“Yes, but not the way most people seem to understand goal setting. In my experience, the real value of defining desired futures is not so much in the world they describe, but the change in perception the process of setting goals fosters.”

DAVID’S FOOD FOR THOUGHT

THE VALUE OF GOALS

What we focus on changes what we notice. Our brain filters information, seeing one thing in a situation instead of something else, based on what we identify with, what we have our attention on, what we’re looking for—more or less consciously.

The reason for long-term goals is the permission they give us to identify with the greatest value we can so it changes our filtered perceptions. The future never shows up (have you noticed?—it’s always today!). But playing with it as a working blueprint can be a remarkably useful tool to see things (and how to do and have them) that you never saw before.

Subscribe to Productive Living. It’s free and sent about every 4 weeks. You’ll find essays from David Allen, thought-provoking quotes, and productivity tips you can use every day.

In this Dorm Room Tycoon interview on huffduffer, David Allen, author of Getting Things Done, explains how entrepreneurs can be in control, and why planning and having an overall purpose are keys to success.

David Allen: Getting Things Done Interview – Getting your Startup Under Control: Business

GTD Times reader Jenna contributed her ideas on how to adapt GTD to writing.

A Writer’s GTD Journey

About a year ago I was beginning to feel overwhelmed with my list of unfinished projects. I’m a writer and had about a dozen scripts, stories, and article ideas backlogged on my computer. Not only I was not completing any of the projects, I was adding new ideas every day. Each new idea, rather than filling me with excitement at the prospect of undertaking a new creative project, instead filled me with dread and anxiety because I felt like I was looking at corpses—great concepts that would never be brought to fruition. It was obvious I was falling apart. I needed structure, an actionable plan for organizing my projects. I stumbled across Getting Things Done and this is what I embarked upon:

Collect. Address the items that are concerning you. I made a list of all my unfinished projects. It was like an endless scroll.

Process. Make decisions about the value of these items and what you will add or subtract to them. I looked at each project and decided whether or not this was something I actually had a desire to work on or whether it was something that at some point I had decided would just look good in a portfolio. I trimmed a list of about 20 projects down to five.

Organize. Put your value decisions in places you are likely to return to repeatedly. I made printouts of my notes on the ‘chosen’ projects and pinned them up in sequential order in my office. The ‘dismissed’ projects were filed in a binder that would be taken up in the future, but would not be thought of until then. These projects were essentially on hold. New project ideas were added to this binder, but not elaborated upon in any fashion.

Review. Reevaluate the judgments you’ve made from a new perspective. Now that my to-do list was manageable I was able to look at each project in a new light. Instead of each project anxiously reminding me of an unfinished aspect of another project, I looked at each one as its own island of productivity.

Do. Now get to work! What I used to consider the hard part—actually writing the stories and articles—turned into an enjoyable luxury because I no longer felt weighed down by scattered notions. Each new completed project made room for a dismissed project from the binder to join the wall. It was still an endless cycle, but it had a sustainable structure now.

GTD seems to me a very intuitive way of managing your psychology so that it does not disrupt workflow. In fact, the GTD system seems to help one minimize the emotional and psychological distractions that arise from the stress of living.

What have you actually finished, completed, and accomplished? If you haven’t made a list in the last year, I would highly recommend that you give yourself a treat and review the year that just passed and look forward to the year ahead.

When I go through these kinds of questions I like to consider my answers in several areas:

Physical
Emotional
Mental
Spiritual
Financial
Family
Community Service
Fun / creativity / recreation

Completing and remembering last year

• Review the list of all completed projects.
• What was your biggest triumph in 2011?
• What was the smartest decision you made in 2011?
• What one word best sums up and describes your 2011 experience?
• What was the greatest lesson you learned in 2011?
• What was the most loving service you performed in 2011?
• What is your biggest piece of unfinished business in 2011?
• What are you most happy about completing in 2011?
• Who were the three people that had the greatest impact on your life in 2011?
• What was the biggest risk you took in 2011?
• What was the biggest surprise in 2011?
• What important relationship improved the most in 2011?
• What compliment would you like to have received in 2011?
• What compliment would you like to have given in 2011?
• What else do you need to do or say to be complete with 2011?

Creating the new year

• What would you like to be your biggest triumph in 2012?
• What advice would you like to give yourself in 2012?
• What is the major effort you are planning to improve your financial results in 2012?
• What would you be most happy about completing in 2012?
• What major indulgence are you willing to experience in 2012?
• What would you most like to change about yourself in 2012?
• What are you looking forward to learning in 2012?
• What do you think your biggest risk will be in 2012?
• What about your work, are you most committed to changing and improving in 2012?
• What is one as yet undeveloped talent you are willing to explore in 2012?
• What brings you the most joy and how are you going to do or have more of that in 2012?
• Who or what, other than yourself, are you most committed to loving and serving in 2012?
• What one word would you like to have as your theme in 2012?

This webinar is free for GTD Connect members.  You can sign up for a free trial membership, and when you log in, you’ll find the webinar information on the home page of GTD Connect.  You’ll also see an extensive list of previous webinars you can access in the archives. (Partial listing shown here.)

