Get Everything Done

What do you do when the inevitable happens and all your systems for time management collapse?

Typically this happens when you get an unexpectedly high work load, or you go away for a period and fail to get going again on return. Or perhaps your computer crashes and it takes three days to fix - and everything else gets thrown out of the window. Or perhaps you’ve just goofed off for a day or two and are now experiencing the knock-on effects.

Under all this pressure, you tell yourself that you’ve got too much of a crisis to be systematic. In fact you may well tell yourself “I can’t get the system going again now - I’ll wait until things settle down a bit”.

This is of course exactly the wrong approach. When things are really tough is the precisely the time that you most need to be systematic. When you find yourself in a crisis, you need to tighten up on the system not let go of it. Because it will be the system that enables you to get through the crisis in good shape. 

Remember: When the going is difficult is when you need your system the most. 

It can however be very hard to get the system going again because often people don’t know where to start.

With the Do It Tomorrow system it’s easy - provided that you focus on the right place. And that is to get your Will Do list ready for the following day, or if possible even for the current day.

Everything else can be dealt with by making a Backlog of it. Make the Backlog the first item on the Will Do list and you are on top of your work again.

So, to sum up, when things get out of hand don’t try to struggle on and catch up. Declare a backlog, and focus on getting your Will Do list going again.

Related articles:

Getting Going Again 

Backlog of Backlogs 

One of the techniques recommended in my book How To Make Your Dreams Come True is dialoguing. This is a very useful technique for accessing your own unconscious mind, and can sometimes provide remarkable insights. I want to show my readers how this technique works, so how are we going to do this?

The best way is by demonstration, so let’s show how we can cover this subject as a dialogue between two voices.

So who do these two voices represent?

In this case, they are simply you talking to yourself. In the book, you recommend having a dialogue with your “future self” - that is to say yourself after you have achieved your current major goals and vision.

The idea is that one voice is looking at the goal from the present, and the other is looking back from the perspective of having achieved it?

Yes, you’ve got it. It’s a powerful technique because research has shown that you get more creative answers from the perspective of “I’ve achieved the goal, and here’s how I did it.”

Rather than “I’ve got this goal to achieve. How on earth do I do it?”

That’s right! But that’s not the only way to use dialoguing. You can for example make one voice yourself, and the other an imaginary coach. That can be very powerful. And a lot cheaper than a real coach!

Or you can write an imaginary dialogue with someone you are having problems with - a difficult boss or customer or perhaps a member of your family. It’s amazing what you can learn from having to take the other persons point of view.

Isn’t there a danger that the dialogue will go something like this? “I have behaved perfectly and all the problems have been caused by you alone” - “You’re right, I can see it now, I most humbly apologize and beg your forgiveness.”

Funnily enough that’s very rare. The “other person” usually puts up a spirited defence! This can make you realise in no uncertain terms where the real other person is coming from. That of course will then make it much easier to have dealings with them in real life.

What about dialoguing with a “higher power”, like in Conversations with God?

Personally I think there’s a danger, because it’s supposed to be God you are speaking to, that you come to believe that the answers are infallible. You always need to keep the perspective that it’s an imaginary conversation and both parts are being written by you. Otherwise you will just end up confirming your own ideas, rather than challenging them.

What you are saying then is that dialoguing is a very useful tool, but that as with any other tool you need to be aware of its limitations.

Exactly that. 

Related article:

Journalling Revisited

One of the problems with any time management system is that there is a tendency for the list of actions to expand until it becomes too large to be handled. This is because many of the tasks that you engage in result in your thinking of several others. For example, you might have a task for today “Investigate Program X”. That is naturally going to result in several further actions. Or you carry out the “next action” for some project, and that naturally leads you on to a further action with the same project. Although many tasks are one-offs without further action needed, they are outweighed by the tasks that lead on to further action or actions. This is just as true of the Task Diary in Do It Tomorrow as it is of any to do list.

You may also have random thoughts and ideas during the day which don’t arise out of other tasks. The best thing to do with these is to put them in the Task Diary to “think about”.

The result of all this is that the daily list of tasks in theTask Diary expands until it is no longer possible to get through it. When this happens some people try to deal with the problem by spreading the some of the tasks over the next few days. This is not a good idea as all it achieves is to disguise the fact that you now have more tasks than you can handle.

Although the “long stop” in DIT is the auditing procedure, it is much better to keep your Task Diary pruned so that you rarely or never need to go through this procedure.

A simple principle can achieve this:

Just because you have written something in the Task Diary doesn’t mean you have to do it.

