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Productivity Made Simple: The Key to GTD – Your Daily Graph of Activity

Productivity Made Simple: The Key to GTD – Your Daily Graph of Activity

    Sounds serious, doesn’t it? Thankfully, the whole idea turns out to be quite easy to grasp.

    But first…

    At this point you already know what the main elements of productivity are and where to start with GTD. This is all great, but we’re still lacking one important piece of information…

    What the hell to do with all this stuff?!

    And today, we’re going to cover exactly that.

    Understanding the Diagram of Action

    When working with GTD you’re basically doing one of three things at all times:

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    • Take care of defined tasks.
    • Take care of undefined tasks.
    • Plan (define) your tasks.

    These things fall into a loop, and repeat themselves throughout the day, week, month, and so on.

    Planning your tasks will be the topic of the next post in this series, so let’s leave it for now and focus on the first two things.

    • Defined tasks/activities are everything that’s in your Projects List, Next Tasks List, Future/maybe List, and Calendar. You know, all the stuff you’ve planned to do eventually.
    • Undefined tasks/activities are everything that comes at you by surprise, forcing you to take some kind of action. Like when your spouse calls you and yells that your house is on fire. (That’s an extreme example, but I’m only trying to get my point across.)

    Defined and undefined are the only possible types of tasks you might stumble upon on your way through life. Everything is either familiar to you (things you’ve planned for), or new and unexpected (things you didn’t predict would happen).

    So defined tasks we’ve got covered. Whenever you’re in the mood for work you just pick one from your Next Tasks List and execute it. But what to do when undefined tasks happen? Do we simply do them, or what?

    This is where the Daily Graph of Activity comes into play.

    Getting to Know Your Daily Graph of Activity

    First, the graph itself. Don’t get discouraged right from the start because the thing is actually quite easy to grasp — as I’m explaining below.

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    GTD graph

      There’s a thing called things on top of the graph. Things are everything that crosses your path during the day – everything your life hits you with (the undefined tasks). Getting an email is a thing. Coming up with a new idea for something is a thing. Receiving a phone call is a thing. Getting a direct order from your boss is also a thing. In a sentence – everything that requires any kind of reaction on your part is a thing.

      So the things go into your inbox. The inbox doesn’t have to be an actual inbox, like an email inbox or a traditional mailbox in your front yard. This is simply a place where all the incoming things land.

      You can create a folder on your computer’s desktop, for example. Or write everything down on sticky notes and stick them to your computer’s screen. Or have a special container next to your desk. The choice is truly up to you. Whatever makes the most sense to you can be used as an inbox.

      So everything lands there and waits until some further action on your part. What you do is pick something up from the inbox and answer the first question: What is it? Do I have to (or want to) do anything about it?

      If the answer is no then you have four main options you can do next.

      • Trashing the thing. Pretty self-explanatory.
      • Putting it in your Future/Maybe List. If you think you might want to work with this thing in the future.
      • Scheduling it in your Calendar. If you need to take action on it on an exact date and time (remember, your Calendar is sacred).
      • Putting it in your Reference Files. If it’s just some piece of information you want to keep, but it’s not actionable in any way.

      If the answer is yes then a second question arises: Is it the next possible action?

      The undefined things you’re hit with during the day can be constructed very differently. They can be simple one-action activities (like an email saying, “Take out the trash”, or they might as well start massive projects (like, “Start the marketing campaign for Coca-Cola”). So the question above is where you decide if it’s the former or the latter.

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      If it indeed is something that sounds like a new project then you need to put it in your Projects List, and then do some planning around it to come up with a list of possible tasks for it (I’ll cover this more in the next post in the series).

      However, if it is just a simple one-action activity/task then you should consider taking care of it immediately. Hence the third question on the graph: Can I do it in less than 2 minutes?

      Why the 2 minute restriction? Because if you were to take care of every one-action task someone sends you right at the spot you wouldn’t be able to do anything else in a day. GTD simply protects you against a situation when incoming tasks are sabotaging your way of working.

