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Time Hacker: Be Clear with Data Analysis

Previously, I was looking for professional books on data analysis to check if there were any new publications in this field, and I happened to come across this book "Time Hacker: Be Clear with Data Analysis." After buying it and taking a look, I found that it wasn't very related to data analysis. This is a book about time management, and besides discussing time management, it also emphasizes the author's early struggles. In the author's words, it describes how someone from an ordinary family and school, starting from the grassroots level of customer service in the internet industry, managed to rise from a monthly salary of 1300 to an annual salary of a million, and bought a house in Shenzhen. Before writing this book, the author also published a professional book, one of the few on the market that focuses on the field of game operations: "Game Operations: The Path to Mastery."

In Peter Drucker's book "The Effective Executive," the author states at the beginning that managers need to clearly know where their time is spent, but the book does not provide specific recording methods, as Drucker's management books are more aimed at senior managers in large companies. Therefore, the author even suggests that secretaries record time consumption. In "Time Hacker," however, the author details how to record and manage time, making it an effective supplement to "The Effective Executive."

Here’s a brief summary of several aspects of time management:

Time is a resource. Management is an action. Time management is about squeezing out this precious resource through some management actions.

Avoid doing too much repetitive work. If you have to face many repetitive tasks that do not lead to growth, find ways to summarize and refine them—either automate them, develop tools to complete them quickly, or summarize experiences to hand over to others. This is a way of working that the author understood during his early days in customer service.

Keep good records to clarify where your time is spent, and then find ways to squeeze out more time through parallel activities (e.g., listening to audiobooks while commuting on the subway; playing on your phone while in the restroom) and off-peak activities (e.g., traveling before the morning rush, having lunch at 1:30 PM).

Before recording, you need to categorize your time. The author divides time into three main categories:

• Necessary Time: Rigid time that is difficult to compress or repurpose (though some can be used in parallel), such as eating, showering, sleeping, commuting, and personal hygiene, which are essential daily time investments.
• Work Time: Time spent selling labor in exchange for compensation to sustain life.
• Discretionary Time: Time that can be freely allocated.

Based on these three categories, time can be classified as follows:

The above table has two dimensions: Time and Activity. Theoretically, time and activity are not closely related; for example, you can engage in leisure activities during work time (slacking off) or do independent work during discretionary time (voluntarily working overtime). Therefore, this classification is not strictly defined; it merely indicates that, generally speaking, these activities or actions are primarily engaged in during these types of time.

Since health is the foundation of everything, and health is mainly influenced by four aspects: sleep, diet, exercise, and emotions, the first three can be specifically linked to behaviors. Thus, health is separated out as a major category. The above time classification can be transformed into the following:

With the time classification established, you can record your daily time and then optimize it. The time recording table might look like this:

With this table, you can clearly see where your time is spent. Afterward, you can optimize in several areas, including:

1. Reducing commuting time, such as moving closer to work;
2. Increasing time parallelism, for example: exercising while binge-watching a show, listening to audiobooks while commuting, or running with your child (achieving both companionship and exercise goals);
3. Avoiding anything that requires queuing, which is essentially about timing;
4. Avoiding repetitive work that does not lead to growth;
5. Reducing meaningless time wastage, such as excessive sleeping, ineffective socializing, and excessive entertainment.

The author gives an interesting example: when your phone is fully charged, spending more time charging it is pointless; similarly, when you wake up naturally, you can get up; staying in bed longer is just a waste of time.

Regarding parallel activities, it is also necessary to make certain distinctions; not everything is suitable for parallel processing. However, some activities can be completely parallel. Many people have experienced listening to music while driving, right? But driving and listening to music are two different, independently executable actions.

With the time squeezed out, where should we focus to maximize value? The author lists a table and specifically mentions that although it consists of only a few simple sentences, it is a table that has been iterated upon with great care, as follows:

These are all important matters in life. However, it is important to note:

1. The weight will vary based on different values;
2. It will also vary based on different life stages; for example, when young, one may focus more on self-growth and work performance, while after marriage and having children, more time may be allocated to maintaining family ties and companionship.
3. Entertainment and leisure are not entirely a waste of time; they can bring joy to our minds and bodies, allowing us to relax and feel the joy of life. The only thing to be cautious about is not to become addicted and not to spend too much time on it.

Finally, work occupies most of our daily time. How to effectively record and manage work time? The author also uses a tool called "Flow Diary" for management, as shown in the table below:

Overall, this is a good book. You can feel the author's sincerity, as he almost wants to impart all his knowledge and skills. It is a good motivational and time management book, and I recommend it to everyone.

This article shares with everyone the time management challenges that a manager may encounter and how to use OmniFocus to address these challenges.

Manager Zhang works at an IT company. After five years of hard work as a programmer, he became a project manager due to his authoritative technical skills, managing three projects. However, troubles soon followed.

Technical skills and management require completely different abilities. An excellent programmer does not equal an excellent project manager. Thus, Manager Zhang quickly fell from being adept to feeling overwhelmed.

The three projects he is responsible for always leave him feeling uncertain, not knowing when things will go wrong, making him very passive.

Advice for Transitioning from Technical to Management Roles#

In simple terms, Xiao Qiang believes that Manager Zhang has been promoted, but his perspective has not elevated. He still spends most of his energy on controlling project details, such as fixing bugs and quality testing, when he should be looking at the three projects from a higher vantage point and focusing on communication and coordination.

Therefore, Xiao Qiang offers some advice to those who feel uncomfortable after transitioning from a technical role to a management role:

1. The focus of work should be on communication and coordination with people, not just getting things done. This requires a shift in mindset.
2. Upgrade time management methods: Move from simply writing a to-do list to methods that incorporate context and review concepts. Introducing context can help you "merge similar items" across multiple projects, improving efficiency. The review concept can help shift your focus from "doing" to "thinking."
3. Properly suppress perfectionist tendencies. Others may not do things as perfectly as you, but you should consider the harmony of the entire project rather than the perfection of a specific part.
4. Multi-project management is a basic skill for knowledge workers. There should be no one who is only responsible for one project. Even if you are only responsible for one project at work, when you add in life projects, you are still managing multiple projects. For multi-project management, you need to learn to switch between different projects, opening drawer A for project A and drawer B for project B, so that your mind remains organized.

