Getting Things Done

The Art of Stress-free Productivity

By David Allen

Here is the book!The Columbus Metropolitan

Library has copies. Or you can buy

your own copy off the Internet!

What IS “Getting Things Done”??

GTD is a “meta-system”…a system to help you create your own system to improve personal productivity

GTD tells you “what” you should be doing (strategy)…you figure out “how” you want to do it (tactics)

In other words, GTD provides principles that you use to develop a personalized system

Overview Pt 1: The Art of Getting Things Done

Overview, explanation of why the system is unique and timely, and the basic methodologies

We will cover 2 of 3 chapters today Pt 2: Practicing Stress-Free Productivity

How to implement I’ll discuss at a very high level but not cover

Pt 3: The Power of the Key Principles Goes “deeper” about the power of “collection”,

“next action” decisions, and “outcome focusing” We will NOT cover today

The Art of Getting Things Done A New Practice for a New Reality Getting Control of Your Life:

The 5 Stages of Mastering Workflow Getting Projects Creatively Under

Way: The 5 Phases of Project Planning(not being covered today)

Two Key Objectives Capturing all that needs to be

done (now, later, someday, big, little) into a logical, trusted system OUTSIDE of your head and OFF your mind

Disciplining yourself to make the front-end decisions about the inputs you LET into your life

Who’s that guy?It never seems to end… HELP!!!

Remind you of

anyone?

A New Practice for a New Reality The Problem

New Demands, Insufficient Resources The Promise

The “Ready State” of the Martial Artist The Principle

Dealing Effectively with Internal Commitments

The Process Managing Action

The Problem

New Demands Insufficient Resources

“Almost everyone I encounter these days feels he or she has too much to handle and not enough time to get it done.”

David AllenGetting Things Done, pp 4

The Problem Work No Longer Has Clear Boundaries

In the “old days” you SAW what needed done and knew WHEN it was done

Plowing a field Building a “widget”

We are “knowledge workers” now When is our work product “good” enough? When do we stop? How MUCH effort?

The Problem Our Jobs Keep Changing

Companies are constantly changing goals, products, customers, markets, owners, technologies…

We are “free agents”…we change jobs, industries, and careers far more often than past generations…we don’t do the same things for extended periods of time

The Problem With all this change, little stays “clear” for

very long about our work and how much effort is needed to do it well

We “allow in” HUGE amounts of info and communication from the “outer” world…and we generate an equally HUGE amount of ideas and agreements in our “inner” world

We are not well-equipped to deal with this huge volume of “commitments”

The Problem Old Habits and Models Are Insufficient

Traditional time management and organizational tools are not viable solutions

Speed, complexity, and changing priorities defeat these “old” habits and models

To succeed, relax, and be in control during these fertile but turbulent times requires us to think and work in a new way

The Problem “Nitty-Gritty” vs. “Big Picture”

Nitty-Gritty models:Daily Calendars & Prioritized Daily To-do Lists

Big Picture models:E.g., Covey’s “Seven Habits”. Those methods that focus on 50,000-foot views and life goals.

The Problem Challenges to “Nitty-Gritty” Models:

Calendars can really only manage a small portion of things you need to organize

Daily to-do lists and A-B-C coding have proven inadequate to handle the volume and variable nature of most workloads

Few people can (or should) code every task as an A, B, or C priority

Difficult to stick to a prioritized list when “fires” and other interruptions “undo” your priorities

The Problem Challenges to “Big Picture” Models:

Conceptually, identifying goals and values gives direction and order to your life

Practically, there are too many distractions to use “big picture” day-by-day or hourly

“Primary outcomes” and values ARE important…but they don’t help us in being productive on a daily basis

The Promise There is a way to get a grip on it all,

stay relaxed, and get things done… The Ready State of the Martial Artist The “Mind Like Water” Simile“Anything that causes you to over-react or under-react can

control you, and often does.”David AllenGetting Things Done, pp 11

The Promise The Ready State of the Martial

Artist Getting into “the zone” The condition of working, doing, and

being in which the mind is clear and constructive things are happening.

The Promise The “Mind Like Water”

Imagine throwing a pebble into a pond. How does the water react?

The answer is: Totally appropriately to the force and mass of the input…then it returns to calm. It doesn’t OVER- or UNDER-react.

