A New GTD Article on Stepcase LifeHack

I have a new article posted up at the Stepcase Lifehack website entitled: “Upgrade Your GTD® Calendar and Keep Up With the Times.”

If you are a GTD afficianado, you may be interested in a couple of other items I have developed that can be used to upgrade your implementation:

a special report entitled The Six Surprising Mistakes that GTD’ers Make

and a teaching video —  Permanently Fixing the Weekly Review

The ideas are offered as enhanced ways to look at GTD, and to solve some of the problems that users often experience in deploying the book’s recommendations effectively.  For some, it requires selective upgrades so that they can handle more demands on their time than GTD seems intended to handle.

 

Mission Control Productivity, FranklinCovey, GTD and Getting Things Done are registered trademarks of the David Allen Company (davidco.com.)  2Time is not affiliated with or endorsed by the David Allen Company, Mission Control Productivity or FranklinCovey.

Breakthroughs in Teaching Time Management via Elearning

I honestly thought that my on-line training programs were pretty decent, until I started to read some of the latest thinking… it kept me up last night after 12:00am and almost made me miss my bike ride this morning!

It comes from the Elearning Blueprint website authored by Cathy Moore, who has a fantastic blog called Making Change.  She has pioneered a new method of thinking about designing powerful Elearning called the “Action Method” that she describes in much detail at her site (a woman after my own heart!)

(As an aside, I love meeting other “wannabe-thinkers” who also want to change the world in some way, and believe me… she’s gotten the ideas presented in a way that’s concise and compelling.)

The reason I am loving what I’m learning is simple. I’m opening up my on-line programs for registration – MyTimeDesign 2.0.Free and MyTimeDesign 1.0.Plus+ – in September and I’m keen to make it the best on-line training in time management in the world.  One of the problems that I have to conquer is the transition from just giving out a bunch of information, to ensuring that participants who register end up taking action by building the habits that make up their upgraded time management system.

Well, she debunks the idea of dumping information, in favor of creating experiences and a light bulb went on for me, because that’s exactly what happens when someone takes my course.  Here are the experiences that I have come up with so far that people have when they encounter Time Management 2.0 in one of its forms.

  • Experience #1: Going from “I don’t need this” to “I need to change some things
  • Experience #2: Going from “I don’t know what things to change” to “I know exactly what I need to change
  • Experience #3: Going from “I need to change too much” to”I need to change a little at a time
  • Experience #4: Going from “I’ll never continue after I start” to “My support system makes it easy to keep going
  • Experience #5: Going from “I’m stuck because I can’t see a new level” to”I know how to set and find a new level whenever I want

If I understand the website correctly, good Elearning is about emphasizing these kinds of experiences.  They are quite real, and the aim of the Elearning is to ensure that the tools and information are given to help the learner to solve the problem themselves.  They get to discover the consequences of their choices, and don’t have to be told what they are: if it’s done well, they can see them for themselves.

When these experiences are powerfully crafted, they result in behavior changes that produce results in the real world.  They need not involve flash videos or anything fancy, and should just do enough to cause the behavior to shift.

I’m planning to use her principles to enhance MyTimeDesign 1.0.Plus+, which is starting to look quite different from it’s Free cousin due to the new angles that I’m adding. Stay tuned — ultimately, it’s really the participants who will be telling whether or not I achieve the big goals I have set for these programs.

Curious? I Have Upgraded My About Page

I am amazed to say that one of the most popular pages of my website is the About page that describes who I am, what 2Time Labs is all about and also offers a definition of Time Management 2.0.

To be honest, when I developed the page I thought no0one would read it.  Apparently, I was quite wrong about that so I have updated the page, added some pictures to my bio and put in some new information that reflects the latest happenings in my life, and the 2Time Labs website.  It’s a little slice of what makes me “tick.”

Click this link to be taken to the About page, or Click here to be taken to my updated bio.

 

 

2Time Labs is on Alltop

I’m happy to say that the 2Time Labs website is now featuring on the Alltop website.

If you have never visited the Alltop page, take a moment to click this link and you’ll see where 2Time Labs is listed as one of their most influential blogs.  It’s a great honor — thanks to the folks at Alltops for selecting us.

Learning and Practicing by Writing

One of the quarrels that I have with myself is… “Why Do You Insist on Putting All Your Ideas Out There in the Public?”

The answer isn’t too hard to figure out, now that I am writing “the book” in earnest.  My ideas don’t gather steam and make sense unless I am actually spelling them out in words for other people to see.  It’s a little like the difference between doing a live performance versus one that’s being recorded.

When I know something will be “out there” I write differently, in a way that not only enhances the standard, but also helps cement it as a building-block for further ideas and insights.

Writing “the book” isn’t much different.  The part I’m having the hardest part with is not the ideas I want to include, but instead it’s the story around the learning that I want the protagonist, to experience.

To that end, I have found wonderful help from a book called “Techniques of the $elling Writer” by Dwight Swain.  There are some memorable quotes in the book, which clued me in to the fact that it’s written very much along the lines of Time Management 2.0.  The author claims that there are certain fundamentals of writing fiction that are simply inescapable, and it takes continuous practice in order to become proficient in each of them.

