Getting Things Done

Not getting things done: The art of stress-free productivity

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A few days ago, I had the cool idea to create a referral program for this newsletter, something like the Morning Brew has.

So if you refer one person, maybe you get an “Insights & More” sticker… for three referrals you get a fridge magnet… for five, you get a coffee mug, because nothing motivates action like a free coffee mug.

I found this idea addictingly attractive, much like the idea of having enough money in the bank to live off interest alone.

So I started to fantasize:

“All I really have to do is get one person to refer me to four others… and then two of those four to refer me to eight others… and then four of those eight…”

Pretty soon, I figured, my list would exceed the total number of atoms in the known universe.

But in spite of this geometric growth potential, I won’t be implementing this referral program now, and probably not ever.

I’ll tell you why. Maybe it will help you to get more value out of your time, and save yourself the stress and frustration of going down blind alleys.

I recently started a 4/4 value/time system for new ideas.

I rate each idea on a 1-4 scale for its possible value. 1 is no value or doubtful. 2 is certain but small. 3 is large value. 4 is “should have done it already.”

And similar for time. 1 is “ongoing project without clear scope or timeliness.” 2 is weeks or months to complete. 3 is hours or days. 4 is “can do it now.”

So every idea that springs out of my head now gets evaluated on these 1-4 scales.

The referral program got a 1/2. The value is doubtful. The time to implement it would probably be on the order of weeks.

So no to the referral program, but that’s ok. I’ve got lots of other ideas, including some that warrant a 4/4.

The bigger point being, you have to be willing to let things not get done.

The fact is, and I’ve seen this in my own life, it’s possible to achieve transformations very quickly.

But in order to do that, you have to focus on the one or two things that really make a difference. The way you get the energy and time to do those things regularly is to kill off cool but distracting ideas.

So there you go.

Use my 4/4 system. Or come up with your own. But figure out which things you can leave undone today, and most likely, forever.

And then watch as your success starts to bubble and mushroom to unseen levels… like money in the bank that compounds faster than you can take it out.

And if you need more ideas to help with your productivity:

You might like my daily email newsletter. I write about marketing, copywriting, and personal development. You can sign up for it here.

Positioning remarkable ideas against popular incumbents

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In 2005, Wired magazine published an article titled, “GTD: A New Cult for the Info Age.”

It was about David Allen’s Getting Things Done. This was a productivity system, which Allen first described in a 2001 book of the same name.

The basic premise of GTD was that we are all flooded with more and more distractions and tasks. The old ways of dealing with all this work, such as todo lists or goal-setting, are not enough.

As the Wired article describes, a few frustrated knowledge workers found Allen’s book. They identified themselves with the problems he described. And they adopted and promoted the GTD system with evangelical zeal.

By 2005, GTD had become a kind of cult. But this was still not the high point of Allen’s success. Interest in GTD kept building and spreading in all parts of American society for the rest of the 2000s.

Then, in 2012, a guy named Cal Newport wrote a post on his Study Hacks blog. The title was “Getting (Unremarkable) Things Done: The Problem With David Allen’s Universalism.”

The gist of Newport’s post was that GTD was great — if you’re a secretary or a mid-tier manager. But if you do any kind of creative, thought-intensive work, GTD will fail. In Newport’s words:

“Allen preaches task universalism: when you get down to concrete actions, all work is created equal. I disagree with this idea. Creating real value requires […] a fundamentally different activity than knocking off organizational tasks.”

Newport came out with his own solution to the problem behind GTD. He called it “deep work.”

Interest in deep work rose as interest in GTD declined. According to Google Trends, the two crossed paths, one on the way up, the other on the way down, in 2014. Today, if you check on Amazon, you will find Deep Work has knowledge workers’ attention, not GTD.

I don’t think Cal Newport did this consciously, but he hit upon an ideal way to position Deep Work. And that was in contrast to an existing, popular solution.

This is something smart marketers have been doing for years. I first heard Rich Schefren talk about this. Rich says this is one way he was able to get millions of leads and thousands of high-paying customers.

Rich’s advice is to go out into the marketplace and find a successful offer. Then, figure out how to make that offer a part of the problem — rather than a part of the solution.

You can go out and do that now. And you might have the same success as Rich Schefren or Cal Newport.

But here’s a nuanced point that might help you out even more.

After Cal Newport wrote his anti-GTD blog post, he got over 100 comments on the post. Those comments were very divided. A few said, “You might just be right.” But many more said, “You don’t understand GTD, or you’re not using it correctly.”

This corresponds to the Google Trends info. By 2012, interest in GTD had peaked. But overall, GTD was still very popular.

So if you want to position your product against an incumbent, that’s the moment to strike. Not when the incumbent is at the peak of popularity… but also, not when most people have already moved on. As Arthur Schopenhauer wrote:

“To truth only a brief celebration is allowed between the two long periods during which it is condemned as paradoxical, or disparaged as trivial.”