What Does “Organized” Really Mean?

davidallenLots of people want to get organized, but what does that really mean?  Is it all about creating complex filing systems, or buying the latest electronic gizmo, or about keeping a spotless desk top?  To answer this question, I came across a great article from David Allen who proceeds to take the mystery out of the concept of “organized”:

“Let me explain. When something is “organized” it means simply that it’s where it needs to be. Where is that? In a place that reflects what the thing specifically means to you.

“You are disorganized if you need something somewhere that you don’t have it or have something somewhere that you don’t need it.”

To read more from this fascinating article, which contains an easy guide on making basic decisions about the stuff in your life, simply click over to this web site.

Where Do Tasks Live?

officeyogaYears ago I was a certified yoga teacher in the Kripalu tradition.  I was drawn to yoga as a way to find centering, peace, and health in my life.  Perhaps one of the reasons that GTD has always connected for me is that it takes the ancient wisdom from the mountaintop and brings it straight to the modern office.  I recently came across this great quote from a Raja Yoga school of wisdom that clearly demonstrates the reason why it is important to get things out of your head and to bring them to completion in a timely manner.

“A task left undone remains undone in two places – at the actual location of the task, and inside your head. Incomplete tasks in your head consume the energy of your attention as they gnaw at your conscience. They siphon off a little more of your personal power every time you delay. No need to be a perfectionist, that’s debilitating in an imperfect world, but it’s good to be a completionist. If you start it, finish it – or forget it.” – Brahma Kumaris

IS A PROJECTS LIST NECESSARY?

Over the past four years of my GTD practice, I have found that the most challenging idea to consistently apply is keeping an up-to-date project list.  David Allen has often stated that this is the hardest list to maintain, but conversely one of the most important to keep.  Below is an excerpt from an article he wrote a few years ago:

projectlist“People started keeping calendars a century ago. Why? Because life’s time-based commitments got more complex than they could trust their mind to manage. If you think that a Projects list is unnecessary, then throw away your calendar and trust life will just let you know what you should be doing, in the moment. Good luck. If you decide you need a calendar, then keep a list of your projects you’re committed to completing, as well as appointments to keep. Otherwise you’re intellectually dishonest.”

Read the rest of the article on the Getting Things Done web site.

What Drives You?

Why is it that some people love their jobs and dive into their work with great energy and enthusiasm, while others slog through their work days living a life of boring desperation?  Daniel Pink looked at this question in his book, Drive: The Surprising Truth About What Motivates Us.

drive-pinkAccording to Pink’s study of the scientific literature, most people erroneously believe that external motivations like money and fancy benefits motivate us to do good work.  The conclusion he draws is that what truly motivates us is the ability to direct our own lives, learn new things, and improve the lives of the people around us. Pink provides examples of ways to improve your own level of drive.  His book also identifies different ways that organizations can use self directed motivation to inspire their workforce in ways that the old approach of carrots and sticks was never able to do.

For more information, check out his book from your local library.  Also, visit Dan’s web site to watch videos, subscribe to his newsletter, and learn more about his research.

The Power of the Next Action Decision

How many of your projects are currently languishing?  They are the projects that have a layer of dust on them that you are reluctant to brush off.  It is easy to fall into inaction.  This can happen when life becomes so hectic that the plethora of input leads to a cognitive shutdown.  It can also happen at the other end of the spectrum when life is too slow and inertia has infiltrated the system.  Both states are less than desirable.

gray-stone-advisors-man-jumping-over-gap-sunsetOne way to move a project forward is to pose a simple question – what is the next action?  Each project on your plate requires a physical action to move it forward, such as making a phone call, writing an email, drafting a memo, walking down the hall to visit HR, cleaning a cabinet, etc.  The question forces you to get real about the project by making it solid and tangible in your mind.  It can create momentum that will move the project to completion.

For more information, I highly recommend reading Chapter 12 of Getting Things Done.  Titled “The Power of the Next Action Decision,” David Allen states that “When a culture adopts ‘What’s the next action?’ as a standard operating query, there’s an automatic increase in energy, productivity, clarity and focus.”

