[0.00s -> 4.80s]  You're listening to Getting Things Done, the official podcast of The David Allen Company,
[4.80s -> 8.48s]  with David Allen being interviewed on the Tragedy and Hope broadcast.
[18.08s -> 24.56s]  Welcome, everyone, to Getting Things Done, or GTD. My name is Andrew J. Mason, and this podcast is
[24.56s -> 29.04s]  all about helping you on your journey learning the art of stress-free productivity.
[29.04s -> 33.28s]  Today's podcast is an engaging and inspiring interview with David Allen
[33.28s -> 38.00s]  by Tragedy and Hope broadcasts. It explores the key principles of GTD
[38.00s -> 42.32s]  and how to make informed choices with ease. The interviewer, Richard Grove,
[42.32s -> 47.12s]  is a GTD enthusiast himself, and his intelligent questions make this interview
[47.12s -> 51.84s]  particularly interesting. There are also hundreds of other conversations like this one
[51.84s -> 59.12s]  available over at GTDConnect.com. And now, we hope you enjoy this special interview with David Allen.
[65.44s -> 69.36s]  But I wanted you to speak, I guess, generally about clearing mental RAM,
[69.36s -> 74.08s]  using this space for thinking only about things once if it's meaningful, and then using the
[75.76s -> 79.68s]  method to be able to clear more space and get more things done because you can have
[79.68s -> 84.72s]  more productive thoughts. Yeah, well, one way to think about this methodology is it produces the
[84.72s -> 89.84s]  condition for you to flourish. And, you know, I love that word flourish. I think it's such a great
[89.84s -> 95.52s]  word. And most of the people who've implemented some version of this methodology would say
[95.52s -> 101.36s]  the common denominator of people's positive testimonials is I was able to be present, and
[101.36s -> 108.08s]  it gave me the freedom to, fill in the blank, freedom to write rock music, the freedom to use
[108.08s -> 112.56s]  my imagination much more creatively, the freedom to watch my girls play soccer without being on my
[112.56s -> 118.48s]  smartphone, the freedom to be able to be in the kitchen when I want to play there. So a lot of it
[118.48s -> 124.24s]  is about creating that kind of space to be able to be free to do wherever you want to put your
[124.24s -> 130.88s]  attention and wherever you want to put your energy. So that's the essence, essentially,
[130.88s -> 135.76s]  of what you're after here, of getting that kind of room inside your psyche and stop using your
[136.56s -> 141.28s]  psyche to try to do things that it just, as I mentioned before, doesn't do very well. So your
[141.28s -> 145.84s]  mind doesn't have one. If it did, it would only remind you of things when you could actually do
[145.84s -> 150.16s]  something about them, when that'd be useful to be reminded. But your mind isn't like this wild
[150.16s -> 154.64s]  monkey. It's just running loose inside of there to wake you up at three o'clock in the morning
[154.64s -> 158.32s]  and beat you bloody about something you can't do anything about while you're lying in bed,
[158.32s -> 163.28s]  you know, which is not very smart. And, you know, to your point too, Richard, you mentioned earlier,
[163.28s -> 167.36s]  most people actually do versions of this already. So when people say, well, gee, David,
[167.36s -> 170.96s]  you're getting too organized or you have too many lists or you have too many categories. And I say,
[170.96s -> 175.28s]  well, if you don't think lists work very well, do you use a calendar? Sure. Well, then don't be
[175.28s -> 181.28s]  intellectually dishonest. Throw it away. Do you think your mind can manage that? But the complexity,
[181.28s -> 186.00s]  as you mentioned before, of our life is way beyond how many things are on your calendar.
[186.00s -> 192.00s]  So just the fact that, gee, I now can use these tools to be able to offload
[192.08s -> 197.04s]  that job of the psyche, to be able to free it up, to then be able to take advantage of
[197.04s -> 201.84s]  my intuitive intelligence, be able to take advantage of being more creative, more innovative,
[201.84s -> 206.48s]  more loving, more peaceful, more whatever the heck it is that you want, that you would consider the
[206.48s -> 210.80s]  golden goodies of your life. A lot of people know how to do that. You know, in a lot of the
[210.80s -> 215.68s]  corporations that I'm in, there's all kinds of leadership programs and those are all fine and
[215.68s -> 219.44s]  good. But most people I know that are in those programs, I know how to do that. I know how to
[219.44s -> 223.52s]  mentor. I just don't have time. I don't have the space. I don't have any bandwidth to do that.
[224.48s -> 229.52s]  So one of the best things you can do in terms of your ability to be a leader is to make sure
[229.52s -> 235.52s]  you've got clear space. And also, that's also going to engender trust. So if you're going to
[235.52s -> 239.36s]  lead me, I want to trust that if I toss something to you that I think is potentially relevant
[239.36s -> 243.92s]  information, that you're not going to lose it or fall through the crack. Absolutely, because
[244.00s -> 250.48s]  it puts your mind at rest at ease. And this comes back to the value of clear space.
[250.48s -> 256.56s]  Because I find, for instance, my email inbox, most people do still get email. And a lot of
[256.56s -> 261.76s]  people I know have many, many thousands of emails in the inbox and they haven't discovered
[261.76s -> 268.24s]  creating folders and being organized. But the serenity you get from having your email at zero,
[268.24s -> 272.24s]  knowing that things are either in process or scheduled or whatever it needs to be to put
[272.24s -> 276.88s]  your mind at rest is invaluable. And what I see is a lot of people are addicted to the
[276.88s -> 281.52s]  random schedules of positive reinforcement that email and other things on the internet bring,
[281.52s -> 286.32s]  and that robs them of their time. And due to the content of this show, I give out a lot of
[286.32s -> 291.52s]  homework where people need to reprioritize their time and their habits to consume this new
[291.52s -> 295.76s]  information and learn their way through it. And this is the same sort of habit that we're trying
[295.76s -> 301.04s]  to break with email. If we can learn how to get control over our time as individuals,
[301.04s -> 306.56s]  then we can make time to learn things like these useful methods that we kind of share
[306.56s -> 311.84s]  with the audience. Yes, as you mentioned before, that one of the ways to get addicted to anything
[311.84s -> 317.84s]  is random positive reinforcement, which is what email and social pinging and all that stuff is
[317.84s -> 322.80s]  doing for people. And most people are living in, oh, I don't want to miss anything mode.
