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Dates and GTD – Everything You Need to Know

Dates and GTD – Everything You Need to Know

    I have been a GTD fanboy for around 3 and a half years now and with that has come trying all different types of systems over the years. Yet, over that time I have also slowly come to realize that it isn’t about the tools you use, not in the slightest. What GTD is about is understanding the process and actually using your system to get more things done in work and life.

    One of the aspects of GTD that I have had the hardest time with is the idea of dates; be it start dates, due dates, milestones, whatever. In GTD, Mr. Allen doesn’t speak of date information related to actions very much other than the brief discussion of giving yourself a hard landscape by ways of your calendar. So, to that end, let’s take a look at the wide-world of dates and GTD, and how they can be used within your system.

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    Start Dates

    Quoting Merlin Mann regarding start dates:

    “Start dates are ace. Start dates are a way of punting stuff into the future.”

    I couldn’t agree more. Start dates allow you to plan your actions and projects effectively while keeping things that aren’t that important or time sensitive out of your hair for the time being. This allows you to concentrate on the stuff that really matters at the moment without being bogged down by tasks and projects that are in your system but aren’t due for weeks or even months down the road.

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    Because of the awesomeness of start dates I can no longer go back to a system that doesn’t support start dates as a field for a task or project. The two apps that come to mind that do this well are Toodledo and OmniFocus, but I’m sure there are at least a dozen more. If you have a ton of actions on your lists you should definitely consider using start dates to get them out of the way so you can concentrate on current actions and projects.

    “Fake” Due Dates

    Ever have self-talk like this regarding projects?

    “Let’s see. I have a report due by the end of the month and have at least 10 actions that go with it. I’m waiting to hear back from John, get the notes from the meeting, summarize the notes, make an outline, etc. So, by next week I should have have the notes summarized and the outline completed. I’ll give that due date of 2/27/11.”

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    The above is a good example of “fake due dates”; these are arbitrary dates that you set up for actions within a project that are due before the actual due date project. In my experience these types of due dates don’t work. What they tend to do is allow procrastinators procrastinate more, because when they see due dates they push everything back to the last minute.

    Here is a much better approach; instead of giving all your project actions fake due dates, make sure that your actions are “highly doable”, meaning that they are something that can be done within 10 to 25 minutes. This will help a project move a long much faster. What you may find is that you get more done than you would have giving all these actions fake due dates.

    Real Due Dates

    Real due dates are the actual due date of an action or project. These type of dates are usually put on us by project manager types or are set by yourself as the date that projects or actions are to be completed.

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    When I receive a due date for a school project or assignment at work I always add it to the action or the project and try very hard to avoid the fake due date syndrome I spoke of above. Sometimes in my project notes I will give myself milestones saying that if by such-and-such date I have a certain number of actions done then I am on track, otherwise I need to clear my back log of tasks to consider myself to be on time. This works well as it doesn’t clog my system with fake due dates, yet still allows me to check my progress on actions and projects related to dates.

    The Hard Landscape

      The hard landscape that Mr. Allen talks about is the idea of putting things on your calendar that have to be done on that particular day or time (think meetings, actions that can only be done on a single date or time, or reminders for that day or time). This is a sacred place and shouldn’t be cluttered with things that don’t have a hard due date or actions that you’d think you’d like to get done on a certain date.

      I will admit though, if I do have a long standing project that has a hard due date, I put in on my calendar as an all day event. Be it “right or wrong” per GTD, I don’t really care. What this has done for me is put things into perspective during my weekly review of actions and projects allowing me to see when large projects or certain actions are due at a glance of the calendar. Other than these hard due dates, the calendar is hands off for anything other than what was mentioned above.

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      CM Smith

      A technologist and writer who shares advice on personal productivity, creativity and how to use technology to get things done.

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      Last Updated on February 18, 2019

      How to Motivate Employees and Boost Team Productivity

      How to Motivate Employees and Boost Team Productivity

      These days, in a world with cognitive, AI, and extraordinary advances, we have failed at the most basic stimulus: motivation. Why do I say so? Just take a look at these statistics:

      58 percent of managers said they didn’t receive any management training as per a CareerBuilder.com survey. Only 12% of employees leave their jobs because of more money. Research indicates that around 80% of employees leave their jobs due to “lack of appreciation”. Due to fear of failing, more than half of American workers don’t take their paid vacations. 53% of Americans are unhappy at work (not engaged). And 1 in 3 are working in a field they don’t like.[1]

      Archaic people management and HR structures are the root cause.

      “If you want to build a ship, don’t drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea.” – Antoine de Saint-Exupery

      So how to motivate employees and boost team productivity?

      Here are 3 key things that you can do to motivate your employees and boost team productivity:

      1. Run Your Team/Group/Company like a Lean Startup

      The Lean Startup phenomena by Eric Ries has been socialized across millions all over the globe. In a nutshell, it is a methodology for developing businesses and products, which aims to shorten product development cycles and rapidly discover if a proposed business model is viable; this is achieved by adopting a combination of business-hypothesis-driven experimentation, iterative product releases, and validated learning.[2]

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      Encourage Your Employees

      When you empower your employees (or family members) to do what they deem to be best for a particular roadblock, idea, or improvement, you create magic. You create genuine trust. You enable innovation. The result is happy, inspired employees who feel they have a say in the grand cosmic stage at work.