The Principle Dealing Effectively with Internal

Commitments Most Stress Comes from Inappropriately

Managed Commitments“You’ve probably made many more agreements with yourself

than your realize, and every single one of them (big or little) is being tracked by a less-than-conscious part of you. These are the “incompletes” or “open loops”…Getting Things Done, pp 12

The Principle Managing Your Commitments

If it is ON your mind, your mind ISN’T clear Anything unfinished should be captured in

a trusted system OUTSIDE of your mind. Clarify your commitment and what needs to

be done (one or more ACTIONS) Keep reminders of your actions in a system

that you review REGULARLY

The Principle Important Exercise to Test this Model

Write down a short description of the situation most on your mind…whatever is making you the most uneasy or anxious right now

Describe in one sentence the successful outcome of this situation…in other words, how do you know when you can “check it off” as “done”?

Now…write the VERY NEXT physical action that would move this project/situation forward.

The Principle Was there any value to you in these

few minutes of thinking? Most experience a tiny bit of

enhanced control, relaxation, and focus

Many feel more motivated…imagine that motivation magnified a thousand times!

The Principle If you feel more positive about your

situation as a result of this exercise, ask yourself “Why?”

The situation itself is no further along So, what changed? What probably happened is you have

a clearer definition of your desired outcome and the next action you’ll take

The Principle But, what created those new and

more clear definitions? The answer: THINKING Not a lot! Just enough to solidify

your commitment and the resources required to fulfill it.

The Principle Welcome to the real work in

“knowledge work” You have to think about your

“stuff” more than you realize… …but not as much as you’re afraid

you might.“The ancestor of every action is a thought.”

Ralph Waldo Emerson

The Principle “What are the expected results

from this work?” is…the key question in making knowledge workers productive. And it is a question that demands risky decisions. There is usually no right answer; there are choices instead.

Peter Drucker

The Principle We’re never really taught that we have to

think about our work before we can do it; much of our daily activity is already defined for us by the undone and unmoved things staring at us when we come to work...But, in truth, outcome thinking is one of the most effective means available for making wishes reality.Getting Things Done, pp 15

The Principle Why Things Are “On Your Mind”

Need to clarify the intended outcome; Need to decide the “next action”;

and/or Need to put reminders of the outcome

and next actions in a system you trust

The Principle Your Mind Doesn’t Have a Mind of Its Own

If it did, it would remind you to do things only when you could actually do them

Since you woke up this morning, have you been thinking about things you need to do…but you still haven’t done them yet? Why?

It’s a waste of time and energy to think about things that you make no progress on

Your mind can’t deal effectively with all this “stuff” until you transform it

The Principle The Transformation of “Stuff”

“Stuff” is anything that doesn’t belong where it is, but for which you haven’t yet defined an outcome and/or the next action

Most to-do lists are inventories of “stuff”, not actionable work that can be done

As knowledge workers, we take “stuff” and transform it into actions

The Process Managing Action

You need to get into the habit of keeping nothing on your mind

The key to managing all of your “stuff” is managing actions…not time, not priorities, not information

Things rarely get stuck because of lack of time…they get stuck because the “doing” of them has not been defined

The Process The Value of a Bottom-Up Approach

Top-down thinking should help us…but people are so embroiled in day-to-day work that long-horizon thinking is impaired

A bottom-up approach (dealing with your inboxes and daily actions, etc.) actually helps broaden your horizon

Unleash your creativity and inspiration

The Process Horizontal & Vertical Action Management

Horizontal control maintains coherence across all activities

Think of radar scanning across your environment Many items demand attention

Vertical control manages thinking up and down individual topics and projects

Classic “project planning” The goal for both: Get things off your mind

and get them done

The Process The Major Change: Getting it Out of Your

Head Capture, transform, and organize 100% of your

“stuff” with tools, not in your mind If you don’t, your mind will keep reminding you of

things when you can’t do anything about them

During this seminar, has your mind wandered off onto subjects that don’t have anything to do with why you are here? Probably so.

The Process The Major Change: Getting it Out of Your Head

Most likely, you thought about “open loops” or “incompletes”–did you do anything about them?

If not, your mind is simply going to keep returning to them…you’ll worry about them

But, if you wrote them down and put them into a trusted system that you knew you’d review regularly…then they would be OFF your mind

The Process Most do not get things “off their mind” Most have been in some version of

“mental stress” for so long…they don’t even know they are in it

It’s like gravity…ever-present…so much so that people aren’t consciously aware of the pressure…but it’s there!