[322.80s -> 325.60s]  I don't want to miss anything. And this might be important. This might be critical. This might be
[325.60s -> 329.76s]  something I need to see. And this might be. And so they're constantly checking. They're constantly
[329.76s -> 335.20s]  checking about all that stuff. And that's a huge distraction. If you zeroed out your backlog
[335.20s -> 341.84s]  every 24 hours, maybe 48 max, then a part of you doesn't have to keep doing that. Look, I'll get
[341.84s -> 349.28s]  to it. It's in my system. I will get to it when I'm in getting to it modality. And in getting to
[349.28s -> 354.88s]  it modality, then I can then sit down and I'm ready to now process my end basket to zero.
[355.44s -> 359.04s]  So when I'm not doing anything else, I'm cleaning up because there's a surprise
[359.04s -> 363.68s]  coming toward me. I can't see. And when that thing hits, man, the last thing I want is any
[363.68s -> 369.12s]  kind of a backlog hanging onto my psyche. So if I'm not sure exactly what I should be doing,
[369.12s -> 374.32s]  clean a drawer, clean up your end basket, clean up any kind of backlog of unprocessed stuff
[374.32s -> 380.88s]  so that you're as close as you can be to be fully present. So then you can evaluate the new thing,
[380.88s -> 386.96s]  the surprise, the unplanned stuff against a really total gestalt. If I've got 300 unprocessed emails
[386.96s -> 391.36s]  and I get surprised, that's called an interruption. And they get angry at the world for
[391.36s -> 396.08s]  disturbing your well-organized life. If I've got zero emails and I get a surprise, I go,
[396.08s -> 400.80s]  hey, a new opportunity to influence my world. Let me see if that's more important than any
[400.80s -> 406.56s]  of the other things that I should be doing right now. So it makes me, I got a full team then in my
[406.56s -> 411.52s]  head that can then make decisions about, okay, where do we organize our committee right now?
[411.52s -> 415.76s]  Where do we put our focus right now? And if you've got a big backlog or a lot of unprocessed stuff,
[415.76s -> 419.52s]  that's almost impossible to be able to do. You'll be driven by latest and loudest.
[420.08s -> 424.08s]  Well, I've heard you speak in the past about the term open loops. And if you have all these open
[424.08s -> 428.88s]  loops, these open tasks that you haven't done anything with, and you don't have a method to
[428.88s -> 435.44s]  do anything with them, that creates a polarity of all this unprocessed stuff in your head.
[435.44s -> 439.92s]  That creates cognitive dissonance. It creates learned helplessness. There's all these situations
[439.92s -> 444.56s]  that I see plaguing our culture in America. So it's, how do we learn our way out of these
[444.56s -> 449.76s]  things? And one of the methods is, how do you manage your time? How do you process the unknown
[449.76s -> 453.92s]  and actually make it something productive? So now that we recognize that we need a tool
[453.92s -> 458.16s]  for managing our life or time management or productivity or whatever nomenclature people
[458.16s -> 462.64s]  would like to hang on it, let's jump into the fray of the battle and actually say that we're
[462.64s -> 468.40s]  surrounded by an office full of stuff and we're overwhelmed and we can't be productive. And I
[468.40s -> 473.44s]  can't even take a phone call right now when my voicemail is full. Take the audience just through
[473.44s -> 477.20s]  a sample steps. Don't give away any of your golden secrets because that's what you want
[477.20s -> 482.48s]  people to consult and keep you writing books. But the idea is, it's a general process
[482.48s -> 487.04s]  that I think is very simple and basic and you had to be a rocket scientist to discover this
[487.04s -> 490.16s]  and surprisingly no one else had described it this way, so kudos.
[491.60s -> 498.00s]  Well come on, I'll give you the secrets. It's pretty simple. Anything that's potentially
[498.00s -> 502.64s]  meaningful out of your head and around your environment collected into one place, sooner
[502.64s -> 506.80s]  than later decide what exactly those things mean to you in terms of outcomes and actions.
[507.36s -> 512.24s]  Organize the results in appropriate categories so that you can step back and reflect and review
[512.24s -> 516.32s]  your multiple horizons and commitments at any point in time and then trust your heart or your
[516.32s -> 521.28s]  intuitive judgment call about what you do at any point in time. That's the whole game. So
[521.84s -> 527.44s]  what it looks like, that may sound like motherhood or apple pie or easy to do or hard to do,
[527.44s -> 531.04s]  what it would really look like to answer your question would be if I walked in to work with
[531.04s -> 535.76s]  anybody and what I do is like look around and go, hey, what are all the things that you have
[535.76s -> 540.88s]  attention on right now? What's not on cruise control? What's not on cruise control is stuff
[540.88s -> 544.56s]  lying around your office that doesn't belong there permanently. Things on your desk, things in your
[544.56s -> 548.64s]  desk, things under your desk, things in the corner of the office, anything there. And we don't tell
[548.64s -> 552.16s]  people what's incomplete or what their open loops are, we just ask, hey, you got any attention on
[552.16s -> 556.32s]  this? Oh yeah, I need to. Okay, well we just gather all that stuff and throw it all in the
[556.32s -> 561.68s]  end basket. And then once we get all the physical triggers, because the physical triggers is a
[561.68s -> 565.52s]  pretty obvious one right away. You know, pull out your wallet, anything that doesn't belong in there
[565.52s -> 571.28s]  permanently, throw it in the end basket. Anything in your briefcase right now. And I've gone home
[571.28s -> 575.52s]  with CEOs before because they had so much attention on their personal life that had sort of
[575.52s -> 579.92s]  fallen out of control that we had to gather it all there too. It doesn't matter whether it's personal,
[579.92s -> 585.44s]  professional, anything that's got your attention, we need to get that inventory captured. And so
[585.44s -> 590.40s]  that looks like just gathering physically, just throw it all in an end basket. And then
[590.40s -> 594.16s]  into your head. You know, once you get all the physical stuff, anything else in your mind that
[594.16s -> 597.76s]  may not be represented in that stack, oh yeah, I need to get in touch with, oh, that's right,
[597.76s -> 602.16s]  I got, oh, you know, I ought to. And we should grab all that. Now that takes one to six hours
[602.16s -> 607.04s]  for most professionals to actually just gather all the stuff that they actually have attention on and
[607.04s -> 612.24s]  where they put their attention that's not complete yet, that they can't let go of or that's not
[612.24s -> 617.44s]  on cruise control. So that's quite a process just in and of itself. So that'll take, you know,
[617.44s -> 622.56s]  half a day or however long it takes. Let's say I've taken as little as 30 minutes and as long as
[624.00s -> 630.16s]  three days truly to just collect all that stuff. So then you can't just leave it there. That's
[630.16s -> 633.76s]  why this is a holistic process. You can't just do that. If you do that, now you just got a bunch
[633.76s -> 638.48s]  of piles, now you got a bunch of lists. And then you have compulsive list makers. They've got lists
[638.48s -> 641.68s]  everywhere. They've got, you know, post-its on their screen. They've got stuff all over the
[641.68s -> 646.00s]  place. That won't help either because if you don't then move to the next couple of phases
[646.00s -> 650.72s]  of processing and organizing, then the stuff will creep back up into your psyche because you won't
[650.72s -> 654.32s]  have a trusted place. You know, you say, yeah, but you're not looking at the list or it's under
[654.32s -> 660.56s]  a pile there or whatever. So once we get the piles, then we need to reduce the piles to zero.
