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Audiobook Review: David Allen’s “GTD > Weekly Review”

Audiobook Review: David Allen’s “GTD ><noscript><img src=
GTD Weekly Review

One of the most difficult demands that David Allen’s Getting Things Done makes on followers of his system is to set aside a couple of hours a week for a weekly review. It’s hard enough to find the single block of uninterrupted time, but harder still to know what to do with it. Allen only devotes five pages to the weekly review in Getting Things Done, and maybe a few more scattered throughout Ready for Anything — hardly enough to really flesh out what is an absolutely central and crucial part of the overall system.

Because of this, the weekly review is the part of GTD that people are most likely to skip — or, if they actually do it, the part they’re likely to get the least out of. Which is a shame, because done well, the weekly review is where the real “action” in GTD happens, when long-term planning and creative dreaming are brought front and center.

Allen’s new audiobook set, GTD > Weekly Review addresses this gap, devoting about 2 1/2 hours over 3 CDs to a discussion of what a weekly review is and can be. I asked the people at the David Allen Company if they would send me a copy to review for you, and they graciously agreed.

What’s a Weekly Review?

Before getting to the specifics of the Weekly Review audiobook, let’s revisit what a weekly review is supposed to be. According to Getting Things Done, the purpose of a weekly review is to “[build] in some capturing, reevaluation, and reprocessing time to keep you in balance”. By taking a step back from your day-to-day task management, a weekly review allows you to “focus on your important projects”.

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Allen outlines several steps of a weekly review:

  1. Collect all your loose papers and put them into your inbox for processing.
  2. Process your notes to glean any action items, appointments, new projects, etc.
  3. Review your previous calendar data to remind you of any ideas, tasks, etc. that you might not have captured at the time.
  4. Review your upcoming calendar to see if there are any new actions you need to add to your lists.
  5. Empty your head. Write down anything that’s currently on your mind or capturing your attention.
  6. Review your project lists to determine each project’s status and if there are any actions you need to take to move each of them forward.
  7. Review your next action lists. Bring them up to date by marking off any actions you’ve already completed. Use completed actions as triggers to remind you of any further steps you need to take not that an action is done.
  8. Review waiting for lists. Add appropriate follow-ups to your action lists. Check off anything that you’ve already received.
  9. Review any relevant checklists.
  10. Review your someday/maybe list and decide if there is anything you’re ready to move onto your active projects list.
  11. Review your project support files to make sure you haven’t missed any new actions you need to take.
  12. Be creative and courageous. This is the hardest and most poorly described part of the process in Allen’s books, which is too bad, since this is where the magic happens. Having cleared your mind of everything you need to do at the moment, take time to dream up new ideas — risky ones, creative ones, etc. Essentially a free-form brainstorming session around the topic of “what could I be doing?”

GTD > Weekly Review gathers these steps together into three stages: Get Clear (collect any loose ends and empty your head), Get Current (review your lists and calendar data), and Get Creative (activate your someday/maybe projects and dream up new harebrained schemes).

Tips and Tricks for Better Weekly Reviews

The core of GTD > Weekly Review is a three-way conversation between David Allen, and two of DavidCo’s professional organizers, Marian Bateman and Meg Edwards, who draw on their own experiences working with clients in the field to illustrate and expand the general concepts laid out by Allen. This takes up the first two discs; the third disc walks you through the weekly review from beginning to end, a kind of “virtual” coaching session. The set also comes with a CD-case-sized weekly review “cheat sheet” that outlines the steps of a weekly review.

Here is a sampling of some of the advice they offer.

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Get clear

The weekly review is an opportunity to clear your head and really explore where you’re at and where you’re headed. Pay special attention to when you schedule it, because it needs to be a time that works best for you — when you’re not only uninterrupted but most likely to be “at peace”, without any huge problems hanging over your head demanding immediate attention. A weekly review can still be useful even if you’re hurried and there are urgent matters pressing, but if your weekly review is always under those conditions, you probably need to schedule it to a more appropriate time.

Be sure you do schedule it, though. For too many of us, the weekly review is a “when I get around to it” kind of commitment, which more or less undoes what a weekly review can offer. Make a hard commitment to yourself, in your calendar, to do a weekly review every week.

One important point Allen and the others bring up is that a weekly review is not “catch-up” time — it’s not a couple of extra slack hours for doing everything you’ve gotten behind in over the course of the week. This especially applies to email. While Allen does recommend keeping your email inbox empty, if you aren’t doing this on a weekly basis, your weekly review is not the time to start! If you have a large email backlog, schedule time to clear it up over the course of the upcoming week.

