We’ve all been told the same thing:

Work smarter, not harder.

So we do.

We tighten agendas.
We batch tasks.
We use AI to summarize meetings and extract action items.
We automate the repetitive stuff.

We become efficient.

And yet…

We’re still busy.
The same issues resurface.
The same debates repeat.
The same friction returns next week.

The work got smarter.

The system didn’t get better.

Maybe smarter isn’t the upgrade we think it is.

Maybe the real shift is this:

Work Farther, Not Smarter (WFNS).

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The Three Ways We Work

There are three modes of effort.

1. Work Harder

More hours. More intensity.
It works — until it doesn’t.
But energy is finite.

2. Work Smarter

Better tools. Better tactics.
Cleaner processes. AI summaries. Faster steps.

Smarter beats harder.

But it still optimizes the step.
It rarely questions the structure.

3. Work Farther

Farther is different.

Farther zooms out.
Farther asks uncomfortable questions.
Farther invests thinking before optimizing.

Smart people optimize for today.
Wise people optimize trajectory.

Leverage is what changes the slope.

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A Familiar Example

Take the weekly meeting that drags.

Working smarter looks like this:

• Tighter agenda.
• Pre-reads sent ahead of time.
• AI summaries after the call.
• Cut from 90 minutes to 60.

It feels productive. Modern. Optimized.

And yet the same issues resurface.
The same decisions get revisited.
The same blockers reappear.

Smarter improved the ritual.

Farther questions the ritual.

Farther asks:

• Why does this meeting exist?
• Who actually owns the decision?
• Why do these issues keep recurring?
• What structure would make this discussion unnecessary?

Instead of perfecting the meeting, you:

• Clarify decision ownership.
• Define escalation rules.
• Create a simple dashboard that replaces in-person status updates.
• Track recurring friction at the root.

Eventually, something unexpected happens.

You don’t shorten the meeting.

You remove the need for it.

Smarter saved an hour.
Farther freed the organization.

That’s leverage.

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What WFNS Really Means

Work Farther, Not Smarter isn’t about eliminating tasks.

It’s about building for the long haul.

It means:

• Don’t optimize broken workflows.
• Don’t speed up recurring problems.
• Invest in understanding the whole system.
• Think in years, not weeks.
• Design structures that survive change.
• Create processes that compound.

Smarter solves it faster.
Farther makes sure you don’t have to solve it again.

Farther isn’t subtraction.

It’s construction.

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Why This Matters

Leverage is what turns effort into trajectory.

This applies to meetings.
It applies to hiring.
It applies to how you structure teams.
It applies to how you spend your time.

And it applies beyond work, too.

The question isn’t:

“How can I do this faster?”

The better question is:

“Should this exist in this form at all?”

Work Farther.

Most organizations don’t struggle because they lack smart people or modern tools. They struggle because they lack a shared understanding of what’s actually broken.

You’ve seen it:

• The dashboard says one thing, the team says another or simply ignore it.
• Projects “make progress” but don’t land.
• Meetings are sharp, follow-through is soft.
• A process “exists,” but everyone runs it differently.
• Someone says “we need tech to fix this”, but cant define what this is 

The problem is we use one word—maturity—to describe two different things.

This model is needed because it separates them.

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The Organizational Maturity Model: Capability + Process

1) Capability Maturity (skills-first)

How well a person or team turns information into judgment and action. This applies to individuals and organizations. Tech may support it, but it’s not “a tech ladder.”

2) Process Maturity

How clearly the work is defined, repeatable, measurable, and improvable.

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The Organizational Maturity Grid: Diagnosing Your Next Growth Move

Ladder 1: Capability Maturity C0 — Tribal memory Depends on what people remember. C1 — Capture Notes/emails/paper. Information exists but isn’t reusable. C2 — Organize Spreadsheets/docs/checklists. Structure appears. C3 — Standardize Shared definitions, consistent metrics, repeatable reporting. C4 — Explore People can ask “why?” and investigate without rebuilding everything. This typically includes tools like Interactive views, drilldowns, slicing by context. C5 — Execute Decisions translate into owners, next steps, routing, follow-ups. Insights turn into action: alerts, routing, checklists, workflows, ownership. This typically includes shared plans and task lists. C6 — Learning Loop System Improves Itself. Outcomes feed back to refine standards, playbooks, and tooling (AI?). The goal is faster, higher-quality decisions with less cognitive load.

