Episode 117 of the Getting Things Done® podcast. Listen above, or read the full transcript below.
Transcript
Automatically transcribed and lightly edited. Timestamps omitted for readability.
Morten: Hi and welcome to another episode of the Getting Things Done podcast from Vital Learning. I am Morten Røvik and I'm here as always with my good friend and colleague Lars Rothschild Henriksen. Privet, Lars.
Lars: Privet, Morten. Good to see you as always. Very happy to be here with you and with all our listeners and viewers out there. We always start off with a reminder of the purpose of the podcast, which is to help you learn GTD or become even better GTDers. We hope that today's episode supports you in that. If you are new to GTD, we always recommend you go back and listen to episodes 1 through 6 to get an introduction to the basics of GTD, the 5 steps. Today's episode number is number 117, and the episode is called The Value of the Projects List.
Morten: It is, and it is stemming from an email that we received from Gregory. Let's call him Gregory B just to make him a little— I'm sure he wouldn't mind us telling his full name, but Gregory B, thank you for sending us emails. And he has done something a little unique, Loris, hasn't he?
Lars: It's— we have said this so many times over the years, GTDers are the nicest people. I think this just is one more example of this. Gregory has been working on a podcast episode, I think, in his head, and he has made some show notes, and then he created a PDF, and then he sent it to us, said maybe you want to talk about this, and we agree. So, you know, it is, no, it is a fantastic service, and yeah, we'd love to dive into this. So his concept was that, you know, the projects list is unique to GTD. At least he does not know of any other task management methodology that includes this list of project outcomes. So when learning GCD, this, the need for this is not obvious. So that is why he thought it would be helpful to have an episode about it. So we're really going to start off with his notes and then, you know, share them with you and discuss them. And that's, yeah, that's the plan for today's episode.
Morten: It is, it is. So why don't we just dive right in? What is the first thing he writes?
Lars: So the starting point here is what are the benefits of a projects list? And then in parentheses he says see below. So he has added a list of 10 items that I thought we could walk through and just discuss as we go through them. The first one he mentioned is, you know, this being the, sorry, the checkup in the weekly review where you make sure you have one action for each project is a safety net to project against the broken chain of next actions.
Morten: Yeah.
Lars: So at least from my perspective, obviously that's a good reason to have it. It's saved me many times. I think, you know, as part of the weekly review, when you look back in the past week and look forward and then the projects list, I think those are really the ones that help you say, oh, that's right, I need to.
Morten: And then that reminds me of.
Lars: Yeah, exactly, exactly. And those stalled projects that you don't miss them, you know, because it's— we try to, at least I try to, you know, sit down and I check off my list and when I've done something. But sometimes your next action is to talk to Bob and you met Bob when you were walking down the hall, but you forgot to update that in your system. So perhaps you just, you know, crossed it off and didn't add a new next action, right? So this is an obvious example of why it's so helpful to have this this project.
Morten: Yeah, yeah. You're a knowledge worker trapeze artist and this is your safety net.
Lars: Exactly, exactly.
Morten: And it is a way to, you know, catch up. So yes, I do agree. Number 1, check.
Lars: Number 2, the act of explicitly nailing down the phrasing of the project's desired outcome is another opportunity for your brain to say, really? Seriously? Really?
Morten: I don't know where he had this from. Yeah. Yeah. And I do agree with you or him. And because it is a way to revisit your desired outcomes. And by revisiting them, you will think about them, reflect on them, and make sure that they really are what you want to have as a desired outcome. And it's also a way to— as he uses my paraphrasing from my son's words to me, that kind of helped me understand the power of what I call the bullshit filter in your brain, where you can ask yourself really seriously, am I going to do something about this, yes or no? So, and if it is It is a good opportunity. I do agree. What do you think, Loris?
Lars: Yeah, I would, I would add to that, that what it helps me as well is to set the right, the right level of how deep I want to go with this project. So meaning that, you know, how good does it have to be to be done? Because I have a natural tendency to make, you know, everything 120, 150% when 80% is good enough. So actually stopping and reflecting on that and making sure that, you know, Setting the right level for myself, setting the right finish line. I think that is just so critical for me in order to maintain the right amount of work that I want to have on my list too.
