break them into smaller, more manageable actions to clear the clutter and get a clear picture of what lies ahead in operations processes.

convert all these muddled ideas into viable actions, you need to distinguish the actionable and non-actionable tasks to get rid of the ones that cannot be done, thus clearing up some brain memory.

Waiting for List: all the tasks that you have delegated to other people for execution Next Action List: actions that need to be done, but are without any due date Calendar: actions that are to be completed on a specific date or time

Capture Everything: Capture anything that crosses your mind. Nothing is too big or small! These items go directly into your inboxes. Clarify: Process what you’ve captured into clear and concrete action steps. Decide if an item is a project, next action, or reference. Organize: Put everything into the right place. Add dates to your calendar, delegate projects to other people, file away reference material, and sort your tasks. Review: Frequently look over, update, and revise your lists. Engage: Get to work on the important stuff.

- Things I need from someone to accomplish current, due tasks. These are serious barriers that are potentially stopping deadlines from being met. Gratefully I seldom have more than an item or two here. This would be something like a new logo I need for a site that launches this week; something I need to bang on daily to make sure progress continues without interruption. Follow-up - These items cover middle-term events and deliverables that I just need “soon.” These might include things I know will arrive soon or eventually like incoming essays for The Long Winters’ site (that’s a passive-aggressive ping, Mr. Roderick) or a form I need to fill out for a client’s records in order to get paid. Occasional check-in - These are things that I hope happen soon but have no way to anticipate or predict. Still, I’d like to know about when it does happen so I check in every week or two. For me this includes stuff like a new software release or support for a feature I’d like in an app I’m thinking of using. The thread that runs through all of these is that the onus is on me to a) make sure these items represent part of a commitment I’ve made, and b) make sure they actually get done (even if it’s not my direct responsibility); otherwise, they should get moved onto my “Maybe/Later” list, right? So the questions on my mind are: How do I make sure I’m checking in often enough? How do I ensure I’m prepared to execute when the items are available? Staying on top of things The simple answer for getting these items done is to convert them into next actions. If I have a “waiting on” item that says “Receive new logo from Jim” for more than a day or two, it might benefit me to generate “Call Jim to nail down delivery date and dependencies for new logo” as a next action. Now I’m in the driver’s seat, ensuring that bad communication or just old-school slack don’t prevent my client’s cool new site from launching on time.

identify all the stuff in your life that isn’t in the right place (close all open loops) get rid of the stuff that isn’t yours or you don’t need right now create a right place that you trust and that supports your working style and values put your stuff in the right place, consistently do your stuff in a way that honors your time, your energy, and the context of any given moment iterate and refactor mercilessly

geeks are often disorganized or have a twisted skein of attention-deficit issues geeks love assessing, classifying, and defining the objects in their world geeks crave actionable items and roll their eyes at “mission statements” and lofty management patois geeks like things that work with technology-agnostic and lofi tools geeks like frameworks but tend to ignore rules geeks are unusually open to change (if it can be demonstrated to work better than what they’re currently using) geeks like fixing things on their own terms geeks have too many projects and lots and lots of stuff

Next actions: Both physical and visible - “But, for me, turning anxieties into projects and projects into discrete physical behaviors has a lot of appeal. It takes all the pressure off your brain and puts it back where it belongs: on your eyes, on your hands, and on that fat ass you need to get into gear.”

Yes, anywhere. Any portion or component of the GTD approach, applied, will bring at least a bit more clarity, focus, and control for you—without exception. And very likely when any one thing is executed, it will create a reverberation effect and spread to other parts. It’s a holistic model—i.e. any piece can be worked, and it will add to the whole gestalt.

By failing

By failing to review consistently, they just let things pile up and it gets harder and harder to keep up with their system. They can get the system set up, but then they try to “set it and forget it.” They don’t maintain it. When it comes to your productivity, you need to be consistently reviewing and making adjustments in order to get things done. It’s important to clean up and update your lists, dump any new loose ends into your trusted system, and clear your mind so everything can run smoothly. At Asian Efficiency, we recommend that you do this weekly. Yes, it takes a little bit of time, but the benefit of feeling like you’re finally in control of your life by far outweighs the cost.

Context: “What could you possibly do where you are, with the tools you have?” Time available: “How much time do you have between now and the next time you need to do something else?” Energy available: “Which items do you have the mental and/or physical capacity to tackle right now?” Priority: If there’s more than one item left, use the “6 Horizon Model”––which I’ll touch on below in the section “Why bottom-up is better than top-down“

Level 5: Life––as in life purpose and life goals Level 4: Long term visions Level 3: 1-2 year goals Level 2: Areas of focus and responsibilities Level 1: Current projects Ground level: Current actions

David Allen argues the opposite. He posits that when the nitty-gritty, everyday, ground level stuff is out of control, trying to zoom out to big-picture stuff is pointless and futile––and I agree.

This is one of the places where the GTD system truly shines. As David Allen explains several times in the book, to-do lists are often full of items that we can’t actually do. So they sit there, mocking us. We allow ourselves to feel overwhelmed, never realizing that the reason it all feels impossible to tackle is because it is. In its current form, anyway.

Alright, so you’ve determined that you want or need to take action on this item—awesome! Now it’s time to get clear on what the item will look like when it’s finished. What circumstances need to be met in order for you to check it off your list?

Next 2 Waiting 3 Scheduled 4 Someday/Maybe 5 Completed 6 In-Process Projects 7 Degree Project Support Files 8 Other Project Support Files 9 Checklists and Templates 10 Reference

Context: “What could you possibly do where you are, with the tools you have?” Time available: “How much time do you have between now and the next time you need to do something else?” Energy available: “Which items do you have the mental and/or physical capacity to tackle right now?” Priority: If there’s more than one item left, use the “6 Horizon Model”––which I’ll touch on below in the section “Why bottom-up is better than top-down“

David Allen is pretty consistent in his conviction that your intuition will guide you appropriately. Look at your list, and your mind already knows which is the best and most important, so listen to that. However, he recognizes that not everyone feels that they can do that––at least not yet––and so he provides three frameworks for looking at and determining priority.

Level 5: Life––as in life purpose and life goals Level 4: Long term visions Level 3: 1-2 year goals Level 2: Areas of focus and responsibilities Level 1: Current projects Ground level: Current actions