Читаем GettingThings Done. The Art of Stress-Free Productivity полностью

You may also be surprised to find that some of the things you write on the list will actually come to pass, almost without your making any conscious effort to make them happen. If you acknowledge the power of the imagination to foster changes in perception and performance, it's easy to see how having a "Someday/Maybe" list out in front of your conscious mind could potentially add many wonderful adventures to your life and work. We're likely to seize opportunities when they arise if we've already identified and captured them as a possibility. That has certainly been my own experience: learning to play the flute and how to sail big boats both started in this category for me. In addition to your in-basket, there are two rich sources to tap for your "Some-day/Maybe" list: your creative imagination and your list of current projects.

Make an Inventory of Your Creative Imaginings What are the things you really might want to do someday if you have the time, money, and inclination? Write them on your have "Someday/ Maybe" list. Typical categories include:

• Things to get or build for your home

• Hobbies to take up

• Skills to learn

• Creative expressions to explore

• Clothes and accessories to buy

• Toys (gear!) to acquire

• Trips to take

• Organizations to join

• Service projects to contribute to

• Things to see and do

Reassess Your Current Projects Now's a good time to review your "Projects" list from a more elevated perspective (that is, the standpoint of your job and goals) and consider whether you might transfer some of your current commitments to "Someday/Maybe." If on reflection you realize that an optional project doesn't have a chance of getting your attention for the next months or more, move it to this list.

What lies in our power to do, lies in our power not to do.

 Special Categories of "Someday/Maybe"

More than likely you have some special interests that involve lots of possible things to do. It can be fun to collect these on lists. For instance:

• Food—recipes, menus, restaurants, wines

• Children—things to do with them

• Books to read

• CDs to buy

• Videos to buy/rent

• Cultural events to attend

• Gift ideas

• Garden ideas

• Web sites to surf

• Weekend trips to take

• Meeting ideas

• Party ideas

• Ideas—Misc. (meaning you don't know where else to put them!)

 These kinds of lists can be a cross between reference and "Someday/Maybe"—reference because you can just collect and add to lists of good wines or restaurants or books, to consult as you like; "Someday/Maybe" because you might want to review the listed items on a regular basis to remind yourself to try one or more of them at some point.

In any case, this is another great reason to have an organizing system that makes it easy to capture things that may add value and variety and interest to your life—without clogging your mind and work space with undecided, unfinished business.

The Danger of "Hold and Review" Files and Piles

Many people have created some sort of "Hold and Review" pile or file (or whole drawer) that vaguely fits within the category of "Someday/Maybe." They tell themselves, "When I have time, I may like to get to this," and a "Hold and Review" file seems a convenient place to put it. I personally don't recommend this particular kind of subsystem, because in virtually every case I have come across, the client "held" but didn't "review," and there was numbness and resistance about the stack. The value of "someday/ maybe" disappears if you don't put your conscious awareness back on it with some consistency.

Also, there's a big difference between something that's man-aged well, as a "Someday/Maybe" list, and something that's just a catchall bucket for "stuff." Usually much of that stuff needs to be tossed, some of it needs to go into "Read/Review," some needs to be filed as reference, some belongs on the calendar or in a tickler file (see page 173) for review in a month or perhaps at the beginning of the next quarter, and some actually has next actions on it. Many times, after appropriately processing someone's "Hold and Review" drawer or file, I've discovered there was nothing left in it! 

Using the Calendar for Future Options

Your calendar can be a very handy place to park reminders of things you might want to consider doing in the future. Most of the people I've coached were not nearly as comfortable with their calendars as they could have been; otherwise they probably would have found many more things to put in there.

One of the three uses of a calendar is for day-specific information. This category can include a number of things, but one of the most creative ways to utilize this function is to enter things that you want to take off your mind and reassess at some later date. Here are a few of the myriad things you should consider inserting:

• Triggers for activating projects

• Events you might want to participate in

Перейти на страницу:

Похожие книги

Практика управления человеческими ресурсами
Практика управления человеческими ресурсами

В книге всемирно известного ученого дан подробный обзор теоретических и практических основ управления человеческими ресурсами. В числе прочих рассмотрены такие вопросы, как процесс управления ЧР; работа и занятость; организационное поведение; обеспечение организации управления трудовыми ресурсами; управление показателями труда; вознаграждение.В десятом издании материал многих глав переработан и дополнен. Это обусловлено значительным развитием УЧР: созданием теории и практики управления человеческим капиталом, повышенным вниманием к роли работников «передней линии», к вопросам разработки и внедрения стратегий УЧР, к обучению и развитию персонала. Все эти темы рассмотрены в новых или существенно переработанных главах. Также в книге приведено много реальных примеров из практики бизнеса.Адресовано слушателям программ МВА, аспирантам, студентам старших курсов, обучающимся по управленческим специальностям, а также профессиональным менеджерам и специалистам по управлению человеческими ресурсами.

Майкл Армстронг

Деловая литература / Деловая литература / Управление, подбор персонала / Финансы и бизнес
Наемные работники: подчинить и приручить
Наемные работники: подчинить и приручить

Сергей Занин — предприниматель, бизнес-тренер и консультант с многолетним опытом. Руководитель Пражской школы бизнеса, автор популярных книг «Бизнес-притчи», «Как преодолеть лень, или Как научиться делать то, что нужно делать», «Деньги. Как заработать и не потерять».Благодаря его книгам и тренингам тысячи людей разобрались в собственных амбициях, целях и трудностях, превратили размытые желания «сделать карьеру», «стать успешным», «обеспечить семью», «реализовать себя» в ясную программу последовательных действий.В новой книге С. Занина вы найдете ответы на вопросы:Почему благие намерения хозяев вызывают сопротивление персонала?Как сократить срок окупаемости работников?Почему кнут эффективнее пряника?Как платить словами вместо денег?Есть ли смысл в программах «командостроительства»?Чем заняты работники, когда их не видит хозяин?Как работники используют слабости хозяина?Почему владелец бизнеса всегда умнее своих работников?К какому типу хозяина или работника вы относитесь?Суждения, высказанные в книге, могут вызвать как полное одобрение, так и неприязнь к автору. Это зависит от того, кем сегодня является читатель — наемным сотрудником или владельцем бизнеса.Сайт Сергея Занина — www.zanin.ru

Сергей Геннадьевич Занин , Сергей Занин

Деловая литература / Карьера, кадры / Маркетинг, PR / Управление, подбор персонала / Финансы и бизнес