From the diagram below, it can be seen that what is important for a project manager is to know who needs to do what and coordinate their relationships while also paying attention to the progress of these individuals' actions.

Programmers focus on knowing how to do things and completing tasks on time.

Action Management System for Project Managers#

The action management system for project managers should look like this:

1. See the to-do items for multiple projects simultaneously, maintaining an overview.
2. Concentrate on to-do items that are about to expire across multiple projects, considering which to do first.
3. Display items that can be batch processed across multiple projects to improve work efficiency.
4. Remind yourself to regularly review all projects, checking for omissions, controlling progress, and triggering thoughts.

Clarifying Two Concepts:#

1. The difference between sequence and continuity.

The next action in each project is marked in purple, indicating the next task to be completed.

Sequential projects: You must complete the previous task before moving on to the next task. For example, software development must undergo testing before it can be officially released, and only after release can subsequent tasks like launch, promotion, and marketing be carried out. At this point, all remaining tasks in the project, except for the top one, become unavailable and are marked in gray.

Parallel projects: The order of tasks in the project is not sensitive, and they do not need to be completed in a specific order. After clicking, you will find that all remaining tasks in the project turn black and become available.

2. The difference between inspection and repetition frequency.

Selecting a project and opening the inspector will show the options for "repetition frequency" and "inspection." The difference is:

Repetition frequency: Many tasks in life and work need to be repeated. For example, I set my weekly review for Sunday at 6:30 AM. When the time comes, OmniFocus will remind me, and after checking them off one by one, they will not be marked as "completed" like other tasks but will turn gray and become "unavailable" until the next Sunday when they will turn black and become "available actions" again.

Repetition frequency can be set to days/weeks/months/years (I heard it can be quarterly, but I haven't tested it).

Inspection: This function corresponds directly to the review phase in the GTD method. Every so often, you review the projects at hand, giving you more control over them. The repetition frequency can also be set to days/weeks/months/years. So why not just use repetition frequency instead? The reason is simple: some projects repeat weekly, but are only reviewed once a month. One is at the action level, and the other is at the review level. Understanding these two concepts allows you to distinguish between repetition and inspection.

As mentioned at the beginning, for those just starting in project management, the painful part is that while the position has risen, the way of working has not upgraded.

From my experience, the key points for upgrading work methods are two:

1. Shift focus from "doing things" to "being a person."
2. Shift the emphasis of actions from "getting things done" to "reviewing."

By mastering actions and projects, you can then focus on role balance, annual goals, and future visions. Therefore, this is a basic skill; let’s work hard together!

Through your email, I see that you are already thinking about your personal and social value, which is very good. Every successful person in the workplace is a competitor against themselves, a planner of their career, and a practitioner of life planning. Since you want me to share my values, I will share my career values with you, which are the specific manifestations of values in work.

• 1. Management: The purpose and value of work lie in gaining the management and control over others or something, being able to command and deploy people or things within a certain range.
• 2. Sense of Achievement: The purpose and value of work lie in continuous innovation, achieving accomplishments, receiving praise from leaders and colleagues, or continuously realizing what one wants to do.
• 3. Social Interaction: The purpose and value of work lie in being able to interact with various people, establishing a wide range of social connections and relationships, and even meeting well-known figures.

Once I found my career values, I became much more adept at handling work affairs. For example, when two tasks need to be handled simultaneously, how do I decide their priority? One task is to solve a technical problem that no one in the company can handle, while the other is to host the management of a new project. If I look at it from my current values, management definitely ranks first, so I would choose to host the new project. If I were to look at it from ten years ago, my values were different; I would have focused more on the sense of achievement, thus passionately diving into the technical challenge. What insights do you gain from this small example?

The "Monkey Rule" originates from a thinking model aimed at helping us efficiently manage time and tasks, thereby achieving better results in life or work. Its core idea is: like a monkey, focus on one thing, avoid external distractions, and keep working hard. It encourages us to eliminate distractions at work and concentrate on important rather than urgent tasks, effectively stepping out of the "third quadrant."

In the four-quadrant time management method, tasks are divided into four quadrants based on their importance and urgency:

• First Quadrant: Important and Urgent (crises and urgent matters)
• Second Quadrant: Important but Not Urgent (planning and goals)
• Third Quadrant: Not Important but Urgent (urgent matters required by others)
• Fourth Quadrant: Not Important and Not Urgent (time-wasting activities)

The "Monkey Rule" is particularly useful for helping us escape the third quadrant, avoiding distractions from urgent matters imposed by others. To achieve this, consider the following steps:

1. Determine Priorities:#

• Identify which tasks are crucial to your long-term goals and focus on tasks in the second quadrant. These tasks, while not urgent, significantly impact your growth and success.
• Place tasks in the third quadrant as secondary, evaluating whether they truly require your immediate attention or if they can be delegated to others.

2. Learn to Say "No":#

• If a task is not important but urgent, decisively refuse or postpone it, preventing yourself from becoming the "monkey" of others' urgent matters.
• Set clear boundaries and learn to manage others' demands on your time.

3. Focus:#

• Use the "Monkey Rule" to concentrate on the current task, avoiding easy switches that lead to decreased efficiency.
• Employ techniques like the Pomodoro Technique to maintain high levels of focus, ensuring each task is completed efficiently.

4. Do the Most Important Thing:#

• Regularly check your task list to ensure that what you do each day is genuinely core tasks that drive your goals forward, rather than being consumed by urgent but unimportant matters.

5. Reflect and Adjust:#

• Periodically review your time allocation to see if too much time is being consumed by tasks in the third quadrant. If so, adjust your plans to invest more time in the second quadrant.

By implementing these strategies, you can better escape the "third quadrant" dilemma, avoiding busywork and inefficiency, and focus on tasks that truly yield long-term benefits, achieving a more efficient and meaningful work and life.

The four-quadrant rule, proposed by renowned management scholar Stephen Covey, is a time management theory that divides tasks based on their importance and urgency.