Morten: Yeah, I do agree with you. There's a way to make sure that what's on your lists are what really should be on your lists. I don't think he's talking some a little lower down on this list about the areas of focus, but I'm thinking that it is also a way to, invoke your higher horizons to make sure that what you're doing is actually in line with what you would like to achieve with your life and work.
Lars: Yeah, exactly.
Morten: Seriously. Really?
Lars: Seriously. Number 3, as a human being, it is so easy to forget one of your many commitments, promises made to others or yourself, but a list never forgets. Yeah. So that is the starting point from Gregory as a third point, benefits of a projects list. Absolutely agree. I think for the most part, my commitments to, at least to others will frequently show up as next action and less so on a project level, or it could be, you know, perhaps in a work context, then it might be more of a, there's a project from you to me, for example. That might be the case. But yeah, in essence, that goes both for the projects list and for the lists themselves overall. You know, they don't forget. I'm always reminded of one of the coaching clients that I had a few years back around COVID where he was, you know, out for 3 weeks and he just highlighted the value in, yeah, I was, you know, not feeling well, had to lie down, could not do any work, but there was always some kind of calm and comfort in knowing that the lists are there, the process is there, it's all ready for me when I get back. So let me focus on getting healthy again and then the list will be there for me.
Morten: Yeah, I agree with you. And it is this, I would say, you know, the Level 2 seminars specifically talk about this, the value of the complete project list. The more complete your list becomes, you know, the more realistic photo of what you have committed yourself to is, you know, the more complete it gets, the less is inside your head, which is where we want to be. We don't want to think about unnecessary things. We want to think about the important things and stay in the moment. So yes, I do agree.
Lars: Yeah, exactly. Exactly. Number 4, if you're confronted with a complete inventory of all your commitments every week, then you'll find it easier to say no to new obligations. And I'm, you know, I'm a big fan of this one. We've, I've, you know, been working with this, you know, perspective for almost since we started. And one of the earliest participants that I remember who, you know, really benefited from this also actually wrote an article on our website a long time ago describing how she would use the projects list to actually, you know, present to her boss if there were too many things coming in, how do we actually work with this? And I think the no aspect is also very much highlighted in the new version of the GTD seminar, the Crucial Learning version, focusing on that as a specific skill. And I completely agree with that, that, you know, even the— you can be the best GTDer in the world, but if you say yes to everything and just add to your list, then it's going to break down at some point. So having that complete projects list is such a valuable source of input for you to be able to agree or disagree to take on a new project.
Morten: Yeah, and something that I'm, you know, when I talk to people in seminars and keynotes is that if you say yes to something, well, let's zoom out. Do you agree in this statement that there is always more to do than there is time? If the answer to that for you is yes, that means that you have to say no to something to make sure you say yes to the right things. Remember, everything you say yes to can potentially, you know, automatically, because there is your time constraints and you have to eat and you have to sleep, you will say then automatically no to something that might be more valuable for you. So.
Lars: Exactly, exactly.
Morten: So number 5.
Lars: Showing the boss a list of all your work-related projects, optionally sorted by areas of focus and accountability, is a great way to shed low priority but time-consuming consuming projects. I don't know if I subconsciously read through to the next one as I was reminded about the story that I just shared. But really, that is such a valuable list. And you can show it to your boss or you can wake up your internal boss if you are the reason that these projects are actually on your list. At least that's what I find very often to be the case is that present, Lars, in the moment, clarifying and organizing. Oh yeah, we need to get this done. It's got to be this one and this one. So that's the project. That's the next action. Put it on the list. And then it stays there for a week or two. And then, you know, weekly review, reflecting on us. Well, I don't really, you know, all things considered, all things considering what's going on right now. Doesn't have to be active. Someday, maybe. Seriously? Great place. Yeah. Really? Seriously, right? Yeah. So no, it's great. And again, also, But the priority discussion, I think, is a good perspective as well to add, you know, low priority project. Well, which ones of those can we delegate? There's a tip on that as well.
