Getting Things

Done
The Art of Stress-Free Productivity
by David Allen

KEY QUOTES
The Big “So What”
“It is possible to be effectively
doing while you are delightfully
being, in your ordinary workaday
Allen shows how it is possible to have your cake and eat it – to be
world… Teaching you how to be
more relaxed, energized, yet accomplish more with less effort.
maximally efficient and relaxed,
Getting Things Done (GTD) helps us to focus our energies and
whenever you need or want to be,
resources so things don’t fall through the cracks, yet prevent was my main purpose in
people from burning out. writing this book.”

Introduction

Our productivity is directly related

to the clarity of our headspace. We
achieve results and our creative
potential only when our minds are
clear and our thoughts are organized.

Almost everyone faces the challenge

of having too much to do with too little
“There is usually an inverse
resources. Our work boundaries are no longer clear, jobs keep
proportion between how much
changing, we need to update old models and habits to manage
something is on your mind and
new requirements, and it is hard stay focused on the big picture how much it’s getting done.”
when we are constantly distracted with the nitty-gritties.

GTD helps us to handle an

overwhelming number of tasks
with relaxed control, by getting
“in the zone”, and operating with
a “mind like water”.

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The Art of Getting Things Done

The GTD workflow is based on a few key principles:

Managing action with a bottom-up approach:
Most people waste time and energy rearranging
incomplete lists of unclear “stuff”, which they make no KEY QUOTES
progress on. We need to start by gathering everything
that requires thinking about, and think about our work
before we do it. The challenge is not about managing
time, information or priorities. It is about getting clarity
and definition about the project and its associated next
steps, so real action can be taken.
Horizontal and vertical action management:
Horizontal control cuts across all the activities you are
involved in, so you can shift your focus from one thing
to another easily and quickly. Vertical control helps you
think up and down a specific topic or project path.
Getting it all out of your head:
Our short-term memory works like RAM on a computer.
Incomplete items take up mind-space or RAM; and slow
you down in your key tasks.

There are 5 stages to mastering workflow and gaining control “Thinking in a concentrated
of your life. manner to define desired
outcomes is something few
Collect stuff that command your attention people feel they have to do.
Process what they mean and what to do about them
yes
no
But in truth, outcome thinking
is one of the most effective
Organize the results means available for making
Review options on what you can do wishes reality.”

Decide on the best action choices and do it

People usually flounder when they try to do all 5 phases at the

same time; the key is to take it step by step and build it into
your lifestyle.

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Step 0: Setting up your system

GTD is a strategy that needs to be part of your lifestyle. To set

it up:
• Set aside time.
To get started, set aside a block of 6 hours or more of KEY QUOTES
uninterrupted time. You need to time to set up your system,
and to initially collect and process a large inventory of “open”,
“stuck” or “undecided” items.
• Set up the space.
Prepare a functional work space with your in-basket, that
can be a physical locus of control for you. If you have an
office, you can use that, but you’ll still need a space at home.
Do not share the space.
• Get the tools you need.
Including stationary, calendar/ organizer, in-trays, a good
filing system. Examples of Allen’s filing tips include:
1. Keep your general-reference files at hand’s reach
2. Use one A-Z alphabetical filing system, not multiple
systems
3. Have lots of fresh folders handy
4. Keep the drawer less than ¾ full
5. Label your file folders

Step 1 - Collect:
Gather your Stuff

When you have “stuff” on your mind, your mind isn’t clear. “If it’s on your mind, your mind
Anything unfinished must be captured in a “collection bucket” isn’t clear.”
(a trusted system outside of your mind). The goal is to make sure
that 100% of what you consider incomplete (be it important,
trivial, big or small) are collected somewhere other than your
head.

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 KEY QUOTES
Collection Overview “There are more meaningful things
• Getting it all out of your head: to think about than your in-basket,
You can choose any low-tech or high-tech collection tools but if your management
that meet your requirements e.g. physical in-basket/ in-tray, of that level is not as efficient
writing paper/ notebooks, email, mobile apps etc. as it could be, it’s like trying
to swim in baggy clothing.”
• Success factors:
1. The collection system must be complete:
Get everything out of your head and captured in the
system, so you can stop worrying about stuff lying
“somewhere”. You will also have a better sense of the work
volume and focus better when processing and organizing
the stuff.
2. Minimize the number of buckets:
Have as few collection buckets as possible. Use technology
to consolidate buckets.
3. Empty your buckets regularly:
Take the items out, decide what they are and what to do
with them, then organize them into your system. You
don’t need to complete all the tasks at once.