The free trial membership is easy to begin—just first name and email address—with no cost or commitment.

I want something more than that, though.

I don’t want to have to “recover” from Christmas. I don’t want to start the new year eight pounds heavier. I don’t want my children focused only on the electronic gadgets they hope Santa brings. But everything I don’t want will probably become my reality–unless I take the initiative to implement what I do want.

David Allen’s Natural Planning Model seriously saves my sanity on everything from birthday party planning to creating new programs for my website, so this year, I decided to use the five steps of the Natural Planning Model to create a Christmas experience that is both magical and meaningful.

Step One: Defining Purpose and Principles

For this part, I sat down with my children and gave them the following prompts:

• What’s the purpose of this season?
• What do you want this Christmas to feel like for our family?
• Please finish this sentence: “I would be happy with any Christmas celebration, as long as . . .”

Then I took good notes, and the beauty of their responses continues to amaze me.

Step Two: Outcome Visioning

We did this part on a separate day with an informal breakfast discussion, which basically took our ideas from Step One to a deeper level.

My 11-year-old was the scribe:

We agreed that we want to be well-rested, reasonably-paced, and organized throughout the holiday, and we’re going to continue exercising and eating well so we’ll be in better health by the time the tree comes down.　

We’re all going to be happy with our Christmas gifts–even if we don’t get the “big” stuff that all the kids at school are talking about. We’ll purchase and wrap our presents by the first week of December, shop together for a beautiful tree that will be trimmed with homemade decorations, and focus the majority of our activities and expenses on making others happy.

Just typing these things out gets me so excited about the holiday season. Certainly, there will be days that won’t go as planned (probably most days), and some of us will be whiny or emotional while others will be frustrated or exhausted, but that’s just life. We can still aim high, can’t we?

On to Step Three: Brainstorming

This step is my favorite because it gives us a place to write all the ideas we’ve been cooking up over the past few months.　

We looked carefully at our notes from the first two steps and then gathered as a family one evening to brainstorm around seven areas of focus. Here they are:

• Activities and Outings
• Helping Others
• Uplifting Media
• Christmas Cards
• Gifts
• Meaningful Traditions
• Healthy Food

Then my daughter added an eighth area called, “Unhealthy food.” (She needed a place to include the gingerbread house.)

Photo courtesy of Shawni Pothier

Seeing our areas of focus as clusters on one page helps us to realize that the “all-consuming” holiday planning really is finite. We can create boundaries around our time, we can control our expenditures, and we can make sure our energy is spent on what’s most important.　

In many areas, there’s a clear overlap. Can’t we create meaningful traditions that help others? Can’t healthy Christmas goodies and beautiful music be part of our Christmas-gift giving? Looking at the big picture clarifies everything.

Step Four: Organizing

This part initially feels hard. How am I going to take all these brainstorms and make them manageable?

Simply jump in.

I wrote out all the components and sub-components on little slips of paper.

Then I moved them around and organized them according to priority and sequence.

Here are my three sub-clusters: things to do this week, things to do before December 1st, and things to do in early December.

I noticed that four of these slips contained two-minute tasks, so I quickly accomplished those and then moved onto the next step.

Step Five: Identifying Next Actions

As I was getting all my ideas out onto Post-it Notes, I realized that some things I wrote down were projects, while others were tasks.　

I created a list of Current Christmas Projects,

and then I created two Next Actions Lists: one for immediate Next Actions–things to accomplish within the next week, and one for important Next Actions–things to accomplish as soon as it’s convenient.

Then I simply put these sheets into my inbox to organize during my next Weekly Review.

I’ll create calendar triggers for the Christmas plans that mean the most to me, and then I’ll just do my best with the rest, knowing that ultimately, spontaneous events might replace those I’ve planned, some of these projects might not seem as important three weeks from now, and what really matters is how this holiday feels.

Your family’s Christmas planning will likely be much different than ours. There’s no one “right” way to do this, but I hope that this exercise using the Natural Planning Model will help you to create a wonderful Christmas for you and the ones you love.

April Perry is the mother of four children and Co-Director of The Power of Moms.

Does your company plan things correctly? Or are meetings unproductive due to poor planning? We continue our Leadership Hall of Fame series . . .

How Bad Plans And “Good Ideas” Ruin Meetings

BY David AllenTue Nov 1, 2011

When the “Good Idea” Is a Bad Idea

Have you ever hear a well-intentioned manager start a meeting with the question, “OK, so who’s got a good idea about this?”

What is the assumption here? Before any evaluation of what’s a “good idea” can be trusted, the purpose must be clear, the vision must be well defined, and all the relevant data must have been collected (brainstormed) and analyzed (organized). “What’s a good idea?” is a good question, but only when you’re about 80 percent of the way through your thinking! Starting there would probably blow anyone’s creative mental fuses. 

You can read the complete article here.

GTD has made a significant impact on my life, and I’m glad to share a specific technique that has worked for me.

