before you do. Without digressing into a rabbit hole of psychology, turning away first often passes authority to the unfaltering party. This, of course, makes your policy much easier to enforce.
NOTE: This chapter has nothing to do with shutting people down, flexing power, or establishing an alpha-position. Its about respecting yourself, your goals, and ultimately those closest to you. Ive said it many times, but Ill keep driving the point home: You cannot do everything. A massive part of productivity is eliminating frivolous action so you can do important things well and have time for R&R.

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The art
It may appear that frank refusals and personal policies are best reserved for the brash and brazen. Not so. Its entirely possible to set and enforce personal policies with care and respect. The science of time In fact, setting expectations through aguating ROI (return on investment) and gressive, blunt force may send the mesmastering systems. sage home, but it will also send good The art is protecting your people away.
priorities while respecting others and setting For this reason, setting and enforcing expectations (the personal policies is an art forma fine emotional management of those you interact with). balance between empathy and candor.

management is eval-

I first witnessed the art of refusal by observing best-selling author and personal mentor, Jack Canfield. Along with his immense success came thousands of people vying for his attention, time, and money. But with grace, respect, and a gentle strength, he spoke honestly and candidly, never making false commitments or small talk where it wasnt necessary. While many people would squirm or succumb to the pressure of these sincere requests, he responded quickly, with an open-hearted confidence that left people feeling grateful to have asked. Like any art form, such skills take time to build. Jacks abilities did not come over night, but hell be the first admit that it all begins with a decision to respect your time, energy, and goals. If you care about these things, confidence and conviction will nurture your artistic and diplomatic touch. Focus on the five unbreakable laws and people will respond to your policies. They will understand that these laws indicate important personal boundaries (for all occasions).

Dont skip this upcoming Q&A! This topic always generates numerous questions, so Ive included the most common ones here.

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Candid Q&A:
Q: Wont people react negatively to stringent personal policies?

Some people will get upseteven if youve communicated your position with respect. This means that some conversations will certainly be more difficult than others. But this shouldnt deter you from respecting yourself and your priorities. Your policies are your lifes firewallaccess to your personal time and energy should be highly defended. The greatest pushback occurs when implementing policies for the first time. Some people will be surprised and some may take it personally. This is unfortunate indeed. But the reverse, a life of boundless obligation leading to an inefficient imbalance of personal priorities, is much, much worse. On a bright note, the opposite can also happen: Many times, people will respect your clarity, drive, and commitment to your goals. Dont assume you will be hated for valuing your goals and your time.

Q: Is there a fail-proof way to turn people down without making them feel bad or mad?

No. You cannot guarantee someones response ever. Be respectful but realize that some battles are not yours to fight. As Jack Canfield once shared with me, Just as you are in control of your feelings and attitudes, other people are in control of theirs, so if they do get upset with you for saying no, well that is a choice they make for themselves.

Q: Wont it be awkward to enforce personal policies?

Heres some of the best advice Ive ever received: The degree of your success is directly related to the number of uncomfortable conversations you are willing to have.

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Building on this concept, I subscribe to a theory I call Manifest Law: Situations are only as awkward or uncomfortable as you make you them out to be. Think a situation feels awkward or should be awkward? Then it likely will be. If you feel a situation is quite clear-cut, then, well, it becomes so.
Q: How should I handle those upset by my new policies?

Heres the basic formula: Acknowledge their position, explain your position, restate your policy and, oh, keep it short. I suggest having a pocket phrase for such situations a rehearsed and memorized sentence (or three) that succinctly and convincingly supports your position. Example: Sarah: What do you mean you wont review my new book? You: I understand what youre asking for and Im sorry I cant help you with this specific request, Sarah. I get numerous requests every week and cannot keep up. By accepting yours, I would simultaneously disrespect those Ive already had to decline. This is why I dont review books. Steve Pavlina provides another excellent suggestion: If they push you too much, I suggest you simply turn it around on them by emphasizing the no that would accompany the yes. For example, Why are you asking me to say no to my family, my health, my goals, and so on, just so I can say yes to your request?
Q: Will you review my new product on TheUncommonLife.com?

No.
Q: What if someone is not aware of my policies? How should I tell them?

The best time to communicate personal policies is before you have to enforce them. Whenever possible, dont miss the opportunity to state your policies as the topic or circumstances present themselves in daily conversationbefore youre placed at the sacrificial altar of martyrdom.

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Priming friends, family, and other close social ties is one of the best ways to avoid uncomfortable conversations before they happenor in the least, make them easier.
Q: Isnt using the word no pretty harsh?

