Before you start reading this — oops, too late for that. Anyway, I was about to say that after you read this, you'll be more aware of procrastination techniques, and that might make procrastination more difficult. So maybe you want to think it over before you read another word.
Ah, I see you're still here. I can only conclude that you're so dedicated to becoming a better procrastinator, that despite the risks, you want to push ahead immediately. Are you sure? Take your time. Get a cup of coffee. Read your email. Chat with your pal down the hall.
OK, enough dilly-dallying. Here we go.
Any dunderhead can procrastinate. But to procrastinate so well that you actually forget about what you weren't doing, and to procrastinate consistently, requires both talent and devotion. Since I have neither, I use this handy list of procrastination techniques.
- Find something else to do that's more "urgent"
- Notice that you won't be able to finish until some majorly important issue is resolved, so don't bother starting
- Start, but then remember something else you have to do. Jump to that "before I forget."
- Enter task at bottom of to do list, then forget to look at to do list
- Start task, think of important question, call someone who can provide answer, get routed to voicemail, leave brief message, then move on to something else you'd rather be doing instead
- Voicemail not returned. Keep doing something else.
- Voicemail still not returned. Consider leaving another voicemail, but don't actually do it.
- Take a break, get coffeeSince reading this article
can make procrastination more
difficult, you might want to
put it off for a day or two - Check email
- Check email again
- Spend some time moving email messages that should be deleted, from inbox to random file folders where they'll never be seen again
- Google something
- Fiddle around at FaceBook
- Bored. Switch to YouTube.
- Start task just before quitting time, then go home. Next morning, you forget you were doing it.
- Voicemail finally returned, but you're away from desk. Make note to call back.
- Start task, get interrupted (phone call, visitor, etc.), then when you resume, do something else instead
- Make some forward progress, but spend way too much time celebrating it
- Majorly important issue finally resolved. Make a note to find another majorly important issue to take its place.
- Delegate important blocking subtask to someone who is either too busy, or works too slowly, or is unwilling to do it. Even better, someone who's a better procrastinator than you are.
- Make some small forward progress. Whew. Enough for now.
- Find something positive to say in case anyone asks
I've been working on an ending for this article, and I've made some progress, but it's not quite ready. I'll let you know when I have it. Top Next Issue
Love the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!
Your comments are welcome
Would you like to see your comments posted here? rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.comSend me your comments by email, or by Web form.About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
Related articles
More articles on Personal, Team, and Organizational Effectiveness:
- Dangerous Phrases
- I recently upgraded my email program to a new version that "monitors messages for offensive text."
It hasn't worked out well. But the whole affair got me to think about everyday phrases that do tend
to set people off. Here's a little catalog.
- Problem-Solving Ambassadors
- In dispersed teams, we often hold meetings to which we send delegations to work out issues of mutual
interest. These working sessions are a mix of problem solving and negotiation. People who are masters
of both are problem-solving ambassadors, and they're especially valuable to dispersed or global teams.
- Understanding Delegation
- It's widely believed that managers delegate some of their own authority and responsibility to their
subordinates, who then use that authority and responsibility to get their work done. That view is unfortunate.
It breeds micromanagers.
- Performance Mismanagement Systems: II
- One of the more counter-effective strategies incorporated into performance management systems is the
enterprise-wide uniform quota, known as a vitality curve. Its fundamental injustice breeds cynicism,
performance fraud, and toxic conflict. It produces performance assessments that are unrelated to enterprise
objectives.
- Kerfuffles That Seem Like Something More
- Much of what we regard as political conflict is a series of squabbles commonly called kerfuffles. They
captivate us while they're underway, but after a month or two they're forgotten. Why do they happen?
Why do they persist?
See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming February 5: On Shaking Things Up
- Newcomers to work groups have three tasks: to meet and get to know incumbent group members; to gain their trust; and to learn about the group's task and how to contribute to accomplishing it. General skills are necessary, but specifics are most important. Available here and by RSS on February 5.
- And on February 12: On Substituting for a Star
- Newcomers to work groups have three tasks: to meet and get to know incumbent group members; to gain their trust; and to learn about the group's task and how to contribute to accomplishing it. All can be difficult; all are made even more difficult when the newcomer is substituting for a star. Available here and by RSS on February 12.
Coaching services
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info
Follow Rick
Recommend this issue to a friend
Send an email message to a friend
rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.comSend a message to Rick
A Tip A Day feed
Point Lookout weekly feed