      So, if you can indeed do it in less than 2 minutes then simply do it. An example of such a task is one I gave you a couple of paragraphs above – someone telling you to take out the trash.

      Unfortunately, most undefined tasks cannot be done in less than 2 minutes. That’s just life.

      There are two choices for you in such a case. You can either delegate them, or defer them.

      • Delegating something means to simply send it to someone else. Your assistant, your contractor, or whoever else you have to spare or find the thing to be a suitable task for. Once you send the task to them, simply put it in your “Waiting for” List so you don’t forget to get back to that person and ask about their progress.
      • Deferring something means placing it in one of two possible places: either your Calendar or your Next Tasks List.

      Put it in your Calendar if it absolutely needs to be done on a specific date, otherwise put it in your Next Tasks List so you can get back to it when you decide to work on your defined tasks.

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      That’s all there is to the graph. Following it honestly lets you handle every undefined task very effectively.

      Undefined tasks are the ones that can completely ruin your perfectly planned out day; GTD can help you to prevent such a situation.

      Now what?

      We know what to do with our defined tasks (simply do them when you have some time) and we also know what to do with our undefined tasks (define them as explained above). But there’s one more quick thing I want to share with you today. And that is how to review your work each day/week, and actually be aware of what’s going on.

      Here’s what I personally do.

      1. Each day I start with my Calendar. Because I know that the most important tasks for a given day are right there. Tasks that can’t be overlooked. I advise you to do the same and start your day by checking out your Calendar as well.
      2. When I’m done with the Calendar I take my Next Tasks List, pick one task and start executing it. Then I pick another task, then another and so on.
      3. Additionally, once a week I do a bigger review and have a look at all my lists: Projects List, Future/Maybe List, Waiting for List, and I make sure that my priorities are still the same and that I still want to execute all those things that are there. I also plan my next week and update everything so it’s perfectly in tune with my current goals and matters. This is also the time for creating new projects and deleting old ones — you know, cleaning stuff up.

      And that’s it. This whole methodology comes down to these simple activities:

      1. Take care of your Calendar.
      2. Take care of your Next Tasks List.
      3. Review everything.
      4. Repeat.

      And that is why GTD is so effective in a real-life environment.

      (Photo credit: Decision Making Phrase via Shutterstock)

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      Karol Krol

      Blogger, published author, and founder of a site that's all about delivering online business advice

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      Last Updated on January 6, 2021

      14 Ideas on How to Measure Productivity to Make Progress

      14 Ideas on How to Measure Productivity to Make Progress

      Everyone has heard the term productivity, and people talk about it in terms of how high it is and how to improve it. But fewer know how to measure productivity, or even what exactly we are talking about when using the term “productivity.”

      In its simplest form, the productivity formula looks like this: Output ÷ Input = Productivity.

      For example, you have two salespeople each making 10 calls to customers per week. The first one averages 2 sales per week and the second one averages 3 sales per week. By plugging in the numbers we get the following productivity levels for each sales person.

      For salesperson one, the output is 2 sales and the input is 10 sales: 2 ÷ 10 = .2 or 20% productivity. For salesperson two, the output is 3 sales and the input is 10 sales: 3 ÷ 10 = .3 or 30% productivity.

      Knowing how to measure and interpret productivity is an invaluable asset for any manager or business owner in today’s world. As an example, in the above scenario, salesperson #1 is clearly not doing as well as salesperson #2.

      Knowing this information we can now better determine what course of action to take with salesperson #1.

      Some possible outcomes might be to require more in-house training for that salesperson, or to have them accompany the more productive salesperson to learn a better technique. It might be that salesperson #1 just isn’t suited for sales and would do a better job in a different position.

      How to Measure Productivity With Management Techniques

      Knowing how to measure productivity allows you to fine tune your business by minimizing costs and maximizing profits:

      1. Identify Long and Short-Term Goals

      Having a good understanding of what you (or your company’s) goals are is key to measuring productivity.

