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1
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2
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- “It’s crazy. I get to the office, have a coffee, sit down at my desk…and
I don’t know what I’m going to do for the rest of the day. Maybe call
some clients. Check the markets. Paperwork. Like I said, it’s nuts!”
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3
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- Vision: A clear picture of the future you want to live. Why you get up
in the morning.
- Mission: A strong purpose behind all your actions. Why you come to work
each day.
- Plan: What you do when you’re there. A rational sequence of activities
designed to get things done.
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4
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- Organization underlying logic
- Orderliness everything in its place
- Discipline Covey’s ‘private victories’
- Direction daily objectives
- Intention consciousness of your actions
- Control promises made and kept
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5
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- 1. List
- 2. Prioritize
- 3. Template
- 4. Go public
- 5. Activate
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6
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- What do you always do every day?
- How long does each activity take?
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7
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- What I Do Time it Takes
- client meetings…………….…… :120
- product meetings……………… :45
- lunch…………………………. :60
- outbound calls………………… :45
- write orders……………………. :20
- prospecting……………………. :60
- trading………………………… :60
- review markets………………… :30
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8
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9
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- client meetings ………….:120
- product meetings…………:45
- lunch……………………...:60
- outbound calls……………:45
- write orders……………….:20
- prospecting………………..:60
- trading …………………….:60
- review markets ……………:30
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10
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11
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12
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13
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- The final activity of every day is always the same:
- List your achievements no matter how insignificant they may appear to
be to you.
- Give your staff — and yourself — credit for the day’s accomplishments.
- Using a structured day worksheet (like the one coming up), plan the
next day.
- Declare your affirmation.
- Depart.
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14
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15
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- Lunch: Always eat lunch out of the office and do not return before the
hour is up.
- Get Out: Leave the office when you have no work scheduled. Do not invent
jobs just to fill time. In the Structured Day, most IAs find there’s
plenty to do.
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16
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- E-mail and voice-mail: Act immediately only on those that are urgent and
important. Respond to the others with appropriate action according to
the structured day.
- Phone Calls: Have your SA answer all inbound calls and transfer only the
most urgent and important to you. The others you review according to
your Structured Day and schedule appropriate actions, again, using the
SD.
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17
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- Less Time: If the work takes less time than scheduled, note it down and
take a break until the next scheduled segment begins. Do not get a ‘head
start’ on the next segment in the interest of efficiency or in order to
depart early.
- More Time: If the work takes more time, note it down and stop doing it
when time expires. Do not ‘borrow’ time from another segment: it never
evens out, you never know what you’re doing, and you never catch up.
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18
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- Tracking: Diligently track your adherence to the structure using the
Structured Day Worksheet. Remember, this discipline is primarily about
sticking to the structure, not about how you do the work.
- Slippage: Seek activation, not perfection. You will, from time to time,
drop the ball. When that happens, acknowledge it, find the root cause —
holidays; technical glitches; your own motivation —make the necessary
changes, and resume.
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19
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- DND: When you intend to work alone and without interruption, declare
your office a Do Not Disturb zone. Define the rules and inform your SA.
- Support: Completely inform your SA about this program and elicit his/her
support; however, this is YOUR responsibility, not his/hers.
- Be Flexible: Re-order the sequence of the work if necessary, but
preserve the time allocations and make sure you implement each segment.
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20
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21
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- A structured day is a profitable day.
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22
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23
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Notes
