February 18, 2009
Take control of your calendar by making clear new agreements
I had a great coaching meeting with a client at a very cool proprietary trading company in Chicago. He shared with me a terrific example of how to successfully renegotiate with your team to get back in the driver's seat on your calendar.
This was my second coaching session with him. A year ago if you opened his calendar it would have looked like one solid brick wall - hardly any openings. And if there were any openings they'd be quickly swallowed up by a steady stream of drive-by meetings from many of his direct reports.
He finally had enough and decided to rip up the old assumptions about what went on his calendar and start fresh. AND one of the most important steps in his process was to write this great email to all of his team leaders and staff that includes his new proposals for, essentially, how he's willing to play when it comes to his calendar and email comunications. While it may seem a little blunt at times, I believe this is a great example of how to take back control of one's calendar:
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Time the Great Normalizer
As many of you know, I am a big fan of David Allen's Getting Things Done. If you find yourself overwhelmed with "stuff" and are having a hard time balancing it all, his book is a great place to start. David also offers one-day courses throughout the year, often in Chicago, that are really good. Many of our group leaders took his course last year.One of the big tenets in his system is the idea of processing. The reality is we have less work than we think, but because we don't take the time to process information effectively, to organize our work into contexts and build a system (focused on actions) to address it, the work quickly becomes overwhelming.
I, as I'm sure many of you, can very much attest to this. As roles have changed and the firm has grown, I found my schedule quickly overwhelming me late last year. A schedule, like a meeting, will fill up the time allotted. I've found that if I don't block out time to work on the important stuff, not to meet, I spend my days in meetings that are often more urgent than important. The ironic thing is if I had more time to work, I actually could meet less as I could spend that time on helping solve the problems discussed in all these meetings.
I'm really excited about where we are going and can't wait to work with you on big problems, but to do this I first need to set some bounds on my schedule in 2009. I want feedback on this, so please let me know if you have any thoughts on how I could improve this (or if you have any concerns). With that in mind, going forward this year, here is how I'd like to operate - at least for now:
* Open Office Hours:
Tuesday: 2-4:30pm
Thursday: 2-4:30pm
Friday mornings: optionalPlease use this time to come by and chat with or without an agenda. You can schedule time with Angie directly or just stop in. I am dedicating this time just to meeting with people, I will not be on a call, working on anything else, or distracted. Seriously, please use this time, scheduled or unscheduled, for serious stuff or not-so-serious stuff - just come by. The flip to this is that, going forward, outside of these times please do not stop in and sit down, especially when the door is closed. If you need an answer to a problem, and it's not an emergency, please come by only during these office hours (again, scheduled or unscheduled). Please see below for the process for addressing urgent matters.
* Meeting Requests: In addition to the open office hours above, I have blocks of time set up on Tuesdays, Wednesdays, and Thursdays for meetings to be scheduled. We'll use these slots for monthly group leader meetings, reviews, or whatever else comes up. To get on the schedule, please email Angie directly (if your email goes to me and not to Angie, assume that I will not see it and thus will not be able to meet). Also, please give Angie an agenda and an estimated duration for the meeting. The default time for a meeting will be 30 minutes instead of the typical 60 minutes. If you send an Outlook meeting request, by default this is not accepted and needs to be confirmed. Assume if the meeting is not confirmed it is not scheduled.
* Leadership Meetings: Also, so everyone knows, I spend Thursday mornings in firm leadership meetings where Chuck, Brian, Aaron, Tad, Jeff, and I get in sync for the week and make any necessary operating decisions. My Friday mornings are dedicated to MM leadership meetings with a similar agenda.
* Flexibility: With this said, any system we use to manage time has to be flexible. These rules are not written in stone, but if they must be broken, there should be a good reason. I would define this as the need to discuss the immediate termination of an employee or another personnel issue of similar severity; a trading, risk, or expense decision regarding an amount greater than $50K that needs an immediate response (i.e., it can't wait the 48 hours until the next office hours); and other similar situations. If you need to talk to me about one of these urgent scenarios but can't find me, your best bet is to email Angie and cc me. In a true emergency, call my cell.
