Ep. 121: Warum hast du nie genug Zeit?

We have this small series, which is called "Fraghogy" or "Fraghogy", which I would like to share with you, or in coaching sessions, and for such a point to answer. Hey guys, how are you today? Why don't I have no time? It's probably a pre-fixed question, or the pre-fixed topic that I worked with in coaching sessions. Now I'm so familiar. Hello and welcome. I have no time.

I agree with you, my calendar is full of my modules, languages, and I just don't just go into here. What do I do?

The first answer is nix. What's nix?

That's not the person who doesn't say anything. It's a system in the world. It's a system.

“And you have to be honest, it's the first time I have such a decision.”

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But I had one thing I wanted to do and the war worked. What's the deadline for me? It's a matter of time. So I didn't have the foundation, the money on the work I took, the money is the money on the work you want to do. And when you're elected, the most people who don't want to do this are the goals of this story.

I also had a deadline. I also had a first-hand or first-hand,

and I learned the money from the business market, the money from the business market,

“the money from the work that I have, the money that I have, and that's what it's like.”

It's not like that. You have career goals, you have different goals of work, but the most of us have the same private life, maybe a few hobbies or a few. And the work and the online classes are three things that don't really fit with others. Every time when you're a child with any kind of communication, you come to the club, you have the idea that you have the opportunity to get to the club.

You have the opportunity to get to the club, and you have the opportunity to get to the club. You have the opportunity to get to the club, and you have the opportunity to get to the club.

You have the opportunity to get to the club, and you have the opportunity to get to the club.

You have the opportunity to get to the club, and you have the opportunity to get to the club. And you have the opportunity to get to the club, and you have the opportunity to get to the club. Hey, that's right. When I'm happy to be able to fight, then I'll give you a good time to give the podcast an explanation on the streaming that's going on with the macro. It helps us to become more people in the podcast and so we can see the community outside. Thank you very much for joining us, thank you for watching and I'll see you later with the episode.

That's it, I'm not a fan of 2015, I hope you will be able to work for you, I hope you will be able to work for you, for the support of the community, who will come to me and no one can help you with the support of the macro. That's it, I don't have a deadline. And the rules, all the work that has to be done to me, is completely absurd. They don't have to work anymore, they work more, they don't work anymore. But I have a lot of plans to be on the shoulder, they say.

But the work that will be done, it's hard to be done. And that's it, that's it.

That's it, that's the end of the year, but when I'm on the shoulder, I'm ready, I'm ready, I'm ready, I'm ready, that's it, we're internalized, we're ready, we're ready, we're ready, but we don't have any plans. And with that, there's also very clear my opinion about the other training. So we haven't done the preparation for the training, but we don't have any plans for the training. We haven't done the preparation for the training, but I haven't done the preparation for this training,

“that's why we haven't done the preparation for the training. And that's not it,”

you need a great tutorial that you don't need, you need a super-meter-entwicletess GTD system in which you have 27 dimensions and 3 softwares and in an app on the app, watch how your tutorial works. But then you need a compass, you need an idea, you need a line that says, "That's it, it's something that's not what I'm going to do, that's it, it's not what it's going to do, because it's the end of the group, every time when we're ready, we say, we're automatically ready." Every time when my child comes to the app, he says, "I'm going to play the book, and I say, yes, I say for this 20 minutes, no, it's something else."

Every time when my child comes to the app, and he says, "I can't do it, and I can't do it." He says, "I say, yes, I'm going to play the book, and it's something else, because I plan to do it, or I can't do it, it's nothing else." And the difficulty here is, "That's explicit to do it, and that's what it does." That's right, because I'm going to do it, it's totally right, it's totally right, it's right to say, no, it's right to say, I can't play it with my child. It's actually going to say, no, I'm going to play it with my child, I have no idea what it's going to do.

Or if I don't play it, I have to say, "I don't have to do it, or I have to do it, and I have to do it." That's really important. I have to do it now, I have to do it now, I have to do it now, I have to do it now.

“That's what I say to you, I have to do it, I have to do it for you, I have to do it now.”

These are the key things that do not work so well. I have to analyze them with which I have to work with, which I have to accept as a part of reality, to understand how the hand on this time management is going. The time management does not allow me to analyze all these questions,

because I can simply say, "No, it's really hard to go in and say, I have a lot of things every day, I have a lot of questions every day, so I have a system that I have 20 questions. A lot of questions cost me the question that the system is also three of them. From day to day, I have a system that is still seven,

so I don't have a lot of questions every day, but I have a whole system that's everything. So that's not the solution. And I hope that the world is actually open, I am going to explain to you,

that's not the solution, that's not possible. So, this is not a dream, but it comes to a bit of a dream here, time is not something that has nothing to do with what you have, but something that you have nothing to do with it.

Or what is positive,

is something that I take over my name,

about prioritization.

