Consistency

by Mark Forster

This chapter is a free excerpt from The Pathway to Awesomeness.

January 15, 2012

One of the characteristics of poor time managers (and I’m speaking from bitter experience) is a lack of consistency. We start things off and don’t finish them. We bring in new working practices which make a great deal of difference for a short while and then we drift back to the old ways. We are creatures of a thousand and one brilliant ideas and nothing to show for them.

This is very bad news—not just because we don’t produce the goods at the end of the day, but also because all the effort we put into stopping and starting is wasted. People who produce great results often work extremely hard, but it’s not uncommon for poor time managers to work even harder but without producing the good results.


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January 15, 2012

One of the characteristics of poor time managers (and I’m speaking from bitter experience) is a lack of consistency. We start things off and don’t finish them. We bring in new working practices which make a great deal of difference for a short while and then we drift back to the old ways. We are creatures of a thousand and one brilliant ideas and nothing to show for them.

This is very bad news—not just because we don’t produce the goods at the end of the day, but also because all the effort we put into stopping and starting is wasted. People who produce great results often work extremely hard, but it’s not uncommon for poor time managers to work even harder but without producing the good results.

In fact, one could make an argument about time management being about nothing other than consistency. It’s consistency that delivers the goods.

One of my favorite sayings at the moment is:

“What you haven’t done is the price you paid for what you have done.”

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