Perfect PMP Exam Question Pacing: How to Get It!
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Perfect PMP Exam Question Pacing: How to Get It!

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The Working With... Podcast
The Working With... Podcast
Carl Pullein
How To Bring Balance Into Your Life
Podcast 172 This week, I have a question about creating balance in your life, something I have been writing quite a lot about this week. You can subscribe to this podcast on: Podbean | Apple Podcasts | Stitcher | Spotify | TUNEIN Links: Email Me | Twitter | Facebook | Website | Linkedin The 2021 Task Management & Time blocking Summit Download the FREE Areas of Focus Workbook More about the Time Sector System The FREE Beginners Guide To Building Your Own COD System Carl Pullein Learning Centre Carl’s YouTube Channel Carl Pullein Coaching Programmes The Working With… Podcast Previous episodes page Script Episode 172 Hello and welcome to episode 172 of the Working With Podcast. A podcast to answer all your questions about productivity, time management, self-development and goal planning. My name is Carl Pullein and I am your host for this show. So what do we mean when we talk about a balanced life? I think this will mean something different to all of us. For me, it’s having sufficient time to do my work, spend quality time with my wife and have time for exercise and working on myself. For others, it might be being able to hang out with friends, coach the local rugby team or playing the piano. A balanced life is all about having the time to do what you want to do each day, week and month. Now, before we get to the question, I would like to let you all know about the 2021 Task Management and Time Blocking Summit. It’s a free summit with some amazing speakers all about…well, time management and time blocking. The event takes place from Thursday 4th March and runs through to Saturday 6th. It’s a FREE event and all you need do is register. I’ve put the registration details in the show notes. There’s a lot you can learn here and well worth joining. Oh, and I have a session on managing your to-do list. Okay, it’s time for me now to hand you over to the Mystery Podcast Voice for this week’s question. This week’s question comes from Stuart. Stuart asks, Hi Carl, I have been using a To-do list for years, but what I noticed is most of my tasks each day seem to be all about work. I rarely have time for doing any personal tasks so I don’t put them on my list anymore. It makes me feel that my life is just work and more work. Is there a way to balance out a to-do list? Hi Stuart. Thank you for your question. I think this problem has come about because most books and articles about time management and productivity frequently have a business and work slant. And, let’s be honest here, work does form a large part of our lives between a certain age. It’s difficult to avoid it. There are few people left who have what used to be called a private or independent income. And we need to earn an income to be able to put food on our tables, be able to enjoy going out and meeting friends and travelling. However, life should never be all about your work. There does need to be some balance. But, how do you find balance if your work is taking up all your daylight hours and your thoughts when you finally get home? Well, the first thing is to stop allowing your to-do list to control your day. A to-do list is just a list of things you want to or need to do. It should never be used to determine how you spend the day. The tool you need to bring balance to your life is your calendar. Your calendar will never lie to you because we only get 24 hours a day and that’s it. Whatever is on our to-do list is irrelevant if you don’t have time to do it. You cannot magically make more time. The other thing about your calendar is it will show you where you are spending most of your time. Sure, Monday to Friday will be dominated by your work. Most of us are contracted to work a certain number of hours each week. The average being 40. That could change in the near future with the shift away from working in an office and working more from home, but right now that’s the standard. But it is only 40 hours. There are 168 hours in a week, so those 40 hours is 24% of your week. What are you doing with the other 76%? That’s 128 hours you get for things other than work. I know, we have to sleep and eat, but it still leaves us quite a lot of time. What are you doing with that time? That’s where you want to be starting. With that question. This is why your calendar will help you. You will see all that blank space on your calendar once your work is in. So, what would you like to do in that free time? For me, I want an hour a day for exercise. So I block that off on my calendar. I also like thirty minutes for reading. Although I don’t put reading time on my calendar, I just go to bed around thirty minutes early so I can read before going to sleep. I also like an hour in the morning for writing my journal and doing my morning routines. So, between 7 and 8 AM I have a time block on my calendar for morning routines. You don’t need to make big changes to begin feeling more