“Every time I do it, it should be explicit,”

every time I do it, it should be explicit, and then I click again more controller. What's not true is, I have a role in it, so if I don't change my mind, manager,

I'm sure we're going to do it again, because it doesn't really matter, but it doesn't matter, but it doesn't matter. It doesn't matter to bring others to do it.

And that's a bit difficult,

especially because the most people

have to do it, for that they do it, they do it, they want to do it, through a population,

but they say, "Oh, you're an international type,

“do you really have something to do with it?"”

Now, you're going to do it again, and then you're going to do it, and then you're going to do it, and then you're going to do it, that's right.

Because it feels totally wrong. It's not something that's not good, because if it's not good, if it's something that's not good, if it's not good,

then you're going to do it, and you're going to do it, and you're going to talk about it, and it's to do it, it's like that,

and you're going to do it, and you're going to do it, and you're going to do it, and you're going to do it, and you're going to do it,

and you're going to do it, and you're going to do it, and you're going to do it, and you're going to do it, and you're going to do it,

and you're going to do it, and you're going to do it, and you're going to do it, and you're going to do it, and you're going to do it,

and you're going to do it, and you're going to do it, and you're going to do it, and you're going to do it, and you're going to do it,

and you're going to do it, and you're going to do it, It's not even a good case, it's not a good case, it's a manager, the guy who has a assistant, he has a time to read it, then with an assistant, the guy who works at it. I don't know if the boss is not going to get out of this house, because I wanted to know that I was sitting. Because I know exactly here, in the 20 or 30 people, the absolute choice is to win, but the questions for this assistant are the best.

Then I won't work with it and I said to you, "That's not enough." If the relationship works or not, it's not an efficient question, it's not a question, it's not a question, it's a question, it's a identity question.

Because the question is, if I can make the whole work different, the first time, how do I say that it's not so good, how do I do it yourself?

“The answer is, you have to take care of other people, so to speak, and in order to give the person to them, in which they can perform, that they can do better than others.”

The first question is, if I don't do it myself, I will still need it, what does it mean to me? So I have to create this identity as a reference to it. First of all, you can understand it, my value is, it's impossible to make it happen, in which other things you can do it, it's not a thing to do. So I don't think I can do it myself, and then I will also work with the work, not less. So, the conclusion for the time being, I have to say, at the time of the time and at the time of the time. When you have time, you have no time, you have no time, you have to do the first thing, what do I do yourself or what other things you can do or should.

When the answer is no one who can do the job, then you have to say, "Okay, then you have to do it in this organization, not the possibility to do it for us, because you have to do it for a lot of self, or the answer is, what you have to do to make others in the law to do it for the sake of the work they have to do. The second question is, is, when I say, yes, without a different line of view, so I make clear, all the work that you have accepted, accept, you accept a real pool of time-resource. And the issue of the time is completely different. And there comes something new, then you have to go to the end, and what is the end of the structure, when the new job, the new transformation, what I do not do in the time.

The second question is, is there a two-millimeter, you have to do it in the Fibro. "Okay, cool, what do I do, then in Fibro, not what I do at the moment, to generate this time, to do this time. And the third question is, if I do the work, they are a firm, which are only for the shift, because also how the firms have the shift, they are for the shift. So, the time-magnals can not be fixed, so the time-magnals are the first time, per definition, because all the things are given, because the time-magnals are a resource for the F1, when everything is all and then you have to do something new, the first time-magnals are the difference.

There are many small decisions that I have to face, and I have to take care of them, where I will be able to make the work, which will always be more and more, there are also decisions, decisions, for which I do not understand, or for which I do not fly, are decisions. Well, if I do not fly, or I do not fly, or if I do not fly, then I say no, I do not have time, if I do not fly, it is also a decision. If I go and decide, I work 14 hours a day. regelmäßig. Then it is just a week, it is just a week, it is time-magnal system.

The system has been made 40 hours a day, but I work, what have I said 14, 14, 14, 15, 17, 17, 17, so I work the 30 hours a day, as I do not have the system

That's explicit and is supposed to be the key.

The movement is not at all. The movement is important to have a certain purpose. What is important is to make it possible. And then it is possible to make it possible to make it possible.

In the extreme, you don't have to do anything more.

But you only have to step up.

“You have to be aware of the training to make it possible for yourself to produce a value.”

Because you can use it when you are new in this movement. You are aware that the value in this system is based on the value of value.

And the value is not the same.

But in other products, you are aware of the value of value. You are aware that the value of value is not the same. That is not the least value.

“Because the value of value is the value of value.”

And that is the last, no direct value of value. From any growth. But the value of value of value is the value of value. The value of value of value is not the same. That is why the value of value of value is the value of value.

And that is the point.

“The value of value is not the direct value of value.”

But the value of value of value is the value of value of value. You can invest your value in the value of value. And you can invest your value in the value of value of value. That is the value of value. That is the value of value.

That is the value of value. Thank you for watching. That was a episode of the podcast Fenderungs Stabil. Thank you for your attention for your standards and reviews and comments on the podcast platform.

That is it for today and see you soon. Thank you and see you next time.