David Allen Interview – Part I (Portuguese subtitles)
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Introduction and Biography of David Allen (transcripts)
Hi and welcome to top global business minds, Eglobalis Interview series, today, in order to kick off our series of interviews we have a very special guest, to start with a lot of energy a lot of productivity and efficiencies. The author of the best-selling book “Getting Things Done” Mr. David Allen is here with us, I will tell you little bit about his biography and we’re going to kick off the interview. David Allen is a Productivity and Efficiencies top consultant who is best known as the creator of the time management method known as Getting Things Done or GTD. David Allen is author, international consultant and lecturer and founder and chairman of the David Allen Company. He is widely recognized as the world leading authority on personal and organization productivity, his thirty years of pioneering research, coaching and educating some of the world highest-performing professionals, corporations and institutions has earned him Forbes Magazine recognition as one of the top five executive coaches in the US and in the world. Other magazines refers to David Allen as one of the world most influential thinkers for his outstanding programs, and writing of time and stress management, the power of aligned focus and vision, and his groundbreaking methodology of management and executive peak performance. The Time Magazine labelled his first book Getting Things Done, as the defining self-help business book of its time. David Allen is the author of three books the international bestselling 1- Getting Things Done, the Art of Stress-free Productivity, 2 – Ready for Anything and 3 – Making it all Work, Winning in the Game of Work and business of life. Getting Things Done was published in 28 languages including German, Portuguese, for sure English, Mandarin, Finish, Russian, and many others….
Begining of our Interview PART I:
David Allen=DA – Ricardo S Gulko=RG
RG (Ricardo Gulko): Therefore I have the pleasure to introduce you today to Mr. David Allen best-selling Author of “Getting Things Done” The Art of Stress-free Productivity, managing consultant, top productivity and efficiency, global leader and founder and chairman of David Allen Company (www.davidco.com). David is a great pleasure to having you here today and thank you very much for accepting our invitation.
DA ( David Allen): Delighted to be here Ricardo!
RG: thank you very much let’s start with my first question, one thing that strake me , watching many of your interviews is always the fact that you mention about what leads you to write GTD the book, but I’d like to know your personal perspective about that, what Triggers you to write the book? As you know people have different issues in their lives, so what triggers you personally to write the book Getting Things Done?
DA: Well there were probably three or four major reasons for it. Probably the main reason was that I realized after about 25 years and actually doing versions of this work that the it was actually unique and that nobody else had really done it in the way I done, and in case I got run over by a bus, somebody would probably figure it out, but meanwhile I think I need to write the manual but you know Ricardo, it took me as I say, it took me 25 years to figure out what I’d figured out because in a way it was so simple and I’m frankly never had any traditionally formal business and education or psychology education. So mine was just personal experience and then a lot I’ve using that and testing and working with so many people. But I figured all the highly successful big executive people out there, had already figured this out, and that I was the last guy to learn it, and as I said it took me a long time to really realize that it was quite unique and also you know, I’m not the kind of guy that can go just go “tadaaaa” and write a book and then hope it works. You know I really needed to make sure this was this really was bulletproof, and so literally spending thousands of hours with some of the best and brightest you know and sharpest executives and professionals on the planet, and working to have this material without exception, absolutely improve their condition, I said, well I think this really needs to get a bigger audience and so that’s when I decided taken off my someday maybe list, and put it on a real project which is get a book out there, and I had some advisers who we’re advising me in terms of my own small businesses I was starting up a new chapter of it and they said look David write a best-selling business book, I went “WOW” I don’t know how to do that. So you know that was quite a big project and lab itself to try to figure out how to do it, it’s funny after you read the book it seems so simple and it seems so obvious, but it certainly wasn’t before it was written. I guess that the mark of good you know Booker good material in that it seem self-evident what you read it but it certainly wasn’t.
RG: That is the amazing thing about GTD is very simple after you read and when you start to read it, maybe you can get overwhelm with so many things to get done but later on, is so easy, is not easy it is a process to get involved on that getting engaged as you mention but is really I think a great book.