How to collect
Physical gathering
search your physical environment for anything
that doesn’t belong where it is forever. Besides
supplies, reference material, decoration and
equipment, everything else that has potential
action tied to it goes “in” to your in-basket.
• If an item is too big for your basket, use a note
to represent it

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 • If the pile is too big to fit in your basket, create
stacks around the bucket, but maintain visual
distinction of your “in-basket”
• If something is clearly thrash, toss it right
away.
• Resist the urge to start purging and organizing.
• Items in existing lists and organizers go “in”
as well KEY QUOTES

Start with your desk top (mails, notes from

meetings, business cards), then move into
drawers, countertops, inside the cabinets,
floors, walls and shelves, furniture etc.

Mental gathering
Do a mental sweep of everything that’s on your
mind but not yet captured by the physical stuff.
On a separate sheet of paper, write out each
thought, idea or project that has your attention.
Put them “in”. You can use the “trigger list” in the
book to jog your memory.

Step 2 - Process: yes

Empty the In-Basket no

The goal here is to decide “what’s the next action”, including: “Things rarely get stuck because
of lack of time. They get stuck
• Items that are not actionable
because the doing of them
Trash : Throw what you don’t need has not been defined.”

Incubate : Put them in a “someday/ maybe”

list or on your calendar with a
future reminder
Reference materials: File them
“There is no reason ever to have
• Items that are actionable: Decide what is the next action, the same thought twice, unless
in specific behavioural terms e.g. “set a meeting” is not you like having that thought.”
actionable but “call John to set a budget meeting” is.

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 Do it : Complete any less-than-2 minute actions

Delegate it : Hand out (through email, notes etc.) to

others anything you can delegate. Once
delegated, place them in your “pending
stack”
Defer it : Create system reminders of actions that
need >2 minutes KEY QUOTES
Projects : Identify larger projects that require more
than one step

Processing guidelines
• Process the top item first: Start at one end and finish in
order. All items get processed equally; do not spend time on
anything.
• Process 1 item at a time: Don’t allow yourself to move on to
another item without finishing the one at hand.
• Never put anything back “in”: The key for processing is to
decide what to do about it and where it goes. Never put it
back “in”.

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Step 3 - Organize:
Set up the Right Buckets

The goal here is to set up clear buckets with different actions.

It is important to keep the categories distinct as they represent
different levels of commitment / agreements with ourselves. KEY QUOTES
Calendar (to do at a specific day/ time):
Forget about traditional “to-do lists”. Your calendar “Airtight organization is required
is sacred and should include only items you are for your focus to remain on the
committed to do. Only 3 things go into your calendar: broader horizon."
• Time-specific actions
• Day-specific actions
• Day-specific information
Next Actions (to do as soon as I can):
It is good to organize these by the context required for
that action e.g. calls, at computer, at home, at office,
meetings, read/ review, errands. You can leverage on
your energy e.g. to do your calls when you are in a
“phone mood”.
Pending (waiting for someone to do):
This includes actions you need to do, as well as items
that are already delegated out. Review this list often,
and add system reminders on actions required.
Projects:
Any desired outcome that requires > 1 action step
Project lists
This list is not meant to hold plans or details
of your projects. Rather, it helps you review
your projects to ensure you have action steps
defined for each project, and that nothing
slips through the cracks. You can organize/
sort your projects in whatever way suits you.
Common classifications include: personal/
professional, delegated projects, project
names etc.

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 C Project support materials
Resources to support your action and
thinking of the project.

Non-actionable data:

Someday/ maybe list

? This is the list of items you wish to reassess
in the future e.g. hobbies, new skills to learn, KEY QUOTES
things to buy, trips to make, organizations to
join etc. You can consider:
Using your calendar to park
reminders of things you want to
consider in the future e.g. “Church
BBQ next Sunday?”

Setting up a “Tickler File”, a file-

folder system that allows you
to distribute materials so they
automatically show up in your in-
basket on a specific day. Create a
folder for every day of the year, so
you can review relevant materials
daily, at a glance.

Reference materials
Keep this list out of sight and separate from
the “to read/ review list". Decide how big a
library you want, and choose your reference
systems.

Checklists
There are different thought levels e.g. “exercise more
regularly” (message to self) vs “set up regular exercise
program” (project) vs “Call Jim for personal training
program” (action). A most complete approach is to set
up an inventory for everything you are committed to
e.g. Career, Family, Relationships, Health, Finances,
Creative Expression, Spiritual & Community. Then,
move it down one level (e.g. within “career”, you may
have communication, processes, team morale etc.).

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Step 4 - Review: Keep
your System Functional

Reviews help to improve thinking in key areas of your life and

work.
Daily Reviews KEY QUOTES
If you have done steps 1-3 properly, you will likely
only need a few seconds for your daily review: “Your personal system and
• Look at your calendar first including your daily behaviours need to be established
tickler folder if any, to know your commitments in such a way that you can see all
and time-and-space for the day. the action options you need to see,
when you need to see them.”
• Next, look at your action list, to consider the actions
you could possibly do in your current context. “You will invariably take in more
Weekly Reviews opportunities than your system
It is important to keep your list updated, or you will be can process on a daily basis.”
forced to operated at the lower level of remembering
again. A good way is to have a weekly review, when
you go through the 5 stages of workflow management
to get your headspace clear again. Collect and put
“in” loose items, process your in-basket (including
checking on previous calendar for outstanding items
and looking at your upcoming calendar), update
your lists (projects, next actions, pending, relevant
checklist, someday / maybe, support files).
Bigger Picture reviews
Occasionally, clarify the larger outcomes and long-
term goals, visions and purpose that drive your
decisions and actions. These are levels at 20,000 feet
and above (see next segment).