* Emails: When emailing, assume that I will read email within 24 hours. I typically check it in the morning and late at night. Assume also that if it is actionable, it may take a couple more days for me to get back to you. Email is another thing that expands to fill the time allotted, and if I leave it open all day, I can spend all day replying to it. I have large blocks of time on Tuesday and Thursday afternoons to "get to zero," a David Allen idea. So twice a week, my inbox is actually empty, which is quite an incredible feeling as an inbox with 1,253 emails represents a long list of tiny (or not-so-tiny) commitments that weighs on you every time you look at it (consciously or unconsciously). If something does come up and you need assistance in less than 24 hours, please notify Angie.
* My Travel: In terms of travel plans, I have a fairly busy schedule this year. I will be in New York often, as well as a couple other cities for conferences. I plan on visiting London again later in the year as we get things going there and have a few other trips planned as well (for example, hopefully, China in the fall to learn about Asian markets). My travel schedule is typically set 2-3 months in advance; in fact, many of the dates for 2009 are already scheduled. If we need to get large blocks of time on the schedule, please let me know as soon as possible so we can integrate these times with my travel schedule. I will not make up office hours or other routine meetings that I miss while traveling.
Overall, my goal is to spend focused time with our teams to work on the big problems and less time in meetings this year. I can make this happen but will need help from all of you. I believe that with a firmer schedule, I'll be able to work more effectively on the problems that matter.
So, to recap, here are the basics of my weekly, non-travel, schedule:
Tuesday:
Scheduled meetings (appointment, agenda, estimated duration required)
Open office hours 2-4:30 pm (no appointment necessary)Wednesday:
Scheduled meetings (appointment, agenda, estimated duration required)Thursday:
Morning - firm leadership meeting
Scheduled meetings (appointment, agenda, estimated duration required)
Open office hours 2-4:30 pm (no appointment necessary)Friday:
Morning - MM leadership meeting
Morning - optional open office hoursThanks for your understanding, and I welcome feedback from everyone.
- Nate
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I thought that just rocked. What do you think?
Posted by mdolan at 07:57 PM | Comments (7)
February 13, 2009
On the Road to GTD with Robert Scoble
I had a great day of coaching with Robert Scoble yesterday. For those who don't know Robert, he is the Managing Director of Fast Company TV, is super smart and very well respected in the tech/business community.
It was great to work with someone who is so on top of what's happening in the technology world. Here's his first blog post about his experience that includes a :15 minute video of him interviewing me.
Posted by mdolan at 10:15 AM
December 04, 2008
Striking the balance between defining and doing
Today I had a tele-coaching call that reminded me of what David Allen calls the Threefold Nature of Work. My client recently worked with me for a day-and-a-half setting up his GTD system and practicing the moves of processing and organizing his work and life. In this follow-up call he revealed that one of his biggest difficulties was that, now that he had a trusted system up and running, he felt somewhat obsessed with constantly updating and tweaking the lists. He also felt a bit of a compulsion to instantly processing into the system any new idea, notes or paper he came across in his day, often at the expense of not working on higher priority work that needed to get done.
While this may seem like somewhat extreme behavior, I've seen shades of this syndrome occur with many clients. It's almost as if, now that they have this trusted place to manage their agreements, they need to be hyper vigilant about getting new agreements in and keeping the lists pristine. This can become debilitating and can result in a feeling of being a slave to ones list - always in it and never getting any of it done. I think that in some cases this happens at the early stages of taking on the GTD practices. With time, most people learn to self-regulate and recalibrate their practices so that they can have the proper balance between defining their work, doing predefined work, and allowing appropriate energy and time for all of the ad hoc surprises that need attention.
I acknowledge that this case is probably the exception to the rule - as most of the time, the real difficulty for most clients is that they aren't giving enough time and energy to processing their in boxes. But if any of what I've written above rings a bell for you, here are some shifts in practice that might help you bring balance back to your practice:
Separate the Processing from the Collecting Allow yourself plenty of leeway during your day to just collect a note about the thought or idea you've got your attention on, throw it in your in box, and save the processing for later. In other words, jot down the rough thought and sometime later define exactly what it means to you, what you're really going to do about it, and where your going to organize it.
Save the Detailed Refining of the Lists for the Weekly Review If you find that every day you are constantly going back and tweaking a lot of details on your action lists you may be in micro-manager mode. Save that for the your Weekly Review and let yourself do all of that fine-tuning then. That way, in between Weekly Reviews you can have more freedom to DO the things on the list and REACT appropriately to all of the new inputs coming at you.
