1 Getting Things Done Getting Things Done (commonly abbreviated as GTD) is an action management method.

GTD rests on the principle that a person needs to move tasks out of the mind by recording them externally. That way, the mind is freed from the job of remembering everything that needs to be done, and can concentrate on actually performing those tasks.

GTD methodology
GTD is defined by David Allen on his website. In time management, priorities usually play a central role. In contrast, Allen promotes two key elements in time management control and perspective. Allen advocates three major models for gaining control and perspective: 1. A workflow process 2. A framework with 6 levels of focus 3. A natural planning method The first major model is the workflow process, which is used to gain control over all the tasks and commitments which one needs or wants to get done.[2]:20 The workflow process consists of five distinct phases listed below: 1. 2. 3. 4. 5. Collect Process Organize Review Do

Allen uses an altitude analogy to illustrate his second major model, 6 different levels of focus, and give perspective on tasks and commitments. These 6 levels of focus, from the bottom up, are:[2]:51 1. 2. 3. 4. 5. 6. Current actions Current projects Areas of responsibility Yearly goals 5 year vision Life goals

As one ascends in altitude, one is able to consider the "bigger picture." Considering projects, actions, unfinished business or commitments ("open loops" in GTD terminology[3]), and other "input" from a variety of "heights" gives one varying perspective.

2 Allen advocates a weekly review focused on different levels. The perspective gained from these reviews should drive one's priorities, which in turn determines the priority of if and when one is to do the particular individual tasks and commitments gathered during the workflow process. During a weekly review, the user determines the context for the tasks and places them on the appropriate lists. Examples of grouping together similar tasks include making a list of telephone calls to make or errands to do while downtown. Context lists can be defined by the set of tools available or by the presence of individuals or groups for whom one has items to discuss or present. Allen expects that the first two models are sufficient most of the time to gain control and perspective on the majority of tasks and projects. However, there are some cases in which more involved planning and thinking are necessary. This leads to the third major model, which is the natural planning method. While the workflow model has a "horizontal" focus on doing individual tasks, the natural planning method has a "vertical" focus on planning projects and thinking through topics. The planning model consists of 5 stages: 1. 2. 3. 4. 5. Defining the purpose and principles Envisioning the outcome Brainstorming Organizing Identifying next actions

GTD is based on making it easy to store, track and retrieve all information related to the things that need to get done. Allen suggests that many of the mental blocks we encounter are caused by insufficient 'front-end' planning (i.e., for any project we need to clarify what is to be achieved and what specific actions are needed to achieve it). It is most practical, according to Allen, to do this thinking in advance, generating a series of actions which we can later undertake without any further planning. Allen contends that our mental "reminder system" is inefficient and seldom reminds us of what we need to do at the time and place that we can do it. Consequently, the "next actions" stored by context in the "trusted system" act as an external support which ensures that we are presented with the right reminders at the right time.

3 Get everything out of your head. Make decisions about actions required on stuff when it shows up not when it blows up. Organize reminders of your projects and the next actions on them in appropriate categories. Keep your system current, complete, and reviewed sufficiently to trust your intuitive choices about what you're doing (and not doing) at any time.

Principles
The core principles of GTD are:

Collect
The notion of stress-free productivity starts with off-loading what needs to get done from one's head, capturing everything that is necessary to track, remember, or act on in what Allen calls a bucket: a physical inbox, an email inbox, a tape recorder, a notebook, a PDA, or any combination of these. The idea is to get everything out of one's head and into a collection device, ready for processing. All buckets should be emptied (processed) at least once per week. Allen doesn't advocate any preferred collection method, leaving the choice to the individual. He only insists upon the importance of emptying the "buckets" regularly. Any storage space (physical inbox, email inbox, tape recorder, notebook, PDA, etc) that is processed regularly by the individual is acceptable.

Process
When processing a bucket, a strict workflow is followed:

Start at the top. Deal with one item at a time. Never put anything back into 'in'. If an item requires action: Do it (if it takes less than two minutes), OR Delegate it, OR Defer it. If an item does not require action: File it for reference, OR Throw it away, OR Incubate it for possible action later.

If it takes under two minutes to do something, it should be done immediately. The two-minute rule is a guideline, encompassing roughly the time it would take to formally defer the action.

Organize
Allen describes a suggested set of lists which can be used to keep track of items awaiting attention: Next actions For every item requiring attention, decide what is the next action that can be physically taken on that item. For example, if the item is, "Write project report," the next action might be, "Email Fred for meeting minutes," or, "Call Mary to ask about report requirements." Though there may be many steps and actions required to complete the item, there will always be something that needs to be done first, and this step should be recorded in the next actions list. Preferably, these steps are organized by the context in which they can be done, such as "in the office," "by the phone," or "at the store." Projects

Every open loop in one's life or work which requires more than one physical action to achieve becomes a project. These projects are tracked and periodically reviewed to make sure that every project has a next action associated with it, and thus can be moved forward.