1. Important and Urgent.

2. Important but Not Urgent.

3. Not Important but Urgent.

4. Not Important and Not Urgent.

The first quadrant: Important and Urgent. For example, handling negative media coverage of the company, filling out college entrance exam applications for children, etc. These tasks must be done immediately; otherwise, the consequences can be severe. However, when you rush to do them, consider: Are there really so many important and urgent tasks? The second quadrant: Important but Not Urgent. For example, formulating family investment strategies, attending training courses, etc. Although these tasks may not seem urgent, they cannot be ignored. If you do not pay attention to them now, they can develop into important and urgent matters at any time. For instance, you may have discovered that the market for children's toothbrushes has not yet been occupied by competitors. However, if you delay formulating a product strategy for this market, one day while shopping, you may find that a competitor's children's toothbrush has already been launched. At that point, formulating a product strategy will shift to the first quadrant. Therefore, even if tasks in this quadrant are not urgent, you should still create a time plan to continuously advance them. The question is: How can we avoid more tasks entering the annoying second quadrant? The third quadrant: Not Important but Urgent. For example, a client suddenly calls for an impromptu meeting, etc. Many people are often misled by the illusion that urgency equates to importance. In fact, urgency and importance are unrelated. For example, if a client suddenly calls to tell you to modify a certain part of the code, do not rush to do it. Instead, assess the importance of this matter relative to other tasks at hand before making a decision. The question is: How can we minimize tasks in the third quadrant? The fourth quadrant: Not Important and Not Urgent. For example, watching boring TV shows, wandering aimlessly, etc. Tasks in this quadrant are merely used to pass the time. They can serve as a break from the first three quadrants, but if one becomes too immersed in this quadrant, productivity will significantly decline. The question is: Is it necessary for us to enter this quadrant at work? We can reasonably categorize our tasks for the week into these four quadrants. We should adopt different attitudes and handling methods for tasks in each quadrant. Let's look at how to handle these tasks:

First Quadrant: There is nothing to say; do it immediately. The main pressure in our work comes from the first quadrant, and the main crises in our lives also stem from the first quadrant. The first quadrant is a minefield; the fewer times we enter this quadrant, the better. Eighty percent of the tasks in the first quadrant come from tasks in the second quadrant that have not been handled well. This means that this pressure and crisis are self-imposed. For example, I have to spend an entire day accompanying an important client for shopping, dining, and entertainment because our product issues have caused significant trouble for the client. We must do these important and urgent tasks to appease the client. The second quadrant: Plan to do it. We should invest time in the second quadrant. Just because it is not urgent does not mean we should neglect it. We should break it down into tasks and create a timeline. Then, we can complete it with minimal daily time investment. The third quadrant: Delegate it to others. The mistakes in the third quadrant stem from our busy and numb state. It is best to delegate the tasks in this quadrant to others. The fourth quadrant: Try not to do it. This quadrant is used for relaxation. When you are tired, you can engage in some unimportant and non-urgent activities to adjust your mindset and body. However, you should not spend too much time and energy in this quadrant; otherwise, it is a waste of life. For example, when you are physically and mentally exhausted, you can go out for a meal or drink with friends, which is a good balance of work and rest. But if you do this every day, it becomes unproductive.

Using the Monkey Rule to escape the third quadrant, the Monkey Rule is a theory proposed by William Ury called "the monkey on your back." He likens tasks to lively monkeys that can jump on you at any time, and he calls this unique time management theory the art of monkey management. The truly important tasks are all in the second quadrant. They concern the quality of work that requires long-term investment and your growth. Therefore, our goal in planning time and tasks should be to enter the second quadrant. Work is like lively monkeys that can jump on you at any time. The reason why managers feel they do not have enough time is that they have not delegated enough. You may be very efficient in handling tasks that are not your responsibility, but how well are you completing your own tasks? You need to clarify your responsibilities.

From methodology to practice, mastering time management GTD. The previous article discussed how to manage your knowledge, while this one focuses on how to manage your time.

The previous article discussed how to manage your knowledge, while this one focuses on how to manage your time. This article will detail GTD and combine personal practice to tell you how to use TickTick to implement GTD.

Do you often find yourself staying up late to meet deadlines due to procrastination?

Do you find that time is insufficient, leading to low work efficiency?

Do you suffer from headaches due to chaotic work arrangements?

If so, this article is very suitable for you.

This article is lengthy, so it is recommended to mark the information you need and view it gradually.

I. Introduction#

Previously, I used Notion to create a GTD to-do list. However, for various reasons, I rarely opened it; it was more of a record than a true execution. In fact, it was not very suitable for this purpose.

Without a tool to manage tasks, it is easy to mismanage priorities. Recently, I discovered a requirement that I had overlooked just before going live, and I rushed to complete it. At that moment, my self-requirement was just to get it done; occasionally, that’s fine, but if it happens too often, I would be in a state of "busy but useless" every day.

I have previously used Thing3, Google Calendar, Microsoft To Do, and Minimalist To-Do, but none of them stuck. It wasn't due to a lack of patience; it was genuinely uncomfortable to use.

So, what capabilities does a qualified GTD tool need to have?

I summarized them as follows:

To-do lists, categorization, search, reminders, view filtering. Many tools have these functions, but very few can be truly efficient. "TickTick" is such a tool that meets these criteria and is efficient.

However, having a tool is not enough; you must understand how it works to truly utilize it. Since everyone’s situation is different and the problems encountered vary, it is essential to understand the underlying principles to extract their essence and form your own system.

Therefore, aside from reading articles from various platforms, I also studied some theories from GTD author David Allen's book "Getting Things Done."

Doing Things Relies on Systems, Not Feelings#

The brain is not suitable for remembering things. Human short-term working memory is very limited, capable of thinking about only a few things at most; beyond that, it is easy to forget and is often distracted by other things.

What to do if the brain is unreliable? Utilize external systems to share the workload of recording, such as a note-taking system, which serves as an extension of the brain, just like Evernote's slogan: Your second brain.

In addition to notes, there are many "tasks" in life and work that also need to be outsourced.

Thus, in a sense, "TickTick" can serve as a third brain.

Using these external brains liberates mental capacity, allowing the brain to focus more on thinking.

II. GTD Principles#

GTD stands for Getting Things Done. It is a method that helps you get things done and can solve the specific problem of "What to do next."

1. GTD Target Audience:

   Those with many daily affairs, pursuing efficiency, procrastinators, anxious individuals, forgetful people, and those with a certain level of execution but lacking methodology.

2. Core of GTD:

   Calm Mind: Separate "thoughts" from "actions" to achieve focus.

   Prioritize Important Tasks: Focus on doing "important" tasks first to bring maximum value.

