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Productivity System Overview: “Getting Results the Agile Way”

Productivity System Overview: “Getting Results the Agile Way”

    If you have read anything that I have written on Lifehack.org, you probably already know that I am a complete Getting Things Done junky. But, like any good lover of productivity pr0n, I tend to look online for the “next best thing” when it comes to productivity systems and implementations.

    Recently I listened to Scott Hanselman’s software development podcast, Hanselminutes, on his own personal productivity system. This guy is a telecommuting, programming animal, so I was intrigued to see what he had to say.

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    Besides the normal use of GTD, Steven Covey’s 7 Habits, and the infamous Pomodoro Technique, Mr. Hanselman mentioned a book by another programmer, J.D. Meier, called Getting Results the Agile Way. This system takes some cues from the Agile software development methodology (more here at Wikipedia) and is a system based on producing results rather than activities, having boundaries and set tasks and goals you want to accomplish, and making time your best friend.

    This system seems pretty interesting and effective once you read into it. Let’s take a look at the key points of the Agile Way productivity system.

    What’s so different about this system?

    If you are a GTDer you may sometimes feel that you are bogged down in the minutiae of everyday task management, blindly checking off tasks as you finish them. If you are a 7 Habits kind of person then you may get caught up in the question, “What’s my life purpose?”.

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    The Agile Way offers a slightly different approach . It concentrates on the outcomes of your actions rather than the activities of checking things off your list. This approach has more of a directive off the bat, whereas GTD says that you need to clear the runway level before you get to defining what you want to do with your life.

    The Agile way also is all about reflection and making sure that you are producing some sort of results in your days, weeks, months, and years. The system takes the idea that projects and tasks are always changing, and because of that it is important to make sure that your plans of action are still valid and still producing results.

    Something else that Meier’s stresses is the power of “3”, and the first he lays out is the idea of using your Time, Energy, and Technique to continuously produce results. He says that if you manage your energy effectively by living with passion regarding your work, you can use your time, energy and passion, to produce better and more quality results.

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    The system explained

    You are probably thinking, “OK, enough with the na-na-nu-nu, energy equals results stuff. How do I use this system?”

    Meier’s has a really great “getting started” guide on the book’s site. Basically the system revolves around the power of “3”. Here are the basic steps:

    • Define 3 outcomes for your day
    • Define 3 outcomes for your week
    • Define 3 outcomes for your month
    • and define 3 outcomes for your year

    Basically, you want to identify the 3 things you want to accomplish for your day, week, month, and year and then at the end of each respective period review your results, find where you can grow and improve your technique, and plan again.

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      The Monday Vision, Daily Outcomes, and Friday Reflection pattern is a simple habit for daily and weekly results. source: http://gettingresults.com/wiki/Getting_Started_with_Agile_Results

      Another nice idea is the “Weekly Results” paradigm where you first identify your “Monday Vision”, review your “Daily Outcomes, and then follow up the week with your “Friday Reflection”. This reminds me of the GTD weekly review, but allows you to be even more active with reviewing your actions and results.

      There are a ton of extra subtleties to the system, like creating time boundaries for certain portions of your life (Meier calls them “hotspots”) like, work, family, fun, creativity, spirituality, etc. By setting minimum and maximum times for these areas of your life, you are creating some sort work/life balance.

      First impressions

      Overall, I am extremely impressed with Meier’s system. So, impressed that I couldn’t believe that I haven’t heard of it before. What I like about it most is that it gives you some sort of direction for your days, weeks, months, and years. GTD is awesome at helping you identify and organize what needs to get done, but sometimes falls short in the actual “doing” part of the process. I could totally see a hybrid approach with GTD and the Agile Way to take stock of your current workload and then define what needs done during your weeks.

      Another nice thing about the Agile Way is that it is instantly implementable. You can sit down with a pen and paper (or a spreadsheet, Evernote, OneNote, text file, etc. for you geeky types) and start to define your day and week. This allows you to start concentrating immediately and isn’t filled with the initial overhead of GTD.

      So, I highly suggest that you take a look at Getting Results the Agile Way. You can pick up the dead tree edition at Amazon or read the entire book at the book’s site.