      For example, if your company’s goal is to maximize market share, you’ll want to measure your team’s productivity by their ability to acquire new customers, not necessarily on actual sales made.

      2. Break Down Goals Into Smaller Weekly Objectives

      Your long-term goal might be to get 1,000 new customers in a year. That’s going to be 20 new customers per week. If you have 5 people on your team, then each one needs to bring in 4 new customers per week.

      Now that you’ve broken it down, you can track each person’s productivity week-by-week just by plugging in the numbers:

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      Productivity = number of new customers ÷ number of sales calls made

      3. Create a System

      Have you ever noticed that whenever you walk into a McDonald’s, the French fry machine is always to your left? 

      This is because McDonald’s created a system. They have determined that the most efficient way to set up a kitchen is to always have the French fry machine on the left when you walk in.

      You can do the same thing and just adapt it to your business.

      Let’s say that you know that your most productive salespeople are making the most sales between the hours of 3 and 7 pm. If the other salespeople are working from 9 am to 4 pm, you can potentially increase productivity through something as simple as adjusting the workday.

      Knowing how to measure productivity allows you to set up, monitor, and fine tune systems to maximize output.

      4. Evaluate, Evaluate, Evaluate!

      We’ve already touched on using these productivity numbers to evaluate and monitor your employees, but don’t forget to evaluate yourself using these same measurements.

      If you have set up a system to track and measure employees’ performance, but you’re still not meeting goals, it may be time to look at your management style. After all, your management is a big part of the input side of our equation.

      Are you more of a carrot or a stick type of manager? Maybe you can try being more of the opposite type to see if that changes productivity. Are you managing your employees as a group? Perhaps taking a more one-on-one approach would be a better way to utilize each individual’s strengths and weaknesses.

      Just remember that you and your management style contribute directly to your employees’ productivity.

      5. Use a Ratings Scale

      Having clear and concise objectives for individual employees is a crucial part of any attempt to increase workplace productivity. Once you have set the goals or objectives, it’s important that your employees are given regular feedback regarding their progress.

      Using a ratings scale is a good way to provide a standardized visual representation of progress. Using a scale of 1-5 or 1-10 is a good way to give clear and concise feedback on an individual basis.

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      It’s also a good way to track long-term progress and growth in areas that need improvement.

      6. Hire “Mystery Shoppers”

      This is especially helpful in retail operations where customer service is critical. A mystery shopper can give feedback based on what a typical customer is likely to experience.

      You can hire your own shopper, or there are firms that will provide them for you. No matter which route you choose, it’s important that the mystery shoppers have a standardized checklist for their evaluation.

      You can request evaluations for your employees friendliness, how long it took to greet the shopper, employees’ knowledge of the products or services, and just about anything else that’s important to a retail operation.

      7. Offer Feedback Forms

      Using a feedback form is a great way to get direct input from existing customers. There are just a couple of things to keep in mind when using feedback forms.

      First, keep the form short, 2-3 questions max with a space for any additional comments. Asking people to fill out a long form with lots of questions will significantly reduce the amount of information you receive.

      Secondly, be aware that customers are much more likely to submit feedback forms when they are unhappy or have a complaint than when they are satisfied.

      You can offset this tendency by asking everyone to take the survey at the end of their interaction. This will increase compliance and give you a broader range of customer experiences, which will help as you’re learning how to measure productivity.

      8. Track Cost Effectiveness

      This is a great metric to have, especially if your employees have some discretion over their budgets. You can track how much each person spends and how they spend it against their productivity.

      Again, this one is easy to plug into the equation: Productivity = amount of money brought in ÷ amount of money spent.

      Having this information is very useful in forecasting expenses and estimating budgets.

      9. Use Self-Evaluations

      Asking your staff to do self evaluations can be a win-win for everyone. Studies have shown that when employees feel that they are involved and their input is taken seriously, morale improves. And as we all know, high employee morale translates into higher productivity.