I almost fell out of my chair, especially when he stated:

“the skill of a skilled writer tricks you into thinking there is no skill.”

“You first have to be willing to be very, very bad, in this business, if you’re ever to be good. Only if you stand ready to make mistakes today can you hope to move ahead tomorrow.”

“Can you learn to write stories?
Yes.
Can you learn to write well enough to sell an occasional piece?
Again yes, in most cases.  Can you learn to write well enough to sell consistently to Red-book or Playboy or Random House or Gold Medal? Now that’s another matter, and one upon which undue confusion centers.

Writing is, in its way, very much like tennis.  It’s no trick at all to learn to play tennis—if you don’t mind losing every game.  Given time and perseverance, you probably can even work yourself up to where Squaw Hollow rates you as above-average competition.
Beyond that, however, the going gets rough. Reach the nationals, win status as champion or finalist, and you know your performance bespeaks talent as well as sweat.

So it is with writing. To get stories of a sort set down on paper; to become known as a “leading Squaw Hollow writer,” demands little more than self-discipline.

Continued work and study often will carry you into American Girl or Men’s Digest or Real Confessions or Scholastic Newstime. But the higher you climb toward big name and big money, the steeper and rougher your road becomes.
At the top, it’s very rough indeed. If you get there; if you place consistently at Post or McCall’s or Doubleday, you know it’s because you have talent in quantity; and innate ability that sets you apart from the competition.
Now this doesn’t seem at all strange to me. The same principle applies when you strive for success as attorney or salesman or racing driver.

Further, whatever the field, no realist expects advance guarantees of triumph. You can’t know for sure how well you’ll do until you try. Not even a Ben Hogan, a Sam Snead, or an Arnold Palmer made a hole-in-one his first time on the links. To win success, you first must master the skills involved. A pre-med student isn’t called on to perform brain surgery.”

Alrighty then…  This isn’t a book about tips, tricks and shortcuts:  the kind of stuff that’s killing time management training and learning.

Instead, it’s about honest hard effort to learn a craft that doesn’t yield it’s deeper secrets to anyone who simply picks up a pen.

In like manner, if you are serious about time management, don’t expect anything to change when you purchase your first Blackberry (even though you might feel more productive.)  Getting better at time management, and becoming really, really good both take hard work.

I imagine that some would say that he’s being too discouraging but, as I have said in prior posts mentioning Usain Bolt and Andre Agassi, they didn’t arrive at the top by taking every silly piece of advice.  Why should we?

 

Time Demand: A Confusing Definition Cleared Up

In different posts here on 2Time, I have defined time demands as commitments that we create to complete actions in the future.

They are created by the individual in his/her own mind.  While they are essentially inventions of the mind, they do accumulate in one’s memory, and they disappear or cease to exist once the action has been completed.

That definition seems simple enough, and I use it when I’m teaching a class to illustrate this important concept.  A simple example would be watching a television commercial that advertises a discount at your favorite restaurant.  You decide to visit before the offer expires, and immediately write down the day and time that you are thinking of visiting.

Where I’m a bit confused at the moment is what happens in the electronic world.

Does a time demand get created when you receive an email in your Inbox (without being aware of it) or when you glance at it for the first time and form an impression that there is something for you to do about it, or with it?

Is the fact that you have an email Inbox an open invitation to receive time demands?  Is every message therefore a time demand?

The answer to that seems to be “no.”  Just because someone sends you email doesn’t mean that it’s a time demand of any kind, any more than junk mail in your P.O. Box is a time demand.  Or a piece of paper that randomly blows into your yard, or an instruction shouted in your direction in a crowded subway.

Information in an email, or on paper, or in the sound waves only become a time demand when they are converted from words by a live recipient.  An instruction shouted at a group of people, for example, would only be a time demand for a few.

This might clear up some of my confusion when it comes to email.  I can see that email sent to you isn’t a time demand until you have read it.  The problem that many have is that they skim rather than empty their email Inboxes, especially when they don’t know what to do with an item once they have determined that it includes valid time demands.

However, does the fact that you have an email Inbox mean that you are inviting potential time demands, and therefore committing to process messages from everyone who send you  email?

I say not.  But I could be wrong.  Legally, a piece of mail that gets sent via registered mail must be accepted by a live person who accepts responsibility for it.  That’s not what happens with email.

There is no way to legally guarantee anything via email, even if the the sender hits the right buttons.

Someone who decides to set up an email Inbox and never checks it isn’t breaking the law by any means.  However, they are displaying White belt behaviors, and possibly allowing time demands to fall through the cracks.

I’d got a bit further and say that anyone with an email Inbox that’s used by the public is wise to treat any piece of email as a time demand in and of itself, whether or not it includes anything useful.  You are committing to spend even a fraction of a second reading, making a  decision and disposing of the message. This is true even for Spam that warrants a peek before permanent deletion.

Those fractions add up, of course, which is why many fear a buildup of email from being on vacation.