Ladder 2: Process Maturity P0 — Ad hoc High variation. Lots of “it depends.” P1 — Repeatable There’s a usual way, but it’s not explicit. P2 — Defined Clear stages, handoffs, owners, and “done.” P3 — Measured Cycle time, aging, rework, defects, SLAs. P4 — Improved Experimentation and continuous improvement are normal.

Putting this together you get the Organizational Maturity Grid.

This grid gives you a targeted prescription:

• Hero-Driven / High-Variance– Stabilize the process: define stages, ownership, and handoffs (raise P).
• Bureaucratic Efficient– Invest in capability: definitions, analysis skills, and exploration habits (raise C).
• Immature / Fragile– Start with minimum viable clarity + basic capture/organization.
• High-Performing / Compounding– Strengthen the learning loop: measure outcomes, review exceptions, and improve continuously.

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How this helps (practically)

1) It prevents the wrong fix

Teams often solve the wrong problem:

• They add process when the issue is capability (they create bureaucracy).
• They add tools/AI when the issue is process (they automate confusion).

The dual model points to the right lever.

2) It explains uneven maturity without drama

Organizations aren’t one maturity level. They’re a patchwork by workflow.

This model lets you say, calmly:

• “Admissions is strong capability, weak process.”
• “Billing is defined and measured, but needs stronger exploration skills.”

That’s a useful conversation, not a judgment.

3) It turns maturity into a roadmap you can execute

For any workflow (or any person), you can choose one next move:

• raise Capability (C)
• or raise Process (P)

That turns “we need to improve” into “here’s what we’re doing next.”

4) It also applies to individuals

This isn’t only an org model.

• A high performer might be high capability / low process personally: brilliant work, inconsistent follow-through, hard to delegate.
• Another might be high process / low capability: extremely reliable, but not yet strong at root-cause diagnosis or judgment calls.

This gives managers a respectful development language:

• “Let’s strengthen your decision-to-execution muscle (C5).”
• “Let’s define your handoffs and definitions (P2).”
• “Let’s build your learning loop (C7) using outcomes and retros.”

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The takeaway

Maturity isn’t one ladder. It’s two.

• Capability is how well you think and decide.
• Process is how well work runs and improves.

Real maturity is when those ladders climb together.

After almost every interaction today, you get a survey.
Buy something—survey.
Call support—survey.
Quick chat—survey.

We get so many that most people ignore them unless something goes wrong. And when something does go wrong, the scores are harsh. That creates a built-in bias: feedback skews negative by default.

But volume isn’t the real problem. What we ask is.

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There Are Two Problems Hiding Under “Customer Service”

Customer service is really two separate things:

1. The service representative
2. The product or process itself

Most surveys focus almost entirely on the first.

They ask whether the rep was polite, followed a script, or “resolved” the issue. Sometimes that’s fair—training and enablement matter. But in many cases, the rep is just the messenger.

The real issue is usually upstream.

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Support Calls Are Signals—If You Listen Correctly

Customers don’t call because they want to. They call because something is broken, confusing, or poorly designed.

Every call is a data point pointing to:

• A flawed workflow
• A confusing feature
• A missing capability

Yet most surveys never capture this. Instead of learning why customers are frustrated, companies measure how well agents absorb that frustration.

That’s backwards.

Good customer service isn’t just handling problems well—it’s eliminating the reasons those problems exist.

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Ask One Better Question

If you want useful feedback, stop asking ten shallow questions and ask one strong one.

Make it open-ended. Make it focused.

The question we use on our intranet is:

“What is the ONE thing that would most improve your experience with [Intranet Name]?”

The phrase “the ONE thing” forces clarity.
You get fewer answers—but better ones.
And they point directly to where time and energy should be spent.

Try it.

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One Last Thing: Be Fair to Your Support Team

When customers do have a good interaction, reward it—clearly and consistently.

Service reps spend most of their time dealing with problems they didn’t create. They absorb frustration caused by broken products and bad processes, and they often get blamed for both.

If someone handled a bad situation well, give them a high grade.
They earned it.

Fix the system.
Listen better.
And don’t punish the people stuck holding the bag.

In today’s tech-driven world, design is no longer just a visual element. It’s a powerful force that can make or break a company. Look at the iPhone’s fusion of artistry and innovation or Elon Musk’s visionary ideas in electric cars. Both are testaments to the significance of design.

