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GTD Refresh, Part 5: Building the Weekly Review Habit

GTD Refresh, Part 5: Building the Weekly Review Habit

Building the Weekly Review Habit

    At the very beginning of David Allen’s recorded lecture, Getting Things Done Fast, he tells his audience that the most important but single most difficult part of becoming more productive is making time every week for a weekly review. Most important because this couple of hours of “time out” once a week is where virtually all the GTD magic happens – it’s where we make sure everything’s out of our heads and in our trusted system, so we can use our brains for doing Good Stuff instead of nagging us about the Good Stuff we should be doing. Most difficult because… well, I have my theories.

    First of all, weekly reviews are hard because it is simply difficult, in a practical sense, to take an hour or two off and focus on the bigger picture. This difficulty is compounded by psychological factors – for one thing, most of us feel our moment-to-moment involvement in our work is essential, and if we’re not actually working on work – even busy work – we fear things will fall apart. For another thing, spending a couple hours thinking about our work doesn’t feel like work – it can take some time to get into our heads that this “meta-work” is an important part of our work as a whole.

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    There are emotional reasons as well. For one thing, I think most of us are just afraid, on some level, of spending that much time with ourselves. What kind of stuff are we going to find out? Self-reflection can be scary! Also, most of us have been raised to see such self-reflection as kind of selfish – who are we to deserve that kind of scrutiny? That leads us not to trust ourselves, which leads to a lack of honesty that undermines the weekly review habit – you can’t build a trusted system without trusting yourself!

    For me, there has always been some combination of these factors. My schedule is kind of chaotic – not just because of disorganization but because as an academic part of my job is to respond to whatever my 150 students in any given semester throw at me, and to do so fairly quickly. In my other life as a writer, while I can block out time to work, I am somewhat at the whim of editors, clients, and of course my audiences – who knows what emergency next week will bring?

    All that chaos has made it difficult for me to engage myself in a weekly review consistently – every effort has lasted a few weeks then fallen to the wayside as the rest of my life piled up (a sign, perhaps, that I wasn’t doing it very well anyway). On top of that, too much of what I do in weekly reviews gets waylaid later on as I put my plans into practice, which has made it harder and harder to trust myself, which again is bad for my trusted system.

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    A return to trust

    I know all this, so when I started the process of recommitting myself to building a system as close as possible to GTD, I knew I’d have to deal with it.

    Fortunately, I have a few things working in my favor, and I think I’ve done a couple things right in laying the groundwork this time around.

    While I haven’t always been very good about the weekly review, I have generally been good about keeping my lists up-to-date, and about doing “mini-reviews” – scrolling through my list of projects every few days to see if there’s anything I could be adding as next actions. This is one of the core practices that makes up the weekly review, so I’ve got that part down, and can build on it.

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    What makes me more hopeful this time around is that I’ve added a list of Areas of Focus to my setup, the idea being that not only do I generate tasks from my list of projects, but I generate projects and tasks from my Areas of Focus list. This should help me keep on track, since a) it’s something I don’t do in my “mini-reviews”, and b) it leads into the “looking forward” part of the weekly review, which is the part that I think scares me (and others) off.

    That leaves, of course, the practical concern of scheduling the time in. Fridays are a natural for me, since I rarely work on Fridays – but although I’ve been doing Friday weekly reviews for the last couple weeks, I’m thinking Mondays might be better, since they put me “closer to the action” – I have a better idea of what’s going on around me at the beginning of the week than I do guessing what might be going on at the end of the previous week.

    Getting weekly reviews done

    As I said at the beginning of this post, weekly reviews are important – rather than being a drain on your available work time, done right the weekly review should add not only to your work time but your confidence and calmness about doing that work. For a sense of what a weekly review should look like, have a look at my Back to Basics post from last year.

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    More than anything else, though, a weekly review is a point of connection between you and your work. We live in a go-go-go society where work – any work – is expected of each of us, all the time. Americans, especially, work harder than just about anyone – not necessarily more efficiently or on more important things, but longer hours and with fewer breaks. It’s all too easy in all this rush of work for work’s sake to lose track of why we’re doing it and of what it has to do with us as people.

