46. Horrible GTD Systems

Transcript

Automatically transcribed and lightly edited. Timestamps omitted for readability.

Morten: Hi and welcome to another episode of the Getting Things Done podcast from GTD Nordic. I am Morten Røvik and I'm still here with my good friend and colleague Lars Rothschild Henriksen. Privet, Tavaric, which is us.

Lars: And hello to you, Morten, as well.

Morten: That was, by the way, uh, an excuse for all our Russian listeners. This is trying to be Russian. Privet, Tavarishch. Maybe better. Yeah, sorry.

Lars: I'll take your word for it. Let's— I suggest we continue in English today. Probably easier for everyone, including our listeners. And yeah, happy to be here as always and looking forward to doing another episode with you. If you have not listened to this podcast before, our goal is to support you in learning GTD or becoming an even better GTDer so you can experience the benefits of GTD, becoming more productive, getting a better overview of all your commitments, be better at staying present with whatever you're engaged in. And we hope that you find these episodes valuable regardless of how experienced you are with GTD. And if you'd like a refresher or learn the basics of GTD, the 5 steps, then we recommend you go back and listen to episodes 1 through 6 of this podcast.

Morten: Yes, and today's episode is— we named it Horrible GTD Systems. And in the pre-show, we had a little, what is that really? And, um, and we, we divided in, uh, into two main categories. Uh, systems that are not GTD systems can be horrible, and they could resemble a GTD system, but it is more the second part we may want to focus on is that if you misuse your GTD system where you don't follow the best practices, how does that look? That makes up a horrible GTD system. So maybe we should just identify what is a GTD system, what parts does it comprise of, Loris?

Lars: Yeah, yeah, just, and just to build on what you said, there may also be, you know, like we spoke about, horrible may sound a bit bit rough, but, you know, there are certainly places where you miss the best practices and sort of drift off on your own. But it's also worth keeping in mind that, you know, in some cases there are, you know, we're differently wired. Some of us need to see things in one way to get things off our mind, and some people see it in other ways as well. So there may be an aspect of, you know, that beauty is in the eye of the beholder aspect. So making sure that the system works with the best practices with the way that you are. Keep that in mind and balance that with the best practices from GTD. So as to components of a GTD system, having a list manager is obviously a good place to start, having a place to store your reference material, having a place to store your time-specific actions and information, i.e., the calendar. And in all those areas, you know, you'll, you'll come across different ways to not follow the best practices and ending up with a horrible GTD system or really a non-GTD system.

Morten: So where do we start? Should we maybe go a little anecdotal? We talked about, you know, different in the pre-show, but maybe we should try and— what is the worst GTD system you've seen? Somebody called it a GTD system and it was not. How did this person misuse it? What would, what would be in your coaching a recognizable tale of a not very functional or horrible GTD system?

Lars: Yeah. So I think if we focus on where we would still say, well, that is probably a GTD system, just, you know, structured in a way that might have made sense initially, but there are certainly ways to build it in a better way to make it work better for you. I think the most common one that I have seen typically in courses when we, when we add a workshop and we sit down together and we try to help people set up their list manager with their best practices and get, get everything set up nice and easy. And, and some people might have already read the GTD book and they've sat down and they've, you know, worked up their own system. And what I've seen is, or a common one that I've seen, is that they tend to maybe group projects with next actions, sort of set them all on the same page. I clearly remember, you know, this type of people that are actually very well organized, the type of person that I'm sure their colleagues were asking, why on earth are you heading to a Getting Things Done course? You're so organized, you're already getting things done. So they would show up, and in most cases I've seen it with OneNote. So it tends to be, well, let's have a look at your system, and they will open one page in OneNote and everything will be in there. All projects, all next actions, all there. And, you know, as you know, in that situation, actually getting an overview of their system, that perspective can be helpful. You have a complete overview of all the things going on, what all the next actions are. But separating the two is so valuable. So you have a separate projects list for, you know, getting the overview, making sure you are— have, you you know, all the moving parts are set up on your Next Actions list corresponding to what projects are going on. Having your Actions list set up in a way that makes sense for you. So it is, you know, I can understand the need to connect the two. I like to do that myself and have a list manager that supports that. So I can separate those two views and still have my Next Actions list to work from. But it is really a— yeah, I've seen it in several locations that people tend to to group that all together. What about you? What's the most common one you've come across?

