I have learned over the years that the most important thing to deal with is whatever is most on your mind. The fact that you think it shouldn’t be on your mind is irrelevant. It’s there, and it’s there for a reason.

The Success Factors for Capturing Unfortunately, merely having an in-tray doesn’t make it functional. Most people do have collection devices of some sort, but usually they’re more or less out of control or seriously underutilized. Let’s examine the three requirements to make the capturing phase work: 1 | Every open loop must be in your capture syst

From a practical standpoint, here is the three-part drill that can get you there: get clear, get current, and get creative. Getting clear will ensure that all your collected stuff is processed. Getting current will ensure that all your orienting “maps” or lists are reviewed and up-to-date. The creative part happens to some degree automatically, as

2. The Threefold Model for Identifying Daily Work When you’re getting things done, or “working” in the universal sense, there are three different kinds of activities you can be engaged in: Doing predefined work Doing work as it shows up Defining your work

It’s also needed in schools, where the vast majority of our kids are still not being taught how to process information, how to focus on outcomes, or what actions to take to make them happen.

Where to Look for Projects Still to Uncover There are three primary areas in which you are likely to have “hidden” projects: Current activities Higher-horizon interests and commitments Current problems, issues, and opportunities

Your ability to generate power is directly proportional to your ability to relax.

From a practical perspective, I suggest going from the bottom up instead. I’ve coached people from both directions, and in terms of lasting value, I can honestly say that getting someone in control of the details of his or her current physical world, and then elevating the focus from there, has never missed.

A basic truism I have discovered over decades of coaching and training thousands of people is that most stress they experience comes from inappropriately managed commitments they make or accept.