It is a very good idea when you draw the line to close tomorrow’s list to go through the items and ruthlessly weed them of all items which are not 100 per cent necessary to your chosen focus. Everything that will disperse your focus or lead you off into sidetracks must go.

Doing this before you start on the list rather than after you are failing to get through it will strengthen your sense of achievement and focus rather than induce a sense of failure.

So to sum up:

By all means add everything you think of during the day to your Task Diary for tomorrow, but weed it thoroughly before you commit to actually doing it.

Related Discussions:

Task Diary

Task Diary and Spreading Out Tasks over the Week

Tasks That Do Not Need to Be Done This Week But Later…?

Related Article:

The Key to Keeping Your Work Focused

Judging by the questions that readers ask in the Comments and Discussion Forum, people have a lot of difficulty grasping one of the major advantages of Do It Tomorrow.

This is that it provides a powerful way to check that your work is in focus.

The way it does this is by insisting that you have to be able to process one day’s incoming work per day on average. This is such an important point that I resist strongly all suggestions from users of the system that they should try to schedule some of their current work for dates further away than tomorrow. The reason I resist this is because all it achieves is to disguise the fact that they are not able to keep up with their work as it falls due. They will then be allowing their focus to disperse and the quality of their work will suffer - and so probably will their sense of well-being and control.

Remember that DIT allows a 4 to 5 day rhythm to your work. So if you get behind on your Will Do list for a couple of days, you can catch up within the next couple of days. This is perfectly ok, because the amount of time available on any one day is rarely going to balance exactly the amount of work to be done that day. But it must balance out over a fairly short period.

This is often a problem for people who have multiple projects to juggle. And it is in precisely this sort of situation that it is most easy to lose track of one’s focus. So with regard to major projects here are some principles which DIT offers:

1. Projects without deadlines are best handled one at a time. This is generally speaking the quickest way to get them on-line and earning you money (or preventing you from losing it!).

2. Projects with deadlines should be commenced at the beginning of the time available, not at the end of the time available. This allows you to take advantage of the “little and often” principle and prevents the project being disrupted by unforeseen circumstances.

3. You should aim to be up-to-date with all actions on all active projects. This means that all “next actions” relating to active projects should be in your Task Diary for tomorrow. That represent the real amount of current work which you have. As I’ve said above, any attempts to schedule some of this for further away than tomorrow will simply disguise how much work you have, and lose the benefits of DIT focus.

Related articles:

Dealing with Projects That Don’t Have a Deadline

Auditing Your Time Management

In my recent article Auditing Your Time Management I said that I would write about each of the three parts of the audit procedure in turn. The three parts are:

1) Have you got too much work?

2) Are you working efficiently?

3) Have you left enough time to do the work?

So now let us look at the first of these. If you are carrying out an audit of your time management, then the question should be posed in the 1st person “Have I got too much work?”

As I have often remarked, being on top of your work leads to a hugh boost  in your energy. You can’t be on top of your work if you have too much of it. So the net result is that not only do you end up overburdened, but you also lose the energy to handle it all.

In spite of the benefits of focus and energy in keeping on top of your work, many people have a great deal of resistance to admitting that they have too much work. One of the causes may be that they see it as the equivalent of admitting that they are incompetent. But also I’m convinced that the amount of work that someone does is important to their self-image. Only if they realise that they will have a far healthier source of self-image by having the success (however they define success) that energy and focus will bring them, will they start to let go of some of the work.

The fact is that humans take on work and commitments like bushes grow in my back garden. Each now and then, I have to go and prune them back.

So how do we go about auditing our work?

The most important principle is that you don’t audit tasks, you audit the projects and commitments from which those task have come.

The easiest way to do this is to enter all the tasks you are behind with into an outliner or mindmapper. If you have failed to complete the tasks in your Task Diary for four or more days (which is the signal for carrying out an audit), then your are probably going to have quite a number. Now group them together under projects, so that you end up with a hierarchy of commitments.

The next stage is to look at the projects. Your aim is to cut the number of projects you have committed yourself to so that you have time to do all of them as well as they deserve. In order to do this you need to identify exactly what your real work is. If you are self-employed this will be the work that impacts the bottom line. If you are an employee it’s the reason why your employer thinks it worthwhile paying your salary.

Of course this audit can apply just as much to your private life as to your work life. What are the projects and commitments which are going to take forward your life goal and vision?