Get current

Review your calendar

How much of your calendar should you review. Allen’s answer is simple: as far back as you need to, and as far forward as you need to. For Allen, this means many months forward, because he travels frequently and wants to make sure his upgrade requests are sent in a timely fashion. For others, this might only be a week or two in advance. Put a little thought into determining your own “event horizon”, the distance in the future when events start to require immediate actions.

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Keeping your projects on track

David Allen calls projects “outcomes”, to distinguish them from actions — you don’t do projects, you do actions that take you towards a desired outcome. Your project list, then, is a place to think, not do. What is the very next action you need to do to move towards each outcome on your list?

Allen reminds us that life has projects, too — projects aren’t limited to our work and career. Remodeling your house, cleaning your garage, moving — these are all obvious projects that our non-work life might involve, but there are also things like making time for a family outing or spending more time with your kids. It might seem cold to add these to your project lists next to “Create proposal for city education grant” or whatever, but if they’re not on your lists, they’re burning up thought cycles that you could be using to figure out how to spend more time with your kids instead of just worrying that you should.

Checklists and reference lists

This is probably the least utilized part of the weekly review (itself a poorly utilized part of GTD). Allen says that you should consider creating a checklist for any routine task that you find yourself doing more than once or twice. Checklists help us to a) not rely on memory to make sure everything’s done, and b) not have to think up next actions for tasks we’ve already figured out the next actions for.

Reference lists are exactly what the name says: lists of reference information you need to refer to often. An example might be books you want to read, logins and passwords, places you want to visit, recipes you want to get, and so on. As you go through your weekly review, make sure you add any relevant information to your reference lists.

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Bonus tip: Check out Checkser and Gibb, two online apps for creating and storing checklists.

Get creative

As I said before, this is where the weekly review shines. Now that you’ve gotten all the mundane stuff off of your mind, you can relax and let your mind fly. Take out your someday/maybe list and see what crazy ideas you had a month ago that might be worth doing. Be liberal with your someday/maybe list — put ideas there to “incubate” and see if they don’t grow into things you really want to do.

This is the time for what Seth Godin calls “edgework” — see what radical new ways you can push whatever it is you’re doing now. What new risks could you take? What could you be if you could be what you dream? What new things would you like to learn — or teach? What crazy idea do you have that nobody would ever take seriously? Remember, you don’t have to do everything you come up with in your weekly review; the idea is to give yourself the freedom to think about things without committing yourself to action.

Final Assessment of GTD > Weekly Review

GTD > Weekly Review does a great job of explaining the role of the weekly review and its relationship to productivity. If you’ve ever heard David Allen speak conversationally, you know that he can be a very inspiring and accessible speaker, and Meg Edwards and Marian Bateman are just as engaging. Their personal experience goes a great way towards deepening the idea of a weekly review, transforming it from an idea in a book into a practical and tested reality. The third disc in the set, while not as interesting to listen to, adds real value as something you can play while you get yourself into the habit of doing the weekly review — play a little, pause it, do some review, play a little more, pause, do more review, et

My only qualm is the price: $99 US for a 3-disc set. Whether the content of GTD > Weekly Review is worth the price will depend a great deal on who you are; if you’re in David Allen Co.’s target audience of corporate executives, mid-level management, and successful entrepreneurs, then this is definitely a set worth having. Compared to the cost of one of David Allen’s seminars, or even a seminar from a DavidCo coach, $99 is a steal but there are plenty of people who could use this kind of push in the right direction for whom both the seminar and the GTD > Weekly Review set are both too far out of reach.

If you can get around the price, this is a really valuable extension of the GTD system. I can virtually guarantee that you’ll listen to this more than once — just like Allen’s books, it’s the kind of material that you’ll refer back to again and again.

More by this author

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Last Updated on March 31, 2020

Is Procrastination Bad? The Truth About Procrastination Revealed

Is Procrastination Bad? The Truth About Procrastination Revealed

Procrastination is very literally the opposite of productivity. To produce something is to pull it forward, while to procrastinate is to push it forward — to tomorrow, to next week, or ultimately to never.

Procrastination fills us with shame — we curse ourselves for our laziness, our inability to focus on the task at hand, our tendency to be easily led into easier and more immediate gratifications. And with good reason: for the most part, time spent procrastinating is time spent not doing things that are, in some way or other, important to us.

There is a positive side to procrastination, but it’s important not to confuse procrastination at its best with everyday garden-variety procrastination.

Sometimes — sometimes! — procrastination gives us the time we need to sort through a thorny issue or to generate ideas. In those rare instances, we should embrace procrastination — even as we push it away the rest of the time.

