Peter Drucker spoke of mistakes managers must remedy very early on. Mistakes differ from person to person. However, one thing that is common across most managers is a tendency to procrastinate.
In a sense, it may even be a defensive behaviour that grows on us unconsciously. But overtime, it begins to hurt our reputation and eventually our career’s progress.
Interestingly, studies suggest that people procrastinate not because they are lazy, as is the common belief, nor is it because they have poor time management habits, there are deeper psychological reasons that make people procrastinate.
Quiz Time!
The most powerful of them is a dislike for the task. The human mind seeks to postpone anything it is disinterested in. And we invent good reasons why we should not do it or why someone else should do something.
If you answer the simple quiz below, you could gauge your, what I call, ‘Procrastination Quotient’.
You just need to answer ‘Yes’ or ‘No’ to each statement below:
> It takes pressure to get on with a difficult assignment
> I take half measures that will help me avoid or delay something I am not keen to do
> I do not follow up with others that is necessary for completing a task I am assigned with
> I find reasons to delegate upward or downward tasks I consider unpleasant
> I prefer to focus on easy jobs or jobs that are in my comfort zone first
> I know what my priorities are, but I choose to do something different
> I wok best at the “eleventh hour” when the pressure is really on for completing the task
> I need significant inspiration to do some of the tasks I am assigned to do
> I have to like the job before I can get started
> I know my sweet spots and anything out of it will wait for my attention
The more you find not applicable to you, the less of a procrastinator you are. And if you find the statements are typical of you, then all I can say is that you have a lot of homework to do before you can continue to succeed.
Over the years, many studies have been done and suggestions have been offered for overcoming the tendency to procrastinate.
Some of the possible steps you can take are:
> Reflect on the reasons why you procrastinate. More often than not, you will arrive at the conclusion that you did not expect to enjoy doing the job. You will do well to remember that professional roles and jobs are not about “cherry-picking” but doing what it takes to achieve results
> Understand the big picture and how your procrastination can hurt the life cycle of an important project
> Bring focus and energy to important tasks you need to complete even if you are not very comfortable with it. As you progress, at a reasonable pace, into it, you will discover the interest and enthusiasm to do it
> ‘Swiss-Cheese’ it: Breaking down big tasks into small ones is a good approach to start with. You could jot down your ideas, discuss with a colleague, do some reading about it in public domain and such things will enhance your interest and reduce the tendency to procrastinate
> Self-talk can be very helpful as well. It is all about reassuring yourself that you will enjoy doing this and you are committed to doing so
Crossing the Rubicon
Sumantra Ghoshal, in his book, Bias for Action speaks of “crossing the Rubicon” as an approach to accomplishing things you set out to do. This is an idiom taken from the ancient Roman history. Its application in management is all about progressing on a difficult task to an extent where returning to square one is not an option at all.
In other words, it is about making an irreversible decision such that progress is the only option and way forward.
The moment we realise that procrastination can be bad for our contribution, we have a very good chance of overcoming it.