balanced. Making time for yourself each day for important things like exercise, journaling and meditation can do wonders for your mental wellbeing. I also make it a point to have lunch with my wife every day and recently we’ve added a family walk with our beloved dog every morning. But if you add up all the time I have for my non-work activities, it’s about three to four hours a day and those three to four hours take care of so many important areas of life—my mental and physical health and my family relationships. So in any given day, I work for around ten hours and I spend three to four hours on my personal activities. So, let’s say 14 hours a day. Now I don’t need ten hours for sleeping and eating. I like six hours of sleep, so what do I do with the remaining four hours? I don’t know. They just disappear. If you do your own analysis, you will like to find you have more time than you think. What you will notice is you will have some lost time each day. The question is what are you doing with that time each day? Most people will tag on an extra hour or two of work, or slump down on the sofa mindlessly watching TV, or the scourge of modern society, doom scrolling through news and social media. We don’t schedule this time, it just gets lost and it can be hard to figure out what we did. Now, you don’t have to do anything with this time. If you are happy letting it go, and you feel your life is pretty balanced, then let it go. But, and I suspect you fall into this category, Stuart, if we are feeling our life is made up only of work and not much else we need to reclaim this lost time for the things we want to do. That’s why your calendar will help you. Start by scheduling the things you want to do. Work takes care of itself. It’s fixed. Monday to Friday 9 till 5—or whatever your working hours are—so the areas you want to be scheduling are the times in between. Start with your morning routine. Even if you don’t have a morning routine right now, make sure you wake up at least an hour before you need to do anything. This hour is important because this hour is for you. Nobody else. This is for you to do whatever you want. You could use it for exercise, for reading the news, meditating, learning something, writing a journal. This is your time and you must protect it. I have a rule. If I have to start my day at a given time I will wake up precisely one hour before. I often have coaching calls at 7 AM, so I wake up at 6 AM on the days I have calls at 7 AM, even though this is an hour before I usually wake up. A few weeks ago I did a training session for a company at 4:30 AM my time. I woke up at 3:30 AM so I still had my hour of “me time” before I started the day. Being able to start your day your way sets you up for a great day and you will feel a lot happier about your day. Think back to the last time you overslept and had to rush to get out of bed. How did you feel all day? Rushed, yes? It’s not a good way to start the day feeling rushed yo…
12 min
Tribe of Mentors
Tribe of Mentors
Tim Ferriss
Naval Ravikant, Susan Cain, and Yuval Noah Harari
Please note that this episode originally aired on The Tim Ferriss Show podcast.  This episode features some of my favorite advice and profiles from Tribe of Mentors. Thousands of you have asked for years for the audiobook versions of Tools of Titans and Tribe of Mentors, and they are now both finally available at Today’s episode will focus on my first chapter in Tribe of Mentors, as well as the profiles of Naval Ravikant, Susan Cain, and Yuval Noah Harari. Just a few notes on the format before we dive in: I recorded the introduction and selected three fantastic, top-ranked narrators to handle the rest.  The short bios, which you will hear at the beginning of each profile, are read by Kaleo Griffith. Ray Porter reads my words as well as those of the male guests. The words of the female guests are performed by Thérèse Plummer. Tribe of Mentors is the ultimate choose-your-own-adventure book—a compilation of tools, tactics, and habits from more than 100 of the world’s top performers. From iconic entrepreneurs to elite athletes, from artists to billionaire investors, their short profiles can help you answer life’s most challenging questions, achieve extraordinary results, and transform your life. I am really happy with how the book turned out, and the universe helped me pull off some miracles for Tribe of Mentors (e.g., Ben Stiller; Temple Grandin; Ayaan Hirsi Ali; Yuval Noah Harari, whom you will hear in this episode; Arianna Huffington; Marc Benioff; Terry Crews; Dan Gable; and many more). It includes many of the people I grew up viewing as idols or demi-gods. So thanks, universe!  And if you only get one thing out of this book, let it be this: In a world where nobody really knows anything, you have the incredible freedom to continually reinvent yourself and forge new paths, no matter how strange. Embrace your weird self. There is no one right answer… only better questions. I wish you luck as you forge your own path. Please enjoy this episode, and if you’d like to listen to the other 100-plus profiles from Tribe of Mentors, please check out
1 hr
Agile Coaches' Corner
Agile Coaches' Corner