3. GTD Principles:

   Clear the brain's memory. Occupying the brain's memory can cause anxiety, so GTD specifically addresses this pain point by proposing that "the brain is for thinking, not for remembering."

Calm Mind#

There is a psychological effect called the "Zeigarnik Effect." It states that unfinished tasks create mental pressure. For example, if you have a task that must be completed today and a movie you want to watch, you should normally finish the task before watching the movie. Otherwise, the "unfinished task" will continue to bother you, making it hard to enjoy the movie. If there are too many tasks, you will definitely feel overwhelmed and not want to do anything.

But what to do if there are too many tasks? GTD requires you to use an "external system" to record what needs to be done at what time and in what context, rather than relying on your memory. The brain is for thinking, not for remembering.

Therefore, using an external task list externalizes thoughts, serving as an extension of the brain.

With a reliable task recording system, you can worry less about what tasks you still need to do at any time, achieving a state of calm mind, allowing you to enjoy work itself, thus improving your efficiency.

This is the essence of GTD (Getting Things Done) invented by David Allen: Done. Once you complete a task, you don't have to think about it anymore. Not thinking is the goal; done is the means.

Prioritize Important Tasks#

Just thinking about "Done" is not enough; you also need to consider what is important.

Because important tasks reflect the most value, we should follow the principle of "prioritizing important tasks," categorizing tasks based on "importance" and "urgency," and prioritizing those that are "important but not urgent."

In fact, important tasks are generally not urgent, while urgent tasks are often not important. The reason tasks become urgent is partly due to not being handled in a timely manner, leading to procrastination.

Using an external task list to achieve a calm mind, combined with prioritizing important tasks, forms the fundamental principle of time management.

Knowing what to do is sometimes not enough; there is also the issue of "self-control management," which is another topic and will not be elaborated on here.

Next, I will detail the steps and practical operations of GTD.

III. Usage Method#

The GTD method consists of five steps: Collect, Process, Organize, Review, and Execute.

1. Collect: The concept of INBOX, which means throwing everything you think of into the INBOX.
2. Process and Organize: Sort the contents of the INBOX from the collection phase into the appropriate lists, dividing them into action and project lists.
3. Review: After sorting the INBOX, conduct an overall review to plan and check for the next time.
4. Action: Start executing! Choose actions based on duration, context, and energy levels.

Collect#

People who do not clear the weeds in their brains are easily pricked by them. — Horace Walpole

Clear the brain. The purpose of collecting is to clean out the weeds in the brain, such as thoughts, tasks, goals, inspirations, ideas, etc., and gather them in one place.

In other words, whenever you have a concern, write it down.

There are two principles for recording:

1. Simple and quick.
2. Don't overthink; don't be bound by form.

I find that if I am too lazy to write things down, the reason is often very simple: I don't have a quick recording tool at hand. If recording an idea takes a few minutes, I will likely give up. Therefore, it is best to make recording simple and easy, without feeling inconvenient.

When recording, it is best to avoid analysis and thinking about how to do it. Of course, if you already have the details and existing materials in mind, you should record them together to avoid forgetting and facilitate quick retrieval during execution.

For example, if you receive a request with a clear deadline and contact person, you must record it together. If you notice a problem with the product, there is no need to think about the solution while recording; just record the environment in which you discovered the problem.

Practical Operation#

Various Collection Methods in TickTick

Use whatever device you have, combining actual scenarios, and prioritize faster methods, such as voice.

Mobile Phone

• Siri

For example, when I am at home, I will use "voice" recording.

"Hey Siri, add 'pick up the package downstairs at 6 PM' to TickTick," or simply, "Remind me to pick up the package at 6 PM."

Because in TickTick, you can automatically import from iOS's "Reminders" and "Calendar."

Often, when I wear AirPods and it's inconvenient to take out my phone, I can still create tasks; Siri is really considerate ❤️

Note: Sending messages with time information will automatically recognize the task date, such as "Go to the meeting at 3 PM today" or "Play ball at 9 AM on Saturday."

More content can be found in the APP settings - Quick Add Tasks.

• WeChat

If I happen to be using WeChat, I will directly send a message to the "TickTick public account" to create a task. If the environment allows, I prefer to use voice.

• 3D Touch

In addition, I can also quickly create tasks by long-pressing the "TickTick" APP through iOS's "3D Touch."

Mac

• Quick Add Task

Using a shortcut key, you can add tasks with one click without opening the main window of TickTick.

Tip: I change the default shortcut key to "CMD + Space" because my Alfred shortcut key is "Alt + Space," maintaining a unified understanding of operations without needing to memorize multiple shortcuts.

• Batch Adding Multiple Tasks

If you copy dozens of tasks from elsewhere, adding them one by one would be too cumbersome. A quick way is to ensure each task is on a separate line, then copy it into "Add Task," and a pop-up will prompt "Do you want to create multiple tasks?" Confirm to batch create them.

• PopClip

When I see tasks or ideas on WeChat or other applications, I quickly add them using the PopClip tool by selecting text with the mouse.

More task creation methods: https://guide.dida365.com/iOS/task.html

Organize and Process#

Organizing is filtering and processing, while organizing is categorizing.

Why combine processing and organizing? In the GTD steps, they are separated, but these two steps need to be done simultaneously, so discussing them together is easier to understand.

Processing Flowchart for the Collection Box

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The process for clearing the collection box is as follows:

1. Clarify Meaning: Is this task necessary? Judge based on goals.

2. Is action needed? Judge based on time; should it be done this week?

3. Does it involve multiple steps? Often, a task consists of multiple steps, and multiple tasks form a complex task (project). Projects require multiple collaborations, so establish lists based on project names.

   When breaking down complex tasks, you can choose another more ample time slot to complete them, planning and breaking down upcoming projects comprehensively.

   • Break Down Tasks: If it is a complex project, break it down into several smaller tasks, then specify each small task. Set the "next action."
   • Next Action: Set the 3Ws (Who do What by When), which means: executor, task content, deadline. The sentence structure includes: date + verb + event + key person.

4. After detailing each action, judge the completion time.

   • Can it be completed within two minutes? If yes, "do it immediately";
   • Can it be delegated to someone else? Follow up after delegating to others;
   • Schedule it into your daily agenda and set reminders.

