Improving collaboration with the Six Thinking Hats
Six Thinking Hats was written by Dr. Edward de Bono. "Six Thinking Hats" and parallel thinking allow groups to plan thinking processes in a detailed and cohesive way, improving collaboration.
Fundamental ideas
In order to develop strategies for thinking about specific issues, the method assumes that the human brain thinks in a variety of ways that can be intentionally challenged. De Bono identifies six brain-challenging directions. In each direction, the brain brings certain issues into conscious thought (e.g. gut instinct, pessimistic judgement, neutral facts). Some may find wearing hats unnatural, uncomfortable, or counterproductive.
The example of "mismatch" sensitivity is compelling. In the natural world, something out of the ordinary may be dangerous. This mode causes negative judgment and critical thinking.
Colored hats represent each direction. Putting on a colored hat symbolizes changing direction, either literally or metaphorically. De Bono first used this metaphor in his 1971 book "Lateral Thinking for Management" to describe a brainstorming framework. These metaphors allow more complete and elaborate thought separation. Six thinking hats indicate ideas' problems and solutions.
Similarly, his CoRT Thinking Programme introduced "The Five Stages of Thinking" method in 1973.
| HAT | OVERVIEW | TECHNIQUE |
|---|---|---|
| BLUE | "The Big Picture" & Managing | CAF (Consider All Factors); FIP (First Important Priorities) |
| WHITE | "Facts & Information" | Information |
| RED | "Feelings & Emotions" | Emotions and Ego |
| BLACK | "Negative" | PMI (Plus, Minus, Interesting); Evaluation |
| YELLOW | "Positive" | PMI |
| GREEN | "New Ideas" | Concept Challenge; Yes, No, Po |
Strategies and programs
After identifying the six thinking modes, programs can be created. These are groups of hats that encompass and structure the thinking process. Several of these are included in the materials for franchised six hats training, but they must often be adapted. Programs are often "emergent," meaning the group plans the first few hats and the facilitator decides what to do next.
The group agrees on how to think, then thinks, then evaluates the results and decides what to do next. Individuals or groups can use sequences (and indeed hats). Each hat is typically used for 2 minutes at a time, although an extended white hat session is common at the start of a process to get everyone on the same page. The red hat is recommended to be used for a very short period to get a visceral gut reaction – about 30 seconds, and in practice often takes the form of dot-voting.
| ACTIVITY | HAT SEQUENCE |
|---|---|
| Initial Ideas | Blue, White, Green, Blue |
| Choosing between alternatives | Blue, White, (Green), Yellow, Black, Red, Blue |
| Identifying Solutions | Blue, White, Black, Green, Blue |
| Quick Feedback | Blue, Black, Green, Blue |
| Strategic Planning | Blue, Yellow, Black, White, Blue, Green, Blue |
| Process Improvement | Blue, White, White (Other People's Views), Yellow, Black, Green, Red, Blue |
| Solving Problems | Blue, White, Green, Red, Yellow, Black, Green, Blue |
| Performance Review | Blue, Red, White, Yellow, Black, Green, Blue |
Use
Speedo's swimsuit designers reportedly used the six thinking hats. "They used the "Six Thinking Hats" method to brainstorm, with a green hat for creative ideas and a black one for feasibility.
Typically, a project begins with extensive white hat research. Each hat is used for a few minutes at a time, except the red hat, which is limited to 30 seconds to ensure an instinctive gut reaction, not judgement. According to Malcolm Gladwell's "blink" theory, this pace improves thinking.
De Bono believed that the key to a successful Six Thinking Hats session was focusing the discussion on a particular approach. A meeting may be called to review and solve a problem. The Six Thinking Hats method can be used in sequence to explore the problem, develop a set of solutions, and choose a solution through critical examination.
Everyone may don the Blue hat to discuss the meeting's goals and objectives. The discussion may then shift to Red hat thinking to gather opinions and reactions. This phase may also be used to determine who will be affected by the problem and/or solutions. The discussion may then shift to the (Yellow then) Green hat to generate solutions and ideas. The discussion may move from White hat thinking to Black hat thinking to develop solution set criticisms.
Because everyone is focused on one approach at a time, the group is more collaborative than if one person is reacting emotionally (Red hat), another is trying to be objective (White hat), and another is critical of the points which emerge from the discussion (Black hat). The hats help people approach problems from different angles and highlight problem-solving flaws.
