Getting Things Done
I originally read this book five or six years ago and can honestly say it changed my life. Asking "what's the next action?" and putting tasks into contexts are immensely powerful techniques and the book does a great job of explaining these (as well as lots more besides). Re-reading was very useful in seeing where I have got to with my personal system - not bad, could always do better!
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nico nuzzaci
most of the stress people experience comes from inappropriately managed commitments they make or accept.
There is usually an inverse proportion between how much something is on your mind and how much it's getting done.
You don't actually do a project; you can only do action steps related to it.
you can feel good about what you're not doing, only when you know what you're not doing.
Deciding isn't really an action, because actions take time, and deciding doesn't.
Right now you probably have between thirty and a hundred projects.
Think carefully about where and how you can and can't do which actions, and organize your lists accordingly.
There's no perfect system for tracking all your projects and subprojects the same way.
It's OK to decide not to decide—as long as you have a decide-not-to-decide system.
A real review process will lead to enhanced and proactive new thinking in key areas of your life and work.
the magic key to the sustainability of the process is the Weekly Review.
Your best thoughts about work won't happen while you're at work.
if you have ten minutes before that next meeting, find a ten-minute thing to do.
Give yourself a context for capturing thoughts, and thoughts will occur that you don't yet know you have.
anxiety and guilt doesn't come from having too much to do; it's the automatic result of breaking agreements with yourself.
the catch-22 of professional development: the better you get, the better you'd better get.
I have a personal mission to make 'What's the next action?' part of the global thought process.