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.

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

By imposing a degree of structure, by asking ourselves to behave in a slightly more focused way, we’re giving ourselves an opportunity to develop our creative muscles. It doesn’t always mean that what we create every single time every single day will be an act of great art and beauty, but if indeed the best way to have a good idea is to have a lot of ideas, then using GTD principles to create windows of opportunity to generate lots of ideas, sounds like a good approach.

Write, record, or gather any and everything that has your attention into a collection tool.

Is it actionable? If so, decide the next action and project (if more than one action is required). If not, decide if it is trash, reference, or something to put on hold.

Park reminders of your categorized content in appropriate places.

Update and review all pertinent system contents to regain control and focus.

Write down everything that grabs your attention when it shows up (supporting the idea that your mind is better used to have ideas, not hold them).

Create a game you can win with GTD. Instead of saying you’re going to get your inbox to zero every day, start with an easier goal of once a week. Instead of saying you’re going to do the GTD Weekly Review every week for the next 10 years, try scheduling just the next one. And when you’ve done that one, book the next one after that.

The Natural Planning Model is a productive way to think about projects, because it allows to get maximum value with minimum effort. This is an informal approach that does not require great elaboration. Although you don’t realize it, you usually do these five things to accomplish any task, no matter how simple it is:

You rarely think about your principles consciously, but they exist, and are of particular importance when there are more people involved. You don’t want to reach the result at any cost. If your personal values are violated, you will consider the project as a failure.

Tip #1 Learn to love your Weekly Reviews

Tip #2 Prioritize ruthlessly, then cut out some more

1. Just because you put it on your to-do list doesn’t mean you have to do it.

Just because someone asks you to do something doesn’t mean you have to say yes

Just because it sounds like a cool project or awesome opportunity, doesn’t mean you should take it on.

It’s ok to reschedule today’s tasks for tomorrow, or later in the week, or just someday/maybe.

However, at the first time—when you decide that enough is enough, that it’s time to start organizing your stuff—, you should perform a complete (or nearly complete) capture of everything that exists in your mind. This is called The Mind Sweep in GTD, i.e. a overall scan of everything holding your attention right now. It consists in identifying anything concerning your work or your personal life which you consider should be different, and put it all in one single place, which we can call the in-basket.

This is the “incompletion triggers” list that David Allen recommends you to review every time you need to do a mind sweep: Professional stuff: Projects started, not completed. Projects that need to be started. Commitments/promises to others (boss, partners, colleagues, subordinates, customers, organizations, professionals…) Communications to make/get (phone calls, e-mails, letters, memos, etc.) Writing to finish/submit (reports, proposals, articles, promotional materials, instructions, etc.) Meetings that need to be set. Decisions that have to be made. Who needs to know? Significant read/review. Financial stuff (budgets, forecasts, statistics, credit line, cash flow, etc.). Projects formal planning (goals, targets, objectives). Travel. Banks. Administration (legal issues, insurance, procedures, etc.) Customers. Marketing. Promotion. Sales. Systems (computers, phones, office equipment). Supplies. Waiting for… information, delegated tasks, replies, petty cash, ordered items, decisions of others, etc. Professional development (training, things to learn, skills to practice.) Research. Personal stuff: Projects started, not completed. Projects that need to be started. Commitments/promises to others (spouse, children, family, friends.) Communications to make/get with family and friends. Upcoming events (birthdays, anniversaries, weddings, travel, social events, cultural events, sporting events, etc.) Things to do (places to go, people to meet.) Administration (bills, banks, investments, loans, taxes, insurance, legal affairs.) Waiting for… orders, repair, loaned items, etc. Home/household (plumbing, electricity, decoration, furniture, etc.) Computers (software, hardware, connections, internet.) TV, VCR. Music, CDs. Cameras, film. Phones. Sports equipment. Closets/clothes. Garage/storage. Vehicle repair/maintenance. Pets. Health care. Hobbies (books, music, movies.) Errands (drugstore, market, bank, stationer, etc.) Community (neighborhood, schools, local government).

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

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?