(Edited)
More on Leadership
KonstantinDr
3 years ago
Early Adopters And the Fifth Reason WHY
Product management wizardry.
Early adopters buy a product even if it hasn't hit the market or has flaws.
Who are the early adopters?
Early adopters try a new technology or product first. Early adopters are interested in trying or buying new technologies and products before others. They're risk-tolerant and can provide initial cash flow and product reviews. They help a company's new product or technology gain social proof.
Early adopters are most common in the technology industry, but they're in every industry. They don't follow the crowd. They seek innovation and report product flaws before mass production. If the product works well, the first users become loyal customers, and colleagues value their opinion.
What to do with early adopters?
They can be used to collect feedback and initial product promotion, first sales, and product value validation.
How to find early followers?
Start with your immediate environment and target audience. Communicate with them to see if they're interested in your value proposition.
1) Innovators (2.5% of the population) are risk-takers seeking novelty. These people are the first to buy new and trendy items and drive social innovation. However, these people are usually elite;
Early adopters (13.5%) are inclined to accept innovations but are more cautious than innovators; they start using novelties when innovators or famous people do;
3) The early majority (34%) is conservative; they start using new products when many people have mastered them. When the early majority accepted the innovation, it became ingrained in people's minds.
4) Attracting 34% of the population later means the novelty has become a mass-market product. Innovators are using newer products;
5) Laggards (16%) are the most conservative, usually elderly people who use the same products.
Stages of new information acceptance
1. The information is strange and rejected by most. Accepted only by innovators;
2. When early adopters join, more people believe it's not so bad; when a critical mass is reached, the novelty becomes fashionable and most people use it.
3. Fascination with a novelty peaks, then declines; the majority and laggards start using it later; novelty becomes obsolete; innovators master something new.
Problems with early implementation
Early adopter sales have disadvantages.
Higher risk of defects
Selling to first-time users increases the risk of defects. Early adopters are often influential, so this can affect the brand's and its products' long-term perception.
Not what was expected
First-time buyers may be disappointed by the product. Marketing messages can mislead consumers, and if the first users believe the company misrepresented the product, this will affect future sales.
Compatibility issues
Some technological advances cause compatibility issues. Consumers may be disappointed if new technology is incompatible with their electronics.
Method 5 WHY
Let's talk about 5 why, a good tool for finding project problems' root causes. This method is also known as the five why rule, method, or questions.
The 5 why technique came from Toyota's lean manufacturing and helps quickly determine a problem's root cause.
On one, two, and three, you simply do this:
We identify and frame the issue for which a solution is sought.
We frequently ponder this question. The first 2-3 responses are frequently very dull, making you want to give up on this pointless exercise. However, after that, things get interesting. And occasionally it's so fascinating that you question whether you really needed to know.
We consider the final response, ponder it, and choose a course of action.
Always do the 5 whys with the customer or team to have a reasonable discussion and better understand what's happening.
And the “five whys” is a wonderful and simplest tool for introspection. With the accumulated practice, it is used almost automatically in any situation like “I can’t force myself to work, the mood is bad in the morning” or “why did I decide that I have no life without this food processor for 20,000 rubles, which will take half of my rather big kitchen.”
An illustration of the five whys
A simple, but real example from my work practice that I think is very indicative, given the participants' low IT skills. Anonymized, of course.
Users spend too long looking for tender documents.
Why? Because they must search through many company tender documents.
Why? Because the system can't filter department-specific bids.
Why? Because our contract management system requirements didn't include a department-tender link. That's it, right? We'll add a filter and be happy. but still…
why? Because we based the system's requirements on regulations for working with paper tender documents (when they still had envelopes and autopsies), not electronic ones, and there was no search mechanism.
Why? We didn't consider how our work would change when switching from paper to electronic tenders when drafting the requirements.
Now I know what to do in the future. We add a filter, enter department data, and teach users to use it. This is tactical, but strategically we review the same forgotten requirements to make all the necessary changes in a package, plus we include it in the checklist for the acceptance of final requirements for the future.
Errors when using 5 why
Five whys seems simple, but it can be misused.