In "Getting Things Done," the author places tasks and materials into GTD, but "TickTick" is not suitable for storing materials, so it is better to keep them in "Evernote."

Practical Operation#

Syntax Modification in Tasks

For example, an unprocessed task looks like this:

• Ask Jack for the format

To ensure accurate understanding during execution, we need to make simple syntax modifications: Next action = date + verb + event + key person.

• By 8 PM (deadline), call Jack (key person) to ask for the format requirements of the data analysis report (event).

You can further determine the context of the action and add corresponding tags.

• By 8 PM, call Jack to ask for the format requirements of the data analysis report (# WeChat voice).

Break down tasks in the "task list."

• For simple projects that you can complete independently and have fewer steps:
  • Switch to "subtask mode" in "TickTick" and write each step as a subtask in the task details for the first step;
  • Make syntax modifications and set reminders for subtasks.
• For complex projects that require multiple collaborations or have many steps:
  • Create a new list named after the project. Then delete and move the original task.
  • The benefit of this is that you can easily see the project's progress and use "TickTick's" Kanban feature, which those who have used Kanban will surely appreciate.

Categorization and Tags in TickTick

When there are many tasks, reasonable categorization can ensure the system operates smoothly. The corresponding functions are as follows:

• "List" corresponds to the "categorization" of tasks, grouping similar tasks together;
• "Date and Reminder" corresponds to the "urgency" of tasks, used to plan when to do what;
• "Priority" corresponds to "importance," used to determine what to do first today and what to do later.

In addition to these three dimensions, there are two more dimensions—context and status, which can be implemented using "tags."

Categorization, as used in the previous article "How to Establish a Closed-Loop Note System?," has two points:

• Coding for quick directory location.
• MECE principle (mutually exclusive, collectively exhaustive), meaning that they are independent and non-overlapping, but together they completely cover without omission.

List Categorization

The categorization of lists should correspond to the flowchart above, but some lists do not need to be created and can be replaced with existing functions:

• Next actions and schedules: Use "Today" and "Calendar" for viewing.

Tags

Context usage: When you open the "Calendar" view to check what you need to do today at work, and you find many personal tasks mixed in, how can you focus more?

You can use the "filter" function to select the "Work" project group list, and only work-related tasks will appear. But what if I want to do some personal tasks after work?

Just add the tag "At the Company" to the task.

The benefit of context categorization: It is the first hurdle that limits your choices, helping you avoid thinking of things you cannot do.

Custom Smart Lists

On the smart list management page, click "Add Smart List" at the bottom, and you can create smart lists based on "list," "tag," "date," "priority," and "assigned to whom."

Four Quadrants Usage

For example, the filtering criteria for "Important and Urgent" can be set as follows:

• Date selected as "Today," "Tomorrow."
• Priority selected as "High Priority," "Medium Priority."

Moreover, you do not need to manually adjust the status of tasks; if an important but not urgent task is not handled in time, it will automatically shift from important but not urgent to important and urgent. However, you would not want this to happen.

Smart lists combined with tags and categorization can create many personalized lists for viewing and management, such as "Most Urgent Tasks After Work" or "Tasks Without Syntax Modifications."

My "Future List" is much longer than my commonly used project list. I feel that many of the thoughts in it seem somewhat "wishful thinking," such as drifting on the Mississippi River in a canoe; there are also some more "practical" ones, like scanning and saving photos as digital files, rewriting parts of the company's website introduction, etc. These tasks do not have specific next actions attached, which is their defining feature.

Review#

Reviewing is placed in the fourth step not because you must review before executing, but because reviewing and executing are mutually reinforcing. You can only review effectively after you start executing, and you can execute with more focus after reviewing.

Reviewing has two purposes: (1) updating content; (2) aligning goals.

The author in "Getting Things Done" replaces "review" with "deep thinking," but I still feel that "review" is more understandable in terms of what to do. The book mentions that "deep thinking" is an essential step. If you do not look at the tasks marked on your schedule, there is no need to mark them in the first place. If you do not check your call list when making calls, why bother to create a call list?

Therefore, once you have listed tasks, you must review them. Do not let "listing be a momentary pleasure, and continue listing endlessly."

Regularly check and review different lists, ensuring your task system operates smoothly, checking for omissions and expired tasks, and ensuring all items align with the latest situation.

Conduct daily and weekly reviews:

• First dimension: Next actions, daily review;
• Second dimension: Current projects, weekly review;

Learn to pause... If you run too fast, you will leave valuable things behind.
— Doug King

Practical Operation#

Daily Arrangements and Timely Reviews

The first thing I do every day when I open TickTick is to enter the "Today" smart list. Then, we can conduct a simple check to determine whether today's arrangements are reasonable.

Click the "Today" smart list's upper right "circle" icon to enter "Daily Planning" mode, where we can review all tasks to be done today one by one and conveniently adjust them.

• If a task's time arrangement is OK, just click "Next."
• If a task is only scheduled for "Today," but you need to specify a certain time, click "Today" and choose "At a certain time today" to set the time.
• If you feel you cannot complete a task today and need to postpone it, click "Later" and choose to postpone it to tomorrow, next week, or another date.
• If a task was not handled in time yesterday, you can choose to move it to "Today" or "Later" as needed.

Using the "Summary" Feature for Weekly Summaries

Weekly summaries are familiar to everyone, but the tedious part is that you need to check the lists and then copy and paste to form a weekly report, which is too slow. The "Summary" feature in TickTick can automatically generate weekly reports.

You can also filter by list and tag, sorting by completion, list, time, and priority.

Execute#

Only by daring to take action, rather than daydreaming, can we master this world. Doing is more important than watching... Hands are the sword of thought. — J. Bronowski

Select suitable actions to execute based on the current context from the "Calendar."

• Selection Principle: Choose suitable actions based on location, duration, and energy levels.
• Execution Principle: Prioritize actions on the list, collecting any unexpected tasks into the inbox for delayed execution to avoid interrupting the current focused action.

For example, if you have 10 minutes of free time while waiting for food, it is best to choose some relatively relaxing tasks.

Therefore, I have established a relaxation list, which includes tasks such as browsing "Quick Knowledge" and handling "Must Collect." These can all be done in fragmented time.

Practical Operation#

Scheduling Tasks

The schedule is the most basic focus of to-do tasks. It marks your next actions, specific to determined dates and times, thus forming the basic framework of most of your work.