Set Aside Processing Time If you find yourself compulsively processing your in box throughout the day even when your gut tells you that there's a higher priority aching to be done, try committing to a set window of time once a day just for processing. That will allow for more doing time on your important priorities and potentially on those ad-hoc surprises that need your attention.
Observe Your Own Patterns We all have patterns of behavior that we continue despite our better intentions. If compulsive email processing is a problem for you, create a daily self-observation exercise: Twice a day, stop what you're doing for two minutes, and reflect for a moment about the following questions: When today have I defaulted to processing my in boxes when there may have been something more pressing or important that needed my attention? What payoff did I get from this? What was the impact on me? On those I work with? Doing this for several weeks is likely to reveal some new patterns and insights about your own motivations and behaviors that you may have been previously blind to.
I'm curious if this post struck a chord out there. Please let me know. I'm eager to learn more about this subject.
Posted by mdolan at 04:15 PM | Comments (13)
September 15, 2008
One System Does Not Fit All
My clients often assume that there is only one "right way" to practice GTD. I hear questions like, "Does everyone do it this way?" and "Is everyone like me?" My answer is a resounding NO. While the higher-level principles of GTD are universal, the specific tools and strategies that each person should use are not. Don't try to squeeze yourself into some predefined system if it doesn't really fit who you are and how you work.
The idea for this post was triggered by a conversation I had with my fellow coach, Kelly Forrister, a while back about our favorite collection tools. She's a big fan of the Levenger Circa system for taking notes and I tend to like bound notebooks like the large Moleskine. I know we also keep a different set of categories in our action lists and reference lists.
The point of GTD is not about installing a preordained system that will plug in a change your life. It's a bit more subtle than that. It's about applying the higher-level principles and using the tools and strategies that are attractive and workable for you to accomplish them. Here's a reminder of the "Five Phases of Workflow," the core framework representing the higher-level principles of David Allen's GTD:
Collect, take notes about, or somehow gather what's got your attention,
Process that collection of notes earlier rather than later and decide what it all means to you and what you will do,
Organize the results of those decisions in a way that is easily reviewable and retrievable in a calendar, lists, files, or other systems,
Review your system at appropriate levels often enough to feel in control and in perspective, and
Do, using your system to choose the appropriate thing to do based on how much time and energy you have, what context you're in, and your higher sense of priority.
If you love the feel of pen and paper or aren't attracted to typing your lists, use a paper system. If a digital system works for you, great! The point is to do what works for you.
I'm curious what unique variations from the "standard" GTD approach are working for folks out there.
Posted by mdolan at 10:26 AM | Comments (1)
August 30, 2008
Are you smarter than a kindergartener?
If you know anything about practicing GTD you know that a part of the process involves creating various lists for yourself so that you can easily add to, review, and retrieve information about all of the commitments you've made in your world. In his book, Getting Things Done, David Allen recommends creating various action lists, a "waiting for" list and a project list.
Here's a simple but useful trick that I often share with my clients: When you're in the midst of processing your inbox, defining your actions and projects, pretend that you're writing them for a kindergartener. In other words define them so clearly that a 5-year-old could understand what you mean. Include all the meaning you need to include so that later on - a week or a month later - you don't have to spend any mental energy decoding your own list.
This may seem like overkill to some. But you'd be surprised how many clients I've seen add actions to their lists like "draft memo for meeting" only to be completely befuddled a few days later when they have to try to remember "what meeting? what memo?" as they review that task among a list of 60 other similarly-worded actions.
I've also seen another form of this lack of clarity occur when a client assumes that, in service of efficiency, they should only define an action using keywords without context or action verbs. For instance, "Memo - department meeting - code 902." This, of course, can be equally befuddling later on when reviewing the list.
This omission of clarity happens because in the moment of processing your stuff it can seem totally obvious what the next action is, so the temptation of leaving out meaningful context or explanation is quite strong, especially if you're moving quickly. Just remember that you're not that smart. You can't remember everything. In a way, that's the point of GTD: get it out of your head into your trusted system.
So, for instance, that vague "memo" action above might be better articulated as "draft policy memo for Aug 1st staff meeting," and might further include a few keywords in the notes area of the task (in Outlook, for example) to remind you about topics that you want to include in that memo.
Remember, the reason you keep lists is to capture your thinking so that you don't have to think so much later. Just slow down a little bit while you're processing so that you can speed up when you're reviewing and choosing things to do from your lists.