RG: Did you expect it to happen as happened to you? Like you wrote a book that would be could be just a US success, but was Worldwide. Did you expect something that would have this big impact in the world?
DA: Well, you know Ricardo it’s funny it depends on what kind of day it is for me, you know it depends on what side of the bed I get up on. You know if I get up on my sort of a I feel great I’m in charge of the world kind of side of the bed then I think hey look there’s only two million up those US Copies the book out there and they’re six billion people on the planet you know let’s get going you know the rest of the world really needs to get this, how come we’re nearly two million that have it. DA: You know the other day is you know when I get up on the other side of the bed I’m wondering why anybody would recognize this and even read it because in a way, as you know, there so much out there in terms of time management and productivity and prioritization and all that stuff and personal organization, so I wasn’t sure, to me as soon as anybody read it and get something out that’s, that’s terrific. You know and I’ll tell you a short story on that. One of the biggest days of my life was the first weekend when the book was published back in 2001,the first weekend it was on the shelves, in the bookstores and I had a woman who wrote to me right there, she send me an email, she said David I picked up your book, I read it I took the weekend and implemented and it changed my life. I said YES because up until that point I wasn’t sure that I could put this education into some sort of virtual, digitalized form, I thought I knew it worked if I sat down to work with people and had plenty of time to be able to engage with people personally and I’m, you know, I knew how to do that but I wasn’t sure that we could get this information into a virtual(book) format, so to me that was the first as long as there’s one person, who could read the book and get that means that you know that code was broken so in a way relatively recently that made the difference of me saying okay!
I think then we can then package this education and try to explore to find a way to distribute this education across the planet, we’ve seen there’s no cultural bias there’s no gender bias there’s no personality bias, to this minute just basic you know real human stuff you know for anybody that’s needs to keep track of more than one thing, and it improves everybody’s lives so I figured well 25 years to figure out what I figured out in probably the rest of my life to figure out how to now distributed, and get help people make it stick, and you know and but that’s a whole different game in a whole different business on there.
RG: There’s is great potential but this book is not. As others many books that you read business books that the added value can be discussed about but this is real practical is pragmatic you are not, cannot say something there, that’s not going to work is working when you implement that, works!
DA: Well and I think Ricardo one of the reasons, actually I think people resisted a lot to a because it is so immediate, you know a lots of books you can read, the other in case I have this situation this will be a good thing to know, but “Getting Things Done” is immediate is like right now, you got something on your mind here’s how to get off your mind and get it done with less effort. So in a way it’s its inviting that to your point it is immediately applicable, you know right that very second, if you start to do these best practices, and at the same time it is quite intimidating because you can if it’s kinda like when you read the book you have no excuses you know there’s no reason to have a thought twice its there, what you really once you catch the principal.
RG: Yeah and the only thing that I think that is tough, is the decision of change your habits because they’re sometimes, that you have to change your habits, and some you already have, so is easy to adapt depending where you are , if you take the book and adapt yourself but that’s maybe is the biggest challenged here, wow, I have to do that..
DA: Sure, well you know to be fair most the people who would be interested in reading the book are already busy productive creative people, which means they already have a 24/7 kinda life so if you’re going to do anything different if you already have that kind of 24/7 life means you have to change something you’ve got to give up something it’s not like people are sitting out there in a vacuum, waiting for something to do, so I understand that you know that as simple as some of these behaviors are, they are a very big change your habits especially keeping stuff out of your head, that is such a huge habit for adults, anyway to change and that’s I think is also partly difficult.
RG (Ricardo S. Gulko): It is great the way you presented that I like it that way, I liked you called that the water mind a mind of water..
DA: Mind like water yes which I took from the martial arts the that image.
RG: Well my next question is just to clarify something: People that are busy not always are productive. What’s your perspective about really productive people? Because you need results, you know I can be busy in my work, but I’m not getting results, except if you are in biotechnology where you’re making research, so you get so frustrated and that’s part of the job but no other jobs as an example, project management as an executive in general as anything that you’re doing in life, you can be busy or really making things happen and getting things done. What’s your perspective about this?
