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Last Updated on July 25, 2018

Why Getting Things Done is the Best Productivity System For You

Why Getting Things Done is the Best Productivity System For You

David Allen’s Getting Things Done book has been around for over ten years now and has totally changed the way that many knowledge workers work and play.

The system has helped me and my team here at Lifehack get their most important work done on a daily, monthly, weekly, and “lifely” basis.

But, what if (this is a big what if) there was something better out there than GTD for increasing your productivity while decreasing your life’s overwhelm? What if there is something better and fits the way that the knowledge worker’s lifestyle works?

Well, you can stop worrying and looking. I’m here to tell you that the GTD is the best productivity system because it can be adapted to fit your lifestyle, has the over-arching models that you can use for a lifetime, and contains two secrets weapons of personal productivity.

1. It’s difficult to grok at first but will become your second nature.

One of the main reasons that people give up on GTD, especially at first, is that there seems to be a lot to it.

“You mean I have to go out and buy a labeler, filing cabinet, sticky notes, some list making apps, and better pens?” No, not unless you want to.

Mr. Allen’s book suggests getting some gear to get things started but you don’t have to do it, you can start GTDing with a crappy notebook and pen.

Another thing GTD suggests is taking a full two days to collect and process everything in your personal and professional life. I remember reading that and think, “how in the hell is that even possible? I’ve got too much stuff to do and I want to get it done now!”

While giving yourself two full days to clean out and clean up your life would be awesome, you can get started by collecting and processing as you go.

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The idea of next actions and projects can be foreign (although welcomed!) to someone that has used daily todo lists to accomplish things in the past. Some people get stuck and confused with having so many lists and things on those lists.

Mostly this is due to lack of completing proper weekly reviews. Once one settles in with GTD, collects and organizes things into the right lists, and then reviews it consistently the confusion will go away.

GTD takes time and practice to understand and use. But after some time, it becomes second nature to the practitioner. This is only with the help from the models that Mr. Allen has created.

2. It’s an all-in-one creative model with all the essential concepts.

Some people think that Mr. Allen “created” the ideas behind GTD. That’s not really true.

What we can give him his credit for is identifying the things that busy professionals and humans do to get more done with the least amount of effort and stress. He then put these principals together and created a model for productivity.

Rather than doing what many productivity gurus did before him, Mr. Allen decided that approaching your work from a bottom up approach was the fastest way to make yourself more productive as quickly as possible.

After “clearing your decks” with your next actions and identifying your projects, it was then easier to recognize your larger life goals and what your life meant. Then you modify your projects to meet those goals.

Mr. Allen gave us the Five Phases of Workflow (Collect, Process, Organize, Review, and Do), The Natural Planning Model for creating and moving forward on projects, The 2-minute rule, and many other things that we can utilize to Get Things Done.

These ideas were always there; Mr. Allen was smart and creative enough to put them all together in a nice package. The models of GTD help make it the best productivity system because one can always go back to the “basics” of the system to get back to a state of flow in their work and life.

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3. The alternatives to GTD always have something missing.

There are some alternatives out there to GTD like Master Your Workday Now (also the One Minute Todo List), GSD, Getting Results the Agile Way, ZTD, and many others.

The thing is that almost all of these either take things from Mr. Allen’s model, or don’t encompass the bigger picture of work and life allowing many important things to fall through the cracks.

I’ve tried most of these other alternatives (albeit not for terribly long periods of time) and I always felt like something was missing. It was the complete system that GTD offers me that these alternatives didn’t cover.

For instance, Getting Results the Agile Way is very interesting, but if you look into it more you will see that it is heavily based on GTD core principles. Agile Results then adds a top layer of making sure that you are geting results during your week, which really is a modified weekly review that Mr. Allen suggests in GTD.

So, it appears that the alternatives to GTD are just modified versions of Mr. Allen’s system, not completely different ideas on how to handle your work.

Yes, they may work for some others but we have to see that without GTD most of these systems wouldn’t exist in their current form making GTD a sort of pillar of productivity systems.

4. It spans personal and professional works.

GTD doesn’t care whether your work is professional or personal. It is all work in the eyes of your system.

Of course, you can segregate work tasks to home tasks and projects, but you don’t have to if you don’t want to.

It all takes the same amount of “physical RAM” in your brain so it all can be treated as work, everything from “create the TPS reports” to “buy dog treats for the puppies”. It’s all considered work by GTD standards.

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5. It gets you to start taking actions.

I told you there were two secrets that make GTD the best productivity system around, remember? Those secrets are the act of capturing and the idea of the next action.