Popular ones:
The accusation of everyone and everything is then introduced. After all, the 5 why method focuses on identifying the underlying causes rather than criticizing others. As a result, at the third step, it is not a good idea to conclude that the system is ineffective because users are stupid and that we can therefore do nothing about it.
to fight with all my might so that the outcome would be exactly 5 reasons, neither more nor less. 5 questions is a typical number (it sounds nice, yes), but there could be 3 or 7 in actuality.
Do not capture in-between responses. It is difficult to overestimate the power of the written or printed word, so the result is so-so when the focus is lost. That's it, I suppose. Simple, quick, and brilliant, like other project management tools.
Conclusion
Today we analyzed important study elements:
Early adopters and 5 WHY We've analyzed cases and live examples of how these methods help with product research and growth point identification. Next, consider the HADI cycle.
William Anderson
3 years ago
When My Remote Leadership Skills Took Off
4 Ways To Manage Remote Teams & Employees
The wheels hit the ground as I landed in Rochester.
Our six-person satellite office was now part of my team.
Their manager only reported to me the day before, but I had my ticket booked ahead of time.
I had managed remote employees before but this was different. Engineers dialed into headquarters for every meeting.
So when I learned about the org chart change, I knew a strong first impression would set the tone for everything else.
I was either their boss, or their boss's boss, and I needed them to know I was committed.
Managing a fleet of satellite freelancers or multiple offices requires treating others as more than just a face behind a screen.
You must comprehend each remote team member's perspective and daily interactions.
The good news is that you can start using these techniques right now to better understand and elevate virtual team members.
1. Make Visits To Other Offices
If budgeted, visit and work from offices where teams and employees report to you. Only by living alongside them can one truly comprehend their problems with communication and other aspects of modern life.
2. Have Others Come to You
• Having remote, distributed, or satellite employees and teams visit headquarters every quarter or semi-quarterly allows the main office culture to rub off on them.
When remote team members visit, more people get to meet them, which builds empathy.
If you can't afford to fly everyone, at least bring remote managers or leaders. Hopefully they can resurrect some culture.
3. Weekly Work From Home
No home office policy?
Make one.
WFH is a team-building, problem-solving, and office-viewing opportunity.
For dial-in meetings, I started working from home on occasion.
It also taught me which teams “forget” or “skip” calls.
As a remote team member, you experience all the issues first hand.
This isn't as accurate for understanding teams in other offices, but it can be done at any time.
4. Increase Contact Even If It’s Just To Chat
Don't underestimate office banter.
Sometimes it's about bonding and trust, other times it's about business.
If you get all this information in real-time, please forward it.
Even if nothing critical is happening, call remote team members to check in and chat.
I guarantee that building relationships and rapport will increase both their job satisfaction and yours.
Solomon Ayanlakin
3 years ago
Metrics for product management and being a good leader
Never design a product without explicit metrics and tracking tools.
Imagine driving cross-country without a dashboard. How do you know your school zone speed? Low gas? Without a dashboard, you can't monitor your car. You can't improve what you don't measure, as Peter Drucker said. Product managers must constantly enhance their understanding of their users, how they use their product, and how to improve it for optimum value. Customers will only pay if they consistently acquire value from your product.
I’m Solomon Ayanlakin. I’m a product manager at CredPal, a financial business that offers credit cards and Buy Now Pay Later services. Before falling into product management (like most PMs lol), I self-trained as a data analyst, using Alex the Analyst's YouTube playlists and DannyMas' virtual data internship. This article aims to help product managers, owners, and CXOs understand product metrics, give a methodology for creating them, and execute product experiments to enhance them.
☝🏽Introduction
Product metrics assist companies track product performance from the user's perspective. Metrics help firms decide what to construct (feature priority), how to build it, and the outcome's success or failure. To give the best value to new and existing users, track product metrics.
Why should a product manager monitor metrics?
to assist your users in having a "aha" moment
To inform you of which features are frequently used by users and which are not
To assess the effectiveness of a product feature
To aid in enhancing client onboarding and retention
To assist you in identifying areas throughout the user journey where customers are satisfied or dissatisfied
to determine the percentage of returning users and determine the reasons for their return
📈 What Metrics Ought a Product Manager to Monitor?
What indicators should a product manager watch to monitor product health? The metrics to follow change based on the industry, business stage (early, growth, late), consumer needs, and company goals. A startup should focus more on conversion, activation, and active user engagement than revenue growth and retention. The company hasn't found product-market fit or discovered what features drive customer value.
