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Similarly, my complex mini-company broke down to a few fundamental movements. Just as the many colors and many shapes all reduced to a few fundamental colors and shapes, the many projects and deals in my mini-company all reduced to a few fundamental movements. I interlocked all the little tasks of those handful of basic movements by the hundreds to perform advanced business moves with amazing speed, power, and control. The ability to manage complex mini-companies became quite simple and efficient, as follows:
Just like in my Vision, after determining my basic movements, I determined the approximate activity of each movement. In other words, I estimated the percentage of my 10-hour day that I should devote to each movement. Recognize that I estimated what I should devote, not necessarily what I was devoting at the time. I estimated the following percentages:
Then, as in my Fourth Vision of the new code, I made a daily schedule as follows:
(1) Phone Calls 20% or 2 hrs. (2) Letter Writing 15% or 1.5 hrs. (3) Copy Writing 10% or 1 hrs. (4) Accounting 20% or 2 hrs. (5) Meetings 15% or 1.5 hrs. (6) Operations 20% or 2 hrs.
8:00-10:00am Phone Calls (2 hrs.) 10:00-11:30 Letter Writing (1.5 hrs.) 11:30-1:30pm Operations (2 hrs.) 1:30-2:30 Copy Writing (1 hrs.) 2:30-4:30 Accounting (2 hrs.) 4:30-6:00 Meetings (1.5 hrs.)
Now, look over my schedule, "Three Days Of Tasks Interlocked" on the next page. I did not schedule my tasks to time as did the traditional daily schedule. I scheduled my physical movements to time (just as the assembly-line did not schedule tasks to time as in the hand-built days; it scheduled the physical movements to time stations).
Indeed, the inferior traditional schedule that scheduled tasks to time was like the inferior hand-built car process, the traditional way during the early 1900s that scheduled tasks to time -- to the time-consuming tasks of putting in and adjusting the steering wheel, then carrying over and hand-fitting the seats, collating the rubber and rim and then putting on the wheel, and so on. The 20th-century traditional schedule missed the interlocking integration of scheduling the physical movements to time, out of which surfaced intensified, streamlined, physically integrated tasks like the intensified, streamlined tasks of a rivet-man in an assembly-line.
Look closely at my three-day schedule on the previous page. I drove home my physically integrated tasks like the rivet man drove home rivets. Like the rivet man driving in rivet! after rivet! after rivet!...I pushed out phone call! after phone call! after phone call! I did not walk over and have a meeting, then pick up the phone to make a call, then try my hand at a little copywriting, then make another call, then draft a letter. Such a common scenario among businessmen could be compared to the old way of building cars by putting the seats in, then coming over and putting in the brakes, changing tools to work on the steering wheel, then stopping for a lunch break. No, I just "drove that rivet home", drove it home. In my Vision, upon integrating movements to time, the average person soared beyond all productivity records just as the development of the assembly-line soared past all productivity records.
The 21st-century schedule first doubled, then tripled, then quadrupled my intensity. To my delight, I discovered intensity was the most leveraged time-management tool. For example, previously I tried several popular time-management courses; they offered unrealistic disciplines to find an extra hour to two hours in a day. Even if I could handle the disciplines, how much good was an extra hour? Aside from not being worth the effort, that extra hour would not make me a money/power giant.
Now consider that as I doubled my intensity, I basically doubled my capacity. Suddenly, I in a sense gained eight extra hours in my day! As I tripled my intensity, I gained sixteen extra hours in my day! With a physically streamlined schedule to run my mini-company, my intensity continued to multiply up to many times what it once was. I was in heaven!
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