I format my Action Items list in a spreadsheet. It’s really convenient to add items as they come in chronologically or during the processing of  ”in.” Then the items can be sorted according to context. This is easily done by just having three columns in the spreadsheet:

1) Context (errands, @computer,  etc.)
2) The item itself
3) Notes such as phone numbers, reference data, referral name, etc.

You can process “in” without wasting time inserting rows in order to put like items together. Just add more items at the bottom of the list. It is a simple procedure to sort the data by context, and BAM – action items are grouped according to context. 

It has worked best for me to keep this spreadsheet on my desktop. This way I don’t have to open my spreadsheet program, open a folder, find the document, then open the document. A quick double-click on the desktop opens the application and the document, and I’m ready to scribe.

Editor’s note:  You can also add a keyword for projects and actions, and then sort by the Item column to see the Projects with their next actions.

Here’s a great reminder of how helpful GTD is for any project, personal or professional.

Our team at the David Allen Company is planning a baby shower for  a co-worker.  We met today to do the following:

1. Brainstorm and mind map the project
2. Decide on next actions
3. Assign people to the identified next actions
4. Decide when to loop around again for further planning

Here was our simple mind map that helped clarify the tasks:

Our 20-minute meeting allowed everyone to move forward on this fun project with their own clearly-defined tasks.

GTD can help integrate your professional and personal life. Simple, easy, and fun planning — that’s a “GTD” baby shower!

From long To Do lists to overcommitted schedules, we tend to take on too much.  When is the last time you said no to someone when they asked you for something?  It can be hard to do.

Most of us want to help others when they need it.  There are times, however, when we need to say no.  I know I don’t like to say no.  I like to help people.  It feels good when someone wants you to do something for them.

It may help to start weighing that commitment against what you’re trying to accomplish in other facets of your life.

Here are three questions to ask yourself when faced with saying yes or no:

1. Do you have the capacity to say yes? If you have the capacity, great, go for it.  Say yes.  Make sure you can commit 100% though.  Committing and not delivering is much worse than not committing at all.  You’ll know if you have capacity because with GTD, you already have an inventory of your projects and actions, the things you’re already commited to.

2. If you say no, do you know how to do it eloquently? Saying no could seem harsh on the surface, so sometimes you need to explain why.  An example is simply saying, “I have a lot on my plate and I don’t think I can give you 100% of my attention right now.  I’d love to help in the future if you need me.”  There’s not a lot someone can say to that.  You’re being honest.  Most people will respect that.

3. Are you the right person for the job? Just because someone asks you for help doesn’t mean you have the ability to help them.  If you have no idea how to fix your mom’s dishwasher would you commit to fixing it?  I don’t know the first thing about fixing dishwashers. (My expertise pretty much stops at changing light bulbs.)  Telling my mom that I can help would be doing her a disservice.

Same goes for work.  Your boss asks you to compile some information on an upcoming project.  He tells you he needs it by tomorrow morning.  You’ve got three other projects you’re working on that are equally important.  Do you have the courage to tell your boss no?  Again, explaining how you can’t give 100% to it and offering a different solution will help.

Knowing when to say yes or no is a big part of stress-free productivity.

You will learn:
• The power of creative brainstorming
• How to define your priorities through the Horizons of Focus® Model
• The advantages of using the Natural Planning Model®
• How to effectively develop and move your projects to the next level

This is how David Allen Company staff member Kari McGee described her experience with Managing Projects & Priorities:

Sometimes a vision seems to be all we have, but it doesn’t have to be. That’s the lesson I walked away with after attending the David Allen Managing Projects and Priorities seminar. I realized that the projects piece of GTD is where the magic really happens. To be able to work through clear purpose and not just be prepared for the latest and loudest is really where the bigger dreams start to take shape on the GTD Journey.

Like any GTD enthusiast, I thought I had the world conquered once I realized how I could manage all of my tasks through lists and contexts. The Mastering Workflow seminar cemented this learning further into place and pretty soon I was explaining this approach to relatives and friends. After a few months I was scanning my projects and actions during my Weekly Review. I started to become haunted by a small, creeping suspicion that I just couldn’t shake: my projects list looked much too small in relation to the responsibilities my life called for. I called my GTD Coach and asked her how many projects I should have on my list, and as I suspected, I needed to enter the next phase of my practice.

When I was offered an opportunity to attend the Managing Projects and Priorities seminar, it was exactly what the doctor ordered. As I spoke to other people attending, I realized that many people were having the same experience of, “I don’t quite get the project piece.” Halfway through the workshop I realized that the reason I had struggled with projects was because I had been ignoring one of the most integral pieces of project planning—the Natural Planning Model.

The Natural Planning Model connects the purpose of why we are investing in a larger goal, and the actions to reach that goal. After all, what is action without purpose? The presenter went through this model in careful stages to really explore the different steps of clarifying, brainstorming, organizing and implementing (taking action). By the end of the workshop, no project seemed too large or out of reach. In fact, I started of thinking of all the projects that were sitting on my Someday Maybe list and I couldn’t wait to get started.