Morten: Now, one of the things I, and this is our, when we do coaching or trainings, we always, or I often get this question is that why do you not put your next actions under the project? So that there is like, you know, because it's this next actions are under this project. And that is the traditional project way of handling tasks. And that can work if you are working on a few but big projects where you are saying, now I want to focus on this project. I would like to see all the possible next actions I can take. But with the GTD practices is that you should identify all projects that might be relevant for you, big, small, from, you know, anything from get a cat until put a man on the moon and everything in between. And that might be, you know, indicating that you will have between 50 and 100 projects, some active, some not active, but in that range. And then it doesn't make sense to have all the next actions under there, because under each project, because then they have to look through all your projects to find the appropriate next action to engage with. And that's why we used what we call the context lists. Where you will make a connection between the project and the next action, but the next action will be outside the project. So, you can see all the next actions in one context, in one place, so you can make decisions on what you like to focus on. I think you've seen the same, Lars, out there, the same phenomena.

Lars: Yeah, exactly, exactly. Having that, having that mixed, and it was just so— I think I might have, I'm not sure if I might have done that myself as well way back in the beginning as well, because it is such a natural way to, to to set it up. And then especially we have a lot of project managers that attend the courses, and with their background, they're used to having both those two things in there. So separating that can certainly give a sense of FOMO, and then you're, how will I find the connection, and how will I set all this up? And, you know, just having that simple next actions list is just so helpful, and being able to look at that and seeing nothing else. I I really recognize that from my own brain that you can just, you know, feed me just a tiny bit too much information and then my mind will run off as opposed to just sitting down and getting that done.

Morten: Yeah. And the reason we are structuring the GTD list like this, that you separate the next actions and put them on separate lists, is because if you are using projects, then you are using You know, the limiting criteria for choose what you need to do is built that you start with context. You don't start with priority, which is number 4 on the list of how you choose something to work at. And maybe one project will scream at you more, you know, yell at you, say, do me because I'm, you know, it's urgent, it's important. And then you will go urgent, important instead of going context, time constraints, mental energy, and then priority. So, um, and that, that is that, you know, some of the diametrical differences of a traditional project management system and the GTT systems.

Lars: So yeah, and you'll also, at least in my, in my experience, you will also often come across this with people that are, you know, deadline addicted, that, you know, they will be stuck, they'll be waiting, and they'll, they'll keep chasing things. So it can be hard to recognize the value in being able to take a step back and actually choosing what to work on, as opposed to, now I have to get that done, and now I have to get that done, because then they will just be stuck in that priority mindset.

Morten: Exactly. So, and another thing that I've seen, and just recently also, that is what I call a horrible GTD system, is that you are not listing your next actions under the project. Sorry, you're not listening— listing your project under the projects. You list your areas of focus. And that is not a beneficial thing with GTD eyes, at least, because an area of focus or area of responsibility in the GTD terminology is an area you are responsible for maintaining. And I use this phrase to describe the relationship between an area of focus or responsibility and the project, is that you look at your areas of responsibility and focus And you will feel very immediately if that's well maintained. Is it? Am I handling this in a good way? And if you get any cognitive dissonance, if you feel, ah, this is not very well handled at the moment, then that area of focus or responsibility will birth a project to change that so that you take the shift from I'm not happy to what do I need to do? How does the world have to change to make me feel good about this again. And then that's the desired outcome that becomes the project name. And if you only list your, your areas of focus, you will never be finished, because an area of focus never finishes unless you quit your job or, you know, kick out a kid from home or something. Because there is some areas of responsibility here, you can't just quit them. They are either there or they're not. And a project has a clear beginning and it has a clear end and it defines how does done look like. And yeah. So have you seen something like this, Lars?

