Janson The 20% Method to Achieve all your Goals

Incl. Bonus - Solve problems in time & project management, work efficient & resilient, learn mindfulness emotional intelligence & anti-stress-strategies
8. Auflage 2026
ISBN: 978-3-96596-319-1
Verlag: Best of HR
Format: EPUB
Kopierschutz: 0 - No protection

E-Book, Englisch, 180 Seiten

Also in the 8th revised and improved edition, published by a government-funded publisher involved in EU programs and a partner of the Federal Ministry of Education, you receive the concentrated expertise of renowned experts (overview in the book preview), embedded in an integrated knowledge system with premium content and 75% advantage. At the same time, you do good and support sustainable projects.
Because 20 percent of the effort is enough to solve almost all problems and achieve its self-set or externally specified goals. But in the stress of our everyday hamster wheel, we lose sight of this simple mechanism all too easily: instead of focusing on what is really important, we believe we have to over-perfectly complete every task, even down to the smallest detail. But focus, i.e. concentration on the essential 20 percent, is the magic word when it comes to working efficiently and productively and putting ideas into practice, even if unexpected obstacles stand in the way of implementation. Because only 20 percent of our tasks are really essential. Good time management, mindfulness and resilience help us to focus on the essential 20 percent and work more efficiently to achieve everything we want. This book shows how.
Knowledge that makes a difference, independently documented by its own Wikipedia entry: With its 'information on demand' concept, the publishing house has been successful for over 20 years and has received numerous awards. So when you buy the book, you are also doing good: The publisher is financially and personally committed to socially relevant projects such as tree planting campaigns, scholarship foundations, sustainable living, and many other innovative ideas.
The goal of providing you with the best possible content on topics such as career, finance, management, recruiting, or psychology goes far beyond the static nature of traditional books: The interactive book not only imparts expert knowledge but also allows you to ask individual questions and receive personal advice.
In doing so, expertise and technical innovation go hand in hand, as we take the responsibility of delivering well-researched and reliable content, as well as the trust you place in us, very seriously. Therefore, all texts are written by experts in their field. Only for better accessibility of information do we rely on AI-supported research results to a limited extent to make information easier to find, which assists you in your search for knowledge.
You also gain extensive premium services: Each book includes detailed explanations and examples, making it easier for you to successfully use the consultation services, freeky available only to book buyers. Additionally, you can download e-courses, work with workbooks, or engage with an active community. This way, you gain valuable resources that enhance your knowledge, stimulate creativity, and make your personal and professional goals achievable and successes tangible.
That's why, as part of the reader community, you have the unique opportunity to make your journey to personal success even more unforgettable with travel deals of up to 75% off. Because we know that true success is not just a matter of the mind, but is primarily the result of personal impressions and experiences.
Publisher, journalist and editor Simone Janson is also a best-selling author, was a columnist for WELT and Wirtschaftswoche, and, according to ZEIT, one of Germany's most bloggers on success.

Autoren/Hrsg.

Janson, Simone

Leseproben

Set priorities and make decisions for better time management
// By Simone Janson

The ability to prioritize and make decisions is one of the basic skills in time management. Unfortunately, this is where the basic problem of many people lies.

Inability to choose

Mr. F. is working on the conception of an important project. But he is not making any headway: There are also meetings with his cooperation partners and telephone calls with customers in the afternoon. And he should present the concept to his client by next week. Mr. F. cannot do everything. He has to set priorities - and his conception has top priority from now on.

Setting priorities means making a decision about something. This also means that you automatically decide against something. You can only do this if you know your goal. It is therefore important that you use your target and your list of goals to make it clear again where your goals are. What work steps are necessary to achieve your goals? This is where your priorities are. Mr F. has one primary goal, completing his conception, so it is easy for him to pinpoint his priority. If you have two projects that are equally important to you at first glance, but which you cannot possibly manage at the same time, you must therefore use appropriate techniques to decide which is more important to you. You will read in a later chapter how you make decisions in your everyday work. Of course, you can also use the method described there to find out what is important to you and what is not. Setting priorities is ultimately nothing else: you decide what is important and what is not.

Sometimes others make the decision for you, for example a customer who convinces you to do something for him immediately. Strictly speaking, you have unconsciously decided that you will comply with the request; So you've set your priority here. If you can no longer do other, more important tasks later, you are responsible, not your customer, after all, that's how you made your decision.

Prioritize in a targeted manner

Above all, you need to prioritize those activities that bring you closer to your goals, bring the most money and, in the long run, the most benefit. The former is quite simple: It makes sense to take more care of activities that bring you more money or more prestige in your job, anything else would be unprofitable. However, estimating which activities will bring you more benefit in the long run can be difficult. The most important thing here is what your long-term goals are. When it comes to achieving a long-term goal, it can make sense to forego financial advantages in the short term in order to benefit from them in the long term.