The Managing Projects and Priorities seminar really aided me in rounding out my whole GTD system. The workshop offered an interactive breakdown of my Horizons of Focus. I was instructed on how to use projects as a way to achieve the goals that add purpose and value to my life. I realized that every domain of my life needed a project; my health, my work, my finances, my relationships. Having the instruction to be able to implement that kind of structure into my everyday reality has proven to be invaluable.

At the most basic level, the reason we organize is to accomplish projects, whether that be creating a new website or buying a new toilet seat. Whatever level of responsibility the project requires, we still need to be aware of the reasons driving us to create the path to achieve it. Maybe buying a new toilet seat will make your spouse happy for a week, and maybe creating a new website will help you reach an even higher vision of professional autonomy and financial success. In this seminar, the objectives of the individuals were that different, but they were all equally addressed. I know that my projects were clarified on a level that really catapulted me into a greater place of motivation. Now I fearlessly add on more every week, knowing that my intentions will quickly blossom into real results.

Kari McGee is an enthusiastic team member at David Allen Company. She works on the administrative team for our GTD Connect program and GTD Interactive course. We hope you enjoy her story!

DAVID’S FOOD FOR THOUGHT

GETTING FREE

One of the reasons the GTD approach can be so empowering comes down to a simple, primal dynamic: When something is named, it is known; and when it is known, its hold on us is released. When things we have allowed into our inner or outer world are appropriately and accurately identified, we feel curiously freed from them. It’s all about clarifying what things mean to us and sorting them in our world appropriately.

Do you have any projects that you haven’t identified as projects yet? Got anything you’ve been thinking that needs clarification, resolution, or looking into, that you don’t have on a Projects list yet, that you look at regularly to keep actions moving toward?

Subscribe to Productive Living. It’s free and sent about every 3 weeks. You’ll find essays from David Allen, thought-provoking quotes, and productivity tips you can use every day.

A principle of Getting Things Done is to habitually write down everything that has your attention. Writing things down can be done with pen on paper, or typing into a computer, or any method that externalizes the thought. The key is to get it out of your head.

Then you need to assess whether you are going to commit to doing something about what you’ve written down. If so, what is the desired outcome? What does done look like? And what is the next action to get to that point? Alternately, you might decide not to do anything about it right now — it is something you will park on a someday/maybe list to reconsider in the future. Sometimes such a decision is difficult. Sometimes it is the first time you’ve really faced the issue with clarity, instead of merely having a nagging feeling about something you dread. There is a tendency, therefore, to not write down everything, to write down everything except those really tough issues.

Writing down everything is fundamentally different than writing down most things. The standing order to yourself to “write down everything” is not at all the same as “write down everything except that which I feel too bad about.” According to GTD, writing down everything is supposed to be an exercise that is free of value judgments. You are not supposed to think about, analyze, measure, assess, assign importance to, weigh against other things, etc. You are supposed to capture everything that has your attention as a discrete phase. If you are being selective in what you capture, you are cheating yourself. No matter how pristine and functional your trusted system appears to be, you will know it is incomplete. Most likely, especially during a review, you will keep remembering everything you did not want to capture. Your lists will become repellent to you as they will remind you, ironically, of what is conspicuously not on them.

If you had written down the things you dread, and made an up-front decision about them, they would be on a list somewhere. Perhaps as a project, a new area of focus, or a someday/maybe. By doing that, you have accepted the situation. By avoiding it, you have avoided acceptance. Putting something on a list in a GTD way, is really about acceptance.

The next time you review your GTD system, strive for acceptance of everything in your life, everything in your head, and write down what you have avoided so far. Be as honest with yourself as you can, and strive for being free.

Perhaps a good exercise is to ask yourself if those who know you best looked at your lists, what would they know was missing from them. It might not be easy to capture everything, and it might take months. It might be emotionally exhausting and you might find you have to pace yourself. Nothing is wrong with that.

Lastly, do not think everything you are holding back from your lists is negative stuff. What hopes and dreams do you have that you are not writing down? What are you avoiding writing down because you feel embarrassed or silly or irresponsible, or childish, or unrealistic, by having those thoughts? Learn to accept those and write them down too, for in them may be the beginning to your life’s fulfillment and greatest joys.

• Where’s your projects list?
• How complete and current is it?

- David Allen

For more tips from David about projects, check out the GTD Managing Projects set. Available on CD or MP3 download.

Lately I’ve been feeling overwhelmed. Not because I can’t process all the tasks, projects, and goals on my plate, but because I keep forgetting that I only have one plate.

As I’ve applied GTD strategies to my life, opportunities to “live the life of my dreams” have literally exploded in front of me. My website is growing, creative ideas are spilling into my colorful assortment of spiral-bound notebooks, friends and associates are jumping on board to support the vision I’m helping to create, and my family life is exactly what I always hoped it would be.

However, along with all this excitement, my emails have quadrupled, my project load has significantly increased, and my stress level has been rising beyond my comfort level. (Once you experience “stress-free productivity,” there’s no going back . . . .)