The Process The only time they notice how much

tension they’ve been under…is when it is gone and they feel the difference

Can you get rid of that kind of stress?

You bet! The rest of the book will explain how to do so!

Time for a break…Take 5!

Getting Control of Your Life:The 5 Stages of Mastering Workflow Collect “stuff” that comes to our

attention Process what it means and what to do

about it Organize the results Review as options to choose what we… DoThis is “horizontal action control”

5 Stages of Mastering Workflow Problems faced by many:

Do not collect all stuff…”leaks” Collect stuff but do not process Make good decisions “in the moment”

but do not organize Have good systems but do not review If above problems exist, what someone

is likely to choose to do at any point in time may not be the best option

5 Stages of Mastering Workflow One of the major reasons that people

haven’t had a lot of success “getting organized” is simply that they have tried to do all five phases at one time. Most, when they sit down to “make a list”, are trying to collect “the most important things” in some order that reflects priorities and sequences…

Getting Things Done, pp 25

Collect Gathering 100% of the

Incompletes The Collection Tools The Collection Success Factors

CollectGathering 100% of Incompletes

You need to collect and gather together place-holders for ALL things you consider incomplete

Many things are already being collected: physical inboxes, email, voicemail.

But what about: Strategy ideas on a legal pad stuck in your credenza? Broken gadgets in a drawer that need fixed or tossed? Unread magazines on your coffee table?

CollectGathering 100% of the Incompletes

As soon as you attach should do, need to, or ought to…it is an incomplete

To manage incompletes (“open loops”) you must capture them in containers to hold them for processing

You must regularly empty these “containers” (e.g. inboxes)

CollectGathering 100% of the Incompletes

Everything is collected, in a larger sense If it’s not captured in a trusted external

system, it’s somewhere in your psyche The fact that it’s not in your in-basket

doesn’t mean you don’t have it, but… We want to get it off our mind and into

an outside system for processing

CollectCollection Tools Physical in-boxes Paper-based note-taking devices Electronic note-taking devices Voice-recording devices E-mail

CollectCollection Tools Physical In-boxes

Plastic, wood, leather, wire…the inbox is the most common tool for collecting paper-based materials: mail, memos, notes, etc.

Also need to consider in-boxes for things like: flashlights with dead batteries or other non-paper materials

CollectCollection Tools

Paper-based note-taking devices Loose-leaf notebooks, spiral binders,

steno or legal pads, index cards, etc. These work fine to collect ideas,

notes, things to do, etc. Whatever fits your taste and needs is

fine

CollectCollection Tools

Electronic note-taking devices Computers, OCR devices, handhelds

(PDAs), and electronic pads Technology continues to improve…

but that usually results in an increase in the amount of inputs we receive and must process!

CollectCollection Tools

Voice-recording devices Answering machines, voicemail,

dictating equipment, digital or micro-cassette recorders

Can be very useful to preserve an interim record of things you need to remember of deal with later

CollectCollection Tools

E-mail Most have several accounts for

designated purposes (business, personal, etc)

Useful to capture incoming information and files…but also subject to high volume of activity including spam

Many people HAVE NOT controlled their email accounts…lots of messages not processed effectively

CollectCollection Success Factors

Merely having an inbox doesn’t make it functional

The 3 collection success factors Get it ALL out of your head…every

“open loop” must be in your collection system

Have as few inboxes as possible Empty your inboxes regularly

Process OK…How do you empty your inboxes

without actually doing the work? What do you need to ask yourself

(and answer) about each email, idea, or item you have collected?

Remember: You manage actions based on decisions you make about outcomes and what needs done

ProcessWorkflow Diagram

ProcessWhat Is It? This is not a dumb question Many items that “leak” out of our

organizing systems have no readily apparent actions…we ignore them and they end up in “stacks”

You need to take a few seconds to figure out what the “stuff” is all about

ProcessIs It Actionable?

This question MUST be asked of each item collected in your inboxes

Two possible answers: YES or NO If the answer is NO, then either…

It’s trash…eliminate No action is needed now, but something

might need to be done later…incubate It is useful information…file for reference

ProcessIs It Actionable? If the answer is YES, then two

things need to be determined… What project or outcome have you

committed yourself to? What is the next action?