[660.56s -> 664.32s]  And that doesn't mean finish all those things. It does mean decide what they are.
[665.20s -> 668.80s]  And that's where we go through. Then we have one at a time. What is that thing?
[669.44s -> 673.12s]  You know, here's something in my end basket right now. My wife put in there. Oh, what is this?
[673.92s -> 679.52s]  So I have to pick it up and say, okay, what is it? What's the action required? And then, you know,
[679.52s -> 683.76s]  once I make that decision, and by the way, those of you, those, those, those people looking at
[683.76s -> 687.84s]  this right now, if you go through that process, if you get nothing more than the two minute rule,
[687.84s -> 690.96s]  if you haven't built that habit into your life already, that's worth the price of admission
[690.96s -> 695.12s]  worth listening to Richard and me for an hour. If just to get the two minute rule,
[695.12s -> 699.52s]  the two minute rule simply says, look, if the action item on this thing takes less than two
[699.52s -> 703.52s]  minutes, do it right then if I'm ever going to do it at all, because it'll take you longer to stack
[703.52s -> 707.52s]  it, track it, and look at it again than to finish it when it's in your face to begin with. And so
[707.52s -> 711.52s]  that's where you're really starting to build in teflon called don't let this stuff lie around,
[711.52s -> 716.64s]  you know, make a, make a decision. What is it? What am I going to do with it? And what's the
[716.64s -> 721.20s]  action step required for it. And that's the process. And that process is is pretty simple
[721.20s -> 727.20s]  one. Though most people avoid those decisions until the heat on that, whatever this thing is,
[727.76s -> 733.12s]  forces me to have to decide on it. But deciding right on the front end then makes that available
[733.12s -> 737.12s]  to me as an action to do in my inventory of all the actions that are going to move forward to
[737.12s -> 741.92s]  close these loops and move the needle about my life. So I need to make that decision. So
[742.56s -> 746.48s]  first is capture, then I need to go through each one and decide is it actionable, yes or no.
[747.04s -> 754.32s]  If it's not, I toss it, pickle it for later review or file it as reference. And if it is actionable,
[754.32s -> 758.40s]  then I say, what's the very next action on it? And is there some project I need to capture about
[758.40s -> 762.72s]  this if the one action is not going to finish whatever it is. So I didn't need to determine
[762.72s -> 767.76s]  to be appropriately engaged with this. If it is a project, I need to have a project list somewhere
[767.76s -> 773.28s]  where I keep track of this project. What's the next action? And I need to track both of those
[773.28s -> 778.96s]  until this thing gets completed. So that's where you generate what needs to populate your
[778.96s -> 784.40s]  organization system. Outcomes I need to keep track of and be reminded of consistently. Action items
[784.40s -> 788.80s]  I need to be reminded of so that I have the opportunity to be able to execute on these things
[788.80s -> 793.92s]  easily when I'm in the context to do that. As well as what are the things I'm waiting for,
[794.56s -> 798.24s]  what are the things I can delegate to other people. So there's a lot of just good executive
[798.24s -> 802.24s]  decision making that goes on when you actually empty your InBasket. That's actually a lot of
[802.24s -> 807.44s]  what your work is, is defining what your work is in the InBasket. So the third thing is you
[807.44s -> 811.76s]  need to then organize that. So you can't leave that just with these decisions made without
[811.76s -> 815.92s]  keeping track of it. If I decide this is a phone call I need to make to my bank and I can't make
[815.92s -> 820.32s]  the phone call right now, I didn't need to track, okay, here's a phone call I need to make and I
[820.32s -> 825.92s]  need to track that reminder. And that's why the organization phase comes in as phase three. It's
[825.92s -> 830.56s]  not the first thing to do because organization, if I'm trying to organize this but haven't decided
[830.56s -> 835.68s]  this is a phone call I need to make, I'll avoid looking at this because I know there's a decision
[835.68s -> 840.48s]  about it I haven't made yet. Most people's organization are simply incomplete list of
[840.48s -> 847.20s]  still unclear things. And that then they start avoiding looking at because they know there's
[847.20s -> 850.72s]  thinking and decision making they haven't done yet. They don't want to be reminded of that.
[851.36s -> 856.16s]  Well I think a lot of people do this all implicitly and I think a lot of people have
[856.16s -> 861.68s]  really great ideas and I noticed that without a capture method, without a notepad beside their bed
[861.68s -> 866.00s]  for those thoughts that wake you up and say I have a good idea, if you don't make a habit out of
[866.00s -> 871.52s]  starting to capture and get that output going you're kind of still lost afterwards. But I
[871.52s -> 876.64s]  noticed after a couple years of doing that I found it very productive. I was getting great ideas and
[876.64s -> 880.80s]  then I started thinking I don't want to roll over and write that down. I'll just remember it and
[880.80s -> 885.12s]  when I'm having coffee at my desk tomorrow morning I will remember that message and that's worked
[885.12s -> 890.96s]  very effectively. And then what I learned was that as a function of doing those habits it's no longer
[890.96s -> 894.48s]  necessary to wake up in the middle of night because I'm getting all the relevant thoughts
[894.48s -> 900.32s]  and planning and organizing out during the day and I sleep like a log. And so I know you can't
[900.32s -> 905.52s]  advertise read this book and sleep like a log because people get the wrong idea but it's an
[905.52s -> 913.04s]  effective tool. It contains effective tactics and I think a lot of those tactics are around
[913.04s -> 917.36s]  the building of habits. So I just wanted to add this quote to this very interesting discussion.
