8 Ways Highly Successful People Plan Their Time

People of accomplishment rarely sat back and let things happen to them. They went out and happened to things.”

Leonardo da Vinci
Highly successful people don’t wait and hope for desired results. Success is never accidental for them. It’s the direct result of preparing, planning, and aligning their time with their most important goals. Here are eight ways that successful people make the most of their time:

They save their decision-making muscles for important stuff

Obama only wears blue or gray suits. Zuckerberg’s uniform is a gray shirt and jeans. Steve Jobs wore blue jeans and a black turtleneck almost every day. Highly successful people simplify their wardrobe. They minimize the amount of decisions they make on trivial matters.
Only a few decisions truly matter. They’ve internalized that every decision doesn’t have to be optimal or perfect. This frees them to make quick decisions most of the time. They automate and simplify decisions.They don’t think about whether they will go to the gym. They don’t deliberate about what they will eat for breakfast. They workout at the same time every day. They eat the same breakfast every day. They use their willpower and flex their decision making muscles on the highest impact decisions they face each day.

They have a consistent morning routine

They create momentum at the start of the day through consistent morning routines. Successful complete a combination of the following activities in the morning: meditate, read, journal, exercise, prioritize their day, envision a successful day, and eat a nutritious breakfast to fuel their day.

For example, motivational speaker Tony Robbins takes a cold plunge to reset his system and reduce inflammation in the morning. He also does breathing exercises and expresses gratitude during a ten minute priming exercise. What we focus on expands in our minds. Through his morning routine, he chooses to expand gratefulness over fear and anxiety.

A precise formula that produces an effective morning routine doesn’t exist. Highly successful people experiment with different activities until they find the morning routine that fits their lifestyle and sets them up for a successful day. They also create routines for the end of the day…..

They have a consistent nightly routine

Before anything else, preparation is the key to success.” Alexander Graham Bell. Successful people don’t wait until the morning to prepare for a successful day. They start the night before. They unplug from their devices, read, meditate, and plan for the next day. They wake up relaxed and stress-free because they have already designed the blueprint for a productive day. However, they don’t start planning the night before.

They plan ahead thoroughly

Give me six hours to chop down a tree and I will spend the first four sharpening the axe.” Abraham Lincoln Continue reading 8 Ways Highly Successful People Plan Their Time

The Key To Successful Management? Understanding People!!!!!

Peter Drucker owes his position as one of the fathers of modern management theory to his understanding of the importance of the individual, something that came to him when attending a class given by John Maynard Keynes at Cambridge University in 1934. “I suddenly realized that Keynes and all the brilliant economics students in the room were interested in the behavior of commodities, while I was interested in the behavior of people,” said Drucker. (1)

 This week I was lucky to participate at the Global Drucker Forum in Vienna (2), where leading management thinkers from all quarters discussed about the ultimate management knowledge, as well as the opportunities and challenges brought by technology. During the conference, Drucker’s words “Management is about the people” resonated in my mind.

 In recent decades, business schools have developed and refined theories on corporate governance, the role of the CEO, or the defining characteristics of business leadership, producing any number of biographies and profiles of the business world’s great and good. Indeed, Management is about people and this fundamentally flies in the face of hard and fast professional structures. The human element also has a profound effect on how and what is taught at business schools.

 It is worth noting that the case study, a method used at most business schools, emphasizes the importance of personal factors in a director’s decision-making processes, recognizing that it is people who either create or destroy value, above and beyond immediate circumstances or factors. Most business schools taught early on that understanding the perspective of the individual, or groups of people, is just as important as economic theory.

 Management has moved from an unspoken, informal, ad hoc activity, into one, which is routinely analyzed and commented on from every angle possible. Management has emerged from the shadows to be recognized as one of the driving forces of economic and personal life.   No organization, no activity – now appears beyond the scope or ambition of management.  

 While management came of age during the twentieth century, with the establishment of the first business schools in the US, it would be foolish to suggest that it did not exist prior to 1900. Management has been practiced since the very dawn of civilization. But, only during the last one hundred years has it been recognized, analyzed, monitored, taught, formalized and even packed as a science.

 Over this period, management has often been narrowly defined as relating to business. As Drucker pointed out, this does management a disservice. Management applies to more than the world of business.   Indeed, Drucker argues that the creation of “city managers” early in the 1900s was one of the first occasions in which management, as it is now understood, was applied to a particular job. Management is as appropriate in local government as it is in a corporation. Management is at home in politics and government as it is in healthcare and hospitals. It is as useful in sports – coaching is just one aspect of management — as it is on the factory floor.  

 Management is all-pervasive. “There are, of course, differences in management between different organizations—mission defines strategy, after all, and strategy defines structure. But the differences between managing a chain of retail stores and managing a Roman Catholic diocese are amazingly fewer than either retail executives or bishops realize,” Drucker observed. “The differences are mainly in application rather than in principles. The executives of all these organizations spend, for instance, about the same amount of their time on people problems—and the people problems are almost always the same. Continue reading The Key To Successful Management? Understanding People!!!!!