But what happens when design is overlooked?

Let’s explore the real-world implications of design neglect, where one company’s flawed design decisions reveal a harsh truth: bad design can be the silent killer of companies.

A few years ago, my company selected a prominent HR software provider, a name synonymous with NBA jerseys and women’s soccer. On the surface, they seemed poised for success, having recently merged two major companies and with plans for product enhancement and cross-selling.

However, the problem lay in their design philosophy.

Instead of crafting a thoughtful design, they opted to amalgamate the “best of” their two existing apps. This decision proved disastrous for this type of software. It was akin to forcibly marrying two mismatched puzzle pieces, resulting in a disjointed and ill-fitting solution.

The repercussions of this design choice were profound:

• Administrative Hassles: Managing two separate systems required administrators to learn and use both, introducing complexity and challenges during implementations.
• Duplication of Infrastructure: Each system had its distinct code base, leading to the replication of reporting tools and APIs. This substantially increased the workload for users attempting to learn and implement them.
• Support Challenges: Support personnel were restricted to working on one system, often leaving clients more knowledgeable than their own support staff. Resolving issues frequently necessitated the involvement of multiple personnel, resulting in extended response times.
• Data Synchronization Problems: Data needed to flow between these systems, but there was no seamless way to synchronize it. The absence of synchronization led to a cascade of downstream issues.

Within the software company, problems escalated. Protracted support queues, lingering software glitches, and a revolving door of employees became the norm.

Despite its subpar design, the company won’t vanish overnight due to legacy clients and the complexities of transitioning HR systems. Nonetheless, I foresee a gradual exodus of clients as competitors with superior design or fresh alternatives gain momentum. Someday, they’ll reflect on their downward spiral and wonder where they went astray.

The answer will be glaringly evident: they fell victim to bad design.

This real-world example underscores the profound impact of design on a company’s destiny. It is a stark reminder that design isn’t confined to aesthetics alone; it profoundly influences functionality, efficiency, and user experience. Businesses that disregard structure do so at their peril, often succumbing to a gradual decline driven by poor decisions.

A few years ago, Google conducted a survey of its employees to determine what’s the main contributor to a high performing team. As I saw the headline I was intrigued to find out the result. I was sure leadership was the number one reason for team success- mostly because I was a manager and I had read a lot about the impact of good leadership. I read eagerly hoping to learn some tips. I even anticipated secondary reasons like: talent, team composition. But when I read the results I was shocked and disappointed by their conclusion- it did not include any of my assumptions. The research claimed that the #1 factor for high performing teams was “Psychological Safety” aka trust. It didn’t make sense to me. In general, I think people are good- especially in a professional environment. I thought in any reasonable organization people dont lie to each other, and are going to get paid on time. I really didn’t understand what this was trying to say- was it just some new fad? 

A few months later I finally understood.

The company I worked for at the time had reorganized. Within a few weeks my team’s work quality started to suffer or so it seemed. Almost each time after we released a new update of the software to our operations team, there were issues. They were typically small and easy to fix but the issues escalated quickly. It went from the operations person who discovered the issue to their manager, to the VP, to the President of the company, to my boss (The CIO) and then it hit my desk as the VP in charge of that area. If you’re counting, that’s 7 steps. I knew where to go to get it fixed and involved an 8th person, Carla. She had recently switched from the operations department to my team in IT and understood the intersection between technology and operations well so was well suited for her new role. But it seems she started making a lot of mistakes all of a sudden. While the fixes were typically minor (e.g. change a number from 100 to 1000), each time I’d need to write up a full report on what happened, how it happened and how it was fixed etc and send it around the organization. It was very frustrating to say the least. Sometimes we needed to meet about it- wasting even more time. Of course I put in preventative steps to ensure that root cause wouldn’t happen again. I reviewed processes and put in more checks and balances. But the next time a different small issue would crop up and trigger a large chain of events. It was reflecting badly on the team, especially Carla as her mistakes came to light. As I worked to close gaps in the development/testing process, I tried to understand how quality tanked and so quickly. Finally in one discussion with Carla, she admitted that these mistakes were always happening. In the past her friend in the operations department would call her with the issue directly. They both came in early so they typically solved issues before others noticed. What had changed was that her friend moved to a different role. With new people in new roles in the organization no one reached across to solve issues and instead went up and down the chain. A small issue became a crisis.

