 |
Upping the quality of our thinking and commitments does not diminish the quantity of potentially relevant and important stuff to manage.
|
10 |
 |
…the most stress they [people] experience comes from inappropriately managed commitments they make or accept.
|
13 |
 |
…once we allow stuff to come into our lives and work, we have an inherent commitment to ourselves to define and clarify its meaning.
|
19 |
 |
The substantive issue is how to make appropriate choices about what to do at any point in time. The real work is to manage our actions.
|
20 |
 |
…our mental processes are hampered by the burden put on the mind to keep track of things we’re committed to finish, without a trusted play or system in place to handle them.
|
25 |
 |
If you write something there [on your calendar], it must get done that day or not at all. The only rewriting should be for changed appointments.
|
45 |
 |
You need to trust your calendar as sacred territory, reflecting the exact hard edges of you day’s commitments…
|
146 |
 |
…how you decide to group your projects is not nearly as critical as ensuring that your inventory is complete, current, and assessed sufficiently to get it off you mind.
|
165 |
 |
…there’s a big difference between something that’s managed well, as a Someday/Maybe list, and something that’s just a catchall bucket for stuff.
|
179 |
 |
Every now and then go away and have a little relaxation. To remain constantly at work will diminish your judgment. Go some distance away, because work will be in perspective and a lack of harmony is more readily seen. – Leonardo DaVinci
|
200 |