      Note that increasing the competency level of employees and coaching and mentoring them along the way is key. You yourself, need to do the same. Nourish your brain – and get a mentor that will keep you at the edge of your game.

      Offer Rewards

      Motivation is also intrinsic. The startups I have worked at offered instant rewards — not just fat checks or equity increments, but Oscar-style nominations.

      The non-monetary rewards were actually more coveted, and grandiose: lunch with the CEO, tickets to an Obama fund-raiser, horse-back riding with a world-class equestrian.

      Compare this to a dodgy, corporate, white-cubicle dinosaur that had a “yearly performance review” where both parties dread the conversation. In a world of instant WhatsApp messages, having a conversation about performance, likes and dislikes cannot just happen annually in 60 minutes. Employees need to be rooted in the belief that their manager genuinely cares about them.

      Give Autonomy

      Another key attribute is autonomy. Most employees start brushing their resumes and cruising LinkedIn when their hands are tied in their current positions: approval forms, long meetings, escalations, and more meetings. In the world of agile and scrum masters, deliberating for the sake of deliberating is poison. You will choke the very employees that giddily accepted the job initially to “change the world”.

      Within a reasonable realm of assessment and deep-dives, trust your employees to do the heavy lifting. Give them access to the knowledge, people and resources that help them directly make the choices that will shape the future of your team, and your company.

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      Eliminate yourself as the bottleneck – and interject yourself as a benevolent, servant leader that is the symbol of high-performing organizations.

      2. Apply the 90/90/1 Rule

      I recently saw a video by Deepak Sharma (a leadership adviser) about productivity and this principle stuck with me. Here’s what it’s about:

      Devote the First 90 Minutes of Your Day to Important Project

      For the next 90 days, devote the first 90 minutes of your day to your most important project—nothing else. Do this for yourself and your employees.

      We usually get sucked into the most wasteful, operational activities in the morning which robs our focus, and steers us into an unwanted rabbit hole. So mute your notifications, avoid the temptation to check your exploding inbox, and scroll your Instagram feed later. Instead, focus on that ONE thing that will provide real value to you, your team, or your business/company/home.

      Apply this rule to yourself – and your team. Your team will thank you. Note: If you’re feeling really stretched for time, you can always hack the rule by testing out a “45/45/1” version.

      A To Do Scheduling System

      Another version of this is to use the Kanban concept, developed by Taiichi Ohno, an industrial engineer at Toyota. Kanban is a scheduling system employing boards and cards.

      The most basic version is a canvas with “To-do”, “Doing”, and “Done” boards (or columns). Each activity or task is a “card” that moves from one column to the other. I use Trello (a Kanban-inspired app) that is a key system for my personal and professional life. It allows me to understand my workload, their priority, and due dates.

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      I use importance and effort metrics (scores) for each task to understand what is truly necessary in my life to work on. It negates the FIFO (first-in, first out) paradox that has plagued millions of people. Instead, it allows me to take stock of what is on my plate, and then bite on what truly will move the needle for me, my team, my life, and my company.

      With a limited appetite (at least for some), would you eat the veggies, fries, mashed potatoes and leave the sizzling steak? No, you wouldn’t (unless you are a vegan and ended up in the wrong restaurant).

      Approach your work with a weighted vengeance – and encourage your team to do the same.

      3. Align Passion and Skills to Purpose

      The heart of human excellence often begins to beat when you discover a pursuit that absorbs you, frees you, challenges you, and gives you a sense of meaning, joy and passion.

      “The most fortunate people on earth are those who have found a calling that’s bigger than they are—that moves them and fills their lives with constant passion, aliveness, and growth.” — Richard Leider

      An ace team-member once told me that while she enjoys working for the company we both used to work at, she really hated anything to do with technology. She was more of a “people” person, and did not want to sit behind a desk sifting through lines of code.

      What struck me was that she was in that role for more than a decade and had just spoken up. The good thing is she spoke up. She expressed her desire and interests. And it allowed her to get into a role of her liking within 30 days.

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      Ask If They like What They’re Doing

      If you, or a team member is frustrated, demotivated, or not performing at their best – one of the questions you should ask is whether they like what they are doing. Then genuinely try to help them get to the role they should be in (whether in the same team/company or not).

      There’s a reason why 53% of Americans (and perhaps more or same across the globe) are unhappy at work. A butcher cannot be an ace salad maker. Pursue your passion – and help pave the way for your team. Unlock your potential and theirs. You will command and lead a supercharged team.

      “Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma – which is living with the results of other people’s thinking. Don’t let the noise of other’s opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.” – Steve Jobs

      The Bottom Line

      Sometimes, passion has to be ignited. It is dormant, clouded by busy-ness, buried by wrong career choices, and plagued by non-supportive eco-systems. Some will climb out of it, but we as society — and in the case of business teams — incumbent upon the manager/CEO/leader to foster, grow, and nurture the employee.

      Teach her the ropes. Show her the path. Advise him as you would yourself. Let them lead, and make mistakes. Do not fear them, rather make them the leader you would want to become.

      For your not-so-great team members, understand that it is not personal, it is just not a good fit. Help them move on to the pastures they would be fit to graze on. Hence, hire slow (and fire fast).

      Your team is a reflection of you. Boosting their confidence and helping them achieve the impossible is motivation. Focus on that, and you will have a productive team that you and your company will be proud of.

      More Resources About Team Management

      Featured photo credit: rawpixel via unsplash.com

      Reference

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