So today I decided to apply the Natural Planning Model from GTD to my overall life plan. The point of getting organized isn’t to simply “get more done.” The point is to get the right things done–and that takes some serious decision making.

I figured that as long as I’m doing this exercise, I might as well document the process and share it with others who also might be trying to cram too much onto their plates.

Step 1: Defining Purpose and Principles

This was a fun one. I got out a blank sheet of paper and wrote at the top: ”If I were to feel thrilled about my life each day, what would it look like?” I know this list could go on and on, but I tried to keep it simple, basically entailing things like having a healthy, clean environment, building strong relationships, spending my time on meaningful projects (that can only be done by me–delegating everything else), nurturing my mind, body, and spirit, and living a life filled with purpose.

Step 2: Outcome Visioning

As I looked over the list from Step 1, I started envisioning how this “new life” would be (and how it would not be). For example, I pictured our closets and cupboards containing half as many things as they currently do. I pictured my children happily completing their responsibility charts. I pictured our family going on more walks together, cooking new recipes in the kitchen, and snuggling together for story time and bedtime. I imagined myself responding to emails twice a day, when I could actually sit down and process them calmly (instead of rushing through them whenever I had a free second in the kitchen). I also pictured myself breathing more, smiling often, and feeling more deliberate about my daily routines.

Really seeing these things is empowering.

Step 3: Brainstorming

With this vision fresh on my mind, I started seven small mind maps–encapsulating all the actions and characteristics I want to translate into habits.

The seven mind maps (for my specific needs) were as follows: Spirit, Environment, Routines, Recreation, Relationships, Power of Moms, and Other Pursuits.

As I did this, an interesting thing happened. I started to see how a few basic changes would transform my entire life.
I need firm boundaries. As a mother who is working on lots of projects from home, it’s enticing to squeeze work into every open minute. I need more space in my day, and that means keeping “extra” work separate from “family” work.
I need to be deliberate about making time to read and think. That’s what fuels me, and when I stop doing those things, the person inside starts to die.
I need to delegate or defer as many projects as possible. There are some things that can only be done right now–like making podcasts with my children, photographing their childhood, recording what I’m learning about motherhood, and building a family that I adore. A lot of the “urgent” things can wait.

Step 4: Organizing

Here’s where I took all those principles, dreams, and brainstorms and translated them into a very doable list. I first identified eight components of my “ideal” life. As I prioritized them, I realized that half could wait awhile, so I put them onto next month’s trigger list. I also realized that the four remaining items were the essence of my stress. (Kind of fun to figure that out.)

Step 5: Identifying Next Actions

Before placing these four items onto my “Current Projects” List, I identified my Next Actions and put them on my context-based list. It is one of the most liberating things in the world to see a broad, theoretical plan become something doable and focused.

This week, I don’t have to think about every little thing I’ve ever wanted to accomplish. I simply need to keep my work hours within predetermined slots of time, spend 30 minutes moving those “I’ll-sort-someday-but-these-really-belong-in-the-office” boxes out of my bedroom, take 15 minutes to research a landscaping company, and invest one hour evaluating my Routines and Responsibilities List. That can be done.

Not everything in life can be controlled, and there’s no way I can plan for every single distraction or opportunity. However, GTD has helped me realize that I can create the life I’ve always wanted–even if I DO only have one plate.

April Perry is the mother of four children and co-founder of www.powerofmoms.com.

Hello David,

I wanted to let you know that I listened to your CD recordings about “Getting Things Done” earlier this year.  Since then, I applied many of the things that you suggested and have found myself to be much more efficient at home and at work.  You might be interested to know a few of the ways that I have applied your suggestions.   

Originally, I created a 3-ring binder with tabs organized by what context I was in (home, office, computer, etc).  Although that was very helpful, I have moved toward doing as much as possible on my computer.

1. Collecting things 

• I used to have two e-mail addresses, but I canceled one and redirected people to the other.  Now all my e-mails are in one place.  This requires less mental energy since I don’t have to worry about checking both accounts.
• I carry a small paper notebook in my back pocket wherever I go.  If I think of something important at dinner, I stop to write it down.  I anticipated that my wife would be offended that I am thinking of work stuff at home, so I explained to her in advance that writing these things down actually helps me focus more on home life.
• I created a Word file called “Someday maybe,” but the list of things got so long that I subdivided it into several files and put all these files in a folder called “Someday Maybe.”

2. Identifying information

• If a certain e-mail has an actionable item for me to do, I move it to the Actionable e-mail folder.
• If I send someone an e-mail and I want a response, I also send a copy to myself. When I receive that copy, I move it to a folder called “Waiting for.”
• I look through my Actionable and Waiting For folders a couple of times a week. If someone has not replied to a “Waiting For” item, I hit “Reply All” and follow up with them.
• In all my face-to-face meetings, I make sure to clarify what the next steps are and who is responsible for them.
• I have separated the reference material from the actionable material. It’s amazing how much that helps clear my mind

3.  Tickler system

• I am using Microsoft Outlook’s Task feature to remind me of things that I will want to do in the future, but I don’t want to think about now.  For example, a month from now might be a special event where I’ll have volunteers helping out.  I can create a task in Outlook reminding me to show appreciation for them afterward. 
• Outlook can schedule tasks to recur at various intervals.  I have taken advantage of this for many things, and it really frees up my mind by not having to juggle so many details.

