What you choose to work on today is largely a function of what your goals are.
Buckminster Fuller suggested:
“The farther out you are willing to look, the easier it is to answer the question, ‘What should I work on this afternoon?’”
If you are working toward a goal of what needs accomplished by this coming Friday afternoon, your time will be spent much differently than if working toward a quarterly, annual or even longer-range goal.
In the short run, there is never enough time.
In the long run, constrained resources become available.
In the short run, you can fool anyone.
In the long run, trust wins.
In the short run, we have got a job vacancy, hire the next person you find.
In the long run, we spend most of our time with the people who work for a cause than wok for a salary.
In the short run, decisions feel more urgent and less important at the same time.
In the long run, most decisions are obvious and easy to make.
In the short run, it is better to panic and obsess on emergencies and urgencies.
In the long run, spending time with people you love, doing work that matters, is all that counts.
In the short run, trade it all in order to get attention.
In the long run, it is good to own it (the means of production, the copyrights, the process).
In the short run, burn it down, someone else will clean up the problem.
In the long run, the environment in which we live is what we need to live.
In the short run, better to bunk class.
In the long run, education pays off.
In the short run, tearing people down is a great way to get ahead.
In the long run, building people and things of value makes better sense.
Add up the short runs, though, and you are left with the long run. It is going to be the long run a lot longer than the short run will last.