Archives for the month of: November, 2009

Click here to listen to a short, 5 minute podcast from David Allen for getting started with the GTD System.  Admittedly, David over simplifies getting started, but his point is valid – people make this way too complicated.

It is not so much about the “what” as it is about the “why” and “how.”  Don’t spend so much time fussing with your smartphone apps, or laptop tools, or fancy daytimers.  Keep it simple! A pen and paper is really all you need to make this work for you.  Once you get the basics of ubiquitous capture, inbox, processing and review down you will be ready for the complexity of the commercialization of GTD.

Good luck! And if you do have a question about GTD why not post it here?

As an organization grows and succeeds, it sows the seeds of its own demise by getting boring. With more to lose and more people to lose it, meetings and policies become more about avoiding risk than providing joy.

Thought I’d share this post from one of my favorite bloggers, Seth Godin.  Seth makes an interesting observation about growth, stability and trying to maintain the status quo.  Ask yourself and your team – “How much risk are we taking to create amazing experiences?”  How many of your personal objectives, goals and tasks are about moving forward vs. trying not to sink?

From Seth’s Blog- Upside vs. downside

How much of time, staffing and money does your organization spend on creating incredible experiences (vs. avoiding bad outcomes)?

At the hospital, it’s probably 5% on the upside (the doctor who puts in the stitches, say) and 95% on the downside (all the avoidance of infection or lawsuits, records to keep, forms to sign). Most of the people you interact with in a hospital aren’t there to help you get what you came for (to get better) they’re there to help you avoid getting worse. At an avant garde art show, on the other hand, perhaps 95% of the effort goes into creating and presenting shocking ideas, with just 5% devoted to keeping the place warm or avoiding falls and spills as you walk in.

Which is probably as it should be.

But what about you and your organization? As you get bigger and older, are you busy ensuring that a bad thing won’t happen that might upset your day, or are you aggressively investing in having a remarkable thing happen that will delight or move a customer?

A new restaurant might rely on fresh vegetables and whatever they can get at the market. The bigger, more established fast-food chain starts shipping in processed canned food. One is less reliable with bigger upside, the other—more dependable with less downside.

Here’s a rule that’s so inevitable that it’s almost a law: As an organization grows and succeeds, it sows the seeds of its own demise by getting boring. With more to lose and more people to lose it, meetings and policies become more about avoiding risk than providing joy.