Lars: Not too much, but I do come across it. And I actually just had the experience with a coaching client recently that had gone back and played around with projects and tried to simplify the system to make it easier to work with and ended up with exactly what you said. Areas of focus, all the next actions beneath them. What's the project? We don't have that captured anywhere. So that was, that was missing. So, so we actually just walked through that and how to, okay, let's, let's rethink that next action. What's actually the, the end goal of that? Well, we need to get so-and-so done, right? So we created a project, dragged that next action to be associated with that because that was a possibility in the software that he set up with. And then that, that gave a much, much clearer overview.. But in a few cases, there were some single next actions that were just related to that area of focus. And in his case, he liked to have them grouped. I saw that for myself just now that, you know, it's been a while since I was in touch with my Norwegian grandfather. We haven't been able to come up there and visit you guys in Norway. So I just sent him a quick text and an email to follow up on and send him some pictures and things like that. So that was just a single next action related to an area of focus. So it was actually under that, but that's also because it wasn't related to a project, of course.

Morten: No, that's why private miscellaneous category. Yes. So, and that is what I suggest people do when they do this, is that if you have an area of focus that you would like to do single actions under, there's not a project there, then just make a, you know, personal miscellaneous category or project where you can group your your single tasks under, so single next actions.

Lars: Yeah.

Morten: So, Lars, what else have you seen?

Lars: Well, one thing that, it could be just on the journey to the good GTD system, but at least I remember for myself and I've seen it from others is to have an incomplete system. Because somewhat similar to what you were referring to before that you had maybe a couple of big different projects. So that was really your projects list. But building up that system and having all those things in there, that really is essential to getting on top of everything, getting everything under control and really do GTD. And yeah, for those of you who have heard my backstory before, I came from the place where I did not capture anything to, okay, I'll start to write down the most important stuff and then, okay, Maybe it's also good to write down cat foods. I don't have to sit there and think about that all day. And then also as you progress, maybe some listeners or viewers out there can recognize this, that, you know, start to capture things that don't initially fit that definition you have of what normally goes into an inbox. So random things or, you know, problems or issues or whatever's really whatever's on your mind. So training yourself to capture that and then, you know, all those things add up to a more complete system. And I think that's not to say that it was a horrible system before, but it was just not a complete reflection of your world. So getting all those out of your head and also, you know, for me, the physical inbox just also took such a long time to, you know, get that set up and You know, I lived in an apartment, I think it was like less than 60 square meters. It was a small place and dedicating any amount of room in the living room as there wasn't an office there, it just did not, you know, feel right for me. But, you know, if it's, if it's not there, if there's not an inbox, then you will have stuff other places, everywhere, you know, where you live. So, so having a place to, to, to place all the things and yeah, all adding up to that complete system. I think that's a common thing as well, and maybe just a step on the journey to a better GTD system.

Morten: And if you're listening to this and you're fresh at GTD, then know that the more complete your system becomes, the more of your projects that you identify, the less they will yell at you, and the more peace of mind you will get. So identifying the projects that you might not identify as a project first is beneficial on so many levels. One is that your brain will be freed up to be present at the moment at a higher degree than before. And it is a substantial difference to have a complete system than a semi-complete system. And the second part that I would like to challenge you on is that if you have something you would like to do something about and you are doing next action and not recording the desired outcome, And then you might forget that you actually committed to do that. I've done that. I think hundreds of times, if not thousands, before I started with my GTD system and got it complete. It's like, oh yeah, I will do that. And then you sent off an email and then voilà, it was out of my brain because I sent that email and it never returned because the person I sent it to didn't have a good system to respond to me. And somebody got angry with me because I forgot. That commitment. And I said, "Oh, holy maloney," or something like that. And they'll go, "Yeah, I'm sure that's what you said." Something holy crap or something. What, you know, and it is such an easy little thing to do. You just have to slow down your thinking for just one minute to identify what do I need to be, what should be true in the world when this is over, and just record that as a Next, you know, as a desired outcome, birthday planned for mom or a great birthday for mom. Just have that somewhere. So that, so that that doesn't disappear for you. That is the second thing I would say.

