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So What Should You Do?

1.
Keep a list of all of the projects, ventures, endeavors, and undertakings for which you are responsible.

2.
Make sure that after every meeting or phone call, and for every project, venture, endeavor, or undertaking, that there is a sequence of events (Principle 3, “There is always a sequence of events”). For each job in the sequence, ensure that there is somebody available to do it when the time comes for it to be done.

3.
Maximize the strengths of the people you are working with. (Not necessarily just subordinates, either. The same idea will work with bosses, customers, peers, or anybody else.)

4.
Keep a dance card and use it to get a life if you don't already have one, using the ideas described in Example 15.

5.
Teach dance cards to those who work for you. Then use the dance cards to align their objectives with yours.

6.
You can do the same with your peers. This will show you if what all of you are planning to do meshes with what your management are expecting and what they have committed your organization to doing.

7.
Use strip boards as your method of choice for planning projects, ventures, endeavors, and undertakings. Use them in preference to Gantt charts and, in particular, use them in preference to so-called project management tools. (Microsoft Project is an example of these.) Strip boards can be built using any spreadsheet package, such as Microsoft Excel.

8.
Do the organization-wide supply–demand calculations for your organization. Then make the cut.

9.
Build time for interruptions into your day.

PRINCIPLE 1: MANY THINGS ARE SIMPLE

PRINCIPLE 2: KNOW WHAT YOU'RE TRYING TO DO

PRINCIPLE 3: THERE IS ALWAYS A SEQUENCE OF EVENTS

PRINCIPLE 4: THINGS DON'T GET DONE IF PEOPLE

DON'T DO THEM



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