Also bear in mind that one and the same rule applies in life and business: it’s better to concentrate as far as possible on one thing at a time. You may have loads of ideas for your business, but it’s better to focus on one of them until it’s up and running successfully, rather than disperse your focus by trying to implement too many ideas at once.

Don’t be afraid to cut your commitments ruthlessly. The harder you prune a bush, the more vigorously it will grow.

And remember - there is no point at all in going through the audit procedure if you don’t do something about the results!

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If we look at projects from the point of view of deadlines, we can identify three types:

1. Projects that have deadlines. These are the normal projects that we deal with day-by-day. We need to get them finished by a certain time, either because we have been given a deadline, or because the task needs to be completed to fit into a wider picture, or because there are certain expectations associated with the task, e.g. people expect us to reply to emails within 24-hours or so.
   
2. Projects that go on for ever. These projects don’t need deadlines because we intend to continue carrying them out for a long period of time. I am thinking here of things like learning a language, learning a musical instrument, getting fit. Of course there may be intermediate exams at certain points but basically the effort is continuous.
   
3. Projects that don’t have any deadline. These are the projects about which we say things like: “I really must get the outside wall repainted sometime” or “I’ve been meaning to update the fire regulations but I haven’t had the time” or “I really need to run a publicity campaign, but I just haven’t been able to get round to it”. They are necessary, indeed possibly crucial, but because they don’t have a definite date by which they have to be done they tend to get pushed aside by more urgent things.

Most people have a problem with dealing with Type 3 Projects - the ones that don’t have a deadline. Sometimes they try to get them done by pretending that they are Type 1 Projects, in other words by giving them an artificial deadline. This can work - but often, because the mind knows that the deadline isn’t a “real” deadline, it gets ignored in favour of the projects which really do have to be done by a certain date.

Most of us have got a huge number of things which we want or need to get around to “sometime”. How can we deal with them?

Here’s my four stage process for getting these projects done:

Stage One: Draw Up a List

The first thing to do is to make a list of all the projects you ought to do, should do, would like to do, have been meaning to do or haven’t been able to get round to doing. Don’t hold back when you make this list. Don’t worry if some of the items are contradictory, or you’re not sure about them. Include everything. If you’ve done the exercise properly, the list should be quite an impressive size.

Stage Two: Edit the List

Ok, you’re really going to get these projects done now. So first you need to edit the list to make sure that you really do want to do them. Remove the ones you’re not sure about (you can always put them back later), the ones that would get in the way of other ones, and the ones which it’s not feasible to do now.

Stage Three: Order the List

Now take the items on the list and decide what order you are going to do them in. No, you’re not going to attempt to do them all at once. You’re going to do them one at a time (see below). So what order should you do them in? This is for you to decide, and there may be all sorts of things which you need to take into account. One important consideration is that projects which would make the other projects easier to complete should be done early on (for example sorting out your office procedures might make it quicker and easier to expand your customer base). Don’t get too hung-up on getting exactly the right order - you’re going to do the lot anyway!

Stage Four: Action the Items One by One

This is the secret to getting this type of project done - do them one at a time. This is far the quickest way of doing them, not just because it’s easier to focus on one at a time but for mathematical reasons as well.

To illustrate this, imagine that we have three projects to complete each of which will take a week and we have three weeks to complete them in. All other things being equal, is it quicker to do them all together, or to do them one at a time?

The answer is that it is quicker to do them one at a time. Why?

If you do them all at the same time, all three projects will be completed at the end of the third week.

If you do them one at a time, the first project will be completed at the end of the first week, the second at the end of the second week, and the third at the end of the third week. You will have gained two weeks on the first project, one week on the second project and the third project will finish at the same time as before. If these projects earn money as soon as they come on-line, you will have gained three project/weeks income by doing them one at a time.

If you want to refine this further, there are another two things you can do with the list before you start actioning it:

Stage 3B. Estimate how long each project will take

It’s a good idea to estimate in working days how long each item on your list will take. Don’t just leave it at that though - when you complete an item, write down how long it actually did take and compare it with your estimate. That way you will continue to get better at estimating - a very useful skill.

Stage 3C. Put an estimated completion date for each project

Since you’ve already worked out an estimate for how long each project will take, it’s easy to put a completion date for each item on the list. If you do that, you will arrive at a completion date for the whole list. That’s right - instead of having loads of projects hanging around with no idea how you are going to fit them in, you now have a date on which you expect to have them all done. That in itself will give you a real psychological lift. Try it!