      More by this author

      CM Smith

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

      How to Beat Procrastination: 29 Simple Tweaks to Make Design Is Important: How To Fail At Blogging 7 Tools to Help Keep Track of Goals and Habits Effectively 6 Unexpected Ways Journaling Every Day Will Make Your Life Better Why Getting Things Done is the Best Productivity System For You To Automate or not to Automate Your Personal Productivity System

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      Last Updated on September 30, 2019

      How To Write Effective Meeting Minutes (with Examples)

      How To Write Effective Meeting Minutes (with Examples)

      Minutes are a written record of a board, company, or organizational meeting. Meeting minutes are considered a legal document, so when writing them, strive for clarity and consistency of tone.

      Because minutes are a permanent record of the meeting, be sure to proofread them well before sending. It is a good idea to run them by a supervisor or seasoned attendee to make sure statements and information are accurately captured.

      The best meeting minutes takers are careful listeners, quick typists, and are adequately familiar with the meeting topics and attendees. The note taker must have a firm enough grasp of the subject matter to be able to separate the important points from the noise in what can be long, drawn-out discussions. And, importantly, the note taker should not simultaneously lead and take notes. (If you’re ever asked to do so, decline.)

      Following, are some step-by-step hints to effectively write meeting minutes:

      1. Develop an Agenda

      Work with the Chairperson or Board President to develop a detailed agenda.

      Meetings occur for a reason, and the issues to be addressed and decided upon need to be listed to alert attendees. Work with the convener to draft an agenda that assigns times to each topic to keep the meeting moving and to make sure the group has enough time to consider all items.

      The agenda will serve as your outline for the meeting minutes. Keep the minutes’ headings consistent with the agenda topics for continuity.

      2. Follow a Template from Former Minutes Taken

      If you are new to a Board or organization, and are writing minutes for the first time, ask to see the past meeting minutes so that you can maintain the same format.

      Generally, the organization name or the name of the group that is meeting goes at the top: “Meeting of the Board of Directors of XYZ,” with the date on the next line. After the date, include both the time the meeting came to order and the time the meeting ended.

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      Most groups who meet do so regularly, with set agenda items at each meeting. Some groups include a Next Steps heading at the end of the minutes that lists projects to follow up on and assigns responsibility.

      A template from a former meeting will also help determine whether or not the group records if a quorum was met, and other items specific to the organization’s meeting minutes.

      3. Record Attendance

      On most boards, the Board Secretary is the person responsible for taking the meeting minutes. In organizational meetings, the minutes taker may be a project coordinator or assistant to a manager or CEO. She or he should arrive a few minutes before the meeting begins and pass around an attendance sheet with all members’ names and contact information.

      Meeting attendees will need to check off their names and make edits to any changes in their information. This will help as both a back-up document of attendees and ensure that information goes out to the most up-to-date email addresses.

      All attendees’ names should be listed directly below the meeting name and date, under a subheading that says “Present.” List first and last names of all attendees, along with title or affiliation, separated by a comma or semi-colon.

      If a member of the Board could not attend the meeting, cite his or her name after the phrase: “Copied To:” There may be other designations in the participants’ list. For example, if several of the meeting attendees are members of the staff while everyone else is a volunteer, you may want to write (Staff) after each staff member.

      As a general rule, attendees are listed alphabetically by their last names. However, in some organizations, it’s a best practice to list the leadership of the Board first. In that case, the President or Co-Presidents would be listed first, followed by the Vice President, followed by the Secretary, and then by the Treasurer. Then all other names of attendees would be alphabetized by last name.

      It is also common practice to note if a participant joined the meeting via conference call. This can be indicated by writing: “By Phone” and listing the participants who called in.

      4. Naming Convention

      Generally, the first time someone speaks in the meeting will include his or her name and often the title.

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      For example, “President of the XYZ Board, Roger McGowan, called the meeting to order.” The next time Roger McGowan speaks, though, you can simply refer to him as “Roger.” If there are two Rogers in the meeting, use an initial for their last names to separate the two. “Roger M. called for a vote. Roger T. abstained.”

      5. What, and What Not, to Include

      Depending on the nature of the meeting, it could last from one to several hours. The attendees will be asked to review and then approve the meeting minutes. Therefore, you don’t want the minutes to extend into a lengthy document.