DA (David Allen): Well, you know, a simple definition of productivity is achieving desired results so for instance if you go on vacation and intend to relax, and that’s why you’re going on vacation but you don’t relax that’s an unproductive vacation. So I think people have miss a mistaken idea that productivity means hard work, mean I have to work well you might in order to achieve some results, you might need to work hard in order to do that but, to your point busy it depends on what your busy doing what, because you know a homemaker may be very busy keeping up with three young children running around the house, and you could say is that being busy or is that being productive? Well if your desired result is to raise your kids are they help in a constructive way and it takes that kind of activity to do that, that’s productive so just because somebody’s busy does not necessarily mean that they’re being unproductive but I understand your point. The real question would be what is it that they are committed to actually achieve? in terms of a result and are they achieving that?
RG: So would be the KPI’s (key performance indicators) against the situation that we are discussing?
DA: Sure and you know it’s tricky business, I know everybody has a question about how do you set priorities, but there are multiple levels that we have commitments about, and so when you’re driving your car to work that’s being very busy driving your car, how strategic is driving a car? Well, an it’s very strategic if you need to get from here to there early, because there is where you need to go to do what you would consider your priority work. So you know it but the truth is we have as many priorities during the day as you have different activities that you engage during the day, so the priority game is I think it requires a much greater awareness and understanding of how complex our life is all of us in terms of the things we are committed to and what polls are pushes on us, and what are those things that we intend to achieve. I agree with you that many people let busyness get in the way of them holding a focus on the things that are perhaps more important to them. To be sure so the idea of speed up by slowing down oftentimes is a very good admonition, not stop. You know someone said don’t just do something stay in there. it it’s ok to stop take a breath look around and lift up above the field of activity that you’re engaged in that’s absolutely required to be in a reasonably a productive insane.
RG: How can we transform our self’s in productive and efficient people? Can you suggest for people that did not yet read the book, somehow to enter into mindset to become productive to give a perspective for the people, we just spoke about that but in kind of few steps or something that you can think about? To help the people that are looking to watching us here?
DA: Sure, well probably the main suggestion, that I have and a lot what the book is about is becoming conscious of the inventory of all of your commitments, at all those different levels you know as you know I’m sure from a consulting background that if you don’t start with current reality and you’re not clear about what current reality is I don’t care how clear you are about your goals, you’re still going to be on a slippery slope, and especially you and I may agree that we want to be you know, over there but if we don’t agree where we are, you will say turn left I say turn right and we’ll want to shoot each other, even though we may agree on the goal because we don’t agree on current reality. Well. back to the individual if people are aware of what they’ve committed to they will always over-commit and overwhelmed themselves. Once you become aware of how many projects you really have how many things you’re committed to finish it within the next few weeks or months? From how many actions that you have, that you need to take to fulfill all those commitments, as well as all aspects of your job you need to maintain, and your life that you need to maintain, as well as any goals you might have, I mean this is just started the name all the things that probably have people’s attention and some way so a lot of what getting things done is about is… Well, here’s the secret: it’s not really about getting things done; it’s really about becoming a properly engaged with everything that you were doing. You know, you and I right now, you think about how many things you and I are not getting done, because we’re sitting here talking to each other, tons of things. So but you’re feeling really good that talking to me right now is exactly the best the only thing you ought to be doing on the whole planet, given all of your commitments; or you feeling really bad that somehow you got distracted and wrapped up in this and there’s probably a zillion other things you should be doing instead of this..
