| Most people will probably admit to certain times in their | | | | method created by David Allen and described in a |
| working lives when they lack the motivation to do | | | | book of the same name. GTD rests on the principle |
| honest hard work. If this relates to you, ask yourself | | | | that a person needs to move tasks out of the mind by |
| honestly whether you're the type who has constantly | | | | recording them externally. That way, the mind is freed |
| cut corners, doing the minimum amount of work | | | | from the job of remembering everything that needs to |
| necessary for a certain project, and making excuses | | | | be done and can concentrate on actually performing |
| for handing-in papers late. | | | | those tasks. It helps you gain control over all the tasks |
| For many young people just starting out at work, there | | | | and commitments which you need or want to get |
| is the assumption that this tendency would end when | | | | done. You need to collect, process, organise, review |
| they started doing a regular, paying job. However, in | | | | and then do. |
| practice, this often proves extremely difficult - | | | | - Identify your individual area of responsibility. |
| especially in a large, open-plan office where there may | | | | - Make a to-do list. |
| not be an obvious supervisor standing overseeing the | | | | - Make a weekly written review. |
| job. In this sort of working environment, there are many | | | | - Start at the top and deal with one item at a time. |
| employees who spend the majority of their time | | | | - If an item requires action, either: do it (if it takes less |
| messing around on the internet, writing or even doing | | | | than 2 minutes), delegate it, or defer it (but write this |
| anything to waste time and not do the work for which | | | | down so that it doesn't get forgotten about for ever!). |
| they are being paid. | | | | - If an item does not require action, either: file it for |
| To many, it's a bizarre situation even to themselves, | | | | reference, or throw it away, or write it down for |
| because they know they have work which they | | | | possible action later. |
| should enjoy doing. However, the instant something is a | | | | - If your job is boring, change your mental attitude to it. |
| mandated task, it somehow becomes a burden and | | | | - Tell yourself: JUST this one morning, I'll check my |
| nearly impossible to complete. It's almost as if such | | | | email after I do an hour of work first. JUST today, I'll |
| people would rather do anything at all to escape | | | | save reading blogs as a treat for the afternoon. Sit |
| working on what they're supposed to be doing. | | | | down and set concrete goals each week with your |
| It's amazing how so many 'get away with' this working | | | | supervisor. You may still put the work off until |
| attitude most of the time. As with some 'criminals', they | | | | Thursday or Friday, but when you're forced to get it |
| become extremely talented at doing what they | | | | done or get fired, you'll find your motivation. |
| shouldn't. Job-shirkers become masters at looking | | | | - Do you like working with other people? If you do, and |
| productive without actually producing results. It is | | | | if your job is amenable to it, see how collaborative you |
| particularly prevalent amongst office-workers who sit | | | | can make your work. It's easier to stay on task when |
| at their computers all day long. The inducement to zip | | | | you aren't the only one contributing and you have |
| around the internet is simply too-addictive to be | | | | someone else to remind you what needs to be done. |
| ignored. | | | | - Set measurable goals and tell people about them |
| However, there is evidence that the 'perpetrators' are | | | | (important people, like your co-workers and boss). |
| not inwardly-happy. They know they are doing wrong | | | | - Give yourself deadlines, and make sure that if you |
| and are tired of their own working attitudes. They | | | | miss them people will find out. Basically make it |
| want to be good at their job, want to feel productive | | | | impossible for yourself to both slack off and get away |
| and useful, want to feel they've accomplished | | | | with it. |
| something worthwhile for their employer. But | | | | - If all else fails, get a more challenging job where |
| somehow they feel so stuck in this rut of | | | | you're proud of what you're doing and where you feel |
| procrastination and unproductiveness that they have | | | | your contributions are important. |
| no idea how to clamber out. | | | | - Do something amazing: tame wild horses.....drive |
| Ideas to improve motivation | | | | racing cars! |
| Getting Things Done (GTD) is an action management | | | | |