[917.36s -> 923.28s]  This is from William James and it's a quote about habit. It says, habit is thus the enormous flywheel
[923.28s -> 928.88s]  of society, its most precious conservative agent. It alone is what keeps us all within the bounds of
[928.88s -> 935.36s]  ordinance and saves the children of fortune from the envious uprisings of the poor. So would you
[935.92s -> 942.08s]  so kind as to describe the power of habit? I know it's not your book but I know that it blends right
[942.08s -> 947.12s]  in symbiotically and I think a lot of people who have studied the nature of habit would find it
[947.12s -> 952.16s]  useful in grasping on to getting things done. Well I think it was Alfred North Whitehead who
[952.16s -> 959.44s]  had a fabulous quote that thinking should be saved reserved for special moments like the cavalry
[959.44s -> 964.96s]  charge. You know where you save it for special moments. So whatever you can build in so you don't
[964.96s -> 969.92s]  have to constantly keep thinking and you can build in these habits that allow your mind to
[969.92s -> 977.20s]  be able to relax knowing that it's going to do these behaviors. Then it saves your mental energy,
[977.20s -> 981.52s]  your thinking energy for real decisions you need to make and the real energy you need.
[981.52s -> 984.96s]  So I know you mentioned the power of habit. Charles Duhigg is a big champion of my stuff.
[984.96s -> 990.16s]  It's a fabulous book by the way and you know that book was worth its weight in gold just for the
[990.16s -> 996.16s]  idea of a keystone habit. What is a habit that if I shift this little habit it's going to knock
[996.16s -> 1000.56s]  dominoes down of a lot of other things. Maybe it's putting on your exercise gear when you first wake
[1000.56s -> 1007.68s]  up in the morning like it was for him. In this case the habit of emptying your end basket getting
[1007.68s -> 1012.56s]  that to zero once you get that as a habit. There's still a bunch of stuff I resist like the plague.
[1012.56s -> 1016.80s]  I teach this stuff but come on I resist making action decisions. I resist doing all kinds of
[1016.80s -> 1022.16s]  things but because I have the habit of getting my end basket to zero that forces me to do a lot
[1022.16s -> 1028.88s]  of other stuff. If I said okay David I'd like to go tackle 43 decisions about stuff you need to do
[1028.88s -> 1036.72s]  today. Hey David go empty your end basket. Those 43 things are in that end basket and so by the
[1036.72s -> 1040.24s]  time I get to the bottom I will have actually done those things that I would have thought were
[1040.24s -> 1045.28s]  much harder to begin with. So building in habits like keeping stuff out of your head, emptying your
[1045.28s -> 1050.00s]  end basket, making next action decisions about things when they're on your mind. Those things
[1050.00s -> 1054.64s]  are real keystone habits because they then start to impact a lot of other things that then you
[1054.64s -> 1061.20s]  don't have to work on so much because you will automatically be handled. It sounds so simple
[1061.20s -> 1070.88s]  right? It is. Easy? Well as easy as it is to change cabinets. See Richard I think the problem
[1070.88s -> 1075.36s]  most people have is control is probably the biggest addiction to the human psyche.
[1075.36s -> 1079.76s]  You know the need for control. The fear of being out of control is probably the greatest human
[1079.76s -> 1087.36s]  fear and so I think people keeping all kinds of stuff in their head as a way to try to get
[1087.36s -> 1092.80s]  control but it's a very ineffective way to do that. So everybody thinks if I keep it all in here
[1092.80s -> 1095.76s]  I don't want to write it all down because then it'll be really out of control and it's feeling
[1095.76s -> 1099.36s]  so vulnerable to begin with and what they don't realize is that keeping it all in your head is
[1099.68s -> 1104.72s]  throwing it out of control. So it's kind of a paradoxical thing you have to step through.
[1104.72s -> 1110.64s]  That's why I said this is much like the martial arts or learning the banjo or learning the tango
[1110.64s -> 1116.64s]  or anything else. The initial moves feel very awkward and very unnatural and very unnecessary
[1117.44s -> 1121.68s]  until you do them a thousand times then you say there is no better more efficient and effective
[1121.68s -> 1127.04s]  way to move. So a lot of this called keep everything out of your head feels unnatural and
[1127.04s -> 1132.00s]  unnecessary and awkward until you start to really catch how powerful that really is.
[1132.00s -> 1137.52s]  So people have to step through those kinds of I think that's the barrier to entry to doing a lot
[1137.52s -> 1142.80s]  of this is because it seems like that's unnecessary and it's going to feel awkward to
[1143.60s -> 1147.44s]  take every single email if it's not the most important thing in your world and sit there
[1147.44s -> 1151.20s]  and make it and say wait a minute is that reference is that trash what are you going to do
[1151.20s -> 1155.20s]  with that and actually making these kinds of decisions about things before the heat on them
[1155.20s -> 1160.80s]  forces you to. That's a big habit change and getting yourself to make decisions about stuff is
[1160.80s -> 1164.56s]  again something that people can train themselves to do. You can actually train yourself to do it
[1164.56s -> 1170.16s]  pretty rapidly. So it is simple. These are very simple behaviors and the kind of paradoxical
[1170.16s -> 1174.72s]  idea here is that these are behaviors everybody's already doing. It's not like they have to learn
[1174.72s -> 1179.92s]  some new skills. It's not like a foreign language or a new technology people have to learn. They're
[1179.92s -> 1183.92s]  already writing things down. They're already making action decisions. They're already using
[1183.92s -> 1189.20s]  lists for calendars and things like that. So these are not foreign behaviors.
[1190.24s -> 1194.32s]  Well I think there's a certain power in identification. What you're saying is it's
[1194.32s -> 1199.92s]  overwhelming until we name it until we define it and ask it a few questions. That ties back into
[1199.92s -> 1205.20s]  the two minute rule about getting things done and if you're going to open this email be prepared to
[1205.20s -> 1208.56s]  answer those questions. Otherwise you're wasting your time. You're going to end up looking at it
[1208.56s -> 1214.72s]  again and it's running these threads down to a single thread. You look at it. You deal with it.
[1214.72s -> 1219.60s]  It's done and it saves you all those repetition times. So that's where the time savings comes
[1219.60s -> 1224.00s]  from. Could you tell me or at least share with the audience what is the relationship between
[1224.00s -> 1232.00s]  positive outcomes, priorities, and next actions? Well a positive outcome, any kind of an outcome
[1232.00s -> 1237.36s]  that you want to achieve that's not achieved yet that has value to you is what you're after.
