Episode #136: Pummel Procrastination

Why do I avoid important projects even when they’re on my to-do list?

You know a project is important. It’s on your task list, maybe even flagged as “high priority,” yet it never actually starts. For many managers and executives, this isn’t about competence or commitment — it’s about avoiding anticipated pain.

Big, strategic tasks often look like this:

• They require deep thinking instead of autopilot execution.

• They demand time you feel you don’t have.

• They seem complex and exhausting, likely to drain energy needed for easier, more immediate tasks.

So we delay. We focus on smaller items that feel productive but don’t move the needle. Over time, this erodes performance, credibility, and even self-confidence.

Mini-summary: Procrastination on critical work is usually a rational attempt to avoid discomfort, not a lack of ability. Recognizing this is the first step to changing it.

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How does my inner dialogue drive procrastination?

Procrastination is rarely just about time. It’s often about the stories we tell ourselves:

• “This will be painful.”

• “I don’t have the time.”

• “If it’s not perfect, it’s a failure.”

These internal messages create emotional resistance. The good news: when we change the inner conversation, we change our behavior. Below are common thought patterns that block action — and simple, leadership-level reframes that get you moving.

Mini-summary: Your self-talk either chains you to inaction or unlocks momentum. Deliberately upgrading your inner dialogue is a powerful leadership tool.

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How can I reframe “I need to do it perfectly”?

Perfectionism is a sophisticated form of procrastination. If “perfect” is the standard, then starting feels dangerous.

Instead of:

“I need to do it perfectly.”

Try:

“I will get this project started and give myself sufficient time to work on it so it’s done correctly.”

This mindset legitimizes progress over perfection, while still honoring your desire for quality.

Mini-summary: Replace perfectionism with a commitment to start early and refine over time. Excellence comes from iteration, not paralysis.

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How do I turn “I have to” into motivation?

The phrase “I have to” triggers resistance. It makes even strategic work feel like an imposed burden, and high performers instinctively push back.

Instead of:

“I have to do this.”

Try:

“I choose to do this.”

You’re not just complying with a task — you’re making a choice as a leader to act on what matters most.

Mini-summary: Shifting from “have to” to “choose to” restores ownership and turns obligation into intentional action.

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What can I do when a project feels overwhelming?

Large initiatives can feel like “eating an elephant” or “swallowing a live frog.” Your mind instantly calculates the effort and concludes, “Not today.”

Instead of staring at the whole project, ask:

“Where is the best place to start?”

Break it into the first meaningful step — create an outline, schedule a kickoff, draft a one-page concept. Movement, not magnitude, builds momentum.

Mini-summary: When a task feels overwhelming, stop thinking about the entire project and focus on the best first step you can take today.

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What if I feel I’m too busy — “I have no time for lunch”?

High performers often brag (or complain) about skipping breaks as proof of productivity. Over time, this becomes a convenient excuse for not starting demanding tasks.

Instead of:

“I have no time for lunch.”

Try:

“My effectiveness will be much better after a break, so I will take lunch and then really get into it.”

This mindset recognizes that recovery fuels performance. A short reset can give you the focus you need to tackle tougher work.

Mini-summary: Stop using busyness as a shield. Strategic breaks can increase the energy and clarity required for important projects.

When the end feels impossibly far away, it’s easy to surrender before you begin. The imagined pain of the entire journey stops you from taking the first step.

Instead of:

“I’ll never get this finished.”

Try:

“I know once I get started, I’ll be on a roll.”

Most leaders know this from experience: starting is the hardest part. Once you’re in motion, you often find flow and unexpected speed.

Mini-summary: Don’t argue with the entire journey. Commit to starting, knowing that momentum and confidence grow after the first move.

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How do I deal with “There is no way I can succeed”?

This is an “all or nothing” trap: if it can’t be perfect, it’s not worth doing. To avoid failure, we avoid starting — and guarantee the very outcome we fear.

Instead of:

“There is no way I can succeed.”

Try a kaizen mindset:

“I will give it my best shot, get it going, and improve it along the way.”

This aligns with continuous improvement: launch, learn, refine. It’s how effective leaders and organizations actually grow.

Mini-summary: Trade “perfect or nothing” for “start, learn, improve.” Progress built on kaizen is more powerful than stalled perfectionism.

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What if I feel no one else is working as hard as me?

When you see yourself as “the hardest worker in the room,” it’s easy to grant yourself a pass on the next tough task.

Instead of:

“No one else is working as hard as me. I can cruise for a while.”

Try:

“This is my chance to take a leadership role and encourage others to tackle the tough tasks too.”

This reframes effort as leadership by example, not martyrdom. Your willingness to handle difficult work sets the culture.

Mini-summary: Use your work ethic to inspire others, not to justify procrastination. Leaders go first on the difficult projects.

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What can I do when I don’t know where to begin?

A complex project can feel like a sheer rock face — high, vertical, and intimidating. From that angle, it’s natural to hesitate.

Instead of:

“I don’t know where to begin.”

Try:

“If I get the hardest part done first, the rest will be easy.”

Identify the most critical or challenging piece, and tackle it early while your energy is highest. After that, the project often feels lighter and more manageable.

Mini-summary: Start with the hardest, most important piece. Once that’s behind you, the remaining work feels simpler and faster.

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How do I handle “I hate this part of the job”?

Every role has tasks we don’t enjoy. When we focus on how much we dislike them, we delay — and those tasks grow bigger in our minds.

Instead of:

“I hate this part of the job.”

Try:

“Once I finish this task, I will reward myself.”

By linking a specific reward (a break, a walk, a coffee, time with family) to completion, you pair short-term discomfort with immediate satisfaction.

Mini-summary: Attach a clear reward to completing unpleasant tasks. This turns avoidance into a simple, motivational exchange.

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What is the leadership payoff of changing my inner conversation?

For executives and managers, procrastination isn’t just a personal habit — it’s a performance and culture issue. When leaders consistently act on important, uncomfortable work, the message to the organization is clear:

• We prioritize what truly matters.

• We don’t let fear, perfectionism, or busyness dictate our actions.

• We use mindset and language intentionally to drive results.

Changing your inner conversation is a practical leadership skill that directly impacts execution, credibility, and team behavior.

Mini-summary: When you upgrade your self-talk, you upgrade your leadership. The way you think about hard work becomes a model for your entire organization.

• Your self-talk either fuels or blocks action. Awareness and deliberate reframing are critical leadership skills, not soft concepts.

• Perfectionism, “have to” language, and overwhelm are common mental traps. Each can be dismantled with simple, intentional mindset shifts.

• Starting small and starting now beats waiting for perfect conditions. Momentum is more valuable than flawless planning.

• Linking effort to purpose and reward builds sustainable productivity. The right inner conversation drives consistent execution on what matters most.