The twenty-first century workplace compels Americans to be more flexible. To embrace change, work with unpredictable schedules, be available 24/7, and take charge of one's own career. What are the wider implications of these pressures for workers' lives? How do they conceive of good work and a good life amid such incessant change? In The Disrupted Workplace, Benjamin Snyder examines how three groups of American workers-financial professionals, truck drivers, and unemployed job seekers-construct moral order in a capitalist system that demands flexibility. Based on seventy in-depth interviews and three years of participant observation, he argues that the flexible economy transforms how workers experience time. New scheduling techniques, employment strategies, and technologies disrupt the flow and trajectory of working life, which makes the workplace a site of perplexing moral dilemmas. Work can feel both liberating and terrorizing, engrossing in the short term but unsustainable in the long term. Through a vivid portrait of real workers' struggles to adapt their lives to constant disruption, Benjamin Snyder mounts a compelling critique of the costs of the flexible economy.

As you will discover in these pages that I begin testing the idea of waking up at 4:00 A.M. out of desperation and frustration, I never expect to find two full hours of focus and concentration. In my experience (guess what I used to do too) this is what people do: Wake up Running, Run to Work, Run at Work, Run to Home, Deal with Family Routines, Hope Family goes to bed, Work on your most important stuff." We have done it for generations, and it is wrong. We should: "Work on your most important stuff so we don't need to run to work, at work, to home and instead of dealing with family, enjoying family" When you think about it makes sense to do your most important stuff first, but for some reason we do it last. To accomplish that, you need to switch your pattern, I did it, and the experience was fantastic. Think about the following: When was the last time you got two hours of Focus Work? (My answer is this morning, at 4:00 A.M.)

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Bill's Im-Perfect Time Management Adventure begins with an anonymous email - it warns Bill, an engineer at Syscon, that he's on a list of project managers at risk of layoff. A conversation with his boss confirms his fears - his poor time management skills threaten his financial security and his family's well-being. To escape failure, he must improve dramatically, and fast. In quick succession, he tries several prescriptions for better time management - a new smartphone, a popular book and a colleague-turned-coach. None yield the results his management team wants, and he sinks deeper into panic. To make matters worse, Syscon temporarily transfers him to another company: a cost-saving move that the company has used in the past a precursor for permanent separation. Backed against the wall, Bill finds space to think, and he discovers the need for every working professional to develop an individual time management system. He tests his ideas on himself before speaking up to his colleagues-on-loan. Brewed in the company's culture and supported by an open-minded executive and an eccentric time management researcher, Bill's ideas start to bear fruit. He and his new colleagues realize that they already have time management systems in place; asking working professionals to implement new systems without taking their original habits, practices and rituals into account just doesn't make sense. With his colleagues' help, he visualizes the group of core skills that people already use unconsciously to manage their time as seven "ladders" that people can climb in order to improve dramatically in a short time. His good luck runs out, however, when Syscon calls him back. Though his future unnerves him, he returns with a commitment to apply his new approach to help turn the company's chronic problem of low productivity around. When he arrives, he must lead a sub-par team, and the pressure to keep his own job rises as he struggles to save theirs. To make matters worse, his colleague-turned-coach now sees him as a threat to his own upward mobility at Syscon. To survive the test of attrition, Bill must boost his whole team's productivity, and his new method offers the only chance. "Finally An engaging story about time management with flesh-and-blood characters. Bill's Im-Perfect Time Management Adventure reads like a suspense novel. You'll hardly know that you're learning the most organic and flexible system for managing your time that exists." - Judith Kolberg, author Getting Organized in the Era of Endless: What To Do When Information, Interruptions and Work is Endless and Time is Not "Francis is unique because he has not only come up with a good time management system for himself, but he has then gone on to dissect what works and then present it to the world in a format other people can directly apply without any prior knowledge." - Yaro Starak, Entrepreneurs-Journey.com "Substantial productivity tips packed up and rolled into a superb novel." - Leon Ho, founder of Lifehack

CEOs normally stay on top of the organizations, where the most Urgency and Important matters collected altogether. Some even work on Urgent matters etc, before the Important one and think that those could not be avoided. On the contrary, if Important is really more important than Urgent, so CEOs must work more on important items and eliminate the Urgency. He or she could be a better CEO, since only doing Important things. How do we eliminate the Urgency? Here is the Manual Book to do it. Please do not let this book unread