      Capturing everything that people say verbatim is not only unnecessary, but annoying to reviewers.

      For each agenda item, you ultimately want to summarize only the relevant points of the discussion along with any decisions made. After the meeting, cull through your notes, making sure to edit out any circular or repetitive arguments and only leave in the relevant points made.

      6. Maintain a Neutral Tone

      Minutes are a legal document. They are used to establish an organization’s historical record of activity. It is essential to maintain an even, professional tone. Never put inflammatory language in the minutes, even if the language of the meeting becomes heated.

      You want to record the gist of the discussion objectively, which means mentioning the key points covered without assigning blame. For example, “The staff addressed board members’ questions regarding the vendor’s professionalism.”

      Picture a lawyer ten years down the road reading the minutes to find evidence of potential wrongdoing. You wouldn’t want an embellishment in the form of a colorful adverb or a quip to cloud any account of what took place. Here’s a list of neutral sounding words to get started with.

      7. Record Votes

      The primary purpose of minutes is to record any votes a board or organization takes. Solid record-keeping requires mentioning which participant makes a motion — and what the motion states verbatim — and which participant seconds the motion.

      For example, “Vice President Cindy Jacobsen made a motion to dedicate 50 percent, or $50,000, of the proceeds from the ZZZ Foundation gift to the CCC scholarship fund. President Roger McGowan seconded the motion.”

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      This vote tabulation should be expressed in neutral language as well. “The Board voted unanimously to amend the charter in the following way,” or “The decision to provide $1,000 to the tree-planting effort passed 4 to 1, with Board President McGowan opposing.”

      Most Boards try to get a vote passed unanimously. Sometimes in order to help the Board attain a more cohesive outcome, a Board member may abstain from voting. “The motion passed 17 to 1 with one absension.”

      8. Pare down Notes Post-Meeting

      Following the meeting, read through your notes while all the discussions remain fresh in your mind, and make any needed revisions. Then, pare the meeting minutes down to their essentials, providing a brief account of the discussion that summarizes arguments made for and against a decision.

      People often speak colloquially or in idioms, as in: “This isn’t even in the ballpark” or “You’re beginning to sound like a broken record.” While you may be tempted to keep the exact language in the minutes to add color, resist.

      Additionally, if any presentations are part of the meeting, do not include information from the Powerpoint in the minutes. However, you will want to record the key points from the post-presentation discussion.

      9. Proofread with Care

      Make sure that you spelled all names correctly, inserted the correct date of the meeting, and that your minutes read clearly.

      Spell out acronyms the first time they’re used. Remember that the notes may be reviewed by others for whom the acronyms are unfamiliar. Stay consistent in headings, punctuation, and formatting. The minutes should be polished and professional.

      10. Distribute Broadly

      Once approved, email minutes to the full board — not just the attendees — for review. Your minutes will help keep those who were absent apprised of important actions and decisions.

      At the start of the next meeting, call for the approval of the minutes. Note any revisions. Try to work out the agreed-upon changes in the meeting, so that you don’t spend a huge amount of time on revisions.

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      Ask for a motion to approve the minutes with the agreed-upon changes. Once an attendee offers a motion, ask for another person in the meeting to “second” the motion. They say, “All approved.” Always ask if there is anyone who does not approve. Assuming not, then say: “The minutes from our last meeting are approved once the agreed-upon changes have been made.”

      11. File Meticulously

      Since minutes are a legal document, take care when filing them. Make sure the file name of the document is consistent with the file names of previously filed minutes.

      Occasionally, members of the organization may want to review past minutes. Know where the minutes are filed!

      One Caveat

      In this day and age of high technology, you may ask yourself: Wouldn’t it be simpler to record the meeting? This depends on the protocols of the organization, but probably not.

      Be sure to ask what the rules are at the organization where you are taking minutes. Remember that the minutes are a record of what was done at the meeting, not what was said at the meeting.

      The minutes reflect decisions not discussions. In spite of their name, “minutes,” the minutes are not a minute-by-minute transcript.

      Bottom Line

      Becoming an expert minutes-taker requires a keen ear, a willingness to learn, and some practice, but by following these tips you will soon become proficient.

      Featured photo credit: Unsplash via unsplash.com

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