Why We Procrastinate After All?

We procrastinate for a number of reasons, some better than others. One reason we procrastinate is that, while we know what we want to do, we need time to let the ideas “ferment” before we are ready to sit down and put them into action.

Some might call this “creative faffing”; I call it, following copywriter Ray Del Savio’s lead, “concepting”.[1]

Whatever you choose to call it, it’s the time spent dreaming up what you want to say or do, weighing ideas in your mind, following false leads and tearing off on mental wild goose chases, and generally thinking things through.

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To the outside observer, concepting looks like… well, like nothing much at all. Maybe you’re leaning back in your chair, feet up, staring at the wall or ceiling, or laying in bed apparently dozing, or looking out over the skyline or feeding pigeons in the park or fiddling with the Japanese vinyl toys that stand watch over your desk.

If ideas are the lifeblood of your work, you have to make time for concepting, and you have to overcome the sensation— often overpowering in our work-obsessed culture — that faffing, however creative, is not work.

Is Procrastination Bad?

Yes it is.

Don’t fool yourself into thinking that you’re “concepting” when in fact you’re just not sure what you’re supposed to be doing.

Spending an hour staring at the wall while thinking up the perfect tagline for a marketing campaign is creative faffing; staring at the wall for an hour because you don’t know how to come up with a tagline, or don’t know the product you’re marketing well enough to come up with one, is just wasting time.

Lack of definition is perhaps the biggest friend of your procrastination demons. When we’re not sure what to do — whether because we haven’t planned thoroughly enough, we haven’t specified the scope of what we hope to accomplish in the immediate present, or we lack important information, skills, or resources to get the job done.

It’s easy to get distracted or to trick ourselves into spinning our wheels doing nothing. It takes our mind off the uncomfortable sensation of failing to make progress on something important.

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The answer to this is in planning and scheduling. Rather than giving yourself an unspecified length of time to perform an unspecified task (“Let’s see, I guess I’ll work on that spreadsheet for a while”) give yourself a limited amount of time to work on a clearly defined task (“Now I’ll enter the figures from last months sales report into the spreadsheet for an hour”).

Giving yourself a deadline, even an artificial one, helps build a sense of urgency and also offers the promise of time to “screw around” later, once more important things are done.

For larger projects, planning plays a huge role in whether or not you’ll spend too much time procrastinating to reach the end reasonably quickly.

A good plan not only lists the steps you have to take to reach the end, but takes into account the resources, knowledge and inputs from other people you’re going to need to perform those steps.

Instead of futzing around doing nothing because you don’t have last month’s sales report, getting the report should be a step in the project.

Otherwise, you’ll spend time cooling your heels, justifying your lack of action as necessary: you aren’t wasting time because you want to, but because you have to.

How Bad Procrastination Can Be

Our mind can often trick us into procrastinating, often to the point that we don’t realize we’re procrastinating at all.

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After all, we have lots and lots of things to do; if we’re working on something, aren’t we being productive – even if the one big thing we need to work on doesn’t get done?

One way this plays out is that we scan our to-do list, skipping over the big challenging projects in favor of the short, easy projects. At the end of the day, we feel very productive: we’ve crossed twelve things off our list!

That big project we didn’t work on gets put onto the next day’s list, and when the same thing happens, it gets moved forward again. And again.

Big tasks often present us with the problem above – we aren’t sure what to do exactly, so we look for other ways to occupy ourselves.

In many cases too, big tasks aren’t really tasks at all; they’re aggregates of many smaller tasks. If something’s sitting on your list for a long time, each day getting skipped over in favor of more immediately doable tasks, it’s probably not very well thought out.

You’re actively resisting it because you don’t really know what it is. Try to break it down into a set of small tasks, something more like the tasks you are doing in place of the one big task you aren’t doing.

More consequences of procrastination can be found in this article: 8 Dreadful Effects of Procrastination That Can Destroy Your Life

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Procrastination, a Technical Failure

Procrastination is, more often than not, a sign of a technical failure, not a moral failure.

It’s not because we’re bad people that we procrastinate. Most times, procrastination serves as a symptom of something more fundamentally wrong with the tasks we’ve set ourselves.

It’s important to keep an eye on our procrastinating tendencies, to ask ourselves whenever we notice ourselves pushing things forward what it is about the task we’ve set ourselves that simply isn’t working for us.

Learn more about how to fix your procrastination problem here: What Is Procrastination and How to Stop It (The Complete Guide)

Featured photo credit: chuttersnap via unsplash.com

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