Depending on your use case, company goals, or business stage, here are some important product metric buckets:
All measurements shouldn't be used simultaneously. It depends on your business goals and what value means for your users, then selecting what metrics to track to see if they get it.
Some KPIs are more beneficial to track, independent of industry or customer type. To prevent recording vanity metrics, product managers must clearly specify the types of metrics they should track. Here's how to segment metrics:
The North Star Metric, also known as the Focus Metric, is the indicator and aid in keeping track of the top value you provide to users.
Primary/Level 1 Metrics: These metrics should either add to the north star metric or be used to determine whether it is moving in the appropriate direction. They are metrics that support the north star metric.
These measures serve as leading indications for your north star and Level 2 metrics. You ought to have been aware of certain problems with your L2 measurements prior to the North star metric modifications.
North Star Metric
This is the key metric. A good north star metric measures customer value. It emphasizes your product's longevity. Many organizations fail to grow because they confuse north star measures with other indicators. A good focus metric should touch all company teams and be tracked forever. If a company gives its customers outstanding value, growth and success are inevitable. How do we measure this value?
A north star metric has these benefits:
Customer Obsession: It promotes a culture of customer value throughout the entire organization.
Consensus: Everyone can quickly understand where the business is at and can promptly make improvements, according to consensus.
Growth: It provides a tool to measure the company's long-term success. Do you think your company will last for a long time?
How can I pick a reliable North Star Metric?
Some fear a single metric. Ensure product leaders can objectively determine a north star metric. Your company's focus metric should meet certain conditions. Here are a few:
A good focus metric should reflect value and, as such, should be closely related to the point at which customers obtain the desired value from your product. For instance, the quick delivery to your home is a value proposition of UberEats. The value received from a delivery would be a suitable focal metric to use. While counting orders is alluring, the quantity of successfully completed positive review orders would make a superior north star statistic. This is due to the fact that a client who placed an order but received a defective or erratic delivery is not benefiting from Uber Eats. By tracking core value gain, which is the number of purchases that resulted in satisfied customers, we are able to track not only the total number of orders placed during a specific time period but also the core value proposition.
Focus metrics need to be quantifiable; they shouldn't only be feelings or states; they need to be actionable. A smart place to start is by counting how many times an activity has been completed.
A great focus metric is one that can be measured within predetermined time limits; otherwise, you are not measuring at all. The company can improve that measure more quickly by having time-bound focus metrics. Measuring and accounting for progress over set time periods is the only method to determine whether or not you are moving in the right path. You can then evaluate your metrics for today and yesterday. It's generally not a good idea to use a year as a time frame. Ideally, depending on the nature of your organization and the measure you are focusing on, you want to take into account on a daily, weekly, or monthly basis.
Everyone in the firm has the potential to affect it: A short glance at the well-known AAARRR funnel, also known as the Pirate Metrics, reveals that various teams inside the organization have an impact on the funnel. Ideally, the NSM should be impacted if changes are made to one portion of the funnel. Consider how the growth team in your firm is enhancing customer retention. This would have a good effect on the north star indicator because at this stage, a repeat client is probably being satisfied on a regular basis. Additionally, if the opposite were true and a client churned, it would have a negative effect on the focus metric.
It ought to be connected to the business's long-term success: The direction of sustainability would be indicated by a good north star metric. A company's lifeblood is product demand and revenue, so it's critical that your NSM points in the direction of sustainability. If UberEats can effectively increase the monthly total of happy client orders, it will remain in operation indefinitely.
Many product teams make the mistake of focusing on revenue. When the bottom line is emphasized, a company's goal moves from giving value to extracting money from customers. A happy consumer will stay and pay for your service. Customer lifetime value always exceeds initial daily, monthly, or weekly revenue.
Great North Star Metrics Examples
🥇 Basic/L1 Metrics:
The NSM is broad and focuses on providing value for users, while the primary metric is product/feature focused and utilized to drive the focus metric or signal its health. The primary statistic is team-specific, whereas the north star metric is company-wide. For UberEats' NSM, the marketing team may measure the amount of quality food vendors who sign up using email marketing. With quality vendors, more orders will be satisfied. Shorter feedback loops and unambiguous team assignments make L1 metrics more actionable and significant in the immediate term.