Posted by mdolan at 10:24 AM | Comments (2)
July 31, 2008
How to make your goals more measurable
In response to my previous post about Horizons of Focus, Erik Molin had the following question:
"For focus areas like finance and fitness, I can see measurable 30k objectives (weight lost, school loans paid off) but I struggle with other areas like Relationships, Creativity, or even Spirituality. I can understand the 40k Vision of what these look like, but as far as measurable goals to make up the vision, I struggle. I seem to have a gap at the 30k/objectives level.
How would you coach someone through this situation?"
I thought it would be useful to share my response here as I see this issue come up a lot in my work with clients.
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Hi Erik,
Thanks for the question. First of all I want to make it clear that you don't necessarily need to have 30K goals for each and every 20K item. If being responsible to those areas of responsibility is enough to actually achieve your vision, great.
Also, while it is helpful for the 30K goals to be specific and measurable - it's not necessarily mandatory. For instance if, in my creativity area of focus, my goal in two years is to be "more consistently engaging in creative activities," great! Or in relationships, you might just want to "develop a strong and trusted support network." Those are both just fine as long as the goal itself is motivating and clear to you.
If you really want to get some of the nonspecific & measurable goals to be more specific, here are a few tips:
Put your words in their mouth
Let's say that you have a sense that in your relationships area you have a goal of being more selfless and generous but it's difficult to quantify that. One way to play that one is to make the goal about someone else who knows you well, like your partner, telling you that you have been consistently more selfless and generous. That way it's specific and measurable. It may seem like an artificial construction - but you'd be surprised how often this will actually happen IF you are truly committed to that goal. And even if your partner doesn't actually say the words, articulating the goal will still do wonders for pointing you in the right direction.
Making the immeasurable measurable
If you dig a little bit more into your intentions at the 30K level, even if your goal feels a little subjective, you can often make up an objective measure that represents that goal having been accomplished. For instance, a while back I was feeling like I was imploding a bit in the area of friendships. I was so busy in another area of my life that I'd neglected some of my key friendships and lost a few to moves and other situations. A goal I created to embody my new intention was "I have made at least two close new friends whom I will know for years."
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I'm curious what other creative and useful ideas others have used in this situation. Feel free to share your thoughts.
Posted by mdolan at 07:00 PM | Comments (2)
February 27, 2008
Getting the Gunk Out
About half of the clients I work with fall into the category of people who have implemented the practices of GTD on their own, using Getting Things Done, by David Allen as their guide, but have realized that its not yet quite working as smoothly or as effortlessly as they would like. They've likely already had big breakthroughs in some area of productivity, but still have some key missing links to get to the next level. Most of my work as a coach in these situations is to uncover where the "gunk" is in my clients' systems. Usually, somewhere somehow there are elements of their GTD practice that are misfiring and dragging down the positive effects of the rest of their system.
Here are my top ten examples of gunk, with the most pernicious last, which when ungunked tend to unlock the power of David Allen's GTD:
10. No Trusted Place for Reference
For those of you who seem to always have piles and piles of stuff covering all of the surfaces of your office, pay heed. Sometimes the biggest impediment to seeing the surface of your desk is that you just plain don't have a simple, trusted landing place to put papers, documents and materials that qualify as reference. Make sure you've got at least a couple of filing cabinets with ample room for the reference materials you haven't yet filed. Clean out the old files about once a year to keep your files fresh and clear of junk. Try to make it as easy as physically possible to create a new file and get it into into your reference system.
9. Too Many or Not Enough Due Dates
The rule of thumb here is to be selective about which actions and projects actually deserve due dates and which don't. If you give everything a due date, you may not be clear while reviewing your system which ones where the hard due dates and which were just "wanna due" dates. If you give nothing a due date, you may be missing the boat on some critical work. Find the right balance for yourself.
8. Not Enough Doing Time
Often I see folks who are ravenous about defining their work and processing their stuff, but they have a difficult time actually getting their important work done when it really needs to get done. If this sounds familiar, take control of your own calendared commitments and set aside regular blocks of DOING time. It isn't going to happen on it's own.
