 |
If you want to use your 168 hours effectively, once you make a commitment to yourself to spend a certain number of hours on a task, keep it. Never miss a deadline.
|
89 |
 |
If you’re like most managers, you’ve learned that if you assign additional work, and give it a long deadline, it’s unlikely to get done.
|
156 |
 |
Reachable and reasonable deadlines drive behavior better than anything else.
|
157 |
 |
Clear-cut time frames intensify our focus and commitment: nothing moves us forward like a deadline.
|
51 |
 |
…leverage artificial deadlines to help you systematically increase the level you can regularly achieve…
|
168 |
 |
Don’t let things fall through the cracks, and if you commit to doing something by a certain time, hit the deadline, or explain why you need to shift it.
|
130 |
 |
Time is one of the most crucial variables in any negotiation. The simple passing of time and its sharper cousin, the deadline, are the screw that pressures every deal to a conclusion.
|
116 |
 |
Deadlines regularly make people say and do impulsive things that are against their best interests, because we all have a natural tendency to rush as a deadline approaches.
|
117 |
 |
Deadlines are often arbitrary, almost always flexible, and hardly ever trigger the consequences we think – or are told – they will.
|
117 |
 |
Deadlines are the bogeymen of negotiation, almost exclusively self-inflicted figments of our imagination, unnecessarily unsettling us for no good reason.
|
117 |