4. Primarily looking at life at the level of “project”

• I have a paper card for each current project and each one for the near future.  The title is the name of the project, and below that I have the specific action steps needed to accomplish the project.   
• I have arranged these cards in order of importance (not urgency).  Each day, I must work on the most important project until it is done or until I have done all I can for the day.  Then I can move on to the second most important project.  I fight the urge to jump to something that is urgent so that I can focus on what is most important.  Occasionally, a less-important thing does need to happen today, so I first spend an hour or so on the more important ones, then move to the urgent one.  That way I am at least making progress on the important ones.

Thanks for all your suggestions.  I look forward to getting more efficient each year.

–Ben

DAVID’S FOOD FOR THOUGHT

What’s needed and not needed for projects

Many professionals and their company cultures seem addicted to the organizing of projects and situations. Or at least addicted to feeling the need to organize them, and feeling guilty if they’re not. But organizing the structure and components is only one of the five levels of thinking that must be clear . . .

Keep reading David’s article.

Subscribe to Productive Living. It’s free and sent about every 3 weeks. You’ll find essays from David Allen, thought-provoking quotes, and productivity tips you can use every day.

This is helpful for us in our long-term planning for GTD Setup Guides.

We appreciate your help!

David Allen Company Education Team

The purpose of having the granular next action on a list is to define what “doing” looks like and where it happens, so you can finish your thinking about what to do about the commitment (outcome, project, etc.)  That said, another reason for the granularity on the action lists is to subvert the procrastination that potentially shows up because of a pre-conscious insecurity about success.  As in, “I don’t want to step into something I don’t think I can control.”  If the enormity of the next action causes you to falter, then it’s advantageous to define a smaller, doable chunk.  For example, “draft plot ideas” instead of “draft great American novel.”

 For more on this topic, see this excellent article in The New Yorker that mentioned David’s book Getting Things Done, and the value of the GTD approach.

90+ % of the to do lists I’ve seen are incomplete inventories of still-unclear things.  The Next Action definition (if you’re really getting down to having no ambiguity about the next visible physical activity required to move something forward), actually finishes the thinking you’ve implicitly agreed with yourself that you’ll do.  “Mom” is an unclarified to do item.  But when “Mom” is translated into “Celebrate Mom’s birthday with a party” as a project outcome, then “Call Sis about what we should do for Mom’s birthday” is a clear next action.  Because “Mom” is vague, it still triggers stress when you look at it on a list.  “Call Sis . . . ” triggers action and positive engagement.

Tackling a 5th-Grade Science Project

My 11-year-old daughter came home with a huge packet of science project information a few weeks ago, and the entire family started feeling the stress.  Before the world of computers and fancy tri-fold poster board, science projects were a cinch.  I remember hunkering down at my dining room table with construction paper, some magic markers, and a simple sheet of white poster board.  But today’s children have a lot more pressure.  They need charts and graphs, digital photographs, and well-written hypotheses.  It’s enough to overwhelm the children and the parents.

Instead of letting the stress get to me, I decided to apply the principles I learned from Getting Things Done and show my daughter that projects don’t have to give us headaches.  Here’s what we did:

Step 1: We read through the packet of information and made a list of tasks based on context. 

My daughter got out a little sticky-note pad, and she divided her tasks into the following categories:

• On My Own
• With Mom @ Home, and
• Errands

Step 2: Each day we started checking things off the list, depending on our energy level, schedule, etc.  When we were out at the mall one evening, my daughter said, “Since we’re running errands, can we pick up the poster board and notebook I need from the art store?”  Fifteen minutes later, it was done.

When I was helping the other children with their homework after school, my daughter did the typing and research she’d already determined she could do on her own.  Even though she was a little timid at first, it turned out great.

On the days we didn’t have anything planned, we looked at the list of things we needed to do together.  Her project was to see what would happen to a loaf of bread when one of four ingredients was left out.  So one day, I stayed in my pajamas until noon while we mixed up five different little loaves of bread, including the “control” loaf.  Then we ate the tasty ones for lunch.

The greatest part was that whenever my daughter would say, “Mom, I don’t want to do the Science Fair,” I would say, “Don’t think about the whole project.  Just think about your next action.  What is the next, specific thing you need to do?”  Since she’d already taken the time to identify each task, it only took a second for her to figure out the next action.  She became much more calm and confident as the project progressed.

Step 3: We set a date on the calendar for when we would put the entire project together.  Prepping each component of the project wasn’t too difficult, but we knew we needed an entire evening to print and assemble everything onto the poster board.  Our little three-year-old LIVES for projects like this, and we were sure that involving him would spell “catastrophe.”