A “project” is simply an outcome that requires MULTIPLE actions

ProcessWhat is the Next Action? What is a “next action”? It is the next physical, visible activity

that needs to happen in order to achieve your desired outcome

You MUST identify next actions Identifying next actions allows you

to organize effectively

ProcessDo, Defer, Delegate

After deciding the Next Action, you must either: Do it: If it takes less than 2 minutes, do it! Delegate it: If you are not the right person to

do the next action, hand it off and keep a reminder list of “Waiting For” items

Defer it: If you can’t Do or Delegate, then defer to a specific day (Calendar) or to a reminder list of “Next Actions”

Organize 8 Categories Result from

Processing: Not Actionable

(1) Trash, (2) Incubate, or (3) Reference Actionable

(1) Project List; (2) Storage/Files for Project Materials; (3) Calendar; (4) List of Next Actions; or (5) List of “Waiting For” Items

Organize All of these categories need to be

physically contained in some form “Lists” mean some sort of reviewable

set of reminders Could be: notebook; computer program;

file folders; a DayRunner; a PDA Flexibility to suit your needs…but follow

the principles and track all categories

OrganizeProject List Project: A desired outcome that

requires more than one action Examples

Hire a new staff person Get a new living room chair Publish a book

You don’t “do” projects…you “do” action steps related to a project

OrganizeProject List Reasoning behind this definition of

“project” is that if one action will not complete…some kind of placeholder needs to be established to remind you

The point is…Keep a Project List of some kind

OrganizeProject Files Your “Project List” is an index For individual projects, you’ll want a

“container” to organize plans, details, supporting information, research, etc.

Establish separate Project Files of some kind…file folders, computer files, notebooks, binders, etc.

OrganizeProject Files

Project Files vs. Reference Materials You may find that your Project Files

have a similar filing system as your Reference Materials

Consider keeping in same file cabinet Definitely recommend you keep

Project Files “out of sight” unless actively using them (“hot projects”)

OrganizeCalendars

Reminders of actions fall into 2 types: To be done on specific days/times To be done As Soon As Possible (ASAP)

Calendars handle the first type 3 Things go on your Calendar

Time-specific actions Day-specific actions Day-specific information

OrganizeCalendars Time-specific actions: A fancy

name for “appointments”…a specific day/time

Day-specific actions: Actions you need to do at some time on a specific day, but not a specific time

Day-specific information: Info that may be useful on a certain date (e.g. telephone info for a call you’ll make)

OrganizeCalendars What about scheduling your Daily

To-Do Lists on your calendar? In a word…NO!!! Scheduling tasks that don’t get done

is demoralizing and a waste of time. You’ll have to “reschedule”…ugh.

Only put the “hard landscape” items on your Calendar

OrganizeNext Action Lists So, where do all the “next action”

reminders go? Answer: On Next Action Lists The Calendar and Next Action Lists are

the heart of daily action management“Everything should be made as simple as possible…

but not simpler.Albert Einstein

OrganizeNext Action Lists If you only have 20-30 at a time, one

Next Action List makes sense Most of us have 100-200…one list is

unwieldy to manage Create multiple Next Action Lists such as

“@Home” “@Work” “@Telephone” Special next action lists called “Agendas”

that contain actions related to specific people

OrganizeNon-Actionable Items

Trash: Toss all stuff that has no potential future action or reference value

Incubate: Two typical solutions Someday/Maybe Lists Tickler Files

Reference: Topic-specific and general reference files

Review It’s one thing to write down that you

need milk…it’s another to be at the store and review your list to remember!

You must review your “work” at the appropriate interval and level

For most people, the “magic” of workflow management is realized in the consistent use of the Review phase

ReviewWhat to Review When On a daily basis…

Your Calendar Your Next Action lists

Your Projects, Waiting For, and Someday/Maybe lists only need to be reviewed as often as it takes for you to stop worrying about them

ReviewCritical Success Factor

Everything that might potentially require action must be reviewed on a frequent enough basis to keep your mind from taking back the job of remembering.