Lars: But anything to add to that? The problem with capturing that next action, I clearly remember I had a, You know, as this was very early in my GTD practice, I had the note for myself at the end of the day as a standard task before I left the office or before I, you know, got off the train where I could sit and run through my things that I would run through my Sent folder in Outlook and just check, is there anything I've sent here where I need to follow up, track anything that could be on just chasing different awaiting for us, but it could also be on a project level. Do I have all of this captured? So, you know, it really took some time for me to get into that habit. So I simply had to establish my own practice of making sure that I checked on myself at the end of the day to make sure that they were all.

Morten: There. And that is like a mini review, maybe formal driven mini review. So if you stop doing that, you will not have formal and you will not have of, you know, the feeling of missing out on something. And you need— yeah.

Lars: And in my case, it was very real. There was frequently some things to catch because it was just such a high-volume email, or at least felt like a very high-volume email scenario. So I would just, you know, answer, answer, answer, answer, and never stop and think after I sent one, what did I actually need to do about this one?

Morten: Yeah, and it's, yeah, and, uh, yeah, and one of the things I also see that people are, uh, having a lack that makes your D2D system full of holes, and I really, I, I'm, I just want to be completely honest with this, with you, with this, is that sometimes this slips for me as well, but I'm, I'm, I'm trying to build my routines so that it doesn't slip. But if you have a meeting with someone, what do you do with your meeting notes after? Is there a next action there captured somewhere? You need to do something. But did you say, I will send that email? And do you say that? And if you do, then make sure that that's captured somewhere and that you don't, you build time after to process them. Because if you don't take time to process your notes, you will just do, do, do, do, meet, meet, meet people, and then suddenly something slips. And that could be an important slip that, you know, you will lose that contract or you will lose that. And for us who live off teaching, getting things done, there is very little leeway for you, very little excuse.

Lars: So, and often very much need a GTD system to, to follow up with people because obviously we work with the, the busiest people. So they will have a maybe struggling to be on top of their email inbox. So yeah, a lot of waiting for us are needed.

Morten: Yeah. And talking of, you know, leeway where we don't have is that I will be honest with you guys. I did something really, really stupid a couple of weeks ago. I think you know what I'm talking about, Loris. We planned the, and I put posted this on social media as well because it is a fun story. It became more fun after the fact, but I, in where I, we planned a live coaching cafe, which we are doing every Tuesday of the month at 8 o'clock CST. Sorry, first, did I say the second? Okay, first Tuesday, first Tuesday of the month at 8 o'clock PM CET. Or CEST depending on if it's summer or not. And I was getting ready for that and then my wife asked me, and I had, you know, 2 hours before we started, and she asked, can you make some shelves for me? I have a, we have a little depot where we, you know, storage inside the house, and she wanted me to build some shelves between two racks of book racks that we have in there. And I started, I have plenty of time, no problem. I started concentrating and I totally forgot time. I mean, totally. And because I did sawing, I did drilling with a power drill, I didn't feel the vibration. I didn't hear the thing I got on my arm from my Apple Watch telling me, maybe you should get ready for this. And I felt so embarrassed. By this. And it's a kind of, not kind of, but it's a real reminder for me that, you know, people are looking up to us as someone who gets things done. But we can also get distracted. We can also be in the moment. And that is a beautiful thing to be in the moment. But you should not forget your commitments. That is like bad marketing.

Lars: In the end, it happens to all of us.

Morten: Okay.

Lars: So.

Morten: Yeah. But that is not a bad system error. It's more like human.

Lars: Error.

Morten: Yeah. One of the things we've not touched upon, but I've made a note about we should mention is, you know, bad calendar management as a GTD system. Yeah. So I think there is two outliers here of this is too much or too little in the calendar. And I think maybe you've seen both, Lars, and could you give me an example of each of them if you've seen both?