One of the biggest problems that GTD tries to solve is the idea of workers having too many “open loops” in their lives. Open loops are basically all of the things that we have committed ourselves to do but haven’t kept track of them in some way (other than in our fallible brains).

Stress is induced when we have too many open loops at once and don’t have them captured into a system that we can trust they are in. Our minds start racing and it’s all down hill from there.

Capturing is the key to keeping yourself sane.

Enter, capture. Capturing allows the GTD practitioner to close the open loops in their life by writing them down and keeping them out of their mind. This is how one starts to get to the aspect of “mind like water” and starts to relieve the stress of all of the things they have kept in their mind for so long.

Identifying the next action of any project is another secret of GTD.

Seeing what the absolute next physical action is allows us to take the first step in completing a project of any size. The issue with many projects that are stalled or not yet completed is that they haven’t been thought through and the next physical action to get the project moving hasn’t been identified.

When I started to identify the next physical action I was surprised to see how quickly I could get a “stuck” project moving, no matter how little the next action really was. Things like, “call Bob to get the name of number of his accountant” is enough to spark a large project like “Form your LLC”.

Capturing and next actions are the secrets to why GTD is the best productivity system.

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Conclusion

If you take in most aspects of GTD, you will feel a sense of relief regarding your work and life that you haven’t felt before.

GTD is the best productivity system because it spans such a wide range of use-cases and is simple and complex enough to support a personal system as well as can be used for some of your biggest projects at work.

GTD’s bottom-up approach to productivity helps you get the pressing things done in your life so you can have the energy to answer the question “what’s my life purpose?” It helps you review your progress weekly and allows you to plan effectively for the future.

And with GTD’s capture and next action ideas, you can use it to instantly close open loops and move dead projects forward.

Even though the GTD has been around for a while now it still proves itself to be the best productivity system we as knowledge workers have access to.

If you want to get to know more about the GTD system, don’t miss our exclusive interview with David Allen:

GTD Leaders: A Lifehack Exclusive Interview with David Allen and Mike Williams

Featured photo credit: Unsplash via unsplash.com

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.

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Last Updated on March 15, 2019

How to Be a Leader Who Is Inspiring and Influential

How to Be a Leader Who Is Inspiring and Influential

When I began managing people 15 years ago, I thought having a fancy title was synonymous with influence. Over time, I learned that power is conferred based on likeability, authenticity, courage, relationships and consistent behavior. When leaders cultivate these attributes, they earn power, which really means influence.

Understanding influence is essential to professional growth, and companies rise and fall based on the quality of their leadership.

In this article, we will look into the essentials of effective leadership and how to be a leader who is inspiring and influential.

What Makes a Leader Fail?

A host of factors influence a leader’s ability to succeed. To the extent that leaders fail to outline a compelling vision and strategy, they risk losing the trust and confidence of their teams. Employees want to know where a company is going and the strategy for how they will get there. Having this information enables employees to feel safe, and it allows them to see mistakes as part of the learning journey versus as fatal occurrences.

If employees and customers do not believe a company’s leadership is authentic and inspiring, they may disengage, or they may be less inclined to offer constructive criticism that can help a company innovate or help a leader improve.

And it is not just the leadership at the top that matters. Middle managers play a distinct role in guiding teams. Depending on the company’s size, employees may have more access to mid-level managers than they do members of the C-suite, meaning their supervisors and managers have greater influence on the employee and the customer experience.

What Is Effective Leadership?

Effective leadership is inspiring, and it is influential. Cultivating inspiring and influential leaders requires building relationships across the company.

Leaders must be connected to both the teams they lead as well as to their own colleagues and managers. This is key as titles do not make a person a leader, nor do they automatically confer influence. These are earned through trusting relationships. This explains why some leaders can get more out of their teams than others and why some leaders experience soaring profits and engagement while others sizzle out.

Eric Garton said in an April 25, 2017, Harvard Business Review article:[1]

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“… inspiring leaders are those who use their unique combination of strengths to motivate individuals and teams to take on bold missions – and hold them accountable for results. And they unlock higher performance through empowerment, not command and control.”

How to Be an Inspiring and Influential Leader

To be an inspiring and influential leader requires:

1. Courage

The late poet Maya Angelou once said,

“Courage is the most important of all the virtues, because without courage you can’t practice any other virtue consistently. You can practice any virtue erratically, but nothing consistently without courage.”

Courage is required in the workplace when implementing new strategies, especially when they go against professional norms.