Morten: Yeah. And what I would just add to that is that when I talk to people about this, I'm, put yourself in the shoes of your manager. You have two people coming to this manager. You have person A who comes and says, it's too much to do. I have too much to do. You know, it's just, It's just enough. I can't. And then the boss says, well, what do you have to do? And I don't know. It's just too much. I don't know what it is. And that's— and then B comes, person B, and talks to the same manager and saying, well, I have too much to do. It's just too much. And then the manager asks, what do you have to do? And then you have a complete projects list of what you've committed to and show the boss and say, I can't get through this. On with the quality that I would like and what needs to go. Who, which person gives the manager the best job or the easiest job? And of course it is B, isn't it?
Lars: Yeah. And I'm sure you've seen this also over the years in the seminars that, you know, occasionally there will be people who are already at that overwhelmed stage. And You know, that just makes everything go slower, and that makes it even harder to actually start to build that project list. So it's always, you know, very much with a sympathetic perspective that I, you know, come across these people. Oh, you know, it's not easy. Start somewhere. Start building that list. It'll help you in the end. It could be a challenge, you know. Also, people— I remember this from way back when, learning GCD and wanted to teach it to everyone around me. I had a good friend who was struggling at the time, and he was, oh, give GCD is going to help, it's going to really work. But he really just did not want to face reality. He did not want to see that complete projects, that's right, because it was just for him, it wasn't what he wanted to see. He wanted to focus on the, you know, big picture, long-term, very visionary kind of guy, but did not want to see where he was at right now. So that's also a perspective to keep in mind.
Morten: Yeah, but if you look at this from a commonsensical part of, you know, just disconnect from emotion and focus on this, is that if you want to have more overview, more control, and get more of the right things done, the 5 steps of GTD is, you know, the only commonsensical way of doing it. It's just common sense. It's logical. So you have to get everything out of your head that's you might not want to do something about, and then structure it into— by clarifying, organizing things, and then reflecting on a regular basis. And if you are leaving some things out from that equation, it will stay where? It will stay in your head. Everything you don't put in your system potentially lives in your brain. You know, that's the squeaky, you know, the squeaky car door, or all the small things that you would like maybe to do something about, that you haven't, you know, but that's bugging you, it's potentially stealing your attention. So get it out of your head, make that list as complete as possible. That's my advice. Because then your brain is, your external brain keeps all the practical stuff for you. And then if you've done your weekly review, then your system will work for you and you not, you will not work for the system. It will become the thing that you put in front of the door because it gives you an idea of what you need to do when you need to do it. Not before, not after, but when you need to do it, which is the beauty of getting things done. You don't have to remember what you need to do. You can be in the moment.
Lars: Yeah, completely agree. Number 6 actually builds on number 5. It says if there is a labor imbalance in the household, I love that phrasing, then the previous item could be done with a spouse instead of a boss. I think that's absolutely the case. And it could be done on a, on a project level. It could be done, you know, different next actions, small things that need to get done around the house. One perspective relating to this that I'm really interested in these days is on an area of focus level. So bumping you up one level. I actually have on my someday maybe, but it's on my list to create a a detailed areas of focus list with stuff around the home that I'm responsible for and that my wife is responsible for. And the reason that I want to do this, it probably sounds scary to some people out there. Apologies for not warning you. But no, so my wife is at home on maternity leave. Over the last, I think, 6 months maybe in Denmark, there's been a lot of discussion about what they call mental load, meaning that it seems to be that the, in my case, the wife in the household knows all the information, manages all of the stuff going on, what size shoes do the kids wear, playdates planning, all the stuff that they have to do regarding school, all of that goes on and that's something that she manages. Of course, she's a GCDEr, so it's not in her head, but still there's an imbalance in this, this labor imbalance in the household. As Gregory said. So I'm playing around with that one. But yeah, on a project level, it's interesting, and perhaps even on areas of focus, balancing that workload to make it a fair distribution of work. That's a great use of the projects list as well.
Morten: I do agree. And yeah, I have nothing to add. You said it all.