Waiting for

When an action has been delegated to someone else, or when one is waiting for some external event before a project can be moved forward, this is tracked in the system and periodically checked to see if action is due, or a reminder needs to be sent.

Someday/Maybe

Things to be done at some point, but not right now. Examples might be "learn Chinese," or, "take diving holiday."

A calendar is important for keeping track of appointments and commitments; however, Allen specifically recommends that the calendar be reserved for the hard landscape: things which absolutely have to be done by a particular deadline, or meetings and appointments which are fixed in time and place. To-do items should be reserved for the next action lists. A final key organizing component of GTD is the filing system. A filing system must be easy, simple and fun. Even a single piece of paper, if needed for reference, should get its own file if it doesn't belong in an existing folder. Allen suggests a single, alphabetically organized filing system, in order to make it as quick and easy as possible to store and retrieve the needed information.

Review
The lists of actions and reminders will be of little use if not reviewed at least daily, or whenever possible. Given the time, energy and resources available at a particular moment, one must decide the most important task to be done immediately, and do it. If one is inclined to procrastinate, one may end up always doing the easy tasks and avoiding the difficult ones. To solve this, one can decide to do the actions of the list one by one, following their order, just like processing an inbox. At least weekly, the discipline of GTD requires that all outstanding actions, projects and 'waiting for' items are reviewed, making sure that any new tasks or forthcoming events are entered into one's system, and that everything is up to date. Allen suggests the creation of a "tickler file" in order to help refresh one's memory each week with the outstanding tasks and projects.

Do
Any organizational system is no good if excessive time is spent organizing tasks instead of actually doing them. David Allen's contention is that if one can make it simple, easy, and fun to take the necessary actions, one will be less inclined to procrastinate or become overwhelmed with too many 'open loops'.

Software tools for GTD

Software was specifically suggested by Allen as helpful and important for implementing GTD, including digital outlining, brainstorming, and project planning applications. These tools now range from simple list managers to collaborative web services, both free and commercial, for all popular platforms and devices. Much of this software specifically automates or reinforces the GTD methodology of collecting, processing, organizing, reviewing, and doing.

How to Delegate Authority

For managers and masterminds of large offices, the question often comes up, how do you effectively delegate roles, responsibilities and authorities to individuals within your organization? Measuring out the specific roles of various players is a blank slate that you as a manager will have to fill. Find ways to streamline the process by making common sense decisions.

Instructions

6 1. Work to each person's strengths. Don't put the sales people in charge of spreadsheets and the accountant in charge of advertising. Always keep in mind what are each person's unique skills and abilities. The things they are best at are probably things they enjoy. This will make the process much easier. 2. Avoid bad relationship assignments. Don't put a person in charge of someone with whom they have a negative working relationship. On the flip side of that coin, also avoid putting someone in charge of a person on whom they have a crush. Much of delegation success is getting the "bland" relationships working together to avoid workplace drama. 3. Make sure the person you are tapping on the shoulder can handle their new assignments. Avoid giving more authority and oversight to someone who is swamped; they'll probably plough on through, ignoring any new developments and letting the whole thing unravel. Find someone who is sharp and could use a little more work. 4. Avoid favoritism or singling out individuals. The "boss's pet" issue comes up more times than most bosses would care to contemplate. Delegating and handing out roles means being deliberately vague on some points and "spreading the jobs around" to make sure that you can't be accused of playing favorites. 5. Delegate with care. You don't want to "delegate yourself out of a job." No, not literally; but a boss who puts too much on someone else's shoulders becomes vulnerable, much like the proverbial king with too many generals. When you stop being active in your role, you encourage dissent and disorganization, and if you delegate too much, it will be resented. Stay active and in control and practice what you preach around the office.

How to Delegate More Effectively

Delegation not only helps managers be more efficient in the workplace, it also gives employees a better sense of worth and cultivates skills in new areas. When it comes to achieving goals or getting things done, we all think we can do it better. Perhaps we could, if we had 40 hours in a day, but we don't. The key to getting more done is to maximize your time and energy. One of the best ways to do this is by delegating. Reasons to Delegate Here are a few good reasons why you should consider delegating:

It frees up your time and energy to perform at a higher level. It maintains and builds others' skills and esteem. It can reduce delay. It can help you get more done in less time.

7 Why You Don't Delegate Many managers do not delegate because of:

Attitude - "No one can do it as well as I can." As a result, no one gets the chance to try. Inexperience - They may simply lack practice or training on how to delegate. Fear - Fear of making mistakes, taking risks or being outdone. Impatience - They do not have the patience to take the time necessary to explain and teach others how to do the task. Some managers delegate, and if it doesn't get done, they assume people are unqualified.