When I rehashed this episode I realized that admitting mistakes early could have solved the issue early when Carla was starting out in her new role and saved countless hours of CYA emails and wasted meetings. Trust is important. Trust that a person won’t get in trouble for making a mistake. Trust to go across the organization. Trust that an issue is being taken care of appropriately. Trust that a manager will have appropriate solutions. 

I realized I needed to do two things: first I had to make her comfortable enough to admit mistakes and gaps in knowledge so we can learn from it and prevent it from happening again. I also needed to give Carla more training. The problems soon went away and Carla succeeded in her role, but first came trust.

As I build a new team I know what I need to start with- Trust me.

Isn’t it crazy that we spend about half our day with people but we don’t get to choose them? This article is your chance to find out a little about what working on our team will be like. 

The ideal teammate has good character, smarts, and initiative. We try not to get bogged down if a teammate shows up a little late sometimes or wants to leave early to go to their child’s game. Someone with good character would be courteous, communicate and not let it impact their work.

We try to add small twists to the mundane. When you’re asked if you have read this article, just tell us your favorite candy. Why do we care about your favorite treat? Because it’s the little things that make a work environment more interesting. If your favorite treat is waiting for you on your first day, that will get us started on the right foot.

We believe process and proper design are important. Henry Ford didn’t necessarily invent the best car- he invented the best process: the assembly line. Let’s work together to create the best plan to achieve the best results with the least effort.

We strive to create a culture of learning and hope that working together will be fulfilling. Lesson one: the secret to good communication is to get to the point and move on- Brevity.

Let’s make an impact! Join the team:

Consultants and people with big ideas

Heshy

“Without continual growth and progress, such words as Improvement, achievement, and success have no meaning.”

Benjamin Franklin

 

Long ago in the town of Opshitz in the Carpathian Mountains there lived two great woodcutters: Boris and Andre. One day they decided to settle the debate of who was the greater woodcutter. They hired a referee to ensure they would have a fair contest. The referee positioned them in different parts of the forest. They were close enough to hear each other but couldn’t see the others results. As the contest began both worked feverishly. After about an hour Boris realized he hadn’t heard anything for 10 minutes straight. He figured Andre was resting so he redoubled his effort. This pattern continued every hour- Boris heard Andre taking a break and he doubled his efforts. Finally after 6 hours when the referee called the contest over. Boris was proud of his results. He realized that he cut down more trees than he expected. The referee counted both cutters results and declared Andre the winner. Boris was beside himself and confronted Andre “How could you have won? I heard you taking breaks and I worked twice as hard then.”

 

Andre responded “I wasn’t taking a break. I was sharpening my ax.”

 

In my early days of my career we had just installed a new  system and there was much to be done to support it. One challenge was tracking the programs and configurations changes we were making on almost a daily basis. We needed to ensure we moved all the appropriate changes into production when it was ready.  This seemingly minor housekeeping task was very important because without it the full work that my team would do wouldn’t go into the production causing issues to end users. Another chore to track was the list of over 300 items that the team needed to enhanced but there wasn’t a consistent tracking mechanism. With so much going on there wasn’t time to address these items and everything else going on. People always say there’s always more to do then there is time and resources available. Enter Incremental Improvement.

Incremental Improvement

Incremental improvement is where you take small deliberate steps to improvement. With time all these small steps lead to huge change. On a corporate level it’s sometimes called “Incremental innovation” or Kaizen. On a product level it’s called “Minimal viable product”. In a development environment it’s called “Agile”. On a personal level it’s been called Person Kaizen or CANI (by Tony Robbins). As you see this process has many names and helps in various facets of organizations and personal life, but to me it’s more a mindset and I’ll take you through the four steps to get it implemented. No matter what you call it, it’s about starting small and constantly improving.

 

Gmail is a great example of incremental improvement. When Google launched its email application the market seemed mature. Further, email users don’t like to change their addresses as it’s disruptive. Hotmail & Yahoo were the dominant players with their robust web based technology. Gmail, by contrast, launched with a limited feature set but it did have a few innovative features like conversations that set it apart. Because of its limited features it was considered in “beta” for a long time. Early adopters accepted the limitations and enjoyed the extra functionality. With time Google improved Gmail and added more features until it became the dominant email solution. Google has continually used this philosophy across their new product launches.