Related articles:

From Pipe-Dream to Project

Space Invaders

One of the essential parts of the Do It Tomorrow system is the auditing procedure. You need to go through this whenever you get behind on your Will Do list for more than 3 or 4 days. Miss out on doing this and the entire system will collapse. Carry it out properly and your work will reach new heights of focus and effectiveness.

The DIT system has the great advantage that it preserves the link between the amount of work coming in and the amount of work going out. This means that it is easy to see what the problem is if you are having trouble keeping up with your work - much more so than with any other time management system I am aware of.

Remember that the aim of DIT is to get everything done. If you are going to get “everything” done, then it is essential to keep under close review what “everything” consists of. The most common failure in time management is to fail to keep “everything” focused enough with the result that you don’t have a hope in hell of getting it all done.

If you carry out the DIT auditing procedure properly, it will virtually automatically ensure that you keep focused. That’s not to say that it may not present you with some tough choices or some tough confrontations, but you will be quite clear what needs to be done.

Although the auditing procedure works best with DIT, it is also effective with other time management systems - or none at all!

This is what the procedure consists of:

1) Have you got too much work?

2) Are you working efficiently?

3) Have you left enough time to do the work?

Every problem with time management is caused by at least one of these. Often of course all three are involved. Of course, it’s not enough just to carry out the audit - you need to do something about the answers as well!

What I am going to do over the next few weeks is write about each of the three stages of the audit procedure. As I write each one I will link back to this article.

Related Discussion:

When the “Free” Time Gets Booked

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There’s a famous book on military strategy written by a Prussian general in the Napoleonic wars - “On War” by Carl von Clausewitz. It’s still studied in Military Academies all over the world. One of his concepts is that of “friction”, by which he means all the messy real-life things which get in the way of a commander’s beautifully conceived plans.

For example a commander issues orders for a battalion to advance to a certain line during the night in order to be ready to attack at dawn. But the rations are late coming up, the ammunition wagon loses a wheel, it starts to rain, the vehicles get bogged down, the streams flood, they come across an unexpected enemy patrol, the lead company gets lost, the maps are inaccurate, and someone calculated the time of dawn incorrectly. (Anyone who’s been in the Army will recognise all of these!)

Clausewitz stresses that any commander who doesn’t take the effects of friction into account when making his plans is asking for trouble. Friction is an ever present reality in war. It was in the days of Napoleon (and long before) and still is now.

In exactly the same way if we don’t take the effects of friction into account when we are planning our days, we are going to be in trouble. Often when I am talking to a meeting I ask the audience how many of them draw up a plan for each day of what they intend to do. Usually about 60 per cent put their hands up. Then I ask how many succeed in finishing their plan most days, and most people put their hands down again!

When I ask what the reason is for not getting to the end of the plan, the answer is always “Interruptions”.

Now interruptions are one type of friction, and anyone who doesn’t take interruptions into account when planning their day is asking for trouble, just like von Clausewitz’s commanders. There are many other types of friction in our work lives too. One example happened to me when my computer decided to stop working last Tuesday. Another is that I seem to have lost the charger for my laptop - just as I need to use it this weekend. Those are just two examples out of thousands.

Have a think about your day and see what types of friction are affecting your work. Once you’ve identified the concept in your life, then you can do something about it.

There are basically two things you can do about friction. One is to recognise that there is always going to be some friction however well organised you are, and not to schedule yourself so tightly that you are thrown out by it. The other is to make sure that your systems contain as little friction as possible. This is largely a question of thinking ahead to get systems right before they are needed, and taking the time to put systems errors right when you notice them.

Finally Clausewitz’s solution:

Perseverance in the chosen course is the essential counter-weight, provided that no compelling reasons intervene to the contrary. Moreover, there is hardly a worthwhile enterprise in war whose execution does not call for infinite effort, trouble, and privation; and as man under pressure tends to give in to physical and intellectual weakness, only great strength of will can lead to the objective. It is steadfastness that will earn the admiration of the world and of posterity.

Related article:

More About Systems

Related discussion:

Scheduling

I’m getting back into the swing of things now by using the Do It Tomorrow methods, but it’s brought back to me that there is a definite tension between having a methodical system for one’s work and being spontaneous and creative. It’s very easy to become a ‘prisoner of the system’. That is in fact the reason that I have spent the last year or more trying to find a more intuitive and spontaneous way of working. The fact that I failed shows how necessary it is to have structure in one’s life.

Nevertheless it is immensely important to preserve the creative aspects of working without preconceived structure. So the solution is to wear the structure lightly, but also to be able to avoid doing nothing more than drift when the structure has been relaxed. How can we do that?

