Book Summary Preview : Do It Tomorrow

Time Management Secrets

This book will help readers to prioritize the important things from the urgent ones. The exercises and tips included in the book will show readers how they can achieve their goals within a given, realistic deadline. Aside from learning how to prioritize, the author also teaches techniques in making closed lists, workable “to do” lists, and even managing the dozens of emails received in a day. Basically, there are four major steps in getting work done by doing it tomorrow:

1. Put the entire backlog in labeled folders (e.g. email, papers, etc.) and put it in a place not easily seen or noticed.
2. Gather all incoming work during the day and deal with it in one batch the following day.
3. If there are urgent things that came in during the day and can’t be put off for tomorrow, write it down. Then, deal with it at a convenient time on that same day.
4. Set aside time, usually at the start of the workday, to work on the backlog folder(s). Eventually, the backlog will decrease.

Thus, these practical skills will lead to better time management and increase in productivity. From executives to entrepreneurs to the self-employed, freeing work schedules will work wonders on productivity. It will also lessen the stress encountered in the work place.

The Principles

First principle: Have a clear vision

It is not just a matter of having a vision or even a “vision statement.” Both people and organizations must have a clear vision, having clarity and focus on the things that must be done. The question that you must always ask is, “What am I/are we actually trying to achieve?” To achieve your vision, you should see it very clearly. To define it as narrow as possible will bring efforts sharply into focus. A clear vision establishes the limits to one’s action.

A clear vision, on the other hand, is not just making a list of things to be done but also things that you are not going to do. Proper limits should be set, particularly in one’s work and tasks.

One good example is dining in a restaurant. You are given a menu in which to choose the things you want to eat. When you give your order, you are, in fact, eliminating the rest of the choices listed in the menu. This is similar to choosing the things you work on, the actions or steps to be taken, and rejecting other actions that may be feasible in getting the job done.

Second principle: One thing at a time

As you narrow down your vision, the list of things to do to get the job done also narrows. Thus, you only do one thing at a time. Establishing the parameters on your current work will prevent you from spreading yourself thinly and losing focus on the goals you have set.

Going back to the example of dining in a restaurant, you know that it is impossible for you to eat everything on the menu. It will also cost a lot if you order everything. That’s why you only choose the food that you like or those that appeal to you.

However, when it comes to choosing the work to be done, people select far more items to deal with than they can actually finish. People who are successful in their work undertake one task at a time and they do it right the first time around. Only then will they move on to another task or project.

Third principle: Little and often

The author asserts that the human mind works efficiently if the tasks being done come in little doses but as often as possible. An example given is when one does a report or project, it is best to work on it a little at a time instead of finishing everything in just one go. The mind works best in this manner because it takes the time to grasp and understand things, to make connections, and get new perspectives