RG(Ricardo Gulko): I’m really happy talking with you J DA(David Allen): ..I understand, I’m happy to talk to you too J but the only way that you and I will be able to be present with each other that is to be optimal in terms of the energy we’re bringing to this situation, without having our attention being held hostage by other things, is to have looked at all the other things and say they’ll wait, in other words we now are renegotiating those agreements with ourselves, because it’s really to a large degree, it’s all about your agreements with yourself, a lot of them include other people, yes I told my boss I would, I told my partner in life I would I told my kids I would lot of them include other people but they’re all really agreements with yourself, and so in order to feel appropriately engage with all the agreements I need to know what they are and to look them constantly be renegotiating those, okay that’s fine that await that won’t wait I need to handle that now that’s done now I’m free for the next two hours, and I can do XY and z, and it’s very common sense but very few people are even close to having that inventory you know defined and clarified and objectified so that they can sit back and see it, and things are changing so fast that inventory can change while you are talking we’re getting emails right now in our in basket, that are likely to change what our priorities are once we get off the Skype call. So it’s coming constantly so just being able to have a systematic approach to be able to capture and clarify and organize all those commitments and keep that current as things are changing, WOW that’s a martial art. So as simple as that sounds it’s not, it’s not necessarily that easy to do that so it does require on awareness that what the model is and to your point a change in behavior to a large degree for people. Here’s the funny thing is it’s its behavior you know you need to do anyway so it’s not like some foreign language, you’re not familiar with or some new technology it’s really about you. You know all I did over these years was uncover what it is that really works when things really work for us, and then just explore what’s the principle and let that play. When you do that and then if you understand that principle you can bring that principle to bear much more elegantly and completely and consistently, them before you were aware other so I just made explicit, a lot of implicit best practices. A good example about I mean everybody what you’re listening to this right now at some point has felt overwhelmed and confused and they sat down and made a list and felt at least a little bit better, a little bit more focused a little bit, more in control. Well if anybody reverse-engineered how come I feel better nothing changed in the world out there, if you figured out reverse-engineered, how come you feel better by getting it out of your head, you never keep anything in your head the rest of your life, but that’s potentially meaningful that you needed and potentially thinker do something about it’s just the most people have to feel really bad, before they do what improve that situation, and I said look their getting some out ahead improve the situation, without fail every time no matter how good or bad you feel! So why not feel better all the time?
RG: Here I have a question for you that actually, my problem, sometime is to get rid and to stop thinking about something, and I have many of my friends, which read your book, they told me this exact point that is hard for me and them to stand back and relax, when I know I have so many things to get done. You get overwhelmed by so many activities you have to continue one interdependent of other, so because is complicated, how we can solve this part of the methodology? That can help the people? For sure I know that you have a solution for that but I don’t get that..
DA: Well, there are two things that may be going on here: One thing may be going on which is
people don’t trust their own systems yet, people sometimes write everything down, and say David I still thinking up when I lie in bed. I said well how long have you had all that written down? They say two weeks, you need to give yourself two month because some part of your psyche still doesn’t trust, you’ve got a systematic approach, because your system include your behaviors not just the content of the system so your system has to require. For instance I have to trust my in basket right over here, I have to trust the I will empty that you know on some regular basis, if I trust that I will empty it I can throw anything in there and not have any attention on it. If I don’t trust I will empty that soon enough even if I throw it in there it’s still going to be on my mind, if you catch that principle, you relieve the pressure and Dr. Roy F. Bumeister, a doctor in the University of Florida wrote and coauthored a book called Willpower, where they have actually have studied a lot of what I uncovered and found out it actually is true, that the mine doesn’t, actually you don’t have to finish your project in order to get off your mind but you have to trust there is a plan to finish and that plan is in place and that you or the appropriate people will see the right thing at the right time about that. Now it could very well be the other the other factor is that in order to appropriately engage, sometimes you have to be very busy can you need to be concerned if the fire alarms go off you don’t want to be I’m gonna be mind like water. You know, mind like water actually allows you to then engage and engage and engage and quickly shift your focus as needed and many times that doesn’t look like meditation, that look like running a four-minute mile or your you’re dealing with something extremely busy an extremely challenging, so there’s a difference between worry and concern. if you’re worried about the project that’s totally unproductive, you are not making any progress on it if you’re concerned and you then are appropriately engaged in handling that concern, that may very well look like hard work or busy or overtime or dealing with lots of things because that may be what’s required to appropriately engage with that situation.