So, the best practice I’d suggest is to treat each piece of email as a time demand before it’s read, with the understanding that it might lead to even further time demands.

Unscalable Habits

As working professionals, there are points in our careers when things take a turn for the worse in terms of our personal productivity.

The symptoms are sometimes clear to see.  All of a sudden, commitments start falling through the cracks.  We stop remembering all the things we think we should.  Our Inbox fills up with unprocessed time demands that sit around like ticking time-bombs, causing us to lose sleep.

People start complaining to us that we aren’t keeping our promises.  We often find ourselves late, stressed and cluttered.  Sometimes, we put on weight and our relationships start to falter due to lack of attention.

These are all events that indicate that something is awry and often come about because something in our lives has changed.  Some examples include:

  1. Significant life-changes take place, varying from getting married, having a new baby at home or needing to take care of an ailing parent.
  2. New, game-changing technology is introduced in our lives  and we are either unwilling or unable to learn how to use it well.  Facebook are smartphones are two examples of powerful time-savers when used wisely, but there are many who don’t use one or the other because they only see how addictive they can be.
  3. We accept greater responsibility at work, and as a result, the number of time demands we must process each day grows past a certain threshold that our current habits can’t handle.

Whatever the cause, the result is the same.  We feel as if we aren’t coping.

Our tendency is to blame life, and try to return things to the way they were when we were on top of things, even when it’s clear that there IS no turning back.  We want to go back to a time when our habits worked, but what we don’t realize is the fact that life changes, and even the best crafted habits need to evolve in pace with the fact that life never stands still.

We are actually victims of our success, as the habits that we used to succeed stopped working.

Take for example the simple habit of “putting things where you won’t forget them.”  It’s a great practice that we are taught when we’re very young. Visual cues are very powerful, and they can often be used to trigger necessary actions, such as remembering to pick up the house keys before leaving on a long trip.

The reason that so many professionals have overflowing Inboxes and lost time demands is that they use this practice in ways that are simply unsuitable.  When email comes in, they keep it in the Inbox — in order to remember to work on it later.  It’s the reason why Whittaker and Sidner’s research showed that 53% of the average user’s email is sitting in their Inbox, rather than a folder.

They might do the same with important paper.  They keep it on their desktops in order to remember to do something with it later.

The fact is, these tactics work when the number of email and paper-based time demands is low.  Once they increase past a certain threshold however, the result is chaos, as the very opposite happens.  Instead of helping someone to remember time demands, their very volume causes them to forget most of them, masking the commitments that they represent.

Another habit that works when volumes are low is “answering the phone each and every time it rings,” as we were taught as youngsters.  In 2011, answering the phone whenever it rings is a recipe for disaster, now that we have 24-7 access to smartphones.  Instead, we must turn phones off, ignore them and use voicemail in order to keep the peace of mind that comes from being productive.

The idea that no single pattern of habits, practices and rituals is good enough to last forever is at the heart of the 2Time system, which is what I call a “dynamic time management system,” as opposed to the “static” systems that others have invented.

If you are interested in learning how to upgrade your system on an ongoing basis for the rest of your working career, then there’s an opportunity coming up.

I’ll be offering MyTimeDesign 1.0.Free to the public again, and once again it’s free.  To sign up to be on the early notification list, simply visit http://mytimedesign.com and I’ll let you know when my 6-week, e-learning program will be open for registration.

A Manipulate-able Calendar

In earlier posts, I stepped into the future and imagined what it would be like to have a calendar that sat inside your watch, and projected a calendar in front of you in the form of a virtual touch-screen that you could manipulate at will.

It would require a skill that I define as an Orange Belt skill in scheduling:  changing or re-scheduling the segments in your calendar over and over again.

Well, here’s a calendar tool for the iPad that makes it a much easier task than I have ever seen.  It’s not a projector that sits in a wrist-watch, but moving around the segments in a schedule in this manner seems to be just as easy as I had imagined.

Here is the link to Muji Apps Calendar.  (Thanks to the alert reader who noticed that this was missing…!)

A Circular Schedule

This is something new.

Most of us think of schedules in linear terms, the way we think of calendars and diaries.  Along comes the Muji Chronotebook to change all that, with the first circular daily schedule I have ever seen.

It’s based on the face of a clock, and the 12 hours that it represents.  Each activity looks like a slice of a pie, and it seems deceptively easy to plan a full day using a layout that looks like the analog clocks that most of us older folk grew up with.

It’s whimsical, traditional and nostalgic, and the fact that there is no software or app that uses this concept, means that it’s all about pen/pencil and paper.

Read all about one person’s experience here: The Daily Rind, a Better Way to Plan the Day.

A Black Belt? Why I Have No Idea What It Is

In most classes I have lead based on the 2Time principles I have been asked the question:  Why isn’t there a definition for Black Belts, or any belt above Green?

The reason is a personal one.

I didn’t want to make things so easy for me that I’d have no space to grow. You see, I don’t operate at a Green Belt, and even if I did, I want to leave room for new belts above the Green Belt. My hope is that I, or someone else, will be able to define higher belts, and what they look like, and offer fresh new opportunities to grow.