[1237.36s -> 1242.40s]  And you know creating a project list where you start to identify things that are bothering you
[1242.40s -> 1246.88s]  as a project. I need to research that. I need to clarify that. I need to get closure on that.
[1246.88s -> 1251.60s]  And the positive outcome you know if you have a your kid has a problem with one of their teachers
[1251.60s -> 1256.80s]  at school you know it's nagging at you in your head. A positive outcome may not be to get the
[1256.80s -> 1260.80s]  perfect teacher or have that teacher change their behavior. The positive outcome may simply be look
[1260.80s -> 1266.40s]  I need to get clarity or closure on whether I can improve this situation or not. And so you know
[1266.96s -> 1271.36s]  I don't want to sound look this I don't want this to sound like motherhood and apple pie
[1271.36s -> 1276.40s]  no no new new stuff. A positive outcome is go look I need to clarify this or I need to handle
[1276.40s -> 1280.56s]  this situation with the staff person that I've got or I need to I need to clarify the problem
[1280.56s -> 1284.64s]  with the bank that showed up in terms of my credit line. And you know any of those kinds of things
[1284.64s -> 1289.92s]  the outcome is going to be what what do I what what do I want to check off as done about this.
[1289.92s -> 1296.56s]  What does done mean? Getting things done really requires two key elements. What is done mean?
[1297.28s -> 1302.40s]  This is done when what's true. That's as simple as that sounds that's a tricky thing to answer
[1302.40s -> 1306.24s]  for a lot of stuff. What does done mean about this problem with your kid in the school? What
[1306.24s -> 1311.12s]  does done mean about your vacation? What does done mean about the budget? What does done mean about
[1311.12s -> 1316.56s]  hiring? You know or changing your organizational culture. You'll know that's done when what's true.
[1316.56s -> 1322.16s]  So that's a very challenging and very wonderful thing to start to build as a habit. To start to
[1322.16s -> 1326.80s]  think about what is the thing that's got my attention and what would resolution look sound
[1326.80s -> 1331.76s]  or feel like. So just training yourself to think at that level down at very operational levels or
[1331.76s -> 1337.12s]  very big long horizon levels. Any and all of that's really fine. And then what's the next
[1337.12s -> 1343.28s]  action on any of those is the execution piece. You know okay now I've defined what done means.
[1343.28s -> 1350.32s]  Get clarity about this situation with Billy and his math teacher. You know cool. What's the next
[1350.32s -> 1354.40s]  action? What would if you had nothing else to do but that? Where would you go and what would you do?
[1354.40s -> 1360.24s]  Is that a phone call? Is that a surf the web? Is that to go to the hardware store and buy something?
[1360.88s -> 1364.88s]  What is it? What would if you had nothing to do but that? Where would you go and what would you do?
[1364.88s -> 1369.52s]  In other words I know what done means but what does doing look like and where does that happen?
[1369.52s -> 1374.24s]  So now we've got outcome and execution. We have you know positive result and we have how do we
[1374.24s -> 1379.20s]  move the needle on it. So those are two critical elements and if you say priority you say well
[1379.92s -> 1384.40s]  you know if you only had that to do in your life that's one thing but then you have to assess that
[1384.40s -> 1389.28s]  against the 30 to 100 projects most people have. If you take my broad definition of more than one
[1389.28s -> 1393.60s]  step outcome that you're committed to finish within a few weeks or months. Get tires on your
[1393.60s -> 1398.80s]  car your next vacation hire the assistant look into a new cell phone process you know any of
[1398.80s -> 1403.44s]  those are all projects you know and if you if you started to keep track of all of those
[1403.44s -> 1407.92s]  step back and then you need to move the horizon up and say okay where are you going in your life
[1407.92s -> 1414.00s]  lifestyle career larger longer goals life purpose all those bigger levels of commitments are higher
[1414.00s -> 1420.48s]  horizons that would identify commitments we've got a different scale and you take a look at those
[1420.48s -> 1424.64s]  and then go back to your project let's say okay do any of these need to move to someday maybe
[1424.64s -> 1427.76s]  they're a good idea but they're not mission critical or they're not something I really want
[1427.76s -> 1434.00s]  to do see most people can't get it down to one two three abc high medium and low if you want to
[1434.00s -> 1439.68s]  get it done god you know you want to get it done I mean I have two priorities well you know I'm
[1439.68s -> 1443.84s]  talking to you and everything else as soon as I stop talking to you Richard I'll decide but I've
[1443.84s -> 1448.80s]  got my whole inventory of possibilities that doesn't mean that I need to that I should give
[1448.80s -> 1453.28s]  up wait a minute strategy for my company strategy for my professional life strategy for my personal
[1453.28s -> 1457.68s]  life I'm still thinking about those two and I need to go through those kinds of exercises so
[1457.68s -> 1462.56s]  that's not unconscious to me and I'm aware of them but then I just need to trust my intuitive
[1462.56s -> 1466.96s]  choices on the day-to-day moment-to-moment project by project is that worth it should I be doing that
[1466.96s -> 1472.24s]  so I'm constantly thinking and reassessing but it's a lot easier to constantly think and reassess
[1472.24s -> 1478.64s]  from those more strategic ways of thinking when you have all of those maps out in front of you as
[1478.64s -> 1483.52s]  opposed to trying to let all that happen internally that's just impossible but getting them all out
[1483.92s -> 1488.40s]  that doesn't get rid of the challenge it doesn't get rid of the the risk you take it doesn't get
[1488.40s -> 1495.36s]  rid of it doesn't make life easy it puts your hand on the helm it makes it a positive adventure
[1496.24s -> 1501.04s]  well it's not the end of the journey but allows you to release from the dock and set off and
[1501.04s -> 1505.04s]  start on on your way because you can't do much until you start to externalize it and then you
[1505.04s -> 1509.68s]  need to be able to organize it and prioritize it and review it and communicate it and actually
[1509.68s -> 1514.48s]  get it out there in actuality to manage it I want to take a couple minutes and dig a little
[1514.48s -> 1519.68s]  bit deeper now than we've laid out the the basic concepts and definitions uh talking about
[1519.68s -> 1525.52s]  juxtaposing the the ideas of control and perspective and specifically what are the five
[1525.52s -> 1531.36s]  keys to gaining control in an individual's life well they're the five steps you need to capture
[1531.36s -> 1537.28s]  what has your attention what's not on cruise control so you need to identify that number two
[1537.28s -> 1542.96s]  you need to decide specifically what those things mean what's actionable what's not what are the
