Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: SUNDAY, January 8, 1995 TAG: 9501060070
SECTION: BUSINESS PAGE: F-6 EDITION: METRO
SOURCE: CAMILLE WRIGHT MILLER
DATELINE: LENGTH: Medium
A: With procrastinators, the prospect of the task often looms more unpleasant than the task itself.
Go to work each day with the ``Rule of 10'' in mind. As you look over your workload, ask yourself which one task on your ``to do'' list both needs to be completed and is the least desirable thing to do.
Decide that you will give the undesirable task 10 minutes' worth of attention - first thing this morning. If necessary, take a digital timer to work and set it for 10 minutes. Then begin working, in earnest, on the task. You'll only have to work on it for 10 minutes.
When you are 10 minutes into the project, you may discover that it isn't so bad. In that case, you may decide to continue the job until completion. If so, you can take pleasure in crossing an undesirable entry off your ``to do'' list.
If, after 10 minutes, you find yourself increasingly unhappy and distracted, set the project aside. You can give it an additional 10 minutes in the afternoon or first thing tomorrow morning. You've at least made a dent in the project.
You don't have to give up procrastinating, but the ``Rule of 10'' will move you closer to meeting deadlines and being more in control of your workload.
Q: A friend and I started a new business. We're concerned about what will happen if one of us becomes unable to work.
A: Judy Y. Morris, certified financial planner, has seen more than one company fold when the death or disability of a partner occurred before the remaining partners had sufficient capital to purchase the other's interest.
Morris, with National Life of Vermont, notes that new owners seldom confront the problem of ``continuation of business if something happens to a partner.'' Preparing for the worst is an often overlooked detail with potentially serious consequences.
Morris recommends a ``buy-sell agreement which is invoked in the event of the death or disability of a partner. Such an agreement obligates an individual or estate to sell to the remaining partners who, in turn, are obligated to buy the business interest.''
Morris believes a ``buy-sell agreement should include a formula stating how the value of the business will be determined.'' This provides additional security for partners, and the decision is made while everyone can participate equally.
Because new businesses often reinvest profits into the company, Morris finds that ``insurance policies on all partners is the easiest way to provide for the continuation of a business. Policies can be inexpensive, but provide enormous security for all involved.''
A buy-sell agreement gives partners certain security. The buying partners can continue the business, and the selling interest has provided income for his or her family. Morris has also found that lending institutions take favorable note of partners who demonstrate attention to such critical details.
Q: A co-worker violated a confidence I shared. I'm angry and don't think I can trust this individual again. Worse, my secret is now known by half the people in my office.
A: With very few exceptions, ``Please don't repeat this ...'' is preface to disappointment or disaster. Even when people care about someone, it's tempting for them to share the intimate details of another's life. Further, the confidant who shares information gains additional - albeit temporary - prestige from listeners.
An additional problem is sharing confidences with more than one person. It's easy to forget how many folks we've told and, as a result, to know the source of a violated confidence. It is sometimes ourselves.
You can help ensure future confidences aren't violated by noting co-workers who never share the secrets of others. These individuals can usually be trusted. The second way is to refrain from sharing confidences at work.
Few individuals intentionally harm another; however, unintended slips are as damaging as the intended. Consider keeping personal information to yourself or sharing only with a friend outside work. Your professional reputation is valuable; the stakes are simply too high to trust secrets to anyone other than yourself.
by CNB