Dan Neumann at AgileThought
Build Better Teams with Sam Falco
Today, Dan Neumann and Sam Falco are exploring the topic of teams — and not just Scrum teams, but all teams. As a leader, it can be difficult to manage many lines of communication — especially in larger teams. In Dan and Sam’s conversation, they discuss The Tuckman Model as a thinking framework on how to nurture high-performing teams. From forming to storming to norming and performing, The Tuckman Model lays out the manner in which a leader should engage with teams to become more effective than ever before. Tune in for today’s episode to find out which strategies you can put into play right now to build, lead, and maintain better teams! “A team has shared success or failure. One person can’t succeed [while] another person fails if you’re an actual team. You win or you lose together.” — Sam Falco Key Takeaways What is a team? A handful of people who are all working toward a common goal/objective and are collaborating/working together A team has shared success and failure; You win or you lose together Challenges with larger teams: They tend to get siloed; i.e., a bunch of people is working individually or smaller teams are formed within the larger team and communication is lost With a large group, even with the best intentions, someone gets left out (i.e. someone forgets to tell someone something or is unaware that someone hasn’t heard certain information yet) Increments can be missed if you’re not collaborating and communicating as a team How to (and how not to) form a team: The best teams self-select (people with a stake in the project are much more motivated) If you select random people and put them together in a team they may not function that well together In “The Tuckman Model,” Bruce Tuckman suggests that you need four stages (form, storm, norm, and perform) to tackle tough problems and deliver results as a team Leadership strategies for forming teams (Tuckman’s “forming” phase): It’s important to create a shared vision once a team is formed and then actively move towards fostering connections through being vulnerable and demonstrating vulnerability through group formation activities As a leader, it is your duty to pick the team with purpose; not availability If you’re stuck in the “form” stage, it damages the ability of team members to form the connections that are necessary for teamwork Make sure that the team develops a shared mental image of what their team is like (you could start with something as simple as picking a team name) Leadership strategies for addressing conflict within teams (Tuckman’s “storming” phase): Conflict is not inherently negative but many people have never experienced healthy conflict so it is important to look for ways to build trust As a leader, you have to transition to a “coaching” role when your teams are in a storming phase by helping them develop mutual trust, navigate organizational impediments and conflict, and discussing team working agreements that you can refer to Storming often happens when it is not clear how the team makes decisions (so it is important to find clarity on this early on) Try out the “7 Levels in Delegation Poker Group” activity, linked below Leadership strategies during a team’s “norming” phase: In this phase, teams identify common goals and work toward these common goals with standards and commitment The leader’s role shifts more to empowering their team and getting feedback In this phase, a leader should allow for leadership to emerge within the team (and not being the leader all the time) It’s important to find the balance in contributing and knowing when to allow the team to get somewhere on their own In this stage, it is crucial to maintain the trust that you built during the “forming” and “storming” phases Leadership strategies during a team’s “performing” phase: Once there’s trust and the team can engage in healthy conflict, it is important to focus on goals and new areas that will benefit the team and business Once team members can hold each other accountable in a healthy way then you can established shared goals, make a commitment to these shared goals, and achieve these shared goals as a team After accountability is established, improvement can be built upon that Characteristics of a good leader: They help a team make their decisions They help a team develop mutual trust They identify what behaviors of The Tuckman Model the team is exhibiting and then appropriately engage with the team members They consciously build their team and find techniques that work best with them Mentioned in this Episode: Lines of Communication (Image) Esther Derby Bruce Tuckman — The Tuckman Model 7 Levels in Delegation Poker Group Activity The Five Dysfunctions of a Team: A Leadership Fable, by Patrick Lencioni Agile Coaches’ Corner Ep. 117: “Don’t Get Your Agile Shorts in a Knot” Humanocracy: Creating Organizations as Amazing as the People Inside Them, by Gary Hamel and Michele Zanini Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on! Email your thoughts or suggestions to or Tweet @AgileThought using #AgileThoughtPodcast!
34 min
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