Advantages

There are many advantages of incremental improvement including:

• Minimal investment- being that the changes are minimal it doesn’t take a lot of resources to get them implemented.
• Quick results- with minimal scope the results appear quickly.
• Changes can be impactful- using the pareto principle (aka the 80/20 rule) most of the easy gains can require minimal effort.
• Targeted- This philosophy offers the ability to correct course early and learn from early results. Instead of implementing a full featured product that may fail when users see issues early on it can be corrected or the entire initiative can be closed.
• Buy in- With the players involved in their own processes it improves the success of the roll out and shows results there’s more buy in and ownership accepted.

Steps for Constant Improvement

Edwards Deming, who many credit as the inspiration for the Japanese post-war economic miracle invented the Deming cycle as a quick way to simplify the process: Plan, Do, Check, Act. In short, think about(Plan) what you want to do, Do it, confirm what you’re doing is good (Check) and finally implement it (Act). For those with a system background this is just a compressed System Development Life Cycle (SDLC): Plan/Design, Develop, QA & Implementation.

Plan

Identify the vision of what your project will become. You shouldn’t spend much time here as the vision can evolve but it’s important to know where you’re eventually going. It can also serve as inspiration. Jotting down a few notes may be helpful and it can be revised with each iteration. What’s key is identifying what specific function you’ll implement in this round and ensure it’s deliverable.

 

Here’s some guidelines for ensuring success:

• Improvements should be small. Reminder: future iterations can include more improvements.
• Improvements should come from the people with a direct stake in the process
• Ensure the proper people are aboard on this iteration so they don’t delay it.
• Changes should be tested and put into use quickly.
• Be sure you have enough time to finish what you start

 

Do

In this step you make the changes you identified. Having people involved in the process doing the change is helpful.

Further you should think about how to make the change generically so you don’t need to come back constantly to make new changes. Give users the ability to tweak the solution on an ongoing basis so it can grow with minimal resource input.

Check

There’s no point in trying to improve a process if it isn’t showing the results you want or it introduces new issues. Always check your work. Ideally the person doing the work shouldn’t be doing the checking. Remember all those college papers you worked on all night to make it perfect only to get the response back from the teacher pointing out simple grammatical and structural mistakes. You didn’t see it as you were too involved in the process.

 

Act

All your work doesn’t count unless you ship a product or implement the process. Ensure others are ready for it by communicating, doing training etc. Take steps necessary to ensure the change is integrated into the routine.

 

Repeat

After completing the 4 steps, you start again. Sometimes you won’t have time to improve the specific process you completed. That’s ok, pick the one that gives you the biggest return. The goal is overall improvement and not just for a specific process. For processes that are done on periodic basis (e.g. a monthly report) you don’t need to improve it until the next run- at that point pick what you will improve and start the process.

Caveats

Incremental improvement has many advantages but there’s some potential potholes along the way.

Fixes only

Some people do fixes only and consider that constant improvement. If you’re always fixing then you have a problem- look at your underlying processes and fix the root cause. Fixes are reactionary, be proactive and get ahead of the curve.

 

Radical improvement

Continual improvement can lead to radical improvement over time. Sometimes a philosophy of a small change followed by a small change in the future won’t give you the full effect you need. The key here is focus. If there’s an area that needs a lot of changes dedicate the resources to it.

 

Cost of improvement

Not all improvement are worthwhile. When starting an improvement determine the cost of it in terms of time and effort and compare that to what you’ll get after (i.e. ROI). If it’s low consider another improvement opportunity or break it into a smaller fix that may be worthwhile.

Real life

In my dilemma of tracking move items, the initial quick fix for issue of tracking move items to production was a form that developers would fill out. The quick fix for tracking open items was to put the enhancement requests in a spreadsheet with accountability columns and detail columns for notes. This solved the immediate need but wasn’t ideal. The move document was cumbersome and couldn’t take into account the conflicts between enhancements and the spreadsheet wasn’t easily updated and didn’t fully account for hand-offs and task requirements. I could continue to enhance these forms and spreadsheets but that wouldn’t be a long term answer as it wouldn’t be transparent and would become cumbersome.

 

Fortunately a newly hired business analyst on my team was interested in learning programming. When I talked about the vision of what I wanted to accomplished he grew interested. At first this rookie programmer created a simple web form to track moves to production. There was limited time for process improvement but we periodically identified small areas that would give us the greatest return on our efforts. With time we added tracking for enhancements and accountability. Later we added workflow and enabled others within the organization to request items and have full visibility into the process.