Where Do You Begin? A good place to start is by taking a look at your job and listing everything you could delegate. Next to each item, write the name of the person who you could delegate the work to now or in the future. Delegating is not dumping work onto other people. Be sure you recognize the difference between delegating and dumping. Delegating is maximizing your time and talents by choosing tasks that others can do to help you and the organization achieve its goals. The first time you delegate a task, start with something small. When the task is complete, give the person who completed the work feedback, and let them know how well they did it. Degrees of Authority Effective delegators delegate authority and not just responsibilities. You do not have to delegate all the authority at one time. Many people either think I will do it or I will delegate it to someone else to do. This "all or nothing" thinking can get you into trouble. I encourage people to consider delegating with varying "degrees of authority" based on the project, the person and the time constraints. You want to delegate enough authority for the person to be able to accomplish the intended results - yet not more than they can handle. Here are a few examples of the varying degrees of authority: Low End

8 On the low end of the authority scale, you might tell an employee "Look into this problem and get me all the facts so I can decide what to do." Or you might say, "Look into the issue, let me know the alternatives available and recommend one for my approval." In these examples, you are still keeping most of the authority. This might be a good approach for a new employee or for someone working on a task that is new to them. This could also be a good approach if you are delegating a complicated task. High End On the higher end of the authority scale, you might say, "Look into this situation, let me know what you intend to do and do it unless I say not to." Or you could say, "Take care of this and let me know what you did." In both cases, you are giving the employee more authority to get the job done. The key is to stop "all or nothing" thinking when it comes to delegating. There are many options between the extremes that can help you and the person to whom you are delegating to get the task done right. Delegation Process The following process can help you become better at delegating: 1. Choose the right people. Not everyone can "do it" as well as you think you can. However, some can come close. If you are new to delegating, you might try breaking the job into parts and delegate pieces. When you decide who to choose, take into consideration:
o o o o o o

What are the skills and knowledge needed to complete the task? What outcome do you expect? What do you want them to do? What resources do they need to do it? Who matches this description? Do they need any training? If so, build in time for the training, or you could be setting yourself up for failure.

Finally, only delegate to people you can trust. 2. Set goals and objectives together. Clearly define your expectations, what authority the employee has, your priorities, the budget and time limits. o Don't always tell employees exactly how to do the task. Instead, briefly explain how you want them to go about the task and let them tell you how they are going to handle it. Expect results, but not perfection. There are many ways to get results so don't insist that

9 everyone does it "your way." You never know - someone else may well see a quicker, more effective way of tackling a task. o Mutually discuss deadlines and checkpoints along the way. People need to be involved in making decisions that affect them. Together, establish deadlines, discuss how to monitor any progress, anticipate obstacles and how you might overcome these obstacles. Participation develops a sense of ownership and pride. o Remind them that they are accountable for the success of this task. o Let the person ask questions, or ask them to summarize their understanding of the project. This will help ensure that you both see the project clearly. o Get it in writing. Whenever necessary or possible, document the details in writing. Get them involved in this process. Be sure you both have a copy. 3. Build a feedback loop. Be sure feedback takes place during the task and not just after it. Again, ask the person to whom you are delegating to develop the milestones, midpoints and stages, even if you know what they should be. Develop a reporting system so that you can catch small problems before they become big problems. Regular feedback reduces the margin of error. Feedback can be both written and oral. o Set up checkpoints. Example: "Bring me the initial plans on Tuesday so we can review them before we move on to Phase II." o Give reminders about upcoming deadlines. Give support and direction, but don't fall into the trap of doing the work. o Be careful not to supervise every detail. o Be tactful in giving feedback. o Don't hover! Leave the person alone to get on with the work, but be available to answer questions. You will probably need to spend more time with the person you are delegating to than you think you should. However, getting that person to help create the feedback loop increases his/her ownership. 4. Assign with confidence. Let them know you have confidence in their abilities right from the start. People tend to live up to the expectations placed on them. 5. Really delegate. Delegating is a "process, not an event." People will make mistakes. Help them learn from their mistakes so they can do a better job next time. If you can tolerate the learning process (mistakes), you will find delegating is a skill you cannot live without. Finally, remember to give lots of specific praise throughout the project and at the end for a job well done. Initially, delegating does take some additional time. However, like most good investments, the payoff in the long run is greater than the investment. The more

10 you use these skills and techniques, the more they become second nature to you. Like any skill over time, it becomes easier and quicker to do. If you have followed the above process, given clear instructions at the beginning of the delegation, and checked in during the process, you should have a successful outcome.