7. Mixing up Reference with Action
Make sure to keep your action lists about just that and only that - Action. I see so many lists that are basically a mix between reference, notes, and actions. If you're committed to taking an action, great! Put it on an action list. If what you've got is information that is interesting and may be useful down the line, organize it with other similar reference and keep it from gunking-up your action lists. For instance, if you're on Outlook, use the Notes part of the software for your reference. If you're on Lotus Notes, pull up the Personal Journal database and do the same.
6. Doing GTD Half-Way
I often see GTD systems that are essentially used as backup to-do lists. In other words, if you find yourself keeping the really important next actions in your head, or you carry around that set of 4-5 post-it note reminders and refuse to actually process them into your main lists, you suffer from this form of gunk. You don't yet fully trust your GTD lists, so you use other means to track the real meaty stuff. As David so appropriately puts it, "the bad news is that GTD is fundamentally an all or nothing game." Either everything is in there and your trust it, or its not and you don't.
5. Not Enough Processing Time
The refrain I often hear from folks who fall into this category is that "I don't have time to do all that processing." Remember, defining your work IS work too - maybe the most important work. You're going to have to eventually decide what to do about that stack of papers or those 120 emails, why not make the time to process and decide about it earlier rather than later so that you can do it with grace and ease, not when it's blowing up in your face.
4. The "Everything is Important" Syndrome
You cannot do everything. Period. Learning when and how to say no with clarity and certainty is a competence that happens on the way to GTD blackbelt. In order to do so, it's very helpful to clarify and regularly review all of the higher horizons of focus within which you have agreements with yourself and other people. For example, if you are really clear what your job description is and isn't, you'll have a much easier time gracefully declining all of those "interesting but not relevant" opportunities that come up. Get clear about your higher-level agreements and learn to say no to things that aren't aligned.
3. Next Actions That Aren't Physical and Visible
This type of gunk is hard to see if you're in it. An action like, "fix kitchen cabinet" may seem really clear and actionable to you. But if the actual physical next action to get that done is actually "go to hardware store to pick out new hardware for cabinet," than I dare say you'll probably be rather unsuccessful at fixing it unless you have a stroke of amazing intuition next time you're driving past the hardware store. The point here is to always make sure that the actions on your list are clear, unambiguous, doable, next physical, visible actions. When defining your next actions, keep asking yourself "how?" until you identify the real physical next action. If your lists are filled with actual next actions, your poor psyche won't have to essentially reprocess everything every time you review your lists. All you'll have to do is choose.
2. No Project List
Even if you're great at identifying and organizing next actions, if you don't have a robust and working project list you will likely drop some big balls along the way. The project list is meant to be the place where you track all of those outcomes to which you are committed which will take more than one next action to accomplish. Every project should have at least one next action or calendared action - or else it's not in motion. And the weekly review is the time to review and take care of the project list.
1. Non-Existent Weekly Reviews
This is the gunkiest gunk of them all. So gunky that the less you do your weekly reviews, the more gunky your system gets. If you have found that your weekly reviews are turning into monthly or quarterly reviews, get back on that wagon and revive this healthy habit. Give yourself the gift of a regular, holistic review of all of your commitments, projects, and actions. There's no better way to keep yourself in control and in perspective. And the kicker is that if you actually do them about once a week, you can zip through them much more quickly and painlessly than if you wait weeks and weeks.
What's your experience of "gunk" in your own practices of GTD? What breakthroughs have you had in ungunking your system? What did I miss? Please join in the conversation. The more, the merrier.
Posted by mdolan at 02:46 PM | Comments (7)
December 19, 2007
Getting Back on the Wagon
If you've got a solid personal productivity management practice in place, like GTD, you probably engage in some sort of regular wholistic review of the stuff on your lists and in your system. Without doing this regularly it's hard to feel totally in control and in perspectice about your work and your life. At the David Allen Company, we recommend to do this weekly. Here's a link to a free PDF with information about the recommended steps of the weekly review.
And.. I've got something terrible to admit...
The other day, it took me pretty much a whole day to do my weekly review, because I hadn't done one for over three weeks!!
"What!?" you say, "A David Allen workflow coach missed TWO of his own weekly reviews? Heresy!!"
Yes indeed. It's true. Even a DavidAllen coach can be rather human when it comes to occasionally missing a weekly review. And you know what? The experience of falling off the weekly review wagon and finally getting back on was actually a big eye-opener for me. When I actually caught up and finished the weekly review my mood shifted, my peace-of-mind increased, and even my body felt more vibrant. But only through experiencing that post-weekly-review glow could I really see just how out of sorts I'd been the couple of weeks prior. It's as if I just got a new prescription for eyeglasses and I suddenly realize just how fuzzy everything was without them. The experience also made me realize just how cranky I get if it's been too long since my last weekly review.