Lars: Then I will quickly move to number 7, and I'll let you take the first stab at this one. Moving projects once finished to a project completed list can be a great feeling.
Morten: Yeah, I, I do agree with, uh, with Gregory there. Um, you know that there are in most softwares that you can use, um, the possibility or a way that you can show completed, which is, um, I don't do that all the time, but I do it maybe once a week during my weekly review just to be reminded of what I have done, what I have completed this week. And one of the things that, but I don't want to see that all the time. So I, that's me. So I hide the completed because it becomes noise to me, visual noise. But you know that just to go back just for one minute and look at what you've done is always a good idea every now and then, making sure that you celebrate. What have I completed? And I have a coaching client who is very successful with getting things done. She, we've, I've talked before that why I create accountability emails that they will, all my coaching clients will, or the ones who want, most of them do, can reflect on how they have done with their Getting Things Done practice after we finished the coaching for a year. And this comes back to this. And then she, she, she don't celebrate, or she didn't celebrate what she's done before. And so, so we created a celebration. Did you celebrate this week? Did you look back at what you did and patted your shoulder and said, well done? And she has great value of this. So I do, Do agree that this could be a good way of celebration. But I think the value is in the celebration that you say, well, I did good this week, didn't I? Yeah.
Lars: Yeah.
Morten: I did. And you feel, I feel good about me. Yes, I do. Yay. Exactly.
Lars: Yay. As I see number 7, I'm also reminded about what David has mentioned that he and Catherine sit down at the end of the year and reflect back. So what have we actually, which projects have we completed this year? So maybe, you know, on a— I could certainly echo that it feels good, you know, completing projects, completing next actions. That's good. We all know that. But completing projects is, ah, that's good. And I think, you know, you can do that yearly reflection. You can do it as part of the weekly review. I used to do it when I had my system in OneNote because it just seemed to make more sense to be able to drag and move them around. Now in Reminders, it's a checkbox and they're gone.. So I spend less time on the, on that. But, you know, after this, this recording, I'll be doing my weekly review and I know there's a project that I can complete, which is to become a Crucial Conversations Master Trainer as well. So, you know, talking about this, that, that is one I'm gonna celebrate. I wish we had some certificate.
Morten: I have audio.
Lars: Effects. No, but just, you know, just recognizing that celebration and happiness when projects are complete. I can just, you know, that echoes well with me.
Morten: Yeah. Done. Yeah, it's always good. I asked people, I did a keynote yesterday for a group in Oslo and I asked them, do you ever put something on your list just to have the joy of that you already completed, you put it on the list and then you celebrate it by ticking it off? Like all hands, like 50 people raised their hands. Yes, we do this. And, uh, you know, everything that you've finished is, is good. It feels good. Yeah. Okay.
Lars: Maybe next. Number 8. When overwhelmed by a massive workload, you can go project by project and for each one decide to 1, do it. 2, defer it to someday maybe. 3, dump it. 4, delegated. 5, renegotiate this. And he notes that maybe I mentioned this in episode 108. And he adds to this, this could be done with next actions as well, but it's more time-consuming than on a project level. And perhaps a reflecting question to ask for these is, what happens if I don't do this? And then his experience is maybe you can move half of your projects to your someday-maybiness.
Morten: Who knows? Yeah, or project on hold, he calls this. This is, it's not a someday-maybe. I do agree with him is that all of these questions are valid questions. And it is from, you know, all the points he mentioned, that's what I call the bullshit filter. You know, seriously, are you going to do this? And just make sure that whatever is on your active list of things you've decided to do something about is active. It's not something that you think maybe I should do, or it's, it's active. And everything else should then go on your on hold. If it is really I'm going to do this, seriously I'm going to do this, yes, but not right now. And the way that I suggest people use that on hold list is to make sure that it is a way that you can Park things that you know you are going to do, but you can't do them now. For example, there is a project that you're moving on, but you're waiting for someone else. You can't move on it this week, then put it on hold, because you will look at it at your weekly review, and you can upgrade it to active later. And this, this act of moving things in and out of active/non-active is how you create the feeling of zen in your brain, or at least that's what I think, you know, the balance between work-life balance, make sure that you, because I, you know, I meet so many people that have overloaded their lists, and they are burdened by the sheer amount of things that need to get done. And that's not GTD. GTD is making sure that you are doing the most, the most important work, and as much as you think you should,, but not more. Make sure that you have a sustainable way of relating to your list and to create an on hold and move projects out and in and out of focus for what is active now. It's really good for your soul. Yeah. I don't know. Do you use the on hold, Lars?
