Procrastination makes easy things hard and hard things harder.

Pressure can also make managers act out of character. Degrees of panic will cause a normally good manager to lose self-confidence and focus. Under stress, even a good plan can be abandoned.

Procrastinating on something important is choosing to delay a better future.

The job is, however, not to set priorities. That is easy. Everybody can do it. The reason why so few executives concentrate is the difficulty of setting “posteriorities” — that is, deciding what tasks not to tackle — and of sticking to the decision.

First, when we are busy, we naturally believe that we are achieving. But busyness does not equal productivity. Activity is not necessarily accomplishment. Second, prioritizing requires leaders to continually think ahead, to know what's important, to know what's next, to see how everything relates to the overall vision. That's hard work. Third, prioritizing causes us to do things that are at the least uncomfortable and sometimes downright painful.

Procrastination is the bad habit of putting of until the day after tomorrow what should have been done the day before yesterday.

Stop putting it off! Procrastination breeds guilt, guilt breeds depression, and depression breeds failure

If you don’t work on important problems, it’s not likely that you'll do important work.

People under pressure don’t work better; they just work faster.

The feeling one has no time to get anything done provides the pressure that guarantees one does get some things done.

Nothing does so much turn our life upside down, as delay and procrastination in the performance of our good works. Nay, this has often caused us to lose all.

If the boss is constantly pulling people off one project to chase another, nobody’s going to get anything done.

Pressure comes when someone calls on you to perform a task for which you are unprepared.

The people who get nothing done often work a great deal harder. In the first place, they underestimate the time for any one task. They always expect that everything will go right. Yet, as every executive knows, nothing ever goes right. The unexpected always happens — the unexpected is indeed the only thing one can confidently expect.