This requirement translates into a behavior that is critical for your success…The Weekly Review

ReviewThe Weekly Review The Weekly Review

All Projects, Project Files, Next Actions (including Agendas), Waiting For, and even Someday/Maybe lists must be reviewed once per week

This also gives you a chance to ensure your mind is clear and that all loose stuff is collected, processed, and organized

ReviewThe Weekly Review Gather and process all your

“stuff” Review your system Update your lists Get clean, clear, current, and

complete

ReviewThe Weekly Review Most people don’t have a complete

system…therefore they don’t trust it The more complete the system, the

more likely you are to trust it The more you trust it, the harder

you’ll work to maintain it The Weekly Review is the key to

building trust into your system

ReviewThe Weekly Review Most people feel best about their work

the week before vacation. Why? What do you do the last week before a

vacation? Clean up, close, clarify, and renegotiate all your commitments

GTD is suggesting you do this WEEKLY instead of a couple times a year

Do The basic purpose of this workflow

management process is to facilitate good choices about what you’re doing at any given point in time

Every decision to act is an intuitive one. The challenge is to migrate from hoping it’s the right choice to trusting it’s the right choice

DoThe Models for Making Action Choices The 4 Criteria Model for Choosing

Actions “In the Moment” The Threefold Model for Evaluating

Daily Work The Six-Level Model for Reviewing

Your Own Work

DoThe 4 Criteria Model To Choose Actions “In the

Moment” Context Time Available Energy Available Priority

DoThe 4 Criteria Model Context

A few actions can be done anywhere (like jotting down ideas about a project with pen and paper)

Most require a specific location (e.g. home, at work) or a specific productivity tool (e.g. phone, computer)

Keep Next Action Lists by Context

DoThe 4 Criteria Model Time Available

Have a rough estimate of the time it will take to complete your Next Actions

Choosing among Next Actions is often dependent on time available

For example, if you Calendar shows you have a meeting in 15 minutes, you can’t choose a Next Action that takes 1 hour

DoThe 4 Criteria Model Energy Available

Not as easily quantified as “time available” but you may need to have an idea if Next Actions require “high” energy or not

Morning person vs. Night owl

DoThe 4 Criteria Model

Priority Given your Context, Time, and Energy,

which action will give the highest payoff? You’re at the office, have 1 hour, and have

“high” energy…should you call your client, work on proposal, process emails, deal with “fire” that came up, or decide Next Actions?

This is where you access your intuition and rely on your judgment call in the moment

DoThreefold Model for Evaluating Daily Work The Threefold Model

Doing predefined work Doing work as it shows up Defining your work

DoThreefold Model for Evaluating Daily Work Doing Predefined Work

When you’re working on your Next Actions, you are doing predefined work

Completing tasks that you have previously determined need to be done, managing your workflow

DoThreefold Model for Evaluating Daily Work Doing Work As It Shows Up

Inevitably, unexpected things come up that you have to (or choose to) respond to as they happen

For example, your boss walks in and wants to discuss some things with you

You need to allow some time and energy to deal with this kind of work each day

DoThe Threefold Model for Evaluating Work Defining Your Work

Processing your inbox, your email, your voicemail, meeting notes, etc. into Next Actions and organizing them

As part of this process, you’ll be taking care of “less-than-2-minute” actions, tossing trash, and filing reference items

DoSix-Level Model for Reviewing Work The Six-Level Model

50,000 Feet: Life 40,000 Feet: 3-5 year vision 30,000 Feet: 1-2 year goals 20,000 Feet: Areas of Responsibility 10,000 Feet: Current Projects Runway: Current Actions

DoSix-Level Model Runway

This is your Next Actions List All the phone calls, errands, emails,

tasks, agenda items, project steps, etc. Most people probably have 300-500

hours worth of these things if you could somehow “stop the world” and not allow in any additional inputs

DoSix-Level Model 10,000 Feet: Current Projects

Creating many of the Next Actions you currently have are probably 30-100 projects you have on your Project List

These are relatively short-term outcomes such as setting up a home computer, organizing a sales conference, getting a new dentist, etc.

DoSix-Level Model 20,000 Feet: Areas of Responsibility

You create or accept projects mostly due to your responsibilities (15-20 categories)

These are key areas within which you want to achieve results and maintain standards

Job: Strategic planning, Staff development, Market research, Asset Management

Personal: Family, Finance, Health, Home

DoSix-Level Model 30,000 Feet: 1-2 Year Goals

What you want to happen in various areas of your life and work in the next 1-2 years

At work, these goals typically require a shift or change in emphasis in your areas of responsibility, with new areas of responsibility emerging

DoSix-Level Model 40,000 Feet: 3-5 Year Vision

Projecting this far into the future generates thinking about “bigger” categories

For example: Organization strategies, environmental trends, career and life-transition circumstances

Other factors: Long-term career, family, and financial goals

DoSix-Level Model 50,000 Feet: Life

The “big picture” view Why does my company exist? Why

do I exist? What do I choose as my purpose (or purposes) in this world?