DA: That make sense? RG: Makes a great sense I never thought in that way but your explanation is simply great as the author, the author explaining is something wells. J
DA: Well see getting things done in this methodology does not get rid of the challenges in life if you did you’d never grow I mean, common the challenges are what stretches us allows us to express to expand and you know develop ourselves as human beings. You know that’s why you lift weights, that’s why you can you come up, you know you we come into this life dealing with essentially what you might call conflict or stress it’s just that, what that does that strengthens the muscle as long as you’re properly engage with that so that then you can handle more so you, don’t want to get rid of that, while you might want to get rid of that but I don’t think you can, you will not gonna to be able to get rid of that. About so you’re still going to have challengers, what I discovered was as how do I most optimally engage with those challengers and you want them to make sure you have a clear head to deal with the fire alarm or thinking about what you’re doing with the rest of your life or playing with your dog or managing your project, you know if I were to coach somebody who’s concerned about this big project that they’re on> What’s got your concern right now? What has your attention about that and it usually because some decision about it has not been made, in that some situation is going on and they haven’t made a decision, about what exactly needs to happen about that or even if they have, they have a part to result from that thinking and some appropriate place. But they or some personal they trust will look at that in the right time. So it’s really about how do I get that project on the cruise control and not how do I handle the whole project, that’s all point.
RG: I understand that, that does really solve, if I understand you correctly, you are saying let’s imagine a project life cycle: If I have the right team if everything’s organized and planned well this is a concern, but… I have to be concern but I don’t need to be a worry because I already took all the steps that they will have to take care of all issues (preventive measures), or that they are coming or maybe will appear during the life cycle. Is that what you are saying in other words?
DA:, And maybe even a better word is to care, as even and as opposed to concern, I care about the product I care about my kids, I care about my dog, I care about my health that’s totally appropriate, and so caring about it. Therefore I need to do X Y and Z so I think care is a great thing and you don’t want to get rid of care at all.
RG: Sometimes we have the tendency to procrastinate things and in the book you mention and I also saw some material in your website about that and I have two questions: About that that, could you suggest to those that are constantly fighting, there are things that you like to do and thinks you like less to do. This I want to do today, so it’s easy to procrastinate when it is not urgent and also how we can learn because it’s connected to procrastinating at least for me, and for people that I know. The fact that we sometimes don’t know how to say NO,. Oftentimes I think they’re very connected. . You know, I can procrastinate things because I don’t want to do or because I don’t have time now to do it, but maybe it will be easier for me to say NO for people, look I cannot do that now or answering even a phone or answering a email, etc..
RG: How we can improve ourselves avoiding procrastination> This is a really challenging question because it is really tough to do that, and for me, during many years was very difficult.
DA: Sure I understand! What you mentioned are two things so let me deal with the lateral one that you mentioned first. The lateral went where you said, you know what if I can’t say no, well again it I let me repeat that if you don’t know what all your commitments are you will always overcommit so once you see how many things but you have to do and what you step back and say what are the really important things that I need to get done, and all that, and do I have the resources to really make that happen? The word now comes a lot easier now. I’m a people pleasing person I hate saying no as well, I love for people like me so I want to tell you ..yes.. anything you ask me but I can guarantee over the years it became a lot easier to say no, simply because, you know and the elegant way to do that is look what you asked me to do sounds great I don’t have the bandwidth to give that the attention it really deserves, so that I really need to validate, your request, that’s really good but I also need to validate in order to be able to manage myself. I can’t help anybody else if I’m outta of control. So I needed then take control myself and make sure that’s handled so, you know, that you don’t get rid of that challenge of allocated limited resources. That’s the definition of Management is the allocation of limited resources even if you have all the money in time in the world just wonder around see what shows up in other world, we wouldn’t be having this conversation.
RG: That is not the case of the majority of the companies.