🥈 Supporting L2 metrics:
These are supporting metrics to the L1 and focus metrics. Location, demographics, or features are examples of L1 metrics. UberEats' supporting metrics might be the number of sales emails sent to food vendors, the number of opens, and the click-through rate. Secondary metrics are low-level and evident, and they relate into primary and north star measurements. UberEats needs a high email open rate to attract high-quality food vendors. L2 is a leading sign for L1.
Where can I find product metrics?
How can I measure in-app usage and activity now that I know what metrics to track? Enter product analytics. Product analytics tools evaluate and improve product management parameters that indicate a product's health from a user's perspective.
Various analytics tools on the market supply product insight. From page views and user flows through A/B testing, in-app walkthroughs, and surveys. Depending on your use case and necessity, you may combine tools to see how users engage with your product. Gainsight, MixPanel, Amplitude, Google Analytics, FullStory, Heap, and Pendo are product tools.
This article isn't sponsored and doesn't market product analytics tools. When choosing an analytics tool, consider the following:
Tools for tracking your Focus, L1, and L2 measurements
Pricing
Adaptations to include external data sources and other products
Usability and the interface
Scalability
Security
An investment in the appropriate tool pays off. To choose the correct metrics to track, you must first understand your business need and what value means to your users. Metrics and analytics are crucial for any tech product's growth. It shows how your business is doing and how to best serve users.
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Bradley Vangelder
3 years ago
How we started and then quickly sold our startup
From a simple landing where we tested our MVP to a platform that distributes 20,000 codes per month, we learned a lot.
Starting point
Kwotet was my first startup. Everyone might post book quotes online.
I wanted a change.
Kwotet lacked attention, thus I felt stuck. After experiencing the trials of starting Kwotet, I thought of developing a waitlist service, but I required a strong co-founder.
I knew Dries from school, but we weren't close. He was an entrepreneurial programmer who worked a lot outside school. I needed this.
We brainstormed throughout school hours. We developed features to put us first. We worked until 3 am to launch this product.
Putting in the hours is KEY when building a startup
The instant that we lost our spark
In Belgium, college seniors do their internship in their last semester.
As we both made the decision to pick a quite challenging company, little time was left for Lancero.
Eventually, we lost interest. We lost the spark…
The only logical choice was to find someone with the same spark we started with to acquire Lancero.
And we did @ MicroAcquire.
Sell before your product dies. Make sure to profit from all the gains.
What did we do following the sale?
Not far from selling Lancero I lost my dad. I was about to start a new company. It was focused on positivity. I got none left at the time.
We still didn’t let go of the dream of becoming full-time entrepreneurs. As Dries launched the amazing company Plunk, and I’m still in the discovering stages of my next journey!
Dream!
You’re an entrepreneur if:
You're imaginative.
You enjoy disassembling and reassembling things.
You're adept at making new friends.
YOU HAVE DREAMS.
You don’t need to believe me if I tell you “everything is possible”… I wouldn't believe it myself if anyone told me this 2 years ago.
Until I started doing, living my dreams.
Eric Esposito
3 years ago
$100M in NFT TV shows from Fox
Fox executives will invest $100 million in NFT-based TV shows. Fox brought in "Rick and Morty" co-creator Dan Harmon to create "Krapopolis"
Fox's Blockchain Creative Labs (BCL) will develop these NFT TV shows with Bento Box Entertainment. BCL markets Fox's WWE "Moonsault" NFT.
Fox said it would use the $100 million to build a "creative community" and "brand ecosystem." The media giant mentioned using these funds for NFT "benefits."
"Krapopolis" will be a Greek-themed animated comedy, per Rarity Sniper. Initial reports said NFT buyers could collaborate on "character development" and get exclusive perks.
Fox Entertainment may drop "Krapopolis" NFTs on Ethereum, according to new reports. Fox says it will soon release more details on its NFT plans for "Krapopolis."
Media Giants Favor "NFT Storytelling"
"Krapopolis" is one of the largest "NFT storytelling" experiments due to Dan Harmon's popularity and Fox Entertainment's reach. Many celebrities have begun exploring Web3 for TV shows.
Mila Kunis' animated sitcom "The Gimmicks" lets fans direct the show. Any "Gimmick" NFT holder could contribute to episode plots.
"The Gimmicks" lets NFT holders write fan fiction about their avatars. If show producers like what they read, their NFT may appear in an episode.
