While at work, the overwhelming majority (90\n\npercent) of senior executives and managers say they are good at getting\n\nstarted without undue procrastination and in a timely manner, according\n\nto a new nationwide survey by NFI Research. More than a third consider\n\nthemselves extremely good at being able to begin tasks or projects\n\nwithout undue procrastination.\n\nHowever, getting started on projects at home is another matter.\n\nFewer than one-fifth of executives and managers consider themselves\n\nextremely good at getting started at home, with more than a quarter\n\nsaying they are not very good or not at all good at getting started. \n\n\u201cWork is so consuming that when I get home the last thing I want to do\n\nis projects,\u201d said one survey respondent. \u201cThe exception is making tee\n\ntimes.\u201d\n\nSaid another: \u201cI enjoy the rewards of a wonderful spouse who\n\ntakes care of the home business without any undue pressure on me to\n\nreact quickly. We must have worked out a fair balance a long time ago\n\nas we\u2019ve been at this for 37 years and are still not at each other!\u201d\n\n\n\n\n\nGetting started also can be easier if what is being started is of interest.\n\n\n\n\n\n\n\n\n\u201cEven though I hate to admit it, I like to procrastinate,\u201d said\n\none respondent. \u201cI would much rather work on the fun, quick wins than\n\nwork on the important, time-consuming tasks.\u201d\n\n\u201cThe ability to get started is directly\n\nlinked to two influencers: my expertise in the topic and my interest in\n\nbeing involved in the project,\u201d said another.\n\nGetting started may begin from above but those below in turn\n\nget started as well. Slightly more senior executives than managers say\n\nthey are extremely good at getting started, both at work and at home.\n\n\u201cI believe that a leader needs to set the pace, which means\n\nbeing decisive,\u201d said one survey respondent. \u201cGetting started for an\n\nexecutive means that his team will progress only when he initiates\n\naction.\u201d\n\nOffice politics at work also can delay someone from getting\n\nstarted. \u201cChecking the direction of the wind before proceeding and\n\ngetting the input you need in order to start takes up most of the time\n\nneeded to begin anything in business,\u201d said one. \n\nOf course, the downside of getting started is the implication that\n\nsomething will be finished. Just because someone is good at getting\n\nstarted doesn\u2019t mean they always will arrive at the end of a project or\n\ntask.\n\n\u201cI\u2019m very good at getting started,\u201d said one survey respondent.\n\n\u201cIt\u2019s the completion where we get bogged down, most times not of our\n\nown doing.\u201d\n\n\n\n\n\nSaid another: \u201cI think the 80\/20 rule will apply: things get about 80 percent completed, then lay in a pile on the desk.\u201d\n\n\n\n\u201cKeeping multiple efforts on track is usually more of a\n\nchallenge than getting a new one started,\u201d said another. \u201cMaintaining\n\nthe enthusiasm and discipline that comes with anything new is the key.\u201d\n\nSo before someone gets started on that next task or project,\n\nperhaps it would helpful to determine if what is getting started will\n\nactually get finished. After all, many in business already are under\n\ngreat pressure to deliver on things already started.