DA: Yes but the whole thing is you’re constantly making choices because every time you decide to do something you decided not to do everything else so you’re constantly in triage mode. We just we can’t get out about living that where you just want to feel comfortable about your choices, that’s the whole point so getting that inventory clear, back to the point about procrastination if there’s something you just don’t want to do; you should first to ask yourself what’s the purpose of doing it because a lot of people feel like to procrastinate about something that just old business, they should just take it off their list or move it over to someday maybe list they have, they need to stay conscious about, well why did you tell yourself to do this to begin with, you know what your agreement with yourself that says you should do this, stop doing it, what’s the risk if you don’t do this and if there’s no risk to not do it ..relax, you know there’s a that’s a great equation now what’s the value if I accomplish this and what’s the risk if I don’t do now if you say if you’ve got all the inventory I see my seventy-five projects and my two hundred actions I got about all that and yes here’s something I still need to do. Because there is a final game here a final output that is extremely important to me and it’s still, an uncomfortable thing to do, like how the conversation to fire somebody, you know those are not easy, you know come on, things like that ultimately you know the best thing to do then is what you know that that’s what you have to do is to then break it down, to watch the very very next thing you need to do and you need to then make sure that once the outcome is still something you’re committed to do then you need to feel like I need to be able to engage with some level control the greatest human fear is the fear being out of control many people are killing themselves and each other as we are speaking right now, just to get a sense of psychological control it’s that powerful driver up negative human behavior for us normal plain people, you the way that translates as you and I are gonna want to avoid like the plague, hopping into something we don’t feel like we can engage with control. So I don’t know how to handle this difficult conversation I don’t know how to handle my taxes, I don’t know how to handle this new thing, I’ve never done before peak I don’t know how to handle writing a book, you know, so it’s very easy and as I say the people who procrastinate the most are the most sensitive creative and intelligent people, because I assume you put yourself in that category, as I do and you and I can’t frick ourselves out in quarter of second with our minds, by seeing this thing and imagining all but terribly horrible things that would happen if it’s not done totally perfectly all the consequences, you know and we can just frick ourselves out simply by glancing at something so you have to come, you know, intelligently dumb your brain down, which stops doing all that sort of negative future fantasy worrying. You know fear it’s great acronym are FEAR you know Fantasize Experiences Appearing Real it so all you have to do with you are you can omit out you can go drinker don’t go to sleep or something that should’ve known out your brain. You know or you can break it down to the very next action, pick up the phone, hit number boot the computer, hipke if you truly can get it down to that simplistic sounds very simplistic but it truly is determining the next action and as you know that’s a key component and key behaviors in the “Getting Things Done” model is whatever you have attention on that you need to accomplish, or move on in some way decide what the very next physical action is and you know that those simple little physical actions are usually not that hard, so if you could stay focused on an easily controllable thing that will move the needle toward where, you want to go that’s huge, and most people who actually start to implement my model find on sticks tongues for both for those reasons, help health people clarify the larger inventory helps you understand and acknowledge, how important something is or isn’t to you to get done and then gives you the tools to feel more engaged in more in control so you can get moving on it. DA: That said, a great habit is whatever’s most bothering you do it first! By the way I’m universalized that principle is what most has your attention right now, because the reason things have our attention is because we have not put appropriate attention on it, and that’s a strange thing that it to get things off your mind, you actually need to use your mind but in a very controlled in a very specific way. What I’m I trying to accomplish, what’s the outcome part that somewhere you know that you’ll see. A properly and consistently, what’s the next thing I need to do about this decide that part that in some place you trust you’ll see you, when and where you could take the action, and then some part is okay now even though that’s a big thing its of my, I don’t have attention on it, because I put the appropriate attention on it. So what I figured out was what was that but the thinking algorithm that you actually need to go through it’s not about being smarter are transforming yourself it’s about wait a minute let me focus our ask this question, answer it this way part the results here and I discovered that actually is what gets things of your mind. Because interestingly enough there’s an inverse relationship between on your mind and getting done, because usually what’s on your mind, it’s because some part of you has not put the right thinking on it yet or part the results in a trust placed.
RG: And when you solve the issues then you have a kind of what you mention before, the mind like water, I solved something, it was bothering me than we are ready, I solved it so we go to next action, let’s go, you than, you relax again and you go through the life cycle.