[1542.96s -> 1548.72s]  outcomes what are the action steps I need to take you need to then organize the results of that in
[1548.72s -> 1554.40s]  appropriate places so that step four you need to step back and have the capability to review and
[1554.40s -> 1559.52s]  reflect on the whole gestalt in the whole inventory so that step five when you then engage
[1559.52s -> 1563.52s]  you engage meaningfully you know from your intuition or from your consciousness or your
[1563.52s -> 1570.16s]  intelligence now that's how you get control of a company or or uh or your kitchen or a country
[1570.16s -> 1573.60s]  if you walk into your kitchen I'm sure everybody listening to this has had walked into their
[1573.60s -> 1578.32s]  kitchen and their kitchen was out of control so what's the first thing you do you start gathering
[1578.32s -> 1582.96s]  everything that's probably not where it belongs right it's the food on the table it's the things
[1582.96s -> 1586.24s]  it's the it's the dirty cups the glass you know whatever and what do you do you gather them all
[1586.24s -> 1590.00s]  together you put them on where they go and then what are you doing okay what is this now you're
[1590.00s -> 1593.76s]  making decisions about what does this mean is this food that needs to go in the fridge is this
[1593.76s -> 1598.08s]  is this still savable or is this oh this is awful that needs to go here and then you're deciding
[1598.08s -> 1601.68s]  what it means that's a dirty cup no that's a clean cup then what do you do well you park
[1601.68s -> 1606.40s]  clean cups where clean cups go you put dirty cups where dirty cups go you go stuff that's food that's
[1606.40s -> 1610.08s]  savable you put that in the fridge food that needs to be thrown away gets thrown away and I know this
[1610.08s -> 1616.32s]  sounds dumb and silly but this is the five stages you go through I capture I clarify I then organize
[1616.40s -> 1621.92s]  based upon what these things mean I then put them where those things go and then I step back and
[1621.92s -> 1628.08s]  look at the whole gestalt and say okay now time to pull out the butter and heat the skillet so then
[1628.08s -> 1632.80s]  you engage meaningfully once you've actually done that that's how you get a meeting under control
[1632.80s -> 1636.16s]  that's how you get a conversation under control that's how you get anything under control
[1636.16s -> 1639.84s]  there's these five very different stages but they're different stages and each one of these
[1639.84s -> 1644.32s]  stages has its own best and worst practices and its own tools that's what most people never got
[1644.32s -> 1650.40s]  they thought okay I need to get organized and set my priorities yeah well first of all priorities
[1650.40s -> 1654.56s]  is something you're only going to set once you've done these five stages so that you can actually
[1654.56s -> 1660.80s]  have some stability with which to view your whole world and some stability and execution
[1660.80s -> 1665.84s]  capability so that you trust the decision you're going to make so that's why if you had to choose
[1665.84s -> 1671.68s]  do I want to get control or focus first I say well get control first you can either one if you
[1671.68s -> 1676.48s]  get highly focused on something you will then go get in control in order to make that thing happen
[1676.48s -> 1682.48s]  so understood there's there's a symbiotic relationship between control and focus but if
[1682.48s -> 1689.68s]  you had to choose it's better to to make your focus choices from a place of stability well if
[1689.68s -> 1694.64s]  you're if you're if you're if your ship is sinking you don't care where it's pointed you just need to
[1694.64s -> 1699.36s]  plug the hole right well it's very much like setting up a camera you don't want to adjust
[1699.36s -> 1703.92s]  the perspective and focus on the camera until you get a stable tripod or some sort of stabilizer
[1703.92s -> 1709.52s]  under it so you can get a nice steady shot so juxtaposing this idea of control that you laid out
[1709.52s -> 1715.28s]  and I want to talk about focus and perspective what are the six horizons that you've observed
[1715.28s -> 1720.24s]  that pretty much apply to every individual I've ever met and why don't we know about these six
[1720.24s -> 1725.20s]  horizons already why did we have to wait for you to write this book I just discovered that there
[1725.20s -> 1730.72s]  are six very definable horizons of our commitments very different content of these
[1730.72s -> 1736.24s]  different horizons you know let's I'll start at the top top horizon is okay what's your commitment
[1736.24s -> 1739.84s]  as a human being or what's your commitment as a company in other words what's your purpose
[1740.48s -> 1744.24s]  you know what's a raison d'etre why do you exist what do you hear as a human being
[1744.24s -> 1749.68s]  to do what do you hear as a company to do so purpose would be at that top level I call that
[1749.68s -> 1755.12s]  horizon five and the same at the same level would be your values what's really really really
[1755.12s -> 1760.64s]  important to you richard you don't care where you work as long as x you don't care who you work with
[1760.64s -> 1765.60s]  as long as x and those will hear what are your core values because your core values and your core
[1766.24s -> 1770.80s]  intentionality or purpose are going to be your prime drivers so that there's a commitment at
[1770.80s -> 1775.84s]  that level I need to be a good person I need to I need to serve other people and you know we're
[1775.84s -> 1780.72s]  here to provide great education and information for people to improve their life conditions
[1780.72s -> 1784.88s]  okay fabulous now you got that now how much is that going to help you decide which email to write
[1784.88s -> 1789.28s]  first tonight a little bit you know you're but you're going to probably need to step down
[1789.28s -> 1795.04s]  operationally to get some other horizons so the next horizon down would be horizon four which
[1795.04s -> 1799.36s]  we call vision this is the long-term picture okay if you were fulfilling your purpose successfully
[1799.36s -> 1802.88s]  what would that look sound or feel like five years from now three years from now ten years
[1802.88s -> 1807.04s]  from now whatever hundred years from now whatever kind of way long big future out there
[1807.04s -> 1811.36s]  would give you permission to say oh if I could make it up wild success would look sound or feel
[1811.36s -> 1816.40s]  like this I'll be doing this with this level of impact this level of profitability with this
[1816.40s -> 1821.36s]  level of fun with it whatever and then you sort of essentially create your own movie about that
[1822.08s -> 1826.72s]  so that's the next level of commitment okay I'm committed and this would be lifestyle or career or
[1826.72s -> 1831.20s]  for the company the long-term goal or vision of kind of what does how does it see itself in the
[1831.20s -> 1836.48s]  world out there and that could be much more specific and much more granular you can you can