Rob McElhenney recently launched "Adimverse," a Web3 writers' community. Anyone with a "Adimverse" NFT can collaborate on creative projects and share royalties.
Many blue-chip NFTs are appearing in movies and TV shows. Coinbase will release Bored Ape Yacht Club shorts at NFT. NYC. Reese Witherspoon is working on a World of Women NFT series.
PFP NFT collections have Hollywood media partners. Guy Oseary manages Madonna's World of Women and Bored Ape Yacht Club collections. The Doodles signed with Billboard's Julian Holguin and the Cool Cats with CAA.
Web3 and NFTs are changing how many filmmakers tell stories.
Akshad Singi
3 years ago
Four obnoxious one-minute habits that help me save more than 30 hours each week
These four, when combined, destroy procrastination.
You're not rushed. You waste it on busywork.
You'll accept this eventually.
In 2022, the daily average usage of a user on social media is 2.5 hours.
By 2020, 6 billion hours of video were watched each month by Netflix's customers, who used the service an average of 3.2 hours per day.
When we see these numbers, we think "Wow!" People squander so much time as though they don't contribute. True. These are yours. Likewise.
We don't lack time; we just waste it. Once you realize this, you can change your habits to save time. This article explains. If you adopt ALL 4 of these simple behaviors, you'll see amazing benefits.
Time-blocking
Cal Newport's time-blocking trick takes a minute but improves your day's clarity.
Divide the next day into 30-minute (or 5-minute, if you're Elon Musk) segments and assign responsibilities. As seen.
Here's why:
The procrastination that results from attempting to determine when to begin working is eliminated. Procrastination is a given if you choose when to begin working in real-time. Even if you may assume you'll start working in five minutes, it won't take you long to realize that five minutes have turned into an hour. But if you've already determined to start working at 2:00 the next day, your odds of procrastinating are greatly decreased, if not eliminated altogether.
You'll also see that you have a lot of time in a day when you plan your day out on paper and assign chores to each hour. Doing this daily will permanently eliminate the lack of time mindset.
5-4-3-2-1: Have breakfast with the frog!
“If it’s your job to eat a frog, it’s best to do it first thing in the morning. And If it’s your job to eat two frogs, it’s best to eat the biggest one first.”
Eating the frog means accomplishing the day's most difficult chore. It's better to schedule it first thing in the morning when time-blocking the night before. Why?
The day's most difficult task is also the one that causes the most postponement. Because of the stress it causes, the later you schedule it, the more time you risk wasting by procrastinating.
However, if you do it right away in the morning, you'll feel good all day. This is the reason it was set for the morning.
Mel Robbins' 5-second rule can help. Start counting backward 54321 and force yourself to start at 1. If you acquire the urge to work on a goal, you must act within 5 seconds or your brain will destroy it. If you're scheduled to eat your frog at 9, eat it at 8:59. Start working.
Micro-visualisation
You've heard of visualizing to enhance the future. Visualizing a bright future won't do much if you're not prepared to focus on the now and develop the necessary habits. Alexander said:
People don’t decide their futures. They decide their habits and their habits decide their future.
I visualize the next day's schedule every morning. My day looks like this
“I’ll start writing an article at 7:30 AM. Then, I’ll get dressed up and reach the medicine outpatient department by 9:30 AM. After my duty is over, I’ll have lunch at 2 PM, followed by a nap at 3 PM. Then, I’ll go to the gym at 4…”
etc.
This reinforces the day you planned the night before. This makes following your plan easy.
Set the timer.
It's the best iPhone productivity app. A timer is incredible for increasing productivity.
Set a timer for an hour or 40 minutes before starting work. Your call. I don't believe in techniques like the Pomodoro because I can focus for varied amounts of time depending on the time of day, how fatigued I am, and how cognitively demanding the activity is.
I work with a timer. A timer keeps you focused and prevents distractions. Your mind stays concentrated because of the timer. Timers generate accountability.
To pee, I'll pause my timer. When I sit down, I'll continue. Same goes for bottle refills. To use Twitter, I must pause the timer. This creates accountability and focuses work.
Connecting everything
If you do all 4, you won't be disappointed. Here's how:
Plan out your day's schedule the night before.
Next, envision in your mind's eye the same timetable in the morning.
Speak aloud 54321 when it's time to work: Eat the frog! In the morning, devour the largest frog.
Then set a timer to ensure that you remain focused on the task at hand.