i would say it doesn't matter how much reading you do or when you do it just as long as you schedule it into your day. For example, every Mon, Weds, Fri at 8 pm, you read for 30 mins or whatever the case may be.
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i would say it doesn't matter how much reading you do or when you do it just as long as you schedule it into your day. For example, every Mon, Weds, Fri at 8 pm, you read for 30 mins or whatever the case may be.
Hi Fritz:
Not much to add, because the forum responses have been great. Mine is close to cfoley's.
In reading your original message, I picked up on "very busy executive", "my staff", "personal driver".
I'm not sure which industry you're in, but it appears that you're reading stuff that has not specifically been written for you -- "business books and magazines". The challenge is within the first step of the GTD Workflow Map -- "What is it? Doesn't look like you have time to even decipher the material to figure out if there is any meaning for you that's applicable to your business.
I'm taking a leap here, but this is my vision:
-All reading material is collected by your staff.
-They are responsible for answering, "What is it?" and "Is it actionable?"
-They read the stuff for understanding and make a decision if the material is worthy of your time
-They get a copy of Dan Roam's "The Back of the Napkin" -- DavidCo staff heard him present at our recent staff meeting and it was great.
-Your staff cull the core message of the material down to a drawing, which is presented to you, along with any specific flags within the written material.
-You review their offering (really fast) and then decide "What's the Next Action?
Ultimately, I think, what you're really paid for is the last piece. Your ultimate 20K Areas of Focus and Responsibility are putting things into action -- from your own ideas or what you've gleaned from outside material.
What's fun about this idea I just dreamed up, is that if you decide on a Next Action, based on their work, then (when you delegate projects to them) they've already done the initial thinking and just continue drawing from there. Again, you're ultimately responsible for the integration of the thinking, but they can be responsible for figuring out what to think about.
I'm Interested in your thoughts -- I could be way off base, so apologies in advance, but my intentions came from a good place.
Regards,
Paul
Quote:
Originally Posted by Fritz58
GetAbstract is also a good way to see if you really want to delve into a business book.
I do my reading either on saturday or sunday when the office is closed and I have complete time to keep up with current professional updates.
I have a "to read" file. When I get a journal in the mail, I review the contents page. If I like the title, I put a sticky note on the page number, and drop it in my file.
Each month I book 1 1/2 hour at a coffee shop. I take my backpackbriefcasethingy and inside it I have a green action file, a yellow reference file and a red recycle/shred file.
No phone, no computer, no interruptions. The 90 mins is at the very end of the day, but at the coffee shop it is so relaxing! I rip out the article with the contact name of the author I want to call, and put it in my green action file. When I get back to the office, I empty the action folder into the appropriate context folders (phone calls, someone to delegate this action), file the reference material and shred/recycle.
This system has been working for me ever since I emptied a giant pile of "TO READ" over a 12 hour flight. Believe me, I will not ever get THAT behind again.
By the time I am done with my TO READ file, the next months journals arrive and I feel a relief that I have space in my drawer for the new stuff.
BUT......how does one read the BOOKS?????
I sit in a chair on the terrace, take a book and... read it.Quote:
Originally Posted by Almost Done
I LOVE Almost Done's suggestion - what seems really wonderful about this is that the coffee shop provides a change of scene, eliminates most interruptions inherent in being at the office and can feel like a restful break and a pleasant reward. I'd pobably take post-it notes with me to be able to jot notes about any necessary actions from the reading. The challenge with scheduling reading items that might be relevant at the office is often that it doesn't feel as important, so those things just don't get read in any timely way. I think the idea that "stuff which might be useful" is often deferred makes perfect sense. I read a lot, but there's always a lot in the queue - a significant chunk of which constantly gets deferred. The coffee shop idea could even be translated to being a space for scanning larger items like books to see what the likelihood is that valuable information is lurking in the pages.Quote:
Originally Posted by Almost Done
We'll never read everything that catches our attention or discover everything that could be useful. We always must carve out some time for creative, new inputs though to help us challenge our current thinking and to innovate.
My black backpack/briefcase/satchel thing is once again empty!
I knew I had to be in the surgery waiting room for several hours, so I brought my TO READ file along. My action folder has a few items, my reference folder has a few, my TRASH is pretty full, and my TO READ file is empty.
My peace of mind mainly comes from my husband's successful surgery, but here was a few hours NOT to read sports or glamor magazines.
When do you have an hour or two which you KNOW your are basically stuck? This was not my creative time. This was my time to be preoccupied with something else. Very enjoyable!
I don't know the answer to your question. I heard David say in an archived webinar something to the effect of; "If you have back to back meetings all day when do you have time to actually do the work?"
As I read through your post I wonder the same thing. I realize meetings are work...that came to me a few years ago as I do a lot of meetings. But often during meetings I am getting more things added to my list. If I never have time to do the work, my list will only grow.
Again, no answer here...sorry.
It's a matter of (a) prioritizing and (b) scheduling. If you believe going to
all those meetings is very important, then when people suggest at meetings
that you take on a task, you can say something like "No, I'm sorry, I won't
have time for that. I'm busy with meetings all day all the time."
If you believe that it's also good for all the other people at the meeting
to spend all their days at meetings, then you'll be setting a good example.
(And contrariwise if not).
If you believe that some actions are more important than some meetings,
then when people schedule meetings you can say something like
"No, I'm sorry, I'm going to miss the meeting this time in order to
get some stuff done ... I expect to be at the next meeting though."
If you believe it's good for the other participants at the meeting to
sometimes skip meetings in order to get stuff done, you'll be setting
a good example (and contrariwise if not).
You can do arbitrary scheduling, such as "On Tuesdays and Thursdays I
don't go to any meetings unless they're really, really important, and
generally a maximum of 2 hours of meetings a day even then. My Tuesdays
and Thursdays are primarily for non-meeting work. On Mondays,
Wednesdays and Fridays I go to lots of meetings." Or "I don't go
to any meetings between 12:00 and 14:00." Watch out for the "parkway"
phenomenon: cities saved up "greenspace" for parkland and nature,
and then ended up noticing that it was a convenient place to put
huge highways. How do you protect your action time from having
big important meetings pushed into it because people know you're
(in some sense) not busy then?
Each week you can list your meetings in order of priority and skip
the bottom few. If two meetings are scheduled at the same time
you probably know which one you'd go to; you can use the same
thinking process to list all your meetings in priority order, to limit the
number of hours per week of meetings.