This is especially hard for entrepreneurs. We see opportunity everywhere. We're optimistic. We tend to be heavy on action, and light on analysis. Hence the "shiny object syndrome."

It is indeed one of the hardest things to do ... both on the work and general life level: ignoring the call of something, anything that has potential. Meg Gott and I had a discussion about this that while a BFO for me, seems like is should be so intuitive. However, notwithstanding the simplicity of the scenario, it is a siren call with much danger lurking because if you can't carry through it is as if you did not have the thought at all. So much work for nothing manifest in the real world. Potential is always unlimited, the time, energy, money, et al is not. What are some of the ways to address this realistically? Is this one of the things that is explored in the new seminar format, David? It seems like it would be an interesting and useful topic to explore in that or some other vehicle.

Potential is always unlimited, the time, energy, money, et al is not. What are some of the ways to address this realistically?


I think this is where having the single, complete list of things you have committed to do (aka the Project List) is really helpful. As David says (in GTD Fast and in seminars) your integrity will allow you to say "no" or move chasing the bright bauble to someday/maybe if you have a complete list of all your current commitments in front of you. If you don't have that list, your integrity will force you to take it on... just the opposite of what you need to do to keep getting things done productively.

I think part of what often gets in the way of productivity is the fact that we not only take on too many tasks but also have a hard time identifying which tasks to focus on. When we talk about to focus on the two or three priorities that are mission critical a lot of people have a hard time identifying these top priorities as in a lot of cases many of the tasks are mission critical.

I just finished reading the book from Marcus Buckingham "The One Thing You Need to Know" and he describes in my opinion a very interesting view in his chapter about individual success. His point of view is "Discover what you don't like doing and stop doing it". His point is that this will allow you to contribute the most to a certain task as either an individual performer or team member because you are working in a role or on a task that closely matches your strength.

I personally made the experience that I get more things done in the areas of my strength and am also more productive and have more motivation and fun doing these tasks. To know and select the tasks that are in the strength zone from the project list also allows more easily to say "no" and to determine how to organize tasks and what to delegate. This then makes it easier to determine the two or three priorities that are mission critical and we are best suited to work on.

Your title is apt. In the end, a leader's attention is like raspberry jam: He or she is welcome to spread it around as much as they like, but it never gets any thicker ... and eventually, it's not adding anything to the toast at all.

There's a corporate analogue here as well: which of the possible priorities for the enterprise are deserving of attention. This is where a clear understanding of vision and strategy is important: they're filters through which leaders should pass opportunities, asking "Will this help us get where we're trying to go" and "Does this map to our declared strategy."

This also presumes the leader has an understanding at hand of mission and strategy that has more substance and staying power than a slogan on a mouse pad ... and frankly, I’m often surprised at how unclear these matters of corporate direction often are for leaders. But that's a different question for a different day …

Patrick Lenccioni has written several books that address these issues. "The Four Obsessinos of an Extraordinary Executive" and "The Five Temptations of a CEO" are two that are particularly helpful regarding baubles and focus.

Pruning, sometimes severly, is a task excellent gardeners know how to do. Thank you for reminding me of this concept in my life and work priorities.

Bob

From Genuine Curiosity:

You've probably seen those tinkering types who accumulate a garage full of miscellaneous spare parts (motors, belts, pulleys, etc.). Then, one day they'll get an idea, go out to the garage, and make something out of all those spare parts.

I'm a bit lilke that, but not with parts. I accumulate ideas, thoughts...
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