For instance, I heard Lisa TerKeurst, bestselling author and founder of Proverbs 31 Ministries, explain her decision to move away from her company’s magazine. While the organization had long had a magazine, she saw a future where it didn’t exist.

In order to make the switch, she risked angering her team members and customers. She took a chance, and what started out as a monthly newsletter, has grown into a multi-dimensional organization boasting half a million followers. Had Lisa not found the courage to change the direction of her organization, they undoubtedly would not have been able to experience such exponential growth.

It also takes courage to give and receive feedback. When leaders see employees who are not living into the company’s mission or who are engaging in behavior that may undermine their long-term success, one must risk temporary angst and speak candidly with the colleague in question.

Similarly, it takes courage to hear constructive criticism and try to change. In business, as in life, courage is necessary for being an inspiring and influential leader.

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2. A Commitment to Face Your Internal Demons.

If you feel great about yourself, enter a leadership position. You are likely to be triggered in ways you didn’t think possible. You are also likely to receive feedback that may leave you second-guessing yourself and your leadership skills.

The truth about leading others is that you get to a point where you realize that it is difficult to take people to places where you yourself haven’t gone.

To be an influential and inspiring leader, you have to face your own demons and vow to continually improve. Influential leaders take their personal evolution serious, and they invest in coaching, therapy and mindfulness to ensure that their personal struggles do not overshadow their professional development.

3. A Willingness to Accept Feedback

Inspiring and influential leaders are not afraid to accept feedback. In fact, they actively solicit it. They understand that everyone in their life has a lesson to teach them, and they are willing to accept it.

Inspirational leaders understand that feedback is neither good nor bad but rather an offering that is critical to growth. Even when it hurts or is an affront to the ego, influential leaders understand that feedback is critical to their ability to lead.

4. Likability

Some people will argue that leaders need not worry about being liked but should instead focus on being respected. I disagree. Both are important.

When team members like their boss and believe their boss likes them, they are more likely to go the extra mile to fulfill departmental or organizational goals. Likable leaders are moved to the front of the line when it comes to being influential.

Relatedly, when colleagues feel management dislikes them, they experience internal stress and can spend unnecessary time focusing on the source of their manager’s discontent versus the work they have been hired to do.

So, likability is important for both the leader and the people she leads.

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5. Vulnerability

Vulnerability is critical for being an inspiring leader. People want the truth. They admire leaders who can occasionally demonstrate vulnerability. It promotes deeper relationships and inspires trust.

When leaders can showcase vulnerability appropriately, they destroy the illusion that one must be perfect to be a leader. They also demonstrate that vulnerability is not a dirty word; they too can be vulnerable and ask for a helping hand when necessary.

6. Authenticity

Authenticity is about living up to one’s stated values in public and behind closed doors.

Influential leaders are authentic. They set to live out their values and use those values to guide their decisions. The interesting thing about leadership is that people are not looking for perfect leaders. They are, in part, looking for leaders who are authentic.

7. A True Understanding of Inspiration

Effective leaders are inspirational. They understand the power of words and deeds and use both strategically.

Inspiring leaders appropriately use stories and narratives to enable the teams around them to see common situations in an entirely new light.

Inspirational leaders also showcase grit and triumph while convincing the people around them that success and victory are attainable.

Finally, inspiring leaders encourage the teams they lead to tap into their own genius. They convince others that genius is not reserved for a select few but that most people have it in them.

As explained in the article True Leadership: What Separates a Leader from a Boss:

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“A leader creates visions and motivates team members to work together towards the same goal.”

8. An Ability to See the Humanity in Others

Inspiring and influential leaders see the humanity in others. Rather than treating their teams as mere tools to accomplish organizational goals, they believe the people around them are unique beings with inherent value.

This means knowing when to pause to address personal challenges and dispelling with the myth that the personal is separate from the professional.

9. A Passion for Continual Learning

Inspiring and influential leaders are committed to continual learning. They invest in their own development and take responsibility for their professional growth.

These leaders understand that like a college campus, the workplace is a laboratory for learning. They believe that they can learn from multiple generations in the workplace as well as from people from diverse racial and ethnic backgrounds.

Influential leaders proactively seek out opportunities for learning.

The Bottom Line

No one said leadership was easy, but it is also a joy. Influencing others to action and positively impacting the lives of others is a reward unto itself.

Since leadership abounds, there is an abundance of resources to help you grow into the type of leader who inspires and influences others.

More Resources About Effective Leadership

Featured photo credit: Markus Spiske via unsplash.com

Reference

[1] Harvard Business Review: How to Be an Inspiring Leader

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