[1836.48s -> 1842.24s]  get as granular as a two-hour movie about the detail of what that could look like but how much
[1842.24s -> 1846.00s]  would that then help you decide which email to write first well a little bit more but then you're
[1846.00s -> 1849.36s]  going to probably need to back it down and say yeah in order to make that grand wonderful wild
[1849.36s -> 1854.48s]  success vision come about what are the things I need to accomplish over the next you know three
[1854.48s -> 1859.60s]  months to 24 months what are the goals essentially or objectives and don't get tied up in the words
[1859.60s -> 1862.88s]  but it's what's the shorter term things that we need to accomplish here's the six things we
[1862.88s -> 1867.04s]  need to do in the company this year here's the three things my my spouse and I would really like
[1867.04s -> 1872.00s]  to have true by the end of this year in terms of our lifestyle so getting clarity clarity about
[1872.00s -> 1879.52s]  that that'd be what I call horizon three you still don't have anything to do yet you're still all
[1879.52s -> 1883.52s]  you're doing here is defining and refining the images and pictures you've got in your mind that
[1883.52s -> 1888.40s]  you'd like to have true but then you need to back it down to do what I call horizon two what are
[1888.40s -> 1892.56s]  okay what are all the things you need to maintain so you have balance and stability of the enterprise
[1892.56s -> 1897.60s]  to be able to get those goals in that vision oh yeah we need to manage finances oh yeah my how
[1897.60s -> 1901.68s]  about my health how about my relationships oh yeah how about my personal expression how about
[1901.68s -> 1908.64s]  my health and vitality how about staff development how about quality control now you get down to what
[1908.64s -> 1913.84s]  we refer to as areas of accountability or interest or or focus and that's these are not things to
[1913.84s -> 1918.48s]  finish you don't finish growing sales you know you just need to say is that being maintained
[1918.48s -> 1924.56s]  at some appropriate level you don't finish health to say is that at some appropriate level so down
[1924.56s -> 1928.56s]  at that horizon too that's where you have your job description that's where you'd have a maybe
[1928.56s -> 1933.52s]  a checklist about your life how am i doing with how's my health how's my personal expression how's
[1933.52s -> 1938.72s]  my family how's my relationships etc so that's another level of commitment just to just to
[1938.72s -> 1942.72s]  maintain essentially what are all those things i need to maintain a lot of your day is spent
[1942.72s -> 1946.40s]  as soon as you eat lunch you just said that's a that's a horizon two thing i'm taking care of my
[1946.40s -> 1951.12s]  body as soon as you take a nap that's a horizon two i'm i'm watching my energy levels and my flow
[1952.32s -> 1956.40s]  you still don't have anything to do yet now how much have you clarified your purpose your vision
[1956.40s -> 1960.16s]  the goals you want to achieve and all the things you need to maintain how much would that help you
[1960.16s -> 1965.04s]  decide which email to write first a bit more but then you're going to say okay now what are all the
[1965.04s -> 1969.52s]  things you need to finish about all that oh yeah i need to get a trainer for my my health and and
[1969.52s -> 1973.68s]  energy oh yeah i need to hire an assistant oh yeah i need to increase my credit line at the
[1973.68s -> 1978.72s]  bank oh yeah i need oh now you got projects projects would be horizon one those are all
[1978.72s -> 1982.16s]  the things you need to finish as i mentioned that's the 30 to 100 things if you account
[1982.16s -> 1987.04s]  personal and professional that you need to accomplish or some part of you says i need to
[1987.04s -> 1990.56s]  finish all these things to maintain what i need to maintain and to move the needle toward the
[1990.56s -> 1995.36s]  goals and vision that i have and then you still don't have anything to do yet by the way because
[1995.44s -> 2000.48s]  you don't get to doing until you get down to the ground level and ground level as opposed to any
[2000.48s -> 2007.52s]  of these horizons is okay phone calls emails buy at the hardware store talk to my life partner about
[2007.52s -> 2011.52s]  whatever now we come down to the next actions what are all the action the physical
[2011.52s -> 2016.56s]  visible activity that needs to go on about any of these open loops or any of these things and
[2016.56s -> 2022.96s]  commitments in order to you know make all those other horizons viable and and aligned and that's
[2022.96s -> 2028.96s]  where most people have between 150 and 220 next actions at any point in time the 13 phone calls
[2028.96s -> 2032.16s]  you need to make the six things you need from the hardware store the three things you need to
[2032.16s -> 2037.60s]  go over with your life partner the the 16 things you need to draft at your computer the you know
[2037.60s -> 2043.84s]  got a bunch of those now you actually have stuff real stuff to do so when you come back to how did
[2043.84s -> 2048.64s]  i discover this you know i actually came up with those horizons because i had a very senior guy in
[2048.64s -> 2054.00s]  a big wall street firm i was i was doing some consulting and coaching it that his biggest
[2054.00s -> 2059.04s]  presenting issue was his calendar he was just blocked for months he had no room whatsoever his
[2059.04s -> 2062.56s]  assistant was turning to toast because she was trying to fend off everybody that politically
[2062.56s -> 2067.92s]  wanted to get on this guy's calendar and he closed the door he said david what do i do about this
[2067.92s -> 2072.16s]  i'm scratching my hand what do i tell this guy and he had a whiteboard in his office and i went up and
[2072.16s -> 2076.88s]  i actually laid out these different horizons and as soon as i laid them out said well there's this
[2076.88s -> 2080.80s]  horizon i said at what horizon do you want to have this conversation about your meetings and
[2080.80s -> 2086.72s]  he went i got it got it he looked at it and said this is not about meetings it's about the i got
[2086.72s -> 2091.36s]  teenage kids that are growing up out from under me and i'm going to miss that game if i sit around
[2091.36s -> 2097.60s]  trying to make partner till 11 o'clock at night got it so it wasn't about so i discovered that
[2097.60s -> 2102.72s]  it was very helpful but we all implicitly have these kind of commitments some more than others
[2102.80s -> 2106.32s]  and some more conscious than others i don't tell people they should set goals at level
[2106.32s -> 2112.48s]  at horizon three i say if you've got them then you need to identify them because they're there
[2112.48s -> 2116.32s]  they're pulling or they're pushing on you anyway so you need to make those conscious so that you
[2116.32s -> 2121.04s]  don't break agreements with yourself you don't have to have a vision unless of course you do
[2121.84s -> 2125.44s]  you know so that's all up to you how much and how conscious you need to be at these different