Step 5 - Do: Make the

Best Action Choices

Decisions are intuitive in nature. Everything we have done so

far is to help us make confident choices about what to do and
what not to do.

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Three Models for Making Action Choices:
The 4-Criteria Model for In-the-Moment actions
Apply these 4 criteria in sequence to decide what to do at a
point in time:
Context: What you can do given your location and tools
at hand
Time available
KEY QUOTES
Energy available: How much energy do you have now
(e.g. are you feeling fresh and creative, “Every decision to act is an
or tired and bored)? intuitive one. The challenge is
Priority: Given 1-3, what action(s) will give the highest to migrate from hoping it’s the
payoff? right choice to trusting it’s the
right choice.”
The 3-Fold Model for Evaluating Daily Work
There are 3 types of activities you can be engaged in: “There is no reason not to be
Predefined work: Working off your “next actions” list highly productive, even when
!
you’re not in top form.”
Unplanned work: Doing work as it shows up in the day
Defining your work: Thinking about your work e.g.clear
!

“It is impossible to feel good about

up your in-basket, break down new your choices unless you are clear
projects into actionable steps etc. about what your work really is.”

The 6-Level Model for Reviewing your Own Work “Trying to manage from the top
There are at least 6 levels of personal perspectives to define down, when the bottom is out
of control, may be the least
your priorities with work, using aerospace analogy. Each level
effective approach.”
should enhance and align with the ones above.
50,000+ feet: Life “If you’re not totally sure what
40,000 feet: 3-5 year vision your job is, it will always feel
30,000 feet: 1-2 year goals overwhelming.”
20,000 feet (Areas of responsibility): Make a list of your key
personal and professional roles, the responsibilities involved
in each, and your areas of focus
10,000 feet (Current projects): Finalize your “projects” list to
capture your commitments and boundaries.
Runway (Current actions): Ensure your action lists are
complete.

Allen recommends a bottom-up approach to achieve better

control, balance and productivity, hence the GTD approach
focuses primarily at the Runway and 10,000 feet levels.

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Getting Projects Under Control
Steps 1-5 help us with vertical management, while an overview
of all your projects help you with horizontal management.
There are2 types of projects that require additional planning
activities:
• Projects that have not been fully fleshed out: Activities range KEY QUOTES
from brainstorming to organizing, setting up meetings and
gathering information, so we can detail our objectives and
action plans.
• Random project thinking: You may get ideas and inspiration
any time, any where. Find a place to hold these ideas until
you are read to decide what to do with them.
Set aside a block of time (ideally 1-3 hours) to handle the
vertical thinking for each project.

Other Useful Details in

the Book to Look Out For
At first glance, the GTD approach sounds simple and common-
sensical. However, the method is elegant precisely because
each of the steps are easy to understand and apply, yet the
system in its entirety gives you a fool-proof way to take the
clutter out of your head, reduce stress, improve focus and yet
track and complete more tasks and activities.

In part 2 of his book, Allen seems to repeat many of the key

ideas and concepts already presented in part 1; there are
however many small details and tips worth looking out for, as
these were insights of common issues (and success factors)
that Allen observed from working with his clients to apply GTD.

The overall concepts and approach of GTD are highly relevant

to the unstructured and fast-evolving work of the knowledge
industry. However, the list of tools provided in the book are
rather dated, and actual application will need to be adapted
using new software and productivity tools available in the
market today. For more information and resources, visit
www.GettingThingsDone.com.

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About the Author of Getting Things Done

David Allen (born 1945) is an author

and management consultant known for
his productivity methods. He grew up in
Shreveport, Louisiana, and now resides in
Amsterdam, Netherlands. According to Allen, KEY QUOTES
he has had 35 professions before the age of
35. His range of jobs include being a magician, karate teacher,
waiter, landscaper, vitamin distributor, gas station manager,
restaurant cook, personal growth trainer, manager of a lawn
service company and a travel agency. He is also an ordained
minister with the Movement of Spiritual Inner Awareness.
Allen began applying his perspective on productivity with
businesses in the 1980s. He has authored three books, Getting
Things Done: The Art of Stress-Free Productivity, Ready
for Anything: 52 Productivity Principles for Work and Life,
and Making It All Work: Winning at the Game of Work and
Business of Life. He is the founder of the David Allen Company,
which is focused on productivity, action management and
executive coaching.

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