Lars: Yes, absolutely. Absolutely. And moving things back and forth, I completely agree. It's so helpful and so necessary to actually have that ability. It seems to be the case for me that, you know, I will see, oh, that's not too long. The project list is fine and the next actions list are pretty low. You know, let's, let's have a look and see what we should be, should be doing. And, you know, stuff shows up and I start to add to the list and all of a sudden, you know, 20 new things show up and then I have to, whoops, now I start to add this to the list. I'm looking at my list right now and it's like, okay, so 26. Next actions. That is, for me, a longer list than I would normally have. You know, let's, let's have a look in the, in the week review today and see how we're going to, going to deal with this. And we're going to, you know, move some things around. Are we going to schedule some things? Are we going to put some things on hold? Whatever it might have to, have to be. That would be my, my, my next action on this.
Morten: Yeah. And just to see that there is a kind of like, I don't know if you can imagine this, there viewer, listener, is that imagine that you have a list that you're attracted to, that you really want to go in and have a look. And what can I do now? What can I tick off as done in, you know, the time that I have available now? And the idea is that when you create a list that is not overwhelming you but attracting you, and that is a complete different, you know, the ball game. So if you have the most important things projects, desired outcomes that you would like to complete, and then just the next actions to those available for you, you're creating a way to succeed. You can complete something or do a next action or complete a project and tap yourself, clap yourself on the shoulder and saying, yeah, well done. And that value of that, it's, it's, I wouldn't say it's, I wouldn't use the word as magical, but it feels really good. So try it.
Lars: Out. Yeah, certainly agree on that one. Number 9, it's much easier to delegate projects in parentheses, each with a desired outcome and possibly a suggested next action than to do delegation at the next action level. I don't, you know, just building on that, I don't know if it's easier is the right or it's not perhaps the word I would, I would use, but it's certainly You know, it's if you can hand over on a higher level, that's, that's what we've been talking about as well in the podcast before. You know, you can delegate a next action, ask someone to perform an action, get back to you. If you can hand over the entire project, obviously, then they have the ball, the ownership, and they can move forward on that. We could also zoom out one more level and say, okay, well, could they take over this complete area of focus? Because then they have the, you know, all the moving parts in that, and you can just check in on whatever frequency makes sense for you and see how things are going. So, but I, you know, the point is well taken that it simplifies your life if you can hand over on a project level. And of course, that requires that you have defined the desired outcome, perhaps aligned with the other party on the desired outcome and possibly the next action.
Morten: As well. I would go in a little different direction. I've worked with many CEOs and managers that are trying to delegate next actions to people and they quickly understand that that next action is not maintained at the level that they are happy with, or the execution is not good. Because it is, if I tell you, Lars, call Bob, ask for this and that, and then I will tell you, set up a meeting, and it's like, what kills your motivation as a creative knowledge worker quicker? Some people enjoy, I just want to say, some people enjoy sequential work, work and enjoys other people to tell them exactly what to do. That gives them the comfort of, I don't have to think, I just do. Which is, I do agree that people, you know, some people don't want to think, and that's fine. But if most of us that I meet do like to think and needs to think to feel, you know, alive and appreciated, and I've created something that is good for me and for the world. So I highly recommend If you have a, you know, a desired outcome that's big, you want to delegate part of it, make sure that you make a design for the sub-project and delegate the desired outcome and use the natural planning model. Revisit that episode. I'm sure when I talk, Lars can find that episode number while we talk, because we have that, right?
Lars: Sorry? I think it's number 10, right? Okay.