[2125.44s -> 2130.72s]  horizons but i guarantee you the the just your actions and projects getting those horizons
[2130.72s -> 2135.12s]  really clear will suddenly make it a lot clearer for you to be able to think of these longer
[2135.12s -> 2139.84s]  horizons and bigger things to do that and also we found over the years this is very helpful
[2140.72s -> 2145.20s]  lexicon for people and a framework for people to have a discussion you and i want to talk about
[2145.20s -> 2149.44s]  the future of the business say well is this the big vision future or is this you know by tomorrow
[2149.44s -> 2154.56s]  afternoon what what do we need to have true and if you're doing blue sky stuff call here hey let's
[2154.56s -> 2158.24s]  see here's our grand vision and i'm trying to get accountabilities for real projects that we've got
[2158.24s -> 2161.68s]  to have to make sure that we meet the goals that we need to have to be able to make your vision
[2161.68s -> 2165.84s]  happen we'll probably want to shoot each other just because we we're not we're passing in the
[2165.84s -> 2170.88s]  night in terms of the horizon we're talking about so it's very very handy to realize look we've got
[2170.88s -> 2176.48s]  these different levels of commitments that we have ideally they want to be aligned um
[2177.76s -> 2182.48s]  and just a very useful very useful model essentially to think about and they're all
[2182.48s -> 2188.08s]  commitments they're all you know some level of agreement with myself that if the world is not
[2188.08s -> 2192.80s]  matching whatever i'm holding as an inventory there then i've got some sort of creative
[2192.80s -> 2198.72s]  cognitive dissonance for with myself that's just nice to identify those maps well i think
[2199.28s -> 2204.88s]  it's also providing a common ground for people to get on the same page by identifying what horizon
[2204.88s -> 2210.16s]  they want to engage at on this particular topic it's providing useful rules of engagement or best
[2210.16s -> 2214.48s]  practices for what people you know are going through every day and again it's the power of
[2214.48s -> 2219.92s]  identification in my opinion that makes making things explicit using the the words and nomenclature
[2219.92s -> 2224.88s]  that helps release your mind from that confusion and fear and unknown and start that's where
[2224.88s -> 2229.68s]  serenity starts because once you have a method and you've started to name it it's in the process and
[2229.68s -> 2234.88s]  you just have to rely on your habits so i want to build upon this i mean i know it can be overwhelming
[2234.88s -> 2239.52s]  for some people because you've had a lifetime of not using a method and then you take inventory
[2239.52s -> 2243.28s]  and you're like wow i have a lot of projects to do but it's easy to break you know break down
[2243.28s -> 2246.88s]  what's more important getting food or fixing this thing over here that's been broken for two years
[2246.88s -> 2253.04s]  we're going to get food before we fix this thing so it's it's also easy to become unoverwhelmed
[2253.04s -> 2257.12s]  and once you're unoverwhelmed by your own situation you want to start working with other
[2257.12s -> 2261.52s]  people you might have to work with some people on projects already just to get through your list so
[2261.52s -> 2267.52s]  let's talk about the recipe for having a successful meeting where things actually get done as a result
[2267.52s -> 2272.40s]  well these two words outcome and action are great to build into meetings what are we trying
[2272.40s -> 2276.16s]  to accomplish by what time today and do we have the right people in the room to do that
[2276.80s -> 2280.48s]  i mean i can't believe how many meetings don't don't start out with going okay what would be
[2280.48s -> 2284.80s]  success by two o'clock by two o'clock what we would like to have true because if you don't
[2284.80s -> 2288.24s]  actually answer that question you don't know how to frame your conversation you don't even know if
[2288.24s -> 2293.44s]  you should be in the room until that's clear so clarifying what are we trying to accomplish by
[2294.40s -> 2299.12s]  what time and a lot of people forget to ask that you might want to accomplish something but you've
[2299.12s -> 2304.48s]  given an inappropriate time to do that and so you know you need to make sure that's clear by what
[2304.48s -> 2308.96s]  time what would you like to have true and you don't end conversations without going so what
[2308.96s -> 2314.72s]  did we just decide what's the next step who's got that so deciding next actions or deciding at least
[2314.72s -> 2319.68s]  accountabilities for decisions that were made or results that then you agreed on in the meeting
[2319.68s -> 2323.28s]  those two things man i've seen that change the whole culture when that starts to be built
[2323.28s -> 2327.76s]  into the lexicon just what are we trying to do okay and once we decided you know that something
[2327.76s -> 2332.88s]  needs to happen or change who's doing it who's accountable for that and those two things
[2332.88s -> 2337.60s]  themselves are are extremely powerful and understanding what the purpose for the meeting
[2337.60s -> 2342.32s]  to begin with and why am i being invited i mean meeting itis is just eating the corporate world
[2342.32s -> 2348.32s]  alive out there and you know there are so many that are just unconscious you know they just
[2349.28s -> 2353.52s]  oh we monday meeting well why are you having a monday meeting well because we had monday meetings
[2353.52s -> 2358.56s]  every week for seven years ago and yeah but you haven't needed a monday meeting you haven't needed
[2358.56s -> 2363.52s]  weekly meetings for the last three years you know you know so it's very easy for these habits to get
[2363.52s -> 2369.28s]  installed and just the cows to run down the cow paths you know and and not change them so think
[2369.28s -> 2373.76s]  making these conscious let me guess that's that's the real the real critical element because
[2373.76s -> 2377.92s]  meetings are fabulous they're great ways to get a lot of really good stuff done but only if they're
[2377.92s -> 2391.60s]  managed appropriately and framed appropriately it always blows my mind how wide-ranging this
[2391.60s -> 2397.12s]  set of best practices really does reach the segment about different conversations at different
[2397.12s -> 2401.76s]  horizons and which horizon do you want to have this conversation at triggered for me when he
[2401.76s -> 2407.36s]  was talking about roles and responsibilities and areas of focus horizon two um how there are a few
[2407.36s -> 2412.32s]  things that i might not have on cruise control so that triggered some new actions for me and hey if
[2412.32s -> 2416.56s]  this triggered something for you too don't forget that there's an entire community waiting for you
[2416.56s -> 2421.84s]  to have a conversation and help each other through the process over at gtdconnect.com
[2422.48s -> 2426.56s]  well that's going to do it for me but until next time my name is andrew j mason
[2426.56s -> 2442.24s]  asking you what's your next action