No. Sometimes its very fitting and effective. This doesnt mean that no is always the best response, but neither is a long-winded explanation. Say what you need to say, but People think I give limit it to four concise sentences them hell. I just tell them the truth (not one word more) and under no and they think circumstances should you lie (it will its hell. come back to bite you in the ass). Harry S. Truman Brevity and honesty are your two best bomb-diffusers.

Q: I can decline requests and other less important personal tasks, but I always feel guilty afterward. What should I do?

In this case, guilt is the result of focusing on the potential loss instead of the potential gain. There is no quick-fix solution, but guilt can be defeated over time with a newfound appreciation for the long-term benefits that will follow. Its incredibly depressing to see how many people allow guilt to direct defining decisions in their lives. Unfortunately, this short-term effort to please only encourages the cycle to continue and grow stronger. Success depends on getting good at saying no without feeling guilty, says Jack Canfield. You can only get ahead with your desired lifestyle if you are focused on the things that will produce that lifestyle.
Q: I assume you dont mean I should just say no to everything, right? So how do I know if I should decline or pursue a new personal or business opportunity?

Obviously, saying no to everything is not wise. I often use pro/con lists and SWOT analyses which reveal a lot more than just thinking about it. But my mentor, Jack Canfield, shared a much more effective starting point: If its not a hell yes, he says, then its a heck no. So simple, but yet, so impactful.
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Q: What if Ive already committed to something I dont really want to do?

I do not condone breaking promises and comittments. If you said youd show up ready to play ball, come with a glove and your game face. If you feel following through will lead to a poor result due to being spread too thinly then communicate this honestly and immediately. No one wants to be strung along. Nevertheless, there is a very important proactive measure you can take going forward. To repeat an ealier quote by David Allen, Dont lower your standards, limit your agreements. In other words, stop making promises. Stop committing to so many things. Period. Make it a personal policy that you dont make promises (but be prepared to explain yourself). Blogger, Tyler Tervooren, makes a compelling point: The truth about a promise is that no human being actually has the power to make one. Unless you secretly control the universe, a promise is nothing but a gamble that youre placing on yourself and betting to win. Making a promise to anyone is basically telling a lie and then trying to find a way to make it come true. If you have integrity you dont need to make promises because the trust that comes with the consistency that people see in you is enough.
Q: Wont everything go wrong if I decline, delay, or ignore more things in life?

You cannot control everythingin fact, we often have less control than we think. Taking on more and more merely allows us to justify our efforts by viewing our commitments as a way to control our life (and thus deflect our problems). In reality, by over-committing we just create more obligations, more headaches, and more problems. I understand this concept is often uncomfortable to put into practice. It requires what Tim Ferriss calls, the art of letting bad things happen. Oftentimes, Ferriss says, in order to do the big things, you have to let the small bad things happen. If you dont, youll never find time for the life-changing big things. Will small problems crop up? Yes. A few people will complain and quickly get over it. BUT, the bigger picture items you complete will let you see these for what they areminutiae and repairable hiccups. Make this trade a habit. Let the small bad things happen and make the big, good things happen.
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A simple example of this theory in application might be not responding to every email within five or ten minutes of receiving it. Or, not checking email AT ALL while on vacation. This may create some problems in the interim, but it encourages others to be more resourceful and forces you to tweak your current systems and policies.

Q: Can you give me an example of how you might enforce your personal policies by saying no?

Jimmy: Can I borrow $1,000 to get my business off the ground? You: I understand your position Jimmy and I wish I could help, but its a recipe for ruined friendships. Thats why I never lend money to friends. Youll need to get more creative on this one. Noah: (Following a brief meeting) So, what do you say? Do we have a deal? You: Perhaps, but learning from past mistakes, I dont agree to new business terms based on verbal discussions. When you get a moment, please outline your terms in writing and email them to me at keepinitreal@me.com Heather: Do you have a moment? Id like to ask you a question. You: No. Sorry, I just have too much on my plate right now. Claire: Lets meet to finalize the report first thing in the morning on Tuesday. Hows 7am at Starbucks? You: Ok, but lets find a time that works for both of us. Early mornings are a no go. How does 8:30 am work for you? Steve: We dont have the budget for guest speakers. Would you be willing to speak for free? You: I appreciate your position Steve, but I hope you can understand mine. In an effort to better respect my priorities Ive set a personal policy for 2012 that does not allow me to speak pro-bono. Its not a reflection of you; I just need to stay focused.

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If youve enjoyed this book, I have one simple request...