And so I encourage you: If you're a student of David Allen's GTD and you've fallen off the wagon of the weekly review, give yourself a break, set aside some time, and get back on the wagon. If you're like me, your holiday season might be a little more in control and a little less cranky.
Posted by mdolan at 07:11 PM | Comments (2)
December 12, 2007
Master of one's own domain
This week I'm coaching four members of a team who are all using Lotus Notes. For months before I arrived they had been experimenting with and using the "Assign to-do" feature which is part of Lotus Notes To-Do's, with which one can essentially create a To-Do and send it via email to land in someone else's email and To-Do list. (there is a similar function in Outlook Tasks as well). But not everyone in the group was loving how it was working out.
The head of the group was interested in using this feature so that he could essentially assign and track all of the requests he sends to his team members in the same step on his own To-Do lists. However, in the practices of GTD, we typically don't recommend using this feature because it essentially ends up adding tasks onto others' To-Do lists without giving them an easy way to fully process it for themselves.
In other words, if I had a task from my boss appear in my to-do list that sounded something like "please take care of the PDG report," that's probably not the way I would articulate my own next action about the PDG report. I would instead process that request into a specific project and/or next action for myself with the specifics of exactly HOW I'm going to take care of that request. My boss wouldn't really know what my actual next physical, visible action needs to be. Only I can define that.
It's much more helpful for me if all of the things on my own next actions and projects lists are created, worded and processed by me, in my own words - so that I'm the master of my own domain, so to speak.
If there are a lot of things on my own next actions lists that I didn't actually put there, my assumption is that I'll start to lose trust in my lists a bit and maybe even be confused when reviewing them.
I ended up recommending that they not use this feature of the software and instead just use other normal means of communication (like emails and conversations) to assign tasks and request actions.
I wonder if anyone out there has found any success using this assigning tasks feature of Outlook or Lotus Notes - and how that has worked with a GTD structure of processing if there was one in your environment.
Posted by mdolan at 06:50 PM | Comments (11)
December 08, 2007
Getting the Water Just Right: The Someday Maybe List
I've noticed a broad theme about GTD, both in my own practice and in the coaching I provide to others: Keeping your GTD system healthy is all about recalibration.
In my own approach, I notice that it helps to always keep one eye on the look-out for how well my system and approach is serving me. Over time, things change in and around me. So I've got to make sure that I regularly recalibrate the agreements I make with myself to fit the environment and situation I'm in.
My experience of it is like an ongoing fine-tuning of the temperature of a shower in a house that has inconsistent plumbing. I've got to recalibrate my system regularly so I don't either burn myself or chill out too much.
If you know anything about the practice of the weekly review, you know that there's a lot of recalibration built in. In my weekly review I not only collect and process all of the stuff I haven't yet processed, but I also take a fresh look at all of the agreements I've made in the past and give myself the chance to change my mind. The weekly review is like the macro-level recalibration - and it's essential to keep things running.
Someday Maybe
One specific example of recalibrating during the weekly review has to do with the Someday Maybe list. I always try to keep a healthy give-and-take between the things on the Someday Maybe list and my Actions and Project lists. The Someday Maybe list is like the release-valve of my commitments. If I'm doing a weekly review and I notice that I'm starting to reach capacity in terms of workload versus energy, it's time to recalibrate and shift some things that were once committed projects into Someday Maybe mode. I can always tell that I need to do this when my overall feeling of relaxed control starts to morph into the beginnings of a slight feeling of anxiety (Yes, even a DavidAllen coach feels anxiety sometimes). I can actually feel it in my body. And when I do, that's an important signal for me to start recalibrating and renegotiating those agreements.
Of course the opposite is true as well. When my schedule and bandwidth start opening up and my energy starts to be available for more commitments, one of the first things I do is hunt on my Someday Maybe list for some juicy bits for which I've been hoping to have time.
Have you ever noticed that when you don't have a lot to do, you do proportionally less with your time? Recalibration is about keeping your commitments at just the right level so that you're not swamping yourself and you're not succumbing to laziness.
Posted by mdolan at 02:10 PM | Comments (1)