TickTick's task scheduling feature allows you to easily arrange daily/weekly time; just drag and drop tasks.

The ideal effect is that when you are surprised to find that an unexpected event will occupy your time, you can simply glance at the schedule to clearly know whether you can immediately spare time to handle it.

Pomodoro Technique

The purpose of the Pomodoro Technique is to maintain focus, not to record duration, so there is no need to worry about data glamour. Wearing noise-canceling headphones while listening to white noise or light music can instantly "quiet" the environment. When the time is up, you can choose to take a break or continue focusing, making even the break time feel more valuable.

TickTick comes with a Pomodoro timer that can be started on a task or within a task, sometimes serving as a reference for judging task duration or checking when your best focus moments are.

IV. Summary#

In the end, you may feel that GTD is too complicated. I need to reiterate its target audience: busy people and those pursuing efficiency.

If you lack the motivation to implement it, it may indicate that you are not the target audience or that the time is not right.

If you genuinely want to give it a try but do not know how to start, I suggest:

• Micro Habits: The best way to start a habit is to begin with micro habits (the simplest tasks that the brain will not resist), such as collecting; then you will encounter the issue of how to organize too many tasks, and bringing questions to the process will provide the strongest motivation.
• To-Do List: A to-do list can be a starting point for those new to GTD. Specifically, establish a "Must-Do List" or "The Six Most Important Tasks Today."

In conclusion, action is key. As long as you take action, even if that action is "incorrect" or not the best method, it will give you a stronger sense of control than hesitating and remaining stagnant.

This wardrobe organizing method is a method of time management that applies to various matters in our lives and work. The operational principle is similar to the steps we take to organize clothes in a wardrobe. When organizing, we first collect clothes and place them on the bed, then clean, organize, and categorize them before putting them back in the wardrobe. The final result of organizing is that we can easily find a suitable outfit from the wardrobe.

Wardrobe Organizing Method Flowchart

Step One: Capture and Collect to Clear the Wardrobe#

Use a collection basket to gather everything that catches our attention. We call this process capturing, and the collection basket needs to be emptied daily. The contents collected in the collection basket are called miscellaneous tasks.

Collection Tools#

1. Paper notebooks, sticky notes, memos.
2. A physical collection basket.
3. Electronic task list tools or notebooks, recording devices.

Notes:

1. The fewer and more unified the collection tools, the better.
2. Ensure you can enter recording mode within 5 seconds, which requires carrying your collection basket with you.
3. Regularly empty these tools; clear the collection basket daily of tasks assigned to others and remove completed tasks. Start each day with an empty collection basket.

Step Two: Clarify Meaning: Categorize Clothes#

After the collection basket gathers a pile of tasks, we can clear it at an appropriate time. We need to clarify the meaning of each miscellaneous task, quickly distinguishing which can be acted upon and which cannot.

When clearing the collection basket, we should follow these principles:

1. Start processing from the top item, judging the essence of the task, deciding on the next action plan, and placing it in the appropriate location. Strive to quickly get to the bottom of the work basket without avoiding any task.
2. Process one task at a time; after completing one task, move on to the next.
3. Never put tasks back into the collection basket (except for interrupted tasks). When taking tasks out of the collection basket, immediately judge their essence and processing methods, aiming to do it well in one go.

Note: Three types of tasks that cannot be acted upon:

1. Trash.
2. Future tasks: e.g., traveling to Beijing.
3. Reference materials.

Note: Six types of tasks that can be acted upon:

1. Two-minute actions.
2. Projects.
3. Tasks.
4. Actions.
5. Tasks assigned to others.
6. Tasks to be done at a specific time.

Only one task should occupy your mind.

The benefits of having only one task in mind are:

1. Focus.
2. Sense of achievement.
3. Relief from pressure.
4. Better results.

Which task should occupy your mind?

Only the next action: Our focus should be solely on the next action.

Step Three: Organize and Store Categorized Clothes#

Let’s reorganize our thoughts:

1. We have a collection basket filled with miscellaneous tasks.
2. We have clarified the meaning of each miscellaneous task, knowing that different types of tasks require different next actions.

Next, we will sequentially process the miscellaneous tasks in the collection basket from top to bottom according to the principles mentioned earlier, deleting or categorizing them. In less than two minutes, we will have three lists and a schedule.

Schedule: This is where we store tasks that need to be done at specific times, such as meetings, appointments, etc. Since it involves reminders, it can be synced to the phone's calendar.

Future List: You can use a 32K efficiency manual to manage all lists. The future list may take a long time to execute, so I place it at the end. During weekly reviews, I open it to see if any tasks can be elevated to action.

Action List: This is the main list for daily tasks, placed at the front. When working daily, I keep the efficiency manual on my right side, open to the action list page, ready to record at any time. Once an action is completed, it can be crossed off at any time.

Project List: This list is more complex and may require supplementary materials. However, adding paper to the efficiency manual is easy; even A4 paper can be folded and added, so there is often a dedicated area to store everything related to the project.

Thus, our list system should look like a 3+1 combination.

The 3+1 combination forms the list system in work. Browsing through the 3+1 lists every morning gives you a clear idea of what to do that day.

Step Four: Review: Keep Clothes in Mind#

After organizing, tasks will become orderly, and corresponding pressure will decrease. However, reaching this step is not the end. Good collection habits and the "3+1" list system can basically solve the busyness of daily work, but to address blind spots, we need to engage in deep thinking.

Why is deep thinking necessary? There are at least three benefits to reviewing your lists:

1. Incubate miscellaneous tasks.

If we do not engage in deep thinking, our "future maybes" will become increasingly overwhelming, so we must prune and refine this list. Delete what you are not interested in and consider when the timing is right.

2. Generate inspiration.

Find a time when you will not be disturbed to re-examine past events and future tasks. Many things that seem tricky will find inspiration at this time.

3. Elevate perspective.

We should not only see the road beneath our feet; we must choose the path to go further. By re-examining a week's work, ask yourself: What is my goal? What should I prioritize? When we view people and things from a new height, unexpected discoveries will occur.

Once you understand why deep thinking is necessary, choosing an appropriate time for deep thinking is very important. I recommend the following two time periods:

1. Every evening after work:

Ask yourself four questions:

a. What did I do today?

b. What am I satisfied with, and what am I not satisfied with?

c. What important matters did I recommend?

d. What is the plan for tomorrow?