So after reading this post, what is your next action?

What’s your standard for email?

I recently came across a short article on the Getting Things Done web site in which David Allen discusses why it is easier to maintain an empty inbox than a full one.  Below is the opening of the article:

davidallen“I assert that it’s actually less effort to maintain your email inbox at zero than to maintain it at 300 or 3,000. Will it take effort? Of course. But there is gold to be mined there with a trusted practice that will have ripple effects across your workflow and motivation.

“At a certain point, you will clean up your email. For some people twenty is too many. And for some, it’s five thousand. Different standards for ‘stuff.’

“These standards are very powerful unconscious drivers of your behavior and permitted experience. You may consciously think you’d like to keep a neater house, or process your email more regularly, but if you don’t change the set point of the real standards you have about the amount of out-of-control-ness you actually will tolerate, they will slide back in spite of your best intentions. Pit your willpower against your unconscious cruise controls, and guess where I’ll place my bets.”

Read the rest of the short article at GettingThingsDone.com.

If You Don’t Measure It …

This year, the Palm Beach County Library System worked with a consultant, John Huber, to understand and deploy the Lean Library Management Methodology to our publicity flow chain.  During his time with us, one concept that John reiterated time and time again was, “If you don’t measure it, it must not be important.”  What does this mean?

In order to make meaningful progress in any endeavor there must be a way to track success.  This is easy to understand for Olympic athletes, who measure themselves against the clock, or distance traveled, or their ranking against other competitors.  If want to loss weight, calorie counting and minutes of exercise per day are great items to track.  So if you want to improve your personal productivity, it is important to identify measurable quantities that can be tracked over time.

leanlibraryFor example, if inbox zero is your goal then keep track of the number of messages in your inbox at the end of the day when you leave work.  If you want to be faster at the computer, track and record the number of words you can type per minute.  To keep your commitments under control, maintain an accurate project list, count the projects on it, and discover the maximum number of projects that your stress management can handle at one time.  In short, if you have meaningful productivity goals ask yourself how to measure progress because, “If you don’t measure it, it must not be important.”

To learn more about John Huber’s work visit his web site, look at his book, Lean Library Management, or visit Lean.org.

Theory of Constraints 101

Tiago Forte has started an excellent blog series on a topic called the Theory of Constraints.  The first post in the series looks at the concept of “bottle necks.”  Here are the key takeaways:

  • Efortevery system has one bottleneck tighter than all the others, in the same way a chain has only one weakest link.
  • The performance of the system as a whole is limited by the output of the tightest bottleneck or most limiting constraint.
  • The only way to improve the overall performance of the system is to improve the output at the bottleneck (or more broadly, the performance of the constraint).

To understand these takeaways in greater detail through simple illustrations, and to learn what this means for improving the productivity of systems in your workplace, start reading at: Theory of Constraints 101

The Weekly Review is Recovery

Have you done a weekly review recently?  While it is common to face resistance when starting the review, it is very unusual for someone to regret doing it when it is over.  Below is a great quote from one of David Allen’s senior coaches that puts the weekly review in perspective:

gtd-logo“I was taking a cycling class one time and the instructor made a comment that intrigued me.  Between intense bursts of climbing hills she said, ‘recovery builds confidence and strength.’  Whereas part of me wanted to keep a fast pace and just keep going, I took her advice, slowed my speed down to rest my legs and heart.  I was stronger on the next hill I climbed. OK–so you knew there’d be something GTD in this: the Weekly Review is recovery.  It’s my time to relax my mind and body from the frantic pace of the daily grind.  It builds confidence in my system letting my mind know it’s OK to relax and be creative.  It gives me mental strength to make better choices because I’m seeing a clear picture of everything instead of chasing after latest and loudest.”
– Kelly Forrister, Senior Coach & Presenter with The David Allen Company

Refresh your knowledge on the five stages of workflow, of which the weekly review is number four, at: http://gettingthingsdone.com/fivesteps/