Lars: Yeah, so it— yeah, well, the empty calendar looks pretty empty. That's pretty straightforward, but it introduces an interesting challenge, which is to always having to make a decision on what to do next. So, that, that, and from my perspective, maybe sets an even higher bar for what you then capture and maintain on your list of projects and next actions. So you have the right things to choose from there. I'm working with someone right now, a lot of things passing by her desk. So capturing the right things, getting them into the system, making a trusted choice when your calendar does not really guide you or force you, however you want to call it, to the next thing that That is, yeah, that can actually be a challenge. But obviously the bigger challenge more frequently that we come across is the overbooked calendar. And it really is a challenge to get things done depending on, well, obviously depending on what your work is. And that really goes for a lot of what we've spoken about now. But if your work is to just sit in meetings and just say yes and no, then maybe that completely booked calendar, well, we obviously want some space for your brain to, you know, stay alert and awake and make good trusted choices during the day. But you can maybe more live with that book calendar. But in many cases, you know, people tend to be dragged into meetings and meetings and meetings and not considering the time that they need to define their work, clarify and organize your inbox and your unplanned work. So those are really a challenge to fit in there. And it really varies from person to person how much unplanned work there is. But let's just say it's a couple of hours a day, which is not uncommon, maybe even in the low end of the spectrum that I come across. Does that then fit with your calendar? Do you have 2 hours of room? Do you have an hour then to define whatever comes in through your inboxes? What other time do you need to work on your list? So it really is a challenge to manage that.

Morten: And what would you recommend? I'm sorry, what would you recommend for someone who is in that 'it's a full calendar, I don't have time to think.' What would you recommend them do?

Lars: Yeah, start to— well, there are different perspectives that you can take on this. Key thing is to look at what is actually in there. What are those meetings? Are they well-run, well-defined meetings? Do they have an agenda? Should you even be there in those meetings? Can you just get the meeting minutes? Can they, you know, send someone else from the team to join that so you can can have some more time. What we've recently worked on with one client is to start to block some time further into the future so you're not dragged into meetings all the time. So that happens less. We've also set up, you know, yeah, different systems, ways of opening up the calendar and making more room for these people. And, yeah, and, you know, you can go back to areas of focus like we spoke about earlier. See what are you actually responsible for? Why are you there? Are these meetings then aligned with the areas focus and responsibility that you have on your list, for example. And that's where I would start.

Morten: Yeah, me too. And the only thing I will add to that is that if you don't do reflection, how can you make sure you're on the right path doing the right things? So take time to clarify and organize email, take time to do your weekly review. If you don't do that, then how can you know that you are moving in the right direction? That's not possible. And you will be driven by the latest and loudest, and you will not know if you're doing a good job or not. You will just be in the hamster wheel running after that carrot in front of you that we'll never get. Especially if you don't add layers of focus instead of projects, you will never finish anything, and then you will be a very tired hamster in that wheel with just a carrot in front of you all the time. So, but, um, yeah, I— and if you then shift focus to reference materials, it's that— because I've seen some horrible reference system built. And one is that you just have one drive and everything is on one, in one folder. And, and with the, you know, the, the real horror is that you don't rename your, your files that you put in this reference system, uh, so it represents something that you can recognize them. But it's like XYZ 2222 scan .pdf. That is, you know, I'm sure everybody will recognize that that has happened to you. You put something in there and you don't know exactly what is this. So, so I would, I would highly recommend people— this is my, my suggestion— is to find a way to create folders that make sense for you. And the way that I would structure this reference system It's a little different than the 8 to Set that David Allen would recommend you. And this is based on my experience. This works for me, maybe it will work for you. So what I do is I divide it into squares first. The first folder, I have two folders in the, let's call it the ground level, down at the core. And that is work and private or personal. And in Work I list the companies that I'm involved with as a folder, and inside that I have my areas of focus and responsibility. And inside those I put the projects. So that's the way I do it. And then I have an archive for that, archive folder for projects that are finished. So in the same folder as the areas of focus, I have an archive folder where all the old stuff that's finished lives, and everything that's live that I need documents on is in— has a name that's the same name as the project. So how do you do that, Loris? Is that— you do something.