2. Weekly Review: It is advisable to conduct a weekly review, scheduling time based on your actual situation.

How to conduct a weekly review:

a. Clear the collection basket.

b. Review the future list, action list, and project list.

c. Review the schedule.

d. Check the content collected in Evernote this week.

e. Annual goals.

The fifth step: Action. Choose the best plan.

Share six heights proposed by David Allen:

1. Principles (50,000 feet)

Take time to think about your values, principles, and goals; these are the soul of your work.

2. Vision (40,000 feet)

This includes 3-5 years of work goals, which can be positional or organizational capabilities, coordination abilities, etc. You need to ask yourself: What do I want? Who has achieved it? How did they do it? What will I do when I reach this goal?

3. Goals (30,000 feet)

These are more detailed, usually with a phased outcome within a year.

4. Responsibility Scope (20,000 feet)

Roles in work, such as sales and management; roles in life, such as family, personal finance, and spiritual aspects; roles in hobbies and interests.

5. Tasks (10,000 feet)

This includes tasks and projects. Although we already have a top-down system, we still need to focus on the individual projects at hand.

6. Next Actions (Runway)

These are the most detailed events. Put them all into the action list and eliminate them one by one. Those who pay attention to details will be more successful. At the beginning, we all run in the same runway, but in the end, only those with clear career plans will drive into the fast lane and head straight for their goals.

The six heights.

We usually choose which action to execute based on four criteria:

a. Importance b. Environment c. Time d. Energy#

43 folders
Calculating based on 31 days per month and 12 months per year, a total of 43 folders need to be prepared. Then, a sufficiently large drawer or file rack is needed, and the key points are:

1. Convenient browsing labels.

Folders numbered 1 to 31, and 1 to 12 for months, should be placed in a visible location on the folder.

2. Easy to take out and put in.

All files placed in the drawer or file rack should be loose enough, allowing for easy retrieval and placement.

Then, the specific operation:

31 folders should be arranged in a line with today's folder first. For example, if today is the 17th, the first folder's code should be 17, and folders for the 1st to 16th should be arranged behind the 31st folder.

Similarly, the monthly folders should be arranged with the current month's folder first. For example, if this month is July, the first folder should be labeled for July, and folders for January to June should be placed behind the December folder.

Every day, take out the tasks in today's folder for processing. After completing the tasks in the folder, arrange it at the end of the other daily folders for a cycle.

Similarly, when the monthly folder's tasks are completed, place that folder at the end of the other monthly folders for a cycle.

In this era, the two things that make us feel anxious are wealth and time. I believe the vast majority of people are thinking about achieving financial freedom and time freedom as soon as possible.

However, reality is often cruel, and there seems to be a significant gap between ideals and reality, so we must work hard and strive a bit more; at least it may lead to more possibilities.

The 996 work system, which means working 12 hours a day and 6 days a week, sometimes requires overtime. But even so, it always feels like there is not enough time, and tasks never seem to end.

Thus, we study time management, learn the Pomodoro Technique, and put many to-do tasks into the task list. Time management is indeed important, but even if time is well managed, does that guarantee improved work efficiency? Not necessarily.

You might recall some scenarios at work:

For example:

• You attended a four-hour brainstorming session, and after two hours, you might feel unable to concentrate.
• Sometimes in the afternoon, you feel very tired, lacking patience, and colleagues easily get into disputes.
• When you return home at night, wanting to chat with family, you feel distracted, with your mind full of work-related matters.
• A friend's birthday is coming up, but after work, you feel too exhausted to go.
• When working on a proposal, you feel stuck, as if your brain is jammed.

These phenomena seem unrelated to time; what is the reason? It is insufficient energy.

Energy can be described as the capacity to do things. If energy is not used properly, the effectiveness of tasks will be greatly reduced.

No matter how efficient time management is, it cannot ensure we have enough energy to handle every task.

Energy is the foundation of high performance, not time. This theory refreshes our understanding of the sources of high performance, and we also know the importance of energy, but it is often overlooked in work and life.

The book elaborates on a large number of psychological studies, revealing the essence behind some phenomena we often take for granted. Most valuable is that the book provides numerous mind maps, quadrant diagrams, problem lists, schedules, log templates, and so on—dozens of charts and tools, showing the author's thoughtful efforts.

We can think about which group of people needs to maintain high performance under high pressure.

Entrepreneurs? Politicians? Doctors, lawyers, and other professionals? No, the answer is athletes. Athletes spend 90% of their time training for 10% of the time to achieve results. They need precise planning of their daily routines and set strict procedures for energy management—eating, sleeping, training, resting, emotional control, psychological preparation, and maintaining focus, etc.

The author's organization has collaborated with many outstanding athletes for decades, researching and guiding them in energy management. They have also helped tens of thousands of people improve their energy. It can be said that they have rich experience and methods. As long as you follow some methods in the book, you will find that your performance in life, work, handling affairs, and emotions will improve.

Part One: How to Fully Engage#

The author draws a quadrant diagram, which you can see in the notes. This diagram expresses the changes in energy from low to high and emotions from negative to positive.

The more negative the energy and the lower the emotions, the worse the performance; conversely, the more positive the energy and the higher the emotions, the more efficient the performance. The "High - Positive" quadrant brings energy, confidence, willingness to challenge, happiness, and other positive emotions. In this aspect, we are very willing to engage fully.

But how to maintain the energy needed for full engagement?

Managing energy involves three aspects:

1. Goals
2. Facts
3. Actions—these three aspects are indispensable.

The first step to improving energy management is to clarify life goals.

Only by clarifying goals can we know what is most important and fully engage.

Goals involve sorting out what matters most in life and constructing a feasible vision. The reasoning is simple: with goals, we can focus and do meaningful things around those goals, while also filtering out distractions from excessive information and many things.

To clarify goals, one must have a clear understanding of the current situation.

The second step is to face reality, examine your work and life habits, and analyze the core reasons leading to decreased energy.

The third step is action, taking practical steps to narrow the gap between "reality and ideals." Establish and cultivate good ritual habits.

A company must have a sense of mission and vision to develop; the same goes for individuals.

Life goals are a unique source of energy. Goals bring focus, satisfaction, and passion.

You can test yourself with three questions, scoring each out of 10.