Mr. V. is a freelance journalist with a focus on economics for several daily newspapers. In the long term, however, he would like to move away from the hectic daily newspaper business towards monthly magazines, because then he will have more time for research and get more money. For a renowned magazine he is supposed to write a larger report on trial. He only gets money if the report is printed, but he has the chance of further orders. As a result, however, he has to neglect his work for the daily newspapers, because he cannot manage both in the time, and forego secure money. However, since Mr V expects more from working for a magazine in the long term, he risks taking the job.

When you want more than you can do

Of course, you only need to prioritize if you want to do more than you can do in the time you have. And everyone's priorities are different: of course, your client wants you to get the job done right away, your family wants you to spend more time with them. But the question is: where do you set your priorities?

If you have no time problems, you can safely skip this chapter. But if you are one of those people who gets bogged down in a lot of small things and loses sight of the important tasks and at the end of the day often feels that you haven't done anything important, you should read on and explain the following three procedures Pay attention - at least one of you is certainly also suitable to make it easier for you to set priorities:

Set priorities with the Pareto principle

The principle is named after its inventor, the Italian economist Vilfredo Pareto (1848-1923). When looking through the books in his shop, he found that relatively few customers generated a lot of sales and only a small proportion of customers generated the remaining sales. The ratio was about 80 percent to 20 percent. 20 percent of the customers made for 80 percent of the turnover, the remaining 80 percent of the customers brought him only 20 percent. Pareto then found that this rule could also be applied to other areas: 20 percent of the errors cause 80 percent of the exclusion, 80 percent of the restaurant reviews are given for 20 percent of the offer on the menu and much more. This rule can therefore also be applied to your time planning or the relationship between workload and result.

With 20 percent effort and energy you can achieve 80 percent results. So concentrate consistently and systematically on the 20 percent most important tasks and you will do 80 percent of your work successfully.

Realize that you cannot do everything

Now you will say: "Yes, but I also have to do the 80 percent less important work!" or “I don't just want 80 percent results, I want 100 percent!”. But make it clear to yourself that you cannot do everything.

If you choose the less important 80 percent of your work, you are choosing against the 20 percent more important tasks. And if you want to achieve a hundred percent result, you have to invest so much effort in proportion that it would not be conducive to your company's success. Of course, your boss expects you to fulfill his wishes as best you can.

Perfection won't get you anywhere

But mostly your own demands are even higher. But always achieving perfection is nearly impossible. You will hardly be able to satisfy everyone one hundred percent. But with just 20 percent of the effort, you can satisfy 80 percent of your environment, or 80 percent satisfy other people. That's a good quota that allows you to do other things as well. By the way, you can not only use the principle if you want to complete different tasks, but also apply it to a single activity.

Example: Journalist V. would need 100 hours to write his report perfectly. However, he only needs two hours for a good report with a quality of 80 percent. This gives him 80 hours left to write articles for daily newspapers and thus minimize his financial risk.

The Eisenhower Principle

This priority model goes back to the US General Dwight Eisenhower (1890-1969). He stated, "Most important things are not urgent and most urgent things are not important." Leather often does not stick to this simple rule in everyday life, rather the urgency prevails: everyone always wants everything immediately and often enough you let others do it for you instead of just thinking about whether this or that task is really being carried out important is. In fact, really important things are rarely in a hurry, as they are mostly about larger projects, long-term goals or milestones on your way. Of course there is also the fact that an important project has to be completed quickly - but hand on heart: How often does that happen? In fact, you usually let yourself be rushed by unimportant tasks instead of taking a deep breath and realizing the really important things.

Not everything that seems important is also!

It is enough for the boss to have a high tone in his voice or to speak quickly - and you get the impression that you have to hurry. Others try to consciously put pressure on you, for example by making you feel guilty. But don't forget: you alone decide what is important and urgent.

The Eisenhower Principle is a systematic decision-making aid with which you can quickly classify tasks according to their importance and urgency. But this system is not static and inflexible, but can change at any moment: Tasks that were not urgent suddenly have to be urgently done, and what seemed important before can suddenly become unimportant. When making a daily plan, draw such an Eisenhower square on a piece of paper. Alternatively, you can fold the sheet of paper to create four fields. It is important that there is enough space in the fields for all tasks of the day. Now think about which tasks belong in which field and write them down, as in the example below - and then align your schedule.

Great importance

Schedule or delegate B tasks Write bills Telephone acquisition

Complete A tasks immediately! Create the concept for the project for Kund H. by the day after tomorrow

Low importance

D tasks morning meeting

Delegate C tasks customer meeting Calls from customers

Low urgency

High priority

Which tasks are important, which are urgent?

First, think about which tasks are really urgent and important. In the example, it is the project concept for an important customer that has to be finished by the day after tomorrow and that cannot be postponed - a real A task. But it may be that something even more important comes up in the short term, for example that customer M. has requests for changes until tomorrow. If both customers are equally important, the urgency decides in this case - the project for customer H. would then only have priority B.

B tasks are those that are important, but not quite that urgent. Writing invoices and...