Lars: Similar? I don't really have anything corresponding to directly to that because I don't have that much support material that I maintain the, the structure on. I, I am a, I'm a searcher, so I find that I rarely need to, to, to walk through things. But so, so when it comes to support material, that, that is often just a search for me. But obviously the reference setup And for the Danish listeners, I recommend to head on over to the Masterminds group on Facebook. I have posted a walkthrough that we did on Jens from the Danish group did on some questions to ask yourself on when you're setting up a referencing system. But obviously for reference, I have my, yeah, in both my OneDrive and my Google Drive and I have all my folders set up in there. And, you know, in many cases I can search it out and then in some cases just more naturally for me to navigate to it. So a good question for me to ask is always to keep in mind of how you find that, how you find those things. Because, you know, in email, I have my one folder called archive. It just goes in there. And I remember one of my very early coaching clients here in Denmark, that was, you know, he had a lot of archiving material. So he wanted a very detailed structure. And that was one of the things that we had to change because he had hundreds and hundreds of folders in Outlook to navigate through. And they were, you know, they were even structured. They were, you know, all the folders, folder names starting with A were grouped in a folder named A. So there was even a tree structure based on the letters of the alphabet. Again, a consequence of having that many folders, it just seemed more easy for him to have that kind of walkthrough. But obviously, he spent 10, 15, 20 seconds per email to find the right place and really, you know, had to do a lot of thinking on, well, which folder could this go into? Because often there were multiple different categories that they could end up in. So that's probably also a good example of overorganizing and then making things way too complex, way more than they they need to.

Morten: Be. So, so I have— I don't know if that might be the— I mean, I wouldn't say the finishing thought, but to create what we call a nomenclature, which is a naming policy that you will implement for yourself. And the one I've done for my files and folders— sorry, my files— is which date is this, and I use dash, so it will be a year— this will be then year-year-month-month-day-day, DD. I don't know if that makes sense to you, but it's like 21/04/28, which is the date of recording here. And then I would write what, what is this. It's like, um, it could be, um, accounting report, uh, for what, which companies then gtdnordic.dk or gtdnordic.dk, and then if I have any additional comments, that will be keywords I will search for. So, but then, then I can just file it really anywhere and then just do a search on either the date or the name or the document name, and it will pop up. And you can— I can search gtdnordic.dk you know, whatever the name, and they will list all the folders that has that, not folders, but how all the documents that have that in them. That makes sense to.

Lars: Me. Yeah. But, and that's actually a topic that's really interesting for me as well. It's something that's become more clear over the last year even, is the difference in requirements for reference material and how detailed we want to do it. Because we've, I've seen obviously many different approaches with coaching clients and we've worked a bit on here in the Danish GTD community as well, and sharing best practices on what works for us. But my archiving needs or reference system needs have always been very, very simple, very straightforward. That's something I've spent a lot of time on, but something I'm looking more into now because obviously there is so much interest in this. So, yeah, let's see if I can maybe improve my practice in this.

Morten: Way. And the reason I'm doing it this way is because it has helped me tremendously, especially in one way. It's because, you know, you buy stuff and you get receipts. And I started a practice a few years ago where I do, I use an app on my phone to scan. I don't know if I can remember what the name of this app is. I just know where it physically is. It's called Scanner Pro. And I think it is from Readdle. This is my favorite. And that makes, I can set up you know, I scanned the receipt and then I can then just scan it and change the name. So I will then— it will have always the date first in the my, you know, year, year, dash, date, date, etc. And then I would— it will have the receipt and then— oh, sorry, then the word receipt in it. And it would have— I will then write which shop or where I did, did I buy this? I buy, you know, at Norwegian electronic stores. I don't know why I'm doing this. I'm kind of maybe I'm an addict, but Elche, which is the name of the store and then dash and then what, what did I buy? Like, let's say I buy an iPhone, then iPhone 12. So if I then I make a search for receipt iPhone, I will find all the receipts for iPhone very quickly. Or if I like refrigerator we bought 3 years ago, does it still, you know, what's the status on that. Did we buy 3 years ago? Just write the name and then the refrigerator, and boom, it's there. Receipt and the shop name or the, like, refrigerator, and boom, it's there. And when I did that, when I found that to be so— I can be in the shop, I can walk up to the cashier to, you know, make a complaint or ask for a refund or just taking it to repair something. And to be doing that on the phone is super quick, and it's so, so handy, and you feel like, oh, I am in control of my world. And that's when I started, um, I started my, you know, name-giving convention, my policy that helps me. So if anyone else can use this, good. Here we.