• How excited are you when you start work each morning?
• To what extent do you enjoy working because of the task itself rather than the rewards it brings?
• How responsible do you feel for your value orientation?

If the total score of these three questions reaches 27 or above, it indicates that you are living with a strong sense of life goals. If the total score is below 22, it suggests that your life is merely a routine.

The key is not what meaning life gives you, but whether you actively turn life into a carrier of your value orientation.

When the sense of purpose shifts from negative to positive, from external to internal, and from self to others, it becomes the most powerful and lasting source of energy in life.

From a psychological perspective, people are driven to a certain extent by external incentives or material rewards;

However, to unleash more enthusiasm, the premise is that you must enjoy the tasks themselves, allowing you to derive lasting pleasure from them.

To find your value orientation, the author lists several questions to help you explore. You can also try answering them, preferably writing them down:

• If you learned that you only had one month to live, what are the three most important things you learned in your life? Why are they so important?
• Who is a person you respect the most? Describe the three qualities you admire most about them.
• If you had the chance to be reborn, what kind of person would you most like to be?
• How would you summarize your life on your tombstone?

By answering these questions, you will find your values.

The more firmly held your values, the more your actions will be guided, providing you with powerful energy.

If you find that your daily actions do not align with your values, you need to re-examine whether you have misidentified your values or if your actions are incorrect.

You must face reality and treat yourself as an object of study.

The author lists some questions: Here are a few examples.

• On a scale of 1 to 10, how would you rate your level of engagement at work? What obstacles hinder your performance?
• How much of your daily behavior aligns with your values? Where are the disconnections?
• To what extent does your work sheet reflect your values and align with your vision? What about at home? Where are the shortcomings?
• How do your daily habits regarding health—diet, exercise, sleep, and stress balance—support your core values?
• In what situations do your emotional responses align with your values? Are there differences at work and home?
• Are you wisely and efficiently investing your energy?

Part Two: The Four Sources of Energy.

Energy mainly comes from physical, mental, will, and emotional sources.

The author, through extensive experiments and tracking surveys, found that

The main culprit of insufficient energy is physical inadequacy.

Appropriate exercise greatly helps energy; ideally, one should go to the gym weekly. If it is difficult to carve out long periods for exercise, the author suggests interval training.

Interval training emerged in Europe as early as the 1930s, and studies show that through interval training, the body can perform at higher intensities. Recent research from Harvard University and Columbia University researchers found that a series of short, high-intensity aerobic exercises, even if each lasts only about a minute, can have unexpectedly positive effects. Interval training has long been a core component of energy training systems.

Just eight weeks of consistent training can significantly improve health, enhance mood, and boost immunity.

The second aspect to focus on is breathing:

From a physiological perspective, energy comes from the chemical reactions of oxygen and glucose.

In fact, there are techniques for recovering energy through breathing. We can practice a training method of three breaths in one inhalation and six breaths in one exhalation. This deep, calm, and rhythmic breathing can stimulate energy, bringing relaxation. When energy is insufficient, you can try this action.

The third aspect to focus on is food, which is also an important source of energy.

Breakfast is crucial; it not only raises blood sugar levels but also strongly boosts metabolism.

Eating five to six small meals a day with nutritious, low-calorie foods can provide stable energy. Many companies provide afternoon tea to supplement energy.

Additionally, it is essential to drink at least 1.8 liters of water daily, which is roughly the amount in a large bottle of soda. If muscles are dehydrated by 3%, they lose 10% of their strength and 8% of their speed. Long-term insufficient hydration can severely impair the brain's attention and coordination.

The fourth is sleep; adequate sleep is the most important source of energy recovery.

People cycle through "activity to rest" physiological rhythms approximately every 24 hours. Researchers have found that sleep occurs in 90-120 minute cycles. This process is called "active-resting basic cycles."

Further research has found that whether at night or during the day, the brain remains awake, the same 90-120 minute cycles exist, known as circadian rhythms.

Studies show that sleep deprivation can reduce cognitive abilities, affecting reaction time, concentration, memory, logical analysis, and dialectical abilities. The human body requires 7 to 8 hours of sleep each night to function well.

In a large study, psychologists tracked the sleep patterns of one million people over six years, finding that those who slept 7-8 hours each night had the lowest mortality rates, while those who slept less than 4 hours had mortality rates 2.5 times higher than the former.

Reading profound books at night can easily lead to fatigue and drowsiness, and it is advisable to break the habit of bringing phones to bed. Keeping the phone at a distance has the added benefit that when the alarm rings in the morning, you have to walk a few steps to turn it off.

Waking up before 7 AM, going for a brisk walk outdoors, and sleeping by 11 PM can completely change your routine in a few weeks.

A Harvard study found that taking a short nap at noon can quickly restore energy. Do not think that taking a nap will delay work; in fact, a short nap can often allow you to handle more work than you imagine.

The fourth aspect to focus on is emotions:

Activities that bring satisfaction and a sense of security can stimulate positive emotions and restore energy. However, many people feel that watching TV, using an iPad to binge-watch shows, or watching variety shows can also bring satisfaction. Watching TV only provides temporary relief; over time, it can drain energy. Staying home to watch TV or videos can also increase anxiety and mild depression. Previously, I was like this; on weekends, I would binge-watch a few episodes of an American drama. While it felt great at the time, looking back, I felt not only did I not relax, but I also felt more tired because that sense of satisfaction fades quickly.

Therefore, it is better to engage in more social activities, such as cycling, attending book clubs, or going to concerts, as these allow for interaction with others, prolonging the sense of satisfaction.

Energy is not only about physical aspects but also about mental aspects.

To perform well at work, one must maintain focus, and mental energy also requires balancing consumption and recovery.

Our usual misconception is that working for long periods leads to high output. In many companies, this is the case; taking breaks is not rewarded, and taking time during the day for activities is not praised. Only burying oneself in hard work receives recognition.

However, thinking consumes a tremendous amount of energy. The brain accounts for only 2% of body weight but requires 25% of the body's oxygen supply. If the mind does not receive enough recovery, it can lead to poor judgment, reduced creativity, and in high-risk professions like doctors and pilots, potentially dangerous consequences.

The key to recovering mental energy is to allow the brain to rest intermittently.

Our left brain is responsible for logical analysis, while the right brain is responsible for inspiration and creativity.