When my other daughter and husband bought tickets to attend the Daddy-Daughter Dance at school one Friday night, we decided that would be the perfect time to have our own party, science-fair style. We put it on the calendar and didn’t worry about the details one bit.  We tucked the three-year-old in bed and had such a fun time cutting our print-outs, chatting, gluing, and enjoying our work together.  We even learned to make photo collages together using Picasa, and she was so excited to make the background purple.

Tackling the Science Fair together strengthened our relationship, gave me a chance to teach my daughter about project planning, and even provided a tasty lunch along the way.  The smile on her face when we finished that project was priceless, and now we’re already brainstorming for next year.

April Perry is the mother of four children and the Co-Director of The Power of Moms.

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Here’s how Community Contributor Meghan Wilker uses them:

In the workplace, one of the best ways to distinguish yourself is by being effective. And, in this era of constant — and I mean CONSTANT — interruption, one of the best ways to be effective is to be strategic about how you communicate with others.

Humanity has been stricken with several email-related diseases over the past few years. Two in particular are insidious contributors to the interruptive environment.

 The first is what I call “Forward-itis.” This affliction causes people to forward every email they receive without pulling out the important points, or thinking about who should really get them. These emails are often accompanied by the dreaded label, “FYI. Read below.”

A related, and often concurrent, condition called “High Priority Hyperbole” causes one to believe that every email they send deserves a few extra exclamation points.

These bad habits, combined with instant messages, texts, tweets, and meetings mean that we can get trapped in a near-constant state of reactivity. I mean, gosh, look at those exclamation points on that email! We really ought to respond quickly right?! Not always. It’s just not effective for us, or those around us.

Enter the Agenda

The agenda is one of the unsung power tools of GTD. With agendas, one captures everything they need to talk to a particular person (or group) about so that when we are in the presence of that person, we can remember all the things we need to say.

Why is this so powerful? In this age of ever-present interruptions, an agenda allows you to thoughtfully gather everything you need to say, which can greatly reduce the stress you place on yourself, and on the person you need to talk to.  It’s really just a specialized form of a list — and we all know how great a good list can be.

Agendas at Work

Throughout the day, issues come up that I need to ask my boss about. Instead of bugging her about each one (in person or over email/instant messenger), I collect those items onto an agenda and — at least once a day — check in with her, run through my list, and move on. What’s important is that I don’t forget to talk to her about things because they’re all collected on an agenda. If our time gets cut short and I can’t get to something, it stays on the agenda until we have time to talk about it.

 If something comes up that doesn’t require us to speak face-to-face, I can still use the idea of an agenda and gather topics into one email (instead of peppering her with 50 emails a day).

Another way I’ve implemented this agenda/list approach is by gathering all of a client’s “high-priority” emails and sending a single reply at the end of the day. This doesn’t always stop the tidal wave of exclamation point-riddled emails, but it can curb them a bit (and my client appreciates my organized approach to their barrage of emails). More importantly, it helped save my time, and my sanity.

On the flip side, as a manager I deeply appreciate the people who report to me who do the same.  I feel like they respect my time, because they aren’t coming in my office every 5 minutes with a new question. What they are telling me is that they can proactively manage both their time, and mine.

Dropping by someone’s office every two minutes (or forwarding them an email at the same frequency) indicates an inability to manage oneself effectively. And a huge part of being an effective and noticeable employee is the ability to manage oneself.

So, agendas. Give ‘em a try. You may be surprised at the huge impact you’ll see with such a seemingly simple tool.

Aside from the fact that the volume of what people need to organize is often light-years beyond what they imagine, there is much more to getting a grip on your “work” than most realize. Managing the flow of work can be approached from many altitudes, as there are many different levels of defining what your “work” really is. Whereas we may have some lower levels in control, there are often incomplete and unclear issues at higher levels that can and need to be addressed, to really get it all under control. And often there are issues about the nature and volume of work that cannot be resolved viewing it from an inappropriate level. We have roughly categorized “work” into six levels, or horizons of focus.

This is admittedly a somewhat arbitrary delineation, but it has proven valuable for many clients to frame their conversations, questions, and issues within this context. We use an airplane model:

Runway:
This is the ground floor – the huge volume of actions and information you currently have to do and to organize, including emails, calls, memos, errands, stuff to read, stuff to file, things to talk to staff about, etc. If you got no further input in your life, this would likely take you 300-500 hours to finish. Just getting a complete and current inventory of the next actions required at this level is quite a feat.

10,000 level:
This is the inventory of your projects – all the things that you have commitments to finish, that take more than one action step to complete.  These “open loops” are what create most of your actions. These projects include anything from “look into having a birthday party for Susan” to “buy Acme Brick Co.” Most people have between 30 and 100 of these. If you were to fully and accurately define this list, it would undoubtedly generate many more and different actions than you currently have identified.

20,000 level:
What’s your job? Driving the creation of a lot of your projects are the four to seven major areas of responsibility that you at least implicitly are going to be held accountable to have done well, at the end of some time period, by yourself if not by someone else (e.g. boss.) With a clear and current evaluation of what those areas or responsibility are, and what you are (and are not) doing about them, there are likely new projects to be created, and old ones to be eliminated.