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      Using self-evaluations is also a good way to make sure that the employees and employers goals are in alignment.

      10. Monitor Time Management

      This is the number one killer of productivity in the workplace. Time spent browsing the internet, playing games, checking email, and making personal calls all contribute to lower productivity[1].

      Time Management Tips to Improve Productivity

        The trick is to limit these activities without becoming overbearing and affecting morale. Studies have shown that most people will adhere to rules that they feel are fair and applied to everyone equally.

        While ideally, we may think that none of these activities should be done on company time, employees will almost certainly have a different opinion. From a productivity standpoint, it is best to have policies and rules that are seen as fair to both sides as you’re learning how to measure productivity.

        11. Analyze New Customer Acquisition

        We’ve all heard the phrase that “It’s more expensive to get a new customer than it is to keep an existing one.” And while that is very true, in order for your business to keep growing, you will need to continually add new customers.

        Knowing how to measure productivity via new customer acquisition will make sure that your marketing dollars are being spent in the most efficient way possible. This is another metric that’s easy to plug into the formula: Productivity = number of new customers ÷ amount of money spent to acquire those customers.

        For example, if you run any kind of advertising campaign, you can compare results and base your future spending accordingly.

        Let’s say that your total advertising budget is $3,000. You put $2,000 into television ads, $700 into radio ads, and $300 into print ads. When you track the results, you find that your television ad produced 50 new customers, your radio ad produced 15 new customers, and your print ad produced 9 new customers.

        Let’s plug those numbers into our equation. Television produced 50 new customers at a cost of $2,000 (50 ÷ 2000 = .025, or a productivity rate of 2.5%). The radio ads produced 15 new customers and cost $700 (15 ÷ 700 = .022, or a 2.2% productivity rate). Print ads brought in 9 new customers and cost $300 (9 ÷ 300 = .03, or a 3% return on productivity).

        From this analysis, it is clear that you would be getting the biggest bang for your advertising dollar using print ads.

        12. Utilize Peer Feedback

        This is especially useful when people who work in teams or groups. While self-assessments can be very useful, the average person is notoriously bad at assessing their own abilities.

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        Just ask a room full of people how many consider themselves to be an above average driver and you’ll see 70% of the hands go up[2]! Now we clearly know that in reality about 25% of drivers are below average, 25% are above average, and 50% are average.

        Are all these people lying? No, they just don’t have an accurate assessment of their own abilities.

        It’s the same in the workplace. Using peer feedback will often provide a more accurate assessment of a person’s ability than a self-assessment would.

        13. Encourage Innovation and Don’t Penalize Failure

        When it comes to productivity, encouraging employee input and adopting their ideas can be a great way to boost productivity. Just make sure that any changes you adopt translate into higher productivity.

        Let’s say that someone comes to you requesting an entertainment budget so that they can take potential customers golfing or out to dinner. By utilizing simple productivity metrics, you can easily produce a cost benefit analysis and either expand the program to the rest of the sales team, or terminate it completely.

        Either way, you have gained valuable knowledge and boosted morale by including employees in the decision-making process.

        14. Use an External Evaluator

        Using an external evaluator is the pinnacle of objective evaluations. Firms that provide professional evaluations use highly trained personnel that even specialize in specific industries.

        They will design a complete analysis of your business’ productivity level. In their final report, they will offer suggestions and recommendations on how to improve productivity.

        While the benefits of a professional evaluation are many, their costs make them prohibitive for most businesses.

        Final Thoughts

        These are just a few of the things you can do when learning how to measure productivity. Some may work for your particular situation, and some may not.

        The most important thing to remember when deciding how to track productivity is to choose a method consistent with your goals. Once you’ve decided on that, it’s just a matter of continuously monitoring your progress, making minor adjustments, and analyzing the results of those adjustments.

        The business world is changing fast, and having the right tools to track and monitor your productivity can give you the edge over your competition.

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        Featured photo credit: William Iven via unsplash.com

        Reference

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