DA: I think we’ll always have tension, you know they’re always be something that will be pulling or pushing on us, even if you got everything quiet have you fulfilled your destiny on the planet yet, but you’re here as a human being to do so the only been you got big why the big intentionality the bigger project, if you will if that’s true for you at all, and I think it is, you know for most everybody that some part of us feels like that we haven’t fully shown up yet and that there’s still something to express or to manifest to work or do here in this world and so that will always create this kind of dynamic tension that that’s not finished yet there’s going to be something that’ll be pulling or pushing on you, used in to start to recognize what is that and properly engage with it. See if I’ll want to be out of the room I’m now created tension because I’m not out of the room and yet, I’m identifying with something that’s not true how do I get out of the room as long as I get up and start moving that way, then I’m using that tension and up to possibly express and expand myself and to move forward so we’re constantly sort a minute create tension and then relax at modality it seems to be the nature of character. Who and how we are as human beings. So you know all I did was start to recognize will how do I get how do I get that flow going in a natural way, when you can catch this then you start to gain the Zinn on the whole game, and then your tension actually doesn’t tense you up. I’ve got attention on that I’ll get to it that’s fine. You know because now I know how to do it so I think. The good news about what I wrote and discovered was I defined the game, whether you wanna play the game or not is up to you but at least knowing the game will get you to relax. You know, there is a way that if it gets bad enough you can then get it under control but if people never knew there was that game, there’s this existential angst it’ll start to take over your life cop I had I don’t know if I could ever solve this, and that’s, that’s no fun.
RG: Executives and all team members in any different levels in any work environment have clear goals that will determine their success and failures. What can you suggest to keep achieving your goals even when you have distractions? Why do people often failing in getting things done? Why do you think people miss the right track? The way to achieve the things, especially, when you are working to a company, and I saw many people having the tools to do things but doing wrongly and eventually getting out of the company because different reasons or different behaviors etc..
RG: What do you suggest for people that have a issues in their daily life in order to get over those situations?
DA: Well it’s a good question and I think first of all the first challenge perhaps or accountability is that you manage your own as I say your own ten acres, that you get control in focus up who you are what your game is and that you trust that you’re managing that as effectively as you can and then you may have once you get back, clarity for I’m actually good and efficient and effective as I can be and I now have conflicting priorities, or they’re asking you to do something if not in alignment with where I’m going or are there something here that’s when you say okay that now I need to make some choices about direction, and purpose and goals and values, and that’s where you might say: I’m in the wrong place I’m in the wrong company, a lot of people start to implement GTD and leave the company the apparently because they start to get control of their life and go wait a minute I don’t need to be in a place like this, and some people, I was about to leave the company but I did GTD add now I don’t need to because now I’m surfing on top of this but I feel much better about it, I just been acknowledged by you know how good I do stuff and got promoted making more money, you know one thing the GTD is, it will tend to allow you to then move much more elegantly and quickly if you wish up the scale that’s one of the problems, we have you know we do work in a lot of companies and many times it’s the champion the GTD champion inside the company that brings us inn, you know and then I’ll keep the fire live in keeps everybody motivated the problem is that the GTD champions moved a lot they’re usually highly upwardly mobile professionally, and so then they moved to another company but the good news is then they, take us with them. It would to mix company they go to a but in a way and you know, but strange over the years I’ve watched the people who tend to be most attracted to this (GTD) are the people who need it the least there already the most productive people, and I used to wonder about that and then I realized, oh wait a minute it’s the most productive people that are most old whereof resistance and drag in their systems, because they’re pushing up against it, and so and what this methodology does that releases that pressure and that drag, now if you’re not going anywhere getting rid of drag may be a drag because you know there’s no reason to get rid of any pressure, because I’m not creating any pressure for myself towards the people who really producing the most pressure on themselves, because of where they want to go what they want to do they’re bigger goals our ambitions or whatever that are most aware of things being out of control or how do I get this email off my big how do I get these meetings and make them more productive, and so are the in a way it is the most productive people that creates sometimes the most stress and overwhelm because they’re getting blowback from their own ambition on their own creativity.
RG: Yeah I think that the people that are more efficient they are also always looking for ways to improve to get better, the majority of people today are like that because you have the internet etc.. in the past maybe was more difficult to depend only on books and today we have another methods. But I think those kinds of guys is exactly what you said they are always searching for something, some ways to get better, I have to get better on that so..
Let’s do it let’s read that book.
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