All goals, visions, objectives, projects, etc. should ultimately derive from your Life Goals

Do These “altitude” analogies are

somewhat arbitrary In real life, the important

conversations you have about focus and priorities may not exactly fit one horizon

But, they do provide a useful framework for thinking and planning

Break Time!!!

How Do I Implement GTD? Okay…that was all great stuff…but

how do I actually IMPLEMENT the GTD system for myself?

Good question As noted, GTD is a meta-system…it

gives you the strategies…you determine the tactics

How Do I Implement GTD?Part 2 of the Book

Part 2 of the book is about implementing… Ch 4: Getting Started: Time, Space and Tools Ch 5: Collection: Corralling Your “Stuff” Ch 6: Processing: Getting Inbox to Empty Ch 7: Organizing: Setting Up the Right Buckets Ch 8: Reviewing: Keeping System Functional Ch 9: Doing: Making the Best Action Choices Ch 10: Getting Projects Under Control

How Do I Implement GTD?What About My Current System? I’m already using…

A Daytimer/Dayrunner type system A Blackberry or other PDA system Microsoft Outlook Gmail Some or all of the above

No problem…just modify

How Do I Implement GTD?What About My Current System?

Example: Daytimer/Dayrunner mod’s: Don’t put Next Actions in your calendar

unless they are Time-specific or Day-specific Don’t do A-B-C prioritization Set up Next Lists by context, Waiting For list,

and Someday/Maybe list in your planner Collect ideas, meeting notes, etc. in your

planner for processing

How Do I Implement GTD?Tricks Implementation – Is A Lot About

Tricks If you’re not sure you’re committed to

an all-out implementation of GTD, be assured that a lot of the value people get from this material is “good tricks”

Sometimes just one good trick (e.g. tickler system) can be worth the time it takes to read this material

How Do I Implement GTD?Tricks Tricks are for the not-so-smart, not-

so-conscious part of us David Allen: “To a great degree, the

highest-performing people I know are those who have installed the “best tricks” in their lives” pp 85

We trick ourselves into doing what we ought to be doing

How Do I Implement GTD?Tricks Example: “Costuming” If you put on

exercise clothes…you’re more likely to actually exercise

Example: You take work home that HAS to go back to the office tomorrow…put it in front of the door with your keys

These “tricks” ultimately transform into new habits that improve productivity

How Do I Implement GTDBill Morgan’s Thoughts The biggest stumbling blocks to

success in GTD seem to be: Good collection habits Processing effectively Discipline in reviewing

How Do I Implement GTD?Bill Morgan’s Thoughts Collection Habits

You’re already doing a lot of collecting

E-mail, voice-mail Inbox Mail at home

But there are often “leaks” in how you collect certain “stuff”

How Do I Implement GTD?Bill Morgan’s Thoughts Collection Habits – Problem Areas

Meeting notes Telephone conversations Face-to-face discussions Personal ideas and brainstorming Things that don’t usually end up in

physical inboxes, email, or voicemail

How Do I Implement GTD?Bill Morgan’s Thoughts Collection Habits – Problem Areas

If you use a planner…do you always have it with you? Size might make unwieldy

Do you use one tool or several? Whatever is handy? Legal pad, steno, etc?

Need to think about what works best for you to capture all your “stuff”

How Do I Implement GTD?Bill Morgan’s Thoughts Effective Processing – Problem Areas

Email: Most people are not effective in processing emails…builds up fast!

Notes: A lot of good ideas from meetings are lost by ineffective processing of notes

Ideas: Capturing ideas in a central location will help you to process effectively

How Do I Implement GTD?Bill Morgan’s Thoughts Disciplined Reviewing: Problem Areas

Setting up the 7 categories when organizing (excluding “trash”) is fine…but you MUST do the Weekly Review

Failing to review at least weekly will not keep your system complete…you’ll lose trust in yourself and your system

How Do I Implement GTD?Bill Morgan’s System How I do GTD

Ubiquitous Capture Device Thinking Rock software Pocket Mods printouts Miquelrius notebook Email Other stuff

THE END?! We’re done for today…thank

you!!! Did you find it helpful? Questions not yet asked? Do you want a further session? GO GET THINGS DONE!!!