In my article Feeling Good I wrote about how using a simple method to monitor one’s state of mind could have a major effect on one’s productivity and effectiveness. Basically it consisted of asking oneself at regular intervals “How good am I feeling right now?” and then marking oneself out of 10. I described in my article how I even succeeded in curing myself of a fear of flying by using this technique.

I’ve discovered an even more powerful question to use in this way. The question is “How much resistance am I feeling right now?” Just as with the “feeling good” question, you mark yourself out of 10. However in this case you are aiming for a low score rather than a high score!

What does the question mean? You may be saying to yourself “resistance to what?” The answer is resistance to whatever your mind is subconsciously telling you would be the best thing for you to be doing at this precise moment. You are either doing it, or resisting doing it.

So for instance this morning instead of getting on with the next item on my list I started following up a thought I had just had by googling it. Instantly my resistance went up from 0 to 7! And it took a while to fall back to 0 even after I had stopped surfing. By contrast when it was time for lunch I felt the resistance grow because I was working instead of relaxing.

Like the Feeling Good method, it is important you don’t try to force this. The idea is simply to monitor your level of resistance and let it adjust itself. The process of monitoring itself will cause the resistance to fall overall. You will soon begin to discover what sort of things make it rise and make it fall. You will also discover that they will be different things according to the time of day or the circumstances.

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There’s been quite a bit of discussion on this site in the Comments and the Discussion Forum about the best ways to manage projects using the Do It Tomorrow techniques. The word “project” covers everything from writing an article about fly-fishing to building a bridge from the English mainland to the Isle of Wight. Do It Tomorrow is not intended to be a project planning manual, and so much of what is involved in a major project is far beyond its scope. What it is intended to address is how you manage yourself within a project - or multiple projects.

The key to managing yourself within projects is your Task Diary. You can use it for all sorts of project related activity, especially for keeping track of when actions fall due (which is not the same as the deadline for completing the action).

One very important aspect of using the Task Diary is that you need to put plenty of “project management” type tasks in it. It’s a great mistake to use it only for concrete actions such as “Call Pete”, “Place monthly order for supplies”, “Draw up budget”.

The sort of tasks I am talking about here begin with these sorts of verbs:

Think about…

Investigate…

Discuss… with …

Plan…

Review…

List…

You can probably think of more for yourself.

When I blogged yesterday about getting my business going again, the very first action I put in my Task Diary concerning it was “Think about the future of my business”.

Remember: Thinking is the most important action a manager does, and using your Task Diary allows you easily to translate that thinking into action.

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As I’ve blogged before in the recent past, I have been working on a new method of time management. Unfortunately in spite of all my efforts - which have been considerable - it simply hasn’t worked. So I think now is the time to call a halt and go back to what I know does work.

Every cloud has a silver lining and this is no exception. It gives me a good opportunity to show how effectively Do It Tomorrow works. After more than a year of not using the Do It Tomorrow techniques, I have badly neglected my business and my work has descended into chaos. So now I have an excellent subject for blogging:- How quickly and effectively can I move forward using DIT?

One of the great advantages of DIT is that it puts you instantly back on top of your work. This is done by “declaring a backlog”. Instead of struggling to get up-to-date with piles of email, paper and tasks, you simply sweep them all into folders and get on with the new stuff. You can then deal with the backlogs at your leisure in the knowledge that they can only get smaller.

The next thing I need to do is draw up a Will Do list. I did that last night and kept it as short as I possibly could. In fact all it consists of is this:

Current Initiative
Email
Voicemail
Paper
Task Diary
Tidy Desk
Draw Up Tomorrow’s List

As I’ve not yet spent any time thinking about projects for the future, the Task Diary list is only four items:

Buy page-a-day diary to use as Task Diary
Follow up lunch with J
Blog: Seminars
Newsletter

And finally, my Current Initiative is to clear the backlogs - the main one is paper.

Remember with DIT the aim is to do everything on the list without exception - that’s why it’s called a Will Do list.  I’ve deliberately kept the list as short as possible today to get myself off to a good start. I shouldn’t have any problem getting through it with ease.

So let’s get going: my first action is to start clearing the backlogs. I’ll start with email. Let’s see, the only email I haven’t dealt with came in yesterday - so that’s not a backlog. Paper? Yes, I’ve got several items including some bank statements to be reconciled. With a Current Initiative, I don’t have to finish everything - I just have to do some work on it.

Time now: 8.40 a.m. How long will it take me to get through everything?

Subsequent Updates

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