30,000 level:
Where is your job going? What will the role you’re in right now be looking like 12-18 months from now, based on your goals and on the directions of the changes at that level? We’ve met very few people who are doing only what they were hired to do.  These days, job descriptions are moving targets. You may be personally changing what you’re doing, given personal goals; and the job itself may need to look different, given the shifting nature of the work at the departmental or divisional level. Getting this level clear always creates some new projects and actions.

40,000 level:
The goals and direction of the larger entity within which you operate heavily influence your job and your professional direction. Where is your company going to be, one to three years from now? How will that be affecting the scope and scale of your job, your department, and your division? What external factors (like technology) are influencing the changes? How is the definition and relationship with your customers going to be changing, etc.? Thinking at this level invariably surfaces some projects that need to be defined, and new action steps to move them forward.

50,000 level:
What is the work you are here to do on the planet, with your life? This is the ultimate bigger picture discussion. Is this the job you want? Is this the lifestyle you want? Are you operating within the context of your real values, etc.? From an organizational perspective, this is the Purpose and Vision discussion. Why does it exist? No matter how organized you may get, if you are not spending enough time with your family, your health, your spiritual life, etc., you will still have “incompletes” to deal with, make decisions about, and have projects and actions about, to get completely clear.

Join us on Thursday, January 27th from 10am-11am Pacific Time.

Free for all GTD Connect guest pass, monthly and annual members. To register for the webinar, log in to GTD Connect and follow the link on the home page.

David Allen received this email from a student:

Most of the time I feel like I’m wasting my time, and would rather be doing something else. I always feel I ought to organize, so I make a nice, tight schedule. But after a couple of days it’s gone, and I’m back at the beginning.

If I had to describe the last 10 years of my life in a sentence I would say: “I woke up every morning to row in yet another direction.”

I have read your book and tried to apply roughly your technique. I have to admit that it works to some extent, but it did not bring the radical change in my life that I expected.

David replied:
Thank you for reaching out with your email. I empathize with your situation — I’ve been there myself many times in my earlier life.

The best thing to do is to ask yourself, “What do I really want to be experiencing in my life?” And then, when you have that short list in front of you, ask yourself, “What is the most immediate thing I could commit to, that would start to move me in the direction of getting those experiences?”

You may find that the experiences will show up sooner than you think!

I hope that may be of some help to you. And you have my best wishes.

DAVID’S FOOD FOR THOUGHT 

The everyday outcome focus challenge . . .

 

The two questions that bring clarity to most anything on this level are: What’s the successful outcome? And, what’s the next action to make it happen? These provide fundamental clarity for Getting Things Done, and they lie at the core of most everything I teach.

Keep reading David’s article. 

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A Community Contribution from Erik Hanberg

There’s an idea I’ve read about when it comes to how different kinds of people schedule their day.  It’s maker versus manager.  Like me, many people work as both maker and manager.

Managers tend to schedule in one hour blocks.  There’s usually not a question about whether or not there’s a meeting at 2:00; it’s a question of who that meeting is with.

Makers tend to think in half-day blocks, scheduling three, four, or more hours for a single task.  Writing, coding, creative problem solving, etc., are all done best with a lot of hours put toward them all at once.

I’ve found the same tension in my own schedule as well.  Some of my work makes perfect sense in hour-long segments.  But some of it really needs to be in half-day chunks: building websites really requires at least two hours of solid attention to get anything significant accomplished, and often more.

I’ve gotten much better at scheduling meetings to give me the half-day chunks I want for coding or writing.  Here are some of the ways I’ve balanced it:

• My first step is to try to pack the meetings together.  If I have the choice, I’d rather have a 1:00 and then a 2:30 and then a 4:00 as opposed to a 10:00, 1:00, and 4:00, which leaves a lot of awkward space in the middle.
• I try to make busy days busier.  If there are already three meetings on one day, there may as well be five.  I’ll schedule more on that day to try to keep other days free.
• When there’s no avoiding having a lone meeting on a day, I’ll usually try to schedule it at the end of the day to give me the morning and early afternoon for work.
• I get up early.  I’ve never been much of a morning person.  I mean, I like mornings once I’m up, but I don’t like the getting up part.  I’m actively working at changing that.  An earlier start means more time.
• I still often look to nights and weekends for those 4-hour blocks of time. On a recent Saturday night I spent three hours developing out a shopping cart for a client. It’s not an ideal way to spend Saturday night, I suppose, but when things are going well and you’re making progress, there’s a certain flow that you get into, and it can be pretty enjoyable. 

I think these steps have helped give me the open time I need to get projects done while balancing all the meetings I need to attend. 

David Allen’s Getting Things Done system is great for getting work done during those unexpected times that will always develop.  If you schedule yourself with maker vs. manager tasks in mind, you’ll keep those awkward times to a minimum.  And you’ll find you can get more productive use from your day.