Morten: I think we referred to that before. That's not in my brain. So I do trust you though. So the natural planning model is super easy and very good model for making sure that when you delegate something to someone, you can do that with ease and you make sure that the other actually understands. You let the other person into your brain, understanding what is the purpose of this, what are the standards we would like to adhere to, what is the framework we need to stay within for having success, and what does wild success look like.. And it makes it so much easier to delegate projects, decide outcomes to people. And it's highly motivating when people come back, both for you and the person you delegate to, when they can come back and say, well, I've done it, I've reached our desired outcome. And you don't need to know how, as long as it's legal and within the framework of the desired outcome. But it is a way of making sure that the people that you.
Lars: Are.
Morten: Delegating to get a feeling of success motivates them. So yeah, that's.
Lars: My two cents. That makes sense. Absolutely. Good. Number 10. He says in the last few minutes of Projects and Someday Maybe on GCD Connect, Ana Maria says the project list has 4 benefits: gives focus and direction, balance versus overwhelm, helps manage relationships with others, is the core of the weekly review. So I think this one perhaps summarizes and encapsulates some of the, the other items that we've already, already gone through. Focus and direction, making sure we're working on the right things. Balance versus overwhelm, we've certainly touched on that. Helps manage relationships with others. It's a good point to underline that, you know, we are not alone in this. We work with others and how we manage those commitments and how we live up to the expectations of others. And we have to, you know, have our lists set in order. And last one was the core of the weekly review. We already touched on that, making sure that we have all the next actions, making sure that we know what to focus on in the week or weeks to come. What would you say? I guess this, this one seems familiar.
Morten: To you as well, I think. Yeah, it is summing up what we talked about before. So yeah. And I think that second point, balance versus overwhelm, it's something that's kind of, I feel that when I talk to people, it's a little hidden. You know, the on-holds list is a very powerful, you know, projects and next actions on hold. Helps people to prevent overwhelm. And I think that's— a lot of people are overwhelmed these days, so let's avoid that. Okay, so, yeah, so, um, good. We have— we've gone through Gregory B's list, and, uh, thank you, Gregory, for creating an episode for us that we can talk about what you did. If anyone else want to help us with that, do create when or just send us questions, which is, we love questions and we do get them. And we have people who come with good ideas of what we need to talk about. And they refer to an episode and they say, well, I didn't quite understand that, or I need some more depth on this. Can you help me? And of course we can. That's why we are here. And we have been taking the thinking cap on. Regarding the frequency of the episodes. And we mentioned that a few episodes back that we might want to renegotiate with you, our listeners, and ourselves the frequency of the episodes. So we've decided to, instead of doing every biweekly, we will do it once a month. And that doesn't mean that we will stop. It just needs both Lars and me needs to step down the frequency a bit. Lars is a dad, a new dad again. He's 3 times that, and he needs to sleep sometimes.
Lars: I don't know. I need more time to sleep. That is the actual reason. Yeah. I'll go and sleep once we stop this recording. It's quarter past 9 in the morning.
Morten: And I will go sleep. Yeah.
Lars: Yeah.
Morten: I'm sure you would. I would too. Power nap is never, you know, never wrong. So, but we have some really exciting episodes coming up for you. I'm going to do 2 or 3 very— I'm looking forward to that, 2 or 3 interviews with people that you can look forward to because they're very interesting people and they have some interesting, you know, stuff that I'm sure you will appreciate. I will tease just one is that we have an in-house trainer here in Norway who, who are going to share with us how he managed to get through all the red tape internally in the organization and becoming a certified GTD trainer, in-house trainer, because I know that there are people out there listening to this thinking, oh, maybe I should be a GTD trainer, maybe I should teach this. And well, You can, and he will tell you how you can cut that red tape and get into the heart of the matter. And when you understand what organization he is a trainer in, you will be thinking, okay, if he can do it, I can do it in my company or organization. So just a teaser there. And we had something we would like to ask you, ask of you, our listeners, regarding LinkedIn.