Lars: Go. No, but it is such an interesting topic because for me, I maybe need a receipt once every 2 years, so it does not make sense for me to invest all that time in structuring everything because once every 2.

Morten: Years. Okay, you're not a technologist. I don't understand this. This does not make sense to.

Lars: Me. Yeah, no, that— but that's the time invested and how, you know, how detailed the picture you want to be. Because when we spoke about this, one of the DTDRs in Denmark mentioned that she has an— I believe it was a Google Sheet with the different spices that they normally had, you know, in the different cupboards and whether they had that at home or whether she needed to buy it. So, you know, we all have different levels of how detailed we want to know about where things are. So I'm clearly in the low end. Exactly, exactly. Just to show that we're different. We've seen that across all aspects of GTD with checklists and everything else. How detailed do you want to go? So it's an interesting.

Morten: Topic. Yeah. And I think it is what— and I think laziness is a good way of framing this. It's how lazy can you be? And still be in control. Lazy. Yeah, but are you in control? This is the question. Do you find your stuff when you need to find it lazily? Yeah. Yeah. If you do that, then you're structured enough.

Lars: Yeah. If you don't have to do a lot of searches. I have my physical archive that I just open up. There's one called receipts.

Morten: Boom. Done. Yeah. Okay. Good. Good. But you have that with you in the shop. This is my question. Or does it need.

Lars: Digitization?

Morten: Something. Yeah. Okay. Anything else we should touch on before we close this episode.

Lars: Lars? No, I just wanted, you know, as we talked about the different things here, hopefully this has been, you know, some good tips or thoughts on how you can maybe improve your own GCD system. And my thinking was that maybe, you know, next time you do a weekly review, maybe a good one, just spend a minute to to reflect a bit on your system at the end. So how is this working for me? How should I make any adjustments? Do I have the right lists? Do my lists attract or repel me? Is my calendar overwhelmed? Do I need to do something about it? Well, you know, the different topics that we spoke about now, just, you know, think about what maybe doesn't work so well for you and reflect on how you can make it work better. I think that's probably the final words for.

Morten: Me. Yeah. And what I would suggest, if you do what Lars said, make sure you have a 1-hour or 2-hour slot free after that, because maybe you will, you feel, I will revolutionize my system now because you got some good ideas and what you need to do. So, but, yeah, so if you have the, if you feel you want to do this, have a look at your lists, your calendar reference system, set aside some time after. That's a good idea. So, well, I think we've reached the end of this episode. And Lars, will you take us out as.

Lars: Normal? Certainly. So we always wrap up these episodes with a quick reminder for you to head on over to gtdnordic.com and have a look around. On that site, you will find links to the different country websites that we have for each of the Nordic countries. And on each of those sites, you can find all of the articles, newsletters, offerings, links to social media groups, you know, where the natives of each of those countries discuss GTD and the tools. And obviously, you can find all of our offerings regarding speeches, coaching, seminars, both virtual and Fiscal. And since we had Justin on, Justin Hale, on not too long ago, so if you're looking for GTD courses in the US or Canada, we recommend you head over, head over to vitalspots.com and GTDfocus.com is where you'll find the GTD coaches in that region. And for everyone else, head over to gettingthingsdone.com to find your local partners. And lastly, as always, we really hope that you find this episode valuable. We love making them and we really hope that you do benefit from them. And if you do, we always appreciate if you share an episode with a colleague or rate us on iTunes. It really helps the discoverability of the.

Morten: Podcast. Yes, thank you, Lars, and thank you for listening. And until next time, stay safe and stay productive. Bye-bye.

Lars: Everyone.