    A weekly review is about task management and scheduling, but it’s also about reconnecting with our work in a personal way, evaluating our work in terms of higher-purpose goals and life objectives, aligning the work we do today with the dreams we have of tomorrow. We aren’t afforded many moments like that in life, so it’s important that we create them for ourselves.

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    The Gentle Art of Saying No

    The Gentle Art of Saying No

    No!

    It’s a simple fact that you can never be productive if you take on too many commitments — you simply spread yourself too thin and will not be able to get anything done, at least not well or on time.

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    But requests for your time are coming in all the time — through phone, email, IM or in person. To stay productive, and minimize stress, you have to learn the Gentle Art of Saying No — an art that many people have problems with.

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    What’s so hard about saying no? Well, to start with, it can hurt, anger or disappoint the person you’re saying “no” to, and that’s not usually a fun task. Second, if you hope to work with that person in the future, you’ll want to continue to have a good relationship with that person, and saying “no” in the wrong way can jeopardize that.

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    But it doesn’t have to be difficult or hard on your relationship. Here are the Top 10 tips for learning the Gentle Art of Saying No:

    1. Value your time. Know your commitments, and how valuable your precious time is. Then, when someone asks you to dedicate some of your time to a new commitment, you’ll know that you simply cannot do it. And tell them that: “I just can’t right now … my plate is overloaded as it is.”
    2. Know your priorities. Even if you do have some extra time (which for many of us is rare), is this new commitment really the way you want to spend that time? For myself, I know that more commitments means less time with my wife and kids, who are more important to me than anything.
    3. Practice saying no. Practice makes perfect. Saying “no” as often as you can is a great way to get better at it and more comfortable with saying the word. And sometimes, repeating the word is the only way to get a message through to extremely persistent people. When they keep insisting, just keep saying no. Eventually, they’ll get the message.
    4. Don’t apologize. A common way to start out is “I’m sorry but …” as people think that it sounds more polite. While politeness is important, apologizing just makes it sound weaker. You need to be firm, and unapologetic about guarding your time.
    5. Stop being nice. Again, it’s important to be polite, but being nice by saying yes all the time only hurts you. When you make it easy for people to grab your time (or money), they will continue to do it. But if you erect a wall, they will look for easier targets. Show them that your time is well guarded by being firm and turning down as many requests (that are not on your top priority list) as possible.
    6. Say no to your boss. Sometimes we feel that we have to say yes to our boss — they’re our boss, right? And if we say “no” then we look like we can’t handle the work — at least, that’s the common reasoning. But in fact, it’s the opposite — explain to your boss that by taking on too many commitments, you are weakening your productivity and jeopardizing your existing commitments. If your boss insists that you take on the project, go over your project or task list and ask him/her to re-prioritize, explaining that there’s only so much you can take on at one time.
    7. Pre-empting. It’s often much easier to pre-empt requests than to say “no” to them after the request has been made. If you know that requests are likely to be made, perhaps in a meeting, just say to everyone as soon as you come into the meeting, “Look guys, just to let you know, my week is booked full with some urgent projects and I won’t be able to take on any new requests.”
    8. Get back to you. Instead of providing an answer then and there, it’s often better to tell the person you’ll give their request some thought and get back to them. This will allow you to give it some consideration, and check your commitments and priorities. Then, if you can’t take on the request, simply tell them: “After giving this some thought, and checking my commitments, I won’t be able to accommodate the request at this time.” At least you gave it some consideration.
    9. Maybe later. If this is an option that you’d like to keep open, instead of just shutting the door on the person, it’s often better to just say, “This sounds like an interesting opportunity, but I just don’t have the time at the moment. Perhaps you could check back with me in [give a time frame].” Next time, when they check back with you, you might have some free time on your hands.
    10. It’s not you, it’s me. This classic dating rejection can work in other situations. Don’t be insincere about it, though. Often the person or project is a good one, but it’s just not right for you, at least not at this time. Simply say so — you can compliment the idea, the project, the person, the organization … but say that it’s not the right fit, or it’s not what you’re looking for at this time. Only say this if it’s true — people can sense insincerity.

    Featured photo credit: Pexels via pexels.com

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