I Hate Prioritization Methods

1. How would you manage circumstances where you need to handle a great deal of assignments in your every day work life? Let's be realistic, that happens much again and again. Typically it is this way: On the off chance that I am a decent organizer I effectively planned a few imperative errands for that day. Tragically there are constantly some open errands or last details too. Furthermore, frequently - that is the issue - new assignments ascend amid the day. Perhaps a vital client or associate needs you. Normally your manager inquires as to whether you could complete the process of something at short notice. 
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3. The outcome is some of the time a major heap of assignments that makes you - regardless of the possibility that a large portion of them are not by any stretch of the imagination imperative for your employment - troubled. I for one became more acquainted with one PMP (Extend Administration Proficient; the endorsement takes months and months to get) who had a schedule in viewpoint with no less than 100 things. Also, the range was from "call specialist" over "compose white paper" to "purchase new auto". 
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5. Overlooking the way that his business viewpoint schedule contained numerous private things and that the errand "compose white paper" is possibly a tiny bit too huge (and ought to be separated) I in a split second learned a certain something: If a PMP, a Venture Administration Proficient, who put six months in his accreditation, who is even permitted to call himself "Extend Administration Proficient" in his mark and on business cards can't deal with his own schedule: How on earth am I expected to deal with my assignments? 
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7. Under these conditions, how on earth would anyone say anyone should deal with his errands? 
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9. I Attempted THE EISENHOWER Grid 
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11. When I read the primary books over prioritization I took in the possibly best known strategy: The Eisenhower Network 
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13. The Eisenhower Lattice works this way: First you gather every one of your assignments. At that point you draw a framework with two measurements (I mean a 2x2 table). That framework shapes 4 pieces which you name Essential/Earnest, Not Vital/Not Dire, Imperative/Not Critical and Not Vital/Pressing. 
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15. Vital means here that it is essential in the long haul. Critical implies that it ought to be done quick, for the most part dictated by another person than you. So in the event that you reply to earnest messages all the time which are not vital for you, you can destroy your vocation. That is the purpose of the Eisenhower Network. 
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17. Next, you circulate your undertakings over those 4 pieces which can be extremely invigorating. Essentially the technique says that you ought to do just imperative things and the irrelevant things you either delegate or move them to junk. 
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19. Pretty virtuoso, correct? You simply quit squandering time on what is not essential for you and concentrate on the assignments which really matter for your vocation! 
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21. WHY THIS DOES NOT WORK FOR YOU 
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23. Be that as it may, the issue is you are doubtlessly no president. No doubt you are additionally not the President of your own organization (and if yes, please utilize the Eisenhower Lattice). On the off chance that you are a worker like me you experience the ill effects of two issues: 
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25. 1. You can't simply assign anything which is irrelevant for you (regardless of the possibility that you are a manager) 
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27. 2. Much more critical: You can't choose whether something is imperative or not! 
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29. On the off chance that you choose for yourself: 'That assignment isn't imperative, I will appoint it.' Or even: "That undertaking isn't critical and not by any means pressing, I will overlook it.' 
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31. Well think about what will happen: Your partners and your manager will discover that you are a questionable sleaze ball in light of the fact that the assignments are frequently essential to THEM. 
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33. What's more, on the off chance that you don't to those assignments you will destroy your profession whichever way on the grounds that each one abhors you. 
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35. Let's be honest: The vast majority of the assignments must be finished! What's more, on the off chance that you can't figure out how to do them, call the person and apologize. Try not to be self-important. Try not to disregard stuff since you are excessively essential, making it impossible to do it. Pick the telephone and explain to your associate why you experience difficulty doing it. Possibly you'll discover an answer together! 
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37. HOW I DO IT 
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39. What's more, a little tip as an afterthought: Simply attempt to give your assignments ANY request! Begin with a crisp rundown on consistently and attempt to complete 5, 10 or 15 errands for every day. Utilize some arbitrary request contingent upon your state of mind today. Perhaps today is your "wrap up old things day"? Then again you simply need to do undertakings identifying with a particular venture? Fine! 
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41. Simply accelerate and complete that stuff! 
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43. Sebastian fills in as venture supervisor, business specialist and process master for over 15 years. He enhanced procedures and conveyed tasks to accomplishment for different clients in Europe.