 

There was also tough decisions on what wouldn’t be included. There was no administrative access in the system for 6 years but in the meanwhile I slowly built up a set of stored procedures to do the job. Further, knowing that there were be limited time to do wholesale changes to the system we designed it to be expandable. This manifested itself in the way we tracked new fields- we set up a keyword system allowing an administrator to add new fields on an ad-hoc basis. Further, we knew we couldn’t account for every special workflow request so we integrated the ability to call an external stored procedure giving the system unlimited possibilities.

 

With time this side little project grew into an integrated platform that tracks issues and manages the daily tasks of a number of people within the organization. There have been over 75,000 tickets tracked so far. We make changes to it only every 2-3 years now but with the built in expandability it has continued to evolve. This system has received praise from external auditors and internal people who initially resisted it. The system, although not perfect, is getting better little by little and has become a verb within the company. Some define success as having your brand becomes a verb- you can Google it. By that definition, this effort was a success.

 “The most powerful force in the universe is compound interest”

Albert Einstein

 

This is not an article about money or math, it’s about something much more powerful. But first a pop quiz: What is compound interest? Don’t worry if you don’t know, the concept behind compound interest is simple- you take some money invest it, during the process your investment earns interest and also interest on the interest. Before you know it you have much more than you started with. For example, if you start with $100 and earn 10% interest you’re quick math would say you’d get $10 after the first year. The second year you don’t just earn $10, you earn $11. The $10 you expect plus $1 on the $10 of interest from last year. Each year that’s more and more. So instead of your $100 doubling in 10 years as quick math would tell you ($10 for each of 10 years) you double in 7.2 years! The longer you allow for this phenomena, the more you earn. After 20 years, the return wouldn’t be $200 extra, it would be more than $600 extra!

Math lesson is over, now let’s take this compounding process and apply it to a more valuable asset you have: Time! Time for your family, time for your career, time for yourself. They key is to make your time more valuable and remove items that are just taking your time. Invest in yourself. Here’s five ways to compound time:

 

Learning

Investing in learning time is crucial. Sometimes learning simple techniques can end up saving you a lot of time in the long run. For example you can earn how to type faster or the more advanced features of your word processor. An initial investment of time saves you time daily. With more time daily you can spend it on crafting better documents which in turn leads to more powerful presentations which minimizes rework etc. Just learn.

 

Automation

Invest a small amount of time to get a machine/computer to do your job for you. This is why I love computers. They have the potential to do exactly what you need, you just have to tell it in the right way. It may require a special program, a special setup, a macro or even some programming, but if you find the right command, your computer will do your work for you without complaint.

 

Outsource

You don’t have to do everything yourself. Get rid of the easy tasks so someone else does it for you. Need someone to do your errands, help with cleaning or repairs? Try TaskRabbit.com. Need someone to do some of your chauffeuring- try Uber. Need someone to do payroll? Try a company like ADP then all you need to do is spend a couple of minutes sending them your data and they take care of the rest. If there’s any kind of task you need there’s almost certainly someone who is offering that service online. This will cost some money, but if you can directly use that time to make more money by putting in extra hours at the office or free lancing you can profit from the difference and/or save time.

 

Delegate

Some tasks are too complex or personalized to outsource- instead you can insource it (delegate). Train someone to do your job inside your organization or family- a few minutes of training or direction can give you huge dividends in the long term. Sometimes, just asking is all you need to do and they may be glad to help out. Other times a barter can have a large impact. For example, your computer knowledgeable friend can write a macro for you and you can arrange everything for the party she’s hosting.

 

Systematize

When there is a system to your actions it makes it much easier to succeed. This is potentially the most powerful but overlooked technique. Think about a recipe- it tells you exactly what you need to do. For projects that you create look into making it systematic. It takes away complexity and limits the risk of problems (problems take up a lot of time). This will allow you to outsource parts of it and speed up subsequent runs.

 

To get the most value for your time combine these techniques and get yourself organized. I recommend the book “Getting Things Done” by David Allen. If you don’t have time for the full book yet,  be sure to read 3 techniques to get started (http://magnacare.typepad.com/blog/2014/04/3-simple-steps-to-help-you-get-er-done.html). You can start small but keep investing.

 

There is so much value to your time, don’t waste it. Invest in yourself.