Lars: It's not so large. That's true. Yeah, so one of the new things that we started doing, we wrap up with different requests, tips, tricks. We usually talk about the summer camp. So we had the summer camp this year, 2024. A lot of fun. Almost, I think, 60 people there. Great reflections, great presentations. Great people. So, so, so such a nice weekend. Um, so we are slowly starting to, to pick up the planning on, on that one again. And of course, as soon as we know something, we will announce it here in the podcast. You won't forget that the summer camp is, is coming, but I'm sure you already knew that. Um, as always, keep an eye on gtdsommercamp.com. That points to the— do we have a date page that we have available?
Morten: I'm sorry, do we have a date or dates?
Lars: We, we have a tentative date, but we haven't finalized it. We haven't committed to it yet or booked it yet, so we don't want to throw it out there yet. But, um, around the same, same week in June, that's, uh, that's likely when it will happen. It's easy. No, I think what you were referring to was— yes, yes, me too, me too. Um, no, I think what you were referring to was that we also started to connect more with people on LinkedIn, which is really a pleasure. So if you want to connect with us there, be sure to do that. We have added the links to our profiles in the show notes of the podcast. So you can find us there. You can follow us. You can connect with us. Even, even better, connect with us just with a small note saying, hey, listening to the podcast, I want to stay in touch, whatever you say. Yeah, we'd love to connect with you.
Morten: Connect with you there. Yeah, we share GTD things there, so you might find it beneficial as well. It might be in a language that's not your native one, but the translation features in LinkedIn are pretty good.
Lars: You will understand what we're talking about. Agree. The last one on my checklist to, to mention as well is of course to head on over to vitallearning.eu, have a look around, learn more about the company, the different offerings, GTD. You can find your way to the local country websites. You can learn more about Level 1, 2, 3 seminars, speeches, coaching, whatever you were looking for, it's all in there, the newsletter. If you are outside the countries that are part of the Vital Learning Group, the Nordics Plus as we refer to it, then head on over to cruciallearning.com.
Morten: To find your local partners. Yeah. And one thing that Lars and I've been thinking about that I might want to, we can start what we call, is it called touting in English? You know, talk about, is that we've decided to try and do something that we've not done before, which is a global virtual guided weekly review event live. Yeah. Yeah, and exactly. And I'm, we are not sure where we will start you know, stream this, but LinkedIn is probably one of the places we will use, maybe simultaneously with YouTube. And the reason we are doing this is because we did a guided weekly review, or Lars did a guided weekly review on the summer camp, last summer camp, with 80 people doing weekly review together. And that was, you know, seeing 80 people physically together is something, but can we make this the biggest, the largest group of people doing Weekly Review together ever? Can we set a world record? Can we beat 80 people? And we are trying to find a time of day that will suit both the US and Europe and the other countries that are along on time zones that, that this works for and to do it as a live event. So stay tuned. We did get a date, didn't we, Lars?
Lars: I can't find it quickly. I think you actually even booked a time slot or, you know, somewhere around.
Morten: This time at least. Yeah, yeah, it is. Okay, so it's December 10th. December 10th. Memorize this or put it in your calendar. It's going to be in around 3 PM CET. So it's the Central European Time, 3 PM, and it's for 1.5 hours. There will be more information and the possibility to have an invitation so that you can click a link to just to watch it. We will get back to you on the details, but if you want to be part of this, join us. It's going to be fun and you're going to learn better how to do a weekly review, and you will also learn the power of doing GTD weekly review with others is going to help you.
Lars: So yeah, we, we do this frequently, you know, so we've done it at the summer camp a number of times now, and it's always a magical experience. And it always also, when we do them virtually in Denmark, we, we, we do them some Fridays with some, some people from the Danish GTD community. We're typically, you know, just 5 or 10 people, but it's just, it's just nice to sit down together and, you know, we're doing it and then doing some reflections together at the end on how we did and what we what we still need to do. Um, yeah, be sure to join us.
Morten: It'll be fun. Yeah, I think so too. So December 10th, put it in your calendar. We will be back with more details. So I think we are at the end, aren't we? Do you have something else you would like to add? No, me neither. So, so until next time, people, stay safe and stay productive.
Lars: Bye-bye.
Morten: I run.
