or twentieth of the month, just in case unexpected delays or
problems arise. Always remember Murphy’s Law: “Whatever
can go wrong will go wrong.”
The superior executive assumes that there will be prob-
lems, obstacles, unexpected delays, and failures to complete
the job by the agreed-on schedule. These occurrences are a
normal and natural part of business life. Your job is to keep
your finger on the pulse of the project continually, and then
to solve the problems and remove the obstacles that are
bound to arise. Once you begin using a PERT chart, however,
you may be quite amazed at how much more you accom-
plish and how many fewer hiccups or conflicts there will be
between the steps.
Set Clear Goals for Everyone
You will accomplish more with clear, written goals for each
key person involved in the project than you ever could with
great conversations and good intentions. Make goals clear,
specific, measurable, and time bounded. Remember that
what gets measured gets done. A goal without a deadline is
not really a goal. It is merely a discussion.
For every goal or subgoal in the completion of a job or
project, you must assign responsibility to a specific person.
Who is going to perform this task? When does the task need
to be completed, and to what standard of quality? Always
ask these questions. Never assume that people know what
you want unless you have made it perfectly clear.
General Motors went from massive losses and bank-
ruptcy in 2009 to a $4.9 billion profit in 2012. Dan Akerson,
32 TIME MANAGEMENT