Easy enough, right? I need your help to spread the word about this book and the pertinent message it contains. Productive and happy people make the world a better place. In writing this book, I have learned just how many people would like to be more productive, but merely lack the strategies to make it happen. We can change that. But I wont offering this guide free much longer, so please take a moment right now to pass this resource along to your friends, family, and social networks. After all, who doesnt want to be Santa Clause bearing gifts? Below are some sample tweets and posts to get you started:

Share it!

I just got a free copy of Be Uncommonly Productive. Its slick. Get a copy before @kent_healy ends the give-away: http://bit.ly/tQH3Wd Want to be more productive? Then get this guide quick... @kent_healy is giving 1,000 copies away here http://bit.ly/tQH3Wd Talent is overrated. Time management is everything... thus, get this free guide now: http://bit.ly/tQH3Wd Life is short, dont waste it. Do more & enjoy more with this awesome #productivity guide (for free) - http://bit.ly/tQH3Wd

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Congratulations!!!
Thank you for reading Be Uncommonly Productive! Youve completed the 1st part of 4. Youre now one step closer to reaching your peak productivity. Its been a fun so far and I hope youll join me on the next leg of the journey. Below are the remaing parts of the Be Uncommonly Productive series with short descriptions explaining what well cover. If youre interested in getting your hands on the other parts, please visit me here. PART 2: Ordain & Ingrain In this PART well dive deeper into the many things that consume your time and attention while exploring highly practical ways to capitalize on the control you gained in Part 1. Well ingrain new knee-jerk habits that keep you in the drivers seat so you can go from where you are to where you want to be with speed and grace. 5. Become technologically competent and curious 6. Simplify everything 7. Handle tasks and projects differently 8. Timebox everything 9. Master your email 10. Own your phone PART 3: Maintain & Sustain In this PART well ensure that all of the skills weve learned to this point are both upheld and amplified. Without a strategy for ongoing sustenance, peak performance is merely a flash in the pan. Sustainable productivity requires specific habits, lifestyle choices, and uncommon systems all of which we explore here. 11. Always seek automation 12. Delegate and collaborate 13. Cultivate and ration your energy 14. Design your environment 15. Schedule non-negotiable time Conclusion PART 4: Retain & Ascertain In this PART I offer a very comprehensive index of more than 50 powerful productivity tools you can start using today. Youll wonder how you ever lived without them. These tools will help you retain the new skills learned in this series while simultaneously maximizing your time and effort. As Ive always said, effort gets you started, but only the right tools, techniques, and skills can spawn extraordinary performance and uncommon results. 16. Comprehensive resource and tool index

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About the author Kent Healy

At a young age, I realized that my conventional schooling was not offering the important lifeskills I needed to become successful in the real world. Driven to discover the workings of success, I ended up forming relationships with world leaders in the field of personal development, author several books, and travel to speak around the globe. My work focuses on creative and uncommon ways to trounce the status quo in business and in life. I am a student of life with an insatiable appetite to learn about the dichotomies of modern life and our assumptions that frame our rather subjective understanding of reality. Today, I own and operate several businesses from publishing to real estate and work from... well, anywhere with an Internet connection.

Visit me:

www.theuncommonlife.com www.maximsformavericks.com www.25tolife.me www.kenthealy.com www.coolstuffmedia.com Subscribe

Write me:

I always enjoy hearing from readers. Although I get a lot of mail, I do make every effort to respond to those who take the time to write. kent@theuncommonlife.com

Speaking & Consulting:

I frequently speak at universities and organizations on the topic of leadership, innovation, productivity, and other 21st century skills. I also consult with individuals and small businesses to increase productivity -with a 100% guarantee. If youre interested, please contact my office at: help@theuncommonlife.com

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Be Uncommonly Productive (BUP] Part 1 - Edition 1 Free Version Cover & Interior Design: Kent Healy 2012 Be Uncommonly Productive by Kent Healy This book will be updated as needed. RIGHTS: All rights reserved. For personal use only. Do not alter, reproduce, or resell this book or any of the contents within. Under no circumstances is it acceptable repost or republish this ebook to another website.

EDITIONS: This edition is designed to be part of a series of Be Uncommonly Productive books. Want the next edition? Visit www.TheUncommonLife.com

MASS DISTRIBUTION: If you wish to distribute Maxims for Mavericks at a school, university, company, event, etc., please contact me first at kent@theuncommonlife.com

PUBLISH: If you would like to feature content from Be Uncommonly Productive in your publication please contact me at: kent@theuncommonlife.com

COMMENT: I would love to hear from you. Send me your thoughts about this book at: kent@theuncommonlife.com or post them on the website.

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YOUR IDEAS: What are your favorite productivity tips? Share them on the TheUncommonLife.com or email me kent@theuncommonlife.com

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