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How to Organize Your Work to Get More Done in a Day
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The Basis of Personal System
SYSTEM is a living being. Its home is your business office—your workshop—your factory—your store; even your desk. It lives on your work—devours your detail. Your system is your creature. You fashion it yourself. You may make it do the very things you want it to do—or you may let it grow rank and suffocate your business. You alone can make it a good system or a bad system. Your system should be your junior partner. If sickness keeps you at home, you need not worry, provided your system prevails in the business. System is your second self—the self which works while you play; which catches the reins when you retire. Be studious of system if you would be sure of yourself. Self-Made Systems and What It Does Towards Success The systematic office man (and woman) is like any other flesh and blood success; he is not born with his equipment full-fledged and ready-made; he either makes it himself, or has it made for him. In the latter case, he gets hiss system from a fatherly department head, who takes him under his wing, and schools and coaches him in systematic precepts until "the pupil learns by rote the methods of the master." But most systematic men-and the best of them- make themselves-and the system in these men is real, enduring and ingrained. The self-made system man invents his own system and invents it because he finds it necessary. He has to discover a way to keep ahead of the other fellow and in devising such a way, he cultivates not only system, but his initiative and originality. The self-made system man accepts and uses system early in his career, because he discovers that it is the easiest way "to get the thing done." He finds that orderliness, promptness and a positive hatred of the excuse, "I forgot," are just as necessary as hard work; that the clever lazy man may outclass the most conscientious plodder who does not pause to plan; in fact that the hardest task can be made the easiest if he applies a little system and ingenuity to it. The systematic habit starts with system in the little things. The general manager with the seemingly exhaustless capacity for detail may have started as the clever order clerk, who found that he could make out three times as many orders in a day, by using a triplicate order system instead of copying each order over three times. Again, perhaps he began as the ambitious correspondent who used the "form paragraph" system and by judicious use of these forms, answered twice as many letters as the higher salaried correspondent who dictated every letter in full. Or he may even have commenced as the office boy who made short cuts in his desk cleaning, or in his keeping of office supplies, so he could ask for something else to keep him busy. 5 "Don'ts" that Saves Time and Fill the Money Drawer Rule 1: Don't let go of a single paper, a letter or a duty of any kind entrusted to your care for execution, until you have made a "tickler" memo of it, so you can follow it up to the end and know what becomes of it. Rule 2: Interview your tickler every morning. Make it the first "office assistant" you see and consult at every day's beginning. Then plan your day's work, in accordance with what the tickler tells you to do on that day. Rule 3: After the tickler has been consulted, and you have clearly fixed in your mind the important things that must be done today, the new papers coming over your desk next deserve attention. Rule 4: Whatever unfinished work you have left over at night, should always be left in the upper right hand drawer of your desk. This does not mean part of your unfinished work-and the rest of it scattered through fifty-seven different pigeon-holes and compartments. It means all of it; the first rule of system is to have one definite, unvarying place for each kind of work. If by any chance you can't get it all in that drawer, see that a memo is placed in the drawer, showing where the overflow can be found. Rule 5: Men who make and break promises are not always men who are intentionally dishonest. Sometimes they are simply good natured, and dislike to say "No" when asked to accomplish a given task. Yet there is no worker who causes more trouble for others, and more unhappiness for himself, than the man who continually makes loose agreements, without first carefully calculating their feasibility. To break this habit should be the foremost purpose of the system man. Let him resolve to make no agreement, either spoken or written, as to the delivery or shipment of goods, the completion of a task, the accomplishment of any business contract, until he has fully investigated all the conditions and knows to a certainty that his promise can be easily and promptly fulfilled-that it will be so fulfilled. |
Extracted from "How to Organize the Day's Work"
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